This working paper discusses strategic foresight initiatives and methodologies that support decision making and process design. It highlights case studies, international benchmarks, and best practices as well as methodological recommendations and options to promote the adoption and use of strategic foresight in government. The paper is structured in four sections, each centred on a critical action to improve decision making through strategic foresight: (i) framing strategic foresight, (ii) building its fundamental components in governments, (iii) fine-tuning foresight interventions to specific contexts, and (iv) doing concrete activities to solve specific policy challenges. Given its exploratory nature, this working paper and its proposals must be seen as contributions to the ongoing debates about the use of strategic foresight for decision making in government. As such, rather than a definitive set of assertions, this working paper raises hypotheses to be tested, improved and, if need be, criticised.
OECD : Supporting decision making with strategic foresight: An emerging framework for proactive and prospective governments
