• Programs on the Millennial Generation
• Think Tanks
• Preferred Future and Scenario Planning
• Keynote Speaking
• Back to Keynotes and Programs

Programs on the Millennial Generation

Meet the Millennials. This large generation of rising adults, born since 1982, are starkly different from their older coworkers and managers. Also known as Generation Y and the Echo Boomers, several million of them have joined the adult world since 2000, and they are entering the workforce faster than you can say “retiring Baby Boomers.”

Futurist.com offers half-day workshops and keynote presentations on the Millennial Generation, presented by consultant Kanna Hudson, herself a member of the Millennial Generation. Kanna also maintains a blog on Millennials, at www.MillennialGeneration.org.

Features:

• Myths and facts about Millennials, and the contexts that shape them.
• Tailored presentations on Millennials in your industry or sector.
• Activities to improve intergenerational relationships in your organization.
• Great ideas for how to recruit, retain, and manage Millennials.
• Specific strategies for your organization.
• A long-range view of how Millennials will change the world over the next 10 to 100 years.

Contact us to book a program on the Millennial Generation.

Think Tanks

Futurist.com works with companies or associations to develop a single Think Tank event, or a series of them. We identify important areas of future exploration for the enterprise, and then identify materials to study and experts to invite to make presentations. Then, in a custom event we go into an in-depth exploration of future events, trends, and developments shaping the enterprise and industry, and we develop strategic implications.

A Think Tank can be delivered to senior management, to a select team within a single enterprise, or to an industry-wide association conference. Examples include: Game Changers in Manufacturing, Game Changers in Human Resources, What Ports will Look Like in 30 Years, Libraries of the Future, Trucking and Motor Carriers in 20 Years.

Contact us to book a Think Tank.

Preferred Future and Scenario Planning

There is a slightly odd notion in business today that things are moving so fast that strategy becomes an obsolete idea. That all you need is to be flexible or adaptable. Or as the current vocabulary puts it, “agile.” This is a mistake. You cannot substitute agility for strategy. If you do not develop a strategy of your own, you become a part of someone else’s strategy. You, in fact, become reactive to external circumstances. The absence of strategy is fine, if you don’t care where you’re going.
Alvin Toffler

If humankind could spend just a fraction of the countless millions of dollars and millions of hours we spend trying to predict the future, instead on imagining preferred future options together, we’d be living in a different world.
Ed Lindaman

After two years our preferred future planning process continues. I want to thank you for your encouragement and support…The direction you provided our administrators was invaluable…You got us started and I am deeply appreciative of your assistance.
P. Thompson
President
Harper College in Midwest

At Futurist.com we offer two basic approaches to long-range planning.

One is our special model for strategic planning, one that we call Preferred Future Planning. The second is Scenario Planning.

Preferred Future Planning

Features:

• Pushes boundaries by asking three future questions, what is probable, what is possible, what is preferred.
• Maps these questions into the Three Cone Model.
• Takes a wide-angle, long-range look at future trends and strategic opportunities.
• Speeds up the strategic planning process.
• Can be accomplished in a single retreat, or a series of organization retreats and stakeholder involvement events.
• Focuses action planning on strategies and first wins, or small victories that shift enterprise direction.
• Best used when an enterprise faces more than routine change, and truly needs to change the game it is playing.

Scenario Planning Features

Features:

• Develops several plausible scenarios for the future.
• Scenarios developed by teams in a single event or a series of events over time.
• Uses a systematic process for developing scenarios, based on original work by Peter Swartz at Royal Dutch Shell.
• Includes special refinements of the scenario planning process to deduce preferred future options within and across multiple scenarios.
• Outcomes can include strategic implications, and preferred future strategies which apply in all scenarios.
• Allows for a high degree of creativity.
• Accounts for the rapidly changing future.
• Most popular of long-range planning activities among organizations today.

Contact us to book a program on Preferred Future and Scenario Planning.