Do Corporate Boards Have a Foresight Problem?

World Economic Forum argues that most boardroom 'future talk' is merely an extension of the present, and that boards must shift from reviewing management plans to stress-testing assumptions and mapping multiple plausible futures together with the CEO. The piece calls for a structured foresight discipline embedded into board decision-making — reframing the core board question from predicting outcomes to scenario-testing responses. For SEA mid-market boards operating in volatile, geopolitically exposed markets, this is a direct prompt to redesign agenda time away from operational review and toward forward-looking challenge.