Bazalgette's Foresight
Bazalgette's Foresight
Bazalgette's Foresight
A Victorian Lesson in Future-Proofing Strategic Plans
A Victorian Lesson in Future-Proofing Strategic Plans
A Victorian Lesson in Future-Proofing Strategic Plans
Strategy & Projects
Content
Content
Content
Information Age
Modern Era
Renaissance
Middle Ages
Late Antiquity
Classical Antiquity
Bronze Age
Industrial Revolution
c. 1760 - 1840
Information
Age
Modern
Era
Renaissance
Middle
Ages
Late
Antiquity
Classical
Antiquity
Bronze Age
Industrial
Revolution
c. 1760 - 1840
Information Age
Modern Era
Renaissance
Middle Ages
Late Antiquity
Classical Antiquity
Bronze Age
Industrial Revolution
c. 1760 - 1840
In the summer of 1858, London was brought to its knees by an event known as "The Great Stink." The River Thames, which served as the city's primary sewer, had become so overwhelmed with waste that the stench paralysed the capital. The crisis demanded a solution, and the engineer Joseph Bazalgette was tasked with providing one. The sewer system he designed and built was not just a solution for his time; it was a masterpiece of strategic foresight that would serve London for over a century.
This article explores how Bazalgette's approach to long-term planning provides a powerful model for any modern organisation undertaking a major strategic initiative.
In the summer of 1858, London was brought to its knees by an event known as "The Great Stink." The River Thames, which served as the city's primary sewer, had become so overwhelmed with waste that the stench paralysed the capital. The crisis demanded a solution, and the engineer Joseph Bazalgette was tasked with providing one. The sewer system he designed and built was not just a solution for his time; it was a masterpiece of strategic foresight that would serve London for over a century.
This article explores how Bazalgette's approach to long-term planning provides a powerful model for any modern organisation undertaking a major strategic initiative.
In the summer of 1858, London was brought to its knees by an event known as "The Great Stink." The River Thames, which served as the city's primary sewer, had become so overwhelmed with waste that the stench paralysed the capital. The crisis demanded a solution, and the engineer Joseph Bazalgette was tasked with providing one. The sewer system he designed and built was not just a solution for his time; it was a masterpiece of strategic foresight that would serve London for over a century.
This article explores how Bazalgette's approach to long-term planning provides a powerful model for any modern organisation undertaking a major strategic initiative.
The Modern Challenge:
The Tyranny of the Short Term
The Modern Challenge:
The Tyranny of the Short Term
The Modern Challenge:
The Tyranny of the Short Term
Many modern strategic plans are built with a fatal flaw: a short-term focus. They are designed to solve today's problems, meet this quarter's targets, and satisfy the immediate demands of stakeholders. While this can deliver short-term results, it often fails to account for future growth, changing market dynamics, and unforeseen challenges. The result is a strategy that quickly becomes obsolete, requiring costly rework and constant, reactive adjustments.
Many modern strategic plans are built with a fatal flaw: a short-term focus. They are designed to solve today's problems, meet this quarter's targets, and satisfy the immediate demands of stakeholders. While this can deliver short-term results, it often fails to account for future growth, changing market dynamics, and unforeseen challenges. The result is a strategy that quickly becomes obsolete, requiring costly rework and constant, reactive adjustments.
Many modern strategic plans are built with a fatal flaw: a short-term focus. They are designed to solve today's problems, meet this quarter's targets, and satisfy the immediate demands of stakeholders. While this can deliver short-term results, it often fails to account for future growth, changing market dynamics, and unforeseen challenges. The result is a strategy that quickly becomes obsolete, requiring costly rework and constant, reactive adjustments.
The Ancient Principle:
Build for the Next Generation, Not Just the Next Quarter
The Ancient Principle:
Build for the Next Generation, Not Just the Next Quarter
The Ancient Principle:
Build for the Next Generation, Not Just the Next Quarter
When Joseph Bazalgette designed London's new sewer system, he did something remarkable. After calculating the pipe diameters required to handle the city's current population, he said, "Well, we're only going to do this once and there's always the unforeseen," and he doubled the diameter of the pipes. This single decision was an act of incredible foresight. It was this "excess" capacity that allowed the system to continue functioning as London's population more than doubled over the next several decades, saving the city from future crises.
The principle is clear: the most effective strategic plans are not those that solve today's problem, but those that anticipate and provide for the challenges and opportunities of tomorrow.
When Joseph Bazalgette designed London's new sewer system, he did something remarkable. After calculating the pipe diameters required to handle the city's current population, he said, "Well, we're only going to do this once and there's always the unforeseen," and he doubled the diameter of the pipes. This single decision was an act of incredible foresight. It was this "excess" capacity that allowed the system to continue functioning as London's population more than doubled over the next several decades, saving the city from future crises.
The principle is clear: the most effective strategic plans are not those that solve today's problem, but those that anticipate and provide for the challenges and opportunities of tomorrow.
When Joseph Bazalgette designed London's new sewer system, he did something remarkable. After calculating the pipe diameters required to handle the city's current population, he said, "Well, we're only going to do this once and there's always the unforeseen," and he doubled the diameter of the pipes. This single decision was an act of incredible foresight. It was this "excess" capacity that allowed the system to continue functioning as London's population more than doubled over the next several decades, saving the city from future crises.
