Corporate futuring

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Directly to Experiential Growth Method - Organisational futuring - Leading into the future - Business Dynamics Modeling


What is Corporate futuring about?

Corporate futuring is about the proper strategy of your enterprise. It consists of 'Long Term Thinking', 'Ethical Decision Making', and your 'Operational strategy':

  • The decisions of the past created the position you are in today.
  • 'Now' is the moment to make those decisions that will shape your future.
  • The core of Corporate futuring is helping you to make those decisions that enable future decisions.
  • Decisions who have the highest probability to create value.

As strategic value architects, we go one step beyond solving easy or complicated issues, providing help with complex, wicked questions about the future of your business.

The situations where Corporate futuring offers an answer

If you are an entrepreneur, a start-up, a scale-up, an sme with big ambitions, or if you are right in the transition phase between generations, a more subtle situation dictates your need for strategic thinking:

  • a feeling of being at the top of a prosperous area (the famous S-curve), it can only go down
  • a need for new beginning (organisational innovation, product- and/or service innovation)
  • an uncertainty about being in a transition phase (not knowing what it will take and lead to)
  • a changing context (aka market situation)
  • a feeling of becoming obsolete
  • ...

Triggers leading towards the need for a new Operational Strategy

First and foremost, your business operates in its context:

  • the shortage in the labour market. The number of employees forces you to review your processes and, therefore, also your strategy.
  • the social revolution towards a green economy. New ways of working ask for new ways of strategising.
  • changes in your market force you to choose a new path.
  • changes or transitions in your organisational structure necessitate a new strategy.
  • ...


The core of Corporate futuring is helping you to make those decisions that enable future decisions.

Why: the goal of Corporate futuring is value realisation

EGM - Emerging results - Overview - 3D - ENG.jpg

The one thing your (operational) strategy has to deliver is value.

But, as you may have experienced, value realisation isn't a walk in the park.

Unfortunately, emerging results only appear in the realisation!

How: the dynamics of Corporate futuring comes from strategic thinking and doing

What is happening inside the enterprise?

(Inside circle - CLOCKWISE)

  • (Start) Customer value
    • What value do we want to deliver to our customers?
  • Products & services
    • To be able to deliver value, we create products and/or services.
  • Capacity & competences
    • By rolling out products and services, we create/look for extra capacities and competencies.
  • Enterprise value
    • We create enterprise value by efficiently deploying the available capacities and competencies.
  • Customer value
    • Enterprise value gives us the possibility to deploy resources to create customer value: the cycle starts again ...

What is happening in the enterprise vis-à-vis the context it is in?

Your companies market situation, the relationship with its stakeholders, clients, employees, shareholders, etc.

(Outer circle - ANTI-CLOCKWISE)

  • (Start) Enterprise value
  • Capacity building.
    • The enterprise value must be shared between (or supplemented by) the shareholders and the members of the organisation. With these resources, the enterprise can start building its capacities and competencies.
  • Development.
    • Good products and services can only be developed and/or delivered if there is sufficient capacity & competencies in the organisation.
  • Value creation.
    • Good products and services - defined in our value proposition - ensure value creation for our customers.
  • Value appropriation.
    • The value we create for our customers, they convert into financial value for us. Customer value is here converted into business value: value appropriation from customer value to enterprise value. The cycle starts again ...

The bridge between the former two is your strategic path.

(The middle circle - BI-DIRECTIONAL)

As you have noticed, the inner and outer circles turn in opposite directions. This is because they have a natural opposite momentum. Vision, strategy, tactics and mission act like gears to keep the inner and outer circle in the right pace.)

This strategy concept is relational and consists of the following four elements (within the context you are in):

  • Vision
    • An inspirational description of what your organisation would like to achieve or accomplish in the mid-term or long-term future. Your company's vision has to be able to:
      • create customer value and enhance products & services while, at the same time,
      • streamlining value appropriation.
  • Strategy
    • Planning and marshalling present and new resources for their most efficient and effective use. Your company's strategy has to be able to:
      • produce the right products & services and enhance the business capabilities (capacity & competencies) while, at the same time,
      • creating value for stakeholders.
  • Tactics
    • Planned and ad hoc activities meant to deal with the demands of the moment, and to move from one milestone to other. Your company's tactics have to be able to:
      • build capacity and competencies and realising enterprise value while, at the same,
      • time supporting the development of new products & services.
  • Mission
    • Specific tasks with which a person, a group or your company as a whole is charged. Your company's mission has to:
      • create enterprise value and customer value while, at the same time
      • be able to invest in business capabilities (capacity & competencies).

You'll find more in depht insights about the strategic cycle.

What: the enterprise elements of the Corporate futuring framework

EGM - Scaffold - Corporate futuring - ENG.jpg

The Experiential Growth Method®, defines these action fields as part of Corporate futuring. Their relationships provoce the processes in your organisatition that create a natural (corporate culture) or a wanted strategy.