Source: OECD - Publications 

Norway is at the digital frontier in many areas. However, it needs to keep pace with rapid technological developments and competition, while improving performance in areas where it could catch up. Staying at the frontier requires agility, flexibility and well-co-ordinated digital policies. A national digital strategy can play an important role to ensure the policy framework in place makes the most of digital technologies and data for growth and well-being.

Norway has identified several underlying priorities that will shape the content and structure of its forthcoming national digital strategy: ensuring high-quality information and communications infrastructure; developing the data economy; fostering data protection and information security; increasing the digitalisation of small and medium-sized enterprises; promoting an inclusive digital society in the context of an ageing population; supporting the green transition; and digitalising the public sector. These priorities will help realise Norway’s vision of a sustainable welfare society that safeguards a safe and simple everyday life for citizens and the non-governmental sector, a strengthened business sector and a better and renewed public sector.

Norway’s digital policy landscape comprises relatively more initiatives related to Innovation than the other dimensions of the OECD Going Digital Integrated Policy Framework (the Framework), followed by Society, Access and Use. In terms of performance, Norway outperforms all OECD countries in indicators related to the effective use of digital technologies. It also outperforms the OECD and Nordic averages in societal indicators of digital transformation. Norway is above the OECD average on indicators of Trust and Access, although below the Nordic average. Norway has opportunities to catch up in indicators related to Market openness, Jobs and Innovation where there is the most potential to improve performance.

Recommendations
Key policy recommendations to achieve a more digital, innovative and inclusive Norway are structured around six areas:

Encourage technology adoption and skills development to ensure a more digital-intensive economy and resilient workforce. This involves promoting adoption of digital technologies among small and medium-sized enterprises and empowering people with the skills to succeed in a digital world of work.

Prioritise innovation to create a more digital Norway. This requires encouraging a culture of experimentation and risk taking, reducing regulatory burdens on start-ups and young firms, incentivising venture capital investment and support firms in scaling up, promoting investment in research and development, and harnessing the potential of “GovTech”.

Maximise the potential of data, while maintaining Norway’s strong culture of trust. This includes leveraging Norway’s culture of trust to incentivise data sharing, realising the potential of open government data to drive digital innovation, taking a multifaceted approach to monitoring and addressing cyber risks, and supporting development of data-related skills and infrastructure.

Harness the potential of digital technologies for society. This involves increasing digital inclusion through policies targeted at the groups most in need, discouraging e-waste production and encouraging e-waste recycling.

Prepare for next generation networks and a future of unlimited connectivity everywhere. This entails upgrading fixed and mobile networks to 5G and beyond, closing geographic connectivity divides by focusing on the underserved, fostering competition and reducing red tape, and supporting businesses to improve their connectivity.

Design holistic digital policies within effective governance and monitoring mechanisms. This involves using all dimensions of the Framework to design future digital policies; fostering interministerial and stakeholder co-operation in digital policy design and implementation; monitoring progress using the OECD Going Digital Toolkit as Norway’s national digital dashboard; and strengthening a whole-of-government approach to adoption of digital technologies in the public sector.

Source: OECD - Publications 

After an extensive synthesis of the OECD’s existing work on the teaching profession over the years, the need to explore professional roles and identity became obvious. The roles and responsibilities of teachers have seen significant changes over the past decade. Education, childhood, labour markets and society as a whole have experienced considerable changes, prompting the need to think about the effects of changes on the teaching profession. The OECD Centre for Educational Research and Innovation (CERI) project on New Professionalism and the Future of Teaching project researched how professionalism has evolved, including the importance of working with others to confront increasingly complex contexts, so called “connective professionalism”. Based on the evidence base and ideas for next practice, the project developed a methodology to help diverse stakeholders in education to construct a shared vision on what the teaching profession could look like in the future.

This study in Wales (United Kingdom) is the second in a series of three education system studies conducted in 2023 and 2024. Various stakeholders, including teachers, school leaders, researchers, teacher educators, teacher unions, and professionals (potentially) supporting teachers and schools provided feedback on their ambitions for the future of teaching in Wales. Choosing among a set of ambitions to better connect teachers with other professionals within the school community, other education providers (such as universities and teacher education colleges) and broader society, they shared their judgements of what would be high priority and also how big a change this would be from the current context. Would it be an ambition for transformation over a period of many years? Or would it be possible to build on existing mechanisms or initiatives? Or could this ambition be achieved by improvements over the short term?

