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Corporate Foresight

2019/2020
Учебный год
ENG
Обучение ведется на английском языке
4
Кредиты
Статус:
Курс по выбору
Когда читается:
2-й курс, 2 модуль

Преподаватель

Программа дисциплины

Аннотация

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.
Цель освоения дисциплины

Цель освоения дисциплины

  • Development of corporate planning activities abilities.
  • Training of using corporate Foresight in priority-setting.
  • Training of employing roadmapping in company’s decision-making.
Результаты освоения дисциплины

Результаты освоения дисциплины

  • -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
Содержание учебной дисциплины

Содержание учебной дисциплины

  • The concept & rationale of strategic corporate Foresight
  • Corporate Foresight in strategic management and planning
  • Priority setting in corporate innovation management
  • Scenario approach: priority setting, scenario development and interpretation of scenarios
  • Roadmapping in corporate foresight: technology, market, integrated roadmapping. Corporate Foresight and integrated roadmapping for decision-making
  • Management of corporate Foresight: expert procedures, planning corporate foresight projects. Summary of project work
Элементы контроля

Элементы контроля

  • Oral presentation in groups (неблокирующий)
  • Written exam (неблокирующий)
Промежуточная аттестация

Промежуточная аттестация

  • Промежуточная аттестация (2 модуль)
    0.5 * Oral presentation in groups + 0.5 * Written exam
Список литературы

Список литературы

Рекомендуемая основная литература

  • 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

Рекомендуемая дополнительная литература

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