Article Archive

TED Talks: Michael Porter – Why business can be good at solving social problems

Why do we turn to nonprofits, NGOs and governments to solve society’s biggest problems? Michael E. Porter¬†wrote the book on modern competitive strategy for business. Now he is thinking deeply about the intersection between society and corporate interests. While he admits he’s biased, as a business school professor, he has started four not-for-profits, himself. He¬†wants you to hear his case for letting business try to solve massive problems like climate change and access to water.

Why? Because when business solves a problem, it makes a profit — which lets that solution grow.

Can’t view the video? Want to access the interactive transcript? ¬†Click here.

Getting the discussion rolling…

There is much to like in this presentation, and it does a very good job of bridging the terrain that divides social and corporate ventures.

That said, as we reviewed this video, (and in the tradition of Muppet Show hecklers, Statler and Waldorf), Ann and I had a few thoughts:

Would business take on reform of global monetary and financial systems?

Does Porter’s premise that business will resource the solving of¬†society’s biggest problems, out of a profit motive / enlightened self-interest, ¬†scale to all of¬†society’s biggest problems? For instance, why and how would businesses around the world resource a fundamental restructuring of the current global monetary and investment systems?

Many think these systems are fundamentally broken, and at the very least, the systems are reinforcing the wealth divide. So how would that work? Business, by virtue of being able to generate wealth would voluntarily fund a global overhaul of the broken mechanisms of wealth creation and distribution, in cooperation with the worlds’ governments? The same mechanisms that capitalize business growth and fund governments, through taxation? The same governments who rarely agree about matters relating to the global commons – atmosphere, oceans, global warming, nuclear proliferation, etc.?

(I’m picturing the world described in Neal Stephenson’s intense and dark science fiction novel, Snow Crash, in which governments had¬†ceded most of their power to private corporations, organizations, and entrepreneurs operating as nation-states. brrr!)

Will public companies be allowed to move to a longer view of profitability?

On the bright side, Porter gives examples of businesses that are taking a longer view of profitability:

‚ÄúThe deeper work, the new work, the new thinking on the interface between business and social problems is actually showing that there’s a fundamental, deep synergy, particularly if you’re not thinking in the very short run. In the very short run, you can sometimes fool yourself into thinking that there’s fundamentally opposing goals, but in the long run, ultimately, we’re learning in field after field that this is simply not true.‚ÄĚ

Glad to hear it, because the last couple of public multinational corporations we worked with had a VERY difficult time making socially-conscious, longer-term investments. The pressure to meet quarterly projections coming from Wall Street, alone, was devastating, forcing them to give up their long-term aspirations or be punished in the short-term as their stock prices fell. It is ironic that the multinational companies that could do the most good may be least able within the existing system.

What do you think?

Ann and I would be fascinated to hear your thoughts on Porter’s video. If you feel moved to contribute to our community’s discussion, we welcome your input on the commentary thread, below.

Thanks for watching!

 

- Ann and Gary Ralston

© 2014 Ralston Consulting Inc.

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to the new year…

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photo: Ann Ralston.
(click image for larger version)

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Tuesday, December 31st, 2013 Article Archive, Main Page, Personal Mastery, Photos No Comments

’twas the Night before Christmas…

what-is-christmas-photo


We believe this message is bigger than a single faith.

It speaks across cultures and creeds and diverse communities everywhere.

We are filled with gratitude for all of you in our circle – that you are in our lives.

May this fervent wish be realized for you, your family and your caring community.

In warmth and love and peace,

Ann and Gary
December 24, 2013


photo: Ann Ralston.

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Tuesday, December 24th, 2013 Article Archive, Main Page, Values No Comments

Shake Up Your Biases and Preconceptions with a MOOC!

MOOCs are opening more than higher education to the world – they can open the world to you

This fall I participated in my first MOOC (Massive Open Online Course – see sidebar). The course, Behavioural Economics in Action 101x, is offered by the prestigious Rotman School of Management at the University of Toronto, for free. I’m accessing this course through EdX, a¬†non-profit online initiative of 30 of the world’s top universities,¬†created by founding partners Harvard and MIT.¬†Their mission is expand access to the best of higher education for students around the world – and this in part means reducing or eliminating the barrier of cost.

If my class is any indication, EdX has proven its global reach. I was blown away – each pin on the world map below represents one of my over 2100 fellow learners!