The principle is clear: the most effective strategic plans are not those that solve today's problem, but those that anticipate and provide for the challenges and opportunities of tomorrow.
The MPX Solution:
Engineering a Strategy That Endures
The MPX Solution:
Engineering a Strategy That Endures
The MPX Solution:
Engineering a Strategy That Endures
At MPX, our Strategic Planning & Implementation services are built on this principle of Bazalgette's foresight. We believe that a true strategy must be both robust for today and resilient for tomorrow.
Our process goes beyond addressing the immediate problem. We conduct comprehensive business case evaluations and detailed feasibility studies that analyse not just the current state, but also future market trends, competitive landscapes, and potential growth scenarios. Through collaborative workshops and deep stakeholder engagement, we help you develop an actionable plan that is not only aligned with your immediate organisational goals but is also designed with the flexibility and foresight to deliver sustainable, long-term value.
At MPX, our Strategic Planning & Implementation services are built on this principle of Bazalgette's foresight. We believe that a true strategy must be both robust for today and resilient for tomorrow.
Our process goes beyond addressing the immediate problem. We conduct comprehensive business case evaluations and detailed feasibility studies that analyse not just the current state, but also future market trends, competitive landscapes, and potential growth scenarios. Through collaborative workshops and deep stakeholder engagement, we help you develop an actionable plan that is not only aligned with your immediate organisational goals but is also designed with the flexibility and foresight to deliver sustainable, long-term value.
At MPX, our Strategic Planning & Implementation services are built on this principle of Bazalgette's foresight. We believe that a true strategy must be both robust for today and resilient for tomorrow.
Our process goes beyond addressing the immediate problem. We conduct comprehensive business case evaluations and detailed feasibility studies that analyse not just the current state, but also future market trends, competitive landscapes, and potential growth scenarios. Through collaborative workshops and deep stakeholder engagement, we help you develop an actionable plan that is not only aligned with your immediate organisational goals but is also designed with the flexibility and foresight to deliver sustainable, long-term value.
The "Bazalgette Test" for Your Strategic Plan
The "Bazalgette Test" for Your Strategic Plan
The "Bazalgette Test" for Your Strategic Plan
Pressure-test your next strategic initiative with these four questions:
Pressure-test your next strategic initiative with these four questions:
Pressure-test your next strategic initiative with these four questions:
1. Have We Doubled the Diameter?
Where have we built in "excess capacity" to our plan? Have we accounted for a best-case scenario of rapid growth, or are we only planning for our current needs?
1. Have We Doubled the Diameter?
Where have we built in "excess capacity" to our plan? Have we accounted for a best-case scenario of rapid growth, or are we only planning for our current needs?
1. Have We Doubled the Diameter?
Where have we built in "excess capacity" to our plan? Have we accounted for a best-case scenario of rapid growth, or are we only planning for our current needs?
2. What is the 50-Year Vision?
Even if our plan is for the next five years, what would a 50-year version of this plan look like? How does this long-term perspective change our immediate decisions?
2. What is the 50-Year Vision?
Even if our plan is for the next five years, what would a 50-year version of this plan look like? How does this long-term perspective change our immediate decisions?
2. What is the 50-Year Vision?
Even if our plan is for the next five years, what would a 50-year version of this plan look like? How does this long-term perspective change our immediate decisions?
3. Who Are We Building This For?
Are we building this for our current customers and stakeholders, or are we also building it for the customers and stakeholders of the next generation?
3. Who Are We Building This For?
Are we building this for our current customers and stakeholders, or are we also building it for the customers and stakeholders of the next generation?
3. Who Are We Building This For?
Are we building this for our current customers and stakeholders, or are we also building it for the customers and stakeholders of the next generation?
4. What is the "Great Stink" on Our Horizon?
What is the major, foreseeable crisis or opportunity that will make our current way of operating untenable? Is our current strategic plan designed to address it proactively?
4. What is the "Great Stink" on Our Horizon?
What is the major, foreseeable crisis or opportunity that will make our current way of operating untenable? Is our current strategic plan designed to address it proactively?
4. What is the "Great Stink" on Our Horizon?
What is the major, foreseeable crisis or opportunity that will make our current way of operating untenable? Is our current strategic plan designed to address it proactively?
The story of Joseph Bazalgette and the London sewers is a powerful reminder that the greatest leaders and planners are not those who solve the problems of today, but those who build the solutions for tomorrow. By embracing a mindset of strategic foresight, you can create plans that deliver not just immediate results, but an enduring legacy of value.
Contact MPX to learn how our strategic planning services can help you build a more resilient and future-proof organisation.
The story of Joseph Bazalgette and the London sewers is a powerful reminder that the greatest leaders and planners are not those who solve the problems of today, but those who build the solutions for tomorrow. By embracing a mindset of strategic foresight, you can create plans that deliver not just immediate results, but an enduring legacy of value.
Contact MPX to learn how our strategic planning services can help you build a more resilient and future-proof organisation.
The story of Joseph Bazalgette and the London sewers is a powerful reminder that the greatest leaders and planners are not those who solve the problems of today, but those who build the solutions for tomorrow. By embracing a mindset of strategic foresight, you can create plans that deliver not just immediate results, but an enduring legacy of value.
Contact MPX to learn how our strategic planning services can help you build a more resilient and future-proof organisation.