Abstract
Foresight is an elusive and oft-misunderstood term. Lacking a widely accepted definition, it is unclear when and whether it refers to a process, to a human attribute or competence, or to a national Foresight programme. This paper argues that foresight has developed largely in isolation to the extensive literature on business strategy. By relating foresight to this literature it can be put into a context with a far larger pool of existing knowledge. This paper relates foresight specifically to the core competence view of strategy. The resultant connections have implications for the process and competence concepts of foresight, national Foresight programmes and the core competence view.
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