Charles van der Haegen's List: Future Trends

"Penser le commun au XXIe siècle

Pierre Dardot est le dernier invité de La Grande Table aujourd'hui. Il publie, en collaboration avec Christian Laval, "Commun. Es "

de la part de Giorgio Bertini Partout dans le monde, des mouvements contestent l’appropriation par une petite oligarchie des ressources naturelles, des espaces et des services publics, des connaissances et des réseaux de communication. Ces luttes élèvent toutes une même exigence, reposent toutes sur un même principe : le commun. Pierre Dardot et Christian Laval montrent pourquoi ce principe s’impose aujourd’hui comme le terme central de l’alternative politique pour le XXIe siècle : il noue la lutte anticapitaliste et l’écologie...

"About

Maree Conway runs Thinking Futures, a strategic foresight practice focused on helping you move beyond the status-quo to shape your organisation’s future today.

Maree works with you to find the thinking space to critically interpret and find meaning in the complexity of the trend ecosystem that is the external operating environment, and to use that understanding to inform your strategic responses and action today.
Why get in touch with Maree?

If you see a disconnect between your organisation and its environment, if you are drowning in information about change in the external environment, if you struggle to develop effective strategy, if you see little alignment between your plans and action on a day-to-day basis, or if you want to inject the future into your risk analysis process, you know that formulaic strategy approaches are no longer enough. You need a different approach.

That approach is strategic foresight. Lots of people talk about the need for strategic foresight – I will work with you to make it real in your organisation. I help you make sense of trend ecosystem that will shape your organisation’s future operating environment, work with you to find the meaning and understanding of the implications of those trends that are specific to your organisation, and help you can use that understanding to strengthen your strategy today.

Here’s the formal overview of what Thinking Futures does. Thinking Futures works with people in organisations to enhance their long term thinking capacity – otherwise known as their strategic foresight capacity – and to use that thinking to build strategy that is futures ready. I work with you to help you think about possible futures today by:

building and enhancing environmental scanning to identify information and ideas needed for strategic decision making – I help you bring the outside into your organisation,

running strategic thinking processes that start with a focus on the long term view rather than short term urgency – I use scenario planning to help you understand the shape of preferred futures, potential risks and opportunities and your emerging strategic options so that your strategy today is robust and futures ready, and

documenting your strategy in clear, concise and useful strategic plans that inform short-term decision making by your people - I work with your people to make your plans meaningful ‘on the ground’ in your organisation, and a key tool in your strategy execution process.

The three activities – scanning, thinking and planning – all contribute to building a strategic foresight capacity, for both you as an individual, and for your organisation. The more people in your organisation who understand the need for these three strategic capabilities, the stronger and more successful your strategy and its implementation will be.

Download an Information Sheet about Thinking Futures.

In a more informal sense, what I do is I help you find the space you need to think systematically and continuously about the implications of trends and drivers of change for your organisation. I use primarily qualitative approaches that focus on people in your organisation, and facilitate informed discussion, conversation and debate about what those trends and drivers mean for the future of your organisation. I tailor a foresight process for you to allow you to hone in on critical challenges for your organisation that are emerging, and to understand the longer term implications of those challenges, so that you have time to respond today.

You already know today’s challenges, and you are responding to them every day. Those responses, however, can often be reactive and short term because you lack the longer term knowledge about how the external environment is changing. Using strategic foresight approaches to build that longer term context allows you to take proactive strategic decisions today, and can move you out of the busyness syndrome that afflicts so many organisations today.
What’s Possible?

Depending on your needs, each of these three activities – scanning, thinking and planning – can be addressed in stand-alone projects, or they can be combined into a strategy project that integrates and links environmental scanning, strategic thinking and strategic planning.

A key differentiator of my work is that I am committed to working with you to build a sustainable strategic foresight capacity to inform your decision making today – this is about building the capacity to connect the thinking with the doing in strategy. Knowledge transfer and providing tailored resources during projects is therefore a primary driver, so that you are able to continue to embed a foresight approach in your strategy processes without needing continuing external consulting support.

My work is characterised by participative processes underpinned by leading edge thinking and research from across the globe – I bring the latest research on strategy and foresight to your organisation.

