Date of Publication :8th September 2024

Abstract:In an era of discontinuous change, where even large and successful organisations struggle to adapt and ensure long-term survival, this study addresses the critical problem of how management consulting firms can enhance their strategic foresight capabilities. The research explores the role of strategic foresight as a key capability that enables organisations to anticipate disruptions, navigate uncertainty, and proactively manage crises such as inflation and pandemics like COVID-19. The study introduces the Strategic Foresight Model (SFM), designed to help organisations not only adapt to change but also develop a future-oriented approach to strategy. This research seeks to resolve the gap in knowledge regarding effective foresight practices in management consulting. Through case studies and interviews with industry professionals, the study identifies key foresight components, including context, capabilities, and proficiency levels. The findings demonstrate that organisations utilising foresight-driven planning processes are better equipped to manage discontinuous changes, gaining a competitive edge. The research advocates for integrating foresight into strategic decision-making, emphasising the importance of disseminating insights to maximise their practical application. Ultimately, this study contributes to both theory and practice, positioning strategic foresight as a catalyst for innovation and resilience in uncertain environments.

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