ABSTRACT
Since Information systems as a discipline is centrally concerned to develop, improve and change organizational processes, there is the requirement that these changes are appropriate, given a set of (often ambivalent and contradictory) visions of the future situations and policy priorities in a given situation. As such, information systems in practice must be able to make inquiry into a set of possible visions of a future situation, and evaluate the impact that the resultant thinking has on current and future organizational processes. This is an inquiry of sorts, termed ‘strategic prognosis’ and is considered to be an underpinning component of the process of strategy in any given situation. This chapter will explore some of the characteristics and challenges in undertaking this in practice.
