Search results

This paper aims to explore the case for the radical reform of land policy worldwide. It does so, however, in the context of present problems posed by the prevailing coronavirus pandemic. It is a strategic study, not a scientific analysis and is oriented towards the field of the built environment in general and the real estate industry in particular.

Although it draws on concepts of land management long extolled and covers concerns currently circulating about the prospects for urban planning and property development post-pandemic, the synthesis is original.

The concluding counsel is that land policy reform, being a component factor of so much of society's endeavours, should figure far more prominently across the political platforms of the world.

Most of the material regarding the “Great Land Question” is based on findings from countless strategic foresight studies conducted by the author over the past 25 years and re-assessed in light of the pandemic. If correct, the practical implications will be significant.

This is a review of existing models.

The future cannot be measured. foresight is largely a matter of conjecture, and at the heart of conjecture lies conversation. Organizations are essentially networks of personal interconnections based on conversation. Thus, in enabling complex adaptive organizations to look ahead, conversation, in one form or another, becomes a key component of strategic planning. This article describes the range of interview methods from structured to more active and creative methods and the emergence of “the strategic conversation”. The use of this technique is illustrated by examples.

The study aims to discuss the role of strategic foresight in determining and mapping possible property futures. In particular, the briefing will explore the importance of determining alternative futures and creating scenarios to help determine a flexible and adaptable strategy.

This education briefing is an overview of property futures and strategic foresight.

This is an education briefing of existing knowledge.

Strategic foresight provides a framework and structure by identifying a focal point that looks at alternative futures and a preferred future that feed into the implementation of a strategic plan.

This is a review of existing models.

Purpose – This paper aims to provide an overview of organizational changes in the New Jersey State Police (NJSP) Investigations Branch and how the Branch has adapted to the paradigm of intelligence‐led policing. The paper also reports on interviews conducted to assess the impact on key staff affected by the change, through the medium of a drug‐gang investigation, Operation Nine Connect. Design/methodology/approach – Both semi‐structured and less formal interviews were conducted with 20 detectives, intelligence analysts and managers. Extensive quotes are employed to demonstrate key points. Furthermore, content analysis of documents related to organizational change in the NJSP and to a large drug‐gang intelligence operation was conducted. Findings – The paper identifies the key tenets of intelligence‐led policing, and describes progress made both organizationally and culturally to move the Investigations Branch to an intelligence‐led policing mindset. Organizational successes were reported, but more limited success was achieved in relation to changing police culture. Practical implications – The paper clarifies the meaning of intelligence‐led policing, and identifies potential road‐blocks to implementation for police departments wishing to move to intelligence‐led policing. Originality/value – The paper identifies the key tenets of intelligence‐led policing, outlines how these were used to determine greater geographic focus in the organizational structure of the New Jersey State Police Investigations Branch, and is a rare examination of the internal workings of a state police investigations branch in relation to a drug‐gang investigation. The paper will be of interest to police executives and managers, and intelligence professionals.

The changes now being experienced in the workplace, driven by market pressures, changing demographics and new technologies, are real and accelerating. Since change remains the one constant when it comes to workplace planning, further transformations within the workplace over the next 20 or 30 years can be expected. Hence, this paper aims to demonstrate how to use a scenario planning futures approach in a changing, complex and uncertain workplace environment. As well as provoke thought and discussion about its long‐term future.

At the Futures Academy in Dublin Institute of Technology, a systematic methodology for exploring and shaping the future has been developed, called the “Prospective through scenario” process. Each stage of the process is discussed in detail throughout this paper, as well as how the process is applied in the Johnson Controls workplace of the future study.

The creative “futures studies” approach can deal effectively with change, uncertainty and complexity in the workplace environment, by allowing those concerned to think, plan and act proactively rather than reactively as well as provide effective facilities management and real estate strategies.

Real estate organisations need to take the long view, for the greatest risk of our time is being overtaken by inevitable surprises that could have been foreseen and for which we could have been prepared.

Discussion and debate about the future of the workplace is inevitable and futures tools and techniques can facilitate this process.

This paper aims to demonstrate that it is important to have a methodological process that is reflexive and flexible to achieve fluid interactions that add rigour and energy to the overall process of a built environment project.

This paper outlines the Prospective through Scenarios futures process used in a study called the “Workplace of the Future”. It also discusses how and why the methodology evolves over the course of the project with participant feedback as the main source of information for the analysis.

Change is the one factor in the Prospective through Scenarios methodological development that ensures the participants to think deeply and laterally in a futures process, from which a value‐driven process is achieved.

Novel futures techniques have been applied to a discipline that is usually reactive and quantitative – workplace provision and facilities management.

Part one of this article appeared in Journal of Valuation Volume 1 Number 1 at page 24. Part three, to be published in Journal of Valuation Volume 1 Number 3, will illustrate in specimen appraisals and valuations the points raised in the first two parts.

We are living in times of unprecedented global change and upheaval and over the next ten to 20 years governments, organisations and individuals will face increasing difficulties in an environment of growing complexity, heightened uncertainty and a quickening pace of change. The concept of sustainable development implies the reconciliation of long‐term socio‐economic development, environmental protection and quality of life; essentially it is concerned with the future. Unfortunately, the potential for linking “futures thinking” to debates about sustainable development at local and regional government levels is relatively undeveloped, particularly in Ireland. Responding to this challenge, The Futures Academy at Dublin Institute of Technology, Ireland, was established in January 2003 to provide both a research and consultancy forum for future‐proofing policies and strategies using the “prospective through scenarios” methodology. This paper describes the evolution of sustainable development in Ireland and the generic field of futures thinking, with particular focus on the prospective process which may assist key local policy makers and stakeholders move towards sustainable development for future generations in Ireland.

Over the last eight or nine years something closely akin to a revolution has taken place in the production of standards and guidelines intended both to assist the surveyor in day to day practice and to inject a measure of consistency into the market. Perhaps the most notable contribution has been made by the founding fathers of the Asset Valuation Standards Committee of the Royal Institution of Chartered Surveyors, without whose good offices the valuation profession might well have found itself subject to regulation externally imposed and its role diminished in the eyes of other professional advisors acting on behalf of business clients. One of the cornerstones of the Guidance Notes produced by the AVSC is its definition of open market value, and it is with the general concept of open market value, or rather with one particular aspect of it, that this brief note is concerned.