Strategic Foresight Circles for Danish Leaders
Thematic Workshop Circle Series with ConsilioNexus: Megatrends, AI, Global Supply Chains, Data, Cybersecurity, Innovation
High-trust peer forums where Danish executives and senior leaders make sense of fast-moving change, through dialogue, dilemmas, and strategic sparring.
Challenge
Many leadership teams are navigating change that feels both constant and hard to name: AI acceleration, geopolitical volatility, cyber risk, fragile supply chains, and rising pressure on talent, trust, and wellbeing. The problem is rarely a lack of information. It’s the opposite.
Leaders are expected to act decisively while the ground keeps shifting, and while knowledge is scattered across functions, business units, and partners.
As one participant put it: “If only our company knew what our company knows.”
Together with ConsilioNexus, we facilitate a format that helps leaders slow down without losing urgency: a space to think strategically, challenge assumptions, and build shared clarity, without turning it into another keynote or slide deck.
Approach
Each ConsilioCircle is an intimate, curated half-day forum designed for honest, practical dialogue.
Each Circle is built around three principles:
High trust, low theatre
No stage performance. No long presentations. The value comes from what participants can say out loud, including what’s messy, unresolved, or uncomfortable.
Curated relevance and diversity
Circles are composed to ensure the topic lands, the room has range (industries, perspectives, leadership roles), and the conversation stays anchored in real dilemmas rather than abstraction.
Foresight-led facilitation
We use strategic foresight as the backbone: surfacing assumptions, exploring tensions, connecting signals, and translating complex change into concrete implications for leadership decisions.
Topics are selected based on what is live in the network, and shaped into a discussion arc that moves from shared context to key tensions to practical choices and next steps.
Across 10 Circles hosted in 2025 (with 20 planned for 2026), themes have included:
AI & Technological Transformation. From creative automation to AI fatigue, and the leap from pilots to purpose. The conversations focus on how to build capability without losing momentum, and what it takes to anchor AI in real strategy.
Global Supply Chains & Strategic Risk. We surface core trade-offs: efficiency vs. resilience, compliance vs. competitiveness, short-term fixes vs. long-term redesign. As another participant noted: “We’re not even sure when something counts as a crisis anymore.”
Megatrends. Rather than treating megatrends as “big trends out there”, we used them to explore what they mean for Danish organizations and the social fabric around them, from shifting work dynamics and demographic pressure to AI disruption, climate adaptation, and geopolitical fault lines. A key insight: the real strategic challenge sits in the interconnections, how trends collide, reinforce, or contradict each other.
Cybersecurity. How risk is evolving from IT concern to board-level reality, and what it takes to build resilience in systems that are already stretched.
Data as a Strategic Resource. From governance and value creation to trust, ownership, and the tensions between speed and responsibility.
Outcomes
1) A shared language for complexity
Leaders leave with sharper ways to name what’s changing, and how it affects decisions today, not just “the future”. The collaboration has evolved into a repeatable, lightweight way of building strategic foresight capacity across the network, one conversation at a time.
2) Clearer trade-offs and better questions
The Circles consistently surfaced the tensions leaders are actually managing, and helped participants sharpen the questions that move strategy forward.
3) Real-time sparring on live dilemmas
Participants used the forum to test thinking, stress-test assumptions, and compare approaches across sectors, in a way that is hard to replicate inside one organization.
Testimonial
”Participating in a ConsilioCircle is a real pleasure, though that’s not to say it doesn’t require energy and presence. Taking part comes with a commitment: being in a confidential space with competent peers where current and strategically important topics are discussed across industries.
The meeting is run with a “firm hand” by a highly prepared facilitator, and this format increases the value of the session as the topic is explored and assessed from different sector perspectives. The sparring in a group of 5–6 people ensures that everyone gets a voice and the dynamic is maintained for the benefit of all.
Of course, the outcome depends on your own contribution, but if you do engage, the experience is extremely rewarding. I can fully confirm that.”
CEO (Circle on Global Supply Chains)
