If a foresight program is to be established, someone needs to do the work. That's the first and primary resource. But human resources need to be supported by other resources too, from information sources to internal networks. In this article, we focus on the human and information resources needed to build and run a successful foresight program.

Organizations should involve their people in creating a vision that is shared by everybody. Great foresight tools invite employees to participate in, and get inspired by, foresight work. Technology alone doesn't ensure participation. But easy-to-use tools certainly help in fostering engagement, especially if people are scattered around.

Foresight deliverables are often simple signals of change that an organization gathers from its environment. The organization also needs to be able to process these signals. This could involve angular reviews, deep dive analyses, or workshops. All of this requires a defined purpose, owner, and format.

Collecting information that eventually comes to be called “foresight” is a process. Whether we’re talking about within a systematic foresight program or in a single project. So what exactly is the “foresight process”?