{"id":10378,"date":"2026-10-06T17:00:00","date_gmt":"2026-10-06T13:00:00","guid":{"rendered":"https:\/\/matsh.co\/en\/?post_type=course&#038;p=10378"},"modified":"2026-10-05T01:30:03","modified_gmt":"2026-10-04T21:30:03","slug":"strategic-foresight-scenario-planning-course","status":"publish","type":"course","link":"https:\/\/matsh.co\/en\/course\/strategic-foresight-scenario-planning-course\/","title":{"rendered":"Strategic Foresight and Scenario Planning Course"},"content":{"rendered":"\n.sfs-hook{background:#f8fafc;border:1.5px solid #d0dce8;border-radius:16px;padding:36px 40px;margin-bottom:32px}.sfs-hook p{font-size:1rem;color:#2d3a4a;line-height:1.85;margin:0 0 20px}.sfs-stats{display:flex;flex-wrap:wrap;gap:14px;margin-top:24px}.sfs-stat{background:#fff;border:1.5px solid #d0dce8;border-radius:12px;padding:16px 20px;flex:1;min-width:150px;text-align:center}.sfs-stat strong{display:block;font-size:1.4rem;font-weight:800;color:#386f9e;line-height:1.2}.sfs-stat span{font-size:.75rem;color:#5a6a7e;line-height:1.5;display:block;margin-top:5px}.sfs-source{font-size:.72rem!important;color:#6b7788!important;margin:16px 0 0!important}.sfs-pain{background:#f2f7fb;border-left:5px solid #386f9e;border-radius:0 14px 14px 0;padding:30px 34px;margin-bottom:44px}.sfs-pain ul{margin:12px 0 0;padding-left:20px;line-height:2.05;color:#193a56}.sfs-h{font-size:1.45rem;font-weight:800;color:#193a56;border-bottom:3px solid #386f9e;padding-bottom:10px;margin:44px 0 24px}.sfs-cards,.sfs-regions{display:grid;grid-template-columns:repeat(auto-fit,minmax(230px,1fr));gap:18px;margin-bottom:44px}.sfs-card,.sfs-region{border:1.5px solid #b9d0e2;border-radius:14px;padding:22px 20px;background:#fff}.sfs-card h4,.sfs-region h4{margin:8px 0;color:#193a56;font-size:.95rem;font-weight:700}.sfs-card p,.sfs-region p{margin:0;font-size:.84rem;color:#3a5578;line-height:1.65}.sfs-gains{background:#f2f7fb;border-radius:16px;padding:36px;margin-bottom:44px}.sfs-gg{display:grid;grid-template-columns:repeat(auto-fit,minmax(240px,1fr));gap:14px}.sfs-g{background:#fff;border-radius:10px;padding:16px 20px;display:flex;gap:12px;align-items:flex-start;font-size:.88rem;line-height:1.65;color:#2d3a4a}.sfs-g i{color:#386f9e;font-size:1.25rem;flex-shrink:0;font-style:normal}.sfs-m{border:1.5px solid #b9d0e2;border-radius:14px;overflow:hidden;margin-bottom:16px}.sfs-mh{background:#193a56;color:#fff;padding:16px 24px;display:flex;align-items:center;gap:16px}.sfs-mn{background:#386f9e;width:38px;height:38px;border-radius:50%;display:flex;align-items:center;justify-content:center;font-weight:800;flex-shrink:0}.sfs-mb{padding:22px 26px}.sfs-mb p{margin:0 0 14px;color:#444f5e;line-height:1.8;font-size:.93rem}.sfs-mb ul{margin:0;padding-left:20px;color:#444f5e;line-height:1.95;font-size:.9rem}.sfs-work{margin:14px 0 0!important;padding:12px 16px;background:#f2f7fb;border-radius:8px;color:#193a56!important;font-weight:600}.sfs-faq{border-bottom:1px solid #b9d0e2;padding:18px 0}.sfs-faq b{display:block;color:#193a56;margin-bottom:8px;font-size:.95rem}.sfs-faq span{color:#3a5578;font-size:.88rem;line-height:1.75}.sfs-rel{display:grid;grid-template-columns:repeat(auto-fit,minmax(220px,1fr));gap:14px;margin-bottom:44px}.sfs-rel a{border:1.5px solid #b9d0e2;border-radius:10px;padding:16px 18px;text-decoration:none;color:#193a56;font-weight:600;font-size:.88rem}.sfs-cta{background:linear-gradient(135deg,#386f9e,#193a56);border-radius:16px;padding:44px;text-align:center;color:#fff;margin-top:44px}.sfs-cta h3{font-size:1.5rem;font-weight:800;margin:0 0 12px;color:#fff}.sfs-cta p{opacity:.9;margin:0 0 28px;font-size:.97rem;line-height:1.7;color:#fff}.sfs-tbl{width:100%;border-collapse:collapse;font-size:.9rem}.sfs-tbl td{padding:14px 24px;border-bottom:1px solid #b9d0e2}\n<div class=\"sfs-hook\"><h2 style=\"font-size:clamp(1.15rem,2.5vw,1.5rem);font-weight:800;color:#1a2535;line-height:1.25;margin:0 0 14px\">Strategic Planning Asks What We Should Do. Foresight First Asks What Kind of World We May Be Doing It In.