For organisations, whether in the private or public sector, adapting to the future can seem like an impossible task. The challenge is to be agile and resilient in the face of a future that will be subject to change, and which often seems more worrying than desirable. Indeed, contemporary crises (climate, biodiversity, health, energy, access to resources) are exposing players and organisations to ever-greater tensions between, on the one hand, rapid and effective decisions rooted in the present and, on the other, the need to project into the future to avoid the solutions adopted turning into new dead-ends. The future thus appears to be a problematic temporal category for organisations: can we anticipate, guess at or predict the future? How can we think about a future that is a priori unknown and plural? Can the future be thought about and conceived within organisations? It is precisely to these questions that foresight approaches and practices attempt to provide some answers.