What We do
We hire company professionals
TO FORESEE THE FUTURE
within the industries you need
SCD often works to design for the messy and complex people that we are rather than the perfect consumers that we are supposed to be. The practices seek to challenge narratives about probable futures, allowing organizations to openly explore various possible futures as a way to better understand alternatives and preferable directions forward. Additionally, the increasing speed of technological development mean that many projects considered futuristic come to fruition much faster than expected, which necessitates that companies spend time looking further into the future to better anticipate and develop understanding and meaning around these possibilities. SCD has proven valuable in a number of domains and throughout the design process from research & strategy to design & development. And while to date, SCD has largely been practiced by designers who are gifted at imagining, exploring, and bringing unique speculative visions of the future to life they are sometimes poorly equipped to understand the reactions to these designs. This represents an opportunity for additional engagement from researchers, anthropologists, and ethnographers to support SCD practice with skillsets that can work to better unpack and created meaning from people’s reactions to these speculative futures.
STEP 1: UNDERSTAND THE ELEMENTS BEING ANALYZED
This step urges the analyst to comprehend the factors of the environment which are being evaluated. Individuals or companies should try to answer questions about the following:
- What are the key trends and events within the element and what evidences support these trends?
- How have these trends evolved historically?
- What is the nature of change in the trends you noticed?
- What kind of effects do the trends have on the firm?
STEP 2: ASSESS THE INTERRELATIONSHIP BETWEEN DIFFERENT TRENDS
This step entails properly assessing the interrelationship that trends have with the external environment elements. As an analyst, you are expected to find out what the conflicts between the trends are and what the interrelationships between the trends are like.
STEP 3: RELATE THE TRENDS TO ISSUES
Analysts should identify the trends which play a significant role in boosting or hindering the company’s process to reach its objectives. It is recommended that the best approach to executing this step is to create a list of possible trends and then gradually shrinking it down to what the main issues are.
STEP 4: FORECAST THE UPCOMING DIRECTION OF ISSUES
At this stage, you are expected to take the analysis beyond the information you collected in prior steps. Using your expertise and collected data to determine what the driving forces behind the issues are. Try to identify the causes and symptoms of the trends to find the driving forces.
It is true that this task can be quite time-consuming and even frustrating at times. Yet, when the step is completed it can offer a wealth of insights which will guide the firm’s decision-making process.
STEP 5: DERIVE THE IMPLICATIONS
Deriving implications is a crucial step. It will provide a unique opportunity to make conclusions or decisions about the external environment. It can help deduce how the factor can affect any present and future strategic initiatives.
Remember, good conclusions will leave your organization with “food for thought” and the implications which should be dealt with when executing a strategic plan.
When external environment factors like downturns in the economy and lack of investment have their toll on a company’s strategic options, the analysis can help get a better understanding of how each factor affects the planning process. The tool helps take better decisions.