By Mohammad Monirul Hasan, Foresight4Food FoSTr Bangladesh Facilitator

In December 2024, I had the privilege to participate in the Delivering for Nutrition (D4N) in South Asia: Connecting the Dots Across Systems conference, held in Colombo, Sri Lanka. This significant event, hosted by IFPRI in collaboration with CGIAR and regional partners, convened experts and stakeholders to tackle South Asia’s enduring nutrition challenges. Given the region’s double burden of malnutrition—persistent undernutrition alongside a surge in obesity and non-communicable diseases—the discussions underscored the urgent need for integrated, forward-thinking strategies to ensure sustainable nutrition security. Here are some of my insights from the conference.

The conference highlighted foresight methodologies as crucial tools for anticipating emerging trends and informing adaptive policy responses. In dialogues with IFPRI’s Foresight Team and CGIAR’s Food Systems Hub representatives, we explored critical gaps in food systems research and discussed collaborative approaches to align foresight insights with policy and investment strategies. Our discussions identified opportunities for:

Regional Collaboration and Investment for Food Systems Transformation

The conference provided a unique platform for fostering regional partnerships. Through interactions with policymakers, development agencies, and investors, we identified actionable steps to promote cross-border foresight initiatives that can enhance food systems resilience across South Asia. Key takeaways included:

Key lessons from the conference emphasized the transformative power of foresight for achieving sustainable nutrition outcomes:

This conference reinforced the value of foresight methodologies in driving evidence-based decisions and fostering regional cooperation. It provided a platform to showcase Bangladesh’s commitment to forward-looking strategies and collaborative approaches that address the interlinked challenges of nutrition, climate resilience, and food security. Building on these insights, I look forward to advancing partnerships and implementing foresight-driven initiatives that contribute to sustainable food systems transformation across South Asia.

By Bram Peters

The future of food systems is uncertain, yet one thing is clear—transformative change is urgently needed. Climate change, inequality, and geopolitical instability are reshaping how food is produced, distributed, and consumed. How can we navigate these complexities and create a more sustainable, resilient food system?

At the Power of Foresight Workshop held on 30-31 January 2025 at the FAO headquarters in Rome, experts and practitioners gathered to discuss how foresight can drive food systems transformation. Their insights reveal a crucial truth: the process itself— working with complexity, embracing inclusivity, diverse perspectives, and collective intelligence—is central to making real progress.

_{Photos: 30 January 2025, Foresight4Food workshop. FAO Headquarters, Rome. Photo credit: ©️FAO/Cristiano Minichiello}

When it comes to food systems transformation, there isn’t just one elephant in the room—there are many. These metaphorical elephants represent the complex, interconnected challenges we face, and ignoring them only hinders progress.

What’s central to talking about complex food systems is perspective. We all have different mental images of food systems—whether local agriculture, marine ecosystems, or trade networks. Expanding our perspectives helps identify new entry points for addressing issues like malnutrition, poverty, and sustainability.

If you are able to change your perspective, it helps to understand the viewpoints of those less heard. Having an inclusive process to gather different viewpoints is crucial to changing perspectives and behaviour, mobilising for collective action and creating shared visions of the future.

Ever tried herding cats? Well, transforming food systems is about fostering C.A.T.S.—a process centred on:

So, what does it mean to herd cats when talking about food systems? It means there are no magic bullets: the process is central to the outcome.

Foresight can be of great added value to support the food systems transformation process. Whether it is about co-creating alternative futures, conducting backcasting towards a more desirable scenario, highlighting the cost of delayed action, or informing anticipatory policy – foresight and scenario tools are a key toolbox in the hands of systems change champions.

In order for foresight to be effective, there are a number of conditional ‘ifs’ i.e., if foresight experts and facilitators:

Scenarios only developed from the perspective of single organisations or without meaningful consultation and dialogue will not be effective.

There are a broad range of foresight approaches, some expert-driven or participatory, others quantitative, experiential, creative or analytical. Each has their value – but these needs come from a clear user need and scope within a food system. However, it is essential to keep in mind that foresight is a tool, not a panacea, and cannot address all questions.

With 156 national convenors driving progress through implementing 137 national food systems transformation pathways, the upcoming UNFSS+4 Stocktaking Moment (July, Addis Ababa) presents an opportunity to share lessons and strengthen impact. What we have seen the past two days in Rome, is the incredible richness and diversity of initiatives that use foresight to support the food systems transformation process.

Sharing the lessons from these initiatives, communicating the potential of foresight, and supporting the national convenors to further realise the impact on transforming food systems outcomes will be crucial in the run-up to the Stocktaking Moment.

By Herman Brouwer, WUR lead for FoSTr and Wangeci Gitata-Kiriga, FoSTr Country Facilitator Kenya

How can foresight transform the lives of pastoralists, fishers, and farmers in Marsabit County, Kenya? Marsabit County faces formidable challenges, with the escalating impacts of climate change threatening its food systems and livelihoods. Despite decades of significant support from development partners and government initiatives, the tangible results remain limited. This begs the critical question, inspired by David Peter Stroh: Why, despite our collective best efforts, have we struggled to foster lasting, positive change in Marsabit’s food systems?

