Causes and consequences of the lack of strategic foresight in the decisions of multinational enterprises to enter China

Strategic foresight, in the sense of ‘understanding the future’ [R.A. Slaughter. Futures studies as an intellectual and applied discipline. American Behavioral Scientist 42(3) (1998) 372-385; A.N. Whitehead. Modes of Thought. Free Press, New York, 1966], can play a significant role in the long term success, or failure, of business corporations. However, in understanding the development and management of strategic foresight within business enterprises, instances where lack of foresight was exhibited, can be equally instructive, especially when these business organizations are some of the world’s largest multinational corporations and they are faced with a situation they had met before: new market entry.By drawing on 42 in depth interviews, conducted by one of the authors with executives from Multinational Enterprises (MNEs) currently operating in China, this paper identifies the causes and consequences in the lack of foresight exhibited by many MNEs in their China-market entry strategies. In this way the foresight failure is distilled into two factors: Failure of understanding, and Failure of anticipation.     

Strategy options and cognitive freezing: The case of the Dundee jute industry in Scotland

Drawing on extensive archival research, this article analyses the ‘soft systems’, such as logic and thinking, inherent in the Dundee jute industry post its world domination in the 1880s into its final demise and eventual reduction to a fringe competitor in the 1970s. Evidence for the existence of powerful individual firm and collective industry recipes that resulted in “cognitive freezing” is provided and, drawing on the earlier work of MacKay and McKiernan [The role of hindsight in foresight: refining strategic reasoning, Futures (2004) (3) 161-179], a theoretical framework that explains the formulation of these recipes is posited. The article argues that cognitive freezing on past recipes within the individual firm soft systems and the collective soft systems of the industry resulted in the industries’ managers missing existing strategy options that could have triggered industry renewal.     

Accommodating or compromising change? A story about ambitions and historic deterministic scenarios

Despite the basic idea of scenarios as providing a heuristic for identifying, understanding and responding to changed conditions, many scenario studies are criticized for treating the future as an incremental continuation of the past. To understand this discrepancy between theoretical ambitions and actual practice with regard to accommodating change we followed professional futurists around. We observed that futurist curtail and slice time and we identified two temporal repertoires that inhibit different views on how (academic) knowledge about past and present is used in assessing the future: historic determinism and futuristic difference. Our empirically informed analysis is a story about ambitions in line with the futuristic difference, the re-introduction and rise of historic determinism and finally the fall of futuristic difference. Our analysis of foresight in action and foresight output yields that the retreat to historic determinism is a major pitfall for futurists in general. Our story suggest that the futures studies community needs to develop and encourage more adequate responses to the ‘siren’ of historic determinism. Practitioners who aim to employ futuristic difference throughout the foresight endeavour would then be better equipped to succeed in their ambitions.     

The role of hindsight in foresight: refining strategic reasoning

The purpose of this paper is to deepen understanding of the role that hindsight plays in foresight. The authors argue that the past is not an isolated static state, but one that is intimately connected with the future. However, there are several biases that influence our perceptions and conceptions of the past. These biases act as constraints on our ability to understand the driving forces that emerge from the past, play out through the present and become the critical uncertainties in the future. They could result in misperceptions about events or processes and so may impair foresight methodologies, such as scenario thinking. Such a foresight bias is characterized by a combination of hindsight biases, creeping determinism and searching for information that corresponds to people’s views about both the past and the future.The cognitive linkages between past, present and future are discussed and the role of counter-to-factual analysis is emphasized as an antidote to the foresight bias. Counter-to-factual analysis is both a cognitive process and an analytical reasoning tool applied to the analysis of historical data. Using insights generated from the explorations of counter-to-factual reasoning, the authors present a hindsight-foresight paragon that fortifies current foresight enhancing techniques with counter-to-factual analysis.

Two Roads diverged in a yellow wood,

And sorry I could not travel both

And be one traveler, long I stood

To where it bent in the undergrowth…

Two roads diverged in a wood, and I-

I took the one less traveled by,

And that has made all the difference.

