All leaders make decisions under uncertainty. Markets shift, technologies mature, and policies can change in ways that are hard to anticipate. Especially today.  Traditional planning tools struggle with this level of volatility. Scenarios solve that problem.

In a foundational foresight process, such as 4 Steps to the Future, a key activity and output comes from scenario forecasting.  Multiple scenarios looking at differing, logical pathways the world could take.  But once a team creates these scenarios, how then do they actually apply insights (new foresight) to develop strategy and to inform planning?  How do they transition from the expanding funnel of foresight to the narrowing focus of strategy?

The new year is in full swing, with organizations across the country busy setting and getting after their plans for the next 1, 3, and 10 years.  Part of that process needs to include some focused foresight work.

Not Predictions for 2026 introduces twelve key mid- to long-term issues shaping the American landscape.