Strategic Foresight


Connie Reimers-Hild, Associate Director, Rural Futures Institute
“Strategic foresight and futuring provide tools to help future-focused leaders make plans; however, innovation only happens when leaders implement ideas.”
Connie Reimers-Hild, Ph.D., CPC
RFI Interim Executive Director & Chief Futurist

Meet Dr. Connie, RFI Chief Futurist

Dr. Connie serves as Interim Executive Director & Chief Futurist at the Rural Futures Institute at the University of Nebraska. She is a certified futurist, national speaker, strategy consultant and leadership coach, whose research, experiences and education in both the hard and human sciences allow her to see how our exponentially high-tech world must balance with a high-touch, strengths-based approach to leadership and life—we must explore the intersections of science fiction and what it means to be human.


More about Dr. Connie



Dr. Connie’s Latest Work

Journal Article
May 2018

Strategic foresight, leadership, and the future of healthcare staffing in the United States

Journal of the American Academy of Physician Assistants

Invited Presentation at Tufts University
April 2018

The Future of Rural

Discussion of the importance of mindset with methodology.

Keynote: Nebraska Press Association
April 2018

The Future of the Rural-Urban Opportunity

Omaha World-Herald Annual Awards Banquet

Podcast Interview
January 2, 2018

Episode 75: A Conversation With Dr. Connie Reimers-Hild

Rural Healthcare Leadership Radio

Keynote: Rural Hospital Conference of the Carolina’s
November 8, 2017

Strengths-Based Futuring: Competing with a Purpose

The Duke Endowment


What is Strategic Foresight?

Strategic foresight, also referred to as “futuring,” is a relatively new core leadership competency sought after by many top executives and organizational leaders. It does not predict the future; rather it helps leaders better understand current and potential situations while creating a roadmap for innovation that guides and inspires action.

Futuring is different than forecasting in that it relies on two key assumptions:

  1. The future consists of many possible outcomes rather than one predetermined future
  2. People have some capacity to influence outcomes through their beliefs, mindsets, and behaviors

(Bishop, Hines)

Slide: Many plausible futures

There are many plausible futures. With a mix of methodologies and a positive mindset, leaders can create strategic paths to their desired futures.



Dr. Connie has published 50 articles and 8 workbooks on entrepreneurship and innovation, many of which use strategic foresight tools such as megatrends to create future-focused strategies.


Key Questions

  1. What problem are we trying to solve?
  2. What future do we want to create?
  3. How do we more purposefully align technology and humanity?
  4. How do we achieve our goals and purpose in both high-tech and high-touch ways?


Available Opportunities