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Tool: Future view

Typical use (type of issue/project)

To consolidate your thinking on the scenarios that you want to consider (from the current workforce profile, people priorities, situation event planning, creating competitor profiles) when identifying options and priorities for the business moving forward.

Ease of use rating

Used by

Yourself as an HR professional, with your HR colleagues.

Tips for effective use

Take some time before using this tool to really consider what scenarios are most realistic that you want to consider moving forward.

Signals of successful use

Having a clear picture of the potential scenarios that may affect the achievement of business strategy in the future with plans against.

Signals of unsuccessful use

Using this tool to identify some of the scenarios that may affect the organisation in the future - and failing to miss out on the important ones. Having a mind map which looks more like a list than a piece of art!

Links to other tools

Current workforce profile, People priorities, Situation event planning, Creating competitor profile, Stakeholder engagement.

Future view

Create a mind map to build your future view:

  • Take a blank piece of paper, A4 or larger.
  • Use the paper in landscape orientation.
  • Start in the centre.
  • Place the business strategy in the centre and draw a picture around it to help.
  • Use at least three colours.
  • Keep the height and width of the central image to approx, 2 inches or 5 cm (proportionately larger for bigger paper).
  • Allow the image to create its own shape (do not use a frame).
  • Write out the main scenarios that may affect the organisation in the future around the central image, like the chapter headings of a book. Remember, these are the themes you identified from the current workforce profile, people priorities, situation event planning, and creating competitor profiles. Therefore:
  • Print the word in CAPITALS or draw an image.
  • Place them on a line of the same length.
  • The central lines are thick, curved and organic, in other words like your arm joining your body, or the branch of a tree to the trunk.
  • Connect directly to the central image.
  • Add other main theme branches by thinking of other ‘chapter headings’.
  • Remember to print the word or draw an image and make it fit the line.
  • Start to add a second level of thought. These words or images are the plans you will take to ensure these scenarios do not impact the achievement of business strategy. Connect these to the main branches that triggered it. Remember:
  • Connecting lines are thinner.
  • Words are still printed but may be lower case.
  • Add a third or fourth level of planning (including detailed resources, timescales, and measures of success).
  • Use images as much as you can, instead of, or in addition to the words.
  • Allow your thoughts to come freely, meaning you ‘jump about’ the mind map as the links and associations occur to you.
  • Boxes add depth around the word or image.
  • Make each mind map a little more:

Have fun! Add a little humour, exaggeration or absurdity wherever you can.

An example mind map:

To double check you haven‘t missed anything, list out:

Business strategy Business strategy  
People priorities  
Current gaps in current workforce view  
Threats and opportunity scenarios from the external environment  
Learning from competitors