So, you've got your trend radar set up. You've selected your horizons, carefully divided your sectors, and now you're ready to dive deeper. But hold on—before you get too carried away, let's talk about how you can further highlight the information on your radar to make it truly insightful and actionable.
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When building a trend radar, you’re not just organizing information—you’re creating a tool that helps you anticipate and navigate the future. While the sectors in your trend radar allow you to categorize trends by their origin, topic, or impact, the horizons are where the real strategic depth comes in.
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When it comes to strategic foresight and future-proofing your business, few tools are as powerful as a trend radar. A well-constructed trend radar can help you understand the trends heading your way, so you can navigate the future with confidence. But just like dividing a pizza between friends, creating a trend radar requires careful consideration of how to slice it. So, how do you choose the right sectors for your radar?
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When it comes to your in-house foresight work, it's important to choose the right approach for your organization.
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Have you considered publishing your company's future views as an interactive trend radar? You're not alone – right now publicly available trend radars are popping up all over the internet.
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There is little debate over the biggest changes affecting our economy and society today. Megatrends touch upon every business, and thanks to their long-lasting nature, there's not a shortage of readily available information and analysis on them.
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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?
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Trend radars are among the most powerful tools in foresight. They're easy to digest, they make foresight work tangible, and management loves them.
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"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."
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