BE_101X_-_over_2000_people-5

Now it’s great that EdX is bringing this course to the world. Absolutely. But early into the course it dawned on me that through this MOOC, EdX had brought the world to me! While I found the course content interesting, I was much more intrigued by the varied points of view from different cultures.

A bit about the course content

What was your BIGGEST class at university?MOOCs are bigger…

A MOOC is a Massive Open Online Course Рa relatively new development in the world of online learning that is generating significant buzz, and no small amount of angst about their possible impact on the business model for higher education.

Top universities are offering top-notch interactive courses to large numbers of students at once, taught by excellent faculty, many for free, and some for-credit, at a fraction of the cost of a conventional university course.

In case you are wondering how many students per class is¬†large…¬†according to Wikipedia,¬†‘Udacity’s CS101, with an enrollment of over¬†300,000 students, was¬†the largest MOOC to date.’

Behavioral economics explores, from a psychological point of view, why people sometimes make irrational decisions, and why and how their behavior does not follow the predictions of economic models. Further, these behavioral insights can be used to influence decisions in many ways, from the obvious – drive up consumer spending by offering “bargains” – to the more subtle – lose weight by doing nothing more than taking a picture of everything you consume. Such techniques or strategies, designed to subtly influence decisions toward a given outcome, are commonly referred to as¬†“Nudges”, and there has been much interest in applying such behavioral insights to larger policy and societal issues.

Many of our class discussions (held in web-based discussion forums) focused on social issues, with the intention to explore how to influence or “nudge” behaviors that increase health and overall well-being of people and societies.

Some of our early topics…

  • disrupting the transmission of AIDS in Uganda,
  • quelling noise pollution from overuse of car horns in large cities in India, and
  • shifting a nation’s personal debt and spending / saving patterns.

And the conversations were fascinating! The richness and diversity of views and the insights from different countries, socio-economic backgrounds and fields of study opened a much wider world to me, creating a deeper and more engaging learning experience. There is nothing like discussing a subject with someone from a foreign culture and way of thinking to show up your own assumptions and biases!

If you’ve been missing out on the amazing variety of free, quality education available through MOOCs, and a world of fellow learners, here are a few tips (okay, nudges!) to get you started:

See you in the MOOC-iverse!

- Ann Ralston

© 2013 Ralston Consulting Inc.

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“We Aren’t the World” – Required Reading Before Going Global

What do we really know about human behavior and motivation, worldwide?

Sustainable business models and social enterprise models count on our ability to understand why our customers buy and use our products and services. Our most successful clients have developed an uncanny sixth sense ability to know the customer’s motivations better than the customer.

On their home turf.

“Home turf”, for many of our clients, means¬†WEIRD countries. Now before anyone takes offense -¬†WEIRD stands for¬†Western,¬†Educated,¬†Industrialized,¬†Rich, and¬†Democratic. As long as they grow their ventures into other WEIRD markets, that sixth sense about customer motivation can serve them. But go beyond, and it’s a different story (to which our clients with global reach can attest).

weirdstudylesscrop-Mark_McGinnis

Why is this so?  Why do some of our instincts about customer motives in foreign markets turn out to be wrong Рand sometimes waaay wrong??

“We Aren’t the World” is a brilliant article / interview about three researchers at University of British Columbia who, according to author, Ethan Watters, “are shaking the foundations of psychology and economics‚ÄĒand hoping to change the way social scientists think about human behavior and culture.”

Their work has taken them around the world, testing how¬†perceptions, behaviors, and motivations vary by culture. Along the way, they discovered significant biases in the research methods of “…a¬†vast amount of scholarly literature in the social sciences‚ÄĒparticularly in economics and psychology…”

“As the three continued their work, they noticed something else that was remarkable: again and again one group of people appeared to be particularly unusual when compared to other populations‚ÄĒwith perceptions, behaviors, and motivations that were almost always sliding down one end of the human bell curve.

In the end they titled their paper ‚ÄúThe Weirdest People in the World‚ÄĚ (pdf) By ‚Äúweird‚ÄĚ they meant both unusual and Western, Educated, Industrialized, Rich, and Democratic. It is not just our Western habits and cultural preferences that are different from the rest of the world, it appears. The very way we think about ourselves and others‚ÄĒand even the way we perceive reality‚ÄĒmakes us distinct from other humans on the planet, not to mention from the vast majority of our ancestors. Among Westerners, the data showed that Americans were often the most unusual, leading the researchers to conclude that ‚ÄúAmerican participants are exceptional even within the unusual population of Westerners‚ÄĒoutliers among outliers.‚ÄĚ

Given the data, they concluded that social scientists could not possibly have picked a worse population from which to draw broad generalizations. Researchers had been doing the equivalent of studying penguins while believing that they were learning insights applicable to all birds.”