Foresight could hold the key. By enabling stakeholders to anticipate future challenges, identify sustainable solutions, and adapt to evolving realities, foresight offers a transformative approach to addressing the county’s persistent issues. It’s time to rethink strategies and align efforts to create meaningful, long-term change for Marsabit’s pastoralists, fisherfolk, and farmers.

We brought stakeholders together in December 2024 to explore the above question, and to make a start to imagine different futures for the food system in Marsabit. Naturally, this involved a highly interactive discussion on the current food system and how we got to this situation – using a data walk with up-to-date data and analysis, as well as system maps. This provided the basis to jointly understand the dynamics of how food systems change (or resist change) and imagine how the food system could change even further in the next 10-15 years. The stories that participants came up with, based on their lived experiences in four distinct sub-counties of Marsabit, evolved into four scenarios. We used one of these scenarios (the ‘ideal one’ called Ajako, meaning ‘paradise’ in the Borana language) to create a vision for the future. We then identified the initial pathways and building blocks required to work towards this Ajako scenario.

That’s the summary of where we ended up. However, an essential detail was omitted earlier: How do you ensure the right individuals and institutions are in the room? Achieving this required a carefully planned stakeholder engagement process, which began several weeks before the workshop. The process involved numerous meetings with individual stakeholders across the county to understand who was doing what, who was most invested, what had been successful, and what hadn’t worked in the past. The ultimate goal was to mobilize the most relevant and diverse stakeholders for the 3-day workshop.

We started by engaging the county leadership, relevant government departments, and development partners. But stakeholder mobilization didn’t stop there. We actively sought out voices often overlooked in food systems discussions: faith-based organizations, community groups, and private sector representatives.

Following the workshop, we ensured the initial excitement and momentum were sustained by maintaining contact with key participants. This effort culminated in the formation of a County Development Group, coordinated by the county government. This group brings together all actors actively engaged in food security initiatives, creating a collaborative platform for sustained impact.

We argue that the investment in stakeholder engagement has been the most valuable ingredient of the foresight process so far. It has allowed our Kenya foresight team to obtain the right endorsements and buy-in at the right levels. Without getting the engagement process right, all participatory foresight tools, and supportive analytics, are at risk of falling flat.

There is a case to be made to only report on foresight processes after they are concluded, rather than at the start. This blog is an exception, to make the point that how you start matters.

The FoSTr Kenya foresight team, consisting of Results for Africa Initiative (RAI); Society for International Development (SID); International Livestock Research Institute (ILRI); University of Nairobi; Food and Land Use Coalition (FOLU); Wageningen University & Research (WUR); and the University of Oxford, will continue to support the County Development Group in Marsabit to coordinate actions of state and non-state actors towards achieving Ajako by 2040. A similar process is taking place in Nakuru County. Both have active linkages to Kenya’s national food system science-policy interfaces.

By Jim Woodhill – Lead Foresight4Food Initiative

It was great to participate in the next phase of Jordan’s journey toward food systems transformation as part of the Foresight4Food Initiative. This significant step brought together around fifty key stakeholders on November 11 to discuss strategies for accelerating change.

The discussions built on earlier work from the Foresight4Food FoSTr Programme in Jordan, including scenario analyses developed during previous workshops, computer modelling results, and a series of policy briefs. These resources provided a foundation for the day’s explorations into actionable pathways for transforming Jordan’s food systems.

Drawing from detailed policy briefs on topics such as vegetable and fruit markets, food governance, the role of the private sector, and the contributions of civil society, the workshop delved into strategies for enabling meaningful change.

Informed by the policy papers on vegetable and fruit markets, food governance, the role of the private sector and the role of civil society, the workshop looked more deeply into how change can be brought about.

One particularly impactful aspect was the use of computer modelling, conducted with Wageningen University and Research’s MAGNET model. This analysis demonstrated the potential consequences of continuing current practices (“business-as-usual”) versus adopting healthier, more sustainable pathways. Such data-driven insights are instrumental for policymakers, equipping them with evidence to support investments and policy reforms.

Beyond the workshop, conversations with Jordanian universities explored integrating foresight and systems thinking into academic curricula. Additionally, a dedicated training session provided researchers and policymakers with hands-on experience using the MAGNET model to analyze food system changes.

The workshops were made possible with support from the Jordanian Hashemite Fund for Human Development (JOHUD) and the National Alliance Against Hunger and Malnutrition (Najmah), underscoring the importance of partnerships in driving food systems transformation.

By Zoe Barois

Like many other countries, Bangladesh is working to develop it’s Food Systems Transformation Action Plan. This will be presented during the United Nations Food Systems Summit Plus 4 Stocktaking event. On November 6 and 7, Foresight4Food collaborated with GAIN Bangladesh to host a workshop on how foresight could contribute to the development of the Action Plan.

If transforming food systems were easy, it would have been done! But it’s not. Discussions dug into deeper questions about HOW change can be brought about and the implications of this for action in Bangladesh.

The participatory and dynamic workshop brought together policymakers, researchers, youth leaders, key UN organisations and members of the private sector. The workshop served two purposes, first to help clarify directions for the Action Plan, and secondly, to take forward the work on using foresight to help drive food systems change.