I work mainly with people in education, government and non-profits who are ready to move beyond business-as-usual models and ways of operating – beyond the status-quo – to build strategy that contributes to a sustainable future for themselves, their organisations and for the planet.

Get in touch to talk about how you can build a strategic foresight capacity where you work – particularly if you just have some questions or want to know more. I’m deeply into social media as a way of sharing foresight resources and scanning hits so follow me using any of the links that you’ll see on the bottom of each page of the site."

There appears to be increasing consensus that the private sector has to be more involved than last time in the design and/or implementation of any new development goals, particularly as economic growth, trade and jobs are high on the agenda. Yet discussions on a new post-2015 framework have to date mostly included development practitioners, governments and non-governmental organisations (NGOs) and have largely excluded the private sector.

This paper seeks to start filling this gap. How (if at all) can private sector organisations usefully be involved in global and national dialogues on a post-2015 global development framework? What (if any) private sector behaviours and partnerships can be encouraged/discouraged through an MDG global agreement that effectively promotes development? In what ways (if any) can these behaviours be incentivised through a post-2015 agreement?

The paper does not aim to provide the final answers to these questions, but rather seeks to steer debate on these issues. It starts by defining the private sector and describing drivers of business engagement in development, going on to provide examples of recent trends and initiatives. It then concludes by setting out three hypothetical scenarios for private sector engagement in a renewed MDG agreement post-2015, based on ongoing consultations with relevant stakeholders.

Agreeing on a new development framework that reflects shifting global politics, new global challenges and poverty dynamics is undoubtedly a complex challenge, but one that is more likely to be achieved if resources and expertise from different actors are combined and used strategically. Throughout the year, ODI will be convening business and other stakeholders to take this discussion forward and refine the scenarios set out in this paper. For further information, contact p.lucci@odi.org.uk."

Global Dashboard explores global risks and international affairs, bringing together authors who work on foreign policy in think tanks, government, academia and the media. It was set up in 2007 and is edited from the UK by Alex Evans and David Steven.

Global Dashboard encourages debate and feedback – through comments on recent posts or by email to either David or Alex.
Editors

Alex and David are both senior fellows at New York University’s Center on International Cooperation (CIC), where they lead CIC’s work on resource scarcity and climate change. Their most recent report, on making the Rio 2012 summit work, is here. They are both also closely involved in setting up a new Brookings Institution programme on the geopolitics of scarcity.

David and Alex work extensively on wider foreign policy issues as well, where their joint publications include a Chatham House report on the future of Britain’s foreign policy and a Brookings Institution paper on ‘the long crisis of globalisation’. All of their publications are available on Global Dashboard here.

In addition, Alex and David undertake consultancy projects for external clients, both jointly (where their clients have included the UN Secretary-General’s office, the US government and the UK Foreign Office), and individually (David is a Director of River Path Associates and is currently advising the UK Department for International Development in Pakistan, while Alex has recently worked with clients including Oxfam and ActionAid).
Authors

Alistair Burnett is the Editor of BBC News’ The World Tonight programme. Alistair has worked on many of the BBC’ leading programmes – after beginning his BBC career at World Service, he spent three years at the The World Tonight in the mid 1990s, before moving to the Today programme for a couple of years and then back to the World Service where he became Editor of Newshour, Europe Today and World Update.

Charlie Edwards is Head of the Security Programme at the think tank Demos. He is currently on secondment to the Home Office.

Jules Evans is a freelance journalist and writer, who covers two main areas: philosophy and psychology (for publications including The Times, Psychologies, New Statesman and his website Philosophy for Life, and emerging markets (for publications including The Spectator, Economist, Times, Euromoney and Financial News).

Richard Gowan coordinates the International Security Institutions program at the Center on International Cooperation, New York University. He is also the UN Policy Fellow at the European Council on Foreign Relations and an associate of the Foreign Policy Center (London).

