The future is a mix of what we know is coming, what we can anticipate but not fully see, what we overlook despite being right in front of us, and what blindsides us entirely. The Johari Window maps the future across these four lenses: the known, the uncertain, the overlooked, and the unimaginable.

Our team of futurists took the stage as guest speakers at a Foresight Europe Network event, where the foresight community gathered to explore the future of strategic foresight in an increasingly AI-driven world. Here are the highlights.

To stay ahead, organisations must widen their lens, exploring not just their own industry but what’s happening on the edges.

The S Curve analysis can help pinpoint emerging change signals before they evolve into prominent trends, giving organisations a strategic view to enter the market when the timing is ripe for maximum potential.

These two disciplines play distinct yet complementary roles in strategic decision-making, both essential for success in today's volatile environment.

It's more than just a regulatory update; it's a clarion call for companies to embrace climate scenario analysis.

Embrace a long-term perspective to strengthen your cybersecurity strategy against ever-evolving cyber threats.

How can AI enhance - and perhaps disrupt - the landscape of foresight work in the years and decades ahead?

Foresight is a vital practice for all organisations today, but it's not always easy. Foresight practitioners encounter common challenges that can obscure their view of what lies ahead.

Research has found that strategic foresight has a significant impact on an organisation’s bottom line – those who think about the future could be looking at up to 33% higher profitability and 200% higher market capitalisation within their industries.

To help organisations successfully navigate an uncertain future, Futures Platform has developed a cutting-edge scenario-building method that utilises the scarce knowledge we have about the future to its fullest potential.

Is your organisation prepared for any risk, whether large or small, imminent or eventual, avoidable or not? The time and effort put into “exploring the dark side” and developing a solid risk management framework will pay off, making your organisation well-equipped to navigate an uncertain future.