Different perspectives were gathered in two main ways. First, via an online survey. Second, via two stakeholder workshops in Bangor and Cardiff where a total of six working groups collectively constructed scenarios for the future of teaching. Each working group comprised individuals with different roles and responsibilities in or around schools. They worked with the results of the survey and selected priority ambitions to support their vision on the future of teaching. These provided stimulus for their discussions, but their specific visions grew out of a mutual exchange of professional experiences from different perspectives within and surrounding teaching in Wales.

Of course, this study in no way aims to be representative or comprehensive. It draws on the work of a group of willing professionals with a stake in Wales education who offered to share their expertise. This initial effort to anticipate and increase deeper, structured thinking about medium- and long-term scenarios for teacher professionalism and empowerment offers input on how to strengthen the teaching profession in Wales. Potential benefits for the system include long-term strategic thinking regarding the Welsh teacher workforce and finding solutions to issues that transcend the short term.

While constructing their scenarios for the future of teaching, stakeholders reflected on four research questions set for this study by the team at Welsh Government in consultation with the OECD.

How do we develop teacher professional identity and a more collaborative profession? The set of future scenarios envisage a focus on collective professional identity at a school level. There would be particular focuses on peer-to-peer interactions as well as school-to-school exchanges. Time and space would be provided to support a variety of exploration that involves building innovations, following passions and interests, engaging in shared learning, working with colleagues, communities and other partners.

How could a career development perspective for all staff in schools contribute to a vibrant and thriving workforce? Career development would be an integral focus to support the workforce. This would include visible and diverse career pathways that follow and invest in career journeys. Teachers would be supported to engage in their own professional growth journey and collaborations that enrich their professional work. Career pathways would allow for flexibility and lifelong learning opportunities that support a dynamic workforce.

How can all who work in schools encourage innovation and the examination of professional roles in schools as learning organisations? Valuing innovative practices requires alignment at all levels to define what innovation looks like at a school level. This includes strengthening collaborative practices that support reflection, experimentation, partnering and sharing. Support includes time and space to work as part of a professional community. It is important to build connections across innovations to reduce duplication of effort and to maximise shared learning.

And how could investment in the professional identity of teachers, especially in secondary schools, make the profession in those settings more attractive? Teachers should be able to align their intrinsic motivation to their teaching, keeping their practice closer to their professional interests and qualities, and having a sense of autonomy in their work. Investing in continuous, bespoke support and professional development enhances teacher well-being, strengthens their professional identity, and makes the teaching profession more attractive and rewarding. Meaningful development opportunities, recognition, and leadership roles enhances the profession’s appeal and fosters long-term commitment.

The OECD identified seven key elements that feature across a set of four preferred future scenarios for the future of teaching in Wales. Arguably, all would be important to the future of teaching and many are common to several of the scenarios. In particular, diverse professional roles and careers, healthy working environment, school leadership, community support/ partnerships, school-university partnerships, innovation and communication feature to some extent across all four scenarios. Governance and accountability were explicitly featured in three scenarios.

The study also underlines the importance of thinking in more nuanced ways about the existing teacher workforce and potential new recruits. There is a rich diversity of professionals working within schools in Wales, with different motivations, life phases, passions, ambitions and professional development needs. An evidence-informed set of seven Welsh teacher personas provides input to stress test the set of future scenarios. What would different teachers find attractive in the future scenarios that were developed? Would it be particularly attractive to experienced teachers? Would newer recruits hold some reservations? Would it match what younger people will be looking for in their working lives? Overall, the Welsh teacher personas responded positively to the suggested scenarios for the teaching profession in Wales.

This report presents results of the initial reflection and provides tools to extend the exercise going forward.

Source: OECD - Publications 

The world is at a critical juncture, facing an array of interconnected global challenges. These challenges affect everyone, particularly the poorest and most vulnerable, and range from the triple planetary crises of climate change, biodiversity loss, and pollution, to pandemics, food and energy shortages, large-scale forced migration, rising domestic and global inequality, and escalating armed conflicts. In this context, there has been an alarming stagnation in progress towards achieving the Sustainable Development Goals (SDGs). The rise in public debt levels in many low- and middle-income countries is concerning. The United Nations (UN) Secretary-General's 2023 special edition report on SDG progress underscored that the next five years are critical, as failure to achieve the SDGs could lead to even greater poverty and inequalities, political instability, economic upheaval, and irreversible environmental damage.