Leo Horn – Phathanothai currently serves as Director for International Cooperation at the World Resources Institute (WRI). Prior to that he had worked in UNDP, the World Bank and DfID. He worked for six years in China where, from 2006-2009 he led a pioneering cross-governmental partnership between the UK and China on sustainable development, initiated by Prime Ministers Tony Blair and Wen Jiabao, and involving 17 government ministries/agencies. In parallel, he co-founded the China Carbon Forum and led it to become a thriving professional association serving as the key interface between the business community and senior Chinese government decision-makers on climate policy reform issues. Leo writes here in a personal capacity and his views do not necessarily reflect those of WRI.

Arjan van Houwelingen is a policy consultant and occasional researcher and writer, focusing on issues related to peace, politics and development. In the 90s he spend most of his time in Central and Eastern Europe researching aid effectiveness for organisations such as the EU, OECD, World Bank and USAID. Subsequently, he joined the UN where he worked on UN reform and the Middle East peace process. Currently, Arjan is based in the UK and, from time-to-time, the Netherlands.

Seth Kaplan is a writer and policy consultant focusing on fragile states, governance, and development. He is the author of Fixing Fragile States: A New Paradigm for Development (Praeger Security International, 2008) and a forthcoming book on poverty and state governance. A Wharton MBA and Palmer scholar, Seth has worked for several large multinationals and founded four companies. He speaks fluent Mandarin Chinese and Japanese. He lives in New York City.

Daniel Korski is a Senior Policy Fellow at the European Council on Foreign Relations. He has worked in Iraq, Afghanistan, Bosnia-Herzegovina and Yemen as well as in the United States. He is also a Senior Advisor to the Project on National Security Forum.

Casper ter Kuile is the Co-Founder of the UK Youth Climate Coalition and a campaign consultant. He has worked for Avaaz.org, 38 Degrees and Futerra Sustainability Communications. He writes more about civil society, movement strategy and other delights on his own blog.

Claire Melamed is Head of the Growth, Poverty and Inequality Programme at the Overseas Development Institute(ODI). The programme does research and policy analysis on how economic growth can be more effective in reducing poverty and inequality. She has worked for the UN in Mozambique, taught at SOAS and the Open University, and worked for ten years in NGOs including ActionAid and Christian Aid.

Elizabeth Sellwood is non-resident fellow at the Center on International Cooperation. She is based in Beirut, Lebanon, and has worked for several years in the Middle East region. She was Special Assistant to the United Nations Special Coordinator for the Middle East Peace Process from 2005-07, and prior to this she worked for the UN Office for Coordination of Humanitarian Affairs in the occupied Palestinian territory. Between 2001-03 Elizabeth was an adviser to the Foreign Affairs Committee in the UK House of Commons. She also worked for Oxfam in the Balkans in the aftermath of the Kosovo war, and in 1995-99 held research positions at Chatham House and Cambridge University

Andy Sumner is Research Fellow at the Institute of Development Studies at the University of Sussex and a Visiting Fellow at the Centre for Global Development, Washington, DC. He is a cross-disciplinary Development Economist, with research interests in the fields of global poverty, growth and inequality, and development. His primary regional interest is in Southeast Asia. In 2011 he was listed in Foreign Policy’s Top 100 Global Thinkers for his work on the changing distribution of global poverty towards middle-income countries and the ‘new bottom billion’.

Mark Weston is a policy consultant, writer and researcher, specialising in international development. His clients include the Harvard School of Public Health, UCLA David Geffen School of Medicine, London School of Economics and a number of developing world NGOs. He is currently writing a travel book on West Africa.

"What is it all about?

Oivallus – or 'Competence Needs of Learning Networks' to use its full name - was a project aiming to grasp tomorrow’s competence needs in Finland. It is based on the vision that in the future, business will increasingly be transacted in (global) networks comprising a wide range of actors.

Oivallus was a continuation to two projects of the Confederation of Finnish Industries completed in 2006: Services 2020 and Education Intelligence foresighting project, from which the term ‘learning network’ stems. Learning networks can be described as teams whose success depends on the synergy between the specific competence areas. Until now, the future of industry, construction and services has been evaluated in terms of individual sectors. Today, however, the sectors are networking to form close-knit clusters.

The 3-year project ended in the August 2011. The project was financed by the European Social Fund, the Finnish National Board of Education and the Confederation of Finnish Industries EK.

What is it that we aim to foresee?

A question central to the Oivallus project was: What competence needs will the network economy generate?

