thinkFRST
Case study · Insurance · 2026
STRATEGIC FORESIGHT · 3 AND 4 SEPTEMBER 2026 · KARACHI

In July, JazzWorld bought an insurer. In September, 35 leaders from both sides decided what it becomes by 2036.

Think FRST wrote an 83-page foresight report for JazzSure, then ran two days in which group and insurer leaders worked it table by table: eighteen megatrends, six futures, five backcasts and a one-year roadmap with a name on every line.

See how it worked
The next ten years get decided in the next two days.PRINTED ON EVERY STANDEE IN THE ROOM
Ballroom at the Mövenpick Karachi with round tables of JazzWorld and JazzSure leaders facing a stage with JazzSure standees
Day One, Mövenpick Karachi.
35senior leaders from JazzSure and JazzWorld
83page foresight report written for the business
18megatrends turned into dated consequences
6futures argued, one per mixed table
5one-year roadmaps with owners and dates
What we runA foresight report written for your business, and a two-day leadership workshop that turns it into plans people own.Bring this to your leadership team
The context

A new insurance arm, and one direction to agree

In July 2026, JazzWorld acquired TPL Insurance, now JazzSure. JazzWorld serves more than 100 million users across mobile, payments, banking and entertainment.

The insurer brings underwriting, claims and reinsurance. The group brings the customers, the data and the distribution. Both leadership teams needed one view of where insurance goes inside the group by 2036, and a plan for the first year.

We seated the senior leadership of both at mixed tables: JazzWorld's CEO, strategy, AI and HR leads; Jazz's CTO, CFO and digital products; Jazz Enterprise; JazzCash and JazzBank product and insurance heads; and JazzSure's full executive team with the heads of claims, reinsurance, sales, renewals, marketing, strategy, HR and the PMO. Everyone worked the sheets, group leadership included.

Muhammad Aminuddin, CEO of JazzSure, speaking at the podium beside a JazzSure standee
Muhammad Aminuddin, CEO, JazzSure, opening the two days.
Aamir Ibrahim speaking with a microphone at his table
Aamir IbrahimCEO and President, JazzWorld. Chairman, Mobilink Bank, JazzCash and JazzSure
Hamza Khokhar speaking with a microphone during the workshop
Hamza KhokharChief AI Officer, JazzWorld
Syed Ali Naseer speaking with a microphone during the workshop
Syed Ali NaseerChief Strategy Officer, JazzWorld
Ali Fahd Ahmad speaking with a microphone during the workshop
Ali Fahd AhmadPresident, Jazz Lifestyle Ventures (JLV)

JazzWorld's leadership in the room. They read the report, argued the scenarios and filled the same sheets as everyone else.

The approach

A report written for this business, then worked in the room

Before anyone entered the room, we wrote the JazzSure Futures and Strategic Foresight Report 2026 to 2036: current state and revenue architecture, JazzWorld's group strategy, eighteen megatrends, a STEEP analysis of Pakistan, Three Horizons, six strategic pathways, global benchmarks and backcasting. Every fact carries a numbered source; targets are labelled as targets. It was revised after a review with JazzSure leadership and split into chapters, so each round worked from its own pages.

The printed JazzSure 2026 to 2036 foresight report on a table
The report. Printed and bound for every leader.
Report page listing six alternative strategic pathways A to F
Section 12. The six pathways.
Every round · 01Read alone10 to 15 minutes in silence, in the room, not as homework.
02Discuss20 to 25 minutes arguing with the report and each other.
03Capture10 minutes on the round's sheet. Not written, not real.
04Share5 to 7 minutes per table: the finding, and the one disagreement.
DAY01

Understanding our future

Where we stand, what is changing, and six futures mapped across three horizons.

A leader reading the foresight report at his table
Read first. Fifteen minutes, no talking.
Three leaders debating at their table
Then argue. A dispute names a figure and a reason.
01Round 1Baseline

Agreeing where we stand

Before looking forward, the room agreed on the starting point.

How

Tables read the executive summary, key findings, current state, business model and JazzWorld's strategy. One lap of the table to name the biggest surprise, then the argument. Each table left a baseline: five things accepted as true, three disputed, and the evidence that would settle each.

Result

One table surfaced the finding that set the tone: the business had not managed to cross-sell, even within its own ecosystem.

A filled Megatrend Impact Brief sheet
A completed Megatrend Impact Brief. Force, opportunity, first move.
02Round 2Megatrends

Eighteen global forces, each made local and dated

Which forces are reshaping insurance, and what does each one mean for JazzSure?

How

From ten global shifts to eighteen megatrends for JazzSure, from AI and climate to the Gulf connection and digital public infrastructure. Three per table. For each: what it changes and when, the opportunity and who pays, whether it runs on JazzSure or a JazzWorld business, and a first move with an owner and a number. At least half of every row had to be new thinking.

Result

Six Megatrend Impact Briefs: eighteen forces, each with a date, an opportunity and a first move.

A leader presenting a STEEP Futures Wheel on an easel
Share back. A table walks the room through its wheel.
A STEEP Futures Wheel covered in sticky notes
The wheel. Every note marked plus or minus.
03Round 3STEEP

STEEP analysis, to the third degree

Most strategy stops at the first-order effect, where every competitor reaches the same answer.

