Conflict no longer stops at borders. As connectivity, interdependence, and new tools expand exposure, organizations face risks far beyond traditional battlefields. This post introduces a simple leadership lens for understanding Conflict Without Borders—and the critical decision of where that risk lives inside the organization.

How often should foresight be done? For many leadership teams, the real question becomes how often they have to. Strategic foresight is not a luxury—it’s central to good leadership. Even setting aside just eight hours a year, spread thoughtfully across the calendar, can sharpen how teams understand risk, opportunity, and long‑term direction.

Sometimes we are trying to predict a specific future thing, and other times we are trying to see more of what is possible.

The thing that makes foresight tough, that can make the work we do seem like a Sisyphean existence, has to do with changing minds.