Strategic foresight is a decades-old discipline that allows us to create functional views of alternative futures and possibilities (Salvatico & Spencer, 2017, p.1)
Foresight competency models include six basic progressive and interrelated sets of intellectual tasks: framing, scanning, futuring, visioning, designing, and adapting (Hines, Gary, Daheim, & van der Laan, 2017).
Ultimately, the power of foresight lies not in its tools and methods, but in its ability to alter perspectives. For this reason, strategic foresight is not just useful within strategic planning, but it also provides a new lens through which to reframe all of our outdated, Industrial Age processes that are no longer effective in our VUCA environment (Salvatico & Spencer, 2017, p. 2).
Foresight is a systematic, participatory, future-intelligence-gathering and medium-to long-term vision-building process aimed at present day decisions and mobilizing joint actions. Foresight arises from a convergence of trends underlying recent developments in the fields of ‘policy analysis’, ‘strategic planning’ and ‘future studies’. It brings together key agents of change and various sources of knowledge in order to develop strategic visions and anticipatory intelligence. (European Commission Research Directorate General: A Practical Guide to Regional Foresight (FOREN), 2001).
The future is not just something that happens to us but something we create every day with the decisions we make (Savatico & Spencer, 2017, p.4).
Strategic foresight calls for a systematic analysis of identifying driving forces of change before developing policies and plans. These efforts are aimed at finding solutions and policy responses that are likely to bring positive outcomes. Hence,
these activities enable better preparedness, because they generate explicit, contestable and flexible sense of the future. By doing so, old and obsolete imagery of the future (that organizations sometimes hold on to) can be refreshed. New imagery of the future makes it possible to reveal and test assumptions of our understanding of the world. Moreover, insight about the meaning of possible futures also enables the organization to capitalize on opportunities, particularly ones that are in the long-term future that few people are aware of. New…strategies can emerge from understanding these opportunities (Duijine & Bishop, 2018).
Strategic foresight, and more specifically, scenario planning, act as an immune system within our organization, allowing us to create multifaceted strategies that are effective no matter which future emerges (Savatico & Spencer, 2017, p. 4).
Foresight: Acting wisely in the present, with conscious intent to shape a deeply desirable future. This intention requires us to learn to act in light of explicit and adequate anticipations of the full range of ways one’s future context and its implications may develop. Such anticipations must be tested reflexively and even . meta-reflexively. Strategic: Having to do with establishing, reinforcing or changing the fundamental trajectory of a person or group into and through the future. Strategic Foresight: Acting with foresight (see above), paying particular attention to trajectory-altering events, forces, threats, opportunities and commitments. Strategic foresight informs and provides a context for management/policy, just as management/policy provides a context for operations/administration. Strategic foresight is the applied art/science of the pure art/science of futures research (also called futures studies). Strategic foresight is focussed on one’s context. Its purpose is to ensure the continuing relevance of the person/organization in question. (Nelson & Forsight Canada, 2015).