Paul presented to a CEO Group from the CEO Institute on how to use foresight for strategy

The main points were:

Build multiple pictures of what the future might look like, including ones that look unlikely.

If your strategy in most or all of those future pictures is the same then implement your strategy.

If your strategy would be different in different futures then ask the following questions:

  • IF this future came true what would I do?
  • If this future came true when would I do it?
  • If this future came true how would I know when when is?

The extract the signposts of change that will help you understand what futures might be emerging.

Create a structured review process for both what might be emerging and your strategy and put that into formal reporting and meeting structures.

Only spend as much time on foresight as is practical. Too much and you are ignoring execution. Too little and you might be blindsided by a future you have not thought about.