These are fundamental asked questions.
What does SAKU mean?
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SAKU stands for its own phases (Scan & Speculate, Anchor, Kindle Ideas, Unify & Utilise), but it also comes from the Japanese 策 ("saku") which means "plan".
What is Strategic Foresight?
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STRATEGIC FORESIGHT is the practice of actively preparing for multiple plausible futures, not forecasting what will happen, but building resilience regardless what could happen. It is a discipline to gather and process information about future operating environments, helping organisations make informed decisions, shaping strategies and policies, usually through collaborative, multi-stakeholder work. Especially in today’s ever-changing world, we need to explore widely enough to spot important possibilities or threats, yet focus narrowly enough to make practical decisions relevant us, and to open our minds to unconsidered alternatives without biases.
Linear vs. Lateral Thinking?
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LINEAR THINKING is a logical, step-by-step approach to problem-solving that follows a clear sequence from start to finish. It is sequential and organised, logic driven, and often binary (yes/no, right/wrong) answers. On the other hand, the Cambridge Dictionary defines LATERAL THINKING as: ‘A way of solving a problem by thinking about it in a different and original way and not using traditional or expected methods’. Rather than following a straight path, lateral thinking explores multiple directions simultaneously, often leading to breakthrough ideas that aren’t immediately obvious. An example of lateral thinning in action is the transformation of coffee shops from places where locals and travellers have a warm drink, to workspaces, filled with remote workers, freelancers, and students. In an increasingly complex world, combining BOTH approaches creates powerful solutions that are both creative and practical.
Divergent vs. Convergent Thinking?
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DIVERGENT THINKING generates multiple ideas and possibilities. Here, prejudice and preconceptions are ignored to ask ‘what if’ questions, to stretch one’s own imagination and challenge assumptions, seeking variety, novelty, and breadth. Ambiguity and contradiction are key to create scenarios and identifying possibilities, without working out the statistics. Divergent thinking prevents settling on familiar solutions, allowing for brands to build a spectrum of ideas that enables creative response to unexpected developments. CONVERGENT THINKING evaluates and synthesises the ideas generated during the divergent thinking. Here, choices and commitments are made, seeking quality and feasibility, asking ‘so what’ questions that transform observations into consequences and implications. Ultimately, convergent thinking transforms scattered observations and multiple possibilities into coherent ideas and practical actions. Alternating between the two is essential for complex challenges, especially strategic ones.
What are Weak Signals and Wild Cards?
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WEAK SIGNALS are early indicators of emerging change, small, scattered clues suggesting future trends, disruptions, or transformations that remain hidden among prevailing paradigms. WILD CARDS are low-probability, high-impact events that arrive suddenly, transforming strategic landscapes entirely. Whilst weak signals and wild cards exist in dynamic relationship along a temporal spectrum, they require different detection methods and strategic responses. Organisations that systematically detect weak signals through environmental scanning gain competitive advantage by anticipating gradual change, avoiding strategic blindness, and identifying potential wild card precursors. At the same time, developing wild card scenarios reduces crisis reaction time and builds resilience against low-probability disruptions. Wild cards are not threats as some present breakthrough opportunities for brands positioning before possibilities become obvious.
Why even Stand-Shops need Strategic Foresight?
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Let’s pretend my grandmother opened a small bakery in 1975. For decades, she would have served the same community with the same recipes, building loyal relationships one customer at a time, also thanks to the quality of local ingredients. The business would have been stable, predictable, and profitable, maybe still now. In 2026 I would have considered taking over or helping modernise it. I would be asking her questions that she never would have considered: • Will people still want to visit, go to physical bakeries when online delivery dominates? • How will changing dietary preferences affect demand for traditional baked goods? • What happens when artificial intelligence starts creating personalised recipes? • How do environmental concerns change expectations for packaging and sourcing? • What could bakeries evolve into, in the future? • What are out clients’ other needs? Through these questions we would investigate future fundamental shifts, thus starting our strategic foresight journey to help our business navigate them. This website will anyone to think laterally about the future and build brands that thrive regardless of what comes next.
What are the Guiding Principles to approach the SAKU Framework?
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1. PREPARATION OVER PREDICTION Embracing uncertainty rather than seeking to eliminate: the goal isn’t perfect forecasting but superior preparedness, thriving regardless of the type of future. 2. THE PROCESS IS AS VALUABLE AS THE OUTCOME The insights and capabilities that are developed during the SAKU process often prove as valuable as the final strategies produced, as they continue to generate value even after specific ones are implemented or abandoned. 3. CURIOSITY FUELS FORESIGHT The best strategic intelligence comes from maintaining a ‘beginner’s mind’, questioning assumptions and staying open to surprising possibilities. 4. LATERAL THINKING RATHER THAN LINEAR THINKING Each phase builds on previous ones, but outcomes will be far more robust if the framework’s steps aren’t thought of as isolated activities but rather as phases that need to be revisited and reiterated every time, parallel to each other. 5. COLLABORATION DRIVES BETTER FORESIGHTS AND DECISIONS Strategic foresight works best as collective endeavour, incorporating diverse perspectives and stakeholder input that expose blind spots and strengthen strategies.
