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I've lately been in so many discussions related to futures intelligence and foresight processes that I've lost count. Many of them have focused on the fundamentals: the very purpose of foresight work to begin with.

No one can know what the future holds in store. This is the widely accepted universal truth. But how should, then, businesses prepare for the possible array of scenarios that could arise in the coming years?

Strategy and related concepts are hard to define, even if the topic has been discussed for decades. Whatever the terminology, every organization should be serious about its understanding of the future.

Trend radars are among the most powerful tools in foresight. They're easy to digest, they make foresight work tangible, and management loves them.

I've often argued that the first step towards foresight work is starting to talk about your future, what to expect, and how to be prepared. Now we are looking into foresight buy-in and how to get started with that. I'm pretty sure you'll get the management team's attention.

This blog is based on a survey we ran on foresight best practices. To no surprise, people on average are somewhat satisfied with the practices on foresight and futures work in their own organization. As in any many statistics, averages are not great indicators of... well, anything.

"In the past, we've been confident about how the future might play out. And because of that, we've been able to reach a consensus about how to proceed. That's the realm of ordinary leadership. It's also the realm of tame problems."

One of the most common questions we hear from foresight managers looking to develop foresight in their company is the following: How do I involve more people in our foresight work?

How do companies prepare for futures, what is the main purpose for such work, and what tools are used to do so? In this blog post, we dig into some findings from our survey on foresight as part of strategic management that was open for answers during early 2019.