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People need to be able to picture where they might end up before they'll agree to go and find out.",{"type":53,"content":58},[59],{"text":60,"type":51},"So I facilitated a future-vision workshop with senior management, then turned what came out of it into a short story-style video, which I wrote and narrated. It was deliberately a bit playful. A future you can picture is much easier to say yes to than a list of capabilities.","rich_text",{"_uid":63,"kind":64,"nodes":65,"heading":84,"component":85},"23e6720f-2a4f-42f7-b83a-30b18b270ce3","steps",[66,71,76,80],{"_uid":67,"note":68,"label":69,"component":70},"7e5ea41e-2293-4017-a9e5-0fe4166e09bf","A future-vision session with management","Senior workshop","diagram_node",{"_uid":72,"note":73,"label":74,"emphasis":75,"component":70},"98c938d0-413e-405e-9be0-7e3ab0d5fe7b","Written and narrated. 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That meant as many conversations with steelworkers on the shop floor as with the board. We came out with a future-state vision of services, applications and technologies, presented at board level.",{"_uid":104,"label":105,"caveat":106,"figure":37,"component":107},"85c602ab-7ea0-4592-907c-c30f78643100","people engaged","From shop-floor staff to the C-suite, over three months.","metric",{"_uid":109,"text":110,"heading":120,"component":121},"cad0d465-c5c7-4f32-820f-8e6407605edf",{"type":42,"content":111},[112,116],{"type":53,"content":113},[114],{"text":115,"type":51},"The transformation proposal that followed didn't go ahead. I still count this among my best work, because the hard part of a programme like this is getting a large, established organisation to agree a direction worth exploring, and we did that.",{"type":53,"content":117},[118],{"text":119,"type":51},"Turning a vision into funded change is a different problem. 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