BA (Accountancy, Glasgow Caledonian University)
MBA (University of Strathclyde)
PhD (The role of transitional objects to manage strategic change, University of Strathclyde)
CA (Institute of Chartered Accountants of Scotland)
I joined the University of Stirling in May 2013 as Director of the Centre for Advanced Management Education and Director of Stirling MBA from the Department of Management, University of Strathclyde Business School. I was previously Director of Strathclyde’s MBA and MSc in International Management. During my twenty years at Strathclyde Business School I established and developed the Centre for Scenario Planning & Futures Studies (CSP&FS). CSP&FS hosted several international conferences on organisational foresight; undertook several large research projects; and hosted a number of training workshops for those interested in scenario planning and futures studies.
Prior to joining Strathclyde Business School in September 1993, I qualified as a chartered accountant and also spent a number of years working with a large UK consultancy practice.
I conduct research on the relational processes of sensemaking, strategizing and changing to understand the process of organizational learning. My doctoral research was based on three in-depth, longitudinal case studies, with organisations in the whisky and spirits, paper, and IT consultancy industries in which I researched the impact of scenario planning as a contemporary approach to sensemaking and learning. Key was the role of ‘transitional objects’ in the process of learning and managing constancy and change.
My subsequent publications have developed new insights about the role of ‘breakdowns’, ‘counter-intuition’, ‘surprise’ and ‘unintended consequences’ to trigger strategic change, identifying new insights about complex relational causal thinking as a key element of sensemaking with scenarios. I am a co-author of the best-selling book The Sixth Sense: Accelerating Organizational Learning with Scenarios, published by John Wiley & Sons.
Consultancy experience and expertise:
I have been involved in designing and facilitating many private and public sector scenario and futures projects over a twenty year period of time, both in an educational and a consultant capacity. These projects have been undertaken in the UK and internationally with private and public sector organisations such as World Bank, Shell, ProRail Holland, PETRONAS Malaysia, de Beers, PayPal, DoosanBabcock, Lloyds Registry Quality Assurance, Caledonian Paper plc, the Edrington Group, Plan International, Stirling Council, Dumfries & Galloway Council, and City of Glasgow Council.
I combine theoretical knowledge with this practical experience whether teaching MBA or MSc students or executives as part of executive education.
Burt G & Nair AK (2020) Rigidities of imagination in scenario planning: Strategic foresight through ‘Unlearning’. Technological Forecasting and Social Change, 153, Art. No.: 119927. https://doi.org/10.1016/j.techfore.2020.119927
Goworek H, Land C, Burt G, Zundel M, Saren MAJ, Parker M & Lambe B (2018) Scaling Sustainability: Regulation and Resilience in Managerial Responses to Climate Change. British Journal of Management, 29 (2), pp. 209-219. https://doi.org/10.1111/1467-8551.12295
Ball C, Burt G, de Vries F & MacEachern E (2018) How environmental protection agencies can promote eco-innovation: The prospect of voluntary reciprocal legitimacy. Technological Forecasting and Social Change, 129, pp. 242-253. https://doi.org/10.1016/j.techfore.2017.11.004
Burt G, Mackay D, van der Heijden K & Verheijdt C (2017) Openness Disposition: readiness characteristics that influence participant benefits from scenario planning as strategic conversation. Technological Forecasting and Social Change, 124, pp. 16-25. https://doi.org/10.1016/j.techfore.2016.11.024
Mackay D, Perchard A, Mackenzie N & Burt G (2017) Going against the grain: examining negative capability as an antecedent of dynamic capability in the Scotch Whisky Industry, 1960-85. British Academy of Management 31st Annual Conference, Warwick Business School, 05.09.2017-07.09.2017. https://www.bam.ac.uk/sites/bam.ac.uk/files/BAM2017__Digital_pdf.pdf
