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Published byNikolas Brasseur Modified over 9 years ago
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Backcasting “ or how I learned to stop predicting and help my clients “ IA Summit 2007 Las Vegas Matthew Milan Critical Mass Sam Ladner York University
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On Turbulent Environments Backcasting Background Backcasting as Information Architecture Is That a Discovery Process in Your Pocket? Session Overview
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Turbulent Environments “ Take me to the river… “
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Turbulent Environments
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Strategy is Turbulent How do you navigate a turbulent environment?
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Every River Needs a Guide You are your client’s guide
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Backcasting is a Navigational Tool It helps you to create plans for changing environments
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There’s more then one path But you don’t always know the right path beforehand
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Scouting Ahead Not “how DO we get here”, but “how DID we get here”
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Backcasting Background “ A recipe for people who hate to predict “
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1950s ► ProtoBackcasting ► AT&T 1970s ► MultiScenario Planning ► Shell 1990s ► Big Backcasting ► Robinson & SDRI 2000s ► Agile Backcasting? Casting Back
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Complex Undertaking Resource Intensive Time Consuming Inaccessible to Non-Experts Problems with Big Backcasting
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Why do backcasting? Good strategy lets you see the entire landscape
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Simplify the Process Lightweight Quick and Agile Accessible & Engaging Better Backcasting? ► Participatory Modeling ► Sorting & Grouping ► 3 to 6 hours ► Facilitation Framework
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Backcasting as Information Architecture “ The Strategic Design of Shared Information Environments “
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Where’s the IA? Information Architecture as visual organization and modeling Information Architecture as a thinking framework Information Architecture as structuring information environments through time
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The Elements of Backcasting Set timeline Baseline current state Define future states Identify indicators Assess risks and create action plan
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The Backcasting Map Backcasting in five easy steps Set the timeframe t now t future
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The Backcasting Map Baseline the current state
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The Backcasting Map Define Possible Future States Hot Rod Minivan Little Deuce Coupe
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The Backcasting Map Work Backwards and Identify Indicators Hot Rod Minivan Little Deuce Coupe
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The Backcasting Map Assess Risks, Opportunities and Actions Hot Rod Minivan Little Deuce Coupe
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A Discovery Process in Your Pocket “ Stop Predicting and Start Helping “
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What do you need? Visual Language – The “Map” Facilitation Skills The Ability to Translate Concepts Into Indicators
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What makes a good guide? Don’t tell you what to do Keep you safe Intentionally simplify complex situations Leave the choices to the journeyer
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Case Study: OmniBank Fortune 500 Financial Services Firm Multi-Stage Redesign Multiple Stakeholders No Clear Strategy Client Desire to Learn Adaptability
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Mapping OmniBank Strategy Focus on the map, not political agendas
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Capture Everything …including insights about your clients
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Elicit Problems and Solutions Ask hard questions and you’ll get solutions
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Deep Dive on Indicators Robust indicators of success mean robust success
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Identify Immediate Actions 30, 60 and 90-day action plans move projects forward
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Take Me To The River
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