The business case for Strategic Foresight as a critical skillset in the 21st Century. If leadership believes that innovation, creativity, strategy, exploration, play and collaboration are all important, then foresight must be embedded into the culture of their organizations and social landscapes.

2. “The illiterate of the 21st century will not be
those who cannot read and write, but those
who cannot learn, unlearn, and relearn.”
Alvin Toffler

9. Innovation Engine
There needs to be a fundamental
paradigm shift in the way we
approach innovation, embracing
a move toward exponential and
transformational change.
In this era, it is impossible to
innovate without developing longterm thinking and discovering
alternative futures.
Transformative creativity around
strategy, products, services and
experiences will only result from
good futures work.

10. If Strategy is used to sketch out
ways to create value then. . .
Foresight is used to sketch out
the future contexts and conditions
that create that value.

14. Many organizations rely solely
on traditional, quant-heavy
planning activities that simply
extrapolate today's data.
Armed with a spreadsheet that
proclaims what the future
will be in 2020, leaders look
only for confirmation of this false
forecast, blind to anything
outside this purview.
Antiquated planning processes like
these act like a worn and familiar
blanky that organizations regularly
pull over their heads.

15. Insulated Strategy Divisions ignore external
perspectives and exist only to provide “Executive
Entertainment” -- information that reinforces what
leadership believes or desires to be true -- rather
than useful insights about the future.

16. In today’s business environment, a quarterly deadline
will always take precedence over thinking about the future.
Projects with long-term planning horizons lose support,
funding, and headcount because leadership
struggles to see the connection between
the future and today.

18. How we think about the future directly
impacts the decisions we make today.
Kedge, LLC

19. Natural Foresight
is much more than a
set of tools or steps.
It’s an entire
Ecosystem,
a way of thinking & acting
within organizations
that leads to ongoing
aspirational success.

20. Many organizations treat foresight efforts like an app…
when it should be their operating system.

22. What if my organization is not ready for this?
To succeed in the current environment, organizations
must be agile and resilient – able to react and recover from the
unexpected threats while also being poised to quickly
take advantage of any hidden opportunities.
“In the volatile 21st century
if you wait until you're "ready"
it will likely be too late.”
Imbedding Strategic Foresight in your organization will
foster a culture that embraces change, savors complexity,
and expects the unexpected.
You'll never worry about organizational readiness again.

23. About Kedge
Kedge is a minority-owned foresight, innovation, creativity, and strategic design
consultancy. We help our clients to thrive in a world of complex ideas and practices,
uncover emerging trends on the horizon that will impact their business, and discover
unseen opportunities for strategic advantage and development.
The KEDGE difference:
•
Transitions leaders from legacy learning to the critical 21st century leadership
competency of “learn, unlearn, and relearn.”
•
Ensures the organization has an adaptive, resilient, and transformative human
capital ecosystem (talent, processes, and infrastructure) to successfully position
the organization for continued growth in a volatile, uncertain, complex, and
ambiguous environment.
•
Directs business leaders at all levels in the organization to remain focused on
what’s next and gain an overall greater visibility about the future.
www.kedgefutures.com
info@kedgefutures.com