Academy

Why preparing for tomorrow requires us to reframe our foresight terminology and embrace anticipatory but precautionary approaches to foresight, rather than risk-negative cautionary ones.

When unknowable events can be anticipated by examining what isn’t there and how absence can be a used as a key component to imagine tomorrow.

How and why all strategic foresight frameworks should survey the past and use the many insights that sit within it to better inform and drive tomorrow’s foresight challenges.

How denial plays a key part in blunting our ability to effectively forecast tomorrow and why we fail to recognise its presence until it’s too late.

Why business decision-makers embrace a short-termist approach to forecasting when current challenges require long-game, long-path frameworks and solutions.