(Art direction Jean-Dominique Lavoix-Carli using a photograph created by Pete Linforth) Over the last decades, strategic surprises have accumulated and accelerated rather than receded. They continue to do so. Most actors, from governments and international organisations to businesses through citizens seem to be constantly and increasingly surprised by events they fail to anticipate, and thus for which …
Continue reading “Multiplicating Crises: Strategic Surprises or Strategic Shocks?”
Strategic foresight and early warning are grounded in the idea of preventing surprise and more specifically strategic surprise. However, if we move away from the general idea of “strategic surprise” and try to be specific, i.e. if we try to apply the concept to a specific threat or issue we try to anticipate, then the …
Continue reading “Assessing the “Strategic” in Strategic Surprise”
An issue, in terms of warning and by extension SF&W, is “a situation, an objective, an opportunity, a danger, a threat or a risk, which is specific and defined.” (Grabo, 2004) For example, SF&W issues can be interstate and civil wars, fragile states, instability, energy security, oil, economic crisis, global water security, epidemics and pandemics such …
Continue reading “What is an Issue in terms of Strategic Foresight & Warning and Horizon Scanning?”
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.