The goal was to introduce the views of the future held by business and industry to education policy: What will work life be like in the 2020s? What competencies will be needed then? What will the future professionals be like?

How?

A number of experts representing a range of sectors were invited to participate in a foresighting project – to discuss the future. The discussions generated knowledge, visions, value-driven priorities and weak signals.
When?

Before the first seminar on the 18th of November 2008 Pöyry's consultants had prepared a preliminary report (only in Finnish, sorry) providing a summary of future trends and Finnish reality as part of wider developments as presented in a total of 60 foresighting reports.
Three working groups were established to reflect on the themes selected for the Oivallus project. The names of the groups - Life Infra, Ubiquitous Service, New Business Areas - reflected the Oivallus philosophy - they do not represent any single sector but a coherent body of competences. During the spring and early autumn 2009, the groups met twice individually and twice all together. The first interim report provided a summary of the themes singled out in the expert processing.
In the autumn of 2010 the Oivallus project was focusing on how the ideas were brought up in the re-port, what is reflected in future competence needs and the education system.

Another big question was how to learn and acquire these competencies. How should the future competence need be reflected in education policy?

The first interim report was published in autumn 2009 and the second interim report was published in autumn 2010. The results of the three-year efforts are presented in a final report. The project ended at the end of August. The discussions continue!"

"What is MoveOn™?

The MoveOn family of organizations gives real Americans a voice in a political process dominated by big money and armies of lobbyists. With over 5 million members across America - from carpenters to stay-at-home moms to business leaders - we work together to realize the progressive promise of our country.

Our MoveOn family is made up of a couple of different pieces. MoveOn.org Civic Action, a 501(c)(4) nonprofit organization, primarily focuses on education and advocacy. MoveOn.org Political Action, a federal PAC, mobilizes people across the country to fight important battles in Congress and help elect candidates who reflect our member's values. To make sure we reflect those values, we have developed tools for listening to and communicating with members, ensuring that their viewpoints and opinions help guide the issues that we work on. Both entities are entirely funded by small dollar donations from our 5 million members - no corporate contributions, no big checks from CEOs. And our tiny staff ensures that small contributions go a long way.
A short history

MoveOn.org Civic Action was started by Joan Blades and Wes Boyd, two Silicon Valley entrepreneurs. Although neither had experience in politics, they shared deep frustration with the partisan warfare in Washington D.C. and the ridiculous waste of our nation's focus at the time of the impeachment mess. On September 18th 1998, they launched an online petition to "Censure President Clinton and Move On to Pressing Issues Facing the Nation." Within days they had hundreds of thousands of individuals signed up, and began looking for ways in which these voices could be heard.

By the next month, MoveOn PAC was formed as a political action committee so that like-minded, concerned citizens could influence the outcome of congressional elections, and in turn, the balance of power in Washington, D.C. Now known as MoveOn.org Political Action, we provide individuals an opportunity to gain a greater voice in the political process, and we unite those voices together across the 50 states of our great nation.
About MoveOn.org Political Action

MoveOn.org Political Action, one of the largest Political Action Committees in the country, brings real Americans into the political process. We conduct major campaigns, using advertising and the media, the most dedicated volunteers, rallies and vigils, petitions and the best field staff in the country in our continuing work to ensure adequate healthcare is available to all Americans, to promote green energy solutions, protect vital programs families depend on such as Social Security, Medicare and Medicaid, and fight for an economy that works for all Americans.

But in contrast to most PACs, which funnel industry contributions to candidates in exchange for access, MoveOn.org Political Action bundles hundreds of thousands of small donors together to elect progressive candidates who will represent the American people. All bundled contributions go to the individual candidate campaigns in the amounts you specify. We take care of all the required FEC paperwork by transmitting necessary contributor information to each campaign.

Because we are a federal PAC, MoveOn.org Political Action can’t accept donations from any one contributor of more than $5,000. within any calendar year. And in fact, MoveOn.org Political Action is mostly funded by people who give less than $40. Since our inception, we have raised over 8 million individual contributions totaling over $138 million dollars.

