Foresight: Volume 17 Issue 5

Strategia Sapiens – strategic foresight in a new perspective

Tamás Gaspar

The purpose of this paper is to offer a new perspective for strategic foresight on the basis of nurture theory. Strategia Sapiens refers to the fact that strategic work needs to…

Enacting a new approach to scenario analysis: the potential of a pragmatist account

Paul Davis, Neil Pyper

– This paper aims to take a new look at how scenarios are produced and used. It does so from a perspective that is unusual in the field: network pragmatism.

Strategic foresight in a changing world

Rebecca Wayland

– The purpose of this research is to explore the nature of change and the practices of foresight required to anticipate and to plan for change.

Strategic foresight: state-of-the-art and prospects for Russian corporations

Konstantin Vishnevskiy, Dirk Meissner, Oleg Karasev

The aim of this paper is to develop a specific strategic foresight methodology and integrate this into roadmapping which is suitable for corporations. To date, reasonable…

Using scenarios in multinational companies across geographic distances – a case from the chemical industry

David Hartmann, Christopher Stillings

This paper aims to describe the context and relevance of strategic foresight in the chemical industry. By using a case study of a multinational chemical company, the authors…

Policy, planning, intelligence and foresight in government organizations

John Michael Schmidt

The purpose of this paper is to propose a low-cost, high return model for implementing a programmatic foresight function that is collaboratively integrated with the organization’s…

On the influence of organisational routines on strategic foresight

Gloria Appiah, David Sarpong

– The purpose of this paper is to propose a conceptual model to unpack the relationship between organisational routines and strategic foresight integration.

“Tales from the grave”: what can we learn from failed international companies?

Joseph Amankwah-Amoah, Hongxu Zhang

– The purpose of this paper is to examine how organisational closure can inform strategic foresight.

Scenario Based Strategy – Navigate the Future

Sheila Moorcroft

Cultivation and management of strategic foresight in contexts of rapid change, greater complexity, and genuine uncertainties

David Sarpong, Martin Nils Amstéus, Joseph Amankwah-Amoah