As we all navigate these confusing times, there’s a lot of talk about scenario planning. However, much of what’s said misses the core point of the practice. Let’s explore what scenario planning really ...

The 2020 global pandemic caught most of the world by surprise, including corporate leaders, economists, presidents, and legislators. The Nasdaq Board Advisory team leaders have suggestions for how ...

Strategic foresight can be gained through more than one lens. Beyond the microscope of simple budgeting and the macroscope of geopolitics lie still other tools for probing the future. As I settle into ...

2020 brought unprecedented challenges to almost every business around the world. The business landscape has changed to the point that there is no more 'business as usual'. This has dramatically raised ...

Leading up to 2020, executives were already grappling with rising disruptive technologies, changing business models, and rivals emerging from unexpected places. Throw in a global pandemic, and the ...

Over the past year, we have witnessed a wave of largely unexpected sociopolitical events with important implications for the social-impact sector: Brexit, the US presidential election, the rise of ...

When the Mont Fleur Scenario Exercise ended in 1992, I was left inspired and also uncertain. It was clear to me that the exercise had contributed to creating change in South Africa, but it was not ...

Successful manufacturers operate from a proactive rather than reactive position. Considering the cost and consequence necessary to change even minor features of a production process, manufacturers ...