Creating trend groups at Ores
To find the revolutions before they find you
- client request
The client request was complex and had several dimensions. They wanted to run a series of workshops for the six project groups in the "Vision" programme. These groups focus on a range of key areas such as products and services, the gas network, the electricity network and organisational culture. The client wanted these groups to be facilitated effectively, and also to be made aware of the major trends that will shape their sector over the next five years.
In short, the client asked me to create a dynamic learning and collaboration environment for the six project groups, while preparing them to find their way through a constantly changing environment.
The ultimate aim is to align these groups with the long term vision of the company, and to equip them with the tools and the knowledge they need to succeed in an uncertain future.
- challenges
Several challenges had to be met to run the workshops well and to make sure the groups were aligned with the long term objectives of the company.
- Sparking engagement. The task went beyond bringing people together. They had to be mobilised around shared objectives and encouraged to act. That calls for effective facilitation, proven facilitation methods and the use of gamification techniques to build engagement.
- Communicating the trends. Each group needs a clear view of the trends shaping their sector. That means thorough research and a presentation with real impact, one that holds the attention of participants while giving them information they can act on.
- Bringing in a societal perspective. Looking at trends not only from the point of view of the energy sector but also from a wider societal angle. How will changes in society, such as the energy transition or shifting consumer expectations, affect the energy sector?
- Making it easier to select the most important trends. Guiding the groups through the process of prioritising trends. Making that selection easier lets the groups focus their efforts where the impact will be greatest.
- stakes
Identifying trends and acting on them is essential to the survival and the growth of the company, for several reasons:
- Responsiveness and competitiveness. Companies that identify trends early have a competitive advantage and, according to BCG, can increase their profitability by 30% compared with their competitors.
- Innovation and growth. Identifying emerging trends matters a great deal for innovation, and according to McKinsey, companies that invest in those trends can see revenue growth of 20% or more.
- Risk management. Ignoring trends can be risky. According to a study by Trendemic, 90% of companies that failed to follow the trends in their sector saw a significant drop in market share.
- Sustainability and social responsibility. Acting on trends linked to sustainability can therefore improve the reputation of the company and also increase revenue.
- Adaptability to change. According to a study by Harvard Business Review, companies that adapt quickly to change are 50% more likely to grow their market share.
- Employee engagement: companies that respond to the changing needs and expectations of their employees, which is a trend in itself, can see productivity rise by up to 21%.
- solution
Discover
Identify the trends, with the help of my "Trendstorming" deck, to immerse each working group in the hunt for trends.
Envisage
Facilitate the thinking of the groups to help them build plausible scenarios for how the trends they identified could develop.
Select
Ranking of the trends using the 5 levels of trend to select the most urgent trends to follow and act on.
Integrate
Proposals for practical and fast action plans that bring the trends into current practices and processes.
- results
These workshops were an opportunity for creativity and lively discussion. Each group was able to explore the challenges and opportunities specific to their sector, while drawing ideas from trends that did not necessarily belong to their own field of expertise.
In line with what the client expected, these sessions went well beyond a simple presentation of trends and became interactive spaces that produced realistic and ambitious ideas. Participants had the chance to ask questions, share ideas and work together on strategies in response to emerging trends.
Several notable results came out of the work.
Solidarity and collective intelligence. The members of the project groups took a collective approach to identifying the trends with an immediate or future impact on the company. That approach encouraged collaboration and sharpened the collective intelligence of the teams.
Curation and ownership. At the end of the workshop, each group took responsibility for following a specific trend, chosen by consensus. That responsibility involves two main tasks: 1) staying up to date on how the selected trend develops and 2) communicating those changes to the whole organisation.
Competitive advantage. By putting itself at the forefront of trend identification, the company gained a significant competitive advantage. It avoided wasting time and resources following weak signals that might never turn into trends with real impact in the energy sector.
These workshops met the original objectives and went beyond them, by creating an environment that supports innovation, collaboration and well informed decision making.
TO ORGANISE A KEYNOTE, A WORKSHOP OR A MASTERCLASSÂ