Discussion during the workshop focused on the five commitment pathways:

It was great to engage in discussions around four visual future scenarios. These were  developed using rich pictures during a lively multistakeholder event in June earlier this year. Future scenarios are an excellent way to open discussions around what different stakeholders see as a desirable future. Interestingly, these do not always align as the implications would vary depending on what outcomes you’re seeking. At the end of the day, a poor farmer will desire different things when compared to a corrupt businessman!

The scenarios displayed different outcomes based on these uncertainties:

Creatively naming these scenarios helps convey the messages. So we had a fun exchange where groups came up with poetic Bangladeshi names to better describe the scenarios. Part of the validation will be to update these, helping spur action towards the most desired and away from the least desired future.

Key issues blocking progress towards food systems change in Bangladesh relate to:

These key themes were the result of a longer participatory process that emerged from the food systems map of Bangladesh. Diving into these topics, FoSTr’s five research partners shared their work on the key trends, challenges, and opportunities within each theme. Exploring these themes using a future lens can help clarify desired directions of change.

How often do you get policymakers, youth and researchers around one table, heavily immersed in discussion using sticky notes and flip charts? My response: not often enough! This combination of actors is rarely seen but proves oh so valuable in uncovering insights previously hidden from each sector. The tool casual loop mapping, may be familiar to some. It’s a systems thinking tool where the interconnections between elements are mapped and the direction of causality identified. It’s a great way to map out the elements within a system and identify levers of change – small actions that lead to a large impact. For each of the commitment pathways, this casual loop mapping was performed. Insights like forming alliances between farmers and entrepreneurs to boost sustainable farming practices, or using the power of advertising to improve healthy food consumption and inspire healthy lifestyles were uncovered.

Whilst having many people come together who don’t usually converse – the so-called ‘breaking the siloes’ is a huge achievement in itself, the task of writing yet another policy document looms above our heads. Everyone in the room has appeared here for a reason – which I hope is to create the change we need, a future that we all desire. After such positive discussions and recognition that we need to act – and act now, the fear I have is we will all fall into the same trap. The trap of being consumed by our busy agendas and becoming frustrated that yet another policy document has to be produced. Leading to un-actionable and hugely categorised actions. We don’t want this Plan of Action to become another document that has great suggestions but continues to lack the HOW. Let us think about how will these actions be implemented.

Foresight helps us to keep the bigger picture in mind, where do we want to go and where do we want to be in the future? Let’s use this thinking to help us prioritise and select key activities to implement. Working together to do so.

By Patrick Caron – President of Agropolis International, Montpellier, France

and Co-Chair Foresight4Food Initiative

In today’s rapidly changing world, it’s vital to reassess our approach to foresight if we aim to make meaningful transitions toward a better future. But first, I want to reverse the perspective. Why should we engage with foresight in the first place? Why should foresight be central to our strategy for navigating today’s uncertainties and transitioning toward a more sustainable world? This will enable us to see the value of foresight, while also urging us to explore new transitions in foresight practice itself.

We are all aware that the world today is facing multiple, interconnected crises—what is increasingly referred to as a “polycrisis”. From climate change and environmental degradation to food insecurity, conflict, and mass migration, global interconnected crises are compounding in ways that make solutions more elusive. We see extreme weather events, challenges in livelihoods, and even migration crises, all feeding into one another. The agricultural and food sector provides a telling example of how this complexity plays out. In the 20th century, food security was often synonymous with simply increasing agricultural output to meet the needs of a growing population. But this approach no longer holds in the 21st century, where food systems must integrate issues like ecosystem health, social justice, and human well-being.

Foresight is essential for transforming food systems as it enables a long-term, integrated view of how food, health, climate, and equity intersect. As food systems now play a critical role in achieving multiple Sustainable Development Goals (SDGs), foresight helps policymakers, researchers, and stakeholders anticipate future challenges like climate change, resource scarcity, and population growth. This forward-looking approach is key to navigating complex global challenges and achieving the holistic transformation called for by initiatives like the UN Food Systems Summit.

At the same time, the polycrisis demands a systems-level approach. The transformation of food systems is no longer about just ending hunger (SDG2), but about achieving multiple Sustainable Development Goals (SDGs). Food systems now lie at the intersection of climate action, health, equity, and sustainability. This complexity was highlighted at the UN Food Systems Summit in 2021, where the call for a holistic transformation of food systems became clear.

Science, too, is evolving. For much of the 20th century, there was a more linear view of science’s role: knowledge was generated, applied through technology, and action followed. Today, this model no longer applies. The polycrisis is too complex for linear solutions. We must embrace uncertainty, acknowledging that even science has limits and that collaboration across disciplines and sectors is essential.

If we want to move forward, we need to embrace four critical shifts in how we think and act.

Forecasting has long been about identifying trends, but the future rarely follows a predictable path. We need to move beyond forecasts and embrace foresight. This means exploring multiple scenarios, understanding possible and plausible futures, and making decisions today that can shape those futures. Foresight, unlike forecasting, accepts uncertainty and the need for flexibility in planning.

