Riots and protests have been progressively, and in an accelerating way, occurring in many countries, starting with France in 2005, spreading throughout most of the world, from the Arab Spring to Thailand through Hong Kong, the U.S. or, more recently Venezuela, Algeria and France with the Yellow Vest movement at the end of 2018 and… Read More
An Experiment with Infomous Clouds In the framework of our experiments with new tools for both horizon scanning and delivery to clients, started with Paper.li that led to the creation of the Weekly, here is a cool way to use clouds with Infomous (used, for example, by The Economist). The Red (team) Analysis cloud: Twitter (@HLavoix) cloud:
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.
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 …