Our Morgenbooster: Think Like a Futurist, Act Like a Designer Get a sneak-peek into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.

1. Think like a Futurist
Act like a Designer
Welcome to 1508 👋

2. Eveline van Gaal
Strategic Design Lead
Evg@1508.dk

3. Tell it
Show It

4. Tell it
Show It

5. Insight Concept Build
Our designprocess
based on Design Thinking

6. Design Thinking is a process for
solving problems which prioritises
the consumer’s needs above all
else. It relies on observing, with
empathy, how people interact with
their environments, and employs
an iterative, hands-on approach
to creating innovative solutions.
evg@1508.dk
What is Design Thinking?

7. Consumer driven
concept development
evg@1508.dk

8. reactive
solutions for
today’s world
evg@1508.dk
Design Thinking inspires to create…

9. Diverges
to Converge
evg@1508.dk

10. Climate
Consciousness
on the rise
As is
Car design
matters
Interest in
self-driving
vehicles

11. But what if you want to
be more proactive in
your solutions, or
better understand
potential change and
find your agency of
influence?

12. Futures thinking provides a range
of techniques which help you think
about the drivers of change that
are shaping the possible futures
and explore the implications of
these for making decisions today –
not only about what to do, but how
and when to do it.
evg@1508.dk
What is Futures Thinking?

13. Futures are plural
& contextual
Why it matters…
evg@1508.dk

14. to proactively
explore possible
probably,
plausible and/or
preferable, future
worlds
Futures Thinking inspires…
evg@1508.dk

15. Diverge
evg@1508.dk

16. What if
What if car
design has
become
obsolete
What if the
car is free
to use but
we’re the
product
What if
we’re
designing
for a
darker
world
evg@1508.dk

17. These different ways of
thinking facilitate different
approaches to innovation.
evg@1508.dk

18. Innovation is envisioned
based on a different timeline.
evg@1508.dk

19. And levels of abstraction.
evg@1508.dk

20. evg@1508.dk
Whilst both are rooted in seeing
beyond our own horizon.

21. So, what if we combine
futures thinking and
design thinking?
evg@1508.dk

23. Uh-oh 🥵
evg@1508.dk

24. evg@1508.dk
Implications

25. evg@1508.dk
Implications
1. How do we make educated assumptions about futures? 3. How do we validate our assumptions + concept?
2. How do we move from the speculative to the tangible?

26. 1. How do we
make educated
assumptions about
possible futures?
evg@1508.dk

27. evg@1508.dk
Identify change
Implications

28. Business
Product-fit
Business model
SWOT
Transactional
Customers
Partners
Suppliers
Competition
Osv.
Kontekstuel
Politics
Economy
Social
Technology
Environmental
Legal
Values
Culture
+ Megaforces

29. Business
We pass houses with
collection boxes to
collect change for
charity
Transactional
Customers
Partners
Suppliers
Competition
Osv.
Kontekstuel
Cashless society
Less trust
Anonymous lifestyles
Digital Status > Physical
Anti-plastic
+ Megaforces

30. DefinethecoreQuestionorIssue
The big statement
Traditional fundraising
efforts are subjected to
volatile changes, e.g. a
cashless society and a
fragmented media
landscape.
The Question
How can we
fundraise in
new ways?
evg@1508.dk

31. Tactics
5-10 years
10+ years
2-5 years
1-2 years
More --------------- Data, proof, and degree of certainty --------------- Less
Disruption og
Evolution
Vision
Strategy
”Looking ahead 7-10
years allows us to be
explorative without
becoming all too
speculative.”
Determine the timeframe
for your analysis.
evg@1508.dk

32. Signal Spotting
evg@1508.dk

33. Looking for anomalous change: sole shifts in the social,
technological, ethical, legal, enviromental or political
landscape that indicate difference, harald newness, alert
us to something that isn’t quite right with the status quo.
evg@1508.dk

34. evg@1508.dk
Where to spot signals?
• Expert panels
• Your customers
• Industry research
• Influencers in your field
• Magazines
• TV/radio/podcasts
• Blogs
• Discussion Groups
• SoMe
• Artists
• Patents
• The start-up scene
• Niche forums
• Friends
• Essays
• Conferences
• Webscraping
• Key word tracking
• Horizon/Foresight Networks
• Data (e.g. time series analysis)
Etc.

