In uncertain times, the temptation is great: Companies try to make the future tangible through forecasts that are as accurate as possible and base their strategic decisions on them. The problem is that these forecasts often turn out to be inaccurate—and a linear trend that we can predict is no longer the future, and probably never was.
So it’s less about predicting which trends will emerge in the future and which won’t. Rather, it’s about using the right questions to identify which trends might be relevant to us in the future. This way, you can draw conclusions about future possibilities based on current empirical evidence—rather than attempting to make bold predictions.
In our “Enterprise Playbook,” we’ve identified five perspectives designed to help you move closer to the future step by step—from the abstract to the concrete, with opportunities for further exploration.
#1 Overview: What major future trends could affect your company? And what trends could affect your industry?
Start your analysis at the highest level of abstraction—and don’t just look for the obvious. Yes, digitalization, sustainability, and technological innovations are increasingly shaping the expectations of many customers. At the same time, however, you should also take into account other trends such as geopolitics, commodity shortages, demographic change, and inflation—all of which are constantly evolving.
For further reading: Establish a regular trend briefing within the leadership team, based on market observations, studies, and customer dialogues.
#2 Customer Focus: Who will your customers be in the future? What is your core value proposition? And what are customers willing to pay for it?
The best customers remain loyal when a strong value proposition is delivered. But will you be able to do that in the future as well? It’s incredibly important to continually compare your own vision of the future with that of your customers by shifting your perspective—because as soon as there’s a mismatch, you run the risk of losing those customers.
For further reading: Focus on ongoing dialogue with customers to explore their future expectations. You can find an overview of possible formats here.
#3 Looking Left and Right: What Will Your Competitors Be Doing in the Future?
Your competitors are also strategically positioning themselves for the future—and you can learn from them. Strategic learning also means observing, understanding, and adapting, rather than judging. Where are others faster, more consistent, or more customer-focused? And what might you be doing better? Where might comparative advantages arise in the future? Which competitors might enter the market?
To take this a step further: Build an AI agent for this purpose, gather information, and start a monthly market review with your team—30 minutes is all it takes.
#4 From the Big Picture to the Details: What Really Matters?
From this mix of trending topics, customer analyses, and competitive analyses, it’s now time to set priorities—the all-important question is: What will pay off in the future—and what will only cost time and energy without providing any real benefit? What should you do in the future, and what should you avoid?
For further reading: Use regular “strategy checkups”—in the form of short sessions—to quickly assess whether projects are future-proof and to free up resources in a targeted manner. Be sure to keep in mind our “no-gos” for strategy work, which we’ve compiled for you here.
#5 Looking Inward: How sustainable is your corporate culture? What skills and competencies will be needed in the future?
Future-readiness is also a matter of mindset—and thus depends largely on corporate culture, clear communication, and adaptability. The more flexible you are internally, the faster you can respond to new developments. And the more open your communication culture is, the more directly and accurately you can assess which skills are currently available—and where there is a need for further training. It is immensely important to break free from the status quo mentally and to make the future the reference point for all actions.
For further reading: Move away from an exclusively retrospective assessment of the business situation—and invest time, for example, in future-oriented events where all employees are proactively involved in working with trends and the future. This hands-on experience is more helpful than any “future skills” training.
The key is to establish a forward-looking mindset
What we’re trying to say is this: When thinking about the future, it’s not about making the right predictions—it’s much more about implementing a systemic approach that consistently incorporates future-oriented questions into the strategic planning process. And the good news is: This doesn’t require a (futuristic) research program, but rather a forward-thinking mindset within the company. And this can be established by regularly repeating the steps outlined above.
