There is no one-size-fits-all answer when it comes to using strategic foresight in your business. The key is to experiment, find what works for you, and adapt as needed.

CPQQRT stands for Context, Purpose, Quality, Quantity, Resources, and Time. It was developed by Elliot Jaques, a Canadian organisational psychologist, and first referenced in 1994 in the book "Executive leadership: a practical guide to managing complexity".

A good way to create alternative views of futures is by building scenarios. This involves bringing together different trends, phenomena, and uncertainties to understand their interdependence and joint implications.

One way that long-range planning is enhanced is through the creation of various alternative futures, which are significantly different from one another. The scenarios that planners create can be based on different assumptions about technology, demography, economics, politics, and other factors.

You can use the process of identifying Black Elephants, Swans and Jellyfish in your planning to drive new thinking, support diverse plans, build responsive systems and stretch your planning paradigms into longer time horizons.

Forward thinking leaders need to develop the ability to scan for signals, issues and trends that are developing now and create a view on how they might play across a range of futures. We also need to be able to anticipate change and get ready for what might happen next. In some cases, we need to be able to create change ourselves and help build the futures we want to see.

It can be easy to believe that tomorrow will be like today—that customers will have the same demands, that businesses will operate in the same way, or that Governments will make similar decisions. These beliefs are comforting, in part because they suggest that nothing fundamental will change in our futures. But if we believe these things about futures, then we are limiting those who come after us to live in a world that is less than what it could be.

Forward-thinking CEOs and Boards are using foresight to plan for tomorrow. They're looking 5,10,20 years into the future to see what might happen. By doing this, they're able to make today's decisions with more confidence and greater reliability.

Which futures will appear? There are many different variations of futures emerging. It may sound far fetched but technology is advancing faster than ever before. Robotics and artificial intelligence could well advance to autonomous thought and action at some stage in the future. Robots may dance.

The Futures Triangle is a tool developed by Dr Sohail Inayatullah in 2008 that not-for-profit CEOs and Boards can use to create a frame from within which to view the current forces at work on their organisation's planning and decision making for impact and future growth. It's a great place to start a foresight project as it can bring to life the different forces at play.

Discover why you should use foresight in your planning and decision making for impact and future growth.

You need to be able to have the flexibility in your ideas, but also in how you get things done. There are lots of benefits that come with this approach including greater customer engagement, increased revenue streams and improved operational efficiency. This ability to make quick adjustments means that organisations can respond more quickly to changing market conditions or customer needs. This means you can adapt, compete and succeed in a market that is more dynamic than ever before.

At insight & foresight we define foresight as the skill of looking forward to preparing for what might happen next. This is not about predicting the future with but rather using proven foresight tools and skills to explore a range of plausible, possible, probable, and preferred futures so we can better understand what could happen and…

A critical question that we must get used to dealing with is how we produce plans, make decisions and grow our organisations in the face of futures full of …

Artificial Intelligence is important because it has the potential to significantly improve processes, create new ways of …

To improve the efficacy of our decision-making, we need to get better at using foresight. We need to…