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The Red (Team) Analysis Weekly – 24 September 2020

This is the 24 September 2020 issue of our weekly scan for political and geopolitical risks (open access). Using horizon scanning, each week, we collect weak – and less weak – signals. These point to new, emerging, escalating or stabilising problems. As a result, they indicate how trends or dynamics evolve. As every week, below […]

Dynamics of contagion and the COVID-19 Second Wave

This article, using scientific knowledge, looks at the COVID-19 dynamics of contagion to identify ideal measures that should be taken to stop contagion. These ideal measures, then, compared with real policies will allow assessing the potential for a second wave. Our aim, for this series, is to find ways to improve how we foresee if, […]

Intelligence, Strategic Foresight and Warning, Risk Management, Forecasting or Futurism?

This article defines and briefly explains the various names and labels given to activities and practices anticipating or foreseeing the future. Indeed, from risk management to Strategic Foresight and Warning (SF&W) the field of anticipation includes many perspectives and practices centred on different themes. Meanwhile, various actors use different names for SF&W, or very similar approaches. It is thus important to clarify what various labels and names mean, even if borders between categories are often fuzzy.

Geopolitics, Uncertainties and Business (6) : The Psychological Impact of the Islamic State Terrorist Attacks

This article is the second of a two-parts of a series seeking to identify the impacts of the current and most probably forthcoming terrorist attacks by the Islamic State and other jihadist groups, and focuses on major socio-psychological consequences. It follows a first article, which started outlining a framework for impact assessment out of our current understanding of the economic consequences of terrorism, which notably pointed out the need to use mapping as methodology if the complex and cascading characters of these impacts are to be properly assessed. The larger aim of the series is notably to understand if businesses should or not neglect these aggressions and related geopolitical uncertainties, while finding out ways to foresee these risks so as to best design answers (see Helene Lavoix, “Businesses and Geopolitics: Caught up in the Whirlwinds? (1)”, The Red (Team) Analysis Society, 17 Oct 2016)

To find out which could be the psychological impacts of the ongoing string of terrorist attacks, we

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The Red (Team) Analysis Weekly: An experiment in crowd-sourcing for horizon scanning

This is an experiment with paper.li as a way to collect ideas, notably through Twitter but also Facebook mainly for horizon scanning. The resulting weekly can be accessed here. As I am only too aware of information overload, the choice of  a weekly rather than daily paper made sense. With time, I’ll try to see if it is possible to improve results by changing various settings. Right now, the content is heavily biased towards technology, although none of my criteria included them. One of the hypotheses that would allow explaining this phenomenon might be that one of my keyword was #future, and that future orientated tweets might tend to be dominated by technological innovations. Furthermore people using Twitter are most […]

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Revisiting Timeliness for Strategic Foresight and Warning and Risk Management

[Fully rewritten version v3] To exist, risk and foresight products as well as warnings must be delivered to those who must act upon them, the customers, clients or users. These anticipation analyses must also be actionable, which means that they need to include the right information necessary to see action taken. Yet, if you deliver […]

Delivery of Strategic Foresight and Warning products: learning from the social and mobile web?

As Cynthia Grabo underlines, a warning does not exist if it is not delivered. Similarly, a foresight product – or risk assessment or horizon scan – has to be delivered. Furthermore, if foresight and warning are to be actionable, then clients or customers – those to whom the product has been delivered – must pay heed to the foresight, or warning. What they decide to do with those is another story. Yet, from the point of view of SF&W, they must receive them, know they have received them and, as much as possible, consider them.

by Philip Devere, FAL, via Wikimedia Commons

Strategic foresight and futures’ efforts, as well as related literature, with a few exceptions, have rarely focused explicitly on this specific part of the overall process. Yet, it is crucial. As a first step, it has much to learn from the warning part of the activity. Then, both strategic foresight and warning may also have much to learn from the mobile and social networking approach, as it is being …

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Why the COVID-19 is NOT a Black Swan Event

As the COVID-19 spreads throughout the world, its cascading and multiple impacts deepen. As a result, fear spreads. Meanwhile, finance and business firms now started promoting the idea that the COVID-19 epidemic was a “black swan event”. For example, Goldman Sachs, in its Top of Mind, issue 86 (February 28, 2020) featured an article titled […]

The COVID-19 Pandemic, Surviving and Reconstructing

The COVID-19 pandemic is now a global fact. It still involves many uncertainties. At present and in the near future, we need to handle the ongoing pandemic as a global catastrophic crisis with complex cascading impacts. We also need to start thinking about reconstruction. We are here concerned with reconstruction that will allow polities to […]

COVID-19 Antiviral Treatments and Scenarios

The world is now struggling to know how to face the COVID-19 pandemic. We want to know how long the pandemic will last. Actually, what we want to know is when the pandemic will end and when life will be able to resume normally. As we explained in the opening article for this series, to […]