The Road Not Taken, Robert Frost

Men’s curiosity searches past and future

And clings to that dimension. But to apprehend

The point of intersection of the timeless

With time, is an occupation for the saint—

T. S. Eliot, from The Dry Salvages     

ICT deployment and resource-based power in multinational enterprise futures

Applying a resource-dependency perspective to intra-multinational enterprise (MNE) power [55] and [56], this paper examines the effect of the deployment of advanced ICT and particularly the implementation of enterprise resource planning (ERP) systems. Although subsidiaries in the multinational do not have authority-based or ‘structural’ power with respect to key strategic decisions [6] and [16], they may have ‘resource-based’ power in the form of knowledge and capabilities that is of value to the multinational as a whole. Business network analysis highlights the ‘invisibility’ of the external networks (often in the host country) to the upper echelons in the multinational through which valuable subsidiary knowledge and capabilities develop. It points out that this ‘invisibility’ undermines the headquarters’ ability to control the subsidiary [3], [28], [36], [44], [70] and [74]. In this paper we argue that the deployment of ERP undermines the resource base of subsidiary power and thus helps to restore greater central authority in the MNE. The paper reports findings from studies in twelve MNEs which have implemented ERP and points out that from the perspective of subsidiary managers a key effect of ERP deployment is the reduction in their autonomy. This may have significant adverse implications for the futures of the MNE as a federative organizational form and the legitimacy of MNE operations abroad.     

Stress testing credit risk: The Great Depression scenario

By employing Moody’s corporate default and rating transition data spanning the last 90 years we explore how much capital banks should hold against their corporate loan portfolios to withstand historical stress scenarios. Specifically, we will focus on the worst case scenario over the observation period, the Great Depression. We find that migration risk and the length of the investment horizon are critical factors when determining bank capital needs in a crisis. We show that capital may need to rise more than three times when the horizon is increased from 1 year, as required by current and future regulation, to 3 years. Increases are still important but of a lower magnitude when migration risk is introduced in the analysis. Further, we find that the new bank capital requirements under the so-called Basel 3 agreement would enable banks to absorb Great Depression-style losses. But, such losses would dent regulatory capital considerably and far beyond the capital buffers that have been proposed to ensure that banks survive crisis periods without government support.     

Operationalization of space/time perspectives of individuals—Theory and empirical results from Turkey

The overall aim of the research is to provide an evaluation of differences in time and space perspectives of individuals in Turkey in order to understand the different approaches, perspectives or priorities that they may bring to futures studies.An empirical study aimed to collect information about the varying differences in time and space perspectives among participant individuals (undergraduate and PhD students at Yeditepe University and managers at Siemens-Turkey) and any other possible factors affecting the participants’ choices. Two sets of statements are generated representing the time and space perspectives of participants using the modified constructs found in the literature such as “Time Strata”, “Space-Time Graph”, and “Different Time Frames and Activities”.Our sample population of 185 individuals indicated a time horizon of 4.8 years and space horizon of 530 km. Majority of the sample population is observed to be concerned with issues that affect only their close environment over a short time period of “next week”, along with their larger geographical area as the “city”. A few of the sample population indicated to have a global perspective on time and space that can further reach into the future.Literature suggesting different individuals having different perspectives on time and space, depending on culture, past experience and the nature of the problems are instrumentalized in our study by relating it to the foresight tools and methodologies. Such varying perspectives may explain individuals/managers’ time and space horizon in which they think and act/execute.Based on the analysis of space/time preference of participant individuals, policy makers will benefit from incorporating the diversity of time and space dimensions into their strategic thought and national policy roadmaps.This exploratory study is comprised of the assessment of differing definitions and approaches to the future via individuals’ space and time perspectives. It aims to contribute to foresight methodologies and approaches, as well as bringing a significant impact on the quality and success of the national foresight project results.     

Foreign exchange market efficiency under recent crises: Asia-Pacific focus

The Asia-Pacific region’s currency markets are generally efficient within-country when tested using the 30 and 31 cointegration technique whereas market efficiency fails to hold when tested using Fama’s (1984) conventional regression. Using the Pilbeam and Olmo (2011) model, we reconcile these conflicting findings. The Pilbeam and Olmo (2011) model confirms within-country market efficiency. It further confirms that free-float currency markets are more resilient than managed-float currency markets among 12 Asia-Pacific economies. From the across-country perspective, the foreign exchange markets are mostly efficient and the results show that the 1997–1998 Asian financial crisis was a more disturbing event than the 2008–2009 global financial crisis in the region.     