Another key shift involves moving from siloed thinking to a trans-sectoral approach. Cities, nations, and scientific disciplines often focus on their own isolated priorities, which makes it difficult to address the interconnected nature of modern crises. For example, city officials may focus on water, transportation, or sanitation, while a Ministry of Agriculture focuses on food production, and scientists work within their own disciplinary boundaries. To address food security and other pressing global issues, we need to bring together health, agriculture, environment, and more into integrated solutions.

We also need to shift from seeking certainties to embracing and addressing controversies. Science has traditionally been about providing concrete answers, but in today’s world, differing perspectives and debates are inevitable. These debates are not just a sign of conflict; they are an opportunity to bring diverse views together to design better solutions. Rather than avoiding controversy, we need to engage in dialogue and even mediation, respect differing opinions, and work toward a shared understanding of why disagreements exist.

Finally, we must invest in developing capacities for collective action and innovation. It’s essential to create structures that allow diverse voices to be heard, including those who are often marginalized. We need to foster environments where science and policy can interact in meaningful ways, not through a simple transfer of knowledge, but through the co-creation of actionable solutions. This requires building institutional frameworks that support ongoing dialogue between policymakers, scientists, and communities.

Foresight4Food offers a way forward by pooling collective intelligence across agriculture, food, environment, and health. The path to a sustainable future lies in collaboration—across sectors, disciplines, and scales. From local to global, the interconnected nature of today’s challenges demands that we look beyond traditional boundaries. We must explore possible futures, engage with uncertainty, and develop innovative solutions that can help us move toward a more just and sustainable world.

The 2021 UN Food Systems Summit and other international initiatives, such as the Montpellier Process, show that while we are facing unprecedented challenges, we are also making strides in understanding how to address them. Foresight can help us navigate these complex dynamics, allowing us to envision a future where food systems, health, and environmental sustainability are addressed consistently.

In conclusion, our collective efforts should focus on fostering dialogue, embracing uncertainty, and developing capacities that will allow us to pool collective intelligence and shape the future. Only by breaking down silos and working together can we hope to navigate the polycrisis and create a better world for future generations.

The Foresight for Food System Transformation (FoSTr) programme, led by Foresight4Food, is now two years into its journey of helping shape more sustainable, inclusive, and resilient food systems. With increasing uncertainties affecting global food systems—from climate change to economic challenges—the need for foresight and scenario analysis has never been more critical.

In each of the focus countries, national foresight processes gained momentum, engaging a wide range of stakeholders, including government bodies, research institutions, and community representatives. In total, 403 individual stakeholders participated in in-country workshops across the four countries, contributing to meaningful conversations about the future of food systems.

Here is a quick overview of FoSTr programme’s progress in each of the focus countries:

Bangladesh – Strong government buy-in has been established, with collaboration from the Ministry of Food and other key players, all contributing to the national food system transformation agenda.

Jordan – Partnerships with the Ministry of Agriculture and other government entities have positioned FoSTr as a key advisor, particularly in driving forward the work of the newly established Food Security Council.

Kenya – Foresight analysis has been particularly active at both the national and county levels, with significant involvement from the Nakuru and Marsabit County governments.

Uganda – FoSTr is closely aligned with the Uganda Planning Authority, helping develop foresight tools for future food system planning.

On a global scale, FoSTr expanded its network of foresight and food systems practitioners, deepening collaboration across organizations like the Forum for Agricultural Research in Africa (FARA), the Global Alliance for Improved Nutrition (GAIN) in Bangladesh, and a number of renowned research institutes in the focus countries.

The work of FoSTr programme was very well-received at the 4th Global Foresight4Food Workshop in Dhaka, where more than 120 foresight practitioners from Asia, Africa, and Europe gathered to share insights on foresight methodologies and food system challenges.

As a part of the foresight process, there is a need to have a collective understanding of the food system in different contexts. Hence, the Foresight4Food FoSTr team in collaboration with our facilitators and research partners in each focus country, created comprehensive food systems reports mapping the dynamics, trends, drivers, and activities within the food system.

These Food System Maps offer an initial snapshot of the current food system status in the focus countries and are intended to inform a more comprehensive foresight process. As the dynamics, trends, drivers, and activities within the food system continually change, these reports welcome ongoing reflection and discussion.

FoSTr also played a vital part in strengthening the Foresight4Food Resource Portal, which provides access to Foresight Studies, key data around Food System Drivers and Outcomes, a database of Foresight Initiatives, and other academic literature that helps food systems practitioners develop better Foresight Models.

The Foresight4Food Resource Portal is regularly updated with the latest research and emerging studies as well as products and resources that come out of different programme activities.

Like any ambitious programme, FoSTr encountered its share of challenges. These included navigating political instability in some focus countries. Meanwhile, navigating the political economy of food systems—especially where entrenched power dynamics and vested interests are at play—required FoSTr to strike a delicate balance between supporting ongoing policy processes and introducing more transformative ideas for change.

As the Foresight4Food FoSTr programme enters its third and final year, several key objectives will guide the remaining activities:

Brokering Foresight Processes: Continue to build connections with national stakeholders and existing initiatives, ensuring that foresight insights are integrated into policy-making and planning processes.

