Communication of Strategic Foresight and Early Warning

A warning does not exist if it is not delivered. This is a key lesson highlighted by the famous expert in warning Cynthia Grabo, who worked as an intelligence analyst for the U.S. government from 1942 to 1980 (Anticipating Surprise: Analysis for Strategic Warning, Editor’s Preface). Similarly, a foresight product such as scenarios, for example, …

Foreseeing the Future of the Modern Nation-State: the Chronicles of Everstate

Riots and protests have been progressively, and in an accelerating way, occurring in many countries. Starting with France in 2005, they spread throughout most of the world, from the Arab Spring to Thailand through Hong Kong, the U.S. or, more recently Venezuela, Algeria and France, again, with the Yellow Vest movement at the end of …

Revisiting Timeliness for Strategic Foresight and Warning and Risk Management

[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 …

Trial by Fire for Foresight: The 2012 Predictions of The Economist

The Economist shows the lead in a courageous yet hardly ever done exercise: going back to our own foresight and assess, in the light of the present, what was right and what was wrong. It provides us with an example of how such lessons learned could be endeavoured, underlines questions that should be asked and key challenges for anticipation, and exemplifies how biases can derail foresight.

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