The Copenhagen Institute for Futures Studies has a long history and proven track-record of working with corporations and organisations worldwide, applying strategic foresight to specific societal and business challenges.

These are our 10 principles for strategic foresight that serves as the foundation for how we approach strategic foresight as a discipline. We have compiled and refined the principles from our own extensive experience, as well as drawn inspiration from other thinkers and practitioners within the field. Organisations with a culture of strategic foresight fare better. However, every
strategic foresight project is different, and should be based on its own specific context, premises and objectives. Some are large-scale, deeply integrated into the organisation, while others are more lightweight and ad hoc. 

Large-scale and comprehensive setups are not necessarily needed to benefit and learn from strategic foresight, and every organisation or team is capable of developing simple processes that give them the ability to better anticipate the future.
Situation should define approach.

The introduction of a new technology is never an isolated event and never concerns only one market or one domain. There are invariably socio-cultural, political, economic, and environmental implications, as well as impacts, influences, “cross-pollination”, and correlations among different technologies.

The very broad definition of technology itself betrays its intrinsic complexity: a vast field of research involving various technical and scientific disciplines, which examines the application and use of everything that can serve to solve problems. The term “technology” also refers to the aggregate of knowledge, skills, and tools used to design, create, and utilise objects, processes, systems, or services to meet human needs.

An emerging technology, in particular, is one that is radically new and relatively fast-growing technology [it is not necessarily exponential, as the common dialectics of recent years have conditioned us to expect, yet this has little to do with the mathematical concepts of exponentiality; rapid growth does not imply exponentiality]. It is characterised by a certain degree of coherence (or consistency) that persists over time and has the potential to have a substantial impact on the socio-economic-political domains (understood as the players, institutions, and models of interactions between them, as well as all the processes of knowledge production associated with these domains).

Its most significant impact lies in the future and thus in the emergency phase: an emerging technology is still quite uncertain and ambiguous. For this reason, it would be prudent to analyse its potential impacts in a timely manner, to avoid getting trapped in Amara’s Law.

We empower you to work with the future. Our ideas show organizations how to deal with terms like weak signals, trends or white spots, and at the same time energizing to position themselves. We like discussing new developments and trends, with their respective effects on the organization, in order to design frameworks for actions and strenghten the matching future-attitude and accompanying measures.Schaltzeit has successfully provided consulting and operational services within the areas of foresight, ideation, experiences, software and design, to organizations in sectors such as telecommunication, automotive, biotechnology, software development, medicine, cosmetics and others.
We ignite and accompany you on your way to success.
Schaltzeit fills gaps, optimizes processes and forms the link between actors and processes in order to make results transparent and usable and sustainably establishes future-oriented thinking and acting.

WE HAVE A SOCIAL MISSION: TO STIMULATE CRITICAL THINKING ABOUT EMERGING TECHNOLOGIES.
We focus on Futures & Foresight (Futures Thinking / Futures Studies & Strategic Foresight), with a specialization in Technology Foresight and ETS, Emerging Technologies Scanning. We are also dedicated to Futures Literacy, which involves the theoretical and practical literacy of Futures Studies and Futures Thinking. Through a Slow Journalism model, we disseminate and promote knowledge of emerging technologies, analyzing their potential impacts on our possible and alternative futures.

Futures thinking is in our DNA. SAMI was created as the St Andrews Management Institute in 1989, as a joint venture between Shell, the pioneers in scenario planning, and St Andrews University. That powerful mix of academic rigour and practical delivery continues in work and with our people today: Experienced practitioners, world-renowned futures authors, and consultants with first-hand experience of the public sector and the challenges facing it.

SAMI was commissioned by the Government Office for Science to overhaul its Futures Toolkit. We have reviewed and re-written many of the core tools, adding new ones and advising on more advanced techniques.

SAMI Consulting Ltd are futures domain specialists. We have 30 years’ experience of working internationally, with the European Commission and with HM Government on futures projects. We understand the specific needs of Government in formulating and reaching decisions at both the policy and delivery levels. We have worked with the Cabinet Office, the Government Office for Science and HMG central departments; agencies; Local Government, Local Enterprise Partnerships, NDPBs, police forces and security agencies, universities and charities.

We work with you using a wide range of foresight tools including scenario planning. We identify
major drivers of change impacting your organisation, develop different futures and test alternative
strategies. This participative approach builds capability in your team, enabling them to become
more innovative and more able to react rapidly to unexpected change.

