TY - JOUR
T1 - Futures Planning at the AAN
T2 - Approach and Initial Outcome
AU - Jackson, Carlayne E.
AU - Jones, Lyell K.
AU - Klein, Brad C.
AU - Rost, Natalia R.
AU - Benish, Sarah M.
AU - Levi, Bruce T.
AU - Gross, Robert A.
N1 - Publisher Copyright:
© American Academy of Neurology.
PY - 2021/6/1
Y1 - 2021/6/1
N2 - We describe a process of organizational strategic future forecasting, with a horizon of 2035, as implemented by the American Academy of Neurology (AAN) on behalf of its members, and as a model approach for other organizations. The participants were members of the 2018-2020 AAN Boards of Directors and Executive Team, moderated by a consultant with expertise in future forecasting. Four predetermined model scenarios of import to our field (1 "expectable,"1 "challenging,"and 2 "visionary") were discussed in small groups, with alternative scenarios developed in specific domains. Common themes emerged among all scenarios: The importance of thoughtful integration of biomedical and information technology tools into neurologic practice; continued demonstration of the value of neurologic care to society; and emphasis on population management and prevention of neurologic disease. Allowing for the inherent uncertainties of predicting the future, the AAN's integration of structured forecasting into its strategic planning process has allowed the organization to prepare more effectively for change, such as the disruptions stemming from the coronavirus disease 2019 (COVID-19) pandemic. The approaches outlined here will be integrated into future AAN operations and may be implemented to a similar effect by other organizations.
AB - We describe a process of organizational strategic future forecasting, with a horizon of 2035, as implemented by the American Academy of Neurology (AAN) on behalf of its members, and as a model approach for other organizations. The participants were members of the 2018-2020 AAN Boards of Directors and Executive Team, moderated by a consultant with expertise in future forecasting. Four predetermined model scenarios of import to our field (1 "expectable,"1 "challenging,"and 2 "visionary") were discussed in small groups, with alternative scenarios developed in specific domains. Common themes emerged among all scenarios: The importance of thoughtful integration of biomedical and information technology tools into neurologic practice; continued demonstration of the value of neurologic care to society; and emphasis on population management and prevention of neurologic disease. Allowing for the inherent uncertainties of predicting the future, the AAN's integration of structured forecasting into its strategic planning process has allowed the organization to prepare more effectively for change, such as the disruptions stemming from the coronavirus disease 2019 (COVID-19) pandemic. The approaches outlined here will be integrated into future AAN operations and may be implemented to a similar effect by other organizations.
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U2 - 10.1212/WNL.0000000000012031
DO - 10.1212/WNL.0000000000012031
M3 - Article
C2 - 35833271
AN - SCOPUS:85127349898
SN - 0028-3878
VL - 96
SP - 1032
EP - 1040
JO - Neurology
JF - Neurology
IS - 22
ER -