Task A5.4: Add People and Departments Concerned with the Future

What is Task A5.4?

Task A5.4 is part of the "Observe" phase in the Viability Canvas methodology, specifically within the "System Four - Outside and Then" step (Step A5). This task instructs you to "Write about the parts of your organization that are responsible for these tasks."

Purpose of Identifying Future-Focused People and Departments

The purpose of this task is to explicitly map which individuals, roles, and departments in your organization are currently responsible for future-oriented activities. This serves several important functions:

1. Responsibility clarity: Establishing who is accountable for future planning
2. Resource assessment: Understanding the human capital dedicated to adaptation
3. Structural insight: Revealing how future orientation is organized within the company
4. Coordination potential: Identifying who needs to collaborate on future planning
5. Capability evaluation: Assessing whether the right people and skills are in place

By identifying who is concerned with the future in your organization, you gain clarity about how System 4 functions are structured and resourced, which is essential for evaluating their effectiveness.

Understanding System 4 Human Resources

In the VSM framework, System 4 requires appropriate human resources to effectively scan the environment, detect relevant changes, develop strategic responses, and connect the organization to its possible futures.

The people and departments responsible for System 4 activities might include:

• Strategic planning departments
• Research and development teams
• Innovation or future labs
• Market research analysts
• External relations functions
• Corporate development units
• Special project teams
• Executive leadership (especially roles like Chief Strategy Officer)
• Cross-functional working groups
• External advisors and consultants

Effectively staffing System 4 functions is critical because these roles serve as the organization's "sensors" and "navigators" for detecting and responding to environmental changes.

How to Complete Task A5.4

To identify people and departments concerned with the future:

1. Review your clustered activities from Task A5.3:
   • Note who is responsible for each activity
   • Identify which departments are involved
   • Consider both formal and informal roles
2. Map the organizational structure of System 4:
   • Which formal departments have future-oriented responsibilities?
   • Are there dedicated roles for environmental scanning or planning?
   • Do cross-functional teams or committees exist for future planning?
   • Who has implicit responsibility for adaptation or innovation?
3. Assess capability and capacity:
   • How many people are dedicated to System 4 functions?
   • What are their qualifications and expertise?
   • Do they have adequate time and resources?
   • Are they positioned with appropriate authority and influence?
4. Document your findings clearly:
   • List the key individuals and their roles
   • Describe relevant departments and their functions
   • Note reporting relationships and organizational positioning
   • Identify any external resources or partnerships
5. Consider completeness:
   • Are all necessary future-oriented functions covered?
   • Are there gaps in expertise or capacity?
   • Is responsibility fragmented or consolidated?

Example Application

For a manufacturing company like Canned Tornado, the people and departments concerned with the future might include:

• Strategic Planning Department: Three-person team led by Director of Strategy, responsible for long-term planning and scenario development
• R&D Division: 15-person department focused on new product development and technological innovation
• Market Intelligence Team: Two analysts within Marketing who track market trends and competitor activities
• Executive Leadership Team: CEO and C-suite who meet quarterly for strategic reviews
• Innovation Committee: Cross-functional team with representatives from Product, Operations, Sales, and IT that meets monthly
• External Consultant: Industry specialist engaged quarterly for trend analysis and benchmarking
• Chief Technology Officer: Individual role with specific responsibility for technology roadmapping
• Sustainability Manager: Recently created position focusing on environmental compliance and sustainability initiatives

This mapping reveals a distributed approach to System 4 functions with several dedicated resources but potential coordination challenges.

Evaluation Considerations

When identifying the people and departments concerned with the future, consider these evaluative questions:

1. Structural alignment: How well does the organizational structure support effective System 4 functions?
2. Resource adequacy: Is there sufficient human capacity dedicated to future planning?
3. Capability match: Do the assigned individuals have the right skills and perspectives?
4. Organizational positioning: Do System 4 functions have appropriate influence and visibility?
5. Integration mechanisms: How do these people and departments coordinate their activities?
6. Balance of responsibilities: Is future orientation concentrated or distributed appropriately?

The answers to these questions will help determine whether your organization has effectively organized and resourced its System 4 functions to support long-term viability.