Corporate foresight involves enabling a company to detect discontinuous change early, interpret consequences, and formulate effective responses to ensure long-term survival and success. A typical corporate foresight framework includes gathering information, gaining insights and implications of impacts, initiating responses, and embedding foresight into strategic decision-making and innovation processes. Building strong foresight capabilities involves practicing foresight methods, developing maturity in foresight competencies, and assigning different roles like innovation to the foresight function.

1. ©LivingEnterprise,Inc.2014.Allrightsreserved
Corporate Foresight
Brief Overview
Corporate foresight is an ability that includes any structural or cultural element that enables the company to
detect discontinuous change early, interpret the consequences for the company, and formulate effective
responses to ensure the long-term survival and success of the company.

2. ©LivingEnterprise,Inc.2014.Allrightsreserved
Corporate Foresight – Overview
1. The Enterprise and its Future
2. Dealing with the Future
3. A Typical Framework, Methods and Practice
4. Building A Strategic Competence

3. ©LivingEnterprise,Inc.2014.Allrightsreserved
The Enterprise and Its Future
• Embedded Systems – Macro-, Exo-, Meso-, Micro-
• The Context - VUCA
• Forces and Drivers of Change- Nonlinearity, Discontinuities
and Surprise
• Possible, Probable, Plausible

4. ©LivingEnterprise,Inc.2014.Allrightsreserved
http://thinkingfutures.net/foresightmethods/
Enterprise
embedded in contexts

5. ©LivingEnterprise,Inc.2014.Allrightsreserved
Industry
Market
Enterprise
Economy
Enterprise Context
Drivers of Change

6. ©LivingEnterprise,Inc.2014.Allrightsreserved
Studying Impact - A
Comprehensive framework

7. ©LivingEnterprise,Inc.2014.Allrightsreserved
https://lh3.ggpht.com/-lKlyCYG4LFo/UpyHFSpqglI/AAAAAAAAALc/_o05mRzLXcE/s1600/Kingston.011.jpg
Futures Cones – A Simple Model

8. ©LivingEnterprise,Inc.2014.Allrightsreserved
Dealing with the Future
• The Need and Value – A widespread concern
• The lack of Foresight and its Consequences
• Shaping the Future – Preferred Futures

9. ©LivingEnterprise,Inc.2014.Allrightsreserved
The Opportunity – 3 Horizons
Value ValueValue Value
Horizon 1
Horizon 2
Horizon 3
Emerging
Paradigms
Future
Paradigms
Current
Paradigms

10. ©LivingEnterprise,Inc.2014.Allrightsreserved
The methods associated with the modes and sub-modes are
often shared among various objects of design as shown
in the table (illustrative only). However, they might
be specific to the object as well, giving rise to
variations within the same mode.
Siemens – Pictures of the Future

11. ©LivingEnterprise,Inc.2014.Allrightsreserved
The methods associated with the modes and sub-modes are
often shared among various objects of design as shown
in the table (illustrative only). However, they might
be specific to the object as well, giving rise to
variations within the same mode.
Other Examples

12. ©LivingEnterprise,Inc.2014.Allrightsreserved
Value Contribution

13. ©LivingEnterprise,Inc.2014.Allrightsreserved
A Typical Foresight Framework
• Information, Insight, Implications and Impact, Initiatives
• The Method
• Embedding Foresight
– Strategic Decision Making
– Innovation and New Product Development
• Practice

14. ©LivingEnterprise,Inc.2014.Allrightsreserved
http://thinkingfutures.net/foresightmethods/
A Generic Foresight Framework

15. ©LivingEnterprise,Inc.2014.Allrightsreserved
The methods associated with the modes and sub-modes are
often shared among various objects of design as shown
in the table (illustrative only). However, they might
be specific to the object as well, giving rise to
variations within the same mode.
Methods and Process e.g.

16. ©LivingEnterprise,Inc.2014.Allrightsreserved
Example – New Business Unit - 1
Rene Rohrbeck

17. ©LivingEnterprise,Inc.2014.Allrightsreserved
3.4 Building Strategic Competence
• Practicing Foresight
– Typical approaches to the future
– Why Enterprises do not practice foresight
• Good foresight practice
– European and US surveys.
• Maturity Models
• Capability Development

18. ©LivingEnterprise,Inc.2014.Allrightsreserved
Example – New Business Unit - 2
Rene Rohrbeck

19. ©LivingEnterprise,Inc.2014.Allrightsreserved
Example – New Business Unit - 3
Rene Rohrbeck

20. ©LivingEnterprise,Inc.2014.Allrightsreserved
The methods associated with the modes and sub-modes are
often shared among various objects of design as shown
in the table (illustrative only). However, they might
be specific to the object as well, giving rise to
variations within the same mode.
Different Roles – e.g. Innovation
Rene Rohrbeck

21. ©LivingEnterprise,Inc.2014.Allrightsreserved
Source – Terry Grim
Futures Maturity Model

22. ©LivingEnterprise,Inc.2014.Allrightsreserved
thank you.
www.livingenterprise.net