Strategic Foresight Capabilities for Navigating the Business Environment in VUCA and BANI World: A Bibliometric Analysis in the Indian Context

Abstract

In the current global landscape, businesses encounter growing uncertainty and complexity, requiring them to enhance their ability to anticipate and adapt to future disruptions. Strategic foresight has become an essential tool for organizations to navigate these challenges, especially within the frameworks of VUCA (Volatile, Uncertain, Complex, Ambiguous) and BANI (Brittle, Anxious, Nonlinear, Incomprehensible), which capture the unpredictable and chaotic nature of modern business environments. Despite the increasing attention to strategic foresight worldwide, its application in the Indian business context—marked by distinct regulatory, technological, and demographic challenges—remains relatively under-researched.
This study undertakes a bibliometric analysis to explore the existing body of strategic foresight research, with a focus on the Indian context. By identifying key trends, leading authors, collaborative networks, and major themes within the literature, this analysis provides a detailed overview of contributions from Indian scholars and organizations. Furthermore, it highlights gaps in the application of strategic foresight by Indian businesses in addressing VUCA and BANI conditions.
The findings of this study provide valuable insights for both academics and practitioners, showcasing the structure of strategic foresight research and its implications for Indian firms. This research emphasizes the critical role of foresight in navigating a rapidly changing and complex business environment, offering guidance for future studies and practical strategies for fostering adaptability, resilience, and leadership in uncertain times.
Through this work, a deeper understanding of how Indian businesses can leverage foresight capabilities is developed, with actionable recommendations for enhancing strategic innovation and organizational preparedness in volatile environments.