The use of foresight as a tool in policy and strategic decision making increased especially in the last decade of the twentieth century in order to enhance competitiveness and innovation of nations, regions, corporations and even individuals. Coupled with this development a lot of different definitions which partly include part of the others emerged in the literature. However, it was observed that none of these definitions were capable enough to represent an integrated and holistic view about the impact of foresight on the management of the future. In this article, the integrated foresight management model is introduced which is based on the integrated management model but enriched by a knowledge-peoplesystem-organisation framework. The current list of definitions was tabulated in this new model and the vacancies in the model were filled out. This integrated foresight management model can help practitioners in designing national, regional or corporate programs in developing necessary organisational structures, deliverables and behaviours on policy, strategy and operational levels of management.

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The main purpose is to propose a new and integrated framework for the pitfalls in and success factors of corporate foresight projects in order to facilitate better conversion of their results into actual changes in corporations. The main approach is theoretical development of corporate foresight success factors and project management followed by a conceptual framework. The paper proposes to increase the 5 Cs of successful foresight projects to 12 Cs by incorporating content, competence, change, continuity, courage, curiosity and connectedness. We also link them with possible pitfalls likely to be fallen into different phases and stages of corporate foresight projects. The paper is limited to a conceptual model. Further research should include analysing the level of the reported success of foresight project results of companies based on our assessment model. It is hoped that the proposed framework will support the reliability of the foresight studies and bring a new methodological challenge.

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