Can strategic foresight in public management succeed?

This conclusive chapter explores if and under what conditions strategic foresight can succeed in public management today. It starts by briefly analyzing the causes of failure of previous attempts to apply foresight: long-range planning (LRP), the planning-programming-budgeting system (PPBS), as well as new public management (NPM) theory. The consideration of additional factors that hinder foresight in public administrations today follows. Finally, an approach to strategic foresight is proposed along with recommendations on how to make it relevant for practitioners.