AI in Strategic Foresight 2025

The views of experts on the more specific impacts of AI on strategic foresight practitioners themselves and the technology’s influence on decision-making varied based on their prior experience with AI (see Figures 8 and 9). For example, 18% of respondents who had experience with AI in strategic foresight predicted that AI will significantly or somewhat reduce their role, while 32% of the same group said AI will significantly support or enhance their role (Figure 8). Similarly, on the positive side, 22% of those having experience with AI said they expected the technology to have strongly positive impact on strategic foresight being integrated into decision-making, compared to only 11% from the group who were not using AI in their strategic foresight work (Figure 9). On the whole, on both accounts, the majority across both groups tended to evaluate the impact of AI on the profession positively rather than negatively. A contradictory risk that arises is: the use of AI may make foresight more accessible to people and therefore more widely used but, if the foresight outputs are of poor quality due to the issues previously identified, trust in the process may be lost, thus undoing progress made in embedding foresight into decision-making. AI’s level of risk to strategic foresight FIGURE 7 In the next five years, to what extent do you think AI will pose risks to the effective practice of foresight? Very high risk – AI will significantly undermine effective foresightModerate high risk – AI will pose some challenges to effective foresightNo impact – AI will not affect the practice of foresightDepends on context – Risks will vary based on how AI is designed, governed, and appliedVery low risk – AI will pose minimal or no threat to foresightNot sure0%10%20%30%40%60%70% 50% 0%6%19%65% 5% 5% Source: OECD AI in Strategic Foresight: Reshaping Anticipatory Governance 16