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Mr. Anurag Goel IAS (Retd.)
Former Secretary, Ministry of Corporate Affairs & former Member, Competition Commission of India, Govt. of India;
Founder, Shaping Tomorrow Consultants LLP |
Mr. UK Sinha, IAS (Retd.)
Former Chairman
Securities & Exchange Board of India
Board member on multiple boards |
Mr. K. Venkata Ramana Murty, IDAS
Joint Secretary,
Ministry of Corporate Affairs
Govt. of India & Board Member, SEBI |
Mr. Dinesh Kumar Khara
Chairman
State Bank of India |
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Prof. Colin Coulson-Thomas
Director-General - UK and Europe Operations
Institute of Directors, India
President, Institute of Management Services, UK |
Concept Note:
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The Institute of Directors, India is organising the Virtual Global Session on "Strategic Foresight for Board's: Shaping the Future", on Wednesday, July 7, 2021 at 1500 - 1845 hrs (IST).
Strategic foresighting tools are useful when uncertainty is high and prediction is impossible. As businesses prepare for a post COVID-19 world, incorporating strategic foresighting methods into their innovation and strategic planning cycles can help identify emerging opportunities and threats.
When the future is uncertain, how can organizations design and innovate boldly but responsibly? Futures thinking is an approach to strategic design that considers what is likely to change and what is likely to stay the same in the future, as a means to be more reflective in strategic planning. Considered by some to be more of an art, and by others to be a science, futures thinking gives us a framework to talk about our current world, and how the world may look in the future.
In this webinar, you’ll learn that futures thinking is not an effort to predict the future, but rather a means to illuminate unexpected implications of present-day issues that empower individuals and organizations to actively design desirable futures. The emphasis isn’t on what will happen, but on what could happen, given various observed drivers.
It’s a way of gaining new perspectives and context for present-day decisions, as well as for navigating the dilemma at the heart of all strategic thinking: the future can’t be predicted, yet we have to make choices based on what is to come.
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