35. Tech - Money
“Bank Of England
is developing
their own digital
currency.”
Economy – Media Platforms
“Meta buys start-up
“Lofelt” to improve
its VR and AR
haptics.”
Economy – Giving
“Donating purely for
“the warm glow” is a
thing of the past –
people want to see
ROI in their own
wallet.”
Social – Gen Z
”70% of Gen-Z says
that privacy (or lack
thereof) is one of
their main concerns,
and they are less and
less willing to share
data unless it is for
their own use.”

36. evg@1508.dk
Create an evidence wall/den.
The more who contribute, the better.

37. evg@1508.dk
Sense-making.
Contextualise change
Implications

38. Time to cluster all your signals. 👀
Differences, similarities, what’s at the core?
Uncovering the underlying dynamics of the
trends, by identifying two plausible, yet
extreme, outcomes of the change.

39. Economy & Society
Technology & Digitization
Industry & Market
Public & Consumer Expectations
Media platforms ownership Is decentralized
Is centralised
Digital Currencies (Stablecoin, CBDC,
cryptocurrency, etc.)
Widespread Application
Niche application
(In)direct payment Growth comes from direct money
Growth comes from indirect money
(ads, likes, etc.)
Emotional/rational donation motivation
We donate to whatever we feel
closest connected to
We donate to whatever has the
most impact
Polarity 1 Change of Interest Polarity 2
Catergory
Model by CIFS

40. Economy & Society
Technology & Digitization
Industry & Market
Public & Consumer Expectations
Media platforms ownership Is decentralized
Is centralized
Digital Currencies (Stablecoin, CBDC,
cryptocurrency, etc.)
Widespread Application
Niche application
(In)direct payment Growth comes from direct money
Growth comes from indirect money
(ads, likes, etc.)
Emotional/rational donation motivation
We donate to whatever we feel
closest to
We donate to whatever has the
most impact
Communication preferences Sound and Voice
Text and Imagery
Peer-to-who? We donate to an organisation
We donate directly to a
cause/person/idea
Data accessibility An open ecosystem of data
Data is stuck in (private) siloes
Reality-check
Physical and digital realities are
easy to separate
Physical and digital realities are
hard to separate
Industry Collaboration Widespread industry collaboration
Barriers to industry collaboration
Revenue source
Growth comes for many, small
micro-donations
Growth comes from larger, fewer
donations
Number of Media Channels Increasingly fragmented
Increasingly concentrated
CSR Initiatives Top-down
Bottom-up
Polarity 1 Change of Interest Polarity 2
Category
Model by CIFS

41. Analyse the changes
by asking yourself
”how certain are we
about which direction
a change will move in,
in the upcoming 7-10
years”, and ”what
impact would that
have on our
business?”
Degree of Uncertainty
Degree of Impact
High
Low
Low High
evg@1508.dk

42. Talk to users.
evg@1508.dk

43. Talk to experts.
evg@1508.dk

44. Involve internal stakeholders.
evg@1508.dk

45. Involve data
Ifyoucanfindrealiable,highqualitydata
evg@1508.dk

46. You should end up with
something like this.
They might look different
for different
stakeholders, which can
lead to great, insightful
conversations in itself. 💬
Degree of Uncertainty
Degree of Impact
High
Low
Low High
New payment
solutions
Digital Twins
Cyberkrig
Metaverse
Digital
seniors
Self-
monitoring of
our health
Chatbots as
health
experts
Investor >
donor
People are
reluctant to
share data
NGO’er on
subscription
I de næste 7-10 år
Emotional /
rational
Donation
Motivation
* Bring along to the next step
evg@1508.dk
Peer-to-
who?

47. Degree of Uncertainty
Degree of Impact
High
Low
Low High
New payment
solutions
Digital Twins
Cyberkrig
Metaverse
Digital
seniors
Self-
monitoring of
our health
Chatbots as
health
experts
People are
reluctant to
share data
I de næste 7-10 år
1a 1b
2a
2a
Scenario development
evg@1508.dk
Investor >
donor
NGO’er on
subscription
Emotional /
rational
Donation
Motivation
Peer-to-
who?
Should be present in all your scenarios

48. Navn på scenario A Navn på scenario B
Navn på scenario C Navn på scenario D
We donate to
whatever has the most impact
We donate to an
organisation
We donate
directly to
a cause /
person /
idea
We donate to whatever
we feel closest
connected to
evg@1508.dk

