Post on 21-Jan-2015
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“BUILT ENVIRONMENT FUTURES”
Sustainability, Responsibility and Leadership
John S Ratcliffe
Visiting Professor
University of Salford
Salford
April 2011
Is this humanity’s last
century – or a century
that sets the world on a
course towards a
spectacular new future?
A NEW MINDSET
“The problems of the world cannot possibly be solved by sceptics or cynics whose
horizons are limited by the obvious realities. We need men who can dream of things
that never were.” (John F. Kennedy)
“FLIGHT FOR THE 21ST CENTURY:
„ICARUS‟ OR „THE PHOENIX‟ ”
A Confluence of Powerful
Trends
Problems Seem Intractable
The Demographics of
Discord
The „New Players‟
Problems are Structural
“The unusual and the unknown make us either over confident or overly fearful”
(Gaius Julius Caesar)
“ICARUS” – PREVAILING PESSIMISM
Population Growth
Climate Change
Food and Water
Safety and Security
Energy Deficit
“If we don't change direction soon, we'll end up where we're going.”
(Irwin Corey)
“THE PHOENIX” – RATIONAL OPTIMISM
Urban Prospect
Developing Technology
A New Economy
The Natural Step
New Nuclear
“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity
in every difficulty” (Winston Churchill)
CREATING A NEW MINDSET
PAST HISTORIC
PRESENT INDICATIVE
FUTURE IMPERFECT
Strategic foresight is having a view of what can be done
by organisations today to positively influence the future.
Futures, Foresight and Scenarios
SYSTEMS THINKING AND FUTURES
“The empires of the future are the empires of the mind”
(Winston Churchill)
“The main difference that distinguishes the 21st century from those
that preceded it is the need to create a mindset that can tackle the
conscious design of large systems”
CHANGING THE METAPHOR FOR ORGANISATIONS
“From machines to complex adaptive systems”
“It is not necessary to change. Survival is not mandatory.” (W. Edwards Deming)
„MECHANISTIC‟ Worldview (Occidental)
Rationalism and empiricism
Observations, measurement and logical analysis
Residing within a lineal casual framework
Machine, understood and measured by properties of parts
Categories and hierarchies
“In ecological terms it is anthropocentric within the human race seen as separate from and above nature …”
„Systematic‟ Worldview (Oriental)
Holism and communalism
Tools are intuition, participation & adaptability
All residing within a cyclical causal framework
World as an organisation, system with sub-systems
Whole greater than sum of part
“In an ecological terms it is eco-centric, with the human race as an inextricable part
of the planetary system…”
FUNDAMENTAL SHIFTS
“The things which are seen are temporal; but the things which are not seen are
eternal.“ (II Corinthians 4.1:18)
Adaptiveness
Discovery
Knowledge
Process
Values
Outside-in
Speed
Leadership
Discipline
Planning
Hard Assets
Structure
Controls
Inside-out
Size
Management
“In the context of creating a better built environment, the use of futures
methods offers a rigorous, comprehensive and integrated approach
towards anticipating, planning and implementing sustainable urban
development, relying, as it does, more on intuition, participation and
adaptability than conventional strategic thinking and planning systems.”
FUTURES ORIENTED THINKING
Emergence
Multiple
Perspectives
Frameworks
&
Structure
So
What?
“Cheer up – the worst is yet to come!”
WHY FORESIGHT?
Running a 21st century organisation
more complex
Need to understand driving forces of
change
Trends matter – weak signals count
Anticipation and exploration prerequisite
Rehearsing alternative futures
“Knowing others is wisdom, knowing yourself is Enlightenment.”
(Lao Tzu)
WHAT IS FORESIGHT?
Strategic foresight (SF) is having a view of
what can be done by organisations today to
positively influence the future.
SF is the ability to create and maintain a high-
quality, coherent and functional forward view,
and to use the insights arising in
organisationally useful ways.
SF is about thinking, debating and shaping the
future.
“Being loved deeply by someone gives you strength, while loving someone deeply
gives you courage.” (Lao Tzu)
FORESIGHT TEAMS CONTRIBUTION
Anticipating emerging issues
Identifying unintended
consequences
Getting a sense of the big picture
Drawing on a wide range of
information sources
Involving all concerned
“The words of truth are always paradoxical”
(Lao Tzu)
THE STRATEGIC FORESIGHT PROCESS
Framing the Strategic Question(s)
Scanning the Horizon
Forecasting Alternative Futures
Visioning A Preferred Future
Planning Strategic Options
Acting on an Agreed Agenda
“He who does not trust enough, will not be trusted.”
