Embedding a long-term view through strategic foresight

Demos Helsinki supported the Finnish Ministry of the Interior in developing a model for strategic foresight for the whole administrative branch. The end result was a model, highlighted by OECD as an example of a systemic driver for anticipatory innovation. We first created a framework for assessing foresight activities, conducted an assessment and recommendation for the Ministry and Agencies; then we developed three models for institutionalisation of strategic foresight; finally, we acted as an experimentation partner and foresight expert and supported strategic decision-making through creating scenarios with experts.

Demos Helsinki facilitated a week-long foresight workshop series for approximately 270 South Sudanese director generals, undersecretaries and UNDP experts, contributing to a more future-oriented public administration. The workshop series succeeded in elevating the foresight capabilities of the Government of South Sudan and UNDP Country office in policymaking and strategy.

Demos Helsinki organised a practical foresight training aimed at enhancing the Business Environments Unit's staff's ability to anticipate future developments and work to the highest standards for the Unit's action plan and the benefit of Helsinki's business community. As a result of the cooperation, participants developed an understanding of the starting points and basic concepts of foresight and future thinking. Additionally, they gained a collective understanding of how to use these tools to support their day-to-day work.

Demos Helsinki helped create a 2035 vision for RATP, the world's fourth-largest public transport operator, including the group’s societal role and accompanying corporate strategy. DH analysed societal tensions in large cities, such as growing inequality and climate change, and then built - in collaboration with the client and external actors - three different future scenarios. Using its knowhow of futures research methodologies and its understanding of how corporations can navigate through societal shifts, DH synthesised a coherent and ambitious vision for the client’s societal role in 2035 and paths to get there.

The global operational environment of cities is changing in immense speed and requires cities to take a proactive stance towards it. The City of Vantaa is preparing the city strategy for the next 4 year period and wanted to start the preparation with a scenario and envisioning process. Demos Helsinki helped the City of Vantaa with the process together with Innolink Oy. The work consisted of future questionnaires for Vantaa residents and employees of the city organisations, creation of future states and three future workshops with the city leadership. As the end result, the City of Vantaa received 4 future states and identification of the most important building blocks for their future vision 2037.

Demos Helsinki, together with Aalto University and FLOU Oy prepared a report as part of the Government’s analysis, assessment and research activities which mapped the possible development paths of mobility services in Finland by 2030 and outlined future policy, change management and innovation activities that could steer development towards an ecologically, socially and economically sustainable direction. We were responsible for preparing future scenarios as well as project communication and stakeholder collaboration.

The Ministry of Education and Culture in Finland asked Demos Helsinki to support their vision of top-quality and impactful higher education in Finland in 2030. The aim of the collaboration was to ensure that the vision was created in co-creation with the relevant stakeholders. We organised seven workshops in different Finnish cities to which over 500 relevant experts participated. We also supported the ministry in writing the vision. As a result of the co-creation process, the Ministry of Education and Culture was able to grasp the larger picture of what the field of higher education saw as relevant for the final vision.

The Emerging Connections programme fostered innovative thinking in Brazil's public sector through three phases. Phase 1: Spark facilitated meetings between public officials and thought leaders in which they jointly explored emerging futures through horizon scanning. Phase 2 further Ignited public debate and connected people from diverse backgrounds around the joint exploration of emerging futures. Phase 3: Fire involved a multi-stakeholder, cross-government foresight process in which through scenario building and backcasting workshops 4 scenarios and a visual map of insights for action were developed. The programme enriched strategic planning and enhanced futures literacy, inspiring new thinking and actions for Brazil's public sector.