For the better part of the last four decades, I have been encouraging people and organizations to anticipate the shape of their futures and plan accordingly. It can be daunting, but it can also be immensely practical. It can be as practical as using a set of binoculars to scope out a distant slope when hiking or winterizing your car before winter’s onslaught. Organizations that develop foresight capabilities are, among other things, creating a kind of organizational radar. This enables them to integrate discernible elements of tomorrow into today’s strategies and decisions.