1. Backcasting “ or how I learned to stop predicting and help my clients “ IA Summit 2007 Las Vegas Matthew Milan Critical Mass Sam Ladner York University

2.  On Turbulent Environments  Backcasting Background  Backcasting as Information Architecture  Is That a Discovery Process in Your Pocket? Session Overview

3. Turbulent Environments “ Take me to the river… “

4. Turbulent Environments

5. Strategy is Turbulent How do you navigate a turbulent environment?

6. Every River Needs a Guide You are your client’s guide

7. Backcasting is a Navigational Tool It helps you to create plans for changing environments

8. There’s more then one path But you don’t always know the right path beforehand

9. Scouting Ahead Not “how DO we get here”, but “how DID we get here”

10. Backcasting Background “ A recipe for people who hate to predict “

11.  1950s ► ProtoBackcasting ► AT&T  1970s ► MultiScenario Planning ► Shell  1990s ► Big Backcasting ► Robinson & SDRI  2000s ► Agile Backcasting? Casting Back

12.  Complex Undertaking  Resource Intensive  Time Consuming  Inaccessible to Non-Experts Problems with Big Backcasting

13. Why do backcasting? Good strategy lets you see the entire landscape

14.  Simplify the Process  Lightweight  Quick and Agile  Accessible & Engaging Better Backcasting? ► Participatory Modeling ► Sorting & Grouping ► 3 to 6 hours ► Facilitation Framework

15. Backcasting as Information Architecture “ The Strategic Design of Shared Information Environments “

16. Where’s the IA?  Information Architecture as visual organization and modeling  Information Architecture as a thinking framework  Information Architecture as structuring information environments through time

17. The Elements of Backcasting  Set timeline  Baseline current state  Define future states  Identify indicators  Assess risks and create action plan

18. The Backcasting Map  Backcasting in five easy steps  Set the timeframe t now t future

19. The Backcasting Map  Baseline the current state

20. The Backcasting Map  Define Possible Future States Hot Rod Minivan Little Deuce Coupe

21. The Backcasting Map  Work Backwards and Identify Indicators Hot Rod Minivan Little Deuce Coupe

22. The Backcasting Map  Assess Risks, Opportunities and Actions Hot Rod Minivan Little Deuce Coupe

23. A Discovery Process in Your Pocket “ Stop Predicting and Start Helping “

24. What do you need?  Visual Language – The “Map”  Facilitation Skills  The Ability to Translate Concepts Into Indicators

25. What makes a good guide?  Don’t tell you what to do  Keep you safe  Intentionally simplify complex situations  Leave the choices to the journeyer

26. Case Study: OmniBank  Fortune 500 Financial Services Firm  Multi-Stage Redesign  Multiple Stakeholders  No Clear Strategy  Client Desire to Learn Adaptability

27. Mapping OmniBank Strategy Focus on the map, not political agendas

28. Capture Everything …including insights about your clients

29. Elicit Problems and Solutions Ask hard questions and you’ll get solutions

30. Deep Dive on Indicators Robust indicators of success mean robust success

31. Identify Immediate Actions 30, 60 and 90-day action plans move projects forward

32. Take Me To The River