1. Natural
Foresight
Creating An
Organic
System for
Organizational
Futures
Thinking and
Action

2. Yvette Montero Salvatico, Partner/Principal
Holding a bachelor’s degree in Finance and an MBA from the University of
Florida, Yvette has over 15 years of corporate experience with large, multi-
national firms such as Kimberly-Clark and The Walt Disney Company. Before
becoming a partner at Kedge, she lead the effort to establish Future
Workforce Insights at the Walt Disney Company, identifying future workforce
trends and leveraging foresight models and techniques to assess potential
threats and impacts, emerging ideas, and exciting opportunities for the
organization. Yvette is an experienced speaker, addressing large audiences
on topics such as business policy, diversity, and foresight.
Frank Spencer, Partner/Principal
Prior to founding Kedge, Frank worked for 15 years as a leadership coach
and developer with entrepreneurs, social communities, networking initiatives
and SMEs, helping them to advance human development, local and global
innovation, and open-source collaboration. He holds a Master of Arts in
Strategic Foresight from Regent University, and is a member of the World
Futures Studies Federation. With a strong background in both business and
academic foresight, Frank developed a course on futures and foresight for
the Duke TIP Institutes; has worked on foresight projects for companies
such as Kraft, Mars, Marriott, and The Walt Disney Company; and is a
prolific speaker on foresight and innovation.
Kedge is a minority-owned foresight, innovation, creativity, and strategic design consultancy. We help
our clients to thrive in a world of complex ideas and practices, uncover emerging trends on the horizon
that will impact their business, and discover unseen opportunities for strategic advantage and
development.
@ymsalvatico
@frankspencer

3. Why do so many
foresight efforts FAIL?

4. Kedge, LLC

5. We have entered the…
Postnormal Economy

7. They have a risk management charter.
Why do so many foresight
efforts FAIL?

8. Failure is feedback.
Risk and Resiliency
The only way to grow stronger,
wealthier, and more resilient in the
long run is to expose ourselves
to more risk and volatility today.

12. A KEDGE is a smaller anchor on a sailing
vessel that plays a big role.
Dropping the kedge a
great distance from the
ship, the crew pulls
themselves toward their
desired destination.
Likewise, companies can
continually pull themselves
toward preferred futures &
new opportunities using Kedge’s
Natural Foresight System.

13. Natural Foresight
allows companies to
kedge themselves
past the outdated
models of survival &
sustainability – and
even beyond
resilience – helping
them to create an
environment of
transformation
across their
organization.

14. Why do so many foresight
efforts FAIL?
They leverage mechanical approaches.

15. Today’s
complex
environment
is driven by
more than
technology.

17. Steps are
great…as long
as they get you
somewhere.

18. A better (more organic) approach
mimics natural growth.

20. Leveraging Natural Growth Curves for
Transformation

23. Why do so many foresight
efforts FAIL?
They stop at
the tip of the
iceberg.

24. So what are we missing?

25. So what are we missing?

27. Identifying
trends
has very
little value.
Build
Patterns
Trends must
be interpreted
so that we can…

31. 



33. Why do so many foresight
efforts FAIL?
They operate as closed systems, in
isolation from the rest of the organization.

34. Many organizations treat foresight efforts like an app…
when it should be their operating system.

35. Insulated Foresight Divisions ignore external
perspectives and exist only to provide “Executive
Entertainment” -- information that reinforces what
leadership believes or desires to be true -- rather
than useful insights about the future.

36. Sequestering foresight efforts in just one part of the
organization ignores the importance of
culture development and results in an
environment that itself creates a roadblock
to successful change processes.

37. Culture cannot be
copied, benchmarked, or googled
but it can be developed.

38. Strategic foresight is a discipline but is actually best served
as an integrated philosophy. Organizations that
intentionally develop a futures culture are primed for
market-leading innovation, successful opportunity
development, and revenue-generating futures intelligence.

39. Natural Foresight
is much more than a
set of tools or steps.
It’s an entire
Ecosystem,
a way of thinking & acting
within organizations
that leads to ongoing
aspirational success.

40. Why do so many foresight
efforts FAIL?
They focus too much on the future.

41. In today’s business environment, a quarterly deadline will
always take precedence over thinking about the future.
Foresight divisions lose support, funding, and headcount
because leadership struggles to see the
connection between the future and today.

43. A new vision requires
a new measurement.
The Long Now

44. Thinking about the future has little value
if it is not tied to action.

46. Natural
Foresight

47. • Fosters a natural growth cycle in
organizational development, product
development, etc.
• Generates an adaptive, resilient &
transformational environment.
• Develops a “Long Now” mindset in the
organization.
Natural Foresight . . .

48. • Addresses our environment of
accelerating complexity.
• Allows you to utilize the system “where you are.”
Natural Foresight . . .
• Helps create an organic culture in the organization.
• Presents a holistic & integrated system where
each quadrant reinforces the others.

49. • Covers the entire system needed to build a
successful foresight competency within an
organization.
Natural Foresight . . .
• Addresses the needs & vision of an organization
“head on.”
• Allows for intuitive understanding & learning of
foresight thinking & practice

50. Natural
Foresight
Creating An
Organic
System for
Organizational
Futures
Thinking and
Action