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PurposeThis article seeks to emphasize the importance of two elements; the nature of the strategic landscape and time, which are often neglected in foresight and strategic management by putting them in a form that makes them the basis for twenty‐first century strategic management.Design/methodology/approachThe multi‐ontology approach states that the properties of strategic landscapes vary from linear to complex and even to disruptive, and that the dynamics of action in each of them is different. Consequently, when analyzing strategic landscapes, variations between them should be distinguished and different tools and methods applied accordingly.FindingsAn added sensitivity to socially and situationally constructed worlds allows for new tactical and strategic possibilities.Research limitations/implicationsThis article is not a concluding chapter, rather an opening one that points the way for a number of necessary further developments.Practical implicationsThe article suggests that more contextually constructed approaches with respect to strategic landscapes and time are required; and that when applied they will lead to more appropriate and more effective outcomes in both sense‐making and decision‐making.Originality/valueThe article's concept of chronotope space enables us to dissect the complex tradeoffs between the properties of strategic landscape and the time frame at stake.

PurposeThe purpose of this research paper is to review and contrast traditional foresight methods through the lens of one of the key insights about complex adaptive systems – namely, a system's sensitive dependence on initial conditions.Design/methodology/approachForesight methods have often been criticized about their linear way of looking at the future. Insights from complex adaptive systems research, however, provide a new theory‐driven approach for developing real foresight methods as opposed to traditional forecasting methods based primarily on linear extrapolation. This serves as a starting point for the re‐analysis and re‐classification of the foresight methods, presented profoundly in the American Council for the United Nation's University Millennium Project's Futures Research Methodology – V2.0.FindingsThe findings of the analysis show which foresight methods actually present the future as a continuation of the present, and which instead are able to identify a system's new and emerging initial conditions; and what kind of possible understanding of the system the methods offer to the user.Research limitations/implicationsThis research paper provides a new perspective to reopen the discussion about the necessary qualities of foresight methods. This paper argues that instead of trying to forecast the future the foresight methods should help us to see and influence the future as it is emerging.Practical implicationsDiscussion and guidelines for methodological work and an introduction of complex systems concept‐tools map, a new set of methods and the way how it could be used together with Futures Research Methodology – V2.0 represent vast implications for organizations' foresight practices.Originality/valueThe origins of novelty are two: the complex adaptive systems perspective to discuss foresight methods, and the presentation of the new set of methods to support and complement Futures Research Methodology – V2.0.

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