We offer the full range of Futures capability from gathering intelligence, to making sense of it, to
testing and developing your strategy, making decisions and taking action. We use the full range of
Futures and Foresight tools, conduct our own research and maintain our own knowledge acquisition
mechanisms. This means we can deliver a faster, tailored and more sophisticated response to your
needs and avoid ‘reinventing the wheel.’

SAMI’s experienced facilitators are adept at managing the unique challenges of futures workshops.
We enable participants to step outside their present-bias into a futures-mode of thinking

This guide aims to provide a simple tool for policy practitioners to start navigating the foresight discipline and help foster foresight thinking in policy teams and organizations.

It does not intend to present a set of last-generation methodologies. Instead, this guide offers some simple tools and techniques of proven effectiveness that can be used by non-expert personnel. Nevertheless, simplicity is not equivalent to a lack of rigour, so the guide proposes a complete foresight process, starting with driver identification and scenario-building and ending with preparing and monitoring subsequent policies. Available at https://www.ndc.nato.int/news/news.php?icode=1960

6th SCAR Foresight

Summary

Core Themes
The book reimagines humanity’s future through planetary foresight, blending historical wisdom with planetary stewardship. It critiques linear Western progress narratives and advocates for a hybrid, cyclical vision of history, emphasizing pluralistic identities and reverence for life.

Structural Framework
Organized into thematic sections, the work begins with “The Mysterious Lord of Time,” challenging linear temporality and introducing non-linear, culturally diverse historical perspectives. “Evolving Belief Systems” contrasts Indo-Iranic, Mesopotamian, and Hellenic thought with Abrahamic traditions, highlighting ancient influences on modern pluralism.

Imagination and Futures
The “Histories of Imagination” section explores myth and storytelling as drivers of civilization, while “Scenarios of Future Worlds” applies foresight methodologies to geopolitical and technological evolution, emphasizing ecological consciousness. The final chapters expand to cosmic intelligence and ethics, framing humanity’s role within universal interconnectedness.

Ethical Vision
Central to the thesis is a call for planetary identity and stewardship, merging forgotten wisdom traditions with modern foresight to navigate ecological and technological uncertainties. The book positions itself as both a philosophical guide and practical framework for ethical transformation in an era of global crises.

Key Argument
Motti asserts that humanity is transitioning from a “Second Nomad Age” (characterized by fragmentation) toward a “Second Settlement Age” marked by planetary consciousness, requiring creative complexity and ethical vigilance.

About

The LifeFactFuture (LFF) project combines world class-excellence of Finnish life science companies, technology companies and academic researchers. It seeks to enhance advanced pharmaceutical and life science manufacturing in Finland.

The LFF consortium includes research teams at the University of Turku and the University of Helsinki, as well as some of Finland’s leading life science manufacturers, data and technology companies. The goal of the project collaboration is to speed up the introduction of digital solutions and more efficient utilization of data and to make Finland the most attractive place in the world for investments in data-driven life science manufacturing.

Current global vendors for pharmaceutical manufacturing are not able to provide the critical future data capabilities already identified by the sector in Finland. The data-driven capabilities offered by life science manufacturing vendors are assessed as less mature than similar solutions for other manufacturing sectors such as the automotive industry.

If Finland becomes the lighthouse for exploiting new data-driven capabilities in advanced life sciences manufacturing, new billion-euro export opportunities are on the horizon. The export potential is considerable within the life science sector itself as well as within technology industry companies supplying the life science sector with data-driven capabilities.

LFF is designed to fulfill the following objectives:

World-class, interdisciplinary research published in high-level journals.
Map the transformative potential of data-driven capabilities in pharmaceutical manufacturing.
Facilitate the design and adoption of regulatory practices in favor of agile/adaptive manufacturing.
Support the development of technology Proofs of Concept advancing data-driven life science manufacturing.
Progress made in developing sustainable business competencies in digital production environment.


The consortium is led by the Finland Futures Research Centre, University of Turku and
funded by Business Finland during 2024–2026.

FutureCraft project aims to foster entrepreneurial mindsets and enhance the capacity of ecosystem enablers while promoting futures literacy and global collaboration.

The project aspires to cultivate innovative thinking, provide effective guidance to entrepreneurs, and increase awareness of future trends and sustainability challenges. Ultimately, the goal is to drive economic growth by developing vibrant and sustainable entrepreneurial ecosystems, fostering prosperity and innovation.

