In our recent article, The dual horizon, we explored a growing tension in strategic foresight: AI is transforming how we scan, sense, and shape the future, but it’s also introducing new risks around bias, blind spots, and explainability.
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If you work in strategic foresight, innovation, or business strategy, you’ve likely asked yourself: What role should AI play in shaping how we think about the future? You’re not alone. From boardrooms to think tanks, the conversation around AI in foresight is heating up, and for good reason.
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Collecting trends is easy. Turning them into a shared vision and real action is where the value lies. But what actually makes that possible inside an organization? What turns scattered signals into a living, breathing foresight practice?
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Strategic foresight is often described as both an art and a science — and for good reason. On one hand, it demands discipline: scanning signals, tracking patterns, and drawing conclusions from data. On the other, it requires imagination: the ability to ask “what if,” to envision futures that don’t yet exist, and to explore possibilities that defy linear thinking.
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When the FIBRES team arrived at DTIM 2025—Europe’s leading event on innovation, digital transformation, and strategic development—we expected insightful sessions and future-focused conversations. But we also came away with something more: a set of powerful signals about the direction foresight is heading—and how organizations are starting to rethink how they use it.
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Innovation was never a solo pursuit. Today, the most transformative ideas emerge from networks of collaborators—startups, corporations, research institutions, suppliers, and beyond. These innovation ecosystems are reshaping how organizations generate value, accelerate growth, and respond to constant change.
The world of foresight is built on anticipation—on seeing what’s next before it happens. But what if the very tools designed to help you navigate the future also introduce new risks you didn’t anticipate?
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Imagine your company standing on the edge of tomorrow. On one side, the chaotic churn of market intelligence—data pouring in from every corner, fact-based and fiercely immediate. On the other, the big-picture horizon of foresight—visionary, imaginative, speculative.
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Do people in your organization work on both market intelligence and foresight? If yes, are the functions isolated or have you already tapped into the synergies?
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