When Risk Management Meets Strategic Foresight and Warning

Risk management is codified by the International Organization for Standardization (ISO). It is aimed at any organisation concerned with risk, be it public or private (Sandrine Tranchard, “The new ISO 31000 keeps risk management simple“, ISO News, 15 Feb 2018). Its forebear is actuarial science, i.e. methodologies to assess risk in insurance and finance (e.g…. Read More

Strategic Foresight & Warning Analysis

Strategic Foresight and Warning (SF&W) is at once process and analysis. By SF&W analysis we mean all methodologies and related issues allowing for the development of an understanding grounded in reality that will generate best anticipatory products, useful to decision-makers and policy-makers for carrying out their mission (to find your way within the myriad of labels… Read More

Visualising the Steps to Foresee the Future and Get Ready for It

Strategic foresight and warning or more broadly anticipation is a step by step process to anticipate the future in an actionable way. The graphic ideal type process displayed below is the result of more than a decade of work with and about systems of anticipation, from early warning systems to prevent conflicts for aid agencies to… Read More

Modeling for Dynamic Risks and Uncertainties (1) :
Mapping Risk and Uncertainty

(This article is a fully updated version of the original article published in November 2011 under the title “Creating a Foresight and Warning Model: Mapping a Dynamic Network (I)”). Mapping risk and uncertainty is the second step of a proper process to correctly anticipate and manage risks and uncertainties.  This stage starts with building a model, which, once completed, will describe and explain the issue or question at hand, while allowing for anticipation or foresight. In other words, with the end of the first step, you have selected a risk, an uncertainty, or a series of risks and uncertainties, or an issue of concern, with its proper time frame and scope, for example, what are the risks and uncertainties to… Read More

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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.

Strategic Foresight, Warning, Risk, and Intelligence Products and Documents

You will find below public documents and products related to strategic foresight, warning, risk analysis and intelligence, published by state and private actors – under construction.

Evaluating Likelihoods for Libya – Scenario 2 Partition

We shall now discuss the organization, indicators, and likelihood of the various partition scenarios, after having detailed the indicators and determined the likelihood for intervention in the last article. Note: In the following article, we shall use the acronym COR for the Council of Representatives (nationalists), GNC for the General National Congress (Islamists), and GNA for the UN-backed Government of National Accord (unity government). Organizing the Scenarios and Indicators Considering that external actors are already intervening in Libya, as we saw previously, as well as the fact that surrounding countries are experiencing migrant, smuggling, and jihadist spillover from Libya’s civil war, we organized the parent scenarios to account for these certainties. The next branch of scenarios—which have not occurred yet—are… Read More

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Evaluating Likelihoods for Libya – Scenario 2 Methodology

In this article and the next, we shall evaluate the likelihood of the primary scenarios for foreign military intervention, which we started to detail in “Scenarios for the Future of Libya – Scenario 2: The Joint Arab Force Takes a Side (1).” We shall focus on preliminary methodological work allowing for better describing the intervention cases for likelihood estimates. In the last article we discussed the likelihood of Scenario 1, where the Libyan actors negotiate a peace settlement—a scenario for which the probability we assessed was less than 20%, or highly unlikely. As detailed previously, we shall use the methodology developed by The Red (Team) Analysis Society, building upon Heuer (“Assessing Probability of a Scenario”, in Psychology of Intelligence Analysis,… Read More

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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 – 22 December 2016

Each week our scan collects weak – and less weak – signals… Each section focuses on signals related to a specific theme: world (international politics and geopolitics); economy; science; analysis, strategy and futures; technology and weapons; energy and environment. However, in a complex world, categories are merely a convenient way to present information, when facts and events… Read More