Capacity Building: Organize intensive face-to-face training workshops to further enhance foresight facilitation skills and broaden participation from underrepresented groups, including the private sector and youth.

Scenario Analysis and Policy Recommendations: Complete the ongoing scenario analyses and translate these into clear policy recommendations that will guide national food system transformation agendas.

Sustaining Momentum Beyond 2025: Establish sustainable communities of practice that can continue to drive foresight activities beyond the programme’s official end.

In an era where global food systems are under immense pressure due to climate change, population growth, and shifting socio-economic landscapes, forward-thinking approaches are critical to ensuring food security and sustainability.

The Foresight4Food FoSTr programme has made significant headway in its mission to advance food system foresight processes in Bangladesh, Jordan, Kenya, and Uganda while building a broader global network of foresight practitioners. As we look ahead to the final year, the focus will be on translating foresight insights into action, empowering national stakeholders, and ensuring that the work of FoSTr continues to have a lasting impact on food systems worldwide.

As the Foresight4Food FoSTr programme continues to foster systemic change in global food systems, the programme facilitators will be sharing their observations on the work and progress of FoSTr programme in their respective countries through insightful blogs. Watch this space and our social media channels for more updates.

By Bhawana Gupta, Monika Zurek, and John Ingram

In a world facing unprecedented uncertainties, the futureproofing of policies has become more crucial than ever. Foresight tools and methods, widely used across various sectors, play a pivotal role in supporting decision-making by providing an evidence base for assessing challenges, prioritising issues, sense-making, preparing a targeted action plan, and conducting risk assessments.

However, the challenge often lies in aligning these foresight activities with the policymaking cycle to create coherent, impactful policies. This blog provides a glimpse of an ongoing Foresight4Food study in Bangladesh, Jordan, Kenya and Uganda under the Foresight4Food FoSTr programme that explores how foresight tools can be systematically integrated into the policymaking cycle to enhance their utility and contribute to better policy outcomes.

Despite the widespread use of foresight methods, there is often a lack of clarity on how their outcomes can feed into decision-making. The foresight activity is frequently not recontextualized for the specific policy problem at hand. This disconnect poses a significant challenge, as the integration of foresight into the policymaking cycle is crucial for developing more resilient and future-proof policies. The goal is to bridge this gap by providing evidence on the most useful foresight tools and methods for each part of the policymaking cycle.

When foresight is integrated into the policymaking cycle, it ensures that future-oriented thinking is consistently applied throughout the policy development process, leading to more coherent and effective policies.

Integrating foresight processes with the policy cycle is essential to institutionalize foresight and enhance its usability at national and local levels. Institutionalizing foresight ensures that these methods are systematically applied, enabling policymakers to anticipate and prepare for future challenges effectively. It also ensures inclusiveness and rigour of the policy-making process.

Such work can draw on the experience in several high-income countries have successfully institutionalised foresight within their policymaking structures, demonstrating the benefits of this approach. Some examples are:

But what led to the establishment of foresight institutions as an integral part of the policy-making bodies in these countries? It’s the awareness, capacity building and the demand for foresight knowledge which have been crucial. Foresight4Food is playing a major role in its case study middle- and low-income countries in instigating the adoption of foresight across all levels of decision-making processes.

While high-income countries have made significant strides in institutionalising foresight, it is equally important for middle- and low-income countries to adopt these practices. The challenges faced by these countries, such as rapid urbanization, climate change, and economic volatility require proactive and informed policy responses.

Furthermore, it ensures policy coherence and continuity, establishing standardized foresight practices that maintain consistency even amidst political and administrative changes, ultimately promoting the institutionalisation of foresight in these countries.

Institutional decision-making follows a structured sequential process known as the policymaking cycle, which guides actions and outcomes through distinct stages. Governments worldwide have adapted this cycle to develop new policies or reform existing ones. This model provides a clear and organized way to understand and analyse how policies are developed and executed.

However, in reality, the policymaking process is rarely this straightforward. It is typically non-linear, iterative, and influenced by a multitude of factors including political dynamics, stakeholder interests, and unexpected events. Despite this complexity, the policy cycle remains an important framework for several reasons but most importantly the principles underlying the policy cycle—such as systematic analysis, stakeholder engagement, and evidence-based decision-making—remain relevant. These principles provide a foundation for effective policymaking, guiding policymakers in navigating the complexities and uncertainties of the real world.

Understanding the policy-cycle stages is the first step, as it allows foresight practitioners to identify where future-oriented insights can be most impactful, ensuring that long-term considerations and potential future scenarios are effectively embedded into the policymaking process. This structured approach enhances the relevance and applicability of foresight outcomes, leading to more robust and resilient policies.

There are many examples of these policy cycles that have been developed and adapted but the essence remains consistent. Typically, it includes stages such as issue identification, policy identification, policy adoption and implementation, and lastly policy monitoring and evaluation. This cycle serves as a valuable model to explore which foresight tools/methods can generate insights needed for processing in the policy cycle.

