Fear of foresight: Knowledge and ignorance in organizational foresight

We discuss the changes occurring in the field of organizational foresight. The analysis results from viewing foresight from two different perspectives: as centered on the future or on the present; as macroscopic analysis or microscopic practice. The combination of these factors results in four different modes of organizational foresight: strategic planning, visioning, scenario thinking and planned emergence. These different perspectives are examined. We contribute to the literature by presenting foresight as a complex process, amenable to different understandings. Foresight is often portrayed as a technical and analytic process. We discuss it as a human process permeated by a dialectic between the need to know and the fear of knowing.     

Narrative foresight

Narrative foresight focuses on the stories individuals, organizations, states and civilizations tell themselves about the future. Narrative foresight moves futures thinking from a focus on new technologies and generally to the question of what’s next, to an exploration of the worldviews and myths that underlie possible, probable and preferred futures. It is focused on transforming the current story – metaphor or myth – held to one that supports the desired future. From a theoretical account of the narrative turn, case studies are presented of the practice of narrative foresight.     

Evolution in the rationales of foresight in Europe

The traditional mechanistic approach to Strategic Thinking influenced the rationales and consequently the early experiences of Technology Forecasting in Europe. On the other hand, the more recent dynamic non-linear approaches to Strategic Thinking and a gradual regionalization of the innovation policy have favoured the replacement of Forecasting with Foresight and, more recently, with Regional Foresight, where the complexity of phenomena is taken into greater account. In fact, during the last few decades, a transition has occurred from a mainly hierarchic capitalism to a flexible one. At micro-economic level, this has caused a gradual transition from hierarchical organisational models with tangible assets to network organisational models, which are knowledge-based and face complex and unsettled scenarios.

This paper tries to demonstrate that the concepts of Forecasting and Foresight cannot be considered outside of this context and of changes that have occurred in Strategic Thinking, where the needs for more global and interdisciplinary views of problems are striving to integrate Strategic management and Entrepreneurship into the new concept of Strategic Entrepreneurship.

In order to demonstrate this evolution in the rationales of foresight and in its applications, this work analyses and compares some among the more significant experiences of transition towards Regional Foresight in Europe.     

Prediction markets for foresight

To navigate turbulent business environments, organizations have to develop foresight capacities that enable them to anticipate probable futures, respond rapidly to emerging changes, and support future oriented action. However, there are remaining barriers that impede a wider implementation of foresight. In particular, the necessities to deal with the future, anticipate change, enhance participation and reduce costs and complexity call for new methods to improve current foresight activities. In this paper, we introduce prediction markets to the field of foresight. Prediction markets are a structured approach to collect and aggregate information from groups and have recently gained attention in forecasting. Prediction markets go beyond simple forecasting and can contribute to foresight by providing advantages in terms of continuous and real-time information aggregation, motivation of participation and information revelation as well as cost-efficiency and scalability. We suggest four promising fields of application for prediction markets to enhance foresight: (1) continuous forecasting and environmental scanning, (2) combining with deliberative approaches, (3) continuous idea generation and (4) expert identification. We conclude by considering prediction markets as a nascent and promising method for foresight and advocate for further research.     

Probing the future: Mobilising foresight in multiple-product innovation firms

With rapid changes in technology and intense competition in the business environment the importance of cultivating and sustaining foresight in multiple-product innovation firms has been propelled to unprecedented heights. Yet, research on the processes through which such firms mobilise foresight in their working environment remains scarce. This paper seeks to explore the different processes through which a high-performing new product design consultancy probes into the future aiming to identify possible avenues for product development and potentially define trends in multiple industries. This inductive, theory-building study identifies seven key processes and stresses the importance of perpetual probing and learning for sustaining foresight in such high-change environments.     

Quantifying tax effects under policy foresight

Studies of tax effects make the conventional information assumption that changes in period-t taxes become known at t. Legislative lags, however, imply that news arrives before tax changes take place. Under policy foreknowledge, the conventional information structure is therefore misspecified. Simulations of a standard neoclassical growth model suggest that foresight of only one quarter can distort substantially the estimates of tax effects obtained under the no-foresight assumption. Also, it is crucial to model capital and labor taxes separately: anticipated changes in these two tax policies have opposite effects on consumption, investment, labor, and output before policy realization.     

A foresight strategy for future generations

This paper briefly considers three key areas where forward thinking is particularly vital: education, business and government. Drawing mainly upon examples from the Australian context, it suggests a broad rationale for establishing a ‘national foresight strategy’. The latter is supported by a more general model for developing social foresight. A further stimulus to forward thinking and future vision is to consider what advice future generations might offer us if they had the chance.     

Transformative foresight: Universiti Sains Malaysia leads the way

This article describes Universiti Sains Malaysia's foresight journey. It begins by exploring five alternative scenarios of higher education: (1) The A’ la Carte University, (2) The Invisible University, (3) The Corporate University, (4) The State University, and (5) The University in The Garden. These scenarios are followed by Universiti Sains Malaysia's preferred vision of the future. It then examines the journey towards the preferred visión by articulating four stages of transformation: visioning, contesting, dynamic equilibrium, and self-direction/externalisation. The article concludes with an analysis of USM's current position, in transition between the contestation and dynamic equilibrium stages.     

