{"id":447,"date":"2024-09-04T16:29:54","date_gmt":"2024-09-04T14:29:54","guid":{"rendered":"https:\/\/srvdockericdp.bvtr.net\/ndc\/?p=447"},"modified":"2025-03-28T13:31:31","modified_gmt":"2025-03-28T12:31:31","slug":"how-to-do-strategic-foresight","status":"publish","type":"post","link":"https:\/\/www.ndc.nato.int\/fr\/how-to-do-strategic-foresight\/","title":{"rendered":"How to do strategic foresight"},"content":{"rendered":"
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NDC Insight 04-2024: How to do strategic foresight <\/a><\/em>, by Miguel Peco-Yeste1<\/a><\/sup><\/p>\n\n\n\n

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“Foresight” is on the rise. What was a discipline restricted to a few people decades ago has become very popular. That\u2019s good news \u2013 a wider use of foresight can have a number of benefits, as this guide explains. However, along with that popularity, the expectations about the scope of foresight have also grown. We can even find an aura of mystery surrounding the discipline. This is less helpful, as there is a risk of creating misperceptions about the nature of foresight. That is why it is necessary to limit the scope of foresight from the outset by clearly stating what it is and is not.<\/p>\n\n\n

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  1. Miguel Peco-Yeste served as a Policy Adviser at the Policy Planning Unit, Office of the NATO Secretary General, from 2020 to 2023. Throughout his professional career, he accumulated extensive experience in security and defence at the Spanish Ministry of Defence, NATO and the EU. \u21a9\ufe0e<\/a><\/li><\/ol>\n\n\n

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