Thinking Futures works with people in organisations to enhance their long term thinking capacity and to use that thinking to build stronger strategy. We work with organisations to build a long term thinking capacity by:

• enhancing environmental scanning systems to expand the horizons scanned to get intelligence and data needed for decision making - we bring the outside in,

• using futures approaches such as scenario planning workshops to help your people explore the challenges of possible futures for their organisation to identify strategies to get to a preferred future, and avoid an unwanted outcome - we involve people in thinking about organisational futures,

• running strategic planning processes that start with a focus on the long term view rather than short term urgency - we help you make wise decisions today to ensure a robust and sustainable future for your organisation, and

• documenting your strategy in clear, concise and useful plans that inform short-term decision making by your people - we make your plans meaningful 'on the ground' in your organisation.

A key differentiatior of our work is that we are committed to working with you to build a sustainable long term thinking capacity to inform your decision making today. We don't come in, tell you what is wrong, and leave you with a set of recommendations to implement. We work with your people to identify how to build a long term thinking capacity that suits your decision making processes and that can be used on a continuing basis.

Following the successful launch of my University Futures website in 2006, I established Thinking Futures in 2007 to work with people to develop their capacity for long term thinking, and to translate that thinking into stronger strategy processes. I work mainly with educational, non-profit and professional organisations.

During that career, I managed large faculties and planning units, and spent a fair bit of time in central governance and student administration units. I designed and led major change processes including organisational restructuring, process and functional reviews, developed and managed planning and quality frameworks, and worked with staff to develop positive and supportive work cultures.

My career has given me significant experience and expertise in not only how universities work, but also in how to develop effective strategy that works for them. Based on many years of immersion in their processes (some of which I helped to design, review and improve), I have a healthy respect for academic work and culture, and a commitment to ensuring participative and focused strategy development and implementation processes. Further details of my resume, publications and conference presentations are available.

I have worked with the Association of Tertiary Education Administration (ATEM) since 1987, including a stint as President from 2001-2003. Contributing to the development of the profession of tertiary education administration and management is a passion, and I am currently working on an Association-wide set of professional capabilities. My long-term involvement with ATEM has given me deep insight into the issues facing professional associations as they come to terms with their changing futures.

I discovered futures work in 1999, when I was lucky enough to be asked by my then Vice-Chancellor to set up an internal planning unit that was to integrate futures approaches into the University's planning framework. Knowing nothing about futures work then, I have completed the Graduate Diploma in Strategic Foresight at Swinburne University of Technology and am contributing to the futures conversation globally, in particular through my University Futures website, and my involvement in the Shaping Tomorrow Foresight Network.