wrongkindofgreen | (wrong kind of green dollar-dollar-bill-y'all is just entirely too clever)
“The ruling class exists, it’s not a conspiracy theory. They operate as a class, too. They share the same values, the same sensibility and in Europe and North America they are white. They act in accordance with their interests, which are very largely identical. The failure to understand this is the single greatest problem and defect in left discourse today.”
— John Steppling, Author, Playwright
“This report is crucial reading for anyone interested in creatively considering the multiple, divergent ways in which our world could evolve.”
— Judith Rodin, President of the Rockefeller Foundation
torytelling. Dystopian scenarios. Not Huxley, Orwell, Bradbury or Brunner.
Scenario planning for corporate strategy was pioneered by Royal Dutch
Shell in the 1970s. [Further reading on scenario planning: The Art of the Long View]The
following excerpts are highlights from the May 2010 “Scenarios for the
Future of Technology & International Development” report produced by
The Rockefeller Foundation & Global Business Network. Not just the
more known “Lock Step” scenario, but all four scenarios.
Following “Event 201”
(Oct 18, 2019), we must concede that the ruling class has been gifted
with phenomenal and prophetic intuitions and insights. (They truly are
the chosen ones.) Thus it is worthwhile, even mandatory, to study their
scenario exercises and simulations.
“We believe that scenario planning has great potential for use in philanthropy to identify unique interventions… scenario planning allows us to achieve impact more effectively.” [p 4]
“The results of our first scenario planning exercise demonstrate a provocative and engaging exploration of the role of technology and the future of globalization.” [p 4]
“This report is crucial reading for anyone interested in creatively considering the multiple, divergent ways in which our world could evolve.” [p 4]
“*I offer a special thanks to Peter Schwartz, Andrew Blau, and the entire team at Global Business Network, who have helped guide us through this stimulating and energizing process.” [*Judith Rodin, President of the Rockefeller Foundation] [p 4]
“*I hope this publication makes clear exactly why my colleagues and I are so excited about the promise of using scenario planning to develop robust strategies.” [*Judith Rodin, President of the Rockefeller Foundation][p 5]
Peter Schwartz is an American futurist, innovator and co-founder of
the Global Business Network (GBN), a corporate strategy firm,
specializing in future-think & scenario planning. Founded in 1987,
GBN was “a membership organization comprising executives from many of
the world’s leading companies alongside individual members from
business, science, the arts, and academia.” The proprietary list of
GBN’s corporate members included “more than 100 of the world’s leading
companies, drawn from virtually every industry and continent.” Members
paid an annual subscription fee of $35,000. [Source]
Following an acquisition by Monitor in 2000, GBN then specialized in
scenario-based consulting and training. GBN ceased to be active
following the acquisition of the Monitor Group by Deloitte in 2013.
“Perhaps most importantly, scenarios give us a new, shared language that deepens our conversations about the future and how we can help to shape it.” [p 7]
“How can we best position ourselves not just to identify technologies that improve the lives of poor communities but also to help scale and spread those that emerge?” [p 8]
The Four Scenarios
“Once crossed, these axes create a matrix of four very different futures:
LOCK STEP – A world of tighter top-down government control and more
authoritarian eadership, with limited innovation and growing citizen
pushback
CLEVER TOGETHER – A world in which highly coordinated and successful
strategies emerge for addressing both urgent and entrenched worldwide
issues
HACK ATTACK – An economically unstable and shock-prone world in which
governments weaken, criminals thrive, and dangerous innovations emerge
SMART SCRAMBLE – An economically depressed world in which individuals
and communities develop localized, makeshift solutions to a growing set
of problems”
“Each scenario tells a story of how the world, and in particular the developing world, might progress over the next 15 to 20 years,… Accompanying each scenario is a range of elements that aspire to further illuminate life, technology, and philanthropy in that world.” [p 17]
Scenario #1: LOCK STEP
“In 2012, the pandemic that the world had been anticipating for years finally hit. Unlike 2009’s H1N1, this new influenza strain — originating from wild geese — was extremely virulent and deadly. Even the most pandemic-prepared nations were quickly overwhelmed when the virus streaked around the world, infecting nearly 20 percent of the global population and killing 8 million in just seven months, the majority of them healthy young adults. The pandemic also had a deadly effect on economies: international mobility of both people and goods screeched to a halt, debilitating industries like tourism and breaking global supply chains. Even locally, normally bustling shops and office buildings sat empty for months, devoid of both employees and customers.” [p 18]
“The pandemic blanketed the planet — though disproportionate numbers died in Africa, Southeast Asia, and Central America, where the virus spread like wildfire in the absence of official containment protocols. But even in developed countries, containment was a challenge. The United States’s initial policy of “strongly discouraging” citizens from flying proved deadly in its leniency, accelerating the spread of the virus not just within the U.S. but across borders. However, a few countries did fare better — China in particular. The Chinese government’s quick imposition and enforcement of mandatory quarantine for all citizens, as well as its instant and near-hermetic sealing off of all borders, saved millions of lives, stopping the spread of the virus far earlier than in other countries and enabling a swifter postpandemic
recovery. [p 18]
0 comments:
Post a Comment