Yet, many countries are facing challenges in ensuring that their governance systems are capable of addressing these complex and interconnected challenges. A need for better governance, effective policy integration, sustainable investment choices as well as effective use of public resources, including Official Development Assistance (ODA), - as well as better international governance of SDGs - to meet sustainable development needs has never been more urgent. Delivering these improvements will require unprecedented action and decisions from public institutions and political leaders, effective and inclusive multilateral cooperation, with the goal of uniting diverse stakeholders to deliver nothing short of a rescue plan for people and the planet, in line with the call to action made by the UN Secretary General.

As countries approach 2030, there is increasing recognition that the SDG commitments to “leave no one behind” and “reach those furthest behind first” need to extend beyond this timeline. In this context, the UN Summit of the Future presents a unique opportunity to tackle both current and future challenges, with a view to enhancing global collaboration on critical issues. The OECD’s policy work and active global engagement demonstrates its commitment to support all countries to individually and collectively achieve this objective.

This Report aims to provide OECD support to inform decision making ahead of the UN Summit of the Future and following high-level events. It leverages OECD knowledge, data, tools, instruments and good practices to support national and international actions to respond to future challenges and opportunities. This report addresses two major breakthroughs proposed in the UN Secretary General's Rescue Plan for People and Planet: equipping governance and institutions for sustainable and inclusive transformation, and prioritising policies and investments with multiplier effects for sustainable development. It also aligns with the bold actions outlined in the anticipated Pact for the Future, addressing three of the five key priorities: sustainable development and financing for development; science, technology, innovation, and digital co-operation; and youth and future generations.

Governance for equitable and sustainable transformation

Transforming governance systems for sustainable development requires overcoming sectoral silos and policy fragmentation, as well as setting practical, and where feasible, ambitious and coherent economic, social, and environmental objectives that extend beyond short-term political cycles. Establishing robust policy coherence mechanisms is therefore needed to harmonise policy priorities and promote collaboration where most effective, with a view to reducing policy fragmentation, ensuring mutually reinforcing policies across sectors and government levels, and minimising negative transboundary effects of domestic policies.

Sound governance for sustainable transformation also calls for the strategic use of various government tools - such as strategic foresight, people-centred public policy, mechanisms for stakeholder engagement, regulatory policy, public procurement and budgeting – in order to build resilient, sustainable and inclusive societies. It also calls for ensuring information integrity and providing access to justice for all, which are critical for the sound implementation of individual rights and government commitments.

Effective governance systems also require the alignment of public investments with the public interest and sustainability priorities, including through the use of existing planning tools, such as National Sustainable Development Strategies, National Development and Decarbonisation Plans, strategic public investment decisions to foster inclusive and sustainable futures, stimulating further investments from private and other sectors, and leveraging transition finance to build resilient infrastructure and other strategic sectors. Integrity and building trust are also core objectives, crucial for fighting corruption and illicit financial flows, essential for effective public service delivery and sustainability. There is also a need to develop and maintain regulatory frameworks that facilitate compliance with SDGs, including the integration of the SDGs across the regulatory cycle and enhancing regulatory co-operation. In addition, developing new measures of progress that focus on both people and the planet will be crucial to a more holistic understanding of global economic prosperity and progress beyond GDP. To this end, the newly established International Forum on Total Official Support for Sustainable Development (TOSSD) could play a pivotal role.

Finally, adopting a territorial approach to the SDGs is essential as cities and regions play a critical role in promoting a paradigm shift towards sustainability. At least 105 of the 169 SDGs targets will not be achieved without proper engagement and coordination with local and regional governments. The SDGs provide the appropriate framework to define and shape local and regional development visions, strategies, plans, and re-orient existing ones towards sustainable development.

Policies and investments for sustainable transformation

Sustainable transformation requires prioritising policies and investments that are mutually reinforcing and can catalyse progress across social, economic, and environmental dimensions, serving as multipliers to accelerate the achievement of the SDGs. This includes closing divides to leave no one behind, through strengthening policies and investments for social inclusion and identifying areas where social inclusion initiatives can be pursued in synergy with environmental protection. A key example of this is pursuing universal social protection, in light of its significant multiplier effects across different SDGs and incomparable potential for promoting just transitions. In addition, leveraging environment-human-well-being synergies is essential for coherent and effective SDG implementation. This requires enhancing transition finance credibility, strengthening domestic enabling conditions, addressing the labour and distributional impacts of climate policies, accelerating access to clean energy, and protecting biodiversity. In addition, there is a need to strengthen measures to protect lives in disaster situations by aligning disaster risk reduction and climate change adaptation responses.