How could this happen?? (Did you guess: ‘European colonialism and political correctness’?)

“The last generation or two of undergraduates have largely been taught by a cohort of social scientists busily doing penance for the racism and Eurocentrism of their predecessors… “

Decolonizing_Methodologies__CoverI cannot overestimate the importance of developing acute cultural sensitivity when going into regions affected by European colonial expansion, which began in the 15th century and whose impact is felt to this day.

Also, don’t assume you have to cross oceans to find such cultures. I owe a debt of gratitude to my aboriginal clients and friends – members of Coastal First Nations in British Columbia. They helped me through one of the most powerful, disturbing experiences of my career as I learned about the terrible history of abuse of aboriginals in residential schools in Canada.¬†For more information, please visit¬†Canada’s¬†Truth and Reconciliation Commission¬†site.

 

For any colleagues heading into similar territory, the site above, as well as the book: Decolonizing Methodologies: Research and Indigenous Peoples may help heighten your cultural sensitivity.

To avoid stereotyping, it is rarely stated bluntly just exactly what those culturally derived qualities might be…¬†Economists and psychologists, for their part, did an end run around the issue with the convenient assumption that their job was to study the human mind stripped of culture. The human brain is genetically comparable around the globe, it was agreed, so human hardwiring for much behavior, perception, and cognition should be similarly universal. No need, in that case, to look beyond the convenient population of undergraduates for test subjects. A 2008 survey of the top six psychology journals dramatically shows how common that assumption was: more than 96 percent of the subjects tested in psychological studies from 2003 to 2007 were Westerners‚ÄĒwith nearly 70 percent from the United States alone. Put another way: 96 percent of human subjects in these studies came from countries that represent only 12 percent of the world‚Äôs population.”

But it gets worse. From the research paper:

“Even within the West, however, the typical sampling method for psychological studies is far from representative. In the Journal of Personality and Social Psychology, the premier journal in social psychology‚ÄĒthe sub‚Äźdiscipline of psychology that should (arguably) be the most attentive to questions about the subjects‚Äô backgrounds‚ÄĒ67% of the American samples (and 80% of the samples from other countries) were composed solely of undergraduates in psychology courses (Arnett 2008). …”

No. Way. Epic experiment design assumption goes horribly wrong and throws a shadow over an entire field of study. Oh Рand anything else that is based on the field in question.

The magazine article concludes:

“And here is the rub: the culturally shaped analytic/individualistic mind-sets may partly explain why Western researchers have so dramatically failed to take into account the interplay between culture and cognition. In the end, the goal of boiling down human psychology to hardwiring is not surprising given the type of mind that has been designing the studies. Taking an object (in this case the human mind) out of its context is, after all, what distinguishes the analytic reasoning style prevalent in the West. Similarly, we may have underestimated the impact of culture because the very ideas of being subject to the will of larger historical currents and of unconsciously mimicking the cognition of those around us challenges our Western conception of the self as independent and self-determined. The historical missteps of Western researchers, in other words, have been the predictable consequences of the WEIRD mind doing the thinking.”

So take heed – if your organization has plans to operate in a foreign cultural context and marketplace:

  • Read the article, research paper, and anything credible you can find about the culture.
  • Find local cultural guides and take a learning journey, immersive¬†far beyond the ‘airport hotel and tour bus’ visit. The aim is to¬†experience firsthand¬†the nation, the people and their culture – down to the specifics of¬†where and how they will buy and use your offering. (Be prepared to put aside anything you’ve read in favor of direct experience.)
  • Given all you have learned, localize your business model, offering and approach.

Maybe then, the locals won’t dismiss you as too¬†WEIRD.

A shout out to Fleurette Sweeny at SelfDesign Learning Foundation for turning us on to this article!

- Gary Ralston

© 2013 Ralston Consulting Inc.

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Book Review: To Sell is Human, by Daniel Pink

Once upon a time, there was a consultant who wanted their business to be successful far and wide, because she cared about people, the earth and longed deeply to make a difference.

Everyday, she would beat herself up for not being able to sell her wares or write pithy articles that were relevant to their clients.