(Lao Tzu)
PROSPECTIVE THROUGH SCENARIOS
“The future is that period of time in which our affairs prosper, our friends are true,
and our happiness is assured” (Ambrose Bierce)
Set the Strategic Question
Identify the Driving Forces of Change
Determine the Main Issues and Trends
Clarify the Level of Impact and Degree of Uncertainty
Establish Scenario Logics
Create Different Scenarios
Test Policy Options
Identify Turning Points
Produce Prospective
Move to Strategic Planning
Divergence
Convergence
Emergence
High to Low Importance
Strategic
Conversations
Horizon Scanning
Delphi Survey
Cross-Impact
Analysis
Prospective
Workshops
Clustering
Polarising
Ranking
Morphological
Analysis
Creative Writing
Wind Tunnel
Testing
Gaming and
Simulation
Causal Layered
Analysis
SCENARIO TYPOLOGY
Evolutionary Catastrophic Transformational
Conventional Worlds Barbarisation Great Transitions
Market
Forces
Policy
Reform
Breakdown Fortress
World
Eco -
Communalism
New
Sustainability
Paradigm
Muddling Through
“Show me someone who doesn't dream about the future and I'll show you
someone who doesn't know where they are going”
SCENARIO LOGICS (TWICE THE SIZE)
“When there is a great cry that something should be done, you can depend on it
that something remarkably silly will be done”
GLOBAL OUTCOMES
Global Outcomes
Outsights
“Imagination is more important than knowledge. For knowledge is limited to all we
now know and understand, while imagination embraces the entire world, and all
there ever will be to know and understand.” (Albert Einstein)
WHAT ARE THE PROSPECTS?“Can we go on like this?”
Meta-forces
Macro-forces
Micro-forces
“Reason is, and ought only to be the slave of the passions and can never pretend
to any other office than to serve and obey them” (David Hume, 1783)
THREE META-FORCES
VALUES
VISIONS
VECTORS
“Unless the investment in children is made, all of humanity's most fundamental
long-term problems will remain fundamental long-term problems.” (UNICEF)
Figure 1: Kondratieff cycles – long waves of prosperity.
Rolling 10-year yield on the S&P 500 since 1814 till March 2009 (in %, p. a.) So
urc
e: D
ata
str
ea
m; Illu
str
atio
n: A
llia
nz G
lob
al In
ve
sto
rs C
ap
ita
l M
ark
et
An
aly
sis
However, the history of modern societies suggest also something for our future….
VALUES
The Transformation Towards
A Sustainable Responsible Civilization
“All that is necessary for the triumph of evil is that good men do nothing.”
(Edmund Burke)
Ecological footprint
Human Development
Index*
Source: WWF Living Planet Report 2006 "Report of the World Commission on Environment and Development."
UP
DO
WN
*HDI = life expectancy + education level + purchasing power
Improving people‟s health and
well-being while respecting the
limits of natural resources
Health &
Well-being
THE GREAT GLOBAL VALUES DEBATE
Millennium Development Goals
Cultures Consequences
Spiral Dynamics
World Values Survey
Interfaith Dialogue
“Believe those who are seeking the truth; doubt those who find it” (André Gide )
CULTURAL VALUES MAP
“What we call basic truths are simply the ones we discover after all the others”
(Albert Camus)
CHANGING ATTITUDES TOWARDS TIME
“What we observe is not nature itself, but nature exposed to our method of
questioning.” (Werner Heisenberg)
Self-Aware Autonomy
Empathetic Universalism
Progress and Ethics
The Social Aspiration Gap
Signposts to 21st C. Enlightenment
VISIONS
“Government is a badge of lost innocence… For were the impulses of conscience
clear, uniform and irresistibly obeyed, man would need no other lawgiver”
(Thomas Paine)
“Twenty-first Century Enlightenment”
To a sustainable world in 2050
From business-as-usual
2050
To a sustainable world in 2050
From business-as-usual
TODAY
To a sustainable world in 2050
From business-as-usual
VECTORS
Globalisation
Urbanisation
Environmentalism
Internet
Social Media
Faith – Based Movements
Terrorism
Pandemics
“The Internet is becoming the town square for the global village of tomorrow.”
