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Horizon Scanning

Horizon Scanning. Graeme Hyslop. Productive Connections: A knowledge generating and sharing process for thinking practitioners and practical thinkers. Public Value. Appropriate Leadership Model. Horizon scanning. Evolution narrative. Using our history to strengthen our future.

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Horizon Scanning

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  1. Horizon Scanning Graeme Hyslop

  2. Productive Connections: A knowledge generating and sharing process for thinking practitioners and practical thinkers Public Value Appropriate Leadership Model Horizon scanning Evolution narrative Using our history to strengthen our future Why we do what we do How we lead What we do How we help to plan what we do next Underlying Philosophy or core purpose Framework to support & nurture organisational & sectoral leadership Advocacy and lobbying tool: confidence builder Strategic Foresight & Change Readiness building

  3. Review of Scotland’s CollegesExtract from scenario development project report “Responsibility for learning” More choice based and individual response to learning opportunities, higher level of personal responsibility for learning The scenario matrix “McTiger” “Enlightened smart and content” Comparatively less successful on international indices, lower GDP/capita low added value economy Highly connected, high GDP/capita knowledge based economy “Nature and shape of Scotland’s economy” “Planning to survive” “Stewardship Society” High levels of planning direction and intervention on the focus of learning

  4. “Enlightened, smart and content”Overview • Scotland in 2021 is fairly comparable with Scotland 2006. In particular there is a similar feel to civic society and the learning market but the effects of ‘certainties’ such as demographic change and further environmental decay have now made considerable impacts. • This is a Scotland which whilst not amongst the richest nations of the world has chosen not to continue to chase growth, has a highly educated population and is recognised as one of the most enlightened small countries in the world.

  5. “Stewardship Society”Overview • Scotland’s progress has been central to European success and in particular the growth of the EU’s small country economies. Through the path to 2021 Scotland has been very successful in attracting private sector investment, has developed an internationally renowned and thriving social economy optimising the input of a strong voluntary sector. • Successive government policies and partnerships with key national economic stakeholders has continued to provide a sustainable genuinely mixed economy with well rewarded private, public and voluntary career opportunities.

  6. “Planning to survive”Overview • A Scotland which has never quite connected economically despite early promise and puts its faith in planning and directive policies of government to stabilise the economy and elements of societal breakdown. For some a comfort zone country with high dependency on the state; for others a country with restrictions and barriers to creativity and individualism. • A Scotland in 2021 with major government intervention and regulation in the economy, society and the learning system. A safe and secure but risk averse and protectively rationalist nation.

  7. “McTiger”Overview • The Scottish economy of 2021 is more successful than in 2006 and society is significantly more consumerist in its nature. It enjoys a strong education system focused primarily on the demands of individual learners. • Challenges for Scottish 2021 society include dealing with labour shortages in key areas of the public sector, pockets of high social deprivation, a breakdown in earlier traditional community values, rural depopulation and environmental degradation. Scotland has become a less tolerant nation. Given the opportunities that are available to individuals, the nation is generally less inclined to support those “not pulling their weight”.

  8. Using a strategy robustness matrix to test resilience of core strategic actions against plausible futures

  9. Using a strategy robustness matrix to test resilience of core strategic actions against plausible futures How do the headline recommendations from this work stream pan out in each of the four plausible futures?

  10. Using a strategy robustness matrix to test resilience of core strategic actions against plausible futures

  11. Using a strategy robustness matrix to test resilience of core strategic actions against plausible futures How do the headline recommendations from this work stream pan out in each of the four plausible futures?

  12. Some quick reflections on futures • Futures work is a leap into the unknown for many! • Need to carry people with you through a process that isn’t always easy to grasp and for what purposes not readily perceived. • Avoid use of technical, professional jargon and exclusive language in group sessions. • Explain clearly what futures outputs, such as scenarios, can do for those involved; horizon scanning requires the use of multi purpose tools. • The tools can be applied to plans, policies and publications as a form of ‘future proofing’.

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