You can delay, but your future won’t.


AUGMNT works with all types of public and private organizations, governance bodies, professional businesses, entrepreneurs, investors and stakeholders, helping them overcome the challenges, disruptions, uncertainty and complexity of future with the aim of remaining relevant and continuing to thrive today and tomorrow.

Foresight-based Strategies

AUGMNT draws upon decades of diverse legal, business, investment brokering and trading experience to deliver tailored, fit-for-purpose, enduring future risks and opportunities management programs. By using proven frameworks, strategies and maturity models, AUGMNT enables businesses to better defend their core business, leverage emerging opportunities and create future opportunities.

The Only Way To Predict The Future Is To Create It


AUGMNT helps organizations develop their strategy by incorporating a forward-looking approach.


The main objective of our prospective/foresight approach is to enable an organization to equip itself with a skill and a generic method allowing it to think systematically about its future VUCA* in order to inform its decisions and actions today. .

*VUCA = Volatile, Uncertain, Complex, Ambiguous


    • detect the emergence of important trends, signals and changes
    • develop vigilance and competitive or even preemptive advance
    • develop a strategy of agility and growth in uncertainty
    • improve sense of direction and relevance and performance
    • better inform and improve your decisions and actions in the present
    • break out of the status quo by catalyzing change
    • increased perception by customers, partners and competitors
    • and more


AUGMNT helps organizations enrich the development of their strategy by including foresight and by suggesting a simple and complete generic approach.

Introduction : introduction to literacy and the language of the future, its principles, methods, distinctions and definitions in order to create a common language and practices.

Generic Strategy Process : This generic process provides a stable framework for processing the variable information needed to develop a “better” strategy.

Foresight/Prospective : is this thinking stage of the generic process including the scanning of changes, the study of impacts, the imagination of alternative futures. This step is enriched by the use of several sources and speakers. Selecting a preferred future is part of the next stage of planning by one’s assigned team.


    AVAILABLE TOPICS (always evolving)

    Strategic support 

    AUGMNT supports an organization’s efforts and those of its executive and management team by providing open, patient, and flexible advice and guidance.


    In order to respond to the specific needs of organizations, all our solutions are essentially “divisible” and can be offered under different content and delivery methods.

    Reports, workshops, artifacts. etc.

    AUGMNT offers, depending on the needs of an organization, master classes, seminars, workshops, coaching sessions of one hour or a few hours, half a day, a day or several days. Programs can be one-off, periodic or scheduled over a short or long period.

    AUGMNT produces, under certain conditions, reports and artifacts such as roadmaps, models, graphs facilitating the understanding, reference or implementation of the preferred future in the organization.


    Introduction to the prospective approach, literacy, concepts, language, etc.

    The futures of …

    Brainstorming session on the futures of (a chosen topic) to explore imaginable futures.


    Integration of the selected future with current activities. Integration efforts include articulating the business or maturity model. and performance measures, etc.


    AUGMNT helps organizations understand antifragility and adapt it in its management and mitigation of existential, relevance and disruptive risks.


    Brainstorming session on possible scenarios and the outcomes & impacts, the wheel of futures, etc.

    Of risks

    AUGMNT helps organizations to clearly identify their existential, relevance and disruptive risks and identify gaps in their management or mitigation.


    Introspection helps identify unseen or forgotten assets (capabilities, innovations) required, for example, for the execution of the selected future.


    Alignment: between strategic foresight and compliance, continuity risk management and Future-Readiness programs.


    AUGMNT helps organizations monitor trends by offering a one-off or periodic scanning service for trends and signals in order to identify risks and opportunities in the medium and long term. This monitoring, which we call prospective monitoring, complements and complements the traditional monitoring of competition, compliance, risks and continuity already in place. This service can be personalized to best suit an organization’s needs.

    short courses !

    Whether you are an organisation familiar with prospective (foresight) work or not we offer short workshops designed to explore 3 important topics.

    The shock of the futures

    A revealing exploration of the perceptions of the future held by the members of a team and particularly those of the executive team or the board of directors.

    The client of the future

    Often ignored in the traditional prospective approach to the future of the organization; exploring the customer of the future makes it possible to clearly define the jobs-to-be-done they will required you to do in the future.