49. We donate to
whatever has the most impact
We donate to an
organisation
The Impact Economy Collaboration is Key
This if for you, my love Close to Home
We donate to whatever
we feel closest
connected to
We donate
directly to
a cause /
person /
idea
Peer to peer is dominant. Microtransactions, made at at minimal costs
through the blockchain, allow us to donate directly to causes / projects
which prove to make the most impact. There is an inherent expectation
of traceability, from start to finish, and clear measurements for success
and failure up-front. Our transactions are digital, traceable, and
shareable, providing an opportunity to gain status by sharing the good
you’re doing for the world. Switching costs are low, the market is highly
competitive.
Potential implications of this scenario:
• Real time results are the norm.
• Highly competitive market with non-profits, people, and start-ups
fighting for a slice.
• Impact-driven innovation.
• Democratisation of influence and power.
AI is able to easily compile a dynamic profile of our values, interest
and nearest relationships, and recommends us the causes most in
line with them. Crowdfunding platforms have incorporated social
media elements to the individual projects, where immersive
universes and multi-sensory tools are meant to elicit emotional
investment to secure funds. Funders can closely follow progress of
their donation as data flows easily between systems, and
communicate dynamically with those at the receiving end of the
donation. Status is based on shared values with community members
and the most perceived emotional investment
Potential implications of this scenario:
• An increase in personalisation.
• Direct donations seen as more valuable than to an organisation.
• A direct line of gratitude and visible progress.
• Multi-sensory tools become the norm.
• Vi vil gerne tættere og tættere på dem, som får gavn af pengene
With issues such as global warming making everyone increasingly
aware of the need of collaboration, we find centralised
organisations a sight of relief. We seek organisations that explore
innovative collaborations with government, the public and the
private sector to maximize impact. We expect accelerated results
coming from such collaboration, or will otherwise focus our
attention elsewhere. We want transparency and traceability.
Potential implications of this scenario:
• Focus on collective power to make an impact.
• Results more important than brand.
• Traceability of money and impact is essential.
• Collaboration between similar organisations is applauded.
• Importance of visualising ”invisible value” to retain donation
flows.
Feeling emotionally connected to the non-profit we donate to is
a vital motivation and a clear predictor for donation behaviour.
The community around the organisation is essential, and so is
feeling uniquely understood within it. We’ll expect an increasing
degree of personalisation, and an expectancy of mutual
emotional investment. The organisation needs to feel relatable
and human.
Potential implications of this scenario:
• Humanisation of the organisation is essential
• Community
• Feeling valued and valuable, and sparking hope
evg@1508.dk

50. Let’s choose one scenario which is
especially exciting, terrifying,
preferable, likely, …
evg@1508.dk

51. We donate to
whatever has the most impact
We donate to an
organisation
The Impact Economy Collaboration is Key
This if for you, my love Close to Home
We donate to whatever
we feel closest
connected to
We donate
directly to
a cause /
person /
idea
Peer to peer is dominant. Microtransactions, made at at minimal costs
through the blockchain, allow us to donate directly to causes / projects
which prove to make the most impact. There is an inherent expectation
of traceability, from start to finish, and clear measurements for success
and failure up-front. Our transactions are digital, traceable, and
shareable, providing an opportunity to gain status by sharing the good
you’re doing for the world. Switching costs are low, the market is highly
competitive.
Potential implications of this scenario:
• Real time results are the norm.
• Highly competitive market with non-profits, people, and start-ups
fighting for a slice.
• Impact-driven innovation.
• Democratisation of influence and power.
AI is able to easily compile a dynamic profile of our values, interest
and nearest relationships, and recommends us the causes most in
line with them. Crowdfunding platforms have incorporated social
media elements to the individual projects, where immersive
universes and multi-sensory tools are meant to elicit emotional
investment to secure funds. Funders can closely follow progress of
their donation as data flows easily between systems, and
communicate dynamically with those at the receiving end of the
donation. Status is based on shared values with community members
and the most perceived emotional investment
Potential implications of this scenario:
• An increase in personalisation.
• Direct donations seen as more valuable than to an organisation.
• A direct line of gratitude and visible progress.
• Multi-sensory tools become the norm.
• Vi vil gerne tættere og tættere på dem, som får gavn af pengene
With issues such as global warming making everyone increasingly
aware of the need of collaboration, we find centralised
organisations a sight of relief. We seek organisations that explore
innovative collaborations with government, the public and the
private sector to maximize impact. We expect accelerated results
coming from such collaboration, or will otherwise focus our
attention elsewhere. We want transparency and traceability.
Potential implications of this scenario:
• Focus on collective power to make an impact.
• Results more important than brand.
• Traceability of money and impact is essential.
• Collaboration between similar organisations is applauded.
• Importance of visualising ”invisible value” to retain donation
flows.
Feeling emotionally connected to the non-profit we donate to is
a vital motivation and a clear predictor for donation behaviour.
The community around the organisation is essential, and so is
feeling uniquely understood within it. We’ll expect an increasing
degree of personalisation, and an expectancy of mutual
emotional investment. The organisation needs to feel relatable
and human.
Potential implications of this scenario:
• Humanisation of the organisation is essential
• Community
• Feeling valued and valuable, and sparking hope
evg@1508.dk

