Use the Foresight Cards to determine key trends and scenario drivers.

1. - Determine trends and scenario drivers -
Foresight Cards
Order the pack of cards or download
more free workshops using the
Foresight Cards on:
www.foresightcards.com

2. Foresight cards Trendwatching?
Future of “our values”
5 minute discussion with your group
- How does this theme develop itself
into the future?

3. Foresight cards Trendwatching?
Future of “our values”
5 minute discussion with your projectgroup
- How does this theme develop itself into
the future?
Future of “our values”
In your discussion about the future…
- Which elements are important, when
you are talking with eachother about
the future?
Again, 5 minute discussion

4. Foresight cards Talking about the future
Oil spill
Future events…
- Perspective of Time
- Perspective of Relevance
- Perspective of Reliability of information
- Perspective of Uncertainty
Predetermined <-> Controversy
- Perspective of Change
Trend / Gradual- / Abrupt discontinuity
Increased usaged of digital devices 

5. Foresight cards Perspective of change

6. Foresight cards Perspective of change
Time, Relevance, Uncertainty,
Reliability of information and CHANGE:

7. Foresight cards Our (STEEP) environment
PEST, DESTEP, PESTLE, STEEPLE, LESTEP…
Macro – contextual level
The contextual level consists of ‘global
forces’, think about: economical
developments, demographics, politics, technologi
cal developments and social developments.
Foresight Cards – STEEP edition focusses on
external forces that address the contextual level.
Meso – transactional level
The transactional level consists of ‘market
forces’, think about: suppliers, supply and
demand, distribution, competitors and strategic
alliances.
Micro – organizational level
The organizational level involves forces that
address the internal environment of the firm.
Think about:
vision, mission, strategy, resources, processes, pro
ducts and services.

8. Foresight cards Foresight Cards

9. Foresight cards The Impact diagram

10. Foresight cards Determine trends & drivers
Purpose: Determine trends, innovation oppertunities and scenario drivers.
Components: Post-its, impact diagram and the card ‘patterns of change’.
Method
• Create an impact diagram with sections: “Confirmation”, “Innovation” and “Scenarios”
on a large brown paper.
• Make teams of two or three people.
• Shuffle the cards and divide them among the teams.
You might like to make a pre-selection if you’re short on
time.

11. Foresight cards Determine trends & drivers
Purpose: Determine trends, innovation oppertunities and scenario drivers.
Components: Post-its, impact diagram and the card ‘patterns of change’.
Method
• Each team positions the cards given in the framework. During positioning they
discuss with each other why the card is positioned there.
• When placing a card, teams will add a post-it that addresses the pattern of change
that applies to the card.
• When all cards are positioned look (as a team) at possibilities to cluster some forces.
You might like to add a large post-it which describes a more abstract force that
represents different forces.
• After you have optimized the forces in the impact diagram discuss what you’re
becoming aware of, for e.g. ‘What are trends of the current market?’, ‘Which forces
determine innovation opportunities?’ and ‘Which forces hold key-uncertainties that
could create different future scenarios?’.
• Want to make a final check?
In the section “Confirmation” you will mostly find current trends,
in the section “Innovation” you’ll find trends and gradual discontinuities,
in the section “Scenarios” you’ll find discontinuities only.

12. Foresight cards Perspective of change
“Reflection” - What did you/we learn?

13. Foresight cards Foresight Cards information
This analysis tool helps to assess the external macro environment!
The Foresight Cards contains 125 macro forces classified into the STEEP categories
(social, technological, economical, environmental and political). Other known acronyms
derived from STEEP are: PEST, PESTLE, STEP, STEPJE, STEEPLED, DESTEP and LEPEST. The
STEEP acronym is well known and used all over the world as a basis for external analysis.
For example the STEEP cards can be used by individuals and groups to have workshops to:
• create awareness about past, current and future changes;
• stress test a business model;
• create a SWOT analysis;
• energize;
• tell a story;
• discuss certain (strategic) topics;
• think about systems and how external developments connect to each other;
• determine key-uncertainties to create future scenarios (scenario planning);
• etc. etc. etc.
Check the www.foresightcards.com website for more information, to download other
workshops and how to order the pack of cards.