Special issue on ‘corporate foresight and innovation management’

Sarpong, David; Meissner, Dirk

doi:10.1080/09537325.2018.1463934

Cited by 28 publications

(22 citation statements)

References 36 publications

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“…[…] fast moving business environments characterised by ambiguity and change, the practice of CF has become an annual ritual in many forward looking firms (Hodgkinson and Healey, 2008; Vecchiato, 2015; Sarpong and Meissner, 2018, p. 625).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Several studies have highlighted an increasing use of foresight by corporations (Daheim and Uerz, 2008; Sarpong et al , 2013; Hodgkinson and Healey, 2008; Vecchiato, 2015; Sarpong and Meissner, 2018). However despite growth in practice and in research, in both a 2015 special issue of Technology Forecasting and a 2018 special issue of Technology Analysis and Strategic Management, the guest editors in their introduction referred to the field as pre-paradigmatic (Sarpong and Meissner, 2018; Rohrbeck et al , 2015). In particular, in both special issues the guest editors highlighted the limited amount of research at the theoretical and empirical level on how foresight leads to the identification of opportunities specifically for innovation.…”

Section: Introductionmentioning

confidence: 99%

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Corporate foresight for strategic innovation management: the case of a Russian service company

Calof

Meissner

Vishnevskiy

2020

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Purpose This paper aims to provide a detailed case study of a corporate foresight for innovation (CFI) project done by the Higher School of Economics’ (HSE) (Moscow, Russia) corporate foresight (CF) unit for a large state-owned Russian service company. It demonstrates how CFI methods lead to recommendations and how these recommendations result in decisions. Design/methodology/approach Drawing from being part of the project team, review of the project documents and interviews, the case describes a multi-phased CFI project which incorporated several CF methods. Techniques used for the project itself included grand challenges and trend analysis, analysis of best practices through use of benchmarking and horizon scanning, interviews, expert panels, wild card and weak signals analysis, cross impact analysis, SWOT and backcasting. The project used a broad-base of secondary information, expert panels consisting of company experts and HSE CF team personnel, interviews with senior management and an extensive literature review using HSE’s propriety iFORA system. Findings In all 17 CFI recommendation and over 100 implementation recommendations were made; 94 per cent of the CFI recommendations were accepted with most implemented at the time this case was written. The case also identifies five enabling factors that collectively both helped the CFI project and led to a high rate of recommendation acceptance and one factor that hindered CFI project success. Practical implications The case study provides detailed information and insight that can help others in conducting CF for innovation projects and establishes a link between CF methods and innovation-based recommendations and subsequent decisions. Originality/value In-depth case studies that show academe and practitioners how CFI leads to recommendations and is linked to subsequent decisions have been identified as a gap in the literature. This paper therefore seeks to address this need by presenting a detailed CF case for a corporate innovation project.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Corporate foresight for strategic innovation management: the case of a Russian service company

Calof

Meissner

Vishnevskiy

2020

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“…Differentiating between the terms seems to be just a theoretical aspect, but has large implications for the practical work in public Foresight activities (see for example projects like BOHEMIA (European Commission/European Union, ) or RIBRI (Warnke et al, ), both contributing to the preparation of the new European Framework Programme “Horizon Europe”. It can even have implications for Corporate Foresight (Rohrbeck & Schwarz, ; Rohrbeck et al, , see also Rohrbeck et al, ; Sarpong & Meissner, ).…”

Section: Introductionmentioning

confidence: 99%

Horizon Scanning in Foresight – Why Horizon Scanning is only a part of the game

Cuhls

2019

Futures & Foresight Science

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Foresight and Horizon Scanning are often regarded as identical concepts with identical models and purposes. But they can be completely different activities, both in and for any kind of prospective activity as well as for strategy purposes. Scanning is no debate and no strategy building. Whereas Foresight is more process‐oriented and always includes a Horizon Scanning phase, Horizon Scanning is rather found at the beginning of any forward‐looking activity and can be an automatized stand‐alone approach for identifying “things to come” ‐ which often means the identification of new science and technology and providing information about them. This paper wants to shed light on some of the confusions in Foresight and Horizon Scanning (HS) that often occur in organizations, among researchers and practitioners being thus of practical and scientific relevance for using an integrated model. The contribution is backed up by a study conducted for the European Commission (Cuhls et al., 2015) conducted to clarify for the Commission’s Foresight department (A6) how the strategic intelligence part of a foresight, the Horizon Scanning, is intertwined with the sense‐making part in similar projects in other parts of the world. The contribution thus starts with a broad definition of Foresight and of Horizon Scanning, explains findings from the study on objectives, methods used and relates the discussion to the EU standard “Foresight Cycle” derived from EFFLA. The conclusions are relevant for decision‐making and strategy processes in the European Commission, for national foresight processes but also for company's and other users.