<\/h2><p>Most strategy processes begin with evidence from the present: market size, competitors, regulation, customer behaviour, capabilities, budgets and current risks. That is necessary, but it can create a hidden assumption that tomorrow will remain close enough to today for the plan to hold.<\/p><p>Strategic foresight challenges that assumption deliberately.<\/p><p>OECD defines strategic foresight as a structured and systematic approach to exploring plausible futures in order to anticipate and prepare for change. UNDP's 2026 Foresight for Strategic Planning Toolkit likewise emphasises that foresight is not prediction; it expands awareness of what could happen, clarifies assumptions behind today's decisions and helps design actions that remain resilient as conditions change.<\/p><p>This course teaches the practical methods behind that discipline. Participants scan for emerging change, distinguish signals from noise, identify critical uncertainties, build internally coherent scenarios, test current strategies against them, design robust options and establish signposts that indicate which future may be beginning to emerge.<\/p><div class=\"sfs-stats\"><div class=\"sfs-stat\"><strong>Not prediction*<em>  \nOECD explicitly distinguishes strategic foresight from predicting one future; the purpose is to explore multiple plausible futures and their implications.  \n<\/em>Source: OECD Strategic Foresight.*<\/strong><span><strong>Scan \u2192 scenarios \u2192 stress test<\/strong>   UNDP's 2026 toolkit includes horizon scanning, scenarios, implications analysis, visioning, back-casting, wind-tunnelling and stress testing.<\/span><\/div><div class=\"sfs-stat\"><strong>Regional practice*<em>  \nDubai Future Academy currently offers advanced scenario-planning training designed to integrate complex scenarios into strategic planning and decision making.  \n<\/em>Source: Dubai Future Academy.*<\/strong><span><\/span><\/div><\/div><p class=\"sfs-source\"><a href=\"https:\/\/www.oecd.org\/en\/about\/programmes\/strategic-foresight.html\" target=\"_blank\" rel=\"noopener\">OECD Strategic Foresight<\/a> \u00b7 <a href=\"https:\/\/www.undp.org\/future-development\/publications\/undps-foresight-strategic-planning-toolkit\" target=\"_blank\" rel=\"noopener\">UNDP Foresight Toolkit 2026<\/a> \u00b7 <a href=\"https:\/\/www.dubaifuture.ae\/dfac-courses\/advanced-scenario-planning\/\" target=\"_blank\" rel=\"noopener\">Dubai Future Academy<\/a>. Evidence is contextual and does not guarantee participant or organisational outcomes.<\/p><\/div><div class=\"sfs-pain\"><p style=\"font-weight:700;font-size:1.05rem;margin:0;color:#193a56\">Strategies become fragile when:<\/p><ul><li>teams extrapolate historical trends as though disruption will be linear<\/li><li>a single \"base case\" becomes the only future leadership discusses<\/li><li>risk registers list known threats but miss structural change and emerging opportunities<\/li><li>megatrends are discussed at conferences but never translated into organisation-specific implications<\/li><li>early signals are noticed individually but there is no structured scanning process<\/li><li>scenario workshops create imaginative stories that never affect real decisions<\/li><li>leaders treat uncertainty as a reason to delay rather than a variable to design around<\/li><li>strategic options are assessed only against today's environment<\/li><li>organisations overcommit to choices that are expensive to reverse<\/li><li>plans lack signposts showing when assumptions are becoming invalid<\/li><li>teams confuse forecasting, risk management and foresight even though they answer different questions.<\/li><\/ul><\/div><h2 class=\"sfs-h\">How This Applies Across the Markets MATSH Serves<\/h2><div class=\"sfs-regions\"><div class=\"sfs-region\"><h4>GCC<\/h4><p>Foresight is increasingly relevant to government transformation, urban development, energy transition, technology, national strategies and rapidly evolving economic diversification agendas. Participants work with uncertainty around technology, demographics, regulation, climate and geopolitical change without assuming one official forecast is the future.