The project is funded by EU program Erasmus+ during 12/2024–11/2026.

https://erasmus-plus.ec.europa.eu/projects/search/details/2024-1-TR01-KA220-ADU-000251939

Delivering solutions for a more sustainable future

ISINNOVA provides research services and strategic consultancy to public and private actors pursuing sustainable visions, solutions, and policies.

Five Pillars of Our Approach

1. Anticipate – Apply systems thinking and foresight methodologies to identify emerging challenges, reveal interdependencies, and inform proactive, future-resilient strategies.

2. Integrate – Connect disciplines, sectors, and knowledge systems to foster richer analysis and tackle complex challenges holistically.

3. Align – Ensure research, innovation, and governance processes reflect the values, priorities, and needs of society through ethical, participatory, and responsible approaches.

4. Co-create – Engage diverse stakeholders — researchers, policymakers, citizens, and industry — in collaborative processes to design solutions that are inclusive, relevant, and impactful.

5. Transform – Drive systemic change by translating shared knowledge and co-created solutions into sustainable, scalable actions, supported by continuous assessment to ensure applicability, effectiveness, and long-term value.

Track Record

• 50+ years in the game (and counting).
• Involved in over 130 research projects (ISINNOVA designs, develops, and manages sector-specific & cross-sector EU and global projects)
• 15 staff members with multidisciplinary backgrounds (engineering, statistics, economics, politics, law, social sciences, computer science and media studies)
  

FutuRes is an EU-funded collaborative research project. It connects leading European demographers and economists with experts from policy and stakeholder engagement. The FutuRes Policy Lab developped eight qualitative scenarios, which describe possible futures of Europe, centered around the continent's population development. These scenarios are based on sound research data which were connected narratively by policymakers and other experts.

European societies are ageing. This puts strain on labour markets, social systems, families, and intergenerational solidarity. Additionally, crises and shocks occur as a result of the changing global climate, violent conflict and pandemics.

The challenge of the day is to create social policies that are resilient. Resilient in the sense of enduring, flexible, adjustable, but also sustainable, humane and fair. In this, the role of demographic researchers is to analyse population data and to provide data analysis and modelling that can support policy-making for a better future.

FutuRes is directed by Prof. Arnstein Aassve of Bocconi University in Milan, one of Europe’s leading experts on crisis resilience. The project brings together a transdisciplinary group of experts to identify policies for the resilience of Europe’s ageing population. It is funded by the European Union's Horizon Europe Research and Innovation programme.
An exceptional feature of FutuRes is that dialogue between the research team, policymakers and other stakeholders has been underway since the beginning. “Behind us are the days when researchers simply present their findings at the very end of a project”, says Prof. Aassve. Alongside its research, FutuRes will implement a Policy Lab, where scientists will match their research to practical challenges to resilience and aging, and propose knowledge-based policies. Through a series of larger and smaller events across all three years of the project, this transdisciplinary engagement, will shape the FutuRes research and ensure actionable results.

Supports the economic growth in South-East Europe by promoting innovative solutions and facilitating the transfer of technologies and know-how. 

The first organization in the South- East region to implement foresight methods to shape public policy.

For years, the world has been described as being in a state of perma-crisis. As a federal enterprise working in the fields of international cooperation for sustainable development and international education, the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH is strongly affected by the political and economic environment in which it operates. This is why it is important for GIZ to understand the underlying drivers of change and possible future developments so that it can prepare for the future and the challenges it will face, ultimately making the organization and its staff more resilient.

With its broad network of staff and international experts in over 120 partner countries, GIZ is well equipped to monitor and differentiate relevant signals and developments. At headquarters, a dedicated foresight team addresses future issues at a corporate level and contributes to the company's strategic decision-making.

GIZ’ foresight report 2024

Sustainable development is GIZ’s core business. The 2030 Agenda provides the framework for GIZ’s global activities. As the year 2030 is getting closer, the question is: will the negotiations on a new agenda be successful? But one thing is clear: any negotiation process and subsequent implementation will be increasingly shaped by geopolitical factors. This is why, the 2024 foresight report of GIZ, focuses on geopolitics, sustainable development and the global agenda for the next decade.

In total, the views of more than 100 GIZ colleagues from GIZ's HQ and the field structure were incorporated into the report through various workshops. In addition, the report is based on extensive analysis of secondary sources, and interviews with more than 30 experts from various (international) institutions to ensure that the report also reflects perspectives from outside GIZ.

The scenarios (strongly condensed for this post) are based on the four archetypes of the Manoa School of Futures Studies and Jim Dator, which represent four recurring paths of human civilization found in all cultures. Each scenario is supplemented by two to three short wildcards, some of which are listed here as examples.