Additional financing for sustainable transformation

Delivering an SDG stimulus requires innovative and collaborative solutions to unlock and scale up all sources of financing – public and private, domestic and international – for sustainable development and to address interlinked global crises. These need to harness productive trade and tax revenues, as well as international flows, to support SDG financing, including through innovative financing mechanisms, ensuring that financial flows, trade, development co-operation and other policies align with SDGs and promote inclusive and equitable outcomes, as well as encouraging green budgeting, developing effective tax policies, and improving tax administration, including via digitalisation of tax processes. This may also include innovative forms of financing, such as targeting support to enhance co-operation between public and private financial institutions through blended finance instruments, green, social, and sustainability bonds, and local currency solutions. Once again, integrity, compliance, anti-corruption and the fight against illicit finance are crucial for effective domestic resource mobilisation and attracting additional external financing from both private and public sources.

Science, technology, and innovation (STI) for sustainable and inclusive transformation

It is essential to design and implement STI policies in a manner to address societal challenges and achieve sustainable transformation, as set out in the OECD Transformative Agenda for STI Policies. Promoting trustworthy artificial intelligence (AI) is critical for digital transformation. AI is a powerful, versatile technology which has the potential to transform how we work, learn and interact, boosting productivity and economic growth and accelerating progress towards addressing global challenges, such as food security and climate change. However, we also need to address the risks raised by AI technology, including those related to privacy, safety, security, human rights and AI-generated disinformation and manipulated content. Beyond AI, policy efforts needed in the area of digital transformation also include enhancing broadband connectivity; achieving well-performing digital health systems through digital technologies; and, strengthening data governance frameworks while upholding human rights, including women’s and girls’ human rights, which face additional risks in the digital sphere. Strategic foresight should be used for anticipatory and innovative policy exploration about multiple futures, including by assessing emerging critical risks and opportunities in the face of various technological advancements and their implications on our economy and society. Strengthening data governance frameworks will be essential to ensure high standards of data protection, and facilitate data access and sharing across jurisdictions, including in the public sector.

Empowering youth for a more equitable and sustainable future

Addressing the needs and rights of youth and future generations is crucial to achieve sustainable development and intergenerational justice. This requires policies that promote formal job creation, high-quality employment services, and support for youth entrepreneurship, as well as social protection systems to meet the specific needs of youth, access to affordable housing, and outreach to vulnerable and disadvantaged young people. Promoting active, meaningful, and inclusive youth participation in decision-making processes at all levels will also help ensure that policies are reflective of their needs and aspirations.

By exploring 25 evidence-based potential disruptions across environmental, technological, economic, social, and geopolitical domains, the Strategic Foresight Toolkit for Resilient Public Policy helps anticipate challenges and opportunities that could reshape the policy landscape between 2030 and 2050. These disruptions are not predictions, but hypothetical future developments identified through extensive research, expert consultations, and workshops. The Strategic Foresight Toolkit features a five-step foresight process, guiding users to challenge assumptions, create scenarios, stress-test strategies, and develop actionable plans. It includes facilitation guides and case studies to support effective implementation. Each disruption is accompanied by insights on emerging trends, potential future impacts, and both immediate and long-term policy options to ensure resilience and preparedness. Designed for policymakers, public administrators, and foresight practitioners, this publication is designed to promote holistic, strategic and evidence-informed decision-making. It aims to support countries and organisations in using strategic foresight to design and prepare robust and adaptable public policies for a range of possible futures. With its practical methodology and forward-looking approach, the Strategic Foresight Toolkit is a vital resource for building sustainable, resilient, and effective public policies.

Source: OECD - Publications 

Source: OECD - Publications 

In 2021, both the world and the OECD are at crossroads. The COVID-19 global pandemic has brought sudden disruption and heightened uncertainty on top of existing transformational changes such as digitalisation, geopolitical realignments, rising social inequalities and division, environmental crises and new threats to democratic governance. In this context, organisations everywhere face the challenge of modernising and adapting to remain relevant, without knowing what the future will look like or entail. The OECD in particular is entering an important period for reflection about its future, coinciding with the Organisation’s 60th anniversary and transition to a new Secretary-General.

