Kate Delaney - Academia.edu (original) (raw)
Papers by Kate Delaney
This paper describes using a decision corridor approach to improve the exercise of strategic judg... more This paper describes using a decision corridor approach to improve the exercise of strategic judgment under conditions of uncertainty. The method is a composite of concepts and tools principally borrowed from three analytical families futures, transition management and strategic management While the approach as used does not challenge current business concepts or radically contribute to their re-conception, it does prompt new strategic insight and introduce divergent, forward thinking into existing capability decision-making processes.
Climatic Change, 2006
This paper describes an assessment of the ways in which water supply companies in England and Wal... more This paper describes an assessment of the ways in which water supply companies in England and Wales are adapting to climate change, evaluated in the context of a model of the adaptation process. The four components of the model are (i) awareness of and concern about the potential impacts of climate change, (ii) adaptation strategy, (iii) the concept of an adaptation space from which options are selected, and (iv) the notion that three groups of factors influence awareness, strategy and option selection: susceptibility to change, internal characteristics of the organisation, and regulatory and market context. Public water supply in England and Wales is provided by private sector companies, subject to environmental and economic regulation. Hydrological simulations suggest that climate change has the potential to reduce the reliability of supply sources over the next few decades. The industry in December 2004 completed a review of investment requirements over the next five years. Awareness of climate change is high in the water industry, but by developing assessment procedures and incorporating them into the investment review the regulators forced companies to consider explicitly the potential impacts of climate change in a consistent and rigorous manner. These analyses combined climate change with other pressures on water resources, and in practice companies did not attribute specific investment decisions or proposals to climate change or indeed any other individual drivers. The broad strategy adopted by all water supply companies-to maintain standards of service-is determined by regulatory controls and market considerations, but the degree of concern about the impacts of climate change and precise adaptation options necessary to address supply-demand imbalances varied between water supply companies, reflecting local geographic conditions. The water supply companies and regulators have different perspectives on the relative merits of supply-side and demand-side measures, reflecting different organisational priorities. The 2004 investment review determined that no specific actions were necessary to deal with future climate change, but that measures set in place-in terms of methodologies and investment in investigations into specific resource developments-provided a sound foundation for more specific actions in the next investment review in five years time. The paper concludes by summarising the factors assisting and constraining adaptation over the next few decades.
The results and analyses contained in this Report are based on a number of technical, circumstant... more The results and analyses contained in this Report are based on a number of technical, circumstantial or otherwise specified assumptions and parameters. The user must make its own assessment of the suitability for its use of the information or material contained in or generated from the Report. To the extent permitted by law, CSIRO excludes all liability to any party for expenses, losses, damages and costs arising directly or indirectly from using this Report. Use of this Report The Report must not be used as a means of endorsement without the prior written consent of CSIRO. The name, trademark or logo of CSIRO must not be used without the prior written consent of CSIRO.
BAckground 1.1 introduction Asia covers 23 percent of the world's total land area, and accounts f... more BAckground 1.1 introduction Asia covers 23 percent of the world's total land area, and accounts for 36 percent of global fresh water runoff. It includes Japan-the world's second largest economy; and China and Indiawith the largest populations and the most rapidly developing economies in the region (and the world). The area comprises four main geographic areas: South Asia (Indian sub-continent); Central Asia (ex-USSR and Afghanistan); Southeast Asia (ASEAN); and East Asia (China, Koreas, and Japan). Asia is still one of the world's richest reserves of terrestrial and marine biological resources. This is despite increasing pressures from population growth and urban intensification. The region's rivers, coastal and marine fisheries, mangroves and coral reefs are among the most diverse and productive in the world. South East Asia is at the centre of diversity for cereal and fruit species. South Asia, Mekong and Southeast Asia comprise one of the eight bio-geographic divisions, known as the Indo-Malayan realm.
Futures
This paper describes using a decision corridor approach to improve the exercise of strategic judg... more This paper describes using a decision corridor approach to improve the exercise of strategic judgment under condi-tions of uncertainty. The method is a composite of concepts and tools principally borrowed from three analytical fami-lies -futures, transition management and strategic management While the approach -as used -does not challenge current business concepts or radically contribute to their re-conception, it does prompt new strategic insight and intro-duce divergent, forward thinking into existing capability decision-making processes.
Journal of Futures Studies
Horizon scanning is not new, nor is its use in the public sector. In this article we report and r... more Horizon scanning is not new, nor is its use in the public sector. In this article we report and reflect on our experience in the Australasian Joint Agencies Scanning Network (AJASN), a horizon scanning group started in 2005 with the support of four Australian Commonwealth government agencies that in 2012 has a membership of over twenty agencies from Australia and New Zealand. A survey of members past and present in 2012 highlights the importance of leadership, timing and processes in adopting horizon scanning into decision making and planning. The paper places the lessons learnt in context with the broader literature. foresight, horizon scanning, public sector * The authors wish to thank Dr Wendy Schultz (United Kingdom), Dr Jack Smith (Canada) and Dr Noah Raford (UAE), and in Australia Dr Stuart Graham Pearson (AJASN/UNSW-ADFA), Dr Anna Carr (AJASN/ABARES), Dr Peter Black (AJASN/DAFF), for their help in pointing to a number of the references and/or conveying their thoughts on horiz...
