Explore the Future. Make Better Decisions. Masterclass: Deep Dive with Jan Berger
Strategic decisions are always based on assumptions about the future.
Yet it is rare to clearly distinguish between reliable observations, plausible developments, and mere hype. The Executive Masterclass with Jan Berger sharpens judgment in the face of uncertainty: It helps participants evaluate assumptions about the future, understand interdependencies, and make better decisions.
As president of the World Futures Studies Federation—the global association for futures studies founded in 1973—Jan Berger is one of the most prominent international voices in his field. He is also the founder and CEO of the think tank Themis Foresight. His work translates well-founded futures research into investment, business model, and strategic decisions at the executive level.
The focus is not on the question of what will happen, but rather on what needs to be done today:
- Which assumptions about the future underpin strategic decisions—and which ones create a false sense of security?
- How do technology, the economy, politics, society, and business models actually interact?
- Which decisions remain viable among several plausible futures?
Target Group
Decision-makers, C-level executives, and managers
The right choice if you ...
- … make decisions about investments, innovation, transformation, or new business models.
- … want to critically examine common visions of the future and avoid false security.
- … want to strengthen strategic judgment among top management.
- … need clear strategic guidance amid complex changes.
Typical challenges:
- Top executives must make far-reaching decisions, even though they lack the time to examine every relevant development in detail themselves.
- Narratives about the future of technology and society are accepted without systematically questioning the underlying assumptions, interests, and counterarguments.
- Changes are viewed in isolation, even though their interactions determine the opportunities and risks.
- Strategies are unconsciously based on a single vision of the future—and fall short as soon as key assumptions change.
What the master class offers:
Putting Future Assumptions to the Test
Distinguish between observations, assumptions, interests, and hype—and identify what strategic assessments are actually based on.
A Map of Interactions
Understand how technological, economic, geopolitical, and societal developments reinforce, limit, or redirect one another.
Scenario Stress Test
Test strategic options not against a supposedly certain future, but against multiple plausible developments.
Decision-Making Through Sparring with Jan Berger
Apply insights to concrete decisions, develop more robust options, and clarify which uncertainties you can influence, monitor, or mitigate through preparation.