    The competition of the future

    An important prospective exercise on the competition of the future in order to consider competitiveness scenarios that could jeopardize the profitability or continuity of the organization.



    LEADE  or LOCAL ENTREPRENEURSHIP ADVANCEMENT AND DEVELOPMENT ECOSYSTEM is a framework built for helping localities and its leaders DEVELOP and ADVANCE their economies through entrepreneurship. It is an augmented version of some of the popular frameworks developed by some of the top tier institutions in the USA.




    This additional section was written to present the distinctive features and advantages of foresight or prospective as a powerful means of anticipating the future and of better managing the disruptive potential and the threats it represents for the existence and relevance of organizations. 


    In this environment of rapid, interconnected and discontinuous (R.I.D.) changes which disrupts some organizations and destroys others, the “business as usual” scenario is no longer enough, organizations must anticipate systemic changes, changes that disrupt its very relevance and its existence.

    Our article about FORESIGHT

    HOW ?

    Using a prospective or anticipatory approach as a generic, participatory and systematic process that views the future in the medium and long terms by anticipating future risks and opportunities as well as rapid, interconnected and discontinuous (R.I.D.) changes that may be disruptive or even destructive; an organization can thus construct scenarios leading to a preferred future which will influence preventive and preemptive decisions and actions, will trigger the innovation process, will make it possible to identify new business models that can create a competitive or even disruptive breakthrough and finally allow the long-term growth and success of the company.


    A foresight or prospective approach allows organizations to have a future goal in the form of a “preferred future”, which provides : a global view of the organization’s short-to long-term risks and opportunities | a clear vision of the direction of the organization in order to reduce the uncertainty of the future and its disruptions | an understanding of the future and futures including the past, present and future | a roadmap from present to future | an exploration of trends, signals and potential triggers (drivers) of change and disruption | the articulation of a better organizational strategy | the articulation of an advance, of a competitive even disruptive advantage | etc.

    Future as disruption/destruction

    Shorter corporate life
    A recent study by McKinsey found that the average life-span of companies listed in Standard & Poor’s 500 was 61 years in 1958. Today, it is less than 18 years. McKinsey believes that, in 2027, 75% of the companies currently quoted on the S&P 500 will have disappeared.

    During and after the COVID 19 pandemic, as many as 50 of the billion dollars companies disappeared in the United States only (McKinsey).

    The firm CB Insights reports that since 2015, 154 of the biggest retailers went bankrupt and states that Amazon is not the only reason that physical retail is troubled — mounting debt and retailers’ own missteps and lack of adaptability are also to blame, among other factors.

    Four typical business behaviors

    In the study by René Rohrbeck et al. (quoted on the right), four typical behaviors have been identified and are mentioned there. This highlights the importance of vigilance. These behaviors are:

    The vigilant company : works determinedly with corporate foresight in its market

    The neurotic company : might adapt its course of action to the movements in the market, but do so without a long-term or strategic perspective

    The vulnerable company : has strategies, but those strategies do not sufficiently address the challenges of their market

    The company in danger : might have strategies, but those strategies are completely insufficient

    Impact on performance

    In one longitudinal study by René Rohrbeck and Menes Etingue Kum, it was found that “future-prepared” firms, defined as those with a corporate foresight practice, posted 33 percent higher profitability than the average company and 200 percent higher growth.

    Furthermore, creating an engaging future and an equally engaging narrative about its future allows an organization to create thought leadership in its market and industry, and become more attractive to its customers, current and future employees, suppliers, bankers and investors. Finally, it creates a renewed business purpose.

    The firm of the FUTUR

    According to, in order to be successful over the long term, organizations need an active Engine 1, which focuses on the core business, and an Engine 2, which innovates for the customers and capabilities of tomorrow.

    This approach also refers to what is called the ambidextrous organization which indicates an organization’s ability to be aligned and efficient in its management of today’s business demands, as well as to adapt to changes in the external environment or for tomorrow’s business.

    You can plan for the continuous growth and profitability of your organization but –


    If you have questions or would like to initiate one of our solutions, do not hesitate de contact us so we can have a guiding conversation. We are here to help you.


    Space intentionally left for the future.