Strategic Foresight For Decision - Making Under Uncertainty
Strategic Foresight for Decision-Making Under Uncertainty is a book about how to think clearly when you don’t have the luxury of calm, time, or certainty.
Instead of treating foresight as prediction, long-range planning, or a specialist function that visits once a year at “strategy offsites,” this book reframes it as a way of working in the middle of real constraints. Foresight becomes a collective mindset and operating mode: noticing what is changing, making sense of it together, and choosing actions that don’t quietly trap you in bad futures later.
Drawing on situations that will feel familiar to founders, leaders, product teams, strategists, and consultants, the book follows how decisions are actually made when everything feels urgent: rushed pivots, half-seen risks, “temporary” fixes that become permanent, and crises that never quite end. It shows how small shifts—better questions, shared sensemaking, lightweight routines—can keep future consequences in view without slowing necessary action.
Scarcity and crisis here are not treated as excuses to postpone foresight, but as the conditions it must be designed for. The book is skeptical of heavy frameworks, inflated promises, and clean ROI stories. It argues instead that foresight creates value through fewer irreversible mistakes, improved timing, and clearer trade-offs, and that this value is best captured in learning, not in tidy numbers.
Along the way, it explores collective foresight, the role of AI and tools as supports (not oracles), uneven readiness across teams, and what it means to protect tomorrow’s options while dealing honestly with today’s fires.
Strategic Foresight for Decision-Making Under Uncertainty is for people who already carry responsibility and don’t need to be told to “think big”—they need a way to think better under pressure. It offers a calm, practical perspective: you cannot control the future, but you can stop letting urgency quietly decide it for you.
