Foresight is not about predicting the future. Strategic foresight enables organizations to take action by building a unique perspective of the future, driving market entry at the right time with differentiated products and services. But not all foresight approaches are created equal.
Fundamental to using strategic foresight to guide anything (corporate strategy, military plans, stock investments, government policy or longer-range R&D portfolios) is the development and use of scenarios. Scenarios are provocative, yet plausible, alternative views of the future in which we may find ourselves.
