I didn't understand much of what the guest said, and neither of his examples helped either. That you had to summarize his message signifies that your guest's ideas weren't clear. Language continues to be a barrier to communication, but I hope you can do a follow-up video to explain his message.
I like most of videos. He does an excellent job with presentation. His guest does. A lot of talk about foresight. Not explaining it, at all, very well. Random thoughts. Randomly presented. An excellent video in how not to explain something. The host does a good job fixing his guest’s random presentation. Kind of a waste on how to do a presentation. Yet a good example on how not to do a presentation.
I don't understand the difference between 'forecasting' multiple scenarios vs Mercedes Benz 'foresight' imagining different scenarios and possible solutions.
The goal of foresight training (through scenarios) is not to prepare us for those exact scenarios. The goal is to teach people how to adapt to whatever changes come. So, some companies mistakenly forecast multiple specific scenarios and then draft plans for those specific scenarios. Let's pretend they prepare for 5 specific scenarios. The trouble is, the chances of one of those 5 specific scenarios happening in real life that line up exactly as planned are low. Instead, foresight (which is what Mercedes did) is a training exercise, training yourself to think differently about the future. It's about using scenarios to learn to think adaptively. So, Mercedes imagined various futures (some of them were undoubtedly far-fetched) and built prototypes of innovations that may or may not ever be useful in reality. They never intended to put those prototypes into production. They were just using those scenarios as an exercise to teach their team skills like adaptation, flexibility, and how to cope with uncertainty. Mercedes, in other words, taught their team how to thrive regardless of the future they faced.
Hi I am Ayesha akther I analisis your TH-cam channel.i see you uploaded Huge amount video .but you don't have enough views out of hugs amounts of subscriber for some issues.can i share with you?
This video was just an introduction to the subject as the title of the video shows. We didn't communicate we'd be doing a review of research studies or looking at specific data. If you're interested in learning more about corporate foresight studies, it's an interesting and helpful area of emerging research. I suggest googling "corporate foresight research" and looking at the various studies that come up. You can include Alex Fergnani's name in the search and look at his research articles specifically.
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Truly awesome to be on your channel Alex! Thanks SO much for having me 👏👏👏 and it’s great that you are taking an interest in leaders’ foresight
Thanks for coming on the channel and educating us on this emerging and exciting new area of leadership and management studies!
I didn't understand much of what the guest said, and neither of his examples helped either.
That you had to summarize his message signifies that your guest's ideas weren't clear. Language continues to be a barrier to communication, but I hope you can do a follow-up video to explain his message.
I like most of videos. He does an excellent job with presentation. His guest does. A lot of talk about foresight. Not explaining it, at all, very well. Random thoughts. Randomly presented. An excellent video in how not to explain something. The host does a good job fixing his guest’s random presentation. Kind of a waste on how to do a presentation. Yet a good example on how not to do a presentation.
I don't understand the difference between 'forecasting' multiple scenarios vs Mercedes Benz 'foresight' imagining different scenarios and possible solutions.
The goal of foresight training (through scenarios) is not to prepare us for those exact scenarios. The goal is to teach people how to adapt to whatever changes come.
So, some companies mistakenly forecast multiple specific scenarios and then draft plans for those specific scenarios. Let's pretend they prepare for 5 specific scenarios. The trouble is, the chances of one of those 5 specific scenarios happening in real life that line up exactly as planned are low.
Instead, foresight (which is what Mercedes did) is a training exercise, training yourself to think differently about the future. It's about using scenarios to learn to think adaptively. So, Mercedes imagined various futures (some of them were undoubtedly far-fetched) and built prototypes of innovations that may or may not ever be useful in reality. They never intended to put those prototypes into production.
They were just using those scenarios as an exercise to teach their team skills like adaptation, flexibility, and how to cope with uncertainty. Mercedes, in other words, taught their team how to thrive regardless of the future they faced.
@@alexanderlyon Thanks Alex.
Sorry I couldn’t understand some of the words. even CC didn’t help
Hi
I am Ayesha akther
I analisis your TH-cam channel.i see you uploaded Huge amount video .but you don't have enough views out of hugs amounts of subscriber for some issues.can i share with you?
where is the evidance
This video was just an introduction to the subject as the title of the video shows. We didn't communicate we'd be doing a review of research studies or looking at specific data. If you're interested in learning more about corporate foresight studies, it's an interesting and helpful area of emerging research. I suggest googling "corporate foresight research" and looking at the various studies that come up. You can include Alex Fergnani's name in the search and look at his research articles specifically.