The Art & Science of Foresight: Inside the Mind of a Futurist

An engaged audience at SXSW listened intently as a group of leading futurists gathered to break down an often misunderstood role: What exactly does a futurist do? And more importantly, what does it take to be one? Moderated by Patrick Noack, executive director of the Dubai Future Institute, the discussion featured insights from Michael Costigan, VP of Futures at Salesforce; Geci Karuri-Sebina, associate professor at the University of Witwatersrand’s School of Governance; and Nahjae Nunes, senior youth foresight fellow at UNICEF Innocenti.

Despite working in different fields, the panelists agreed on one thing: the future is not a single path—it is a landscape of possibilities. “We call ourselves the ‘futures’ team because there is no one future, only many possible futures,” one speaker noted. This sentiment set the stage for an in-depth discussion about how futurists help organizations, governments, and communities anticipate change and shape better outcomes.

Defining a Futurist

If futurists aren’t prophets, what are they? The panelists unpacked the term, emphasizing that futurism isn’t about predicting what’s next—it’s about structured anticipation. “Being a futurist means making sense of uncertainty. It’s about understanding trends, questioning assumptions, and creating strategies that help people navigate change,” one panelist explained.

Notably, some on the panel even questioned the usefulness of the term itself. “If you say you’re a doctor, people ask your specialty. If you say you’re a scientist, they ask for your discipline. If you say you’re a futurist, people assume you’re a TED Talk in human form.” The room chuckled, but the underlying point was serious: being a futurist requires a structured approach, not just big ideas and wild predictions.

The Role of Power and Inclusion in Shaping the Future

A key theme that emerged was who gets to shape the future. Traditionally, futures thinking has been dominated by tech visionaries and Western perspectives. But, as one panelist put it, “The future belongs to everyone, especially young people, who will inherit what comes next.”

The panelists highlighted the need to move beyond elite-driven narratives and ensure more voices are involved in designing the future. “There’s an elitism in who gets to decide what’s worth planning for. Who gets to define what’s important for the future? Who determines which trends matter?” one speaker asked.

Panelists called for a more democratic approach, ensuring that futures thinking isn’t confined to boardrooms but reaches the communities most affected by global shifts. “The future isn’t something handed down from a think tank—it should be shaped collectively.”

Can You Train to Become a Futurist?

The idea of training for foresight work sparked a debate. Some panelists had formal academic training in futures studies, while others entered the field through experience in governance, business strategy, or policy analysis. “In some ways, we’re all futurists. Every time we make a decision—about what career to pursue, where to live, who to spend our lives with—we’re engaging in futures thinking,” one panelist remarked.

However, learning the structured methodologies of foresight—such as scenario planning, trend analysis, and systems thinking—requires specialized knowledge. Programs exist in places like the University of Houston and the University of Hawaii, but some panelists questioned whether formal training truly prepares someone for the complexities of shaping the future. “Many futures programs focus on tools and methods but ignore the philosophical and political implications of how we use the future,” one speaker pointed out.

The Evolution of Futures Methodologies

Foresight tools have evolved over time. In the past, futures work often relied heavily on scenario planning—most famously practiced by corporations like Shell. While still valuable, panelists discussed how modern futures thinking has expanded to include imagination-based approaches and participatory foresight. “Futures work is moving beyond rigid models. It’s about creativity, storytelling, and broadening perspectives,” one speaker said.

The conversation also touched on the tension between structured foresight and the need for imagination. “Are we creating frameworks that help people think more openly, or are we unintentionally boxing in possibilities?” one panelist asked. The balance between rigorous analysis and open-ended creativity is still a work in progress.

The Challenge of Uncertainty

If the future is inherently uncertain, how do we prepare for it? The panelists agreed that learning to be comfortable with ambiguity is a core skill for any futurist. “Uncertainty can be paralyzing, but it can also be liberating. It means nothing is set in stone,” one speaker observed.

COVID-19 provided a stark lesson in uncertainty. “Before the pandemic, many organizations operated under the illusion of stability. COVID-19 shattered that. Now, more than ever, people realize they need to think beyond linear forecasts.” The pandemic reinforced the importance of adaptability, a skill futurists help organizations develop.

The Ethics of Future-Making

One of the most thought-provoking moments came when the panelists addressed the ethical responsibilities of futurists. If foresight work shapes decisions that impact millions, how do we ensure it’s done responsibly? “Foresight is powerful. It can be used to empower, but it can also be used to exclude. Who gets to define the ‘official’ future, and who gets left out?” one panelist asked.

To create ethical futures, the panelists emphasized the need for inclusivity. “If we do what we’ve always done, we’ll get what we’ve always gotten. The challenge is to push beyond familiar narratives and seek out diverse perspectives.”

The Future of Futures Thinking

As the discussion wrapped up, the conversation turned to how to inspire more people to engage in foresight. One panelist suggested shifting the focus from abstract predictions to personal agency. “The best way to get people interested in the future is to remind them they have one. The future isn’t something happening to us—it’s something we create.”

Others encouraged hands-on participation. “Futures thinking shouldn’t just be for strategists or policymakers. It should be a tool everyone uses in their lives.”

The session ended with an open call to embrace the unknown and step into futures work with curiosity. “Futurists aren’t here to tell people what will happen. We’re here to help people imagine what could be—and, most importantly, what should be.”

At SXSW, a conference built on innovation and boundary-pushing ideas, that message couldn’t have been more fitting.