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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?

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.

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?

In 2019, if you’d ask ten people working on foresight and future trends how many of them use AI in their work daily or weekly, the number wouldn’t have been very high.

Today it’s a different story. The bleeding edge technologies have become the tools we use today, but obviously not without controversy. The market is getting saturated with both AI-powered tools and AI-augmented tools. Sometimes it feels like there are no "dumb" tools left.

When it comes to your in-house foresight work, it's important to choose the right approach for your organization.

Working side-by-side with AI is not a novel concept in foresight.  Tech-savvy scouting teams have sought these technologies for a while now, and welcomed the improvements they bring to their existing processes, like scouting and sense-making.

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.

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.