I’ve seen many improvement efforts conduct a value stream map to review the current processes. Then comes a defensive discussion of people having to justify why they’ve been doing what they’re doing for years—and why it’s going to be impossible, difficult and even unlikely to change.
Try this instead: start with the future state you want to achieve, then backcast
Backcasting involves defining a desirable future and then working backward from the vision to the present. The fundamental question of backcasting asks, “If we want to attain a certain goal, what actions must be taken to get there?” So, before jumping into the analysis, cast a vision of what winning looks like in your future state.
Start by recruiting a group of key stakeholders to participate in the exercise. Next, establish a set of parameters around the time frame, actions, risks and opportunities that the facilitator will use during the backcasting exercise. Then clearly define your future state by challenging your team to do the following:
Once your employees, customers, and investors can all clearly see and feel what it means to achieve the set goals, they will be better able to backcast the details of what it will it take to get there. To have a great future, think from the end: envision the future and work backward.
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