the reut institute designing a future
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The Reut Institute Designing a Future. Elul 5768 September 2008. Reut Institute: Agent of Change. Challenges. Decision Support. Vision. Training. Mission. Model to Emulate. Strategy. Complexity of Challenges Weakness of Tools. The Challenge. The Rise and Fall of Strategies. - PowerPoint PPT PresentationTRANSCRIPT
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The Reut Institute
Designing a Future Elul 5768
September 2008
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Reut Institute: Agent of Change
Decision Support
Challenges
Training
Model to Emulate
Strategy
Vision
Mission
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Elul 5768; September 2008
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Complexity of Challenges
Weakness of Tools
The Challenge
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The Rise and Fall of Strategies
Time
Rele
van
cy
Paradigm ‘relevant’ to
reality
Paradigm Eroded
Paradigm Loses
RelevancyRise of
Competing Paradigms
New Paradigm
Generations
Strategies in the Flat World
A few years
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Complex Challenges
Volatile Environment
Long term, Substantive Broad
View
Short, Unstable Tenures
Fragmented Knesset & Gov
Short Term, Populist, Sectarian conduct
Address for Decision Makers
Model to EmulateTraining Future
Strategists
Why Reut ?
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21st Century ZionismThe Vision
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2121stst Century Zionism – Century Zionism – State whoseState whose Jewishness Jewishness synergizes with its democratic values and synergizes with its democratic values and
prosperity, as well as with its role as a leader prosperity, as well as with its role as a leader among the family of nationsamong the family of nations. .
Where there is no vision, the people perish (Proverbs 29.18)
Moral high groundAdded Jewish ValueISRAEL 15National Security
Vision as a Guide ?
Fierce Competition over:Fierce Competition over:Talent Talent
Technology Technology Investment Investment
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To sustain significant and substantive impact on the State of Israel and the Jewish people
Sustained: Continuous action over time
Significant: Issues of national importance
Substantive: Design of strategies
Reut’s Mission
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Decision Support
Identifying Strategic Surprises &
Opportunities
Focused Research
Impact
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Identify, Research, CommunicateIdentifyingIdentifying
Mapping basic assumptions;
Testing their relevancy; Identifying potential strategic surprises &
opportunities
ResearchingResearching
Creating new knowledge using experts and texts
Decision-makers’ world view is
based on implicit and explicit assumptions
ImpactImpact
Fundamental Layer
UK-UK
UK-K K-K
K-UKK-UK
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Identifying a Strategic Gap
Mapping Community of Impact
Creating New Knowledge
Closing the Gap
Mobilizing Forces for Change
Reut’s Work Cycle: Strategy and Leadership
Exit
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Training Grooming Strategic Leaders
for Public Service
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Reut as a School
“Therefore, Reut will recruit people who have the will and capacity to serve this vision, and will train them for a life-long journey of contribution”.
“The Reut Institute sees itself, among other things, as a school and a training center for those able to
significantly and substantially contribute to
realizing our vision.”
The Reut The Reut CharterCharter
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Training Process
10-12 Months
1-3 Months
Individual Capacities
Decision Support
Project Management
7-9 Months
Teamwork
4-6 Months
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Technical Skills
Theory
Methodology
Strategic Strategic SupriseSuprise
Zionism & Judaism
Placing Strategists in Public Sector
Training Components
RealityPolicy
Relevancy GapRelevancy Gap
Emer
ging
Tre
nds
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Strategy & Structure
Model to Emulate
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Process Oriented
Perceptions
Questions
Content Oriented
Gathering & Analyzing Information
Answers
Human Capital
Focus
Model of Influence
Decision Support ServicesResearch
Core Capacity
New ModelCurrent Model
Reut: Innovative Strategic Units