Date post: | 17-Oct-2014 |
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Backcasting“or how I learned to stop predicting and help my clients“
IA Summit 2007Las Vegas
Matthew Milan
Critical Mass
Sam Ladner
York University
On Turbulent Environments
Backcasting Background
Backcasting as Information Architecture
Is That a Discovery Process in Your Pocket?
Session Overview
Turbulent Environments
“Take me to the river…“
Turbulent Environments
Strategy is Turbulent
How do you navigate a turbulent environment?
Every River Needs a Guide
You are your client’s guide
Backcasting is a Navigational Tool
It helps you to create plans for changing environments
There’s more then one path
But you don’t always know the right path beforehand
Scouting Ahead
Not “how DO we get here”, but “how DID we get here”
Backcasting Background
“A recipe for people who hate to predict“
1950s ► ProtoBackcasting ► AT&T
1970s ► MultiScenario Planning ► Shell
1990s ► Big Backcasting ► Robinson & SDRI
2000s ► Agile Backcasting?
Casting Back
Complex Undertaking
Resource Intensive
Time Consuming
Inaccessible to Non-Experts
Problems with Big Backcasting
Why do backcasting?
Good strategy lets you see the entire landscape
Simplify the Process
Lightweight
Quick and Agile
Accessible & Engaging
Better Backcasting?
► Participatory Modeling
► Sorting & Grouping
► 3 to 6 hours
► Facilitation Framework
Backcasting as Information Architecture
“The Strategic Design of Shared Information Environments“
Where’s the IA?
Information Architecture as visual organization and modeling
Information Architecture as a thinking framework
Information Architecture as structuring information environments through time
The Elements of Backcasting
Set timeline
Baseline current state
Define future states
Identify indicators
Assess risks and create action plan
The Backcasting Map
Backcasting in five easy steps
Set the timeframe
tnow tfuture
The Backcasting Map Baseline the current state
The Backcasting Map Define Possible Future States
Hot Rod
Minivan
Little Deuce Coupe
The Backcasting Map Work Backwards and Identify Indicators
Hot Rod
Minivan
Little Deuce Coupe
The Backcasting Map Assess Risks, Opportunities and Actions
Hot Rod
Minivan
Little Deuce Coupe
A Discovery Process in Your
Pocket“Stop Predicting and Start Helping“
What do you need?
Visual Language – The “Map”
Facilitation Skills
The Ability to Translate Concepts Into Indicators
What makes a good guide?
Don’t tell you what to do
Keep you safe
Intentionally simplify complex situations
Leave the choices to the journeyer
Case Study: OmniBank
Fortune 500 Financial Services Firm
Multi-Stage Redesign
Multiple Stakeholders
No Clear Strategy
Client Desire to Learn Adaptability
Mapping OmniBank Strategy
Focus on the map, not political agendas
Capture Everything
…including insights about your clients
Elicit Problems and Solutions
Ask hard questions and you’ll get solutions
Deep Dive on Indicators
Robust indicators of success mean robust success
Identify Immediate Actions
30, 60 and 90-day action plans move projects forward
Take Me To The River