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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.

"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.

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.

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.

A while ago I had an opportunity to attend a horse-assisted leadership coaching session where the focus of the session was to motivate, communicate and listen to someone that has no hidden motivation or choice of using verbal language = get the horse on-board what you want to do.

We all know about it. We all should do it. Before everyone else does it. Before everyone else is where we want to be. Before they take over the world and we are left behind. Do what?

On one September Friday, we sat down with a few colleagues and discussed change and change management (we always do, we're all passionate about this!). I started to wonder how futures thinking could serve as a tool for clarifying the need of change...