Forward-thinking CEOs and Boards are using foresight to plan for tomorrow. They're looking 5,10,20 years into the future to see what might happen. By doing this, they're able to make today's decisions with more confidence and greater reliability.

Which futures will appear? There are many different variations of futures emerging. It may sound far fetched… but robots may dance.

You should read this if… you are looking for a simple, powerful way to make sense of the forces shaping your organisation’s future. This video introduces the Futures Triangle, a foresight tool developed by Prof. Sohail Inayatullah, and explains how it helps leaders map the push of present trends, the pull of preferred futures, and the weight of past assumptions and structures. By visualising how these three forces interact, the Futures Triangle creates a shared frame for better planning and decision‑making—helping organisations clarify what is driving change, what is holding them back, and what kind of future they are actively working towards to support impact and future growth.

You should watch this if… you are business leader who relies on forecasts but suspects they are no longer enough to guide decisions in an increasingly uncertain world. This article explains the shift from forecasting to foresight, showing why forecasts—based on extrapolating past data—struggle when conditions change, while foresight explores multiple possible futures to inform better choices today. It clarifies how foresight broadens thinking beyond single predictions, helps leaders anticipate disruption, challenge assumptions, and plan with greater resilience, making it a more reliable foundation for strategy, impact, and long‑term growth than forecasts alone.

You should read this if… you are a leader who recognises that technology alone will not solve your organisation’s cyber security risks. This video explores how applying a design thinking approach to cyber security shifts the focus from detection to prevention by addressing human behaviour—the most common entry point for cyber‑attacks. It explains why employees often undervalue cyber security and how human‑centred design can improve vigilance, decision‑making, and secure behaviour, particularly in organisations with mobile or distributed workforces. By rethinking cyber security through a design thinking lens, leaders can create more effective, practical defences that align with how people actually work.

You should read this if… you are a leader in business who wants your organisation to stay agile and relevant in the face of rapid change rather than relying on slow, reactive innovation cycles. This article introduces responsive innovation as the capability to adapt strategies, processes, and operations quickly as new information, risks, and opportunities emerge. It explains how responsive innovation goes beyond last‑minute change by embedding agility, experimentation, and learning into everyday decision‑making—enabling organisations to respond faster to shifting customer needs, unlock new opportunities, and build resilience and long‑term success in uncertain environments.

At insight & foresight we define foresight as the skill of looking forward to preparing for what might happen next. This is not about predicting the future with but rather using proven foresight tools and skills to explore a range of plausible, possible, probable, and preferred futures so we can better understand what could happen and…

CEOs and Boards who stay curious about what's around the corner can find numerous ways to deliver impact and future growth. You can resist becoming paralysed by fear, allowing your actions to be driven by opportunity rather than uncertainty. Here’s 7 ways to help you stay curious…

Before not-for-profit CEOs and Boards decide what to do to deliver growth its best to start with a refresher on how businesses grow. Business growth can occur in two categories; Organic growth and inorganic growth. Understanding which is which can help your decision making….

You should read this if… you are struggling to plan and make decisions in the face of deep uncertainty rather than a single, predictable future. This video introduces the Three Tomorrows framework by Sardar and Sweeney as a practical foresight method for navigating uncertainty by distinguishing between the extended present, familiar futures, and unthought futures. It explains how using these three time horizons helps leaders make sense of emerging trends, disruptions, and unknowns, enabling more robust planning, better strategic conversations, and decisions that support impact and future growth even when the future cannot be forecast with confidence.

You should read this if… you want to understand how artificial intelligence can practically support business growth rather than being seen as a distant or purely technical concept. This video explains what AI is, clarifies common misconceptions, and explores how tools such as machine learning and deep learning can improve efficiency, create new ways of working, and free teams from repetitive, low‑value tasks. It highlights how AI can help organisations focus on higher‑value activities, make better use of data, and design smarter processes—positioning AI as an enabler of growth and impact when applied thoughtfully and aligned with organisational purpose.

Discover how foresight strategies can help leaders navigate uncertainty, uncover opportunities, and drive transformational growth in their organisations.

If you are facing an uncertain or unfamiliar path, using foresight tools helps you find clarity, plan, and make decisions for success in the future. With a focus on what happens next, foresight tools help CEOs and Boards explore opportunities and challenges to deliver…