This report uses a strategic foresight approach to inform reflection on how best to prepare the OECD to meet the needs of a highly unpredictable future. It was developed by the OECD’s Strategic Foresight Unit to demonstrate how navigating the future of global collaboration and the Organisation’s role within it will require ongoing exploration and dialogue about what may be possible, and desirable, in the future.

The report begins by exploring drivers of change that could significantly affect the future of global collaboration in public policy. For example, geopolitical realignments and heightened rivalries may undermine trust just as emerging risks to humanity make global collaboration more essential than ever before. The growing centrality of digital technologies may lead countries to develop separate digital ecosystems, threatening interconnection and interdependence between states. Platform companies are gaining significance in – and influence over – human lives, and may be poised to play an even greater role in shaping global standards and societal outcomes. Accelerated uptake of virtual reality could create new patterns of human settlement and interaction, and foster new powerful social movements and identities. Finally, an emerging bioeconomy and circular economy may transform global value chains, while a rapid expansion of private sector involvement in space opens new areas of economic activity.

Next, the report presents three scenarios for how the world could be very different than expected in 2035. While representing just three of an infinite number of possibilities, these scenarios were selected and developed for their potential to challenge current assumptions and raise important questions for the future of global collaboration and the OECD.

1.Multitrack World explores a scenario where humanity has formed into several separate and largely parallel clusters, each operating within its own data infrastructure and digital ecosystem. This scenario raises questions about how the OECD could best serve as a bridge between competing entities, and how to advance universal global principles in a context of potentially diverging values and definitions of well-being.

2.Virtual Worlds explores a scenario where the majority of human experience takes place in highly immersive and engaging virtual reality spaces, and where there is strong pressure by citizens for such spaces to be globally connected and interoperable. This scenario raises questions about what kinds of governance may be needed to address policy issues in and concerning virtual space, and what relationships with non-state actors the OECD may need in order to make an effective contribution to global collaboration in this newly dominant dimension of human life.

3.Vulnerable World explores a scenario where humanity faces a number of critical existential threats and opportunities that require an unprecedented level of near-perfect global collaboration in order to safeguard its vital common interests. This scenario raises questions of how effective governance of the global commons can be realised in these key areas, and the potential contribution of the OECD.

Taken together, these scenarios suggest a number of strategic considerations for how the OECD could prepare to meet the evolving needs of the global community in the face of a highly dynamic and uncertain future. These considerations relate to the purpose, values, representation, operations and future readiness of the Organisation.

In terms of purpose, the possibility of different future divisions and alliances in the global system suggest the OECD may need to strengthen its bridge-building role, particularly on key issues of global concern. This in turn requires an assessment of which values should guide various aspects of the Organisation’s work, with an emphasis on evidence-based analysis and well-being serving as a potential framework when working across competing economic and political systems.

In terms of representation, the OECD may need a greater ability to work closely with non-member governments and various non-state actors in a world where these have a growing influence over global policy standards and outcomes. The scenarios also raise a number of operational considerations, including ensuring the OECD’s capacity to play a leadership role in virtual space. Finally, the scenarios suggest the OECD needs to strengthen its ability to prepare for uncertainty and respond to emerging priorities such as existential threats.

The aim of this paper is to inform discussion on how best to prepare the OECD to meet the needs of a highly unpredictable future. Its intended audience is all those who have a stake and role in decisions about the future of the Organisation. This includes first and foremost member countries and OECD management and staff, but also the much broader community of countries, organisations and citizens who participate in and benefit from the activities of the OECD.

Source: OECD - Publications 

Across OECD countries, the adoption of strategic foresight – defined as an established practice of an organisation to constantly perceive, make sense of, and act upon the future as it emerges – has become indispensable for governments seeking to anticipate and navigate complex and volatile policy landscapes. Strategic foresight guides the formulation of policies that are robust and adaptable in the face of uncertainty. It facilitates the establishment of shared objectives, the reframing of policy issues, the early detection of emerging trends, the rigorous testing of existing policies, and the fostering of innovation for better outcomes.

Recognising the importance of strategic foresight, the European Union has significantly invested in developing its capabilities and networks and enhancing the resilience and recovery efforts of regions. OECD research underscores the importance of adopting a multi-level strategic foresight approach, fostering synergies and collaboration among different governmental actors to address global challenges. This requires a departure from traditional hierarchical structures towards more adaptive, multi-level and multi-actor frameworks that can effectively navigate uncertainty.

