Foresight and innovation: The future of Saudi Arabia’s cultural landscape 
For cultural institutions worldwide, a central question is this — should they establish in-house foresight teams or seek external expertise to navigate the currents of the future?
This discussion is not just a matter of organizational preference but a critical consideration for preserving the heritage and past of countries while confidently moving into the future.
Historically, strategic foresight has been employed as a policy instrument to establish priorities, pinpoint essential strategies for implementation, and identify key national objectives. This approach helps ensure that investments are allocated efficiently and effectively to achieve organizational and national aspirations.
Forward-thinking strategies play a crucial role, and the need for strategic foresight is becoming more pronounced. The concept of a foresight team within cultural institutions evokes the notion of an internal compass. Such a team would be dedicated to predicting both internal and external trends for the organization, mitigating risks, and aiding in the organization’s long-term strategic planning.
These teams would be at the forefront of shaping the institution’s trajectory. Once the in-house team develops its plans, it can always bring in external experts for advice if needed. By employing these predictive techniques, decision-makers in cultural institutions can better prepare for future challenges and opportunities.
Drawing inspiration from the School of International Futures and the foresight practices of nations such as Finland, Singapore, and the UK, cultural institutions can utilize foresight to stay ahead. It’s not merely about predicting trends; it’s about proactively shaping culture and narratives.
As cultural institutions embrace the challenges of the future, the establishment of in-house foresight teams becomes an integral component of their strategic arsenal. The blend of historical preservation, innovative thinking, and forward-looking scenarios positions these teams as architects of a more resilient and adaptive cultural landscape.
This proactive stance allows for the development of robust, adaptable internal policies that can withstand the test of time. Moreover, it enables a more holistic approach to development, considering the interconnectedness of various sectors and their long-term impacts. These anticipatory methods assist institutional leaders in navigating domains with extended timelines, such as workforce planning, educational initiatives, and skill development programs.
Saudi Arabia is in the middle of a cultural renaissance. As the cultural and creative sectors chart their course toward the future, these foresight activities serve as a compass, guiding investments and policy decisions to maximize their potential for success. This strategic approach not only helps in realizing the Vision 2030 objectives but also supports a culture of innovation and continuous improvement across all sectors of society.
• Dr. Ghadah W. Alharthi is an international cultural adviser and an associate professor specializing in culture and innovation at Central Saint Martins, University of the Arts London. X: @GhadahWA