The localisation of a global management control system

This study examines how the management control system designed at the head office of an increasingly globalised hotel chain was enacted within one of its sub-units; a joint venture operating in the hospitality industry in Portugal. We found that the practices which comprised the global management control system were reproduced within this joint venture. Yet, at the same time, its managers made the global system ‘work’ for them, thereby producing variety. Albeit our findings are in line with Barrett, Cooper, and Jamal’s (2005) study, which was inspired by [Giddens, 1990] and [Giddens, 1991], we interpret them somewhat differently as we draw on the work of [Robertson, 1992] and [Robertson, 1995]. We view localisation as a process through which heterogeneous practices can emerge to facilitate the homogenising tendencies of globalisation by complementing, rather than undermining or opposing, it. As a result, the local can differentiate itself from the global. Also, by linking our findings to the notion of situated functionality in Ahrens and Chapman (2007), we argue that this heterogeneity can be produced when organisational members, whatever their level in the organisation, seek to achieve both the corporate and their own specific objectives.     

The challenge of the future and the institutionalization of interdisciplinarity: notes on Herman Kahn’s legacy

This article is an attempt to explore Herman Kahn’s foundational contribution to the development of what he called “broad studies”, a combination of futures research and public policy analysis. In Kahn’s view, decision making and policy processes pose two crucial problems that the scholarly research is rarely forced to face: (1) the need to have and operate with a broad, multifaceted vision of phenomena and (2) the issue of coping imaginatively and realistically with future circumstances and conditions that can only vaguely be distinguished in the present. Implied in these two is the need to develop new methods and approaches fitted to the charges imposed by them. The paper discusses Kahn’s work as an integrated solution to these problems: The definition and advocacy of broad and future-oriented studies, his concept on how these studies should be institutionalized in interdisciplinary organizational systems, and the crucial position scenarios and propaedeutic and heuristic methodologies have in this context. A special attention is given to two methodological approaches he developed to cope with these challenges: Scenario Building and the Method of Classes of Variables.When twenty years ago, on July 7, 1983, Herman Kahn died suddenly at age 61, both friends and intellectual adversaries recognized that “the world lost one of its most creative and best minds” [1] and [2]. By that time Herman Kahn was one of the preeminent and best known Futures Studies scholars, a founding father of the field, with extensive and vital contributions in Strategic Studies, an area where he was also considered a founding figure and a leader [3] and [4]. His work was followed all over the world and the directions he traced in the public debate on very sensitive issues of crucial public concern have continued to be unaltered today, twenty years after his unexpected and premature death. Yet in spite of the incessant influence of his arguments and ideas, today his intellectual legacy is still to be accounted for and the breath and depth of his contributions are still to be reviewed and analyzed in a systematic way. This paper is an attempt to explore only one dimensions of this legacy: Kahn’s foundational contribution to the development of what he liked to call “broad studies”, a combination of futures research and public policy analysis.The two decades that have passed since his death allow us today to approach his work undisturbed by the “sound and fury” of the many public debates and controversies he participated in and to focus on some of the deepest and most enduring dimensions of his intellectual contributions. However while doing that, we should keep in mind that for Kahn the public policy process shaping the future and the public debate associated to it were always the focal points and the ultimate ends of his efforts. Indeed, probably the best approach to Kahn’s work is to see it in the light of his continuous concern for the practical relevance of the social research. For him the research process was always action-oriented and its ultimate test was its relevance for policy and social action. As a result, the most promising starting point for any overview of Kahn’s thought and work should be a set of crucial conclusions he reached about the policy making process and decision makers early in his career.     

Foresight for debate: Reflections on an experience in conceptual design

Among the various reasons to engage in foresight activities, one encountered often is to stimulate dialogue on imminent issues and inspire innovations aimed at the challenges they bring along. The authors' studio, Pantopicon, was asked to carry out a (near future) foresight desk study investigating the changing role between people and their home/office interiors. Furthermore they were asked to render tangible the challenges brought forward by this study and create a thought-provoking experience for an audience of professionals and general visitors within the context of a trade fair (i.e. the Biennale Interieur in Kortrijk, Belgium). The article will zoom in on the particular way in which this challenge was taken up, i.e. by creating an immersive experience embodying imminent future changes by means of five fair booths. Each represented a fictitious company with products or services aimed at new needs, opportunities and abilities emerging from changes in the relationship between people and their home interiors. This article describes the follow-up approach, the results obtained and reflects upon a series of key learnings following from the experience in particular and the role and value of conceptual design in enhancing the experience factor in foresight in general. Hence, we aim to illustrate how an immersive conceptual design approach can be used in an applied foresight context and how it raises new questions and opportunities for both research and applied contexts. Through physical evidencing¹ and open-ended storytelling, futures rendered tangible through design contribute to instilling a sense of wonder in people, in shifting their mindset to render them more susceptible to anticipating some of tomorrow’s changes.     