Foresight4Food researchers mapped more than 50 foresight tools and methods that have been implemented for a range of purposes. Sometimes the same tool was used for different purposes, which changes the way the tool was used and applied. Foresight methods can therefore serve various purposes at different stages of the policymaking process.

This study highlights several models of the policymaking cycle and how foresight tools can be mapped onto these stages. For example:

In conclusion, integrating foresight tools into the policymaking cycle is crucial for developing more resilient, future-proof policies. While high-income countries have demonstrated the value of institutionalizing foresight, it is vital for middle- and low-income countries to also adopt these practices to address their unique challenges and opportunities. By systematically linking foresight with the policy cycle, policymakers can create more informed, adaptable, and sustainable policies, ultimately contributing to better outcomes for society.

By Jim Woodhill, Lead Foresight4Food Initiative

Last week, I had the wonderful opportunity to support a regional training workshop on foresight for systems change in Nepal, in collaboration with the International Centre for Integrated Mountain Development (ICIMOD).

The workshop brought together a group of 35 development practitioners from across the Hindu Kush Himalaya region, including participants from Nepal, Bangladesh, Bhutan, India, and Pakistan. The focus was on how to use foresight to help tackle the big regional issues of climate adaptation, creating diversified and resilient livelihoods in mountain areas, migration, and disaster preparedness.

ICIMOD invited Foresight4Food to collaborate in facilitating the training, using Foresight4Food’s Framework of foresight for systems change following the organization’s participation in a similar leaders capacity development workshop held in Africa in 2023 (see report and video here) and Foresight4Food’s 4^th Global Meeting in Bangladesh.

The Nepal event was a good chance to build on Foresight4Food’s capacity development experience in Kenya, Jordan, Bangladesh, and Uganda. These are focus countries for the Foresight for Food Systems Transformation (FoSTr) programme, supported by the International Fund for Agricultural Development with funding from the Dutch Government.   

While food issues were only part of the focus of the workshop, the issues raised during the week yet again highlighted that the way food is consumed and produced is central to all development issues. Migration, climate adaptation, equitable livelihoods and managing disasters are all interconnected with agrifood systems.

During the week, the participants worked through the four main phases of the Foresight4Food Framework:

For each phase, participants were introduced to background concepts and theory, and relevant participatory foresight and systems thinking tools. Rich pictures, drawn by participants to illustrate the whole system, is always a favourite. Other tools we worked with included horizon scanning of future trends and uncertainties (guided by the PEESTLE acronym), data exploration, causal loop diagrams, scenario development, visioning, back casting and conceptual modelling of systems. 

We discussed how change happens in complex adaptive (human) systems. The systems change “triangle” helped thinking about the role that mindsets and different forms of social and political power play in enabling or constraining change. The importance of bringing a gender equity and social inclusion (GESI) perspective to foresight was highlighted.

Participants applied their learning directly to the issues of climate adaptation, pastoralism, migration, and disaster preparedness.

The global polycrisis is having a big impact on the Himalayas.  The confluence of climate change, conflict, disease risk, inequality, biodiversity loss and geopolitical instability are bringing high levels of uncertainty and turbulence for citizens, businesses and governments across the region. For example, the melting of glaciers and the impact of extreme rainfall has profound implications for life in the mountains as well as for the billions of people who depend on the river systems that flow out of the Himalayas.

The Himalayas sit in the middle of a region with significant political tensions and shifting powers, which has major implications for the collaborative governance needed to effectively respond.

Foresight for systems change can help communities, organisations and governments better anticipate future risks and reimagine the future, so as to be more adaptive and resilient.

Challenging discussions emerged during the week about how to ensure that foresight processes don’t just end up with the same old stuff – “old wine in new bottles”. To avoid this, we explored the need for “out of the box” thinking. This means looking for weak signals that might indicate a coming disruption, challenging assumptions about the future, bringing different perspectives to the table, using creative techniques to imagine radically different futures, and using the insights of “futurists”.  A comprehensive horizon scanning process that explores mega-trends, trends, weak signals, critical uncertainties and wildcards helps to ensure foresight rather than “shortsight”.

Across the Himalayas, it is local communities, local government and local businesses who must cope with the direct impact of floods, extreme heat, price fluctuations or disease outbreaks. Time and again participants returned to the importance of engaging local stakeholders to understand the challenges, and to generate pathways for greater resilience.

The discussion led to a shared understanding that this kind of participation from stakeholders requires genuine and open dialogue, made possible by using participatory workshop tools and techniques. However, all too often stakeholder engagement processes, when they do happen, fall back to formalised meeting structures, with speeches and presentations by “important” people, with little or no use of the sort of participatory analysis and dialogues tools participants engaged in during the training week. Advocating for effective, participatory and transformative stakeholder engagement processes is an obvious role for ICIMOD.

At the end of the week participants explored how to use foresight and systems thinking and practice in their own working context. Then some of the realities hit home.

Funders and donors often still force very linear, short-term and inflexible modes of programme design and management. Policymakers struggle to work effectively in a cross-ministerial way.  People who see themselves as “senior” resist rolling up their sleeves and actively engaging in participatory processes with other stakeholders. Response strategies often stick to the safe space of technical analysis and technical solutions ignoring how mindsets and power structures block transformational change.

