A future-readiness assessment tells the board whether management strategies and solutions are robust and ready for the future. Or if not, specifically where they fall short.
The next step is to close the gaps of need and vulnerability, guided by the assessment results. This will take different forms, depending on the state of the company and its external industry conditions.
Generally, the road to future preparedness means taking two paths simultaneously: the strategy-innovation path, and the organization design path. Both are, of course, the remit and responsibility of senior leadership.
Strategy-innovation is rendered future robust by way of the strategic foresight toolbox. These are tools and frameworks for orienting the organization to external change, reconsidering its current viewpoints, collecting and prioritizing the foresight dashboard data, developing future frameworks or scenarios, and probing and prototyping initiatives to navigate new technologies and changing markets.
The organization-design path deals with where internal structural changes need to be made, to improve the organization’s external change-orientation, and the ability of its functional units to flexibly enact their future-preparedness.
These paths to future-robustness are developed in leadership debate and idea-exchange and are specifically created to be used by the Board in developing its future-preparedness conversation with the executive management.
Where applicable, interventions will include board simulation workshops, knowledge exchanges, and briefings from experienced board members and experienced faculty.