50%
of provosts say solving problems crowds out planning
Inside Higher Ed, 2025SIGNATURE ENGAGEMENT
Executive Foresight Intensive
Higher education leaders need more time to think about the future
73%
of senior leaders face federal planning uncertainty
ACE, Winter 202672%
of higher ed supervisors work beyond full-time hours
CUPA-HR, 2025The Executive Foresight Intensive gives your team room to look beyond the immediate, explore alternatives, and make more considered choices together.
Interactive experience
Participants learn the basics of strategic foresight, then apply them to their institution through an interactive futures mapping exercise. Each person contributes ideas about how a significant change today could ripple into the future, giving the group a broader view than any one person could develop alone. Together, they weigh the likelihood and impact of those possibilities, assess their institution's readiness, and commit to one practical change.
Works best when
- Attended by curious senior leaders representing different perspectives
- Conversation centers on a specific existential challenge facing the group
- Participants want to see different possibilities, not defend current ground
Not designed for
- Predicting one “correct” future
- Generating consulting reports
- Building full proficiency in strategic foresight
Sample agenda
This illustrative day-and-a-half flow includes breaks and lunch. Timing and focus are tailored to your team.
- Day 1 · 10–12
Strategic foresight 101
Share future perspectives, then explore foresight concepts and higher education drivers
- Day 1 · 1:30–5
Map plausible futures
Work together to map the first- and second-order effects of a significant change
- Day 2 · 9–10:15
Assess risk and readiness
Score likelihood, impact, and readiness; compare perspectives and strategic exposure
- Day 2 · 10:30–12
Choose action pathways
Interpret results, identify next steps, and make a calendar commitment
Outcomes
During the Intensive, your team will generate ideas, compare risks, and identify potential next steps together. You will leave with three working tools that capture the discussion for future reference, along with habits your team can keep using as conditions change.
Map of Plausible Futures
A visual synthesis of the key forces, trends, uncertainties, and possible futures for your institution
Risk Matrix
A prioritized view of opportunities and risks based on likelihood, impact, and your institution’s readiness
Action Pathways
A clear record of priority ideas, next steps, potential partners, and signals to watch
FACILITATOR
Ed Venit, Ph.D.
Managing Principal of Evolution Foresight · Former EAB Managing Director with nearly two decades advising college and university leaders
Ph.D., Evolutionary Biology, Duke University · Professional Certificate in Foresight, University of Houston
Practical details
What preparation is required?
We hold a kickoff call and subsequent planning calls to choose the focus topic, select participants, and determine logistics.
Who should attend?
The session is for senior leaders, such as presidents, provosts, vice presidents, and deans. Different perspectives make the exercise more useful.
Is there a virtual option?
The Intensive is designed for in-person delivery over one to two days. Virtual options can be discussed case by case.
What happens after the Intensive?
Following the Intensive, you will receive a PDF package with the Map of Plausible Futures, Risk Matrix, and Action Pathways.
How is confidentiality handled?
The session is not recorded unless requested. Interactive inputs and session outputs are anonymized.
Explore the future
Bring the Intensive to your institution
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