Strategic foresight and warning or more broadly anticipation is a step by step process to anticipate the future in an actionable way. The graphic ideal type process displayed below is the result of more than a decade of work with and about systems of anticipation, from early warning systems to prevent conflicts for aid agencies to …
Continue reading “Visualising the Steps to Foresee the Future and Get Ready for It”
By strategic foresight methodology, we mean this part of the general strategic foresight and warning methodology that focuses on foresight analysis. In other words, it is the general method without the warning part. It thus consist in: Defining the question Step 1: Exploratory stage Step 2 – The creation of the model for SF&W: mapping …
(This article is a fully updated version of the original article published in November 2011 under the title “Creating a Foresight and Warning Model: Mapping a Dynamic Network (I)”).Mapping risk and uncertainty is the second step of a proper process to correctly anticipate and manage risks and uncertainties. This stage starts with building a model, which, once completed, will describe and explain the issue or question at hand, while allowing for anticipation or foresight. In other words, with the end of the first step, you have selected a risk, an uncertainty, or a series of risks and uncertainties, or an issue of concern, with its proper time frame and scope, for example, what are the risks and uncertainties to my …
Continue reading “Modeling for Dynamic Risks and Uncertainties (1) : Mapping Risk and Uncertainty”
[Fully rewritten version v3] To exist, risk and foresight products as well as warnings must be delivered to those who must act upon them, the customers, clients or users. These anticipation analyses must also be actionable, which means that they need to include the right information necessary to see action taken. Yet, if you deliver …
Continue reading “Revisiting Timeliness for Strategic Foresight and Warning and Risk Management”
Since the Islamic State declared a Khilafah on 29 June 2014, it carried out, worldwide, 6 attacks or series of attacks in 2014, which killed 2 and wounded 12 people, 23 in 2015, which killed 1020 and wounded more than 2171, 36 in 2016, which killed more than 1455 and wounded more than 3505 and so far 3 in 2017, which killed more than 109 and wounded more than 169 people, assuming all attacks are known and referenced as such (Wikipedia “List of terrorist incidents linked to ISIL“). As a whole, we thus faced 68 attacks, during which more than 2586 people lost their lives and more than 5857 were injured. Prospects for the near future look no less grim as reminded …
With this article and the next one, we use the instability and conflict in Ukraine and the related impacts on businesses to continue enhancing our understanding of the way businesses and the corporate world could usefully anticipate or foresee geopolitical and political risks and uncertainties.The New Space Race (1) – The BRICS and Space Mining Uranium for the U.S. Nuclear Renaissance: Meeting Unprecedented Requirements (1) Fifth Year of Advanced Training in Early Warning Systems & Indicators – ESFSI of Tunisia Towards a U.S. Nuclear Renaissance? AI at War (3) – Hyperwar in the Middle east AI at War (2) – Preparing for the US-China War? Niger: a New Severe Threat for the Future of France’s Nuclear Energy? We review two major impacts of the war …
Continue reading “Impacts of the Conflict in Ukraine – Geopolitics, Uncertainties and Business (3)”
On 24 June 2016 morning, the U.K. announced the results of the referendum on the Brexit: 51.9% of the population voted to leave the EU against 48.1% wanting to remain, while the turnout reached 72,2% (BBC Referendum Results). This vote triggered among the media, financial and European political elite a “shock”, consternation, and a host of predictions of impending doom, while markets plunged worldwide (BBC News, “Brexit: What the world’s papers say“, 24 June 2016). It also set off a series of events and dynamics still unfolding nowadays with far-ranging consequences, globally, for the future.We shall use this real life case to further enhance our understanding of the way businesses and the corporate world relate to and especially anticipate or rather …
Continue reading “Lessons from and for the Brexit – Geopolitics, Uncertainties, and Business (2)”
At the latest 2 June 2016 OPEC summit, Saudi Arabia and Iran failed to reach an agreement on oil production level (e.g. Terry Macalister, The Guardian, 2 June 2016). Different needs as well as tensions between the two countries are at stake. Yet, a few analysts have also underscored a slight improvement in the relations between Saudi Arabia and Iran (Liam Halligan, “Opec is very much alive as Saudis learn to tread softly“, 4 June 2016). What should we thus expect? Should we trust that a warming of the relationships is indeed underway, or should we expect a potential stiffening of positions considering the current offensive led by Shia governments in Syria and Iraq (e.g. Alex MacDonald, “Sunni fighters say militias, not army, should liberate Fallujah …
Continue reading “Tempobs – Balance of Power Formation for Iran and Saudi Arabia”
Early 2016 has witnessed a succession of dramatic developments that have inflamed the already contentious Iran-Saudi relationship, bringing it to the forefront of global governmental and media attention. These have included: Riyadh’s decision to break diplomatic relations with Tehran at the beginning of the year, the accelerated decline of the price of oil deeply affecting both countries’ economies, the implementation of the Iran nuclear deal leading to Iran’s reinsertion into the global economic system, and a reversal of fortune in the Syrian civil war with Iranian and Russian-supported regime forces scoring major advances against the Saudi-backed opposition. We shall survey these developments (deferring, however, discussion of the fast changing situation in Syria to a later post) with the aim of …
Continue reading “Tempobs – Things Come Together: Saudi Arabia and Iran”
This post is the fourth of our temporal observatory project (Tempobs) and related series focused on the future of the relationships between Saudi Arabia and Iran and aiming at improving the handling of time-related issues in strategic foresight and warning, risk, or more broadly anticipatory analysis. It answers and builds upon Dr Warren Fishbein’s (hereinafter Warren) previous article (Mindfully Mapping a Middle Eastern Morass – Saudi Arabia and Iran), as we designed the series as a dialogue where we progressively build the understanding related to the foresight issue by mapping the corresponding conceptual network, continuously scan the relevant literature and news, which will allow us, finally, to assess the future, to use Warren’s apt presentation of the work involved. Here we shall present the new tool (best on desktops …
Continue reading “Tempobs – Mapping an Interactive Network for Iran and Saudi Arabia Relations”
