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.
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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.
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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.
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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.
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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?
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Where is strategic management headed? I have shared my views about the past, present, and future of strategic management in dozens of presentations, hundreds of discussions, numerous investment negotiations, and more.
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In order to detect the early signs of disruptive forces - to out-think your competition - I think a systematic way of getting new inputs is crucial. A key use case of foresight work is to place trend implications on long-term strategic horizons and to use this as input for your own strategic positioning.
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A few topics reoccur with companies facing a strategic change. Based on those, I will look into three different transformation cases in these blog posts. I will reflect on them against their specific market position and potential external change factors.
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A few topics reoccur with companies facing a strategic change. Based on those, I will look into three different transformation cases in these blogs. I will reflect them against to their specific market position and potential external change factors. All of these have the same key needs for strategy and transformation talk:
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