One day, she read a book ‚Äď To Sell is Human

Because of that she developed greater skill (and confidence) and credibility with her clients, and more courage to find a financial win-win while helping the people and organizations she cared about.

Because of that, she saw their sales increase.

Until finally, she saw their business grow far and wide, making a difference to more people than ever, (and even wrote a relevant, pithy and timely book review).

(Example of a “Pixar pitch”, one of six successors to the elevator pitch)

‚ÄúI‚Äôm not a salesman. That’s just not who I am‚Ķ‚ÄĚ

A client echoed my own thoughts last evening. Inwardly, I smiled. No, I may not be a sales person, but I am really good at helping people succeed, at holding their vision, at connecting others, and at marshaling knowledge and resources in their service. That, according to author, Daniel Pink, is the new world order of sales - a world where, like it or not, every one of us is in sales.

Information changes everything:

To Sell is Human Kindle Edition

Of course, for many of us, the old world of selling conjures images of real estate agents and car salesmen wielding secret books of data, and the cry of ‚Äėcaveat emptor‚Äô – buyer beware! Pink observes that information is now equally available to both sides of the sale. Buyers come to a transaction knowing as much or more than the salesperson, so the value of the sales person as holder of knowledge has greatly diminished.

When we make a major purchase, Gary does his homework. When we got our last car, Gary knew more about price, availability and fit to my preferences than either the sales person or me, steering me to a car I never would have considered. Prescient? No. The information is readily available for consumers, along with the tools to make sense of and personalize it.

This information parity is perhaps most apparent in the real estate industry, where the old guard competes with agents more attuned and more wired to the new reality of how buyers approach their research and purchase. The typical home buyer today, smartphone in-hand, has walked through the house, scanned satellite images and toured the neighborhood, all virtually, before ever asking to step into a home. They have at their fingertips market pricing, school district grades, crime statistics, “Walkability” scores and the impressions and opinions of their social network living in the neighborhood. ‚ÄėCaveat venditor‚Äô – seller, beware. (Agent, plug-in!)

If not “gatekeeper to information” what is the value and role of the salesperson in the new order?

The new ABC’s of selling:

In researching the book, Pink has delved into many diverse fields, weaving them into surprising and sometimes counterintuitive insights. He follows with practical resources and useful thought experiments at the end of each section. These little ‚Äėsample cases‚Äô are grist for the reader‚Äôs personal reflection, insight and skill development (and yes, make us squirm just a bit).

In the old world of selling, ABC stood for¬†Always Be Closing. Ugh. Thankfully, Pink has come up with new ABC’s:

Attunement¬†‚Äď being aware of yourself, your actions and attitudes in the current context,

Buoyancy¬†‚Äď mental resilience before and after a sales opportunity, and

Clarity¬†‚Äď finding the right questions to ask to help the client gain clarity.

As Gary and I reflect on the evolution of our approach to sales, these principles ring true.

The final section of the book focuses on what to do in the ‘new’ sales process. He draws from Pixar and others as he walks through six ways to ‚Äėpitch‚Äô, and reaches into improvisational theatre to help the reader move from a world of scripted sales to deeper listening and awareness in working with customers and peers.

Servant Selling:

In closing, Pink talks about a fundamental shift in values underlying selling. Taking a page from Robert Greenleaf‚Äôs ‚ÄúServant Leadership‚ÄĚ philosophy, he creates a version for the new world of sales‚Ķ He calls it ‚ÄúServant Selling‚ÄĚ:

‚Äú It begins with the idea that those move others aren‚Äôt manipulators but servants. They serve first and sell later. And the test ‚Äď which, like Greanleaf‚Äôs, is the best and most difficult to administer is this: If the person you‚Äôre selling to agrees to buy, will his or her life improve? When your interaction is over will the world be a better place than when you began?‚ÄĚ

The book, like Pink‚Äôs previous work, is a fast read, a bit cheeky, and packed with useful tidbits. Most important, for the many of us who protest “I am not a salesman!”, it touches our core of doubts, fears and biases. It offers the opportunity and a pathway to change our frame from sales as something to be avoided to sales as a caring service aimed at helping both parties succeed.

This is certainly true for me. I’m far better off for having read this book.

‚Äď Ann Ralston

© 2013 Ralston Consulting Inc.

Link to Kindle e-book at Amazon.com: To Sell Is Human: The Surprising Truth About Moving Others

What’s Your Soundtrack for 2012?

