La qualité d’une décision stratégique est toujours fondée sur l’évolution d’un contexte. L’analyse prospective de celui-ci est donc déterminante. Le strategic foresight questionne et met en évidence les représentations contemporaines de manière holistique et itérative. Il analyse les tendances émergentes, repère les signaux de changements, même de faible indice, et permet l’élaboration de scénarios réalistes et plausibles. L’objet du strategic foresight est de vous permettre de co-évoluer avec le contexte de vos affaires, d’influencer vos marchés et d’identifier les risques.
Nos analyses prospectives sont une opportunité pour vos équipes de recherches et de marketing d’agir avec une perception fine des tendances émergentes. Les workshops d’Enigma vous apprennent à explorer le futur des services et des produits pour mieux choisir vos orientations aujourd’hui.
Prospective
Today with the speed and the complexity of change, organizations react and adapt to change very differently. At Enigma, when we work with organizations and help them innovate change we see generally two main forces playing against them. The first one, is the idea of technological determinism. Which is an idea that the main driver of change within a society is technology, it's the idea of progress. And with this belief comes another belief that most problems can be solved by using the right technology. The second force is: speed. Too much change not enough time and because organizations are structured and organized in a way that they thrive in predictable environments large markets of very average consumers that do not necessarily have the right tools to deal with the complexity, and define and address complex problems that they face today. In this context we see four main ways of coping with change or responding to change.
The first one is the ostrich head-in-the-sand denial delusions nothing's going to happen to me I'm safe I don't need to be concerned.
Second one, fire man: not very proactive very reactive and trying to cope with change at the last minute.
Third type the insurer, the insurer working ahead of problems trying to understand where patterns are going trying to make sense of the future, trying to see which problems to avoid what could happen for the organisations
And the fourth type: innovators, explorers, visionaries, they generate change, they create change as Abraham Lincoln said: “the best way to predict the future is to create it yourself”. And that's really what they do.
We usually ask three questions to organizations we work with. How do you address the notion of change in your business? What are the practices or methods of processes to make sense of this change? And finally, are you relying on predictions or is your future wide open?
With lots of different futures available in a lot of space to maneuver strategically.
So at the end of the day, it's really about asking yourself: am I living in my own future or is this someone else future?
Ce que les autres en pensent
J’ai été amenée à travailler avec Olivier Perez pour différentes opérations d’envergure. A chaque fois, j’ai été frappée par le professionnalisme d’Olivier dans son domaine, l’excellente préparation en amont avec un sens aigu de l’anticipation, le respect des délais, le briefing détaillé ainsi que le coaching client ; des éléments à mes yeux essentiels pour une opération commune réussie.
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