From the Perspective of Capability: Identifying Six Roles for a Successful Strategic Foresight Process

Abstract

Six roles for successful strategic foresight are deduced based on the social practice approach.

Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

“…The traditional view in management theory often posits a dichotomy between exploitation (short‐term focus) and exploration (long‐term focus), treating them as opposites (Maertins, 2016; March, 1991). However, this perspective might be overly simplistic and potentially misleading.…”

“…These strategies serve both as a product and a determinant of strategic decision‐making processes within organizations (Prange et al, 2015). The selection and implementation of a particular ambidexterity strategy are directly influenced by the organization's strategic decisions (Maertins, 2016; O'Reilly III & Tushman, 2008). This interplay signifies that the chosen approach to ambidexterity is not only an outcome of the strategic decision‐making process, but also actively shapes future strategic choices and directions.…”

“…Viewing corporate foresight as a “meta‐concept” for ambidexterity implies that it can generate future scenarios encompassing new exploitative and explorative situations that an organization may need to address. This transition toward a renewed form of ambidexterity is a process, as organizations must recognize when their current ambidextrous state no longer aligns with their needs and seek new forms or levels of ambidexterity (Maertins, 2016; Mallon & Lanivich, 2023). A prolonged transition period risks misalignment with the organizational environment, potentially leading to contingency issues, as noted by Shenkar and Ellis (2021).…”