Demands on us flow fast and furious, seemingly without letup.

Everyday, we get phone calls, letters, faxes, e-mails, voice-mails and instant messages, plus face-to-face conversations, all giving or asking for information.

Television, radio, the Internet, magazines, newsletters and newspapers all provide information they say we have to know in order to get what we want.

There are lots of ways to find out what’s going on, what others are doing and what we could be doing differently, too many ways, in fact.

Many people respond by just tuning out and turning off.

Now, shift your focus onto your customers.

What are they talking about amongst themselves? What tips, insights, and alternatives are they sharing? What are they frustrated with, wishing for, and waiting for? Who’s whispering in their ears? Do you know?

Are you there, or are these conversations occurring beyond your awareness? Are you busy trying to talk customers into being satisfied with what you’re offering because it used to be good enough?

These conversations are occurring in public. You can find them if you take the time to look, and then listen to what’s being said.

It almost invariably means going out of your way to become involved in those conversations. It requires nurturing contrary points of view within your advisory team.

You are going to need to develop a learning posture, being curious and open to new information.

Your people must feel safe to make good faith mistakes, ask for help without recrimination, and say, “I don’t know” as a prelude to finding out.

The better you get at this, the more you are learning how to score. You’re learning how to make your company and your offerings irresistible in the marketplace.

The John Jowers Company Story: Demonstrates what we are talking about when we refer to a company engaging in an ongoing conversation with its marketplace. Provides another example of someone deliberately evolving the business idea based on changes in its core assumptions. [Read Now]

Anticipating The Future-Scenario Planning:

Most companies do not have R&D departments, corporate librarians, or the funds to continuously stay abreast of the latest technology offerings.

They can’t afford to be the first users or even early adaptors.

Still, there are ways that they can position their organizations to proactively market their brand promises.

In order to be proactive, a company needs to dedicate some resources to anticipating the future.

One way to do this is through a process of scenario planning.

Scenario planning is not about rocket science. Oh, it can be incredibly complex and sophisticated.

On the other hand, every time you sit back and ask yourself, “What would happen if...?” you’re building scenarios. Everyone does it. They do it almost everyday.

It can be done with more or less discipline; as a mental diversion or as a structured effort designed to generate specific action steps.

Developing scenarios is about realizing that unexpected things can happen---well… unexpectedly; especially today, with the speed of business mixed with the speed of change in our environment.

You can’t put all of your eggs in one basket, safely. You have to anticipate what you could/would do in the case of multiple probable future developments.

• What if Wal-Mart moves to town?

• What if the Ford plant closes?

• What if Maggie’s kid wants to join the business?

• What if we lose the So & So account?

“What can I do if the major employer in my area closes?”

In Jackson, Michigan, it was recognized during economic hard times, years ago, that problems with the American auto industry could devastate the local business community.

A decision was made to attract new, diverse industries. In order to attract businesses for potential relocation to Jackson, the local community college was turned into a center for teaching/training technical excellence, which would prepare a sophisticated work force.

Many civic-minded people contributed in many ways to rewrite the future for Jackson, and many of the people involved were family business owners who anticipated possible future scenarios that deviated greatly from the past.

There are similar stories from cities and towns all across the country. It can be done.

On the other hand, scenario planning is not about planning for every event your mind can manufacture. The following three tools look at the key elements of a successful scenario planning effort.

33. Instituting A Scenario Planning Process For Main Street Businesses

Tool Preview: Gives you the ability to anticipate multiple possible future developments that could seriously impact your business. Anticipate developments, be prepared to take advantage, and strengthen your capability to rewrite your future. With this process mastered, your organization will become smarter, more agile and more clearly focused on your strategies as they play out in the changing marketplace. [Read Now]

Recommended Readings For Section Seven:

1. de Gues, Arie, The Living Company, Harvard Business School Press, Boston, MA, 1997

2. Dertouzos, M., What Will Be, Harper Business, New York, 1998

3. Fahey, L., & Randall, R.M. (eds.), Learning From The Future, John Wiley & Sons, Inc., New York, New York, 1998

4. Koch, R., The Natural Laws Of Business, Currency/Doubleday, New York, New York, 2001

5. Levine, R., Et Al, The Cluetrain Manifesto, Perseus Books, New York, New York, 2000

6. Nolan, J., Confidential: Uncover Your Competitors’ Top Business Secrets legally And Quickly – And Protect Your Own, Harper Business, New York, New York, 1999

7. Schwartz, P., The Art Of The Long View, Currency/Doubleday, New York, New York, 1991

8. Tichy, N.M., & Sherman, S., Control Your Destiny Or Someone Else Will, Currency/Doubleday, New York, New York, 1993

9. an der Heijden, K., Scenarios: The Art Of Strategic Conversation, John Wiley & Sons, Inc., New York, New York, 1996

10. Wenger, E., Communities Of Practice: Learning Meaning, and Identity, Cambridge University Press, New York, New York, 1998