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“…Finalmente, se concluye que la gestión de prospectiva y el manejo de escenarios, al igual que las herramientas de matrices booleanas y aplicaciones informáticas sencillas han contribuido en la gestión estratégica de organizaciones públicas y privadas, pero no se aplican de manera generalizada en las PYMEs (González-Posada y Reyes-Bedoya, 2019;Meissner & Sarpong, 2018;Milshina & Vishnevskiy, 2018;Vishnevskiy et al, 2015;Bootz, 2010;Rivera y Malaver, 2006;Sánchez, 2003).…”

Section: Desarrollos En Materia De Gestión Estratégica Y Operacional De Riesgosunclassified

“…No obstante, estos avances, y los mencionados en los párrafos precedentes, las PYMEs no disponen de herramientas sencillas e integrales que reúnan, bajo la sombrilla de la Gestión Estratégica, la Administración de Riesgos, la Eficiencia Energética, los Planes de Continuidad del Negocio, y la Respuesta a Crisis potenciales y reales como la que vivimos asociada al COVID 19. Además, desconocen en su mayoría las Buenas Prácticas de las Normas y Guías Internacionales reconocidas (ANDI, 2020;Melly & Hanrahan, 2020;ISO 22301:2019, ISO 22320:2018ILO/Crisis, Geneva, ILO, 2012;ILO/Crisis, Geneva, ILO, 2009;Tsuyoshi, 2009); para responder a los frentes y necesidades básicas que, desde un Sistema de Gestión Integral, Eficiencia Energética y Bioseguridad, debe cubrir una empresa (Ver la Figura 1.9). La Figura 1.9 ilustra que las empresas deben atender de manera planificada y sistemática, diferentes tipos de incidentes, que pueden estar asociados a: la estrategia de negocios, la calidad, inocuidad y requisitos reglamentarios de los productos y servicios, a aspectos de salud, seguridad, y afectación al medio ambiente, a la eficiencia energética, a la seguridad de la información, de las redes y de las comunicaciones, o bien, a cualquier otro tipo de riesgos conjugados o independientes, según su naturaleza, dentro de las componentes QHSE3+ (Legg et al, 2015, Podgórski, 2015Badri et al, 2012;Cagno et al 2013;Cavalcanti, 2006).…”

Section: B Gestión Integral De Bioseguridadunclassified

Configuración de un modelo conceptual para los sistemas de gestión "qhse3+", con perspectiva de rendimiento energético y administración integral de riesgos

Orjuela¹,

Pablo²

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Configuración de un modelo conceptual para los Sistemas de Gestión "QHSE3+", con perspectiva de rendimiento energético y administración integral de riesgos ii • ISO 50001:2018. Energy Management Systems -Requirements with guidance for use, para la E2 de eficiencia energética. El acrónimo considera al final el signo (+), que corresponde a cualquier otro referencial que pueda ser exigido a la organización en función de la naturaleza de sus operaciones y del mercado, o que tenga relevancia en función de la naturaleza de los riesgos de la organización, como, por ejemplo, las normas ISO 21500:2012. Guidance on Project management, ISO 22000:2018. International Organization for Standardization. Food safety management systems -Requirements for any organization in the food chain, e ISO 27001:2013 Information technology -Security techniques -Information security management systems -Requirements. Configuración de un modelo conceptual para los Sistemas de Gestión "QHSE3+", con perspectiva de rendimiento energético y administración integral de riesgos iii El Capítulo 3 presenta los resultados del diseño del Modelo Conceptual del SGI QHSE3+, y sus características estructurales, funcionales y operacionales, al igual que el Modelo de Gestión Integral de Riesgos inmerso en el SGI QHSE3+.El Capítulo 4 incluye la presentación de la secuencia de aplicación del modelo, en proyectos de implementación o consolidación del Sistema de Gestión Integral, teniendo en cuenta las fases detalladas de la ruta de implementación ya descrita en el Capítulo 2. Esto es, los resultados del Diagnóstico y

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Special issue on ‘corporate foresight and innovation management’

Cited by 28 publications

References 36 publications

Corporate foresight for strategic innovation management: the case of a Russian service company

Corporate foresight for strategic innovation management: the case of a Russian service company

Horizon Scanning in Foresight – Why Horizon Scanning is only a part of the game

Configuración de un modelo conceptual para los sistemas de gestión "qhse3+", con perspectiva de rendimiento energético y administración integral de riesgos

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