To contact the staff of MoveOn.org Political Action, click here.
About MoveOn.org Civic Action

MoveOn.org Civic Action, a 501(c)(4) nonprofit organization, set up in 2001, that has raised over $20 million dollars, all in small dollar contributions. We are currently engaged in a campaign to promote economic justice for all Americans. We work with allies and other non profit organizations to build an even stronger unified voice. MoveOn.org Civic Action also has a new project called SignOn -- a new online petition tool which provides Americans with the resources to create their own MoveOn-style campaigns and engage on issues they care about in their local communities."

"In a stunning article in Vanity Fair, Nobel Prize-winning economist Joe Stiglitz asks the critical question: is the US economy going through a fundamental shift in the nature of the economy? Is the US economy is undergoing a phase change—a shift from one fundamental economic state to another?"

"SENSORICA is an open, decentralized, self-organizing value network.
It is a commons-based peer-production network.

It is designed to facilitate the creation and the exchange of value.
Facilitates collaboration and co-creation.
Secures transactions and reduces transaction costs.
Allows transactions of other assets other than fiancial
It is decentralized
The process of decision-making is distributed.
It is NOT based on power-relations, it is a value-based network.
It is has a very low barrier to entry; it is open in that sense.
It allows free individual initiative.
Its structure constantly adapts to internal and environmental conditions.

SENSORICA is partially a commercial entity, partially a gift economy. We find solutions to problems and exchange products and services on the market. But individuals and organizations are also allowed to initiate projects that are mostly passion-driven, without expecting a financial compensation. SENSORICA offers the right balance between passion and duty, between freedom and constraint.

An ethical and humane organization, by its nature.
A locus of practical knowledge about optical fiber sensing.
An organization ready for the know how economy
An organizations producing Commons.
We bet on speed to market and flexibility rather than protection.
We achieve speed by embracing open innovation through a network-to-teams structure.
We build capacity by network affiliation / association.
We are only limited by our ability to coordinate our global network.
We use a contribution-based compensation model.

This is our road map


Why would you join SENSORICA?"

"Basée à Combourtillée, Valorex développe un nouveau type d’aliment pour animaux issus de graines d’oléagineux avec l’objectif de produire localement.

Aujourd’hui, les aliments pour animaux sont en majorité constitués de soja importé du Brésil. Ces cultures favorisent la déforestation et la pollution, ce qui a des conséquences écologiques néfastes pour le pays. Selon Stéphane Deleau, directeur général de Valorex, il existe d’autres solutions, innovantes et plus écologiques.

Valorex propose de réintroduire des graines d’oléagineux autrefois produites en Bretagne comme le lin, le chanvre, la féverole, les pois et le colza dans l’alimentation des animaux. Pour tirer le meilleur de ces graines, l’entreprise les cuit à la vapeur, ce qui les rend plus digestes et plus riches en protéines ainsi qu’en oméga 3.

Ce procédé, économe en eau, rend la production d’aliments pour animaux plus écologique.

Stéphane Deleau espère à terme remplacer la totalité du soja importé par ces graines. Pour cela, l’entreprise devra convaincre les agriculteurs de diversifier leurs cultures pour produire davantage d’oléagineux."

Thermodynamique de l'Evolution: du Big Bang aux sciences Humaines



Conférence donnée à l'IAP le 5 octobre 2010, par François Roddier, astrophysicien.

"Tout évolue : les étoiles, la Terre, les espèces animales et végétales naissent et meurent...
Quelles sont les lois de l"évolution ?"

Les 4 parties de l'exposé de François Roddier :

les lois de la thermodynamique
l'évolution de l'Univers
l'évolution darwinienne
l'évolution de l'humanité
+ erxceptionnel diorama

"Andrew McAfee studies the ways that information technology (IT) affects businesses and business as a whole. His research investigates how IT changes the way companies perform, organize themselves, and compete. At a higher level, his work also investigates how computerization affects competition, society, the economy, and the workforce.

He and Erik Brynjolfsson are co-authors of the ebook Race Against the Machine: How the Digital Revolution is Accelerating Innovation, Driving Productivity, and Irreversibly Transforming Employment and the Economy. The book brings together a range of data, examples, and research to show that the average US worker is being left behind by advances in technology.

