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Geographical dispersion, organisational and cultural differences, and numerous participants characterise international foresight exercises. In this paper, the authors develop four principles for the design and management of global foresight exercises building on the experience from designing and managing a foresight process in connection with the Intelligent Management FacturingManufacturing Systems (IMS) 2020 project. The authors reflect and discuss against the exercise the suitability of the four principles for global foresight in general. For instance, understanding interconnected innovation systems is crucial for helping participants to position the exercise and their own activities better in the global context; responsiveness towards diversity of stakeholders strengthen commitment and encourage learning and creative problem solving; embeddedness of foresight in existing international networks benefits from existing organisational structures and facilitates for timely and efficiently mobilisation of stakeholder communities; finally, ‘glocal’ impact orientation connects foresight activities to both local and international decision-making structures. Furthermore, the findings indicate that scalable design is one of the key determinants for succesfulsuccessful adaption of foresight to geographical dispersion and numerous participants.