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.