Strategic Foresight

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Strategic Foresight
Jon Robert Dohmen, Strategy Consultant, Norway

Strategic foresight often uses future views and scenarios to help envision how the future could look like. The aim is NOT to PREDICT the future, but to make participants of a process AWARE of possible futures and thereby to be READY, both mentally and in making better strategies and decisions today.

We often use too much energy in analyzing and investigating the present and historical facts. Just think about the endless strategy methods focusing on the present.

But the most profound earnings are in making good decisions today on the basis of how the future unfolds.

So in my experience when making strategies it is very important to try to handle the question: "What if A or B or C happens, what do we do then?".... Register

Forget the Approximative Approach
Mihai Ionescu, Business Consultant, Romania

Foresight versus Risk Management
Kurt Ludikovsky, Consultant, Austria

Foresight as Rapid Due Diligence
Wilson Fyffe, Business Consultant, Singapore

Foresight at an Incremental Duration
srinivas, Test Manager, India

Evolution of Strategy
Andrew Blaine, Business Consultant, South Africa

Strategic Foresight Can Learn from Chess
Ralf Weidner, Director, Germany

Strategic Prediction
Schoenborn, Management Consultant, Germany

Multi Perpective View of Strategy
srinivas, Test Manager, India

Strategic Planning versus Strategic Foresight
Gandhi Heryanto, Director, Indonesia

2 Categories of Foresight
aniket jha, CxO / Board, India

1 Vision Will not do It - Embrace the Paradox
Eyal Policar, Entrepreneur, Israel



A More Simplistic Approach to Strategic Foresight
knowles, Director, United Kingdom

Foresight, Vision, Strategy, Business Model
Kurt Ludikovsky, Consultant, Austria

The Need to Track and to Interpret
Strong, Business Consultant, South Africa

Taking a Calculated Risk
VILMA JOY VALLE, Philippines

Looking to the Past You Will Colide with the Future!
Miguel Sacramento, Business Consultant, Brazil

A Simple Approach to Building Scenarios
Wilson Fyffe, Business Consultant, Singapore

Building Scenarios using Optimisation
Andrew Blaine, Business Consultant, South Africa



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