Learn how we have helped clients across industry verticals to chart successful paths into the future.
Alternative futures (scenario) planning has traditionally been the tool of choice for leaders concerned about potentially disruptive long-term challenges in their future operating environment. Alternative
Since 2012, Futures Strategy Group has been deeply involved in exploring the future of health care and medicine in the US. This work has evolved in partnership with the Accreditation Council for Graduate Medical Education (ACGME), a relationship that continues to the present day.
What will be the social-political-cultural-economic backdrop for sports and recreation in 2025? This was the big question facing planners at a global marketer of consumer products and services facing both competitive challenges and uncertainties in a rapidly changing marketplace.
Across diverse business sectors, many of FSG’s clients have effectively adopted scenario-based strategic planning as a tool to spur creative and innovative thinking. But equally impressive are the firms, often in mature sectors, which have embraced scenario planning primarily as a means of strategic prioritization and alignment, with break-out thinking a secondary priority.
In a pilot exercise, FSG helped a division of a major life insurance company both critically evaluate its current direction and identify some potential new business ideas in what is now a mature market segment.
FSG believes there’s only one way to properly learn how to do scenario planning, and that is to actually do it, in a real strategic context, and not as a generic business case from outside the organization.
NASA Aeronautics has the responsibility to provide high-risk, high-payoff technology capabilities and research infrastructure to support the nation’s aeronautics sector. This meant anticipating the needs of a huge and vital national economic sector – and further, anticipating the potential desires of the consumers, businesses, and government of the future.
A major regional drugstore chain with an excellent reputation for customer service was concerned about the threat arising from Internet-based competition. The company needed a long-range plan that would take into account the future retailing environment for general merchandise, OTC products, and regulated pharmaceuticals.
A major investment bank hard hit by the September 11th terrorist attacks engaged us to apply the scenario planning methodology to help them develop business continuity plans.
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
For the past several years, FSG has provided strategy and long-term planning support to a range of administrators, managers, and operators challenged with building preparedness in the face of increasingly complex and impactful emergency- and disaster-management situations.
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.
The client was one of the world’s largest corporations and a full-range global manufacturer of automobiles and trucks. It was also one of the world’s largest financial services organizations. The firm’s mission was to provide vehicle transportation for businesses and consumers worldwide.
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.
FSG developed a model and evaluation process for assessing the viability of yet-to-be developed products.
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.
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.
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 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.
The client had two new products about to be introduced into the medical imaging market. The company anticipated needing its first modification/upgrade within a short timeframe. They wanted a scenario-based forecast of future customer needs and intervening competitor actions to identify the product characteristics necessary for a competitive advantage in the out-year market.
Market planning in Latin America is difficult in the best of circumstances. Markets historically have tended to undergo boom and bust cycles; this complicates the job of capital investment and financial planning.
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.
The client was acclaimed as one of the most successful and best managed banks in the U.S. in the mid-1990s, but top management was concerned that their existing strategy had little room for sustained future growth. Using a scenario-based approach, we helped them formulate a new strategy for regional growth in banking and simultaneous national growth in non-banking sectors.