The article discusses a CEO's challenge with innovation and organizational alignment when pursuing speed and change through an internal 'tiger team.' Despite initial success, underlying issues emerged, highlighting a disconnect between innovative efforts and strategic goals. The CEO’s reliance on traditional forecasting as the primary planning tool proved inadequate in facing disruption. The solution advocates for strategic foresight, a practice that enables organizations to understand complexity, explore multiple futures, and adopt proactive decision-making to become adaptable and resilient.
“The path to the future isn’t a straight line. That’s where strategic foresight comes in. Foresight isn’t prediction; it’s a discipline for understanding complexity.”
“Many organizations rely on forecasting as their primary tool for future thinking, but when you’re trying to be transformative, it’s not enough.”
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