How do we prepare to be resilient and thrive in each scenario? What are the steps that we need to take today to confront the future? What new skills will we need? What new organizational architectures? What new coalitions?

Each of us would love to see the world evolving towards a preferred scenario, but we resisted the temptation of a “good” or “bad” judgement on any, as each scenario presents us with challenges, threats, and opportunities.

To better understand the implications, we asked five different questions:

1. What assumptions and assets are no longer relevant in this scenario? What will change?
2. What opportunities arise for this sector in the new scenario?
3. What skills and competencies will be needed?
4. Which organizational architecture fares better in this scenario?
5. What do we need to do now to start preparing for this scenario?

The next step in the scenario process is to analyze in depth the implications that each scenario has on a specific community system or area of activity. This step is the bridge between scenario design and strategy. An effective strategy responds to a specific set of circumstances and to a particular reality. When that reality changes – as it does in most scenarios – it’s important to revise the validity of our strategy (wind tunnel), analyze the threats and opportunity that the scenario presents and identify the skills and attitudes that will help us thrive.

In our scenario process we looked at the Jewish community as a whole. Yet, the implications of each scenarios are different if you are, for example, a human services agency, a JCC or a campus Hillel. Therefore, we divided the community into different sectors (Day Schools, Camps, JCCs, Young Adult Programs, etc.)