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RICHARD DE NEUFVILLE: Hi, this
is Richard de Neufville again.

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And now, we're switching
gears to think not just

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about the evidence that we
don't forecast correctly,

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but let's peer underneath
the cover a bit,

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underneath the
hood, if you want,

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of this engine that's
driving the forecast

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to think about what the
forecasting process is

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and why it has difficulties.

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So the natural thing when
anybody is creating a forecast

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is to look to the past to
see what has been happening.

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This is, step one is,
what's it's field?

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So you look to the past, see
what's been moving up or down,

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whatever the trend is going to
be, and you project this ahead

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in some ways.

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Now, of course, you
want to project it ahead

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to take into account
some adjustments

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so that you are
projecting ahead,

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but you see there are some
changes that people are

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using more of it or less of it.

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So you just don't project
ahead in a straight line

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or an exponential line.

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You adjust in some way.

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That's the common activity.

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But now, what then happens?

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Let's take a look at
some example here.

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I'm choosing now some
data from the forecast

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for international
travel from Japan.

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So this is the data.

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And the important thing is
here are 10-year forecasts,

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which is the kind
of thing you need

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if you're planning major
investments in an airport.

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So what is the
traffic going to be?

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And what you want to see is
on the far right-hand side

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here that the percent error.

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How big was the
difference between what

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was forecast 10 years
earlier at what came out?

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And the numbers here
are 65, 53, 27, -13.

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That's what the brackets mean.

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So not too bad in the
last year, really terrible

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in the first one that this is
the kind of error that happens.

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So they weren't accurate.

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Why weren't they accurate?

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Let's look at the evolution
of traffic for this situation.

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So the thick blue line
with all the dots on it,

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that's what actually happened.

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And the little dots
here underneath

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and above and at the end on
the right-hand side on it

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are the projections.

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So what do we observe?

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When the traffic was
increasing slowly,

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naturally, you
projected low amounts

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so that you got
to under-project.

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OK, so then they said, OK,
when the traffic is increasing

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quickly, we will project above.

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So you get over the
forecast so that whenever

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there is something that is
starting off slowly and then

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going faster, you tend to
have these kinds of events

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happening-- you
under-project, over-project.

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So unless the thing
is really steady,

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as, in the case of
Japan, it was later on

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and it was fairly even, it's
only in those circumstances

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that you tend to get
answers that are right on.

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Otherwise, when you're
dealing with new situations,

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introduction of
new technologies,

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as was the case for
international travel

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from Japan in the '70s
and '80s and '90s, when

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you have an introduction
of new technologies,

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you basically have this
undershoot and then overshoot.

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So what's the pattern?

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Forecasting projects for
the past and the future

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is like steering a car by
looking in the rearview mirror.

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That's what you're doing.

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You're looking to the past
and imagining the future.

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And what would happen to you
if you drove a car like that?

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If it's low growth,
you underestimate.

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If it's high growth, you
overestimate, and in general,

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it's never right.

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And in general, if
you actually drove

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by looking at the rearview
mirror, what would you do?

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You'd run off the road.

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So one of the issues is that
just by the natural processes

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of what we do, we have to
do in the forecasting, that

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is, look to the past to
somehow project the future,

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there is that tendency
to run off the road

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whether it is under-forecast
in some situations,

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over-forecast in
some other situations

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and, again, never
quite get it right.

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This is the common experience.