In 2002, the Chief of Staff of the Coast Guard invited us back to reassess “Long View” in light of the events of 9/11 and the imminent migration of the Coast Guard to the new Department of Homeland Security. FSG succeeded in reuniting most of the former Long View Core Team for this exercise.
In 1998, the U.S. Coast Guard hired us to develop a long-range strategy using our scenario planning methodology. The project became known as “Long View.” Five scenarios were developed to evaluate both current and potentially new missions and strategic options for the Coast Guard, across a range of plausible national security and maritime transportation environments.
FSG facilitated a scenario-planning process for Next Gen – the Joint Planning and Development Office for the Next Generation Air Transportation System. This resulted in the development of long-term strategies for the US air transportation enterprise.
The Chief of Staff of the U.S. Coast Guard launched “Project Evergreen” in the fall of 2003 to create a new set of strategies for the USCG in the post-9/11 operating environment, in which the Service was now part of the Department of Homeland Security.
In 2006, we began work on the second cycle of Project Evergreen under Commandant Thad Allen. Evergreen II was a comprehensive four-year strategy and planning cycle, envisioned both as a tool for developing long-range enterprise strategies and as a process for instilling strategic intent throughout the Coast Guard.
We’ve been involved in some pretty big decisions, but one of the biggest was the one that had to be made by the Panamanian government about the future of its patrimonio nacional, the Panama Canal.
In 2005, there was a growing realization that agency silos were not serving the United States government well. A number of incidents had dramatized the need for greater contact and more effective cooperation among the departments and agencies that had critical roles to play in foreign affairs.
A large chemical company had made a huge, multi-billion dollar bet on a new technology. Together, we identified some future conditions that could occur that would devalue that investment.
A financial services firm was facing major risks and challenges as a result of government regulations, technology change, globalization, cost pressures and non-traditional competition. We were contracted to help them develop a strategy that would work well no matter how the industry evolved over the next 5-10 years. In conjunction with the top twenty people …
When the leadership of a major professional services firm decided to globalize, we offered them a scenario-based planning approach to create a cohesive strategy while helping the new executive group to come together. Over the course of an intense three-day executive workshop, a range of future market conditions was considered and explored.