Insights from the Dubai Future Forum Panel Discussion
At the Dubai Future Forum, three prominent female leaders in corporate foresight – Jennifer Brace from Ford, Marie Caroline Darbon from L’Oréal and Melanie Subin from the Future Today Institute – came together to discuss a crucial question, directed by our very own Meabh Quoirin, Co-Founder and CEO Foresight Factory: How do you know if you’re on track with foresight? As we look to the future, their insights provide invaluable perspectives on the evolving role of foresight in driving strategic decision-making and innovation.
Are We Making Enough Impact with Foresight?
One of the central themes discussed was whether foresight is making the impact it should. Melanie Subin shared that in her experience, foresight has always been about aligning the practice with strategy rather than siloing it in marketing or insights functions. She emphasized that foresight should inform long-term visioning, particularly in how a company responds to future challenges and opportunities. As she put it, “We’re never really doing enough, but aligning foresight with strategy is where the real impact begins.”
Marie Caroline of L’Oreal echoed this sentiment, reflecting on how foresight has been key to guiding L’Oréal’s long-term sustainability strategy. However, she noted that it’s an ongoing journey: “Foresight is an evolving process, not a one-time report. We’re in the early stages, but it has already driven substantial changes within the company.”
Who Are Your #1 Stakeholders/Customers for Foresight?
In a compelling conversation about the importance of stakeholder buy-in, Jennifer Brace emphasized the need to engage with middle management and their teams at Ford as key drivers of foresight implementation. While executive-level support is essential, she noted that it’s often those on the ground—middle management—who can champion foresight and truly integrate it into daily decision-making. For Marie Caroline, the top-down and bottom-up approach is vital. She highlighted how the CEO’s direct engagement with foresight at L’Oréal has led to greater organizational buy-in, ensuring that foresight becomes a strategic tool that informs both vision and execution.
How Do You Measure Foresight?
Measuring the effectiveness of foresight remains one of the most challenging aspects of the practice. The panelists discussed a range of qualitative and quantitative methods. Melanie Subin noted that one measure of foresight success is its integration into annual strategic planning, asking whether the foresight is influencing both short-term actions and long-term strategy. Jennifer Brace highlighted feedback loops to measure success, by checking in with teams after foresight workshops and tracking whether their decisions align with long-term forecasts.
Melanie Subin added that corporations should track if foresight prevents leaders from being blindsided—if executives are still being surprised by emerging trends or external shifts, it’s an indication that foresight isn’t fully integrated into the decision-making process.
What Horizons Should Practitioners Use?
The panel also discussed the importance of using multiple horizons when approaching foresight. Jennifer Brace and Marie Caroline both agreed that most companies focus too much on 1H (short-term) horizons, which leave them exposed to future risks and unprepared for longer-term opportunities. Horizon 1 (1-3 years) is about the immediate opportunities that organizations can act on, while Horizon 2 (3-5 years) looks at the emerging shifts that will shape the future. Horizon 3 (5-10 years) considers the larger, disruptive trends that could reshape industries. As Melanie Subin stated, “Horizon 3 is about challenging the status quo and considering what might seem far-fetched today but could be reality in a decade.”
What’s Your #1 Signal for 2025?
As we approach 2025, each panelist shared their key foresight signal that they’re focusing on. Jennifer Brace pointed to the declining birth rate in many Western countries, noting that it will have far-reaching consequences for the economy and workforce. In contrast, Melanie Subin highlighted the transformative shifts in education that are creating new sources of skilled labor, particularly in developing regions. Finally, Marie Caroline emphasized the dopamine effect—the increasing desire for collective experiences and social connectedness, which she sees as a key driver for industries like beauty and hospitality.
Moving Forward: Are You on Track?
As companies continue to embrace foresight, it’s clear that the key to success is aligning foresight with business strategy, engaging the right stakeholders, and using multiple horizons to understand the potential risks and opportunities ahead. Foresight isn’t a one-time exercise—it’s a continual process that helps businesses stay ahead of the curve.
Foresight is more than just predicting the future; it’s about preparing for it. As Marie Caroline aptly put it, “We’re not just forecasting; we’re shaping the future.”
Watch the panel in full:
Do you want to be on track?
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