Five ways to achieve strategic foresight – and five ways we fail
Yesterday I was honored to speak on strategic foresight at a great event in Chicago, the first annual Corporate Researchers Conference, produced by the Marketing Research Association, Quirk’s and the Corporate Executive Board. I want to point out that in the American ambiance of fear and regression that have plagued us since the banks went kablooey, I am excited to be there when anybody is trying something new and untested. America used to be known for that kind of fearlessness, that culture of “hey, sounds great, let’s try it and see if it works great!” So it’s wonderful to see something like this take root.
Oh, and the conference is great, with tons of experienced, relevant speakers. Check out the #crc2011 hashtag and see if you can get some of the slides from these presentations – I guarantee they will be worth your time.
Speaking of which, below is the slidedeck from my presentation on the techniques of foresight (first book) and why we normally don’t use them in bureaucracies due to the often-ignored psychological principles that govern individuals in large bureaucratic structure (second book).
If you have any question, you know where to get in touch.
Five ways to achieve strategic foresight – and five ways we fail
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