You should read this if… you are concerned that treating AI as a short‑term technology initiative rather than a long‑term strategic force creates material governance and strategy risk. The article argues that most AI conversations fixate on current tools and use cases, while effective leadership requires anticipating AI’s broader future impacts on industries, economies, and society, and shifting from reactive adoption to proactive strategic agility. It positions strategic foresight as a core executive capability, providing a structured way to navigate uncertainty, surface emerging risks and opportunities, and embed AI considerations into enterprise strategy, resilience, and long‑term value creation rather than experimentation driven by hype.

For-purpose CEOs and Boards will need to consider some big challenges as they plan for the next 5 to 10 years.