The organizations we advise are always thinking about the future. But most often, the planning timeframes aren’t optimized for strategic foresight. Executive leadership get into a rut of three to five-year planning routines, or they believe that planning beyond five years is simply pointless given all the technological disruption.
To effectively plan for the future, organizations need to learn how to swim in different lanes simultaneously, and to think across a spectrum of time. For any given uncertainty about the future — whether that’s risk, opportunity or growth — leaders must think strategically about tactics, strategy, vision and systems-level change.
For example, your organization might be wondering about the future of artificial intelligence. To effectively plan for the future, you must research and plan for the next 12-36 months (tactics), 3-5 years (strategy), 5-10 years (vision) and 10+ years (how AI might cause systems-level change, or how your organization could catalyze that change for your benefit).
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