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3 June 2026, Geneva, Switzerland - The Central Bank of Seychelles is deepening its use of strategic foresight as part of efforts to strengthen institutional preparedness, long-term planning and resilience in a rapidly changing environment. On 14 May 2026, 31 management and technical staff from the Central Bank of Seychelles participated in a one-day introductory workshop on strategic foresight, delivered by the United Nations Department of Economic and Social Affairs, the United Nations Resident Coordinator’s Office for Mauritius and Seychelles, and the United Nations Institute for Training and Research.
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The workshop introduced strategic foresight as a way for institutions to look beyond expected trends and consider a wider range of possible futures. For a central bank, this means complementing traditional analytical tools with approaches that help identify early signals of change, question assumptions and explore how future developments could affect institutional priorities. The workshop was also closely linked to the Bank’s ongoing strategic planning work. Participants used foresight tools to revisit elements of the CBS Strategic Plan 2024-2028, including existing analysis of the Bank’s operating environment, and considered how emerging developments could influence future planning and decision-making. Throughout the day, participants engaged in practical exercises on horizon scanning, futures thinking, scenario development, visioning and backcasting. These methods were applied to issues relevant to the Bank’s work, including monetary policy, financial stability, payments, reserve management, risk management and institutional strategy.
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The discussions highlighted the value of preparing for several plausible futures rather than relying on a single expected pathway. Participants explored how changes in areas such as artificial intelligence, digital finance, climate-related financial risks and geopolitical fragmentation could shape the Bank’s operating environment and create new challenges or opportunities.
Evaluation results showed clear practical value with 96% of respondents reporting usefulness of the workshop and an increased understanding of strategic foresight and its relevance to their workl. Participants also valued the hands-on format, particularly the group exercises and opportunities to exchange ideas across divisions and units. Feedback pointed to interest in further practical support, including more time for scenario work, guided exercises and sessions tailored to different central banking functions.
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