Scoping a Foresight Process to Set It Up for Success

Scoping is the foundation of any successful foresight project. From defining the core problem to aligning with strategy, dedicating time to this phase ensures the process delivers actionable insights and avoids common pitfalls like scope creep, poor buy-in, or rushing into the wrong challenges.

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With more than 50 foresight projects under my belt so far, I’ve seen firsthand how much the initial scoping process shapes the success—or failure—of a foresight initiative. Whether it’s a year-long strategy overhaul or a single-day workshop, many of the same principles apply. Scoping isn’t just about logistics or ticking boxes; it’s about setting up the process to deliver real, actionable outcomes.

There’s also a pragmatism dilemma at play here: organizations and clients often feel pressured to rush ahead, skipping crucial groundwork to get results quickly. But experience shows that dedicating time to properly scope a project saves significant headaches later. Here, I’ll share key steps to get scoping right, plus a few traps that can derail even the best intentions.

1. Define the Core Problem

Every foresight process should start by pinpointing the key problem or question that needs addressing. Without this clarity, the process risks going off course. Sometimes the core challenge isn’t immediately obvious, especially with multiple stakeholders in the room. It’s not uncommon for powerful voices to push their own agenda, only for the group to realize halfway through the project that they’ve been solving the wrong problem.

Taking time to clarify the challenge upfront—through research, interviews, or workshops—is essential. While you should stay open to reframing the problem if new insights emerge, starting with a clear foundation prevents a lot of unnecessary backtracking later.

2. Set Clear Objectives

Once the problem is defined, you need to establish clear goals for the foresight process. What are you trying to achieve? How will the insights be used? Without intentionality, the process can become a vague “let’s see what we find” exercise, which rarely leads to meaningful outcomes.

Defining objectives also helps align expectations between teams, stakeholders, and decision-makers. This clarity ensures everyone is working toward the same end goal and understands what success will look like.

3. Determine the Scope

The scope of a foresight project sets its boundaries—what domains, geographies, or timeframes you’ll focus on. Too broad a scope can lead to confusion and overwhelm, while too narrow a scope risks missing important insights.

Surprisingly, constraints can actually fuel creativity. By clearly defining the focus areas, you create a structured space where ideas can thrive without veering off track. This step requires balancing openness with discipline—both of which are critical to success.

4. Identify Participants and Their Roles

The people involved in a foresight process can make or break it. Who needs to be in the room, and when? Early on, it’s helpful to include as many voices as possible to generate buy-in and gather diverse perspectives. As the process narrows, roles should be clearly defined to keep things efficient.

Not everyone has to be deeply involved in every stage. Some stakeholders can contribute insights early on and then take a consultative role, while decision-makers should be present at key points to guide outcomes. Getting this balance right ensures the process stays inclusive without becoming unmanageable.

5. Assess Futures Literacy and Perspectives

Different people bring different levels of familiarity—and comfort—with futures thinking. Some teams are ready to dive into complex methods, while others need a more foundational introduction to futures concepts.

Part of scoping involves understanding where your participants are starting from. This might mean offering training or starting with simpler frameworks to build confidence. Futures work is ultimately about bringing people along, not leaving them behind, so meeting them where they are is key.

6. Evaluate Data and Resources

Foresight isn’t just about big ideas—it’s about grounding those ideas in data and insights. Scoping should include an inventory of what resources are already available and what gaps need to be filled.

Many organizations already have useful data, insights, or even futures work happening in some form. The challenge is often about connecting the dots and structuring discussions around that knowledge. A solid scoping process builds on what exists rather than reinventing the wheel.

7. Measure Success

How do you measure the success of a foresight project? This is a tricky question because the outcomes are often intangible, like a shift in mindset or a culture of innovation. While these are hard to quantify, they’re no less important.

One way to measure success is through surveys that evaluate participants’ foresight maturity or readiness. Another is by tracking how foresight influences decision-making over time. Setting these criteria upfront helps align expectations and ensures the process has lasting impact.

8. Anticipate Key Themes

What trends, disruptions, or uncertainties are most relevant to your organization? Scoping should include an exploration of these themes to guide the process. If you know already before that an important topic for the group will be ‘new generations and liquid lifestyles’, you can do your research and better prepare for the discussions that will arise.

Balancing expected topics with provocative or unexpected signals is crucial here. This creates space to explore overlooked issues—like the “elephant in the room”—that may otherwise be ignored. Identifying these themes upfront ensures the process tackles both current challenges and future opportunities.

9. Select Methods and Tools

The methods and tools you choose should align with the problem, objectives, and participants. From scenario planning to horizon scanning, the tools should help move the process forward without overwhelming participants.

At ANTICIPATE, we tailor tools to each project rather than applying a one-size-fits-all approach. The scoping process is the time to match the right methods to the right challenges, ensuring the process flows smoothly from start to finish.

10. Align with Existing Strategies

How does the foresight process fit into your organization’s existing vision, mission, and strategy? Scoping should address whether you’re building on what already exists or challenging it.

Even when aligning with current strategies, foresight should leave room to question assumptions and explore new possibilities. This balance between alignment and disruption ensures the process is both relevant and forward-thinking.

Common Traps to Avoid

Even with the best intentions, foresight projects can run into trouble. Here are three common traps—and how to avoid them:

1. Scope Creep
   Without a clear scope, projects can quickly spiral out of control. As new ideas emerge, it’s tempting to expand the focus, but this can dilute the process. Staying disciplined about the original scope—and revisiting it regularly—helps keep things on track.

2. Failing to Secure Buy-In
   Foresight is about people, and if stakeholders aren’t engaged early, they may resist or ignore the outcomes. Prioritize involvement and clarity from the start to ensure everyone feels invested in the process.

3. Jumping Head First Into It
   Rushing into the process without fully understanding the problem can lead to wasted effort and frustration. Taking time to define the core challenge upfront avoids missteps and sets the stage for meaningful results.

Scoping a foresight project isn’t glamorous, but it’s one of the most important steps to ensure success. By dedicating time to this process and keeping these principles in mind, you set the foundation for a foresight journey that delivers insights, shifts mindsets, and creates real impact.