The Economist shows the lead in a courageous yet hardly ever done exercise: going back to our own foresight and assess, in the light of the present, what was right and what was wrong. It provides us with an example of how such lessons learned could be endeavoured, underlines questions that should be asked and key challenges for anticipation, and exemplifies how biases can derail foresight.

To access this article, you must become one of our members. Methodological articles are also accessible through registration to our online course.
Log in if you are a member.