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The Federal workforce looks to its Senior Executives to provide strategic vision. Few leaders anticipated the possibility of the COVID pandemic, and even those who predicted a pandemic were not fully prepared for its impact on the country and on the operations of the Federal government. To thrive in an inherently unpredictable, complex environment, enterprise leaders are more likely to succeed if they consider a wider range of plausible futures as they envision and strategically plan – and then act accordingly to shape the future. Strategic foresight practices help fulfill this critical responsibility. While not a precise science, strategic foresight aids in envisioning and shaping the long-term future of your agency and its systems. It sharpens leadership capacity to see around corners to identify previously unforeseen opportunities and risks. Using strategic foresight practices to invent the future requires an agile mindset and individuals who can lean into uncertainty while at the same time looking to reduce it. It requires leaders who are keen to perceiving change subtleties and practiced in connecting today’s actions with tomorrow’s effects.This highly engaging process dispenses with the drudgery of traditional strategic planning and gets teams working together to define the future they want -- and the ones they don't want.
During this SES Enterprise Leadership Lab for Federal Senior Executives, you will:
Career Senior Executive Service (SES), Senior Level (SL), and Senior Scientific or Professional (ST), and other SES-equivalents. SES Enterprise Leadership Labs support the continuing development of Senior Executives government-wide. Strategic foresight is especially useful for Federal leaders engaged in guiding large-scale change efforts, major projects, and initiatives to determine the desired strategic direction of their agencies.