The DEATH of the STRATEGIST!

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The DEATH of the STRATEGIST!
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1 Some Lesson from Foresight
Cyprus Policy for CAP Reform, Accession
Ireland Aligning National RTD Policy with the
needs of the economy Scotland Development,
fish farming NIMBYISM in highland areas
Japan Emergence of social factors
The European Foresight Monitoring Network at
www.efmn.info 611 cases identified around the
world .at the level of the EU, international,
national, regional, cross-border, municipal,
sectoral

• MAIN TRENDS
• DECENTRALISATION of decision making
• Attention to PROCESS
• Completion of VISIONING with VISIONINGBARGAINING
  
• Embedding in systems of DELIBERATIVE DEMOCRACY

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2 A Look at STRATEGY
Based on M. Butter et al TNO
STRATEGY
VISION
L1
TACTICS
STRATEGY
L2
BUY-IN
OPERATIONS
TACTICS
STRATEGY
L3
ORGANISATION
OPERATIONS
TACTICS
OPERATIONS
CAPABILITY
EXECUTION
Multi-Level GOVERNANCE Structures

• MAIN TRENDS
• New thinking about the TASK of MANAGEMENT
• DECENTRALISATION of decision making
• Organizational PLASTICITY
• In different ways and to varying degrees everyone
  is concerned with STRATEGY

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3 CONCLUSIONS about Futurist Tools

• CURRENT TOOLS
• Stakeholder Analysis
• Expectations Management
• Background Papers
• Horizon scanning
• Weak signal analysis
• Bibliographical analysis
• Expert Panels
• Commissioned Reports
• MIC-MAC
• STEEPV
• SWOT
• Morphological Analysis
• ETC ETC

• FUTURE TOOLS
• STAKEHOLDER SELECTION
• (Stakeholder Intelligence )
• DIALOGUE
• (Development and Management )
• SECONDARY RESEARCH
• ( Visual, Exploratory and Interactive)
• DECISION SUPPORT
• (Qualitative, Subjective and Uncertain )
• COMMUNICATION
• ( to stakeholders and non-stakeholders alike)