Intergenerational foresight is about making better decisions today by thinking seriously about the long-term. Drawing on insights from experts around the world, this handbook sets out practical principles, tools and real-world examples to help leaders spot risks, opportunities and trade-offs across generations, and build long-term thinking into policy, strategy and governance.

National governments are struggling to be strategic in the late 2020s. This briefing note argues that this is not mainly a leadership flaw; it is an institutional design problem in the centre of government. The paper looks at current and past examples of strategy teams in governments and proposes designs for future ones.

This handbook offers an understanding of foresight – what is found true in theory and useful in practice. Foresight offers a distinctive way of thinking about change, one that helps people and organisations work with uncertainty. It is written mainly for public sector foresight practitioners, and is designed to be read linearly or modularly.

This review assesses the organisational capability of the Department of Prime Minister & Cabinet (PM&C) to meet the challenges of the next four years. The review finds PM&C demonstrates strong foundations. However, the review identified four priority areas for improvement that are critical to PM&C’s success.

Drawing on United Kingdom (UK) engagement and international case studies, this paper identifies core design principles and eight key characteristics of successful long-term strategy-making. It develops them into practical lessons and proposed design features for system reforms that could help transform democracies like the UK to be more long-termist and capable at navigating challenges ahead.