FitT eWorkshop - Strategic Planning and Management

Planning for Possible, Probable and Preferred Futures

Think back to 5 years ago, what did you think you would be doing? Did you think you would be asked to wear a mask, physically distance or be in lockdown?

The World Economic Forum has identified strategic foresight as one of the top four skills we will need to assist us to navigate the changes that are currently upon us driven by the pandemic, economic and political instability and the climate emergency. (https://www.weforum.org/agenda/2020/08/the-four-skills-to-make-the-world-better-after-covid-19/)

The post-COVID world is a big challenge that requires a new strategic thinking attitude for governments, businesses, organisations and people to better understand change and the future. Foresight and futures studies tells us that the future is open and can be created by us, but that not all futures are equal.

Foresight and futures thinking supports strategic decision-making, by asking us to consider what might be possible and then to make decisions about the futures we want. Developing your ability to consider different futures will strengthen your responses to a changing world and ensure you are able to make better decisions today.

This interactive eWorkshop will let you:

• Take a deep dive into why foresight is important and when it might be used
• Experience a tool that assists you to understand how to consider different types of futures in your planning
• Try constructing your own view of the future

The future is open and can be created by us. How do we create strategic thinking and planning processes that open us up to possibilities and ask us to choose a future?

Foresight is an adjunct to support strategic decision-making, this interactive eWorkshop will let you experience tools will assist you to think broadly about possible, probable and preferred futures.

"The future is already here – it's just not evenly distributed” - William Gibson

Meet Rowena Morrow

Rowena Morrow has a well-rounded understanding of how organisations operate in the face of disruption. A foresight practitioner since 2004, she has coupled this with senior organisational roles in transformation, innovation, customer experience, product development, market planning, and strategy. Rowena has operated as a consultant to organisations from a wide variety of industry sectors, both in Australia and overseas. The key commonality was their wish to investigate what might be possible rather than to settle for what is presently available or delivered. In addition, as an educator she assisted over 100 mid-career professionals to engage with foresight as a thinking capacity and apply it to their professional practice.

www.rowenamorrow.com