“For next lesson, pick a few songs that have some meaning for you, and speak to your focus in the next year ‚Äď a soundtrack for 2012.”

For over 30 years, growing up in BC, I sang ‚Äď in choirs and bands, and summer stock theatre. While I wasn’t big on hymns, I’d carol at Christmas, and I even wrote a song or two.

Then I fell in love with Ann, joined her family in Midwestern USA, and life so filled and crowded and rushed with consulting and raising kids and caring for parents and teaching and volunteering. While I started the decade in song, by the end I had elbowed singing into the shower, where I’d occasionally hum a few bars and snatch a passing fragment of lyrics from memory’s mists.

Thinking back, I came to see singing and many forms of joyful expression incompatible with the “serious, credible” pursuit of business and consulting and organizational transformation. In many (not all) of the business settings I worked in across North America, including my hometown on the decidedly New Age west coast, suggestions of opening up and expressing and connecting more deeply were not usually well‚Äďreceived. “Now all together, let’s join hands and sing Kumbaya!” someone would scoff, and, well, that was that and it was time for something more productive.

I know my experience is not unique, and that many are coming to view this “us” and “them”; this disciplined corporate compartmentalization of mind and intellect and power and ambition from heart and doubt and expression and vulnerability ‚Äď from the generative spirit ‚Äď as unworkable for the complexities we face in the decades ahead. Without question, much has been accomplished, both great and terrible, with such a mindset, and we owe the majority of our today to it. I just wish very much we hadn’t borrowed so heavily from our future, and from our kids’ future to pay for our today.

The fundamental shift facing anyone who has modeled their leadership on predominant patterns of prior centuries is one Richard Barrett captures so eloquently in a phrase from his paper: The New Leadership Paradigm ‚Äď A Response to the Global Leadership Crisis’ “‚Ķthe shift from being the best in the world to being the best for the world.”

It was at my blackest, lowest point in my relationship with my chosen craft of catalyzing organizational transformation for the greater good that I realized my own complicity in reinforcing old roles ‚Äď patriarchal models that would not serve our future. I discovered it through my work with First Nations clients in Canada, through my interactions with my closest colleagues, friends and family, and even in my act of exiling my heartfelt musical expression to the shower!

So imagine my hair-blown-back surprise at rediscovering music and song during a corporate engagement where I was introduced to two new colleagues. These alchemists of corporate culture who, in addition to wit and wisdom and insight, brought their extraordinary gifts as  musician / composer and singer / songwriter, respectively, into the corporate arena.

Did I get what these two remarkable beings were offering? Was I humbled by their vision and courage? Did I immediately see the error of my ways and re-integrate? Heck, no! First, I scoffed to our team lead and said: “Like THIS is going to fly with the client. Now all together, let’s join hands and sing Kumbaya!”

This was not my proudest moment.

A couple of years later, with the love and candor of my family, friends and colleagues, a good deal of stumbling, soul searching (soul‚Äďscraping?), and a stubborn determination to learn in support of my aspirations (thanks, dad!), I’m told I’m making good progress. I now sing with real COMMITMENT in the shower!

I also might be better prepared to join the community putting their hearts and minds and backs to the impossible but worthy task of finding and amplifying what’s right with the world, and shaping the future we want to live into.

I study with my singer / songwriter friend when I get the chance, and it was she who in January suggested I select, with clear intent, songs that fit the coming year. While many I chose have been favorites for years, one in particular hit me as I was driving home after receiving my assignment, listening to a cappella groups on internet radio. The King’s Singers were rendering a truly beautiful, straight-up version of “The Rose”, by Amanda McBroom. The second verse:

It’s the heart, afraid of breaking
That never learns to dance
It’s the dream, afraid of waking
That never takes the chance
It’s the one who won’t be taken
Who cannot seem to give
And the soul, afraid of dying
That never learns to live

What will you choose for your soundtrack in 2012?

- Gary Ralston
February 11, 2012

Wednesday, February 15th, 2012 Article Archive, Leadership, Main Page, Values No Comments

We Believe… (part 2)

In Part 1, after watching a TEDTalk video featuring Simon Sinek, Ann and I decided to re-write the way we tell the story of Ralston Consulting Inc. following the approach in the presentation.

Sinek observes that everyone in an organization knows What they do, some know How they do it, and yet fewer know Why they do what they do. His insight is that great companies, and great leaders reverse the order of the message: Why, then How, and then What. Sinek maintains: “People don‚Äôt buy what you do; people buy why you do it.

