Horizon scanning for beginners: Part 2 – from silos to synergy: creating a cross-functional foresight team

The current geopolitical climate together with the ongoing rapid evolution of technology, demands a proactive approach from companies to address uncertainties and impacts. We're not just reacting to change, we're anticipating it, preparing for it, and shaping it to our advantage. In the first part of this blog series, we laid the groundwork by defining the scope and objectives of our foresight initiatives. Now, we turn our attention to the engine that will drive this process: the multi-disciplinary team.

Assembling this team is not about creating a new department or adding layers of bureaucracy. It’s about strategically leveraging the expertise and insights already present within the company. The key is representation. We need voices from every corner of the business that will be touched by emerging regulations, disruptive technologies, and evolving trends. This includes, but is not limited to, legal, compliance, IT, marketing, and operations. Each department brings a unique perspective, a different lens through which to view the horizon.

Think of it as building a diverse portfolio of perspectives. Legal sees potential regulatory pitfalls, the tech specialist identifies technological opportunities, the marketer understands shifting consumer preferences, and the operations manager anticipates logistical challenges. The power lies in the synthesis of these perspectives, the ability to connect the dots and identify emerging patterns that would otherwise remain hidden.

Importantly, these team members are not full-time horizon scanners and we're not creating another silo. Instead, we are embedding foresight into the fabric of their existing roles. This is a crucial point. Overloading individuals with additional responsibilities is a recipe for burnout and ineffectiveness. The goal is to integrate horizon scanning tasks seamlessly into their daily routines, making it a natural extension of their existing duties. This requires careful consideration of workload and a commitment to providing the necessary support and resources.

Education is critical. These individuals need a solid grounding in the principles and practices of foresight. They need to understand the "why" – the strategic imperative for anticipating change. They need to grasp the "what" – the specific regulations, technologies, and trends that are relevant to the organisation. They need to learn the "how" – the tools and techniques for gathering, analysing, and interpreting information. They need to know the "when" – the appropriate timeframe for considering future scenarios. And they need to understand the "who" – the stakeholders who will be impacted by these changes.

This education should be comprehensive, covering a range of topics from trend analysis and scenario planning to risk assessment and decision-making. It should also be practical, providing team members with hands-on experience in using various foresight tools and techniques.

In many companies, these teams are often geographically dispersed. Online education platforms offer a cost-effective and efficient way to reach a wide audience. Virtual workshops, webinars, and online courses can provide team members with the knowledge and skills they need to succeed.

However, there is a strong argument for an in-person kickoff meeting, if budget allows. Bringing the team together physically can build a sense of camaraderie and collaboration. It provides an opportunity for team members to build relationships, share insights, and develop a shared understanding of the company's foresight objectives. The benefits of face-to-face interaction should not be underestimated. The informal conversations, the shared meals, and the spontaneous brainstorming sessions can often lead to breakthroughs that would not occur in a virtual environment.

Of course, the logistics and costs of a global in-person meeting can be significant. Travel expenses, accommodation, and venue hire can quickly add up. However, the potential return on investment in terms of improved team cohesion and enhanced foresight capabilities may well justify the expense.

The ideal approach may be a hybrid model, combining online education with occasional in-person meetings. This allows for continuous learning and knowledge sharing while also providing opportunities for face-to-face interaction and relationship building.

Once the team is established and educated, it's time to begin the scanning process - this will be covered in part 3 of this blog series.

Ready to start scanning the horizon?

• We can get you started by facilitating the end to end processes and then maintain and update your radars on an ongoing basis with regular interaction with you and your team

• We can can help you get started by facilitating the end to end processes and then handing responsibilities to you, providing support afterwards where needed

Feel free to get in touch to arrange a no obligation call to discuss your current situation and hear how Purpose and Means can help you navigate through these turbulent times.