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Excuse me, have we met? Weren’t you the one questioning leadership at the last company town hall? The so-called “squeaky wheel” that’s forever pushing back on the status quo? The person that the organization has learned to avoid, undermine or even silence? Oh, yeah, we definitely know you, and we feel your pain.

The first two decades of the 21st Century have proven to be a time of radical change and transformation for humanity. Healthcare has made incredible leaps in eradicating age-old diseases through bioengineering and genome editing. Global economic development has lifted unprecedented numbers of people out of poverty. Clean energy solutions are reducing our carbon footprint and arming us in the fight against global warming.

Over the past several years, many organizations have told us that they see the long-term value of foresight and futures thinking, but are unsure of how to translate that skill set into immediate action and outcomes. This is where I inform them of the ultimate value of foresight: it’s ability to create the future today. This can mean introducing brand new ideas, strategies and innovations for the organization to implement, as well as ways in which the present strategies and…

Many business professionals are not aware that the secret to success in today’s fast-paced environment is having a better understanding of the future. However, that’s exactly what former Walt Disney International VP of Human Resources Richard Ramsey learned when being tasked with leading the WDI Global Futures Team for six years.

In today’s rapidly changing environment, C-Suites, leaders and executives are at a loss as to what exactly they should do to lead their company into the future. Most are waiting for a return to an operating environment that is familiar and comfortable — or for the business models, processes and strategies of the past to lead them to success again. It’s like they are waiting at the bus stop for the “normal bus” to arrive. For those who are clinging…

According to Amazon, you are most likely familiar with the concept of generations in the workforce or “generational warfare” all too well. When you search for books on their website using the phrase “generations at work,” you will find over 39,000 entries. And yet, with all of that information at our fingertips, we still don’t know how to effectively manage the clash of generational differences in our organizations. Now, just when you thought that you had successfully memorized the human…

As Frank and I travel across the globe speaking to organizations and conference delegates, the most common question we hear is “How do I bring futures thinking back to my company?” or “How can I practice strategic foresight in my personal life?”In response to this pressing need, we convened an advanced practitioner training session (open to our Kedge and TFS alumni) focused on practical steps to integrate the tools and methodologies of foresight.

Over the three days in Detroit, the unique TFS toolkit was used to uncover assumptions and biases; scan the external environment for drivers, trends and patterns of change; map implications to develop divergent scenarios of the focal issue; and, discuss strategic design tools. Within small groups, participants explored the future of education through either a transformative, market or fortress world lens.

While we work with clients across all industries and sectors, there are certain individuals who “take” to Strategic Foresight based on the nature of their role. To that end, it is no surprise that change management professionals recognize the power of foresight when they are responsible for the design and implementation of change efforts both large and small.

“The robots are coming!” This phrase has been used in countless books, articles and news programs over the past several years to describe the march of our mechanical counterparts toward their enshrinement as an indispensable part of our daily lives – and for good reason. Of course, the robots actually came a long time ago. As a matter of fact, the word “robot” was first used in writer Karel Capek’s 1920 science fiction play R.U.R. (Rossum’s Universal Robots). In contrast…