This paper describes using a decision corridor approach to improve the exercise of strategic judg... more This paper describes using a decision corridor approach to improve the exercise of strategic judgment under conditions of uncertainty. The method is a composite of concepts and tools principally borrowed from three analytical families futures, transition management and strategic management While the approach as used does not challenge current business concepts or radically contribute to their re-conception, it does prompt new strategic insight and introduce divergent, forward thinking into existing capability decision-making processes.
Climatic Change, 2006
This paper describes an assessment of the ways in which water supply companies in England and Wal... more This paper describes an assessment of the ways in which water supply companies in England and Wales are adapting to climate change, evaluated in the context of a model of the adaptation process. The four components of the model are (i) awareness of and concern about the potential impacts of climate change, (ii) adaptation strategy, (iii) the concept of an adaptation space from which options are selected, and (iv) the notion that three groups of factors influence awareness, strategy and option selection: susceptibility to change, internal characteristics of the organisation, and regulatory and market context. Public water supply in England and Wales is provided by private sector companies, subject to environmental and economic regulation. Hydrological simulations suggest that climate change has the potential to reduce the reliability of supply sources over the next few decades. The industry in December 2004 completed a review of investment requirements over the next five years. Awareness of climate change is high in the water industry, but by developing assessment procedures and incorporating them into the investment review the regulators forced companies to consider explicitly the potential impacts of climate change in a consistent and rigorous manner. These analyses combined climate change with other pressures on water resources, and in practice companies did not attribute specific investment decisions or proposals to climate change or indeed any other individual drivers. The broad strategy adopted by all water supply companies-to maintain standards of service-is determined by regulatory controls and market considerations, but the degree of concern about the impacts of climate change and precise adaptation options necessary to address supply-demand imbalances varied between water supply companies, reflecting local geographic conditions. The water supply companies and regulators have different perspectives on the relative merits of supply-side and demand-side measures, reflecting different organisational priorities. The 2004 investment review determined that no specific actions were necessary to deal with future climate change, but that measures set in place-in terms of methodologies and investment in investigations into specific resource developments-provided a sound foundation for more specific actions in the next investment review in five years time. The paper concludes by summarising the factors assisting and constraining adaptation over the next few decades.
The results and analyses contained in this Report are based on a number of technical, circumstant... more The results and analyses contained in this Report are based on a number of technical, circumstantial or otherwise specified assumptions and parameters. The user must make its own assessment of the suitability for its use of the information or material contained in or generated from the Report. To the extent permitted by law, CSIRO excludes all liability to any party for expenses, losses, damages and costs arising directly or indirectly from using this Report. Use of this Report The Report must not be used as a means of endorsement without the prior written consent of CSIRO. The name, trademark or logo of CSIRO must not be used without the prior written consent of CSIRO.
BAckground 1.1 introduction Asia covers 23 percent of the world's total land area, and accounts f... more BAckground 1.1 introduction Asia covers 23 percent of the world's total land area, and accounts for 36 percent of global fresh water runoff. It includes Japan-the world's second largest economy; and China and Indiawith the largest populations and the most rapidly developing economies in the region (and the world). The area comprises four main geographic areas: South Asia (Indian sub-continent); Central Asia (ex-USSR and Afghanistan); Southeast Asia (ASEAN); and East Asia (China, Koreas, and Japan). Asia is still one of the world's richest reserves of terrestrial and marine biological resources. This is despite increasing pressures from population growth and urban intensification. The region's rivers, coastal and marine fisheries, mangroves and coral reefs are among the most diverse and productive in the world. South East Asia is at the centre of diversity for cereal and fruit species. South Asia, Mekong and Southeast Asia comprise one of the eight bio-geographic divisions, known as the Indo-Malayan realm.
Futures
This paper describes using a decision corridor approach to improve the exercise of strategic judg... more This paper describes using a decision corridor approach to improve the exercise of strategic judgment under condi-tions of uncertainty. The method is a composite of concepts and tools principally borrowed from three analytical fami-lies -futures, transition management and strategic management While the approach -as used -does not challenge current business concepts or radically contribute to their re-conception, it does prompt new strategic insight and intro-duce divergent, forward thinking into existing capability decision-making processes.
Journal of Futures Studies
Horizon scanning is not new, nor is its use in the public sector. In this article we report and r... more Horizon scanning is not new, nor is its use in the public sector. In this article we report and reflect on our experience in the Australasian Joint Agencies Scanning Network (AJASN), a horizon scanning group started in 2005 with the support of four Australian Commonwealth government agencies that in 2012 has a membership of over twenty agencies from Australia and New Zealand. A survey of members past and present in 2012 highlights the importance of leadership, timing and processes in adopting horizon scanning into decision making and planning. The paper places the lessons learnt in context with the broader literature. foresight, horizon scanning, public sector * The authors wish to thank Dr Wendy Schultz (United Kingdom), Dr Jack Smith (Canada) and Dr Noah Raford (UAE), and in Australia Dr Stuart Graham Pearson (AJASN/UNSW-ADFA), Dr Anna Carr (AJASN/ABARES), Dr Peter Black (AJASN/DAFF), for their help in pointing to a number of the references and/or conveying their thoughts on horiz...