دانلود کتاب Making Futures Work: Integrating Futures Thinking for Design, Innovation, and Strategy

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Copyright
Table of Contents
Foreword
Preface
Chapter 1. A Fascination with the Future
Survival of the Fittest
Meteorology
Mapping the Unknown
Imagining the Future
In Closing
Chapter 2. A Primer on Process and Approach
Stage 0: Preparing for Futures Work
Understanding Your Audience
The Futures Mindset
Framing the Problem
Framing the Project
Stage 1: Strategic Foresight
Trends and Futures Intelligence
Analyzing Trends
Scenarios and Implications
Stage 2: Designing Futures
Types of Futures Design
Designing the Ideation Workshop
Stage 3: Designing Strategy
Planning for Strategy
Measuring Success
Integrating and Advocating for Futures in an Organization
Stage 0. Preparing for Futures Work
Chapter 3. Understanding Your Audience
The Diagnostic
Situational Awareness
Why Does Your Audience Want to Look into the Future, and What Are Their Goals?
What Kind of Project Will Futures Be Applied To?
How Are They Doing Short- and Long-Term Strategies? And Who Is in Charge of That Function Today?
What Has or Hasn’t Worked in the Past?
How Much Do They Know About Futures Thinking?
Who Are Your Potential Allies or Skeptics?
What or Who Are the Potential Barriers or Threats to the Success of the Project?
How Open Is the Organization to Change, Innovation, or Wild Ideas?
What Are the Vocabulary and Artifacts They Are Using for Strategy Today?
How Do They Think About the Future Today?
Methods for Situational Awareness
Sailboat Exercise
SWOT
Premortem
Canvases
Causal Layered Analysis
In Closing
Chapter 4. The Futures Mindset
A Mindset and an Attitude
Explain the Characteristics of a Futurist
The Future Is Always VUCA
The Futures Cone
Analogies of a Journey
Recognize and Embrace Fears and Failures
The Futures Triangle
The Weight of the Past
The Pull of the Future
The Push of the Present
Show Relevant and Appropriate Examples
In Closing
Chapter 5. Framing the Problem
Focusing Your Research
The Focal Issue
Time Horizon
Geography/Region
Stakeholders
Demographics/Population Segment
Domain Maps
Problem Framing Canvases
In Closing
Chapter 6. Framing the Project
Project Logistics
Map Out the Project Timeline and Budget
Plan Your Key Activities
Secure Your Allies and Champions
Align on the Deliverables
Set Up Workspaces, Repositories, and Communication Preferences
Determine Process Success Metrics
Organizing Your Team
Product or Project Manager
Designers
Strategists and Analysts
Trend Researchers/Analysts
Researchers
Domain Experts
Marketing and Communications
Members Versus Collaborators Versus Allies
In Closing
Stage 1. Strategic Foresight
Chapter 7. Fundamentals of Foresight
Strategic Foresight
World Building
Horizon Scanning
Historical Analysis
Bill Sharpe’s Three Horizons
Futures Intelligence
Using STEEP as a Multivariate Lens
Trends, Drivers, and Signals
Prioritizing Trends and Other Futures Intelligence
Probability Versus Impact Matrix
In Closing
Chapter 8. World Building with Scenarios
Scenario Formats
Narratives
Illustrated Images and Scenes
Immersive and Interactive Experiences
Jim Dator’s Scenario Archetypes
The Axes of Uncertainty
Future Personas
Implication Mapping
Sequencing Methods
In Closing
Stage 2. Designing Futures
Chapter 9. Designing Futures
Speculative Design
Types and Formats of Futures Design
Critical Design
Design Fiction
Science Fiction Prototyping
Speculative Design for Discourse and Strategy
Using Speculative Design for Provocation, Discourse, Critique, or Debate
Using Speculative Design for Strategy
Prototyping the Future Today
In Closing
Chapter 10. Designing the Ideation Workshop
Preparing for the Workshop
Collect and Prepare Your Research Artifacts for Ideation
Identify Who Will Be Participating and Prepare Them for the Session
Design the Ideation Experience (Selecting the Methods)
Ideation Methods
Rapid Ideation
Prompts
Narrative-Based Prompts
Headlines and Stories from the Future
Immersive Experiences
Using Illustrations for Future Visioning
Using Generative AI Tools for Future Visioning
In Closing
Stage 3. Designing Strategy
Chapter 11. Strategy
Preparing for Strategy
Planning for the Activities
Try to Use What Is Already in Place to Measure Success
Determine Whether New Metrics Are Necessary
Invite the Appropriate Stakeholders
Choose the Frameworks or Methods You’ll Use for Planning
Backcasting
Long-Term, Medium-Term, and Short-Term Planning
McKinsey’s Three Horizons
Jump-Starting Innovation
Measuring Success
Innovation Accounting
Indicator Monitoring
Implementation and Delivery
In Closing
Chapter 12. Integrating Futures into Your Organization
From the Inside
You’ll Be the First to Introduce Futures to Your Team or Organization
You’ve Established Some Support Within Your Group or Team and Want to Introduce Futures to Other Groups Within the Organization
You’re Hired to Lead a Team or to Be Part of a Team That Is or Will Be Intentionally Practicing Futures
A Strategic Function or Business Unit Already Exists That May or May Not Use Futures, and You Would Like to Collaborate or Introduce It to Them
From the Outside
You Are Hired Specifically to Use Futures on a Project
You’re Hired to Train an Organization or Team
An Organization Is Curious About Futures and Is Asking You to Introduce the Topic
Where and Why Futures Succeeds or Fails
How Futures Fail (Collapse Scenarios)
How Futures Succeeds (Transformational Scenarios)
In Closing
Afterword
Glossary
Index
About the Author