prepare teams and support them for change

“The right forecast is not one that comes true but one that leads to action” (Michel Godet, Le Choc, 2006)

Support consists of identifying possible futures in order to initiate action at the territorial level and at the level of the company. Our method is based on a broad participation of the actors concerned by the life of the territory. When the prospective is centered on that of the association or the company, the actors concerned are the employees, the consumers, the beneficiaries or the members of the board of directors. Whatever the organization or structure concerned, strategic foresight makes it possible to explore the fields of the possible and at the end of this phase, to build a pro-active strategy.

  • What are the scenarios for the territory, for the company or for the association?

  • How to anticipate dangers and prepare for changes?

  • How to involve the actors of the company, the associative actors and the citizens in this process?

  • How to integrate the opinions of employees, citizens, consumers, young people, etc.?

These questions are important and the answers sometimes call on the history of the territory or its organization, its identity, its specific issues and above all the perception of each of the actors. The exercise seems at first glance innocuous, however, it questions the most fundamental elements of the territory and the organization. The contribution of our support is to facilitate exchanges, to bring out the most innovative ideas and to methodically prepare the bases of a strategic action plan . In rural areas, foresight is even more important because the diffuse nature of the occupation of space makes it vital to set up spaces for collective reflection made possible by this approach.

Three phases can be put in place for a strategic foresight.

Phase 1: Retro-prospective diagnosis of the territory & Training of the local team

How was the territory (or organization) represented in the past by the actors concerned? How is he currently represented?

What are the issues that are experienced, present and those that could arise?

If the exercise concerns the territory, how was it perceived? How is it currently perceived by its inhabitants and how is it perceived outside?

These are some of the questions that punctuate the retro-prospective diagnosis

Phase 2: Prospective workshops

There are 4 or 5 of these workshops designed to allow actors to express themselves freely on the subject. Forward-looking workshops are at the heart of the support system because they stabilize the intuitions of the actors to test the consistency, relevance and plausibility of their ideas in relation to the scenarios.

Phase 3: Writing the scenarios

The scenario writing phase is important, it mobilizes on the part of the local teams increased attention to all the elements brought to the attention of the team during all the two preceding phases. The writing time is often invisible but it makes it possible to construct a document in which each scenario becomes coherent, relevant and probable .

The timeframe for all of these 3 phases is variable depending on the importance given to each phase by the sponsor as well as the availability of the local teams supporting the worker. The time spent therefore varies from 8 months to 16 months.



"What attractiveness and what skills to live and do business in Erdre and Gesvres by 2030"