<\/p><\/div><div class=\"sfs-region\"><h4>Africa<\/h4><p>Applications include infrastructure, youth demographics, climate adaptation, digital markets, public services and development strategies where long investment horizons meet high uncertainty and uneven institutional capacity.<\/p><\/div><div class=\"sfs-region\"><h4>Asia<\/h4><p>Participants examine technology acceleration, supply-chain shifts, demographic change, manufacturing transitions, urbanisation and competitive disruption across diverse markets.<\/p><\/div><div class=\"sfs-region\"><h4>Europe<\/h4><p>Applications include policy design, energy and climate transition, regulation, technology governance, ageing populations and long-horizon investment where plans need to remain robust across several possible futures.  These are contextual lenses, not claims that every organisation in a region faces identical uncertainties.<\/p><\/div><\/div><h2 class=\"sfs-h\">Who Should Attend<\/h2><div class=\"sfs-cards\"><div class=\"sfs-card\"><div style=\"font-size:1.8rem\">\ud83e\udded<\/div><h4>Strategy and Corporate Planning Professionals<\/h4><p>Wanting to strengthen conventional planning with structured analysis of uncertainty.<\/p><\/div><div class=\"sfs-card\"><div style=\"font-size:1.8rem\">\ud83d\udc54<\/div><h4>Senior Leaders and Executives<\/h4><p>Making choices whose consequences extend beyond the reliability of short-term forecasts.<\/p><\/div><div class=\"sfs-card\"><div style=\"font-size:1.8rem\">\ud83c\udfdb\ufe0f<\/div><h4>Government and Public-Policy Teams<\/h4><p>Designing policies and investments expected to remain useful across changing conditions.<\/p><\/div><div class=\"sfs-card\"><div style=\"font-size:1.8rem\">\ud83d\udd04<\/div><h4>Innovation and Transformation Leaders<\/h4><p>Tracking emerging change and translating it into strategic options.<\/p><\/div><div class=\"sfs-card\"><div style=\"font-size:1.8rem\">\ud83d\udee1\ufe0f<\/div><h4>Risk and Resilience Professionals<\/h4><p>Needing to complement risk registers with exploration of deeper structural uncertainty.<\/p><\/div><div class=\"sfs-card\"><div style=\"font-size:1.8rem\">\ud83d\udcca<\/div><h4>Analysts and Foresight Practitioners<\/h4><p>Building a repeatable, decision-linked foresight process rather than one-off futures workshops.<\/p><\/div><\/div><div class=\"sfs-gains\"><h2 style=\"font-size:1.45rem;font-weight:800;color:#193a56;margin:0 0 6px\">What You Will Leave With<\/h2><p style=\"color:#3a5578;margin:0 0 24px;font-size:.95rem\">A complete foresight-to-strategy process.<\/p><div class=\"sfs-gg\"><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>A horizon-scanning framework<\/strong>, defining domains, sources, cadence and evidence quality.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>A signals library<\/strong>, distinguishing weak signals, trends, megatrends, uncertainties and disruptions.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>A drivers-of-change map<\/strong>, showing interactions across political, economic, social, technological, environmental and other forces.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>Critical-uncertainty analysis<\/strong>, identifying the uncertainties that genuinely change strategic choices.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>A set of plausible scenarios<\/strong>, internally coherent and different enough to challenge assumptions.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>A wind-tunnelling method<\/strong>, testing today's strategy across several futures.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>Robust strategic options<\/strong>, distinguishing no-regret, contingent and option-preserving choices.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>Signposts and indicators<\/strong>, showing what to monitor as the external environment evolves.<\/span><\/div><div class=\"sfs-g\"><i>\u2713<\/i><span><strong>A foresight governance cycle<\/strong>, connecting scanning and scenario review to normal strategy processes.