Incorporating futures research into regional knowledge creation and management

This article focuses on future-oriented knowledge within regional innovation networks. Concrete regional tools and institutional settings aiming to enhance knowledge creation and management in such networks are needed. To enable planning for the future, there is a need for regional visionary capability. Resource-based futures research may make an important contribution in reducing the insecurity that regions face in the turbulent environment. When foresight processes are not absorbed into the regional strategy making processes, ‘black holes of regional strategy making’ come into existence, and future scenarios are built without taking into consideration the path-dependency of a region.This article attempts to reduce the gap between futures research, on the one hand, and regional knowledge and innovation management, on the other hand. It highlights the concept of self-transcending knowledge—the ability to sense the presence of potential. It then introduces a new, systemic model for knowledge creation and management in regional innovation networks. Utilising methods from futures research in creating self-transcending knowledge in a regional knowledge management system is proposed as a fruitful way of enhancing regional visionary capability. The article thus advocates combining approaches and methodologies from futures research with those of knowledge management in a novel way.     

City foresight and development planning case study: Implementation of scenario planning in formulation of the Bulungan development plan

This article discusses the formulation of the Bulungan Development Plan (2002) that sought to formulate a 25 year city vision. The foresight process included how to prepared the process, implemented the scenario planning method, created consensus amongst stakeholders, and formulated graphic and narrative scenarios that explored alternative future for Bulungan. Based on these scenarios, the stakeholders formulated a vision for the city's preferred future. The vision is “excellence in agro industry supported by qualified human resources”.Project debriefing showed that unlike traditional forecasting or market research, the methods of foresight, especially scenario planning, is a more appropriate and powerful planning tool for integrated regional development. The main reason for this is that the future is unpredictable, and scenarios allow stakeholders to make sense of complexity.     

Strategic foresight in a high-speed environment

This paper explores how a top management team developed strategic foresight and decided to launch an Internet bank in a context of uncertainty about the future take up of e-commerce. For this purpose, a single inductive case study is used. The settings are those of the UK financial services industry, characterised by rapid change, mainly driven by the new technology. The focus of analysis is Sunshine, a stand-alone Internet bank. The study, which is part of a broader project on the management of innovation in financial services, is based on qualitative data captured from semi-structured interviews undertaken with a number of Sunshine’s directors.The case study reveals that developing strategic foresight is a learning process, which takes place within a broad vision, and enacts the future by a mechanism of probing it through cheap multiple devices. At a more general level, the data suggest that in turbulent environments the retention of the unity of the whole organisational system is a challenging task, particularly when its physical dimensions grow too quickly. In this context, the data suggest that nimbleness, visible and structured processes, extensive communication glued together by a focused and eccentric management team form an important core capability that impacts on the firm’s ability to develop strategic foresight and innovate continuously without falling apart.     

The vision phenomenon: Towards a theoretical underpinning of visions of the future and the process of envisioning

Visions of the future and the method of envisioning are common approaches for making claims about and for the future. On the one hand, we can have our own vision, and we also expect certain people (mostly leaders) to have vision. On the other hand, most futures practitioners confirm that a (shared) vision is needed for successful action, and the active development of vision is therefore to be encouraged. However, theory development has been limited and many authors do not go beyond the confirmation that it is important to have or develop (a) vision, mostly in relation to a specific desire for action. Vision appears to be much more a phenomenon (in its original sense as ‘appearance’) than a theory. Hence, what we should expect from a vision theory is a deeper understanding of what vision is, what the added value of the process of visioning could be, and how we have to appreciate and assess (explicit) vision statements. In this contribution, we propose a basic theoretical framework in order to move towards the underpinning of ‘visionary’ approaches.     

Rethinking tomorrow's cities: Emerging issues on city foresight

Rethinking tomorrow's cities now, builds our capacity to act with foresight and create resilient and liveable places. I use methods from the futures studies field, particularly macrohistory, to provoke our current patterns of city making. From macrohistory, the grand patterns of social change reveal some of the key systems dynamics influencing the rise and fall of cities in civilisation. The key urban system dynamics in the broadest sense provide a meta-framework of emerging issues shaping new urban challenges or opportunities for our towns and cities. The hope drawn from the past and present is to focus our urban interventions in the key areas to create future cities of wonder and purpose. The implications of the emerging issues (critical focus areas of city foresight) that arise from the macrohistorical analysis are discussed using the case study of the Maroochy 2025 community visioning project.2025 is a community driven project to develop shared visions and action plans for the Maroochy Shire¹ towards the year 2025, for the purpose of creating an empowering and community owned response to the challenges facing them locally and globally.     