We decided to test it out with you. Here’s a draft of our new message:


 

We believe the world urgently needs leaders of heart, of conscience and of long vision, who today undertake enterprise that also benefits our children’s children. It is these leaders we are interested in walking with.

We do so as partners in thought and action, co-inventing sustainable and generative ways forward where convention doesn’t cut it, the past has failed the future, and the alternatives are unclear.

We offer leading-edge tools and ideas for strategic foresight and business innovation, for lean startup and sustainable growth, for creating communities of change, and for developing our next generations of leadership.

Walk with us and tell us what you envision. Let’s create a better way forward…



What do you think and feel about it? We’d love to hear from you, and we want it all. We need the straight goods if we are to make it better.

If you’re moved to share your thoughts, either post a comment here, or email us.

Thanks very much!

Ann and Gary

We believe… (part 1)

A TEDx video featuring Simon Sinek, author of the book: Start with Why, came to my attention as we were scanning for engaging pre-session material for a client project. From TED.com:

Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question “Why?” His examples include Apple, Martin Luther King, and the Wright brothers …

In essence, he observed that while most will tell you first WHAT they do, HOW they do it, and then WHY, great leaders reverse the order. He asserts this works because our brains evolved that way. While I’m not all the way on board with that part of his theory, Simon is a great storyteller ‚Äď upbeat, interesting and thought-provoking. Really, really thought-provoking.

After taking the video in, Ann and I set out to re-draft the story of our company, starting with Why, and were surprised at the result. We hope you enjoy the video, and then invite you to part two, where we share our latest draft message and ask you for candid feedback!


Wednesday, February 15th, 2012 Article Archive, Business Insights, Main Page, Marketing 1 Comment

Strategy Offering Turbo-Charged with Advanced Scenario Planning

Nicole-Anne BoyerAt a recent strategy update retreat with one of our clients, we introduced scenario planning as a front-end to their strategy process. The improvement was dramatic! One of the partners even queried us if we had been actively using scenario planning at the time we’d done their original strategy session. (We assured him that we hadn’t, that it was a new offering, and we had NOT been holding out on him!) He thought it added tremendous value and insight, and maintained that it should be part of their strategy process from here on out.

Much credit for the tremendous improvement between the two sessions goes to our associate, Nicole-Anne Boyer, founder of Adaptive Edge LLC. Since 2009, Ann, Charles and I have had the pleasure of collaborating with Nicole. From the start of our association, our strategic planning offering has been turbo-charged with the addition of robust scenario planning, strategic foresight and futures thinking. While I had thought I knew something of scenario planning before, I have been learning at a furious pace to come up-to-speed on the state of the art in scenario planning.

Scenario planning has been around for a very long time, but took significant strides forward, notably in the planning department at Royal Dutch Shell, and at the Global Business Network. It is now used widely in planning processes in business.

‚ÄúAccording to Bain & Company‚Äôs annual survey of management tools, fewer than 40% of companies used scenario planning in 1999. But by 2006 its usage had risen to 70%.‚ÄĚ
‚Äď The Economist, September 1st, 2008

I have been learning that there are as many forms and methods of scenario planning as there are practitioners, but there has been a clear evolution in the purpose and motive for scenario planning.

  • Inform Planning: Use the output of a scenario planning exercise to inform a conventional ‚Äúout-think the future‚ÄĚ strategy session.
  • Adapt to Future: Scenario planning becomes part of 1) a way of thought for leadership, and 2) an early warning system to help a company to adapt to future changes. One of the funders of modern scenario planning framed it so:

‚ÄúThe test of a good scenario is not whether it portrays the future accurately but whether it enables an organization to learn and adapt.”
‚Äď Peter Schwartz, The Art of the Long View

  • Shape the Future: The scenario planning process might be taken beyond the walls of the organization and involve the wider system we are trying to influence. The scenario planning process is then a catalyst in a broader, generative effort to shape our desired future. Put another way:

‚ÄúThe best way to predict the future is to invent it.‚ÄĚ
‚Äď Alan Kay, Scientist and Apple Fellow

In our work at Ralston Consulting Inc., we have always focused on helping our clients develop the orientation and capacity for generative change to create their desired future. Our collaboration with Nicole has given our mission a tremendous boost!

Contact Us Today

Technology can bring us face-to-face
- learn how, here…

ANN RALSTON

T 614-761-1841 ext 2

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GARY RALSTON

T 614-761-1841 ext 3

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