Practices of Strategic Foresight in Biotech Companies

Mietzner, Dana; Reger, Guido

doi:10.1142/s1363919609002297

Cited by 21 publications

(12 citation statements)

References 18 publications

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“…Publication data, a frequent source in strategic foresight (see e.g., Mietzner and Reger, 2009), was used here to illustrate the technique in principal, but this data is mainly limited to the science perspective. Further points such as public opinion and discussions, political discourse or explicit user demand are underrepresented.…”

Section: Final Discussionmentioning

confidence: 99%

Text Mining for Technology Roadmapping — The Strategic Value of Information

Kayser

Goluchowicz

Bierwisch

2014

Int. J. Innov. Mgt.

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Technology roadmapping is a well-established method used in strategy development to map alternative future paths, while text mining offers untapped potentials concerning early detection and environmental scanning. In this paper, the roadmapping process is split into different steps in order to analyse which text mining methods could add further value within each. This leads to a two-layered process model, which includes text mining techniques to systematically integrate external information in ongoing roadmapping processes. Textual data can be used for a structured analysis and exploration of thematic fields and an objective, quantitative summary of actual developments. To demonstrate some of the benefits, the field of "cloud computing" is used to illustrate the procedure. As this article will show, the results provided by this approach extend the existing methodology, integrates an external view and complements expert opinion.

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Section: Final Discussionmentioning

confidence: 99%

Text Mining for Technology Roadmapping — The Strategic Value of Information

Kayser

Goluchowicz

Bierwisch

2014

Int. J. Innov. Mgt.

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“…Daheim and Uerz, ; Von der Gracht et al, ) or strategic foresight (e.g. Mietzner and Reger, ; Rohrbeck et al, ; Vecchiato and Roveda, ) is the process of ‘ identifying, observing and interpreting factors that induce change, determining possible organization‐specific implications, and triggering appropriate organizational responses ’ (Rohrbeck et al, , p. 2).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…This paper focuses on open foresight, a recent and increasingly important development (e.g. Daheim and Uerz, ; Mietzner and Reger, ; Heger and Boman, ; Wiener, ).…”

Section: Introductionmentioning

confidence: 99%

Cultural prerequisites for participating in open foresight

Wiener

Boer

2019

R & D Management

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Companies are increasingly interested in participating in open foresight. However, little is known about the conditions supporting them to open up successfully in open foresight. This research takes a culture perspective on this issue. The leading assumption is that companies with an open culture are more likely to engage in collaboration than companies with a culture inhibiting openness. We use the Competing Values Framework to measure corporate culture, and collaboration breadth and depth to measure openness to external collaboration. Drawing on a sample of 168 Austrian companies, the research confirms that culture plays an important role in creating an environment supportive of open foresight, albeit in a somewhat surprising way: the internally oriented clan culture appears to support openness, while the externally oriented market culture does not support it. Possible explanations for this finding are put forward as directions for further research. The findings should help companies to predict whether they have the cultural conditions in place to embark on an open foresight journey successfully.

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“…Acquiring such information about the changing business environment is an important input for strategic planning (Lozada and Calantone, 1996). In regards to information gathering, it requires an organization to proactively collect relevant data through mechanisms such as scanning the business landscape (Mietzner and Reger, 2009). Therefore, one of the key activities for the provision of information for strategic planning is 'technology intelligence'.…”

Section: Introductionmentioning

confidence: 99%

“…Even though this question forms a fundamental and critical input for initiating the technology intelligence activity, it has not been adequately addressed by practical, yet theoretically robust, management tools. This aspect is termed the 'specification of information' by Mietzner and Reger (2009), who highlight the need for supportive linkages between the information gathering activities and strategic planning -especially at the beginning of the process where the definition of requirements is vital. From the domain of competitive intelligence (CI), there is the established KIT (Key Intelligence Topics) process which is used at the beginning of a CI program to help companies identify and prioritize the intelligence needs of senior managers (Herring, 1999).…”

Section: Introductionmentioning

confidence: 99%

Directing the technology intelligence activity: An ‘information needs’ template for initiating the search

Kerr

Phaal

2018

Technological Forecasting and Social Change

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In technology-intensive sectors, strategic planning requires relevant and timely information about new/emerging technologies-this is a critical input. Therefore, technology intelligence activities should be directed to capture and deliver pertinent technological information. However, there is a distinct lack of tools for helping organizations to determine what constitutes useful/appropriate information for their needs. To address this issue, an 'information needs' template has been developed to support the process of eliciting and articulating meaningful search queries to guide those who will conduct and provide the necessary intelligence. The use of the template also acts as a means of priming the technology intelligence as it identifies and points to potentially useful sources of knowledge. It covers the spectrum of sources from leveraging internal information, through spanning organizational boundaries to access external sources across the specific industry and neighboring industries, to more distant fields of knowledge. Additionally, the template has sections for distinguishing 'who to watch' versus 'who to talk to'. The deployment of the template can be integrated with roadmapping, using the roadmap landscape to feed hotspots/themes/gaps/white spaces into the template, which are then unpacked to determine the information needs of the organization.

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Practices of Strategic Foresight in Biotech Companies

Cited by 21 publications

References 18 publications

Text Mining for Technology Roadmapping — The Strategic Value of Information

Text Mining for Technology Roadmapping — The Strategic Value of Information

Cultural prerequisites for participating in open foresight

Directing the technology intelligence activity: An ‘information needs’ template for initiating the search

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