How

Twenty forces across social, technological, economic, environmental and political lenses, each placed in the time band it bites. Each table traced its two biggest forces outward: what each causes, what that causes next, and what that causes across the market. Every note marked plus or minus for JazzSure, with an indicator to watch. No indicator, no entry.

Result

Six STEEP wheels, every third-order effect with an indicator beside it.

A leader reading her table's scenario brief
Read the pathway. A customer's day in 2033.
A table standing at the front while one leader presents its pathway
Make the case. Each table argues its future.
04Round 4Scenarios

Six futures for JazzSure, one per table

Each future is written as if the decision had already been made, so the room sees what it demands and what it costs.

  • AThe AI-Native Insurer
  • BThe Climate Protection Leader
  • CCore Business Amplified
  • DThe Lifestyle Protection Platform
  • EThe Gen Z Protection Brand
  • FThe Enterprise and Sovereign Rail
Result

Every table argued for its pathway, with fifteen questions prepared for the horizon mapping that followed.

The facilitator on stage points to a Three Horizons chart on a large screen
Three curves. Today, 2036, and the bridge.
A Three Horizons sheet with sticky notes on each curve
A table's map. H1, H3, then H2.
05Round 5Horizons

Horizon mapping: H1, H3, then H2

Teams that start with the bridge write a to-do list for the business they already have.

How

H1 first: what is true today, where it strains, what is worth keeping. H3 next: the seed visible now, the bets, the 2036 picture, and one red note for what would make us stop. H2 last: the capabilities that carry the business across.

Result

Six Three Horizons sheets. Capabilities that appeared on more than one were flagged to build once, at group level.

DAY02

From understanding to ownership

The futures from Day One become choices, then commitments.

Leaders placing sticky notes on the Growth Opportunity Map
The Growth Opportunity Map. Fit against readiness.
06Round 6Choose

Opportunity mapping: fund, build, pilot or kill

Two axes only: strategic fit and execution readiness.

How

Up to ten opportunities per table, each naming who pays and a year-three number. Scored twice, 1 to 4. Placed in silence, then argued note by note. Anything in Fund now got a red-pen line on loss ratio, claims capacity and the rail it runs on. Three dots each picked the room's top eight.

Result

Ranked growth maps, with every Park or kill decision minuted so it does not quietly return.

Three JazzSure leaders on the floor around a backcasting sheet covered in sticky notes
On the floor. 2036 on the left, 2026 on the right.
A filled backcasting sheet from 2036 to 2026
A backcast. Each column earns the next.
07Round 7Walk back

Backcasting from 2036

Each table started at its destination and walked back to what starts now.

How

2036 written as if it already happened: five milestones a stranger could check. Past tense, numbers, no adjectives. Then 2033, 2030 and 2028, each column earning the one to its left, down to three things that start now, with names and dates.

Result

Five backcasts. One table set out to become the default protection brand for 35 million Gen Z customers. Another committed to settling every claim below a threshold in under ten minutes.

A leader presenting his table's one-year commitment board
In the first person. The owner reads each Q1 task.
A filled One-Year Commitment Board, quarter by quarter
The board. A name and a date on every line.
08Round 8Commit

A one-year execution roadmap

"The underwriting team" is not an owner. A name is.

How

Only two inputs: the Fund now opportunities and the 2026 column of the backcast. Quarter 1 complete before anyone touched Quarter 2, five tasks a quarter at most, each with how, a RACI and dates.

Result

Five one-year roadmaps, quarter by quarter, with owners and dates.

A completed Strategy Pre-Mortem sheet
A Strategy Pre-Mortem. Reasons scored, fixes owned.
09Round 9Break it

A pre-mortem to future-proof the plan

Plans rarely fail because of big things. They fail because of small ones. Badi cheezon ki wajah se cheezein kharab nahi hoti, choti choti cheezon ki wajah se hoti hain.

How

It is twelve months from now and the plan has failed. Each person writes why, alone, before anyone talks. Up to ten reasons per table, 100 points spread by likelihood, and a prevention with a named owner for the top five.

Result

Preventions went straight onto the roadmaps. The plans changed the same day.

The outcome

What the two days produced

Both leadership teams left with a shared direction to 2036 and a first year they own. Every team member committed to the plan.

18megatrends with dated consequences and first moves
6futures mapped across Three Horizons
5backcasts and one-year roadmaps, pre-mortem tested
7days to a synthesis report for the CEO
  1. 11 Sep

    Synthesis report: the backcasts compared side by side, grouped into four bets with owners and deadlines tied to the November Board.

  2. 12 to 14 Sep

    The JazzSure Line to track every move with an owner, and an AI workspace holding the report and the room's output.

  3. 15 and 16 Oct

    Follow-on working session in Karachi to lock initiatives, owners and KPIs.

In their own words

What the room said

Technology and trust is the secret sauce. If we can master the technology and create a level of trust, everything else starts to flow.

Table report, Day One

None of this is possible if I have to do it alone. But if I have the people in this room to help me, I think we should get there.

Table 4 report

We will be the default protection brand for Gen Zs.

Table report, Day Two
The ballroom at work: leaders at their tables while a megatrend round runs on the main screen
35 leaders. Two companies. One direction to 2036.JazzSure and JazzWorld leadership, Mövenpick Karachi, 3 and 4 September 2026.
Bring us your next strategy offsite.We write a foresight report for your business, run two days around it, and stay until the plan has owners and dates.
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