Cognitive representations of the future: Survey results

This paper reports the results of a web-based survey concerning how people think about the future. Five hundred and seventy-two people from 24 countries completed the survey. The results indicate that when the respondents hear the word ‘future’, they think about a point in time 15 years into the future, on average, with a median response of 10 years. Respondents think less about the future than the present. On the other hand, they tend to worry more about the future than the present. Respondents’ ability to imagine the future goes ‘dark’ around 15-20 years into the future. Most of the respondents are optimistic about the near term, but become more pessimistic about the longer term. Respondents believe that humankind is not acting very responsibly with respect to a whole host of environmental and social issues but is acting responsibly with respect to technology. Almost half of the respondents would not wish to have been born in the future. Most of the other respondents would have preferred to have been born 50-500 years into the future. Approximately 45% of the sample believes that humankind will become extinct. The data suggest that Christians are more optimistic and less worried about the future and do not believe that we will become extinct. Males worry less but also think more about the future. There is a strong correlation between thinking about the future, clearly imagining the future, and being optimistic about the future. It is concluded that individuals have diverse and rich conceptions about the future but that they think less about the future than futurists might hope. Individuals’ considerations of the future are highly influenced by their identities and worldviews. Future research should focus on better unraveling these relationships and on understanding their implications for futures-oriented policy making.     

Practising the scenario-axes technique

Studying the future seems a mission impossible, since both the appearance of the future and its underlying dynamics are unknown and unknowable. Nevertheless, the future is being studied by professional futurists. So, professional futurists seem to have found ways to structure ‘the unknown’. The question is, then, how do they do this? Over the years, professional futurists have developed several types of techniques and methods to structure thinking and discussing the future. The scenario-axes technique, which aims to align divergent perspectives on how the future may unfold, is one such structuring device.In the past 2 years, we did ethnographic research at the Netherlands Institute for Spatial Research (RPB) and followed professional futurists constructing and applying scenario axes in their scenario projects. Our observations illustrate how the scenario axes are practised by professional futurists and show that the scenario axes do not function as a unifying structure fostering alignment of different perspectives in the way that scenario theorists and practitioners often suggest. Instead, not one, but three different applications and interpretations of functional meaning of the scenario axes co-existed: the scenario axes as a ‘backbone’, as a ‘building scaffold’ and as ‘foundation’.     

Corporate foresight and innovation management: A portfolio-approach in evaluating organizational development

The transition from a traditional industry-driven economy to a knowledge-based economy requires new concepts and methods for companies to sustain competitive advantage. Here, academia has identified corporate foresight and innovation as key success factors. While, content-wise, the contribution of futures research methods to the innovation process has already been researched, this study strives to explore the status quo of organizational development stages of both concepts. To do so, we developed a portfolio-approach, the so-called ‘Future-Fitness-Portfolio’, which enables companies to qualitatively compare amongst others and identify organizational improvement potential. In addition, we conducted expert interviews to explore future organizational development trends in corporate foresight and innovation management. As our research revealed, five strategic clusters can be identified within the portfolio. Consequently, we propose specific strategies for each individual cluster. We conclude that there will be two main organizational development trends for corporate foresight and innovation management in the future: in traditional industries with conventional business models and long product-life-cycles, companies will follow a different development path than companies in dynamic industries with innovative business models and short product-life-cycles.     

Systemic risk measurement: Multivariate GARCH estimation of CoVaR

We modify Adrian and Brunnermeier’s (2011) CoVaR, the VaR of the financial system conditional on an institution being in financial distress. We change the definition of financial distress from an institution being exactly at its VaR to being at most at its VaR. This change allows us to consider more severe distress events, to backtest CoVaR, and to improve its consistency (monotonicity) with respect to the dependence parameter. We define the systemic risk contribution of an institution as the change from its CoVaR in its benchmark state (defined as a one-standard deviation event) to its CoVaR under financial distress. We estimate the systemic risk contributions of four financial industry groups consisting of a large number of institutions for the sample period June 2000 to February 2008 and the 12 months prior to the beginning of the crisis. We also investigate the link between institutions’ contributions to systemic risk and their characteristics.