Delegate responsibility for strategic foresight and scenario design without losing sight of the outcome.
Foresight and Strategic Scenario Design
A structured, applied course in strategic foresight and scenario design — designed to be used the week you return.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Teams read what their leaders tolerate on strategic foresight and scenario design far more accurately than what their leaders announce. Managers are promoted for competence and then judged on scenario design, which nobody trained them for. The programme converts this aspect of organisational leadership from an area of general awareness into a set of repeatable practices. Teams frequently over-invest in documenting strategic foresight and scenario design and under-invest in testing it. It is pitched for practitioners with responsibility for the practice within organisational leadership, not for observers of it. Discussion is anchored to worked examples of scenario design rather than to abstract argument. Organisations that document strategic foresight and scenario design properly resolve disputes about it far more quickly. Participants develop a defensible line of reasoning for the choices they make about scenario design. It ends with a prioritised list of changes to the organisational leadership discipline that the participant is prepared to defend internally.
Expected Learning Outcomes
Anticipate the objections that scenario design will attract internally and answer them in advance.
Select indicators that show whether strategic foresight and scenario design is improving, and reject those that only look useful.
Develop successors capable of running scenario design without you.
Resolve conflict about strategic foresight and scenario design without leaving residue.
Set acceptance criteria for scenario design before work begins rather than after.
Make decisions on strategic foresight and scenario design at the right speed for the risk involved.
Who Should Attend
Project and programme managers whose success depends on strategic foresight and scenario design.
Executives leading multi-function programmes involving scenario design.
Human resources partners advising leaders on strategic foresight and scenario design.
Department heads and senior managers accountable for scenario design.
Consultants and advisers supporting clients on strategic foresight and scenario design.
Internal auditors reviewing how scenario design is designed and operated.
Course Modules
Strategic foresight and scenario design: performance, standards and consistency
2 sessions · 8 pointsSession 1What to measure in strategic foresight and scenario design and what to ignore
- State the outcome expected from strategic foresight and scenario design in a single sentence anyone can repeat.
- Compare the cost of scenario design with the cost of its absence.
- Verify six months later that changes to strategic foresight and scenario design have held.
- Test whether the team can explain scenario design in their own words.
Session 2Reading the room before proposing scenario design
- Recognise publicly one person whose work on strategic foresight and scenario design went unnoticed.
- Record what was learned when scenario design did not go as planned.
- Give one piece of specific feedback on strategic foresight and scenario design within the week.
- Agree the standard on scenario design and confirm it applies to everyone.
Scenario design: setting direction people can act on
2 sessions · 8 pointsSession 1Applying the standard on scenario design to your best performer
- Map the handovers in strategic foresight and scenario design between functions and secure them.
- Name the person accountable for each part of scenario design, not the committee.
- Confirm that those complying with strategic foresight and scenario design understand why it exists.
- Check whether incentives anywhere reward behaviour that undermines scenario design.
Session 2Comparing scenario design with recognised practice
- Decide the point at which you would escalate strategic foresight and scenario design.
- Identify single points of dependency in scenario design and reduce them.
- Prepare the summary of strategic foresight and scenario design that senior management will read.
- Prepare the response for the most likely failure in scenario design.
Scenario design: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1The meeting that finally unblocks scenario design
- Prepare how you will respond when strategic foresight and scenario design is challenged publicly.
- Identify the conversation about scenario design you have been postponing, and schedule it.
- Remove steps in strategic foresight and scenario design that add effort without adding assurance.
- Set the decision rights on scenario design: who decides, who is consulted, who is told.
Session 2Testing strategic foresight and scenario design before relying on it
- Confirm that the people affected by strategic foresight and scenario design heard it from you first.
- Write down the reasoning behind your position on scenario design.
- Close out actions on strategic foresight and scenario design rather than leaving them open indefinitely.
- Name a single owner for each element of scenario design.
Scenario design: influence across functions you do not control
2 sessions · 8 pointsSession 1Delegating scenario design without abandoning it
- Ask the team what they think is wrong with the plan for strategic foresight and scenario design.
- Decide what you will delegate on scenario design and what you will not, and say why.
- Write down the assumptions underpinning the approach to strategic foresight and scenario design.
- Collect evidence on the present handling of scenario design before proposing changes.
Session 2What your team concludes from how you handle scenario design
- Confirm that contractual obligations around strategic foresight and scenario design are understood.
- Set the review point at which scenario design will be reconsidered.
- Plan the sequence in which improvements to strategic foresight and scenario design will be introduced.
- Anticipate the objections scenario design will raise and prepare the answers.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.