Future Making: Foresighting, Imagining, and Crafting Desirable Futures

This article argues that organizations can no longer rely solely on prediction in a world characterized by political uncertainty, rapid technological change, and social disruption. Instead, they must practice future-making, actively imagining, experimenting with, and shaping multiple possible futures. Drawing on research in foresight, strategy, and design, the piece demonstrates how future-making combines human judgment, generative tools such as AI, and collaborative practices to help organizations anticipate change and build resilience. The special issue highlights examples ranging from SMEs developing foresight capabilities to design studios using speculative artifacts and teams using immersive scenario experimentation. Across all contributions, the core message is clear: effective strategy now depends on striking a balance between what is plausible and what is desirable. Future making reframes the future as something organizations can help create—not just forecast—enabling them to navigate uncertainty and design more responsible, innovative, and sustainable paths forward.