<\/span><\/div><\/div><\/div><h2 class=\"sfs-h\">Programme Curriculum<\/h2><div class=\"sfs-m\"><div class=\"sfs-mh\"><div class=\"sfs-mn\">1<\/div><strong>Foresight Foundations, Time Horizons and Horizon Scanning<\/strong><\/div><div class=\"sfs-mb\"><p><strong>Why this module matters:<\/strong> Foresight becomes vague when participants jump directly into imaginative scenarios. Strong work begins with disciplined scanning and a clear understanding of what evidence says about emerging change.  Participants learn to:<\/p><ul><li>distinguish forecasting, strategic planning, risk management and foresight<\/li><li>choose a useful foresight time horizon<\/li><li>define the focal question and system boundary<\/li><li>design scanning domains and source categories<\/li><li>identify trends, megatrends, weak signals, emerging issues and discontinuities<\/li><li>assess signal relevance and evidence strength<\/li><li>avoid recency bias and fashionable-topic bias<\/li><li>build a shared scanning repository<\/li><li>identify cross-domain interactions rather than analyse signals in isolation<\/li><li>establish a repeatable scanning cadence and ownership model.<\/li><\/ul><p class=\"sfs-work\"><strong>Workshop:<\/strong> Build a horizon-scanning map around one strategic question.<\/p><\/div><\/div><div class=\"sfs-m\"><div class=\"sfs-mh\"><div class=\"sfs-mn\">2<\/div><strong>Drivers of Change, Systems Thinking and Critical Uncertainty<\/strong><\/div><div class=\"sfs-mb\"><p><strong>Why this module matters:<\/strong> A long list of trends is not foresight. The analytical step is understanding which forces interact, which are relatively predetermined and which uncertainties could push the system into materially different futures.  Participants learn to:<\/p><ul><li>cluster scan findings into drivers of change<\/li><li>distinguish relatively predictable drivers from critical uncertainties<\/li><li>map interactions and reinforcing effects between drivers<\/li><li>identify assumptions embedded in current strategy<\/li><li>challenge linear extrapolation<\/li><li>assess impact and uncertainty without pretending precision<\/li><li>select uncertainties that genuinely alter strategic choices<\/li><li>identify wild cards and low-probability\/high-impact disruptions without allowing them to dominate every scenario<\/li><li>construct system maps at a level decision-makers can use<\/li><li>frame the scenario question precisely.<\/li><\/ul><p class=\"sfs-work\"><strong>Workshop:<\/strong> Prioritise drivers and critical uncertainties for a real strategic issue.<\/p><\/div><\/div><div class=\"sfs-m\"><div class=\"sfs-mh\"><div class=\"sfs-mn\">3<\/div><strong>Scenario Construction and Narrative Logic<\/strong><\/div><div class=\"sfs-mb\"><p><strong>Why this module matters:<\/strong> Scenarios are useful only when they are plausible, internally coherent and strategically distinct. Four versions of the same future or fictional stories disconnected from evidence do not improve decisions.  Participants learn to:<\/p><ul><li>choose an appropriate scenario architecture<\/li><li>build scenario logics from critical uncertainties and driver interactions<\/li><li>maintain internal consistency within each scenario<\/li><li>distinguish plausible futures from preferred futures<\/li><li>incorporate predetermined elements without making every scenario identical<\/li><li>develop scenario narratives that explain causal evolution over time<\/li><li>describe implications for customers, stakeholders, operations and institutions<\/li><li>avoid \"good \/ bad \/ middle\" scenario sets<\/li><li>challenge scenarios with external evidence and diverse perspectives<\/li><li>communicate scenarios without presenting them as forecasts.<\/li><\/ul><p class=\"sfs-work\"><strong>Workshop:<\/strong> Build and present a differentiated scenario set for one focal question.<\/p><\/div><\/div><div class=\"sfs-m\"><div class=\"sfs-mh\"><div class=\"sfs-mn\">4<\/div><strong>Wind-Tunnelling Strategy and Designing Robust Options<\/strong><\/div><div class=\"sfs-mb\"><p><strong>Why this module matters:<\/strong> Scenario planning creates value only when it changes decisions. Wind-tunnelling exposes which parts of today's strategy remain robust and which rely on one fragile assumption about the future.  