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Tanja Schindler clip 1 Live at the Long-Term Strategic Planning Conference

Name: Tanja Schindler clip 1 Live at the Long-Term Strategic Planning Conference
Uploaded: 2024-06-24T14:50:56+00:00
Duration: 1 min 44 s
Channel: Francis Wade
Description: In this live panel excerpt, Speaker A reflects on early, ad‑hoc experimentation with scenario‑building tools before formal training existed, noting that…

24 Jun 2024 · 2 min

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1:44

In this live panel excerpt, Speaker A reflects on early, ad‑hoc experimentation with scenario‑building tools before formal training existed, noting that pioneers often had to invent their own methods. Speaker B (Tanja Schindler) explains that strategic foresight deliberately moves away from conventional forecasting that predicts single numeric outcomes. Instead, foresight generates multiple alternative futures, asks what future we want to create, and identifies today’s decisions that shape that preferred outcome. She highlights that foresight practitioners come from diverse disciplines, and that individuals like Andrew—who speaks the language of CEOs and strategists—play a crucial role in translating foresight insights into actionable strategic planning and decision‑making, ensuring the work does not remain only “ahead of the future.”

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I was using and generating different alternatives for a company. So I found myself sort of using something and I couldn't find anything written on what I was doing. I just knew that the principle of having alternate futures or alternate scenarios worked. And I was kind of experimenting and making it up as I, as I go along. And I expect that those of us who started using these tools before there was sort of any formal training. And even today, once you cross over into both fields, you're into a world of experimentation. Is that accurate? Is that Andrew, what Andrew is dealing with, Tanja?
Yeah, definitely. Because in strategic foresight, we really try to get away from traditional forecasting or prediction, really say what will be the numbers and how can we prepare for that, and rather see what are the alternatives that might occur that we can prepare for, but also what is the future that we want to create? So what are the things, the decisions that we need to take today to create our preferred future? So it's a way more active part to do strategic foresight than just, I would say, maybe strategic planning where you try to prepare for it. And then of course react with your actions and your strategy. But interesting part with people doing foresight is also that they're coming from all different kind of disciplines. So like, I think Andrew is his name, coming from strategy, I think he has the advantage of speaking the language of the CEOs and of the strategists who in the end doing the decisions. So for him, it's very beneficial to bring back his experience or knowledge of strategic foresight into the world of strategic planning or strategic decision-making to say, okay, how can we translate this to make better decisions today? So it doesn't just stay ahead of the future.