OVERVIEW
Why SAKU
A four-phase strategic foresight framework that aims to help brands remain relevant in a shifting world by anticipating future disruptions and repositioning themselves through transforming weak signals into future scenarios and actionable strategies.
TO KNOW
The Essentials
Needed equipment, research resources, strategic foresight team building, and tools to use.
Equipment
• Notebook or digital document • Access to online research • Physical or digital whiteboard • Sticky notes • Quiet space • Calendar time dedicated to strategic foresight • Effective communication with teammates
Research Sources
• Industry Trade Publications (AdAge, Forbes) • Government Statistical Agencies (Eurostat, UN Data) • Academic Research Databases (arXiv, Statista) • Trend Monitoring Websites (FTGS, WGSN) • Patent Databases (Google Patents) • Start-up and Venture Capital News (The Economist)
Time Management
The typical timeline to complete the process not only depends on the number of resources employed, but also on the complexity and urgency of the project.
Budget Management
Budget will mostly include time management rather than money, but bigger corporations, in particular, will need to consider budgeting for: • Research subscriptions or report purchases • AI assistant(s) subscription • Workshop facilitator or strategic consultant (if using external support) • Stakeholder interviews (travel or video conferencing)
Stakeholders Involvement
In the process, both internal and external figures should be included.
Common issues
• Unusable overwhelmingly complex scenarios • Mistaking scenarios for future forecasts • Creating comfortable futures • Confirmation Bias in Signal Detection • Lack of follow-through • Stakeholder management disconnection • One-Time Exercise mentality • Insufficient resource commitment
Change felt as threat
Information about potential disruption naturally creates anxiety. How we respond to this discomfort is our choice: we can resist and refuse change, fighting against inevitable evolution while experiencing fear and frustration, or we can anticipate and ‘surf’ change, maintaining relevance while open to what could be. The team or individual must take breaks when this negative emotions arise.
Successful metrics
The core concept of foresight work involves preparing for multiple futures, but traditional metrics demand quantifiable outcomes against defined targets, so many businesses struggle to sustain strategic foresight efforts. Research conducted by Linnea Sinkkilä (University of Turku) involved interviewing 12 Finnish organisations at different stages of foresight maturity. 3 critical success factors distinguished effective foresight practice: structural foresight integration, foresight outcome communication effectiveness, and methodological foresight capability.
Structural Foresight Integration
It is the degree to which foresight becomes part of the routine rather than occasional special activity. Brands with high foresight maturity invariably involve everyone, and establish formal processes, dedicated time allocation, defined responsibilities, and clear linkages between foresight activities and strategic decision-making. This measurement implication is clear: before assessing foresight outcomes, assess foresight infrastructure.
Foresight Outcome Communication Effectiveness
The challenge with communication is to ensure foresight insights reach relevant decision-makers in formats they can absorb and act upon, at moments when those insights influence actual choices. The information shared must resonate with all the relevant actors inside the organisation so it can progress in the organisation. Ultimately, the measurement for foresight outcome communication implies assessing effectiveness of transmission, absorption and application.
Methodological Foresight Capability
Foresight facilitators need deep methodological sophistication to know when different methods prove appropriate, and developing new techniques when needed. Participants need futures literacy: engaging with uncertainty, challenge assumptions, imagine alternatives. However, they do not require methodological expertise. Brands with high foresight maturity employed greater variety of methods and were actively developing custom approaches tailored to their specific contexts.
Organisational Foresight Maturity Model
• Level 1: Ad Hoc Foresight (not aware or only marginally) • Level 2: Aware (aware of best practices, learning from external input) • Level 3: Capable (consistent approach for a practice with ROI) • Level 4: Mature (investment in additional resources) • Level 5: World-class (leader in the area creating new methods)
Continuous Improvement Systems
1. The Plan-Do-Check-Act Cycle (quality management) • plan: identifying specific aspects of foresight practice to enhance • do: implementation (plan + experimentation) • check: evaluating if improvements achieved intended effects • act: internalising successful improvements in practice 2. Creating internal foresight communities 3. Benchmarking Against Excellence (external foresight communities, peer organisations, academic partnerships)
Making Measurement Sustainable
• Each measurement system to its size • Automating Where Possible • Foresight part of Routine Practices • Organisational Culture Integration • Completing the Learning Loop
Toolkit
Go to ALL TOOLS to learn: • Pattern Recognition & Uncertainty Framing • Scenario Development • Deep Analysis & Problem-Solving • Strategic Options Exploring & Testing
PROCESS
SAKU Phases
CASESTUDY