(Bill Gates )
“An agent that acts as a carrier or transporter”
pro
Gective -
-F
abie
nne G
OU
X-B
AU
DIM
EN
T©
GLOBAL RISKS LANDSCAPE 2011
“If economists could manage to get themselves thought of as humble, competent
people on a level with dentists, that would be splendid‟” (John Maynard Keynes)
RISKS INTERCONNECTION MAP 2011
“Fundamentalism is a specter stalking the globe, but Islam is not its synonym”
(Rana Kabbani)
RISKS IN FOCUS
Cross-cutting global risks: Economic disparity and global governance failures
“These things will destroy the human race: politics without principle, progress
without compassion, wealth without work, learning without silence, religion without
fearlessness and worship without awareness.” (Anthony de Mello)
MACRO-FORCES
THE FIVE CRUCIBLES OF CHANGE
1. The Great Rebalancing
2. Global Connectivity
3. Planetary Stewardship
4. The Productivity Imperative
5. The Market State
“They must often change who would be constant in happiness or wisdom.”
(Confucius)
1. THE GREAT REBALANCING
The „depletion‟ of the West
The power of „Sovereign Wealth‟
A multi –polar world
Vibrancy of emerging markets
Managing multiple business models
“Let a hundred flowers blossom, let a hundred schools of thought contend.”
(Mao Tse-Tung)
2. GLOBAL CONNECTIVITY
Every company a global company
Your customer is „Tweeting‟
Imagine the power of 4 billion minds
Everything – not just everyone – is connected
Expect a bumpy ride
“All human beings are interconnected, one with all other elements in creation.”
(Henry Reed)
3. PLANETARY STEWARDSHIP
Interplay of 3 powerful forces
- growing demand
- constrained supply
- increased regulation
Commodity prices will rise – and fall!
Planning for different outcomes
Resource productivity ˃ labour
productivity
Prepare for regulatory change
“We do not inherit the earth from our ancestors, we borrow it from our children.”
(Native American Proverb)
4. THE PRODUCTIVITY IMPERATIVE
Emerging Markets vs. Developed Nations
“Do it smarter” Rewards
Maximise Returns from „Thinkers‟
Reinvention of „Work‟
Turning Free Goods into Gold
“Anyone who believes that exponential growth can go on forever in a finite world is
either a madman or an economist” (Kenneth Boulding)
Give the people control and we will use it
Your worst customer is your best friend
Do what you do best – and link to the rest
Join a network. Be a platform. Think distributed
If you‟re not searchable you won‟t be found
Life is public – so is business
Your customers are your ad agency
Small is the new big. The mass market is dead
Middlemen are doomed. Free is a business model
There is an inverse relationship between control and trust
Trust the people. Listen. Be honest. Be transparent
Collaborate. Life is live. Answers are instantaneous
Encourage, enable and protect innovation.
Simplify, Simplify
DON‟T BE EVIL!
5. THE MARKET STATE
Larger role for the state – not smaller
- Mitigate negative impacts of globalisation
- Regulation of financial architecture
- Multi- lateral consensus required
Public Private Partnership – Beyond Procurement
Selecting the Right Partners
Companies Working Across Boundaries
Vested Interests – Mutual Recognition
“For each of our actions there are only consequences.” (James Lovelock)
MICRO-FORCES (EMPIRICAL)TEN CORPORATE IMPERATIVES
1. Thinking creatively, strategically and systematically
2. Increasing „interdisciplinarity‟ and „intergenerationality‟
3. Fostering trust, responsibility and reputation
4. Exploring convergent technologies and divergent ideas
5. Mainstreaming the „Green Revolution‟
6. Deconstructing demographic destines
7. Managing knowledge and leading talent
8. Moving from an energy economy to an information economy
9. Engaging communities and behaving civically
10. Promoting authentic leadership in a futures orientated organisation
“Capitalism is the astounding belief that the most wickedest of men will do the most
wickedest of things for the greatest good for everyone” (John Maynard Keynes)
TEN TOP BUSINESS ATTRIBUTES
1. Trustworthiness
2. Brand Integrity
3. Social Responsibility
4. Diversity
5. Foresight
6. Vision
7. Bravery
8. Agility
9. Adaptability
10. Informed Intuition
“Know yourself – be yourself – show yourself” (John Ratcliffe)
ELEVEN EU CITIES CHALLENGES
1. How to counter social/spatial segregation/polarisation?
How to ensure social and functional mixity?
2. How to foster social inclusion and economic integration of
disadvantaged groups, especially migrants?
3. How to ensure economic transitions? (entrepreneurial
environment; local & social economy; knowledge/green
economy; a viable manufacturing sector)?
4. How to manage and adapt to demographic changes (e.g.
ageing/age imbalances; shrinking/ growing; in/out
migration)?
5. How to maintain and attract a broad range of
skills/competencies? How to stimulate job creation and
availability?