These are challenges that organisations like ICIMOD and initiatives like Foresight4Food need to help tackle if foresight is to have a real impact on policy and local action.

Participants recognised there is a limited number of practitioners/professionals across the region who have the knowledge, skills and experience to effectively design and facilitate foresight and systems change processes. A big effort is needed to create a cadre of practitioners who do have these capabilities.

To tackle this gap, governments can develop foresight units, universities could make futures literacy and systems thinking part of their curriculum, and development organisations need to in invest more in such human capabilities.

On the last day of the workshop, the “collective intelligence” of participants was used to start framing a new horizon scan for the region that could follow up on the highly influential 2019 HIMAP report on the region.

Participants left with many practical ideas of how they could apply the foresight thinking and tools directly to their work.

For ICIMOD and Foresight4Food hopefully, this was just the start of collaborating to strengthen regional capacities for foresight.

The energy and commitment of participants were astounding, especially given long days of challenging discussions.

All in all, it was a super inspiring week – giving hope that with committed people like those in the workshop, supported by organisations like ICIMOD, we can together create a more resilient and equitable future.

By Jim Woodhill, Lead Foresight4Food Initiative

The way food is consumed and produced is central to the polycrisis afflicting today’s world – said Ravi Khetarpal (APAARI), Amina Maharjan (ICIMOD), and Patrick Caron (University of Montpellier) in their keynote presentations at the 4^th Global Foresight4Food Workshop.

The Foresight4Food Initiative held its fourth global gathering in the beautiful setting of BCDM Savar, Dhaka from June 3 to 7, 2024. Over 120 foresight practitioners from across 22 countries came together to share ideas and discuss the latest thinking on applying foresight to the challenges of transforming food systems. The event was hosted by the Government of Bangladesh and the Global Alliance for Improved Nutrition (GAIN) Bangladesh, with support from the Food and Agriculture Organization (FAO) and the World Food Programme in Bangladesh.

In a highly interactive week, participants engaged in a masterclass on foresight approaches, shared their experiences and lessons, heard from thought-leaders on food systems and foresight, and identified ways of strengthening foresight practice in their own countries and regions.

Feeding the world contributes over 30% of greenhouse gases, and without change increasing population and wealth will drive this even higher. Meanwhile, diets are changing, often towards more unhealthy options. It is estimated that, by 2035, diet-related poor health could cost the global economy about 3% of GDP annually: this is the same negative impact that COVID-19 had on the economy. Environmentally, land use associated with food production is the main reason for the world’s massive loss of biodiversity and collapsing ecosystems.

And all of this is set against a background of increasing geopolitical tensions, and uncertainties for trade and access to resources.

As discussed during the different workshop sessions, foresight helps to understand the longer-term consequences of these trends, and the risks of “business as usual”. Even more importantly, participatory foresight and scenario development engages stakeholders in imagining how the future for our food systems could be different, in order to achieve sustainability, equity and resilience.

Highlights of the week included:

From my perspective, the key takeaways from the week were:

Participants left highly motivated to take forward the foresight work they are involved in and to help support the Foresight4Food network. The event ended with strong calls for the network to collaborate in helping to set up regional foresight support hubs across different continents.

By Bram Peters

The Foresight4Food FoSTr team has just returned from an active and productive trip to Kenya, despite the challenging political situation in the country. From our perspective, this highlights the need to adapt to turbulence and to use foresight to build resilience for Kenya’s food system.

From June 19 to 26, together with my team members including Jim Woodhill, Herman Brouwer, and Wangeci Gitata-Kiriga we conducted a range of food systems foresight workshops in Nairobi and Nakuru with a wide range of national food systems stakeholders. Here is a brief update on the action.

On the morning of June 19, Foresight4Food, together with partners ILRI–CGIAR, Results for Africa Initiative and University of Nairobi, organised two sessions in Nairobi. The interactive breakfast session was all about ‘Navigating agri-business in turbulent futures’. The session was co-hosted by IFAD Kenya and was attended by a range of private sector associations, business support services, innovation facilitators and impact investors.

The focus of the meeting was to introduce the topic of foresight in relation to agribusiness in Kenya, share some of the scenarios that were developed in the context of Nakuru, and discuss the implications of different futures of the food system. Participants were shown five different scenarios of how the food system might look in 2040 in Nakuru and were invited to think through and discuss the implications of these scenarios.

With a strong presence and involvement of leaders from various private sector associations such as the Agriculture Sector Network (ASNET) of the Kenya Private Sector Alliance, the discussion invited stakeholders to reflect not only on trends and uncertainties emerging in Kenya, but also how their own businesses are preparing for the future.

In the afternoon of June 19, the FoSTr team organised a national update session on the progress of FoSTr since June 2023. The session was attended by many individuals from the morning session, as well as representatives from government, civil society and research organisations. The FoSTr team presented the latest updates, including the launch of a ‘Kenya Food Systems Mapping Report’, and with a collection of scenarios for the Nakuru food system.

