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Exploring the Application of Futures Research in Business

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Exploring the Application of Futures Research in Business

GUEST POST from Chateau G Pato

Futures research, also known as strategic foresight, is a valuable discipline that enables businesses to anticipate and prepare for future trends and challenges. By studying emerging technologies, social changes, and economic shifts, companies can shape their strategies to stay ahead of the curve. This article delves into the application of futures research in business through two compelling case studies that demonstrate its effectiveness.

Case Study 1: Tesla’s Disruptive Vision for Electric Vehicles

Tesla, the renowned electric vehicle manufacturer, revolutionized the automotive industry through its visionary approach. By applying futures research, Tesla identified the impending need for sustainable transportation and recognized the potential market for electric cars. Tesla’s CEO, Elon Musk, envisioned a future where electric vehicles would dominate the market, offering a cleaner and more efficient alternative to traditional combustion engines.

Rather than conforming to existing industry norms, Tesla focused on developing advanced battery technology, creating a robust charging infrastructure, and designing sleek and high-performance electric vehicles. This forward-thinking approach, based on insights gained from futures research, positioned Tesla as a leader in the electric vehicle market and set the stage for increased demand and adoption of sustainable transportation worldwide.

Case Study 2: McDonald’s Embracing Changing Consumer Preferences

McDonald’s, the global fast-food chain, experienced considerable challenges as shifting consumer preferences favored healthier and more sustainable dining options. In response to these emerging trends, McDonald’s embraced the insights provided by futures research and undertook substantial strategic transformations.

The company diversified its menu by introducing healthier options such as salads, wraps, and fruit smoothies. They also implemented sustainable practices, such as sourcing cage-free eggs and responsibly harvested coffee. Moreover, McDonald’s introduced digital ordering and payment systems to cater to changing customer behaviors.

By leveraging futures research, McDonald’s proactively adapted its business model, appealing to a wider range of customers and aligning with evolving consumer expectations. This strategic shift allowed McDonald’s to remain relevant and competitive in an industry that demanded changes to stay ahead.

Conclusion

Futures research offers immense value to businesses by providing foresight into emerging trends and transforming challenges into opportunities. The case studies of Tesla and McDonald’s demonstrate the impact of leveraging futures research to drive innovation, adapt to changing dynamics, and meet customer demands effectively.

By incorporating strategic foresight into their decision-making processes, businesses can identify new markets, anticipate future needs, mitigate risks, and develop sustainable strategies for long-term success. With the ever-increasing pace of change in today’s business landscape, futures research has become an invaluable tool for companies that seek to thrive in a future-oriented and rapidly evolving world.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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Apple Announces Name Change to App-le

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Apple Announces Name Change to App-le

First Apple changed its name from Apple Computer to Apple to better reflect a business focus that was extending beyond computers to music players, smartphones, digital music sales, and more.

And last week Apple announced a flurry of new products including:

  • iPhone 6s and iPhone 6s plus
  • All new Apple TV
  • iPad Pro
  • watchOS 2
  • iOS9

What was clear from the announcements is that Apple’s view the future of computing and entertainment is an App-centric one.

First Apple created Apps for the iPod. Anyone remember the iPod? Apple barely does. They still make iPods, but they’ve been dropped from the main menu on Apple’s web site and relegated to the text links at the bottom of the page. Then they create Apps for the iPhone and the iPad and the watch. And this past week Apple announced their App-centric vision for the future of television.

What is this vision?

It’s pretty simple really. Want to watch major league baseball (MLB) on your television, buy the MLB app. Want to watch HBO, buy the app. Cartoon Network? Get the app. You get the idea.

Why does Apple have this vision?

This App-centric vision of entertainment grows their ecosystem and enables Apple to make money not only from hardware sales, but also from commissions in the sale of all of these Apps. And as people buy more apps, they lock themselves further into Apple’s hardware, by design.

Apple’s App-centric vision for the future of television is good for creators of popular, quality content like HBO, the National Football League (NFL), Premier League Football, CNN, BBC, and for movie-centric aggregators (Netflix, Amazon). The evolving App-centric approach to television also has the benefit to the content creators of enabling them to build Apps that yes play full-screen video (what people expect), but also to integrate information, commerce and social elements into their Applications as they see fit. The downside is that content creators will lose the perceived safety that cable network bundling offers.

But the smartest, best run content creators are more likely to gradually embrace this App-centric possible future, and as a result Apple’s App-centric television future is likely to be a disaster for cable companies and other television-centric aggregators (Hulu, Sling). Why would you need an intermediary like a cable company when you can go straight to the source?

Cable companies could however try to beat Apple to the App Store model and potentially also beat them to the Spotify model for television if they move quickly. But are speed and courage what cable companies are known for?

YouTube and Facebook could also be big winners in Apple’s App-centric television future as both sites could become the home for a treasure trove of free sample shows, a place for people to discover new content to subscribe to. Facebook has made a big push into video the past few years, making this potential area of growth possible for them.

Apple missed the App-centric transition in music, and they had to go out and overpay for Beats to try and catch up to Spotify and others. They’ve also missed the early days of the App-centric transition in paid video apps as well, with Netflix enjoying the early success. They don’t want to get completely left behind, so they are making their big push towards an App-centric television future. The only question is how?

Will Apple look to create a subscription service like Netflix or Spotify as their App, or focus on promoting content creator Apps (NFL, CNN, etc.) through an App Store, both, or something completely different?

No matter which direction Apple chooses, it’s clear that with Apple it is all about the apps. So will Apple change its name to App-le? Probably not. But, they’ve made it very

clear that their vision for the future is an App-centric one. Will they be able to realize it?

Image credit: mashable.com

This article originally appeared on Linkedin


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Software Design Challenge – Less is More

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Software Design Challenge - Less is MoreI originally posed this software design challenge to application developers in September 2008 based on an InfoWorld article that warmed my heart, but have yet to see any major changes in how most software applications are designed.

For far too long, especially on the PC, software developers have been building applications with a feature arms race mentality. Because of rapidly expanding memory and hard disk space on customers’ machines, developers have not had to write tight code in the same way they had to in the early days of the PC.

Now, hopefully Symantec’s focus on creating Norton applications that install in under a minute and consume far less memory will spread to other industry players. Just because I have 4gb of RAM and 160gb of hard disk space does not give software developers the right to consume it thoughtlessly or to make my computer run slower.

Why can’t software developers give us adaptive software?

If I don’t use a feature of a product in 30 days, it should uninstall itself.

Why can’t I choose lean and mean (give me only the basic features) as an install option?

Software should be smart enough to minimize its footprint, while at the same time giving you the opportunity to add a feature easily later. So, an unused feature should get uninstalled, and simplify the menus as a result. But, if I hold the bottom of the menu it should expand to show uninstalled menu features in grey. If I select a greyed out feature it should tell me it is going to re-install it and then do so automatically.

I can only imagine how much smaller Vista, Office, Photoshop, and other applications would get if they were designed in this way.

If you know of applications designed in this way, please feel free to let me know by commenting on this article.

What do you think?

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