J. Peter Schoblic, co-founder of Event Horizon Strategies, offers insight on how organizations can become more effective at envisioning the future.
The deep and ongoing impact of COVID-19 has clearly sharpened the focus in boardrooms today on the company's risk management and forecasting efforts—identifying and modeling critical operating and strategic risks that are in view or "just around the corner." But the upending events of the past 12 months have also highlighted in stark relief the imperative—and the difficulties—of peering further into the future, where uncertainty and ambiguity prevail.
In this conversation with the KPMG Board Leadership Center (BLC), J. Peter Scoblic, co-founder of Event Horizon Strategies, offers insights on how organizations can become more effective at envisioning the future and integrating future-thinking into near-term decision-making. Among the key elements: establishing a "strategic foresight function" that is free to imagine the future and challenge the company's strategic assumptions and inherent biases; instilling a forward-thinking culture and mindset; making scenario planning an ongoing, iterative process; and using signposts to monitor and regularly calibrate the company's vision of the future.
For more information, download the full report below.
- Getting better at seeing ahead (PDF/0.3MB)