Corporate foresight in Europe: from trend based logics to open foresight

Daheim, Cornelia; Uerz, Gereon

doi:10.1080/09537320802000047

Cited by 121 publications

(75 citation statements)

References 2 publications

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“…In 2008, researchers examined 152 European companies and documented lengthy corporate experience with foresight [10]. Specifically, one-quarter of the corporate planners surveyed had used foresight for up to 3 years, half of the corporate planners had used foresight approximately 10 years, and eight percent of the planners used foresight for more than 30 years.…”

Section: Review Of the Literaturementioning

confidence: 99%

“…Nonetheless, specific details about successful methods and the results of foresight activities are hard to find due to the nature of competition in for-profit corporations. Foresight efforts take place behind closed doors in the context of for-profit corporations [10]. These activities can directly influence corporate innovation, marketing, and strategic planning which company management rarely reveals to competitors [24].…”

Section: Introductionmentioning

confidence: 99%

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What corporations do with foresight

Hammoud

Nash²

2014

Eur J Futures Res

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Foresight involves future-oriented awareness and planning, enabling businesses to respond quickly and effectively to future market threats and opportunities. However, knowledge about corporate foresight practices and outcomes is limited. Corporations interested in implementing foresight are unable to identify best practices or anticipate results from foresight activities. Therefore, this qualitative, multiple holistic case study was a foundational investigation of foresight phenomenon within contemporary American corporations. A convenience sample of 14 foresight practitioners represented American corporations or American divisions of European corporations actively using foresight. Interview queries aligned with the guiding research questions explored corporate foresight methods and outcomes. Interview data were coded and synthesized for thematic report of common and unique responses; this documented practices used in and outcomes derived from corporate foresight. Foresight practitioners revealed specific actions taken by corporations in response to foresight outcomes. Actions included organizational changes, introduction of new products or product variations, new research and development projects, and inclusion of foresight project outputs such as reports, presentations, recommendations, in departmental plans. The findings suggested standardization of terminology for professional discourse, education, and practice, would benefit practitioners and corporations. Four tenets emerging from the themes were short-termism, corporate culture, implementation, and feedback loop; these tenets should guide future use of foresight in the context of for-profit corporations.

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Section: Review Of the Literaturementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

What corporations do with foresight

Hammoud

Nash²

2014

Eur J Futures Res

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“…Some began to refine "managerial foresight" or "foresight style" instruments (Amsteus 2008, van der Laan & Erwee 2012; others documented "corporate foresight" practices (Daheim & Uerz 2008); while still others developed organizational foresight maturity models (Grim 2009, Rohrbeck 2011. By 2012, many applied futures consultancies had moved beyond providing trends to government or business to building foresight capacity among client teams through participatory and experiential futures (Candy 2010, Miller 2008, Raford 2010.…”

Section: Introductionmentioning

confidence: 99%

Building Foresight Capacity: Toward a Foresight Competency Model

Hines

Gary

Daheim³

et al. 2017

World Futures Review

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“…Future intelligence units were increasingly expected to provide forward-looking knowledge for operational and R&D units rather than fulfilling an exploratory think-tank function for top-level management, but this development is currently being reconsidered in several firms (Daheim and Uerz 2008). This has led to a renewed interest in the institutionalisation of forward-looking intelligence, to ensure that the knowledge generated meets the needs and can be delivered in a timely manner on demand.…”

Section: Observationmentioning

confidence: 99%

Coping with a fast-changing world: Towards new systems of future-oriented technology analysis

Weber

Harper

Коннола³

et al. 2012

Science and Public Policy

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Transformations linked to disruptive events are causing a shift in future-oriented technology analysis (FTA) activities from individual large-scale foresight actions to smaller in-house exercises and capacity building. The reasons are manifold relating to the need for an even tighter embedding of FTA in policy-making in a fast-changing complex environment as well as to internal drivers for novel forms of future intelligence to support coordinated and coherent decisions within and across organisations. This paper identifies three ideal types: external FTA services, the institutionalisation of FTA, and FTA networks, whilst recognising that in practice these types are complementary. In empirical terms this requires further investigation, in order to understand how different combinations of activities actually operate in their respective decision-making contexts. It is important to improve our understanding of how far institutionalised FTA can form part of customised solutions for building capacity to handle disruptions.

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Corporate foresight in Europe: from trend based logics to open foresight

Cited by 121 publications

References 2 publications

What corporations do with foresight

What corporations do with foresight

Building Foresight Capacity: Toward a Foresight Competency Model

Coping with a fast-changing world: Towards new systems of future-oriented technology analysis

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