Events
Applying Strategic Foresight to Organisational Change
Thursday 18 October 2007
Does your organisation suffer what Futurists call 'Operational Sleepwalking'? That most organisations (and people) willingly sleepwalk their way into their futures is not all that surprising. What is surprising about that however is that those people and those organisations are: * Surprised when something unexpected (and not to their liking) happens and, * Claim they had no alternative Tackling this all too pervasive mindset Strategic Futurist Marcus Barber will be presenting at the Centre for Organisational Development OD Professionals Network on the 24th of October, looking at how Organisational Development, HR and Learning & Teaching Managers can leverage Strategic Foresight to assist their organisations. The link to the evening can be found at the website where you can also register for the event - www.cfod.com.au. A summary of the evening follows here:
The role of a Strategic Futurist is to wake the organisation out of its slumber so that it can make better operational choices for the future. Strategic foresight is at its core, the act of Organisational Development for emerging operational needs. Where typical planning and learning and development is focused on improving existing skill sets, Future Studies nudges the focus into the space where the organisation can begin to prepare BEFORE a skill set is required. Strategic Foresight can play a key part of leading an Organisational Development Framework.
The session will introduce you to some of the key concepts of Strategic Futures and their use in developing capabilities for organisations and individuals. You'll be offered a clear choice - continue sleepwalking into the future and deal with the 'nasty surprises' or set your own alarm clock so that your organisation is ready ahead of when the challenge hits!
To register for this event please click here.
Registrations close on Friday 19 October 2007
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Events
Monday 30 January 2012
I've had a good opportunity to study all sorts of organisations up close and personal so take this as one person's informed view as to the barriers to getting change to happen and to stick. There's lots of talk about internal competencies, about getting people on board, about clear direction and good communication of what is planned. But in the end my experience working across industry sectors leads me to pick one, above all other barriers to change - permission.
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Thursday 19 January 2012
Founder of The Australian Strategic Planning Institute and Director of Looking Up Feeling Good, Marcus Barber has written an article highlighting the commonalities across doing well and doing poorly organisations which you can download for free via this link:
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Monday 16 January 2012
The Australian Strategic Planning Institute is delighted to offer Primary Schools in Victoria a chance for Primary School Boards to undergo a session on Strategic Planning. This will be a two hour accelerated session conducted in house with flexible times available, including the possibility of running the session after hours to cater for board members coming from other workplace commitments.
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