We’ve expanded the Foresight Best Practices library with five new resources focused on an important part of successful forecasting: what happens after the model is built.
Our existing Best Practices provide technical guidance for building, validating, and maintaining high-quality forecasting models in Board Foresight. The new Strategic Best Practices build on that foundation with practical guidance for operationalizing Foresight, integrating external intelligence into existing planning processes, and turning forecasts into better business decisions.
The first five Strategic Best Practices are:
Start With the Decision, Not the Model
Anchor Foresight around a specific business decision, decision owner, and planning moment before model development begins.
Embed Foresight Into the Planning Rhythm
Make Foresight part of existing annual, quarterly, monthly, and weekly planning processes rather than creating a separate forecasting exercise.
The Forecast Is Not the Plan
Understand the distinction between an external economic baseline and the business plan, and use the gap between them to make management assumptions and actions explicit.
Turn External Signals Into an Early-Warning System
Move beyond monitoring indicators by defining the signals, triggers, and actions that should prompt the organization to revisit its outlook.
Build Confidence Through Repetition
Build organizational trust in external forecasts through explainability, performance measurement, decision relevance, and repeated use across planning cycles.
Together, these resources broaden the Foresight Best Practices library from how to build strong models to how to put Foresight to work across the organization.
Explore the new Strategic Best Practices and the full collection of Board Foresight Best Practices in Community.
And stay tuned: we’ll continue adding new technical and strategic guidance from the Foresight team to help customers build, operationalize, and scale their use of Board Foresight.
