Futures Analysis


Futures analysis allows companies to project future conditions and set future objectives to be achieved. It represents a leap to the future rather than step-by-step progression from  today’s situation forward to the future. It allows managers to assess the future relevance of issues that appear important today and thereby identify important human resource issues.

Futures analysis is an inherent requirements for strategic thinking. It requires defining the forces shaping the future, evaluating alternative future states, setting objectives, and selecting courses of action that will yield needed changes in direction for the enterprise. While incremental change analysis looks at continuities, futures analysis looks at discontinuities.

Futures analysis provides at least a conceptual vision of the future that can help identify and define organizational or competitive requirements. In its simplest forms, futures analysis involves open thinking about future issues and options. Companies use brainstorming, visioning, or modified Delphi analysis (iterative survey of experts) to help define the future human resource issues that need to be addressed. It is an exercise that may involve many participants within the company as well as outside consultants or others.

Futurists, functioning on company planning staffs and as independent consultants, have helped assess the prospective futures in which companies would operate. Their value added appears to lie in their work on demographic technological and environmental futures. In other areas, such as, socio-political changes worldwide, energy availability, economic conditions, or legislation.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Building Shared Vision


The skills involved in building shared vision include the following:

  1. Encouraging Personal Vision. Shared visions emerge from personal visions. It is not that people only care about their own self-interest. People’s values usually include dimensions that concern family, organization, community, and even the world. Rather, it is that people’s capacity for caring is personal.
  2. Communicating and Asking for Support. Leaders must be willing to continually share their vision, rather than being the official representative of the corporate vision. They also must be prepared to ask, “Is this vision worthy of your commitment?” This can be difficult for a person used to setting goals and presuming compliance.
  3. Visioning as an ongoing process. Building shared vision is a never ending process. At any one point there will be a particular image of the future that is predominant, but that image will evolve. Today, too many managers want to dispense with the “vision business” by going off and writing the Official Vision Statement. Such statements almost always lack the vitality, freshness, and excitement of a genuine vision that comes from people asking, “What do really want to achieve?”
  4. Blending extrinsic and intrinsic visions. Many energizing visions are extrinsic, that is, they focus on achieving something relative to outsider, such as a competitor. But a goal that is limited to defeating an opponent can, once the vision is achieved, easily become a defensive posture. In contrast, intrinsic goals like creating a new type of product, taking an established product to a new level, or setting a new standard for customer satisfaction can call forth a new level of creativity and innovation. Intrinsic and extrinsic visions need to coexist; a vision solely predicated on defeating an adversary will eventually weak an organization.
  5. Distinguishing Positive from negative visions. Many organizations only truly pull together when their survival is threatened. Similarly, most social movements aim at eliminating what people don’t want: for example, anti-drug, anti-smoking movements. Negative visions carry a subtle message of powerlessness: people will only pull together when there is sufficient threat. Negative visions also tend to be sort term. Two fundamental sources of energy can motivate organizations: fear and aspiration. Fear, the energy source behind negative visions, can produce extraordinary changes in short periods, but aspiration endures as a continuing source of learning and growth.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact www.asifjmir.com, Line of Sight