The discipline of futures thinking and foresight is a growing field, and justifiably so. The world is becoming ever more complex with technological advancements, developing geopolitical relations, and scarcity in environmental resources. Successful organisations are those that anticipate and plan for change, whilst remaining agile and adaptive.

Futures thinking and foresight enables us to create evidence-based assumptions about possible futures and consider what these futures mean for how we act now. When we consider current trends and areas of uncertainty, how do our strategies hold up? Where should our priorities focus? How do we get ahead of changes? Engaging in strategic foresight helps build organisations that are future-ready.

The ICFS course teaches skills in strategic foresight. It takes participants through the TAIDA framework – building literacy and skills in assessing the external environment, creating future scenarios and developing actionable strategies.

• T – Tracking (scanning the current and historic environments for trends and identifying uncertainties)
• A – Analysing (Examining trends and uncertainties to understand drivers and consequences)
• I – Imaging (creating possible future scenarios and beginning to consider what success looks like across possible futures for your organisation)
• D – Deciding (testing strategic priorities and shaping strategies)
• A – Acting (developing an action plan)

This course is for companies or organisations seeking to develop in-house expertise and for individuals seeking to advance their careers.

• Delivery is over six months with two modules in person in Stockholm, Sweden, and three modules online.

For more information, visit the official course and registration page here:  International Certified Future Strategist Programme | Kairos Future

Photo: a screen capture of three possible future scenarios written for a fictional futures study exploring “Future leadership skills needs in London’s local government”. These three scenarios were created using a 2×2 scenario matrix with two polarised uncertainties: the rate of turnover of chief executives in London councils and the extent to which climate change will impact public service delivery.