What is foresight?

Foresight is the learned thinking capacity to explore possible futures to inform decision making today.

Thinking with foresight is expansive, open, collaborative and long term.

It pays attention to systems, change forces, interactions and patterns. It’s beyond the mainstream, strategic, cross-disciplinary and cross industry.


Why use foresight?

Foresight lets you respond proactively to uncertain and complex change to avoid being arrived when change arrives on your doorstep unannounced.

Using foresight helps you answer strategic questions like: what changes are coming that will undermine our current business model; who will our clients be in 10-20 years; and will our organisation be relevant in 10-20 years?


How to use foresight?

Using foresight means taking a collaborative, futures facing approach to strategy to open up possibilities and identify a preferred future for your organisation.

Infuse foresight in your strategy development by: monitoring change that matters continuously, building a strategic thinking capability and making time to think, and connecting the future with the present through your planning.

Using Foresight

Using foresight in practice needs a baseline capacity of knowledge and skills to design processes that are effective for an organisation. I use the Generic Foresight Process to structure the development of this foresight capacity in organisations (Joseph Voros, A Generic Foresight Process Framework, 2003) as shown in the following diagram.



The framework and methods are customised to suit particular organisation contexts, providing the information and processes needed to create futures ready strategy.
Find out more about the framework

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