Our team of futurists took the stage as guest speakers at a Foresight Europe Network event, where the foresight community gathered to explore the future of strategic foresight in an increasingly AI-driven world. Here are the highlights.

Research has found that strategic foresight has a significant impact on an organisation’s bottom line – those who think about the future could be looking at up to 33% higher profitability and 200% higher market capitalisation within their industries.

To help organisations successfully navigate an uncertain future, Futures Platform has developed a cutting-edge scenario-building method that utilises the scarce knowledge we have about the future to its fullest potential.

Is your organisation prepared for any risk, whether large or small, imminent or eventual, avoidable or not? The time and effort put into “exploring the dark side” and developing a solid risk management framework will pay off, making your organisation well-equipped to navigate an uncertain future.

In business as in chess, creating a winning strategy requires knowledge about not just your situation and the current environment, but also the potential changes ahead. With a continuous strategic analysis process, businesses can map out a clear path to success.

Organisations know they need to be agile to succeed in the increasingly uncertain future, but the countless ways things could play out make it too easy to get lost in the woods. Scenario analysis is one of the best methods to address this and thrive.

In a VUCA world, organisations can't afford to be complacent and avoid changes if they want to stay ahead of the curve. However, they shouldn't make abrupt decisions or aimlessly follow every change either. In this piece, Jari Koskinen explains why organisations need to have foresight and change capabilities in the decision-making process.

One of the key benefits of strategic foresight is its ability to support organisations and leaders to shift from a risk to an opportunity mindset. By challenging business as usual, new possible futures can emerge, and with that can come new opportunities.

When we start to challenge business as usual and the ‘way we do things around here’, alternative futures can be revealed, like hidden worlds coming into view. We move from this idea of the default future, one future as an extension of now, to many.

To ensure that opportunities are not overlooked and risks are identified it is essential to challenge our assumptions and beliefs regularly. It has become even more imperative as the economic, technological, political, environmental, and social landscapes, among others, around us continue to morph and change rapidly.

The Futures Triangle is a foresight method developed by Professor Sohail Inayatullah with the end goal of mapping the overall game situation before a transformative foresight process may begin.

What do organisations need to do to develop good strategies and prepare for the future in a rapidly changing and increasingly complex world?