Strategic Foresights Is Used To Make Sense Of Patterns Of Threats And Opportunites. Companies Barely Understand How To Use It.

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“Don't
despair: despair suggests you are in total control and know what is coming. You
don't – surrender to events with hope.”   ― Alain de
Botton

What's the future of interactive glass windows, interactive eyeglasses and 3D mirrors etc? Via a pair of glasses information and apps can be projected into the air and controlled by gestures and eye movement or just a thought? It is hard to imagine what's the future of Nokia, Ericsson or even Blackberry. What does strategy mean to these companies when there are so much unknowns?

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Strategic planning is changing and many
organizations are not designed or equipped for the changes we
see happening. And with many business models going out of date in such rapid
mode, every manager is trying to find ways to see the future. And they must adopt a different approach and mental mindset as it tries to embrace
disequilibrium. The ability to imagine,
analyse and prepare for the future
is becoming very important. It does not only apply to technology or biotech industries. It is about survival for every business.

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Preactivity basically guides all approaches to future studies, forecasting, scenario
planning and strategic foresight. Proactivity aims to bring about the desired changes
by means of strategic planning to effectively deal with not just the speed
of change but also complexity,
uncertainty and paradox and that's the reason why Strategic Foresight goes hand-in-hand with Deisgn Thinking. The future arises from a constant stream
of individual, organizational and
policy decisions, strategies and commitments that have to be made in the present, with as much understanding of
risks, possibilities, wisdom and foresight
as possible.

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Strategic Foresight is
not a tool kit. Or some wild card ideas.It is not fancy (and useless) diagrams or algorithm. It is both a process (transformational) and an outcome (results in knowledge and artifacts for, from,
and about the future). Strategic Foresight is not about predicting the future. Rather it is more
about framing, reframing, informing, opening up minds, and inspiring strategic dialogues
about possible futures. You still need a good understanding of industry economics in order to apply it. It is not a design exercsie.

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Strategic Foresights is still in its early stage of adoption and takes
a while before it comes a core part of strategic planning. It enables companies
to use weak signals to
identify opportunities and threats. Weak signals are defined as poorly understood
drivers of change and/or signals which are currently unconnected with a trend,
industry or market and appear irrelevant on the surface. The identification and correct
interpretation of weak signals can be vital to the success or survival of an
organization.

An executive team equipped with powerful foresight capability will be able to make sense of, and respond to, the emerging pattern
of threats and opportunities, and to use this
understanding to manage risk and capitalize on opportunitie. It is not just about keeping the bad from not happening, afterall business is a continual dealing with the future; it is a continual reframig and reshaping your plan.