Public Foresight
The demand for Public Foresight is rising – not only in corporations, but across the public sector, from governments and parliaments to cities, agencies, and international organisations. In an age of rapid change, polycrises, and deep uncertainty, these institutions need Strategic Foresight to anticipate trends, explore multiple futures, and plan for long-term public value.
But are they doing enough?
Follow my work as I assess and discuss global Public Foresight practices, from horizon scanning and scenario planning to citizen engagement and futures literacy.
How Public Foresight Can Strengthen Long-Term Planning
In a world of constant change, I believe it is more important than ever to address innovation and long-term planning. A recent IDW position paper, to which I contributed, shows that Germany still has significant room for improvement in this area.
In my interview with Juliana Lofink, Communications Manager at IDW, I explain what needs to be done in Germany – and how auditors can also benefit from long-term planning:
The key characteristics of an effective foresight system
How such systems can be integrated into the German political landscape
How auditors can use foresight insights in their work
You can watch the full interview here [Video & paper available in German only]:
The complete position paper and further resources are available on the IDW website.
Why Public Foresight Matters
For me, Public Foresight means applying the principles of Strategic Foresight to the public domain and helping institutions to:
Identify and interpret weak signals and emerging trends
Explore multiple plausible futures through scenario planning
Develop shared visions for desirable futures
Strengthen resilience and adaptability in the face of disruption
Engage citizens and stakeholders in inclusive decision-making
From Finland’s Government Foresight Group to Singapore’s Centre for Strategic Futures, I study and share how leading nations are using anticipatory governance to improve decision-making and create long-term public value.
And while there are inspiring examples around the world, my own work often starts with a key question: How can we translate these lessons into the German and European context?
Shaping Tomorrow with Public Foresight – Insights from Corporate Foresight
In my recent conversation on the Future Talk podcast hosted by Deloitte Deutschland, I explored how Public Foresight can benefit from the methods and mindset of Corporate Foresight. We discussed how Strategic Foresight helps both companies and public institutions navigate uncertainty, identify weak signals, and open up new spaces for innovation. Drawing on international best practices – from Singapore’s long-standing foresight units to Dubai’s ambitious public innovation agenda – I highlighted the value of participatory processes in making foresight truly impactful.
We also examined where Germany stands today. Compared to countries like Finland or Spain, where structured, long-term foresight is embedded into national decision-making, there is still significant room for improvement. I believe we need stronger coordination, inclusive approaches that involve citizens and stakeholders, and a shared vision that reaches well beyond legislative cycles — because Strategic Foresight is not about predicting, but about preparing for and shaping desirable futures.
Listen to the full interview on Spotify [German only]:
You can also listen to the full interview on YouTube.
“Strategic Foresight is not about predicting, but about preparing for and shaping desirable futures.”
Looking Ahead Together
Public Foresight is most powerful when it is a shared effort. Whether you work in government, a city administration, an agency, or any other public institution, your decisions today shape the futures we will all live in. By embedding Strategic Foresight into everyday planning, we can anticipate change, build resilience, and create long-term public value. The examples and approaches on this page are not abstract theories — they are practical tools you can start applying in your own context. The next step is simply to begin the conversation about where you want to go and how to get there.