The social shaping approach to technology foresight

The social shaping of technology (SST) approach has been developed as a response and extension to the ideas of techno-economic rationality and linear conceptions of technology development and its consequences. The SST approach seems especially promising in areas of technology where visions are manifold, societal interests conflicting, and applications and markets are non-existing or still under construction. The emerging high technology areas and several areas of more sustainable development like organic food production and renewable energy are examples of this kind, where techno-economic networks are unstable or under construction and social and environmental potentials and risks difficult, if not impossible to assess. The paper explores the potential of a social shaping of technology approach to technology foresight within such technology areas and presents the methodological aspects herein: structure versus contingency, actor-network approach, laboratory programmes, techno-economic networks, actor worlds, development arenas. Experiences based on a recent Danish green technology foresight project concerned with environmental risks and opportunities related to nano-, bio- and ICT-technologies and foresight activities in relation to food are used as empirical references.     

Towards an agenda for institutions of foresight

There are some 200 or 300 purpose-built institutions worldwide whose central focus is the future,¹ but remarkably little comparative knowledge exists about them. An international agenda of research and action is needed to improve understanding of these institutions of foresight (lOFs) and to promote the continued development of their symbolic power and social influence. This report, which outlines a framework for investigating the structure, function and effectiveness of the lOFs and presents some initial proposals for practical action, is intended as the first step in the creation of such an agenda.     

以远见与睿智推进资本创新 专访首创集团董事长刘晓光

北京首都创业集团(简称:首创集团)是北京市国资委所属的特大型国有集团公司,自1995年12月完成重组以来,首创集团逐步打造了以基础设施、城市地产、金融服务业为核心的三大主业,其中,水务和房地产已跻身中国国内同行业领先地位。日前,《国际融资》记者在北京首创大厦独家采访了首创集团党委书记、董事长刘晓光。作为集团的领头人,他敢于担当,理念超前,具有金融家的远见和思想者的睿智,对中国大企业与国际大企业之间的差距有着难得的清醒,不避讳谈及集团改革中的挫折,也不避讳谈及与资本打交道中的艰辛。在经历了18年的改革与发展后,刘晓光这样说:"首创集团现在的定位是‘城市综合投资运营商’,我们将继续坚持‘四·四·二’资源配置战略,即40%的资金投资于基础设施,40%的资金投资于房地产,20%的资金用于兼并收购等金融投资,同时,牢牢抓住参与国际竞争的绝好商机和中国消费升级的战略契机,推进商业模式和发展模式上的改革创新,让首创集团的国际化程度上一个大台阶。"     

How foresight creates unforeseen futures: the role of doubting

This paper defines foresight as being a mental model about the future and considers the role of foresight in shaping actions and events reflected in imperious, heroic, tragic and chaotic futures (defined within the paper). The paper contends that success in foresight is not about acquiring knowledge or using it to build pictures about the future. Rather, it is the expectations that come with such processes that cause organisational closure, and thus chaotic and tragic futures. The argument is made that firms need to doubt much more than they do.Two processes of doubting are described: the first (single loop doubting) shows how differences between expectations and perception cause doubt that (whenever the underlying mental model is sufficiently plastic) is accommodated by social processes without change. The second process, called double loop doubting, is based on genuine attempts to refute, rather than confirm, mental models about the future. The contention is that such processes would lower expectations and certainty, thereby opening the organisation and enabling mental models to be more accurate.

“I fear there can be no possible doubt about the matter”.

Jack in The Importance of Being Ernest, Oscar Wilde     

Designing a foresight exercise for the future of rural communities in Romania

The paper aims to offer a good guideline for anyone who intends to do a futures or a foresight exercise for rural communities. The case presented is the one of the future of rural communities in Romania. The article begins with a brief presentation of the prevailing rural situation in Romania followed by a dialogue regarding suggestions for the possible objectives of a foresight exercise and the methods used (e.g. visioning, alternative futures, scenarios).     

On the nurturing of strategic foresight: The Ubuntu perspective

We draw on ideas from the African humanistic philosophy of Ubuntu with existing approaches to propose alternative ways of nurturing strategic foresight in practice. Delineating Ubuntu as a transient organizing philosophy, we show how the integration of Ubuntu in everyday organizing could enhance relational pluralism, and in-turn strategic foresight. Embarking on some mild speculative expedition based on ideas from Ubuntu, we also outline some activities and organizing routines of team leaders that may contribute to encouraging employees to enact ‘foresightful’ actions in their situated practice. We conclude with implications of our study for organizing and some directions for futureresearch.     

Normality of the future: Trend diagnosis for strategic foresight

Foresight processes and activities are confronted with the task of making sense of the present, in particular by interpreting weak signals of change in the organizational environment. Although trends are considered to be important drivers of environmental discontinuities which may lead to strategic surprises, there is no operationalization from a strategic point of view. In this paper we are going to conceptualize trends as (socio-cultural) innovations. This leads to important implications. If the nature of innovation is taken seriously, then strategic trend diagnosis has to deal with two different aspects, invention and diffusion. First, we are going to present a framework for identifying the invention aspect of a trend (i.e., “the new”) which is based on the fact that “the new” results from a transgression of contextual boundaries. Second, we are going to operationalize the diffusion of “the new” as a threefold process of normalization - i.e., an unusual practice becomes social convention. Taken together, these two aspects provide a theoretical link between trends and market creation. In addition, by relating the above operationalizations to an entrepreneurial strategy-making framework, strategic issue diagnosis can be improved and more seamlessly linked to strategy formulation.