A research institute at a major university had a history of tension between its various service lines.  Its revenues had reached a plateau.  Using Art of the Future’s Structural Dynamics method, the institute came to understand that much of what had seemed personal between individuals was really a result having way too many great prospects than it could manage with its current systems.  Seeing the consequences of this “waterfall of opportunity” mapped out in a comprehensive way led to a more thoughtful approach to establishing business priorities, such as its work with a variety of strategic allies.  Art of the Future also did an analysis of the Center’s space and recommended ways to increase the positive connections between staff. 

A financial services institution owned an investment banking subsidiary that experienced tremendous growth in the late 1990’s.   The investment bank specialized in technology start-ups and saw no limits to the possibilities for growth.  The management team had completed a strategic plan that called for major expansion in San Francisco, New York and London.  As the search for suitable real estate in San Francisco began, the parent company decided to take an Anticipatory Leadership approach to their markets and business lines.  Working with Art of the Future, they were able to anticipate the possibility of major shifts in the technology arena.  As a result, they took a more cautionary approach to expansion and avoided major losses when the dot-com bubble burst 2000.

A computer manufacturer was vertically integrated, providing the full range of hardware and software products and services including semi-conductors.  Using Art of the Future’s structural dynamics approach, the senior executive team analyzed their portfolio of businesses.  They were surprised to discover that none of the preferred futures for the business depended upon one particular business line that had been thought to be the jewel in the crown.  In fact, the resources it required made it a negative in some scenarios.  As a result, this business was sold to a major industry player. The client organization was able to invest the funds from the divesture in strengthening other key lines of business.