Translating Foresight Into Action

Companies who spend too much time on the left of the curve are “ignoring the problem”. The further down the curve on the left hand side they are, the more they are storing problems up for the future by ignoring how their contextual environment might change. 

Many companies who participate in Foresight exercises tend to get stuck on the left hand side of the curve - having beginnings of Foresight, but failing to establish the business value and falling down the curve over time. This often means that they have to go through the same process again at a later stage.

Companies who spend too much time on the right hand side of the curve are instead “admiring the problem”, rather than taking action about the issues raised. Kodak, for example, designed the digital camera, but decided (wrongly) that the camera film market would remain dominant. In this case, not acting on Foresight was as lethal as not using Foresight at all.  

Firms who choose to “admire the problem” are either being complacent, narcissistic or intellectual, rather than value-adding. At this point, companies are wasting money and squandering Foresight.

Our goal is to help companies reach the sweet spot at the top of the Foresight Value Curve where companies move to understanding the problem in a way in which they can take action. This is where the Value Capture of Foresight exists.

The work we do with you will aim to move you up the left hand side of the curve and maximise the value of the Foresight Sweet Spot. Our Future Coaching approach enables you to multiply this value. Our recurrent engagement will include telling you if you are wasting money and slipping down the right hand side of the curve.