Charlotte Kemp argues that strategic foresight is a fiduciary responsibility organizations must adopt to avoid reactive decision-making. She frames long-term thinking as both a cultural advantage and an ethical stance needed to thrive beyond the next fiscal quarter.
I'm Charlotte Kemp, and this is an extract from my recent book, Put the Future on the Agenda. If you are sensing that the world is changing faster than your organization's conversations, if you're sensing that the decisions-making headlines indicate a future you would want to avoid, then this book was written for you. You are tired of chasing disruptions after the fact, tired of firefighting, tired of excuses that say things can't be done. Things have always been done this way. We can't challenge the trends. We have no options. Strategic foresight is not an abstract discipline. It's a fiduciary responsibility to those in leadership. It's a cultural advantage. It's an ethical stance, and it's a language your organization must learn if it hopes to thrive beyond the next fiscal quarter.
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