The Strategic Visioning Model
A typical strategic visioning session involves stakeholders from a variety of disciplines and levels within and, possibly outside the organization, meeting physically and/or virtually using the SVS Internet-based software.
Participants perform environmental scanning prior to the session and bring documented research on a variety of societal, industry, and organizational level emerging issues, trends, and predictions that are pertinent to the firm’s task environment. Issues are ranked by probability of occurrence in the future and relevance to industry. The emerging issues database is prioritized based on the collective group average product scores of the two variables.
Participants use the Bisociation Brainstorming process to recognize opportunities or challenges based on the possible permutations of combinations for each set of emerging issues, taken two or more at a time. The software prioritizes each of these permutations based on the average score of bisociated emerging issues.
Participants create new ideas that take advantage of opportunities (or mitigate challenges). Ideas are ranked by, potential value, probability of success, and uniqueness of idea.
Participants develop scenarios for each prioritized ideas that describes in narrative format the future impact of the new idea at the society or industry level if implemented.
Participants perform impact analysis by describing the potential impact of each idea at the organizational, department or functional level.
At each stage participants collaborate, evaluate, prioritize, and append shared contributions online using brainstorming and brainwriting techniques.
Group facilitators provide a constant feedback loop using content analysis algorithms to synthesize participant input.