He coined the phrase “Enterprise 2.0” in a spring 2006 Sloan Management Review article to describe the use of Web 2.0 tools and approaches by businesses. He also began blogging at that time, both about Enterprise 2.0 and about his other research. McAfee’s blog is widely read, becoming at times one of the 10,000 most popular in the world (according to Technorati). He also maintains a Facebook profile and Twitter account.

In addition to the blog that is part of this site, McAfee also writes a blog as part of harvardbusiness.org’s “HBR Voices.” His posts are also regularly reprinted at forbes.com.

McAfee’s book on Enterprise 2.0 was published in November 2009 by Harvard Business School Press.

In the July / August 2008 issue of Harvard Business Review McAfee and Erik Brynjolfsson published “Investing in the IT that Makes a Competitive Difference,” a summary of their research investigating IT’s links to changes in competition. This work was the first to reveal that competition began to heat up in the US in the mid 1990s – to become faster paced, more turbulent, and more winner-take-all – and that this acceleration was greater in industries that spent more on IT. This research continues, and continues to highlight that technology appears to be significantly reshaping the landscape of competition.

McAfee is the author or co-author of more than 100 articles, case studies and other materials for students and teachers of technology. This work has convinced him that modern information technology is the most powerful tool available to business leaders, yet also the most misunderstood and under-appreciated resource at their disposal.

He has written columns for the Washington Post, the Financial Times, and Canadian Manager, and been a guest on the Charlie Rose show.

In 2008 McAfee was named by the editors of the technical publishing house Ziff-Davis number 38 in their list of the “100 Most Influential People in IT.” He was also named by Baseline magazine to a separate, unranked list of the 50 most influential people in business IT that year. In 2009 he was the only non-executive in the Everything Channel’s group of the 100 most influential executives in the technology industry.

He speaks frequently to both academic and industry audiences, and has taught in executive education programs around the world.

McAfee is currently a principal research scientist at the Center for Digital Business in the MIT Sloan School of Management. He was previously a professor at Harvard Business School and a fellow at Harvard’s Berkman Center for Internet and Society.

He received his Doctorate from Harvard Business School, and completed two Master of Science and two Bachelor of Science degrees at MIT.

He can be contacted by email at this address."

"About SNU

Social Network Unionism Project is not only about theorising the recent developments in P2P technology, the phenomenon called Web 2.0, and conceptualising the transformatory impact of these technical developments on unions at national and international levels, and labour movement in general.

Besides defining the concept of SNU, by looking closely to the existing practices within and without established unions and labour organisations, the project also aims at promoting a new type of working class organisation that takes online and real world social, peer to peer networking principles into the core of its exisitance.

The idea is based on the premise that the developement in the mentioned communication and media technology since 2004 onwards, has created new organisational capacities for networks as well as new networking capacities for organisations. There are already astonishing experiements taking place towards future promising syntheses from whose succeses and failures we can learn and upon them we can build new models; not only to grow in numbers and fight back stronger, but also to form wider alliances and start building new social, economic and political norms and cultures bottom up.

Based on these insights the objective of this blog is to explore further on the potential of SNU concept in terms of reaching out the unorganisible, activating organised rank and file, making direct democracy a reality, and bridging as much transformatory social forces as possible.

We hope that such concept and effort would contribute to the global process of union revitalization and may be further to the general emancipation of labour from ‘work’, meaning to be passive object of greed for private profit and power."

"WWF Pathways re-issued for 2012

WWF has re-issued the Pathways resource, in order to support a new generation of schools who are working towards a sustainable future in a new climate.

Pathways offers a whole school approach to addressing Sustainability in schools, with a step-by-step guide to staff who are interested in facilitating this process.

The guide can be used as a whole resource, or activities can be used alone. They are organised around a structure of opening and learning, then planning, reviewing progress and learning from it, and then moving forward. The process is designed to be optimally open and collaborative and to engage all stakeholders in a school.

Children starting school today will be growing up in a world that’s very different from the one we know now, as climate change and over-exploitation of natural resources intensifies and economic and social changes place strong demands on young people

We believe that our school system school is essentially designed according to a blueprint of the past, not the future, and that our children can learn new skills and new ways of living sustainably on our planet, with respect for themselves, each other, their communities and the planet.