Participants learn to:<\/p><ul><li>test current strategy against each scenario<\/li><li>identify vulnerabilities, opportunities and hidden assumptions<\/li><li>distinguish no-regret actions from scenario-specific bets<\/li><li>design contingent options and strategic hedges<\/li><li>preserve flexibility where uncertainty is high<\/li><li>identify capabilities valuable across several futures<\/li><li>compare reversibility and lock-in<\/li><li>use back-casting from desirable or undesirable futures<\/li><li>connect scenario insight with investment and portfolio decisions<\/li><li>translate implications into concrete strategic choices.<\/li><\/ul><p class=\"sfs-work\"><strong>Simulation:<\/strong> Stress-test a current strategy against three contrasting future environments.<\/p><\/div><\/div><div class=\"sfs-m\"><div class=\"sfs-mh\"><div class=\"sfs-mn\">5<\/div><strong>Signposts, Adaptive Strategy and Institutionalising Foresight<\/strong><\/div><div class=\"sfs-mb\"><p><strong>Why this module matters:<\/strong> Foresight should not end when the workshop closes. Its real value comes from tracking how the environment evolves and revisiting decisions before assumptions become obviously wrong.  Participants learn to:<\/p><ul><li>identify signposts that distinguish scenarios from one another<\/li><li>build monitoring indicators around critical uncertainties<\/li><li>establish thresholds for strategic review<\/li><li>connect scanning updates with leadership decision forums<\/li><li>maintain scenario sets as living strategic assets<\/li><li>document changes in assumptions<\/li><li>integrate foresight into annual strategy, risk and investment cycles<\/li><li>use AI-assisted scanning and synthesis cautiously, with attention to reliability, transparency and bias<\/li><li>create a foresight community or ownership model<\/li><li>define an organisational foresight maturity roadmap.<\/li><\/ul><p class=\"sfs-work\"><strong>Capstone:<\/strong> Present a complete foresight pack with scans, scenarios, wind-tunnelling results, strategic options and signposts.<\/p><\/div><\/div><div style=\"border:1.5px solid #b9d0e2;border-radius:14px;overflow:hidden;margin-bottom:44px\"><div style=\"background:#f2f7fb;padding:18px 24px;border-bottom:1px solid #b9d0e2\"><strong style=\"color:#193a56\">Course At a Glance<\/strong><\/div><table class=\"sfs-tbl\"><tr><td style=\"font-weight:600;color:#193a56;width:35%\">Format<\/td><td style=\"color:#3a5578\">Comprehensive modular curriculum, delivered flexibly to match programme length<\/td><\/tr><tr><td style=\"font-weight:600;color:#193a56;width:35%\">Locations<\/td><td style=\"color:#3a5578\">Multiple locations, online available<\/td><\/tr><tr><td style=\"font-weight:600;color:#193a56;width:35%\">Methodology<\/td><td style=\"color:#3a5578\">Horizon scanning, systems mapping, scenario construction, wind-tunnelling and a capstone future-readiness strategy<\/td><\/tr><tr><td style=\"font-weight:600;color:#193a56;width:35%\">Best for<\/td><td style=\"color:#3a5578\">Strategy teams, executives, government planners, transformation leaders, risk teams and foresight practitioners<\/td><\/tr><tr><td style=\"font-weight:600;color:#193a56;width:35%\">What's Included<\/td><td style=\"color:#3a5578\">Scanning template, signals library, driver matrix, scenario canvas, wind-tunnelling worksheet, signpost tracker and certificate<\/td><\/tr><\/table><\/div><div class=\"matsh-cluster-link\" style=\"margin:34px 0;padding:20px 22px;border:1px solid #d9e2ea;border-radius:12px;background:#f8fafc\"><strong>Explore the wider Leadership &amp; Strategic Management cluster:<\/strong> <a href=\"https:\/\/matsh.co\/en\/course-category\/leadership-strategic-management\/\">browse related Leadership &amp; Strategic Management courses<\/a> to compare adjacent skills, pathways and training options.<\/div>\n<h2 class=\"sfs-h\">Common Questions<\/h2><div style=\"margin-bottom:44px\"><div class=\"sfs-faq\"><b>How is this different from Strategic Planning Fundamentals?<\/b><span>Strategic Planning Fundamentals focuses on analysing the present, defining objectives, making strategic choices and planning execution. Strategic Foresight expands the time horizon and explores multiple plausible futures so those choices can be tested against uncertainty.