52. Transactional
Customers
Partners
Suppliers
Competition
Osv.
Kontekstuel
Politics
Economy
Social
Technology
Environmental
Legal
Values
Culture
evg@1508.dk
Business
We’ll figurethis oneout laterJ
We donate
directly to
a cause /
person /
idea
We donate to whatever
we feel closest
connected to

53. 2. How do we move
from the speculative
to the tangible?

54. evg@1508.dk
Implications of change
Implications

55. Scenario A Scenario B
Scenario C Scenario D
The Reactive Approach
As done by: CIFS, 2020

56. The Proactive Approach
Scenario A Scenario B
Scenario C Scenario D
As done by: CIFS, 2020

57. In your scenario(s),
whom is it, you’re creating value for?
Who are the target groups?

58. What are their ”jobs-to-be-done”.
evg@1508.dk

59. We donate to
whatever has the most impact
We donate to an
organisation
The Impact Economy Collaboration is Key
This if for you, my love Close to Home
We donate to whatever
we feel closest
connected to
We donate
directly to
a cause /
person /
idea
Peer to peer is dominant. Microtransactions, made at at minimal costs
through the blockchain, allow us to donate directly to causes / projects
which prove to make the most impact. There is an inherent expectation
of traceability, from start to finish, and clear measurements for success
and failure up-front. Our transactions are digital, traceable, and
shareable, providing an opportunity to gain status by sharing the good
you’re doing for the world. Switching costs are low, the market is highly
competitive.
Potential implications of this scenario:
• Real time results are the norm.
• Highly competitive market with non-profits, people, and start-ups
fighting for a slice.
• Impact-driven innovation.
• Democratisation of influence and power.
AI is able to easily compile a dynamic profile of our values, interest
and nearest relationships, and recommends us the causes most in
line with them. Crowdfunding platforms have incorporated social
media elements to the individual projects, where immersive
universes and multi-sensory tools are meant to elicit emotional
investment to secure funds. Funders can closely follow progress of
their donation as data flows easily between systems, and
communicate dynamically with those at the receiving end of the
donation. Status is based on shared values with community members
and the most perceived emotional investment
Potential implications of this scenario:
• An increase in personalisation.
• Direct donations seen as more valuable than to an organisation.
• A direct line of gratitude and visible progress.
• Multi-sensory tools become the norm.
• Vi vil gerne tættere og tættere på dem, som får gavn af pengene
With issues such as global warming making everyone increasingly
aware of the need of collaboration, we find centralised
organisations a sight of relief. We seek organisations that explore
innovative collaborations with government, the public and the
private sector to maximize impact. We expect accelerated results
coming from such collaboration, or will otherwise focus our
attention elsewhere. We want transparency and traceability.
Potential implications of this scenario:
• Focus on collective power to make an impact.
• Results more important than brand.
• Traceability of money and impact is essential.
• Collaboration between similar organisations is applauded.
• Importance of visualising ”invisible value” to retain donation
flows.
Feeling emotionally connected to the non-profit we donate to is
a vital motivation and a clear predictor for donation behaviour.
The community around the organisation is essential, and so is
feeling uniquely understood within it. We’ll expect an increasing
degree of personalisation, and an expectancy of mutual
emotional investment. The organisation needs to feel relatable
and human.
Potential implications of this scenario:
• Humanisation of the organisation is essential
• Community
• Feeling valued and valuable, and sparking hope
evg@1508.dk

60. Tech-savvy millenials, who
aren’t loyal to supporting
only one organisation.
Value Proposition Canvas
A. Osterwalder
* Naturally, you can create multiple
of these to capture different target
group’s gains, pains and jobs-to-
be-done related to your scenario.
Find out who the primary, but also
secondary and/or tertiary target
groups are. J

61. Visualise your
scenario and/or
create a to-be
customer journey.
Write down your
assumptions. Have a
chat with your
chosen target
group(s).
evg@1508.dk

