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Once belonging to a group of highly trained soldiers, Ratcliffe left the Australian military to pursue a career in Melbourne, practicing alternative medicine. Years later, he was called to Afghanistan for a short assignment as a security contractor. He planned to be back in Australia after a few weeks. Five years later, he finally returned home. Biting Through is the story of what happened in those five years, during one man's descent into the behind-the-headlines reality of the war in Afghanistan. Thrust into a world of terrible danger, Ratcliffe encountered human traffickers, drugs lords, an

PurposeThis paper aims to explore the case for the radical reform of land policy worldwide. It does so, however, in the context of present problems posed by the prevailing coronavirus pandemic. It is a strategic study, not a scientific analysis and is oriented towards the field of the built environment in general and the real estate industry in particular.Design/methodology/approachAlthough it draws on concepts of land management long extolled and covers concerns currently circulating about the prospects for urban planning and property development post-pandemic, the synthesis is original.FindingsThe concluding counsel is that land policy reform, being a component factor of so much of society's endeavours, should figure far more prominently across the political platforms of the world.Practical implicationsMost of the material regarding the "Great Land Question" is based on findings from countless strategic foresight studies conducted by the author over the past 25 years and re-assessed in light of the pandemic. If correct, the practical implications will be significant.Originality/valueThis is a review of existing models.

PurposeThe study aims to discuss the role of strategic foresight in determining and mapping possible property futures. In particular, the briefing will explore the importance of determining alternative futures and creating scenarios to help determine a flexible and adaptable strategy.Design/methodology/approachThis education briefing is an overview of property futures and strategic foresight.FindingsThis is an education briefing of existing knowledge.Practical implicationsStrategic foresight provides a framework and structure by identifying a focal point that looks at alternative futures and a preferred future that feed into the implementation of a strategic plan.Originality/valueThis is a review of existing models.

The future cannot be measured. foresight is largely a matter of conjecture, and at the heart of conjecture lies conversation. Organizations are essentially networks of personal interconnections based on conversation. Thus, in enabling complex adaptive organizations to look ahead, conversation, in one form or another, becomes a key component of strategic planning. This article describes the range of interview methods from structured to more active and creative methods and the emergence of "the strategic conversation". The use of this technique is illustrated by examples.

The scenario method has been widely used by decision-makers in business, industry and government for over thirty years as an unrivalled technique to learn about the future before it happens. This paper examines the principles, practice and pitfalls of scenario building with the prime aim of presenting the technique as one singularly relevant to the study of future property investment, development and management decisions and land use policy formulation. The origins of the approach from its military based beginnings, through the popularised global environmental applications to the current widescale use by industry and commerce are traced. Some definitions are advanced to demonstrate the multi-various nature of the method, and different types of scenario identified to show their adaptability and agility. The general purpose of the technique as a learning mechanism for organisations is explored, and the step-by-step process of scenario building specifically analysed. Conclusions are drawn which record the success of scenario building in many fields other than property and predict the adoption of the scenario approach as the principal behavioural technique for determining corporate real estate strategy in the future.

This paper is primarily about the Scenario Method. How scenario building, planning or learning exercises can profitably be used to identify, develop and test alternative plans, policies and practices that might be proposed in exploring and preparing for strategic decision-making in the construction industry. The method has been widely used in business, industry and government for over thirty years as an unrivalled technique to learn about the future before it happens. The paper examines the principles, practice and pitfalls of Scenario Building with the prime aim of presenting the technique as one singularly relevant to the study of the construction industry. It also identifies some of the driving forces, societal issues and policy strategies that confront Ireland in devising a suitable approach towards learning about and planning for the future.

This paper seeks to establish a framework for studying real estate futures. In doing so, it explores the general climate of change within which property decisions will have to be made, and examines the specific real estate opportunities that might emerge as a result of that change. For the purpose of appraisal, the forces of change are grouped into six sectors - cultural, demographic, economic, environmental, governmental and technological. Property perspectives are then portrayed for each of these sectors, and some conclusions drawn regarding the likely directions of change in the fields of real estate investment, development and management. Above all, the paper aims to provoke thought and provide a means for identifying and evaluating the forces of change as they affect decision making in the real estate industry.

Over the last eight or nine years something closely akin to a revolution has taken place in the production of standards and guidelines intended both to assist the surveyor in day to day practice and to inject a measure of consistency into the market. Perhaps the most notable contribution has been made by the founding fathers of the Asset Valuation Standards Committee of the Royal Institution of Chartered Surveyors, without whose good offices the valuation profession might well have found itself subject to regulation externally imposed and its role diminished in the eyes of other professional advisors acting on behalf of business clients. One of the cornerstones of the Guidance Notes produced by the AVSC is its definition of open market value, and it is with the general concept of open market value, or rather with one particular aspect of it, that this brief note is concerned.

In the concluding part to this series, which has offered some comments on the residual method of valuation, a hypothetical site possessing development potential is described, and a conventional residual valuation is carried out to demonstrate how, in practice, the technique is used and adapted to ascertain the likely value of land. It should be stressed that the example is purely illustrative, and relates to the author's perceptions of the market in January, 1983.

Part one of this article appeared in Journal of Valuation Volume 1 Number 1 at page 24. Part three, to be published in Journal of Valuation Volume 1 Number 3, will illustrate in specimen appraisals and valuations the points raised in the first two parts.

This article, a full and general consideration of the Residual Method of Valuation, appears in three parts. Further parts follow in consecutive issues. Future issues of Journal of Valuation will feature papers with specific relevance to development. This three‐part paper marks the beginning of the series.

PurposeTo reflect, first, that the global changes now washing over the people are probably far more profound than is commonly understood, demanding a new mindset on the part of corporate organisations. Second, that this cultural transformation engenders a fresh set of challenges facing the corporate world in tackling the inherent complexity, uncertainty and ambiguity which need a futures‐oriented approach to comprehend and capitalize upon societal change. And third, that this organisational metamorphosis will best be understood, planned and managed through a process of foresight or prospective.Design/methodology/approachThe particular methodology proposed is that of "prospective through scenarios" which has been developed by The Futures Academy at DIT, and the five formative fields, together with their respective key action areas, have been identified from a review of the relevant recent literature and an evaluation of a number of case studies in which the author has been involved.FindingsApart from the more detailed findings recounted throughout the text, the main conclusion drawn is that new kinds of corporatism will require the "proactivity" of prospective founded on the "imagineering" of scenarios to shape their future in a changing world.Originality/valueIn identifying some of the "grand challenges facing corporations in the modern world, the article conceives a mind‐set that accepts" that one can shape the future if one first imagines it.