This working paper explores how trade unions worldwide are adapting to transformations in the world of work through strategic foresight. Documenting experiences from 2019-2023, it offers examples and lessons from foresight workshops conducted globally, addressing challenges like automation, digitalisation, environmental changes, and geopolitical tensions.

The world of work is experiencing multiple transformations driven by automation and digitalisation, environmental changes, (de)globalisation, and demographic shifts, among other factors. The effects of the COVID-19 pandemic, worsening geopolitical tensions, environmental disasters and armed conflicts have further exacerbated these realities to the extent that today we are living in a poly- or perma-crisis. These multiple pressures and crises impact the world of work and oblige trade unions to reflect and act upon uncertainty and change.

Increasingly, trade unions worldwide do this, while exploring different tools and methods to think and act upon their future readiness. One method that can be particularly useful is strategic foresight. This paper documents trade union experience worldwide on doing foresight. The research was done through literature review, desk research and direct participation in foresight workshops. Foresight training courses and workshops were organised in various regions in the world (i.e. Europe, the Arab States, Africa, Asia and the Pacific) in the period 2019-2023.

The objective of the paper is to provide concrete examples and lessons learned for trade unions that are willing to experiment with strategic thinking and foresight. The paper builds further on the foresight literature by paying particular attention to the context of trade unionism, and trade union realities in different regions.