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Corporate Foresight

Учебный год
Обучение ведется на английском языке
Курс по выбору
Когда читается:
2-й курс, 2 модуль


Course Syllabus


Strategic Foresight is one of the most effective longterm forecasting tools for companies’ economic and technological development, providing a comprehensive view of the complex and diverse factors determining the dynamics of supply and demand on relevant markets coupled with technological trends. The main feature of Strategic Foresight for companies is a focus not on the identification of the most probable future, but on the formation of a priorities system and the conditions necessary for their implementation — a system of measures in the form of a roadmap and favorable institutional environment. The course will consist of lectures and seminars based on recent academic work from different academic perspectives; case studies and state of the art approaches applied by practitioners and interactive business games.
Learning Objectives

Learning Objectives

  • Development of corporate planning activities abilities.
  • Training of using corporate Foresight in priority-setting.
  • Training of employing roadmapping in company’s decision-making.
Expected Learning Outcomes

Expected Learning Outcomes

  • -Definitions -Corporate foresight tools -Corporate foresight models
  • -Role and place of corporate foresight in companies -Components of successful corporate foresight -Corporate foresight methods
  • -Outcomes and challenges of priority setting for -Priority setting for corporations and small and mediumsized enterprises (SMEs)
  • -Scenario development - Interpretation of scenarios
  • -Technology, market and integrated roadmapping -Corporate Foresight and integrated roadmapping for decision-making
  • -Expert procedures -Planning corporate foresight projects. -Summary of project work
Course Contents

Course Contents

  • The concept & rationale of strategic corporate Foresight
     Definitions  Corporate foresight tools  Corporate foresight models
  • Corporate Foresight in strategic management and planning
     Role and place of corporate foresight in companies  Components of successful corporate foresight  Corporate foresight methods
  • Competitive Intelligence/Market Intelligence/Competitive Insight
     Similarities and distinctions between corporate foresight and competitive intelligence  Toolkit of competitive intelligence  Profiling in competitive intelligence
  • Scenario approach: priority setting, scenario development and interpretation of scenarios
     Priority setting  Scenario development  Interpretation of scenarios
  • Roadmapping in corporate foresight: technology, market, integrated roadmapping. Corporate Foresight and integrated roadmapping for decision-making
     Technology, market and integrated roadmapping  Corporate Foresight and integrated roadmapping for decision-making
  • Management of corporate Foresight: expert procedures, planning corporate foresight projects. Summary of project work
     Expert procedures  Planning corporate foresight projects.  Summary of project work
Assessment Elements

Assessment Elements

  • non-blocking Oral presentation in groups
  • non-blocking Written exam
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.5 * Oral presentation in groups + 0.5 * Written exam


Recommended Core Bibliography

  • Alizadeh, R., Lund, P. D., Beynaghi, A., Abolghasemi, M., & Maknoon, R. (2016). An integrated scenario-based robust planning approach for foresight and strategic management with application to energy industry. Technological Forecasting and Social Change, (C), 162. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v104y2016icp162.171
  • Daheim, C., & Uerz, G. (2008). Corporate foresight in Europe: from trend based logics to open foresight. Technology Analysis & Strategic Management, 20(3), 321–336. https://doi.org/10.1080/09537320802000047
  • Heiko A., Vennemann C. R., & Darkow I. L. (2010). Corporate foresight and innovation management: A portfolio-approach in evaluating organizational development. Futures, 42(4), 380-393.
  • Holmes C., Ferrill M., The application of Operation and Technology Roadmapping to aid Singaporean SMEs identify and select emerging technologies, Technological Forecasting and Social Change. 72 (2005) 349–357.
  • Peter M.K., Jarratt D.G., The practice of foresight in long-term planning, Technological Forecasting and Social Change. 101 (2015) 49-61.
  • Reger, G. (2001). Technology Foresight in Companies: From an Indicator to a Network and Process Perspective. Technology Analysis & Strategic Management, 13(4), 533–553. https://doi.org/10.1080/09537320120095437
  • Ringland G., The role of scenarios in strategic foresight, Technological Forecasting and Social Change. 77 (2010) 1493–1498
  • Rohrbeck R., Gemünden H.G., Corporate foresight: Its three roles in enhancing the innovation capacity of a firm, Technological Forecasting and Social Change. 78 (2011) 231– 243
  • Ruff F. The advanced role of corporate foresight in innovation and strategic management—Reflections on practical experiences from the automotive industry. Technological Forecasting and Social Change. 2015. Vol. 101. P. 37-48
  • Vecchiato R. (2015). Strategic planning and organizational flexibility in turbulent environments. Foresight, 17(3), 257-273
  • Vecchiato, R. (2012). Environmental uncertainty, foresight and strategic decision making: An integrated study. Technological Forecasting and Social Change, (3), 436. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v79y2012i3p436.447
  • Vishnevskiy, K., Karasev, O., & Meissner, D. (2015). Integrated roadmaps and corporate foresight as tools of innovation management: The case of Russian companies. Technological Forecasting and Social Change, (PB), 433. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v90y2015ipbp433.443

Recommended Additional Bibliography

  • Alsan A., Corporate foresight in emerging markets: Action research at a multinational company in Turkey, Futures. 40 (2008) 47–55.