Creating desired futures in a global

Create and briefly describe a fictional large company of your choice Unit I Assignment HR Mission Statement By now, from your textbook readings and lesson, you should have a firm grasp on the different types of human resource values and strategies that are commonplace in the workforce. From this information this is a two-part assignment: Create and briefly describe a fictional large company of your choice.

Creating desired futures in a global

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Johnson and Roy N. Davis February How enterprises can anticipate a disrupted world of the future and execute a long-term growth strategy starting today. The exercise turned up a comforting result: But when the company called DefenseCo for confidentiality revisited its strategic planning process just two years later, senior leaders took a different approach toward mapping out its strategy.

Instead, they began the planning process by envisioning the company in the further-off year of Starting with a clean sheet of paper, they imagined how customer needs would be different due to geopolitical forces, defense budget crunches, and technological disruptions.

This time, the result was troubling: Leaders agreed on the need to embark on a new journey to think differently about growth. Get the future in your inbox.

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The typical annual planning process is often just a mechanistic budgeting exercise. The current state of the business dominates the discussion. The time horizon is restricted to two or three years ahead. Inevitably, the plans that emerge focus largely on incrementally improving the core business.

Resources are allocated within the existing structures of the business and the organization is caught in the straightjacket of the present. If the first trap is about getting stuck in the present, the second trap is about getting stranded in the future.

In scenario planning exercises, long-term trends are analyzed and prioritized, versions of possible futures are developed, but the company often stays open to a wide range of alternative futures, many of them unrealistic.

But no real stake is set in the ground about how the company will get there. Download a PDF of this Executive Briefing Either of the above traps in strategic planning can lead to a failure to set long term strategic direction and that leads to a bigger problem—a fundamental disconnect between strategy and innovation.

While strategy without innovation leads to incrementalism, innovation without strategy leads to a real shortage of executive commitment.

New growth initiatives can get killed by top management before given the chance to live. To add to all these challenges, there is a growing unease about the viability of long-term planning.

Frustrated executives complain that the rapid pace of change renders even three-year plans obsolete before they have time to gain traction. Indeed, companies do need to be agile and responsive to rapid competitive and market shifts. But to give up on long-term strategy would be a grave mistake.

Without a vision of where markets and customers are heading, and without a map for anticipating disruptions that lie ahead, senior leaders are essentially flying blind in the most turbulent conditions imaginable.

This enables you to open the way forward—to imagine new businesses and business models for the future that can be prototyped and tested today. You start with destination in mind and then work backwards to determine the right highways, roads, and signposts.

Organizations that have already deployed the future-back system of strategy formulation—diverse enterprises across defense, consumer products, healthcare, and financial services—have managed to overcome the strategic planning traps and tie their growth strategy directly to breakthrough innovation efforts.

Instead of starting from the present and looking forward, they have envisioned a future environment and a future enterprise business portfolio based around changing customer needs. Yet the vision of the future only serves as the starting point—for the process then moves backwards in time to develop a set of strategic innovation initiatives for the present.

Taken together, the three steps enable organizations to develop a well-articulated master plan—a prioritized set of strategic initiatives, balanced between the short term and the long term. The three steps are: To create a vision of the future of your industry and company, start with a truly long-term horizon, one that is typically 5 to 10 years out.

The key to painting a picture that far off is to focus on understanding the customers of that future and their anticipated range of needs, or jobs-to-be-done.

The customer analysis is done in the context of key global and industry trends and scenarios that point to how value will be created in the new world. At a division of a major healthcare company, leaders looked out to to envision new ways to grow within and beyond its core business of selling diabetes monitors.

In a series of strategic dialogues, senior executives raised big questions that went beyond the scope of its current lineup of blood glucose monitoring products, which faced pricing pressure from disruptive new entrants: What are the major trends affecting the world of healthcare?

How will trends drive change in diabetes care?Underlying every significant issue that organizations and societies face is the question: How can we create desired results in an increasingly interdependent world?

Peter Senge talks about the roles of creating, learning, and leading in a complex, interdependent world, in his article Creating Desired Futures in a Global Economy, available here (Reflections, Vol 5, No 1).

Creating desired futures in a global

4 The Future of Global Food Systems Introduction: Preparing for the Future Food systems are integral to the health of people and the sustainability of the planet. Developing inclusive, sustainable, efficient, nutritious and healthy food systems will be essential to achieve the .

Communities working together to overcome systemic issues and creating desired futures. Indigenous facilitators leading Indigenous conversations!! Ttree5 global P/L. Michael Shamiyeh Professor, author, strategic consultant and architect in its broadest sense. He works with organizations imagining and creating desired futures, meaning, he supports organizations in tackling complex challenges by creating a new and meaningful future (rather than fixing a problem from the past).

The basic concept behind strategic planning is to help ensure that managers have a sound. understanding of the business, the strategy, the assumptions behind the strategy, the external business. environment pressures, and the company's strengths and weaknesses.

It will help students realize that they are capable of proactively creating desired outcomes and that they can influence their own future.

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This reduces anxiety and creates a sense of awareness, empowerment and hope. I. February 18 ‘Creating a sustainable and desirable future: insights from 45 global thought leaders’ Futures.

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