The client was afraid of missing technological advancements and new competitors in the market. They had to step out from some markets due to declining market shares or decreasing demand. Management needs a way to explore the external environment.
Predefined teams in the company has been trained for three ways of scanning: Point of manifestation, point of origin, and point of impact. Moderated round table discussions has been scheduled on an ongoing basis and the results have been integrated in management meetings.
The company was developing the ability to scan external environment look beyond the trends for emerging issues with all his members, that shaped the future strategies and development efforts, e.g. corporate start-up engagement for handling uncertainty.
Many organizations are building their own Innovation Lab, Future Lab or historically so called „Wunderkammer“, where the employees generate new ideas/business models, build and test them. The client wanted to keep up and uplift organizational mindset.
Project team developed a concept to design a place where environment triggers curiosity, experiential learning could take place, team work can be fostered. Based on scientific facts, adventure places for learning, unlearning and relearning has born, which could be booked by any team preferably any diverse team.
Business led bottom-up efforts has transformed some internal processes (e.g. restructure product development and consumer insights processes) and gave birth to new ways of dealing with upcoming challanges. Communication and consequently collaboration got better as a side affect. Discussions were more focused on solutions than problems. Similar places has been implemented in other subsidiaries of the world afterwards.
The client was developing a new product in mobility industry for an existing market. Company leaders needed to be know that the idea has it`s future on the long run before investing further in the project.
The team began by learning the trends shaping the future of mobility. Team members were exposed to the social, technological, economic, environmental and political trends affecting how people will live and work in the future. Armed with these insights, the team took part in an experimental scenario planning session, leveraging three possible narratives that transported the team 10 years into the future.
New strategies and opportunities were derived that the team had previously not explored due to its narrow areas of focus. A more holistic system was created that allowed the organization to be resilient and transformational in the face of accelerating volatility and exponential change. The establishment of a common language created increased synergy among R&D and the management team.