Burt G, Mackay D & Perchard A (2015) Managerial hyperopia: A potential unintended consequence of foresight in a top management team?. Technological Forecasting and Social Change, 101, pp. 134-146. https://doi.org/10.1016/j.techfore.2013.12.001
Paton S, Chia R & Burt G (2014) Relevance or 'relevate'? How university business schools can add value through reflexively learning from strategic partnerships with business. Management Learning, 45 (3), pp. 267-288. https://doi.org/10.1177/1350507613479541
Burt G (2011) Towards the integration of system modelling with scenario planning to support strategy: the case of the UK energy industry. Journal of the Operational Research Society, 62 (5), pp. 830-839. https://doi.org/10.1057/jors.2010.47
Burt G (2010) Revisiting and extending our understanding of Pierre Wack's the gentle art of re-perceiving. Technological Forecasting and Social Change, 77 (9), pp. 1476-1484. https://doi.org/10.1016/j.techfore.2010.06.027
Burt G (2009) From Casual Textures to Predetermined Elements to New Realities in Scenario Thinking and Practice. In: Ramirez R, Selsky J & Van der Heijden K (eds.) Business Planning for Turbulent Times: New Methods for Applying Scenarios. The Earthscan Science in Society Series. London: Earthscan, pp. 207-221. http://www.routledge.com/books/details/9781849710619/
Burt G & van der Heijden K (2008) Towards a framework to understand purpose in Futures Studies: The role of Vickers' Appreciative System. Technological Forecasting and Social Change, 75 (8), pp. 1109-1127. https://doi.org/10.1016/j.techfore.2008.03.003
Wright G, van der Heijden K, Burt G, Bradfield R & Cairns G (2008) Scenario planning interventions in organizations: An analysis of the causes of success and failure. Futures, 40 (3), pp. 218-236. https://doi.org/10.1016/j.futures.2007.08.019
Burt G (2007) Why are we surprised at surprises? Integrating disruption theory and system analysis with the scenario methodology to help identify disruptions and discontinuities. Technological Forecasting and Social Change, 74 (6), pp. 731-749. https://doi.org/10.1016/j.techfore.2006.08.010
Burt G (2006) Towards an understanding of the link between environment, discontinuity and volitional strategic change. International Journal of Business Environment, 1 (3), pp. 320-335. http://inderscience.metapress.com/content/3g0alclyn1we2hgp/
Cairns G, Wright G, van der Heijden K, Bradfield R & Burt G (2006) Enhancing foresight between multiple agencies: issues in the use of scenario thinking to overcome fragmentation. Futures, 38 (8), pp. 1010-1025. https://doi.org/10.1016/j.futures.2005.12.020
Burt G, Wright G, Bradfield R, Cairns G & van der Heijden K (2006) The role of scenario planning in exploring the environment in view of the limitations of PEST and its derivatives. International Studies of Management and Organization, 36 (3), pp. 50-76. https://doi.org/10.2753/IMO0020-8825360303
Bradfield R, Wright G, Burt G, Cairns G & van der Heijden K (2005) The Origins and Evolution of Scenario Techniques in Long Range Business Planning. Futures, 37 (8), pp. 795-812. https://doi.org/10.1016/j.futures.2005.01.003
van der Heijden K, Cairns G, Burt G & Wright G (2004) The Psychology of Why Organisations are Slow to Adapt and Change. Journal of General Management, 29 (4), pp. 21-36. http://www.braybrooke.co.uk/tabid/99/Default.aspx?articleId=83
Cairns G, Wright G, Bradfield R, van der Heijden K & Burt G (2004) Exploring e-government futures through the application of scenario planning. Technological Forecasting and Social Change, 71 (3), pp. 217-238. https://doi.org/10.1016/S0040-1625%2802%2900371-2
Burt G, Desai C & Harry W (1997) Recognising the Value of Cross Cultural Diversity in International Management Development Programmes. Cross Cultural Management: An International Journal, 4 (3), pp. 11-18. https://doi.org/10.1108/eb008422