This report explores the transformative potential of Key Enabling Technologies in addressing
emerging security challenges within the European Union. By conducting foresight analysis, the report
evaluates technologies such as artificial intelligence, advanced sensing, blockchain, and drones,
highlighting their ability to enhance law enforcement and critical infrastructure resilience, and fighting
crime and terrorism, while exposing vulnerabilities, such as misuse by criminal actors or regulatory
gaps.
The findings emphasise the need for proactive EU policies to both support technology transformation
and mitigate risks, including strategic investments in secure innovation, legal harmonisation, and
addressing societal resilience. This report aligns with the Commission’s 2024–2029 priorities,
supporting a prosperous, secure, and resilient Europe through actionable insights into emerging
security challenges. The recommendations aim to foster effective public-private collaborations,
ensure regulatory coherence across Member States, and promote technological solutions that balance
security needs with ethical and societal values, reinforcing the EU’s position as a leader in sustainable,
innovation-driven policy-making in internal security. 

This video introduces viewers to the Delphi method, a tool of futures research and foresight. Although it gets its name from the ancient Greek oracle, the modern incarnations of the method are powered by technology. Even so, the difficulties of reaching consensus and the influence of group dynamics on rational argumentation remain. If you are participating in a Delphi process, this video is an essential introduction to the method.

This video is third part of a series of videos introducing foresight workshop methods for the Eye of Europe project funded by the EU.

Megatrends 2040 was a project of Hellenic Republic-Presidency of the Government Special Secretariat of Foresight.

The secondary research conducted, initially revealed about twenty megatrends and trends, often cited in published academic papers, foresight books, reputable strategic studies, in the media, and especially in The Megatrends Hub of the JRC . Seven of these Megatrends, with a significant impact on the European and global economy, society and policies, have been selected.

Many of the megatrends presented here, are found in the European Commission’s Megatrends Hub or other sources of recognised standing in procedures of Horizon Scanning. In addition, the simple method of the Futures Wheel, which can be used by public institutions as a first step in understanding the interconnection of upcoming changes and challenges, is set out in Annex I (Glenn, 2009) . 

The analysis identified global challenges such as climate change, potential financial crises, pandemics and implications of exponential technological developments. These challenges (eg.Covid19) -often not directly dependent on the human factor- will bring about extensive pressure and significant impact on countries and societies. The effects of climate change and environmental degradation are likely to affect food and water availability for poor countries, intensify migration, cause new health challenges and contribute to biodiversity loss. New technologies will emerge and will spread faster, disrupting the economy, the labour market, society itself and the citizen’s position in it. The continuing effects of climate change exacerbate inequalities and intensify the phenomenon of climate migration globally, creating constantly new problems in both the countries of origin and of destination. The above challenges, if combined, will in turn affect other parameters, with implications that are extremely difficult to assess.

The study concerns the development of 4 Scenarios for 2040, for 5 Balkan cities: Thessaloniki, Nicosia, Skopje, Sofia, Tirana.

The research team identifies the factors that influence the development of these cities and highlights those that shape the urban future, identifying both the key challenges that cities will have to face and the forces they can proactively harness and build their desired future.

All scenarios present plausible future images of the above cities including references to their environmental status for 2040, as well as information on the specific air quality challenges.

The development of the scenarios took place in the framework of the European project AIRTHINGS (funded by the Interreg programme). It was implemented by a project team involving Helenos Consulting and the UNESCO Chair on Futures Research (ITE/PRAXI).

What if education wasn’t controlled by institutions but shaped by learners, communities, and technology? Using backcasting, I explored a future where learning is decentralized, open, and driven by collaboration—and mapped the steps to get there.

This vision is inspired by discussions between Sara Skvirsky (IFTF Research Director) and Katherine Prince (VP of Foresight & Strategy, KnowledgeWorks), as well as the 2020 Forecast: Creating the Future of Learning - a report that, even today, feels like a glimpse into what’s coming.

🔹 How do we get there?

- From institutional control to collective intelligence
- From passive learning to a culture of creation
- From centralized credentials to peer-validated knowledge
- From rigid curriculums to dynamic, adaptive education

🎥 Watch the short film exploring this future!

This movie is a way of connecting three domains that bring me joy currently:
- Strategic Foresight
- Spirituality
- AI
One of the goals is to draw attention to Foresight as one of the Top 5 cutting-edge skills identified in the UN 2.0 agenda, a plan that helps organizations prepare for the future.

