Wenn die Führungsrunde nur teuer nickt: Group Think an der Unternehmensspitze
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Wild Cards in Foresight and Future Planning
Wild cards live in the working vocabulary of foresight practitioners, who deliberately surface them in scenario exercises. Four of them explained.
Fear in the leadership team: A dangerous taboo for future planning
You lead a company – and you sense the worries and fears of your leadership team regarding the future? We support you with your future planning.
Destroy someone else’s sculpture – what this exercise has to do with change and leadership
We stood in a circle – each of us with a self-made sculpture beside us, showing what we stand for as leaders. Sculpture by sculpture was presented. C…
Carina Stöttner at the LEON Congress Hesse: in conversation with Hesse’s Deputy Minister-President, generals, and CEOs
Resilience is not defense – but the ability to build the future. At LEON 2026 in Kronberg, futures researcher Carina Stöttner closed the congress wit…
Carina Stöttner as a speaker at IFAT for the steel and metal recycling industry
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Offsite: Why executive boards, executives, and teams need a change of scenery
A good offsite needs more than a change of scenery: clear focus, methodological depth, and neutral facilitation. We bring all three to your executive…
Denkansätze aus unserer Foresight-Arbeit mit Executives, die jede Führungskraft kennen sollte
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Komplex vs. kompliziert: Warum wir adaptive Handlungsstrategien brauchen
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Wie können Unternehmen Szenarien nutzen?
Gerade in Zeiten hoher Unsicherheit sind Zukunftsszenarien ein hilfreiches Tool, um neue Geschäftsmöglichkeiten zu explorieren. Wozu noch?
Why foresight and family businesses fit together so well
Family businesses are especially well-equipped for the future. Why corporate foresight makes sense here.
Was ist ein Treiber? Was ist ein Trend?
Das Wort “Trend” ist in aller Munde. Aber was genau ist eigentlich ein Trend? Und was ein Treiber? Hier mehr zur Begriffsdefinition.
