Welcome to the Future :) Foresight Strategy and Innovation 2013_2014 (7th Edition) This is a fireworks of the post graduation "Foresight, Strategy and Innovation". Gives you a sense of the journey that you can take during this experience. Esta apresentação oferece uma visão panorâmica e visual da experiência multisensorial que a Pós Graduação "Prospectiva, Estratégia e Inovação" procura oferecer a quem nela participa. Um enfoque particular sobre o futuro (os futuros) ... Começa já a pensar no teu ;) www.idefe.pt

3. PARA QUE SERVE
O FUTURO?
WHAT’S THE USE
OF THE FUTURE?

4. Esperar / Wait Ο
Responder /Respond Ο
Prever / Predict Ο
Antecipar / Antecipate Ο
Explorar / Explore Ο
Imaginar / Imagine Ο
Criar / Design Ο
Decidir / Decide Ο
Actuar / Act Ο
Outro / Other Ο
Notas / Notes:
(1)Pode escolher mais do que uma opção / You can chose more than one option.
(2)(2) Para saber o que escolher, como e para quê inscreva-se aqui:
(To know how, why and when just make your application here :)
PARA QUE SERVE O FUTURO?
WHAT’S THE USE OF THE FUTURE?

5. Making Decisions in Turbulent and
Uncertain Environments

15. ! ?

18. No Predictions Please
Fonte: Rothman, 2003.

21. Scenarios are narratives of alternative environments in which
today’s decisions may be played out. They are not predictions. Nor
are they strategies. Instead they are more like hypotheses of
different futures specifically designed to highlight the risks and
opportunities involved in specific strategic issues.
Jay Ogilvy, Peter Schwartz, 2004

22. 360º Peripheral Vison

23. Multiple Perspectives

25. War Games?

28. www.trendwatching.com

29. Creativity
IDEO (from Wired)

30. Out-of-the box thinking

32. “Companies fail to create the future not because they fail to
predict it but because they fail to imagine it”
Gary Hamel

36. “The only relevant discussions about the future are those
where we succeed in shifting the question from whether
something will happen to what would we do if it did happen”
Arie de Geus

43. Fonte: Rothman, 2003.

44. “Planning means changing minds, not making plans.”
Arie de Geus

48. SPRU
Science and Technology
Policy Research

52. “Scenarios enable new ideas about the future to take root and
spread across an organization— helping to overcome the
inertia and denial that can so easily make the future a
dangerous place.”
Eamonn Kelly, CEO of GBN