
Do corporate boards have a foresight problem?
Corporate boards frequently mistake short-term trend extrapolation for genuine, long-term strategic future planning.
Corporate boards frequently mistake short-term trend extrapolation for genuine, long-term strategic future planning.
Many organizations invest heavily in foresight but struggle to translate insights into action. A new scenario-planning method can help build a more active relationship to uncertainty.
A study by the Bavarian Foresight-Institute and the Nuremberg Institute for Market Decisions reveals the state and future potential of corporate foresight.


