Futures thinking and doing is a fundamental skill set for any employee now and in the future. Companies cannot afford to delegate the contents and outcomes of the future-proofing exercises to a few experts and top leadership alone.
We made a study to explore the topic further and here are some of our findings:
When is the ‘future’ and how can we work on it?
- Only 15% in our survey think beyond 5 years in their daily work.
- Those at disruption risk think further into the future.
- Smaller companies (< 250 employees,) were more active with idea testing, data forecasting and risk mitigation.
What are futures made of and by whom?
- In general, now is the era of the individual thinker and how they make us see the future.
- As could be anticipated, leadership (55,6%), technology (44,4%) and business (42,2%) promote futures in the organizations – with R&D and innovation only in fourth place (33,3%).
- In the bottom 3 of promoting the future are HR (6,7%) and Risk, Quality & Legal (4%).
What is the value of the future?
- Futures thinking is considered difficult, because it involves dealing with complex systems and processes that can seem impossible to map.
- Yet, 95% of survey participants sees that futures thinking is an extra gear to perform better.
Find out more insight and how to shift the bigger gear on from the study report.