Why Leaders value Foresight in their organisation?

"Foresight is a brilliant way to elevate people and start to talk about the things that matter."

Wendy Adams
Global CMI Director, Unilever

"Foresight allow us to get some proper feedback to the Strategy"

Alex Manisty
Head of Strategy, DS Smith

"For any country in this world trying to really go for a vision of the country, foresight is a tool you cannot go around. So, it’s not a value-added, it’s a must."

Alenka Smerkolj
Minister for Development, Strategic Projects and Cohesion, Slovenia

"It really helps you to look at some of the blind spots..."

Anja Kaspersen
Head of International Security, Member of the Executive Committee World Economic Forum

"It creates a whole different perspective and opportunity to consider alternative futures that really inform our thinking and decision processes."

Sean Cory
VP Strategy & Market Intelligence, BHP Billiton

"Foresight is allowing us to look at our environment in a much different way that we have ever had in the past."

Michelle Maddix-Sovero
Head of Foresight, UCB

"It enables us to make better choices than we would otherwise."

Nikolaos Kastrinos
Head of Foresight, DG Research and Innovation European Commission

"We use foresight to build our ten-year strategy plans."

Ann Van Ganse
Strategy Consultant at the Executive level for several major international companies

What is Foresight?

Foresight is the assessment of what might happen or be needed in the future.

What is Strategic Foresight?

Strategic Foresight is an organisational planning capability that uses alternative futures to guide present decision-making under deep uncertainty.

Why is Strategic Foresight important?

The days where sound strategic decisions could be based on predictions are over. The world is shifting, pluralistic, ambiguous and novel.

Successful decision-making requires enlarged strategic bandwidth. It requires broadening the realm of the possible, about what new phenomena and realities we might see appear, about the nature and sources of strategic surprises, about how decisions might play out in alternative futures, and about which new solutions we might create.

And it requires us to translate those insights into actions and impact.