# Generic Foresight Process

> Apply Voros's four-element foresight framework (Inputs-Analysis-Interpretation-Prospection-Outputs-Strategy) as a closed-loop system for strategic futures thinking

- Skill: `lev-os/generic-foresight-process` (Agent Skill)
- Install (CLI): `npx skillmds@latest add lev-os/generic-foresight-process`
- Raw SKILL.md: https://api.skillmd.com/api/skills/lev-os/generic-foresight-process/raw
- Safety review: pending
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Coding & Dev Tools
- Author: lev-os (https://skillmd.com/u/lev-os)
- Updated: 2026-09-10
- Page: https://skillmd.com/skills/lev-os/generic-foresight-process

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# Generic Foresight Process

## Overview

The Generic Foresight Process Framework, developed by Australian futurist Joseph Voros in 2000 and published in Foresight journal (2003), provides a reference model for integrating futures thinking into strategic planning. It won a Highly Commended Award in the Emerald Literati Club Awards for Excellence 2004.

Voros synthesized earlier work by Slaughter (1999), Horton (1999), and Mintzberg to create a process applicable at scales from individual to organizational. The framework was developed during implementation of foresight into formal strategic planning at Swinburne University of Technology in Australia.

The key insight: foresight is not a single activity but a system with distinct phases, each requiring different methods. The framework operates as a closed loop, enabling continuous course correction rather than one-time planning exercises.

## When to Use

- Introducing foresight capability into an organization
- Structuring strategic planning with futures orientation
- Teaching foresight methodology to practitioners
- Auditing existing foresight processes for gaps
- Designing foresight programs or departments
- Academic research on futures methods
- Individual long-term planning and career strategy
- Evaluating where organizational foresight breaks down

## The Process

### Element 1: Inputs (Strategic Intelligence Gathering)

Systematic collection of information about environment, trends, and emerging changes.

**Methods:** Environmental scanning, horizon scanning for weak signals, competitive intelligence, stakeholder intelligence, expert consultation.

**Output:** Raw strategic intelligence - signals, trends, data, expert perspectives.

**Quality criteria:** Breadth, depth, diversity (contradictory sources), timeliness.

### Element 2: Foresight Work (Three Sequential Steps)

The core analytical work of foresight occurs in three distinct phases:

#### Step 2a: Analysis

Establish baseline understanding through examination of what inputs reveal.

**Methods:** Trend analysis, forecasting, driver analysis, cross-impact analysis.

**Output:** Identified trends, drivers, baseline forecasts, pattern maps.

#### Step 2b: Interpretation

Probe beneath surface of analytical findings to uncover deeper structures and meaning.

**Methods:** Systems thinking, causal layered analysis, archetypal analysis, stakeholder analysis.

**Output:** Deeper understanding of causal structures, mental models, worldviews.

**Critical transition:** Moving from "what" to "why" - understanding forces producing trends.

#### Step 2c: Prospection

Create forward-looking views of alternative futures using outputs from analysis and interpretation.

**Methods:** Scenario planning, visioning, normative futures, backcasting, wild cards.

**Output:** Range of alternative futures - scenarios, visions, possibilities.

**Quality criteria:** Plurality (not prediction), plausibility, provocativeness.

### Element 3: Outputs

**Tangible:** Strategic options, scenarios/visions, opportunity maps, risk assessments, capability requirements.

**Intangible:** Changed thinking, reframed mental models, strategic conversation, reduced certainty.

**Critical insight:** Intangible outputs often exceed tangible in long-term value. Changed thinking persists beyond specific documents.

### Element 4: Strategy

Decision-makers evaluate outputs to develop strategies and implementation plans.

**Activities:** Option evaluation, strategy formulation, implementation planning, monitoring design.

**Output:** Strategic decisions, implementation plans, monitoring frameworks.

### The Closed Loop

Strategy implementation generates new information feeding back into Inputs. The framework is explicitly iterative - each cycle refines understanding and improves decisions.

## Example Application

**Situation:** University strategic planning for 2040.

**Inputs:** Enrollment trends, technology signals (AI tutoring, micro-credentials), policy environment, expert interviews.

**Foresight Work:**
- *Analysis:* Declining 18-year-old population; employer skepticism of degree ROI; unbundling of education
- *Interpretation:* Credentialing monopoly eroding; "4-year campus" mental model challenged
- *Prospection:* Four scenarios - Resilient Campus, Distributed Learning, Credential Collapse, Lifelong Learning

**Outputs:** Four scenarios, 12 strategic options; leadership shifted from "protect status quo" to "reinvent value"

**Strategy:** Pursue robust options (digital infrastructure), create hedging investments (campus flexibility), establish sensing mechanisms (monthly signal reviews)

## Scoring Rubric

- **Practitioner Weight:** 8/10 - Developed in organizational practice; widely adopted in foresight profession
- **Clarity/Executability:** 9/10 - Clear phases with specific methods; highly structured
- **ROI:** 7/10 - Academic validation; difficult to quantify foresight ROI directly
- **Novelty:** 6/10 - Synthesis of prior work; value is in integration and clarity
- **Cross-domain:** 9/10 - Generic by design; applicable to any planning context

**Total: 39/50**

## Anti-Patterns

- Skipping Interpretation (going straight from Analysis to Prospection loses depth)
- Treating phases as linear rather than iterative
- Ignoring intangible outputs (changed thinking matters)
- No feedback loop (one-time exercise, no learning)
- Inputs only from familiar sources (missing weak signals)
- Scenarios without strategic response (entertainment without action)
- Over-reliance on Analysis (avoiding the ambiguity of Prospection)
- Conflating forecasting with foresight (prediction vs. preparation)

## Related

- iftf-foresight-insight-action (complementary IFTF methodology)
- scenario-planning (deep dive on prospection methods)
- causal-layered-analysis (interpretation technique)
- systems-thinking (analysis and interpretation foundation)
- horizon-scanning (inputs method)
- three-horizons (complementary framing for time)