"The good forecast is not the one that comes true but the one that leads to action" (Michel Godet, Le Choc, 2006)

Laccompaniment consists in identifying possible futures in order to initiate action at the territorial level and at the level of the company. Our method is based on broad participation of the actors concerned by the life of the territory. When the prospective is centered on that of the association or the company, the actors concerned happen to be the employees, the consumers, the beneficiaries or even the members of the board of directors. Whatever the organization or structure concerned, strategic foresight makes it possible to explore the fields of the possible and, at the end of this phase, to build a proactive strategy.

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• What are the scenarios for the territory, for the company or for the association?

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• How to anticipate dangers and prepare for changes?

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• How to involve the actors of the company, the associative actors and the citizens in this approach?

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• How to integrate the opinions of employees, citizens, consumers, young people, etc.?

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These questions are important and the answers sometimes call on the history of the territory or its organization, its identity, its specific issues and above all the perception of each of the players. At first sight, the exercise seems innocuous, however, it questions the most fundamental elements of the territory and the organization. The contribution of our support is to facilitate exchanges, to bring out the most innovative ideas  and to methodically prepare the bases of a strategic action plan. In rural areas, foresight is even more important because the diffuse nature of the occupation of space makes it vital to set up spaces for collective reflection made possible by this approach.

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Three phases can be implemented for a strategic foresight.

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Phase 1 :Retro-prospective diagnosis of the territory & Training of the local team

How was the territory (or the organization) represented in the past by the actors concerned? How is it currently represented?

What are the issues experienced, present and those that could arise?

If the exercise concerns the territory, how was it perceived? How is he perceived  currently by its inhabitants and how is it perceived outside?

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These are some of the questions that punctuate the retro-prospective diagnosis

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Phase 2:Prospective workshops

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Four or five in number, these workshops are designed to allow players to express themselves freely on the subject. The prospective workshops are atheart  of the support system because they make it possible to stabilize the intuitions of the actors to test the coherence, the relevance and thelikelihood  their ideas regarding the scenarios. 

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Phase 3: The writing of scenarios

The scenario writing phase is important, it mobilizes increased attention on the part of the local teams to all the elements brought to the knowledge of the team during all the two previous phases. The writing time is often invisible but it makes it possible to build a document in which each scenario becomes coherent, relevant andplausible.

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The completion time for all of these 3 phases varies depending on the importance given to each of the phases by the sponsor as well as the availability of local teams supporting the contractor. The time devoted therefore varies from 8 months to 16 months.

 

 

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