Career Foresight: Reframing Career Development for the 21st Century

Strategic Foresight and its most common tool scenario planning have been used successfully at the corporate planning level for decades, the most famous example being that of the energy and petrochemical giant, Shell.  During the oil crisis of the late 1960’s, Shell altered its strategy and successfully propelled itself to the top of the industry, a move accredited to the use of scenario planning.  Today, many other organizations like Intel, Ford and Disney have joined Shell and employ futurists to…

5 Common Reasons Why Foresight Efforts Fail

Creating a sustainable foresight practice for yourself or within our organizations can be a challenge. Our outdated systems may be faltering, but they are holding on for dear life.  There are lessons, however, in failed attempts at foresight implementation. In our experience, there are several common pitfalls which should be avoided when pursuing foresight integration.

Natural Foresight as a Panarchy

The adaptive systems within a panarchy are most commonly represented by a figure eight or an infinity symbol. This demonstrates how the various phases within the system alternate in a continual cycle rather than following a straight line that has a clear-cut beginning and end.

Foresight: The Most Important Leadership Skill of the 21st Century

Leadership qualities tend to be timeless. It’s why we look back through history at the esteemed individuals who led successful businesses, governments and social initiatives. The thinking goes that, if we can emulate these trailblazers, we will be successful leaders too.

4 Ways to Overcome Blind Spots Using Strategic Foresight

Unconscious bias refers to the stereotypes, both negative and positive, that exist in our subconscious and affect our behavior (including data selection and interpretation). Interest in unconscious bias modeling has skyrocketed over the past decade. As the global workforce becomes increasingly diversified and the speed of change more volatile, our internal blinders to new people, information and ideas have kicked into overdrive.