Caroline V. Rudzinska, Futurist together with Epaminondas Christophilopoulos, Head, UNESCO Chair on Futures Research, FORTH | President, MOMus
Everyone talks about the future. Few let it shape decisions. In this candid firechat, Professor Caroline V. Rudzinski, former foresight team member at Volkswagen, pulls back the curtain on what really happens when foresight enters the boardroom. Does it genuinely influence billion-euro investments – or does it become an elegant presentation no one acts on?
Why do executives resist long-term thinking? Why is foresight so often applied selectively , in innovation units, strategy offsites, or crisis moments , rather than embedded structurally into capital allocation, portfolio management, and governance processes?
The uncomfortable reality: Foresight often fails not because of weak methods, but because of organizational power structures. Long-term scenarios challenge incentive systems built on quarterly KPIs. They question dominant business models. They create strategic ambiguity in environments that reward short-term certainty.
A bold conversation about power, politics, and whether organizations are truly ready to be challenged by the futures they claim to explore.