Strategic Anticipation










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	Strategic Anticipation It is becoming difficult to anticipate, analyze, and interpret future trends and developments due to increasing complexity in the international environment. At the same time, states have a growing need to prepare against diffuse risks and threats and to exploit potential future opportunities. The concept of strategic foresight may be useful for preserving and enhancing strategic decision making and the capacity to act in a world that is becoming globalized and unpredictable. This increasing insecurity with regard to fundamental future development trajectories and trends, and the lead time associated with them, simultaneously promotes the desire to prepare against unknown threats and to shape the future actively in order to be able to exploit the resulting opportunities. Strategies and means for consolidating a future-oriented holistic view and for improving the strategic decisionmaking capabilities and actionability of states have thus gained importance. An interesting approach in this respect is the concept of strategic foresight, which has been tested in several states over the past years. Link to Singapore Government pages

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	International Risk Assessment and Horizon Scanning Symposium 2010 The 3rd International Risk Assessment and Horizon Scanning Symposium will be held from 15 to 16 March 2010 at the Raffles City Convention Centre in Singapore About 300 international participants are expected for the by-invitation-only symposium, mainly from governments, think tanks and private enterprises with a strong interest in horizon scanning. The symposium will: (a) promote active dialogue on risk assessment and horizon scanning concepts, methods and technologies (b) provide the opportunity for Singapore to share its Risk Assessment and Horizon Scanning or RAHS programme with an international audience (c) encourage active collaboration in RAHS concepts, methods and technologies, through experimentation. The theme for the symposium is “Strategic Anticipation: Developing Effective Strategies for the Future”. 25 speakers of international repute will be sharing useful approaches to emerging future challenges, with an emphasis on practical policy implications. A technology showcase featuring state-of-the-art software tools from our commercial partners in Singapore and around the world would also be held in conjunction with IRAHSS 2010. This event is jointly organised by the National Security Coordination Secretariat, the Defence Science and Technology Agency and the Centre of Excellence for National Security. Click here to view our Draft Programme Overview.

	Day 1: Panel 1 INTERNATIONAL ORGANISATIONS: A SURVEY OF STRATEGIC ANTICIPATION PROGRAMMES ADRIAN TAYLOR (Moderator) Consultant, 4Sing: Foresight and Strategy for Security and Sustainability in Governance, Germany. ------------------------------------------------------------- Foresight and Designing Policy: The Experience of the OECD MICHAEL OBORNE Director, Strategic Foresight, Organisation for Economic Cooperation and Development. ----------------------------------------------------- Scenario Planning and Strategic Foresight Activities of the World Economic Forum KRISTEL VAN DER ELST Director, Head of Scenario Planning, World Economic Forum. ------------------------------------------------------ Strategic Anticipation at the World Bank PAUL ORMONDE-JAMES Head of Global Intelligence, International Finance Corporation, World Bank Group. Full Biography \| Abstract \| Video ---------------------------------------------------------------- Building Strategic Intelligence to Anticipate Global Challenges MARK BODEN Head, Research Policy Mixes and Foresight Sector, Knowledge for Growth Unit, European Commission Joint Research Centre.

	Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist Paul Ormonde-james Business Intelligence specialist Paul Ormonde-james KNowledge management specialist

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