A strategic foresight capacity is the outcome of the development and coalescence of individual foresight capacities. Here I see foresight as a neurological and cognitive capacity.
In futures work, we aim to seek out and explore as many perspectives as we can find about our futures in the present. This immediately generates judgement...
How can we ensure that extending our minds helps us find the new in the present? What processes can we design that pay as much homage to our emotions as we do for data, models and trend watching? How can we feel futures? How did your body react while reading this?
The William Gibson quote that the future is already with us but unevenly distributed may be true, and what is also true is that Horizon 4 latent futures are with us too - but they become visible to us only when we expand our thinking, open our minds and accept the new in the present.
The future might already be with us in the present but that doesn't mean it's fixed yet. It means we can shape it, we can explore the new in the present, we can create futures that don't repeat the mistakes of the past and the present. Our futures thinking is grounded in our minds.
The reality is that there is no such thing as ‘the future’ that we can assume will emerge as planned. The reality is that there is always more than one future available us to in the present, but not all of them are visible to us - yet - because our thinking about futures is constrained.
Not all of us truly understand that creating futures ready strategy starts inside us, in our minds, in our worldviews, in our biases, in our tacit beliefs.