62. a sense of
accountability that
is hard to have
with organisations
Follow progress
through an easy
interface
Quickly get
presented with
causes that
interest me
Helping more directly is
more reassuring on where
my money goes, and it
beats MobilePaying!
Feeling needed
Keeping track of
where my money
goes
Feeling directly
valuable
Manage a portfolio
of causes
Send money peer-
to-peer, instead
through ”a middle
man”
Leave an impact
I never know what to do
or say when someone
updates with progress
that isn’t ”good”
I feel overwhelmed
with the amount of
causes that need
attention and help
This is emotionally
draining
Find causes that
interest me fast
evg@1508.dk
Sending money
directly is helpful but
feels cold and
inpersonal in an
otherwise very
emotional situation.
Gains – the benefits which the
customer expects and needs.
Plus, what would delight
customers.
Pains - The negative feelings
and risks a customer can
(fear to) experience in your
scenario.
FunctionalJobs
SocialJobs
Personal/emotionaljobs

63. evg@1508.dk
Act on change
Implications

64. a sense of
accountability that
is hard to have
with organisations
Follow progress
through an easy
interface
Quickly get
presented with
causes that
interest me
Helping more directly is
more reassuring on where
my money goes, and it
beats MobilePaying!
Feeling needed
Keeping track of
where my money
goes
Feeling directly
valuable
Manage a portfolio
of causes
Send money peer-
to-peer, instead
through ”a middle
man”
Leave an impact
I never know what to do
or say when someone
updates with progress
that isn’t ”good”
I feel overwhelmed
with the amount of
causes that need
attention and help
This is emotionally
draining
Find causes that
interest me fast
evg@1508.dk
Sending money
directly is helpful but
feels cold and
inpersonal in an
otherwise very
emotional situation.

65. The Problem
Why?
Flip
How Might we
What might be the reasons that this is a problem?
Flip the previous around to state the positive opposite
State the flip as a ‘How Might We’ question
From problem to 'How Might We'
FLIP CANVAS
Sending money
directly is helpful but
feels cold and
inpersonal in an
otherwise very
emotional situation.
Finding the right words to
add to my direct donation
is tough
Sending money is a very
transactional agreement
Sending money is an
emotional agreement
Finding the right words to
add to my direct donation
is easy
How might we easily find
the right words to say
when donating directly?
How might we make
sending money more
emotional?

66. Ideate

67. We brainstorm solo –
together.
And then share our ideas.
Draw inspiration from e.g.
speculative design and the
lower right part of your
impact/uncertainty analysis.
Better ideas
More ideas

68. And then we
skecth our
fave
concepts.
Explaining it
in 3 steps.
The Empathetic MobilePay

69. The Non-Functional Prototype
* Tak Emilie J

70. evg@1508.dk
Iterate and potentially
implement
Implications

71. 3. And how do we
validate those
assumptions? 🤷
evg@1508.dk

72. What is it, we’re testing for?
Validate the Problem Validate the Market Validate Behavioural Change
Validate the Product

74. Act
Concept titel
Concept Description
Asasumptions
Strategic Fit
Impact on Company
Describe step Describe step Describe step
Prototype
Visual
Prototype
Visual
Prototype
Visual
Impact on Society
Impact on Customer
Impact on Environment
2022 2032 2042
Market Fit
Customer Fit
Potential Launch Date
Next Steps Overn(s) Comment(s)
Go No Go

75. 4. So, what if we
combine futures
thinking and
design thinking?
evg@1508.dk

76. Futures Thinking + Design Thinking
> Gives us additional ways to talk about the core issue.
evg@1508.dk

77. Futures Thinking + Design Thinking
> Helps maneuver complex changes and environments.
evg@1508.dk

78. Futures Thinking + Design Thinking
> Find agency of change and relevance.
evg@1508.dk

79. Futures Thinking + Design Thinking
> Helps with creative idea generation, inspiring change and innovation.
evg@1508.dk

80. Futures Thinking + Design Thinking
> A model for consensus building and overcoming short-termism.
evg@1508.dk

81. Tell it
Show it
Do it

82. Want to try it out? 😊
Join me on my free FT-DT breakfast-sprint workshop session
Tuesday the 18th of October
here at Wilders Plads, 09:00-10:30.
20 spots available.

83. evg@1508.dk
Implications

84. Eveline van Gaal
Evg@1508.dk
Let’s
connect on
LinkedIn J