<\/span><\/div><div class=\"sfs-faq\"><b>Is scenario planning the same as forecasting?<\/b><span>No. Forecasting estimates what is likely under a set of assumptions. Scenario planning deliberately explores several plausible futures where key assumptions differ.<\/span><\/div><div class=\"sfs-faq\"><b>Does foresight try to predict disruptive events?<\/b><span>No. The aim is not to predict the exact event or date. It is to identify emerging change, critical uncertainty and strategic exposure early enough to make better choices.<\/span><\/div><div class=\"sfs-faq\"><b>Is this relevant outside government?<\/b><span>Yes. Corporate strategy, investment, supply chains, technology, workforce planning, innovation and risk all involve long-horizon choices under uncertainty.<\/span><\/div><div class=\"sfs-faq\"><b>Can an in-house cohort test our existing strategy?<\/b><span>Yes. An in-house programme can use the organisation's current strategic plan as the wind-tunnelling case and build signposts around its most important assumptions.<\/span><\/div><\/div><div class=\"sfs-rel\"><a href=\"\/en\/course\/strategic-planning-fundamentals-course\/\">\u2192 Strategic Planning Fundamentals<\/a><a href=\"\/en\/course\/decisive-decision-making-course\/\">\u2192 Decisive Decision Making<\/a><a href=\"\/en\/course\/risk-management-fundamentals-course\/\">\u2192 Risk Management Fundamentals<\/a><a href=\"\/en\/course\/creativity-and-innovation-training-course\/\">\u2192 Creativity and Innovation<\/a><a href=\"\/en\/course\/project-portfolio-management-course\/\">\u2192 Project Portfolio Management<\/a><\/div><div class=\"sfs-cta\"><h3>The Goal Is Not to Know the Future. It Is to Stop Building Strategy That Only Works in One Version of It.<\/h3><p>Build the foresight capability to detect change earlier, explore plausible futures and design choices that remain useful when conditions shift.<\/p><div style=\"display:flex;flex-wrap:wrap;gap:14px;justify-content:center\"><a href=\"\/en\/register\/?course=Strategic+Foresight+and+Scenario+Planning\" style=\"background:#fff;color:#193a56;font-weight:800;padding:14px 32px;border-radius:8px;text-decoration:none\">Register Now \u2192<\/a><a href=\"\/en\/upcoming-courses\/?course=strategic-foresight-scenario-planning-course\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">View All Dates<\/a><a href=\"\/en\/contact-us\/?type=inhouse&amp;course=Strategic+Foresight+and+Scenario+Planning\" style=\"background:transparent;color:#fff;padding:14px 32px;border-radius:8px;font-weight:700;text-decoration:none\">In-House for My Team<\/a><\/div><\/div>","protected":false},"excerpt":{"rendered":"<p>Build strategic foresight capability through horizon scanning, drivers of change, critical uncertainty, scenario construction, wind-tunnelling, strategic options and future signposts. Includes applied scenario work and strategy decision tools.<\/p>\n","protected":false},"featured_media":10896,"template":"","meta":{"_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"_kad_post_classname":""},"course_pillar":[392],"course-category":[283],"venue":[],"class_list":["post-10378","course","type-course","status-publish","has-post-thumbnail","hentry","course_pillar-professional","course-category-leadership-strategic-management"],"_links":{"self":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course\/10378","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course"}],"about":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/types\/course"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media\/10896"}],"wp:attachment":[{"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/media?parent=10378"}],"wp:term":[{"taxonomy":"course_pillar","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course_pillar?post=10378"},{"taxonomy":"course-category","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/course-category?post=10378"},{"taxonomy":"venue","embeddable":true,"href":"https:\/\/matsh.co\/en\/wp-json\/wp\/v2\/venue?post=10378"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}