We advocate an education system in which the values that underpin sustainability shape teaching and learning: community and cooperation, learning, questioning and enquiry.

Pathways is downloadable and can be used freely by schools. "

"Workforce collaboration in the network era
Posted on Thursday, 23 February 2012 by Harold Jarche

Hyperlinks subvert hierarchy, and networks subvert standardization.

In the industrial era we saw the rise of specialized departments and specialized jobs. Any job could be generically designed and then filled by the most suitable applicant. People became interchangeable pieces for the mechanistic model of work. As jobs are to departments, roles are to networks. Eric Mcluhan states that in the new [network] era; “jobs disappear under electric conditions and they are replaced by roles. Roles mean audiences and participation.”"

"Recording from a live cast lunch seminar with Professor Eric von Hippel. For more information, see: http://www.vinnova.se/sv/Aktuellt--publicerat/Kalendarium/2011/110629-Open-an..."

What we believe in

In this section you will be invited to have a look at our fundamental beliefs and aspirations.

The ideas you will be introduced to are all the results of work done by the students, staff and board of the KaosPilots, coming together to shape the future of the school.

Being a school that believes in change, the KaosPilots must also embody change and so every couple of years all the involved parties meet up to evaluate our education, in order to ensure relevance and quality. Our values, and the vision we are working towards as a whole, are continuously developed and so the ideas presented here are what we wish to stand for now.

In 2008 the school was phrased to be a school for positive societal change, business creativity, and personal mastery, and reading about the thoughts behind this statement will help give an overview of what the KaosPilots stand for, and what kind of school we are and strive to be. or you can just watch this video, made to celebrate out 15th Anniverserary!

"This is my favorite talk I’ve given so far. No notes, no real prep… just sharing my views about the web, the co-evolution of humanity and our technologies, and where we might be taking ourselves.

“Fall Conference 2011 Introduction and Social Media and the Evolution of Consciousness, Presented on 10/15/11, Venessa Miemis
Venessa Miemis is a writer and digital ethnographer, exploring how social media is transforming communication, collaboration, and commerce in a network society. She is currently Executive Director for Contact, a participatory festival that highlights opportunities for new forms of p2p culture, governance, and collective action. Her recent projects include The Future of Facebook, a 6 part video series, and Open Foresight, a methodology for engaging experts and the public to create collaborative visions of the future together. She authors the blog, Emergent by Design.”

@ Austen Riggs Social Media Conference"

"The Health Horizons Program combines a deep understanding of the global health economy, user behavior, health and medical technologies, health care delivery system, and societal forces to identify and evaluate emerging trends, discontinuities, and innovations in the next three to ten years. We help organizations work with foresights to develop insights and strategic tools to better position themselves in the marketplace. Health Horizons works closely with the Global Food Outlook Program to examine trends and drivers shaping the future of food. "

"Kedge is a foresight, innovation, creativity, & strategic design consultancy. We help you to THRIVE in a world of complex ideas and practices, uncover emerging trends on the horizon that will impact your business, and discover unseen opportunities for strategic advantage & development. To be successful, leaders, businesses, & entrepreneurs must learn to adapt, transform their strategy, & conceive innovative ideas and products. Kedge is your guide to the future, helping to create it today!
ABOUT KEDGE
A “Kedge” was one of the anchors on a sailing vessel that held a very strategic purpose. When there was no wind to fill the sails and PUSH the vessel forward, the Kedge would be taken by a rowboat to the location where the ship wanted to go. Once it was dropped, the vessel would be PULLED toward its desired destination.

Likewise, our Kedge can help you to pull your business or social initiative toward its aspirational future instead of waiting to be pushed around by the whims of trends and developments.

A company that looks to the future will know how to prepare for it. Futures (known professionally as “Strategic Foresight”) takes a comprehensive view of your past experiences and decisions, and brings dynamic clarity and focus to your company by creating a transformational framework for you to understand your decisions, processes, landscape, and pathways. Recognizing the challenges and opportunities on the horizon – as well as your present dreams and aspirations – will help you to create strategic action and future opportunities that will move you from “surviving” to “thriving” right now! "