Executives at one of the world’s top entertainment companies were concerned by the way new technologies were disrupting relating business sectors. To enhance its ability to keep up with accelerating change, leadership determined it was critical to raise the overall level of foresight capacity within the organization.
A six-month project identified trends most likely to disrupt traditional entertainment businesses over the coming 20 years. Chief among these were the rise of distributed entertainment opportunities in major urban areas and the demand by consumers to actively participate in co-creation. Scenarios reflecting these forces were developed and distributed in print, video and multimedia.
Over 200 creative employees engaged in a series of workshops based on these scenarios and produced nearly 100 innovative strategies, designed to help the company better adapt to a future where creativity and entertainment might no longer be the exclusive province of traditional sector leaders.