Katindi Sivi clip from Long-Term Strategy Conference

Um, you know, traditional strategy has been sort of like taught in a way that, you know, you think about visions, then you ask yourself, how do I fill in the gap? How do I move from where I am to where I want to go? And that we call that normative strategic planning processes. And there's nothing inherently wrong with that, but the 21st century is, you know, throwing at us pretty disruptive challenges. And one of the things you begin to realize is that as an organization or a nation, if this is where I want to be, many times I am not in control of what will happen for me to get to the vision that I want. And so, you know, foresight thinking is, is a responsible way of saying, how do we take care of the portion of things that we are not in control over? The decisions that are made by other people that then affect the outcomes that the that occur to me. I'll give you an example. In the last month, my house flooded. I mean, I don't live on riparian land. I don't, you know, I'm downstream. But what happens upstream becomes my problem because, you know, I am not in control of what other people do. If they block drainages,

if they are in

riparian land, it becomes my problem. And so what do I do as an individual to then prepare for those eventualities that I'm not in control over? And in foresight, in, you know, we need to begin to take care of those things and to understand that apart from thinking about foresight, you have to really ask yourself, what are the deep-seated issues that I'm not in control over that I have to be prepared to deal with whether I like it or not?

Oh, that creates a link that I've always wondered about, but I couldn't prove.