Elzbieta Czetwertynska’s Post

Without strategy, foresight becomes a sort of 'Glass Bead Game', an intellectual exercise without practical use. And without foresight, strategy risks becoming a short-term operational action plan without long-term analysis of what you should, can, and want to do. This applies to the #visitoreconomy as well, where all strategic goals should be the result of a foresight process that evaluates trends, resources, and visions. If we agree that #sustainability is the way - social, ecological, and economic - then #strategicforesight should be at the heart of how we put that into #practice. This article written by Amy Webb nails it on the head.

Loved the quick read from my Partner Julia Lamm on the role of leaders empowering the organization wtih GenAI. Leaders play a crucial role in preparing organizations for the unknown. With GenAI, leaders can set radical ambition, create an infrastructure for experimentation, and demonstrate commitment to their workforce and society. Read the article to learn more. https://pwc.to/3yjiSEf

Great leaders don't necessarily need to be the best strategic thinkers. Instead, they need to be excellent at facilitating strategic conversations with their teams. By fostering an environment where everyone feels comfortable sharing their thoughts and ideas, leaders can bring out the best in their team and make informed decisions that benefit everyone.

Great article about a big step in a leader’s journey - becoming less directive and more empowering, developing the next generation of leaders in your organization.

I am at the World Economic Forum Annual Meeting this week where #strategicforesight is a central focus. Business executives and government leaders I meet with are curious about strategic foresight, but treat it like a buzzword and aren’t yet clear on its value. In my latest article for Harvard Business Review, I define strategic foresight for leaders, advocating for its integration as a core competency in every organization, regardless of size. I also explain how to do it, and offer a window into our process at Future Today Institute and how we bridge foresight to strategy. https://lnkd.in/exCcKSmy

Globalist word salad: In my latest article for Harvard Business Review, I define strategic foresight for leaders, advocating for its integration as a core competency in every organization, regardless of size. I also explain how to do it, and offer a window into our process at Future Today Institute and how we bridge foresight to strategy.

Transformation leaders saw boosting organizational involvement in the transformation and elevating their authority as crucial ways to have more impact. Learn more about the current state of play in the CTO role: https://lnkd.in/gVT34r34 #CTO #Transformation

7 MORE Questions on Leadership with Warren Raisch