How to Do Strategic Planning Like a Futurist | Are Collaboration Tools Overwhelming Your Team? | Elon Musk passed out after drinking vodka in a meeting with Russians to buy rockets because he was hungover from partying in Paris, biography says

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You Might Like � � � You Might Like � � � � � � � � � Don't like ads? Go ad-free with TradeBriefs Premium How to Do Strategic Planning Like a Futurist - Harvard Business Review    Chief strategy officers and those responsible for shaping the direction of their organizations are often asked to facilitate “visioning” meetings. This helps teams brainstorm ideas, but it isn’t a substitute for critical thinking about the future. Neither are the one-, three-, or five-year strategic plans that have become a staple within most organizations, though they are useful for addressing short-term operational goals. Futurists think about time differently, and company strategists could learn from their approach. For any given uncertainty about the future — whether that’s risk, opportunity, or growth — we tend to think in the short- and long-term simultaneously. To do this, consider using a framework that doesn’t rely on linear timelines or simply mark the passage of time as quarters or years. Instead, use a time cone that measures certainty and charts actions. I recently helped a large industrial manufacturing company with its strategic planning process. With so much uncertainty surrounding autonomous vehicles, 5G, robotics, global trade, and the oil markets, the company’s senior leaders needed a set of guiding objectives and strategies linking the company’s future to the present day. Before our work began in earnest, executives had already decided on a title for the initiative: Strategy 2030. I was curious to know why they chose that specific year — 2030 — to benchmark the work. After all, the forces affecting the company were all on different timelines: Changes in global trade were immediate concerns, while the field of robotics will have incremental advancements, disappointments, and huge breakthroughs — sometimes years apart. Had the executives chosen the year 2030 because of something unique to the company happening 11 years from today? Continued here You Might Like � � � � � � � � � Are Collaboration Tools Overwhelming Your Team? - Harvard Business Review    Today’s workers feel numbed by a fragmented, unpredictable, and overwhelming collection of collaboration tools — the very things advertised to boost their productivity. They know they’re overloaded and feel exhausted but believe there is little or nothing they can do to slow the onslaught of communication. The authors explored how collaboration technology bloat impacts employees and tried to help people take control over their work. They called their intervention the “collaboration cleanse.” Here are their findings, as well as strategies for leaders to simplify employees’ collaboration tool use. The typical worker checks their email 77 times and receives 121 new emails each day. While doing that, many are also toggling back and forth between applications, bouncing between pings on apps like Slack and Teams, comments on shared documents, and notifications from an array of company web portals. It’s no surprise then that today’s workers feel numbed by a fragmented, unpredictable, and overwhelming collection of collaboration tools — trapped by the very things advertised to boost their productivity. They know they’re overloaded and feel exhausted but believe there is little or nothing they can do to slow the onslaught of communication. Continued here You Might Like � � � � � � � � � Elon Musk passed out after drinking vodka in a meeting with Russians to buy rockets because he was hungover from partying in Paris, biography says - Business Insider    Elon Musk once passed out during a Moscow meeting in which he had several shots of vodka, Walter Isaacson's new biography of Musk says. The SpaceX CEO told Isaacson that, before founding the company in 2002, he instead wanted to launch a mission that would inspire public interest in space exploration. His first plan, called "Mars Oasis," involved sending a greenhouse to Mars. So Musk recruited a rocket engineer named Jim Cantrell, and along with Adeo Ressi — the Founder Institute CEO who's Musk's former college housemate — they arranged a business meeting with a group of unnamed Russian businesspeople to negotiate buying rockets, the book says. Continued here

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