General Info

Tools for Creating Strategic Advantages

Under conditions of constantly growing volatility and ambiguity, competitive advantage goes to those companies who best deduce the forces acting on their indus-try, and who most capably adapt their businesses to profit from them.

But nobody can predict the future. A lot rests, therefore, on an executive manager's superior ability to judge the course and timing of new initiatives under uncertain conditions.

The Strategic Foresight program is a comprehensive introduction to the approaches and tools of industry foresight, and how these link to the management decision-making process to create strategic advantage.

Strategic Foresight Quick Facts

Register by March 16, 2018.
April 18-20, 2018

Helsinki, Finland


The program fee is € 4,100 (+ VAT).
Early bird fee € 3,850  + VAT until December 31, 2017.

Please keep me updated on the program

This program illustrates with examples, activities and guest speakers, how to develop an integrated management foresight perspective to make better business decisions under conditions of external uncertainty, and turn this advantage into profitable real-world products and services.

Participants will emerge having applied the industry foresight toolkit to their own company and industry, giving them a real-world future-management agenda to take back into their organisation’s own planning process.


  • Senior executives and managers responsible for strategic decision-making and direction-setting in their company, business or division
  • Leaders who need approaches and tools that help them understand industry change and future operating conditions, and how to transfer these insights into creating strategic advantage
  • Management consultants, or those with interest in strategic planning or business adaptation to market and technology change

By attending the program you will be able to:

  • Determine and apply analytical frameworks for decisions whose variables are too uncertain or too long range to be evaluated with standard analytical tools

  • Understand appropriate uses of business forecasting and planning, and current best practices, including a critical analysis of the limits of these tools in interpreting the competitive environment and creating strategic advantage

  • Apply theoretical and practical experience using methods of industry foresight, including the ability to select among and critically apply the toolkit options, to better interpret the evolving external environment and manage associated risks and opportunities

  • Integrate the tools of industry foresight into the rest of the business strategy, decision formation and leadership decision-making process

  • Turn industry foresight perspectives into new initiatives, products, services, business models, or customer interfaces

  • Critically assess the business forecasts of competing businesses, industry “gurus”, management consultants, or the media

Program Objectives

  • Give participants a conceptual overview and practical introduction to key methodologies of industry foresight, including horizon scanning, systems dynamics, driving force analysis, trend tracking, cognitive model de-biasing, scenario planning, etc., as well as an approach to using these tools in an integrated way
  • Develop participants’ ability, confidence, and critical savvy in using industry foresight approaches and tools in decision-making and creating strategic advantage, as part of their leadership function
  • Improve leadership skills by providing participants with a solid analytical framework for management decisions where variables are too uncertain or too long-term to be satisfactorily evaluated with core financial or operational tools
  • Create an enhanced, sophisticated view of current macro-change and the current cross-industry change-drivers, and their effect on businesses and business models
  • Develop experience with the common base of future-oriented management challenges that face executives, and best practices for navigating decisions at this level

Read the related article from Aalto Leaders' Insight:

Case DHL: How their scenarios have stood up against a changing world?

Dr. Adam Gordon reminds us with example from DHL that scenarios are about current not future leadership actions. This approach serves managers better than predictive modeling. Read the blog »

Future planning? It’s better to be vaguely right than exactly wrong

Future is hard to predict. Dr. Adam Gordon writes that it is better to be vaguely right than exactly wrong. Read the blog »

Hans Rosling: How to make better management decisions than a chimpanzee

Dr. Adam Gordon writes what can business world learn from Hans Rosling's research. Preconceptions can cause a degraded view of the world, therefore are a source of risk or of lost opportunity. Read the blog »

What is strategic foresight and why it matters?

An entrepreneur and former business executive Panu Kause explains. Read the blog »

Is your organization prepared for the future?

When it comes to the future be humble but not subservient. What do these words mean? Elina Hiltunen explains. Read the blog »

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