6. How to achieve a sustainable mobility (pedestrian, bike,
clean urban transport, car, new transport modes,
accessibility)?
7. How to achieve greater energy efficiency and manage the
transition towards a carbon-neutral city?
8. How to manage natural resources (water, waste, air, soil
and land)?
9. How to ensure territorial cohesion and coherence? How
to manage relationships between cities and their
surroundings (hinterland; urban/peri-urban;
metropolises)?
10. How to foster cities' attractiveness (e.g., education,
culture, sports, creativity and cultural/industrial heritage;
safety and security; public spaces and public services)
11. How to ensure financial sustainability?
ELEVEN EU CITIES CHALLENGES
TEN TRAVEL AND TOURISM CHALLENGES
1. Taking Responsibility
2. Evolving Destinations
3. Promoting Slow and Geo-Tourism
4. Travelling With a Purpose
5. Going Overland
6. Catering for the Burgeoning Middle-Classes
7. Satisfying the “Digital Natives”
8. Tackling the Technological Transformations
9. Attending the Lure of Eastern Promise
10. Ensuring Safety, Security and Sustainability
BUILT ENVIRONMENT FORESIGHT 2030
“Imagination is more important than knowledge. For knowledge is limited to all we now know
and understand, while imagination embraces the entire world, and all there ever will be to know
and understand.”
(Albert Einstein)
How Will We Think?
Will We Behave Differently?
What About Real Estate?
Who Will Be Involved?
What Really Lies Ahead?
PROPOSITUM:
FIVE BIG QUESTIONS
Strategically
Systematically
Creatively
Reflectively
Intergenerationally
PROPOSITUM: FIVE BIG QUESTIONS
How Will We Think?
“Science investigates religion interprets. Science gives man knowledge which is
power religion gives man wisdom which is control.” (Martin Luther King, Jr.)
With Values
With Responsibility
With Cross-Disciplinarity
With Discretion
With Foresight
PROPOSITUM: FIVE BIG QUESTIONS
Will We Behave Differently?
“These things will destroy the human race: politics without principle, progress without compassion, wealth
without work, learning without silence, religion without fearlessness and worship without awareness.”
(Anthony de Mello)
Qualitative not Quantitative
Infrastructure and Civics
A Service Industry
A Two-Tier Sustainable
Market
Location and Mobility
PROPOSITUM: FIVE BIG QUESTIONS
What About Real Estate?
“Just because everything is different doesn't mean anything has changed.”
(Irene Peter)
The Professions
Public Private Partnerships
Regulators
Communities
Leaders
PROPOSITUM: FIVE BIG QUESTIONS
Who Will Be Involved?
“The problems of the world cannot possibly be solved by sceptics or cynics whose horizons are limited by
the obvious realities. We need men who can dream of things that never were.” (John F. Kennedy)
Managing the Energy Deficit
Defusing the Demographic
Time-Bomb
Exploiting Converging Technologies
Mainstreaming Green Development
Profiting from a Responsible and
Sustainable Future
PROPOSITUM: FIVE BIG QUESTIONS
What Really Lies Ahead?
“We have it in our power to begin the world over again” (Thomas Paine)
TEN REAL ESTATE CHALLENGES
1. Capturing the Infrastructure Opportunity
2. Participating in Public Private Partnership
3. Changing Locations
4. Appreciating Market Divergence
5. Exploring Second and Third Tier Cities
6. Switching to Service and Function
7. Boom in Health, Education & Leisure
8. Embrace New Building Technology
9. Emerging Markets May Be The Next Bubble
10. Energy is the Key – Risk Management the Imperative
“Imagine if capitalism collapsed as it did not allow prices to tell the ecological truth;
just as socialism collapsed because it did not allow prices to tell the economic truth”
(John Ratcliffe, 2008)
Built Environment Harmony
Strategic Foresight
Enlightened Leadership
“Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength;
mastering yourself is true power. If you realize that you have enough, you are truly rich.”
(Tao Te Ching)
NEW LEADERSHIP?
“Leadership is the capacity to translate vision into reality.” (Warren G Bennis)
SOME THOUGHTS ON LEADERSHIP
Create a democracy of ideas
Amplify the organisations imagination
Dynamically reallocate resources
Aggregate collective wisdom
Minimise the drag of old mental models
Give everyone the chance to take part
“Governing a large country is like frying a small fish. You spoil it with too much poking.”
(Tao Te Ching)
“The wicked leader is he who the people
despise. The good leader is he who the
people revere. The great leader is he who
the people say, „We did it ourselves.‟”
( Lao Tzu )