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, written by Jeremy. Read the commentary.

foresight, analytical foresight

Here are ten good reasons you should never write a check for foresight. Got any others to add? Please comment.

1. Sounds like prophecy. Who really thinks forecasters and futurists are much more than fortune-tellers in suits?

2. Too difficult to connect to tactics. We’re in business, so where’s the money?

3. Fit within priority structure is unclear. Business plan, annual goals, quarterly targets, executive commitments – where’s foresight supposed to fit in that?

4. Results are too difficult to measure. It’s about the future, so how will we know who’s right until we get there?

5. Data is too old or too dirty. If this is the future, why’s the data from 2001? And, how come there’s two decimal places when the time series in only three years long?

6. Baffling methods. Cryptic names, enigmatic systems, mystic doctrine – where’s the Kool-Aid?

7. Too abstract. Lots of stories, where’s the analytics?

8. Spot-check today says little about evolution tomorrow. Planning, strategies, tactics – these are a balancing acts at best – how can today’s “foresight session” give us anything useful beyond the next 15 days?

9. Too far out. We’re barely keeping up with a three-year plan, why talk about 20 years from now?

10. No time to explore. Explore? There’s already too many obvious opportunities to pursue.

Seriously, hammer away. Why will you say no if someone tries to sell you foresight? I’d love to hear from you. Leave a comment or send an email.

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Keywords: Foresight, Analytical-Foresight, Analytics
Tags: Foresight, Analytics


Risk and Reward: no risk to telling the wrong future, the mistakes are easily forgotten amidst the successes (despite the ratio); only the implementers have to truly concern themselves with risk and reward.

Ideas and Execution: creating future in one’s mind is easy, creating it in marketplace is hard.

Nice. Thanks Taylor. Risk/reward should be in the ten.

#1 is my favourite…

If a consultant has the ability to predict the future…why sell this information? Wouldn’t they be better off getting into the industry themselves to capitalize on the potential they have predicted?

I think business owners are better off paying for results.

I agree with the sentiment. But, isn’t consulting in the industry a version of getting in the industry? Not all consultants are built to run business.