The Reut Institute Designing a Future Elul 5768

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 The Challenge Weakness of Tools 3 Elul 5768; September 2008 The Reut Institute: Agent of Change

Strategies Fall Flat World The Rise andin theof Strategies Paradigm ‘relevant’ to reality New Paradigm A few years Relevancy Paradigm Eroded Paradigm Loses Relevancy Rise of Competing Paradigms Generations Time 4 Elul 5768; September 2008 The Reut Institute: Agent of Change

Why Reut? Short, Unstable Tenures Complex Challenges Fragmented Knesset & Gov Volatile Environment Short Term, Populist, Sectarian conduct Long term, Substantive Broad View Address for Decision Makers Training Future Strategists Model to Emulate Elul 5768; September 2008 The Reut Institute: Agent of Change

The Vision 21 st Century Zionism 6 Elul 5768; September 2008 The Reut Institute: Agent of Change

Vision as a Guide ? Where there is no vision, the people perish (Proverbs 29. 18) 21 st Century Zionism – State whose Jewishness synergizes with its democratic values and prosperity, as well as with its role as a leader among the family of nations. National Security Fierce Competition over: Talent ISRAEL 15 Added Jewish Technology Value Investment Moral high ground 7 Elul 5768; September 2008 The Reut Institute: Agent of Change

Reut’s Mission To sustain significant and substantive impact on the State of Israel and the Jewish people Substantive: Design of strategies Significant: Issues of national importance Sustained: Continuous action over time 8 Elul 5768; September 2008 The Reut Institute: Agent of Change

Decision Support Identifying Strategic Surprises & Opportunities Focused Research Impact 9 Elul 5768; September 2008 The Reut Institute: Agent of Change

Identify, Research, Communicate Identifying Mapping basic assumptions; Testing their relevancy; Decision-makers’ Identifying world viewpotential is based strategic surprises & on implicit and opportunities UK-K explicit assumptions Researching Fundamental Layer UK-UK Creating new knowledge using experts and texts Impact 10 Elul 5768; September 2008 The Reut Institute: Agent of Change

Reut’s Work Cycle: Strategy and Leadership Identifying a Strategic Gap Creating New Knowledge Mapping Community of Impact Mobilizing Forces for Change Closing the Gap Exit 11 Elul 5768; September 2008 The Reut Institute: Agent of Change

Training Grooming Strategic Leaders for Public Service 12 Elul 5768; September 2008 The Reut Institute: Agent of Change

Reut as a School The Reut Charter “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. ” “Therefore, Reut will recruit people who have the will and capacity to serve this vision, and will train them for a lifelong journey of contribution. ” 13 Elul 5768; September 2008 The Reut Institute: Agent of Change

Training Process 1 -3 Months Individual Capacities 4 -6 Months Teamwork 7 -9 Months 10 -12 Months Decision Support Project Management 14 Elul 5768; September 2008 The Reut Institute: Agent of Change

Training Components Methodology Zionism & Judaism s nd re g. T Placing Strategists in Public Sector gin Theory Relevancy Gap Em er Technical Skills Strategic Suprise Policy Reality 15 Elul 5768; September 2008 The Reut Institute: Agent of Change

Strategy & Structure Model to Emulate 16 Elul 5768; September 2008 The Reut Institute: Agent of Change

Reut: Innovative Strategic Units Current Model New Model Core Capacity Research Decision Support Services Human Capital Process Oriented Content Oriented Focus Gathering & Analyzing Information Perceptions Model of Influence Answers Questions 17 Elul 5768; September 2008 The Reut Institute: Agent of Change