I adapted the Scenario Planning method to explore three possible futures and bring them to life through cinematic storytelling.
The film also introduces two trained characters, Lina and Arun, within each scenario, making the movie less formal and more engaging.

I also wanted to show how AI can:
- Serve as a bridge between ideas and skills from different fields.
- Help us discover new aspects of human potential.

This movie isn’t flawless or complete - I’m not a filmmaker, and that’s okay. Its beauty lies in its imperfection, reminding us that sometimes, taking the step to create is more important than getting it perfect. 

Later Edit: The film EXPLORING FUTURES: SCENARIO PLANNING IN COLLECTIVE CONSCIOUSNESS was included in the non-competition program of the International "Cartoons about the Future Festival," dedicated to films created with the help of AI. It was screened five times during the event, held on March 28-30, 2025, at the Atom Pavilion at VDNkH, Moscow. The festival, organized by the ATOM Foundation for the Promotion of Scientific, Educational, and Communication Initiatives in collaboration with the Big Cartoon Festival team, featured free screenings of short and full-length animated films over three days, offering audiences a diverse selection of forward-thinking works.

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.

COVID-19 has led to a global public health crisis and changed the course of lives for billions with ensuing social and economic damage. A foresight study was commissioned by the European Commission DG RTD in June 2020 that used Dynamic Argumentative Delphi method to explore experts’ views on what Europe may look like in 2023, in the domains relating to medicine, public health, and socio-economic conditions. Using expert responses to the survey, the points of consensus and the areas of divergence (uncertainties) were analysed, and five plausible 'exit scenarios' were developed. The report draws conclusions for EU R&I policy, but together with its data annex, it can support strategic discussions across many different policy fields.

Link to the report: http://doi.org/10.2777/293413

The University of Turku’s Futures Knowledge Distillery is a research group that serves organisations whose goals are to develop their foresight skills and the ability to prepare for changes in the operating environment. Our service is based on the Finland Futures Research Centre’s 30 years of experience in future, combined with the expertise of eight faculties of scientific research at the University of Turku.

On this basis, we offer practical solutions for consciously making futures. Foresight can be seen as the most effective way to prepare for uncertainty, identify opportunities and create desirable futures.  

This is a synthesis report based on 130+ interviews conducted as part of the Strategic Foresight for Sustainability (SF4S). The synthesis report concludes the project’s Work Package 2, led by Finland Futures Research Centre, which had as a central objective to identify “key skills and good practices on the basis of interviews with the key community actors”.

Nine SF4S consortium partners – DKSD, EDC, EDHEC, FFRC, GEA, HMKW, ISPIM, IZT, and TalTech - carr ied out 91 interviews in situ or via digital communication channels from September 2022 to March 2023. In addition, 47 interviewees or discussants participated via focus group discussions (November 2022) and a public webinar (January 2023). 

The interviews map out sustainability, digitalisation, and foresight skills and practices in organisations around Europe with an emphasis on the project’s three target clusters: Agri-food, Health, and Mobility. In addition to industry representatives, experts in foresight, policy, consulting, and education have contributed their views to the project. 

For more information on the report, see the project website.   

4CF The Futures Literacy Company is a consultancy entirely focused on strategic foresight and long-term strategies. For nearly two decades, 4CF has been on the mission to help its clients prepare for an uncertain tomorrow. The Company has executed hundreds of projects for private companies, public institutions and international entities, including the European Commission and its agencies (EUDA, ENISA), FAO, UNFCCC, UNESCO, UNEP and UNDP. 4CF is at the forefront of global innovation, and actively contributes to the development of cutting-edge foresight tools, including 4CF HalnyX (Delphi platform), 4CF Sprawlr, 4CF FLEx.

The EU Policy Lab is a space for cross-disciplinary exploration and innovation in policymaking. We apply collaborative, systemic and forward-looking approaches to help bringing the scientific knowledge of the Joint Research Centre into EU policymaking.

We experiment with the new, the unprecedented and the unknown. We seek to augment our understanding of the present, challenge and reinvent the way we think about the future.

The EU Policy Lab is also a mindset and a way of working together that combines stories and data, anticipation and analysis, imagination and action. We bring new practical and radical perspectives to tackle complex problems in a collaborative way. Together, we explore, connect and ideate to create better policies.

The Competence Centre on Foresight is part of the EU Policy Lab and supports EU policy making by providing strategic and future-oriented input, developing an anticipatory culture inside the European Commission, and continuously experimenting and developing different methods and tools to make foresight useful for decision making processes.