The Government of Flanders, Belgium, is undertaking to strengthen its strategic foresight capacity to improve resilient policymaking. This report assesses the current state of strategic foresight initiatives within the Government of Flanders, examining their depth and systemic integration. The report also offers tailored recommendations to enhance the system.

To date, Flanders’ strategic foresight endeavours have focused on project-based initiatives with a primarily regional scope. OECD analysis suggests that efforts to embed strategic foresight more systematically across government are still in their infancy. The report outlines key insights across five critical dimensions of strategic foresight: demand and mandate; capabilities and skills; institutional arrangements; integration into the policy cycle; and mechanisms for feedback and learning.

The main findings underscore several critical areas for improvement in strategic foresight for the Government of Flanders:

- Build a stronger case for strategic foresight. While strategic foresight is increasingly integrated into government initiatives, its potential as a core function is still unrecognised. There is opportunity to highlight its benefits by observing how the Government of Flanders has successfully used strategic foresight methods to explore and solve problems.

- Establish clear mandates for co-ordination: Horizontal co-ordination is essential to breaking down silos and addressing cross-sectoral challenges effectively. An explicit mandate for co-ordination can facilitate this process and ensure strategic foresight initiatives are aligned with overarching goals.

- Ensure leadership support and commitment: Leadership endorsement is vital for fostering a culture that values strategic foresight. Leaders should create an enabling environment for experimentation, knowledge-sharing and resource allocation, drawing upon regional and international networks for insights.

- Provide tailored training for officials: Comprehensive training programmes can enhance understanding and appreciation of strategic foresight among elected and non-elected officials. They should address biases about foresight work and promote its effective use across government.

- Develop guidelines for multi-level strategic foresight: Policymakers require clear guidance on how to incorporate multi-level strategic foresight into decision-making processes. Concrete instructions and manuals can facilitate this and ensure consistency in its application.

- Allocate dedicated resources: Adequate resources, including funding, time, and expertise, are crucial for building and sustaining strategic foresight capabilities within government. This investment is essential for internal projects, external collaboration and professionalisation efforts.

- Integrate foresight into policy priorities: Strategic foresight needs to be closely aligned with policy priorities and strategic planning processes. Demonstration cases and flagship projects can illustrate this alignment, while continuous monitoring ensures the integration of long-term perspectives into policymaking.

- Clarify the role of public administration: It should be explicitly stated that strategic foresight is a fundamental component of policymaking, ensuring that long-term challenges are adequately considered when presenting policy options to decision makers.

- Enhance engagement with stakeholders: Engaging with academia, civil society, businesses, and other stakeholders is essential for enriching long-term policy planning efforts. Collective intelligence and collaboration can enhance the effectiveness of strategic foresight initiatives.

- Develop a multi-level anticipatory intelligence system: Strengthening international partnerships and data-gathering capabilities are critical for establishing a resilient anticipatory intelligence system. The system should seamlessly integrate current indicators with evidence gathered through strategic foresight methodologies.

These findings on the Government of Flanders’ strategic foresight system serve as a foundation for further development, culminating in the co-creation of a blueprint for promoting strategic foresight practices within the region.

OECD has released the Strategic Foresight Toolkit for Resilient Public Policy, designed to help policymakers anticipate and navigate future challenges and opportunities.

By exploring 25 potential disruptions across environmental, technological, economic, social, and geopolitical domains, the Toolkit equips governments with a practical, five-step foresight methodology to challenge assumptions, create scenarios, stress-test strategies, and develop future-ready policies. It includes facilitation guides, case studies, and actionable insights to support resilience in an uncertain world.

In this webinar, OECD together with the Government of Flanders will launch the blueprint for strategic foresight and discuss with experts on how other public organisations can also integrate strategic foresight into their systems.

Across OECD countries, strategic foresight has become an essential approach for governments to better anticipate and prepare for complex and volatile policy contexts and build resilience in policymaking. Strategic foresight helps to create shared goals, reframe policy issues, act as an early warning system, stress-test current policies and innovate for better policy outcomes.

Over the course of 2022-2023 OECD worked together with the Government of Flanders to assess its strategic foresight capacity. As the result of the work OECD co-designed a blueprint for strategic foresight for the Government of Flanders. The blueprint sets a strategic direction to integrate strategic foresight into policymaking through specific actions, new roles and functions in government.

In this webinar, OECD together with the Government of Flanders will launch the blueprint and discuss with experts on how other public organisations can also integrate strategic foresight into their systems.