With a special presentation by the Ministry of Agriculture and the Food Systems Technical Working Group and special remarks from IFAD on the 3FS tool, it was discussed how a wide range of ecosystem support initiatives are buttressing the national food systems transformation pathways in Kenya. The approach by Foresight4Food to engage with two counties, Nakuru and Marsabit, and to build on Bottom-up initiatives showed how our approach complements the ongoing national-level initiatives.

From June 19 to 21, the Foresight4Food FoSTr team facilitated a 3-day workshop for the inception phase of the new Netherlands-funded, World Food Programme and UNESCO on ‘Sustainably Unlocking the Potential of Lake Turkana. Stakeholder representatives from the Lake Turkana region (both on the Marsabit and Turkana sides of the lake) gathered in Nairobi to engage in a shared analysis of the complex food system and co-create the high-level focus of the programme.

The Turkana Lake food system is highly complex, with high food insecurity, vulnerability to climate change and conflict, and many cultural dynamics around pastoralist and fisheries livelihoods. Finding market opportunities and strengthening resilience is not easy, and requires a different way of working. Using the Foresight4Food approach, and building on 6 scenarios that were developed in previous workshops in Marsabit and Turkana, stakeholders explored what might need to be done to understand systemic risks and how lasting opportunities can be triggered.

Preparing a Systemic ToC is all about analysing the context, articulating the transformations needed in light of various future scenarios, and developing the building blocks for action. The building blocks include pathways, processes and partnerships. Through many interactive discussions and exercises, the stakeholders conducted value chain mapping of the fish value chain, CATWOVE for articulating systemic change narratives, and Causal Loop Mapping.

On June 24 and 25, the FoSTr team including partners ILRI-CGIAR, Results for Africa Initiative and University of Nairobi once again visited Nakuru, now to explore systemic change pathways. As we already noted from previous workshops, the food system of Nakuru County is full of potential, as Nakuru’s natural resources are rich and a wide range of agricultural value chains are represented. However, challenges related to food and nutrition security and environmental sustainability exist. Trends of climate change, unhealthy diets and land fragmentation are appearing. The future holds many uncertainties. In order to future-proof the food system, it is urgent that investments are made to further enhance the resilience and sustainability of food and agriculture in Nakuru.

Since November 2023, a diverse group of more than 40 different stakeholders from Nakuru county have been coming together to consider the future of food system, supported by researchers and facilitators of Foresight4Food. This inclusive group looked at the challenges and opportunities for food and agriculture today and how they might evolve in 10-15 years. Food system analysis, an assessment of drivers and trends relevant to Nakuru, and 5 scenarios were developed by this group.

During these two days, stakeholders from Nakuru engaged in scenario interpretation and Causal Loop diagramming to come up with key pathways to kickstart food system transformation in Nakuru. These outputs culminated in a Manifesto for Change: a vision for the desired future for Nakuru’s food system and a range of possible pathways that can set us in that direction, while preparing us for a range of uncertainties. The Manifesto calls upon all stakeholders to join and align their actions, and intensify collaboration to transform Nakuru’s food system so that it can feed its people nutritiously; advance economic development; restore balance with nature; grow in-county revenue and eventually GDP growth for Kenya.

By Zoe Barois

Over the past year, the Foresight4Food Foresight for Food System Transformation – FoSTr team and our country partners have begun a foresight process in Jordan, Uganda, Kenya, Bangladesh, and Niger to support national food system transformation. As an initial step, a collective understanding of the food system in different contexts was needed. Hence, the Foresight4Food team in collaboration with our facilitators and research partners in each focus country, created comprehensive food systems reports mapping the dynamics, trends, drivers, and activities within the food system.

Being a lead on food system mapping, I’m sharing my reflections on the process in this blog.

We started with a scoping phase using the Foresight4Food foresight framework, which allows for flexibility and contextual adaptation. This phase involved identifying key stakeholders, understanding their interests, and assessing current and future concerns.

Our next goal was to foster a shared understanding of the food system’s key dynamics, outcomes, drivers, and activities to identify trends and uncertainties. This collective understanding forms the foundation for a participatory process using foresight and scenario analyses to support meaningful food systems change.

The second step, system mapping, was done in collaboration with country facilitators and research teams. We used the Foresight4food framework to identify key food system outcomes, activities, and drivers, considering their interaction with the broader environment. Data were compiled from national and global sources and generated through participatory workshops.

In addition to providing an overview of current status and trends, we conducted a deeper analysis using causal loop diagrams created with research partners during workshops. This approach helped identify trade-offs and synergies, informing actions to improve food system outcomes. We also noted recurring patterns that affect feedback loops, further clarifying the system’s structure.

These reports offer an initial snapshot of the current food system status and are intended to inform a more comprehensive foresight process. As the dynamics, trends, drivers, and activities within the food system continually change, these reports welcome ongoing reflection and discussion.

An Overview of the Bangladesh Food System: Outcomes, Drivers & Activities

An Overview of Niger’s Food System: Outcomes, Drivers & Activities

An Overview of the Kenyan Food System: Outcomes, Drivers and Activities

An Overview of the Ugandan Food System: Outcomes, Drivers & Activities

An Overview of The Jordanian Food System: Outcomes, Drivers & Activities