Corporate Foresight Benchmarking Report 2018: How Leading Firms Build a Superior Position in Markets of the Future

Rohrbeck, René; Kum, Ménes Etingue; Jissink, Tymen; Gordon, Adam

doi:10.2139/ssrn.3178562

Cited by 14 publications

(8 citation statements)

References 22 publications

(21 reference statements)

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“…1. a kind of radar for key change drivers -horizon scanning, 2. a set of stable scenarios (need to be chosen from alternatives, desirable scenarios), and 3. alternative strategies derived from them, fitting into the landscape (Lehr et al, 2017;Rohrbeck et al, 2018, see also Figure 6).…”

Section: Other Products/reportsmentioning

confidence: 99%

“…Even though theoretical models exist, the interests of people or policies change, and the attention and participation required demand new approaches to building intrinsic motivation. In the corporate setting, it has been argued that agile strategizing requires a movement from an issue‐based strategy process to a continuous one that includes: a kind of radar for key change drivers ‐ horizon scanning, a set of stable scenarios (need to be chosen from alternatives, desirable scenarios), and alternative strategies derived from them, fitting into the landscape (Lehr et al, ; Rohrbeck et al, , see also Figure ). …”

Section: Implications and Conclusion From The Case Analysismentioning

confidence: 99%

“…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%

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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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Section: Other Products/reportsmentioning

confidence: 99%

Section: Implications and Conclusion From The Case Analysismentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

Cuhls

2019

Futures & Foresight Science

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“…And private organizations, if they are not prepared to quickly review their business model, may end up declaring the closure of their activities. As it is posed by Rohrbeck et al (2018, 3), “future preparedness is shown to be a factor strongly influencing mid-term future firm performance.” Therefore, to think strategically and to plan future steps of organizations and communities in the medium- and long-term becomes an untransferable and unavoidable obligation on the agenda of decision-makers in the public and private spheres (Barcellos 2018).…”

Section: Introductionmentioning

confidence: 99%

A Three-Level Evaluation Process of Cultural Readiness for Strategic Foresight Projects

Panizzon

Barcellos

2019

World Futures Review

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A critical issue in Strategic Foresight approaches is the expected effect on the organizational and individual behavior change, as understanding, mapping, and influencing the desired future is a function of the group’s effort to adopt a more disruptive or conservative scenario in a long-term thinking and planning context. As a learning process, a Strategic Foresight experience, due to the nature of new knowledge co-creation, can foster mindset changes. However, at the same time, a Foresight project deals with the existing group assumptions due to national and organizational cultures, which can be more (or less) oriented to long-term or disruptive thinking, as well as the established managerial mentality about the future orientation in strategic thinking. These cultural assumptions can exert positive or negative influence in a Foresight mindset, and should be assessed and understood previously, as the overall cultural readiness can affect the performance of a Foresight project in general. Also, the analysis of the cultural aspect as an evaluation process can generate new learning, when compared a pre-assessment with a post-assessment. Thus, the posed question is, “How to assess cultural dimensions before and after Foresight projects?” Based on Hofstede National Cultural model, Cameron and Quinn Competing Values model, and Amsteus Managerial Foresight model, this article proposes to discuss the applicability of a three-level (national, organizational, and individual) evaluation process to assess the cultural environment readiness for Strategic Foresight projects and the influence of a Foresight project on participants’ perception of the future through a two-phase approach. This research contributes to Strategic Foresight methods by proposing a research agenda about the cultural perspective in Foresight assessment. Managerial contributions about the pre-assessment interpretations of the proposed three-level process to better understand the cultural profile of the participant group are also discussed in a hypothetical scenario application.

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“…In order to maintain their competitiveness, network-specific innovation capabilities have become a lifeline for many companies (Valkokari et al, 2016). When building up these dynamic and more futures-oriented innovation capabilities, companies may well even double their economic growth (Rohrbeck et al, 2018). By thus highlighting the role of collaborative organizational structure and culture (Aarikka-Stenroos & Ritala, 2018;Smorodinskaya et al, 2017), the literature related to innovation management has been lately undergoing a significant transformation towards a more networked and systemic nature of value creation (Järvi & Kortelainen, 2017;Lee et al, 2012;Vargo & Lusch, 2016).…”

Section: Introductionmentioning

confidence: 99%

Untitled

2019

TIM Review

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Corporate Foresight Benchmarking Report 2018: How Leading Firms Build a Superior Position in Markets of the Future

Cited by 14 publications

References 22 publications

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

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

A Three-Level Evaluation Process of Cultural Readiness for Strategic Foresight Projects

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