Today strategies are only enabling to maintain status quo. Looking at recent past trends and report them in the next 3 to 5 years are no longer efficient. Imagine someone who made a 5 years plan in 2019 for his enterprise?

Did he plan a global pandemic, a wordwide logistic crisis, a semi conductor shortage, a war in Europe and energy crisis and a global economic recession?

Not hard to see that the strategy rapidly became unusable.

To innovate we need to project ourselves into a more distant future. The problem? It is becoming increasingly difficult to anticipate.

Future thinking can help you with precise methodology and many different models and toolkits available to help you imagine the future and the role you may play in it.

This is not a tool for intellectual speculation, but a very pragmatic tool to take rational actions while planning the unexpected.

Look at special forces training, the are pushing the limits to be ready for any situation.

Preparing for the extreme, allow us to better act on shocks.

Foresight, future thinking and future scenarios are the new tools to navigate in these troubled times.

As shown by the famous US futurist Amy Webb organisations using foresight methodologies and tools are radically advantaged in comparison with other organisations when facing the unexpected (which is the new norm).

Resilience building,

Business continuity in time of crisis,

Disaster recovery and adaptation.

Studying recent history of the topic at study, social, technological, economical, environmental, political (STEEP) events that had an impact. Patterns, insights from the past trying to identify the past forces that created the present.

Analysing trends, mega trends with the STEEP framework.

Research of weak signals and elaborate potential evolutions.

Creating several different scenarios based on trends and weak signals, adding some unexpected events with major impacts to help projecting organisations in bold imagined situation and crisis and planning for the unexpected.