Strategic prospective for the implementation of employment policies in the Azores

This article explains how a far-off autonomous region of Portugal lying 2700 km from Brussels decided to approach its future, notably labor. The government in the Azores applied strategic prospective, and two of its methods, MICMAC and MACTOR,¹ at three key moments in the implementation of employment policies. While providing background on Azorean public policy and the broader European context, the author describes three cases, which deal primarily with education, qualifications and mobility. Interestingly, the results of decisions made on the basis of the prospective exercises can already be measured. This underscores the real efficiency of the policies adopted and the importance of the European policies of mobility, notably within the scope of Eurodyssey, a program of professional mobility of the Assembly of European Regions, that is now led by the Azores.     

The Art of Scenarios and Strategic Planning: Tools and Pitfalls

The term strategy has been misused and even abused. Worse, the word scenario is often confused with strategy to the point that clarification is needed if we are to understand one another. As a prolongation of the work done by the Rand Corporation in the 1960s, strategic planning, management and prospective approaches have been developed to help organizations master change. Over the past 25 years, we have contributed by creating or further developing various methodologies and procedures such as the Mactor and MICMAC methods for use in scenario building. These tools are doubly powerful in that they stimulate the imagination, reduce collective biases, and promote appropriation. One of the main functions of the strategic futures exercise is to eliminate two errors that we usually describe as the “hammer's risk” and the “nail's dream.” In other words, we forget what a hammer's function is when staring at a nail (the nail's dream) or we know how to use a hammer and imagine that every problem is like a nail (the hammer's risk). In our case, we strive to give simple tools that may be appropriated. However, these simple tools are inspired by intellectual rigor that enables one to ask the right questions. Of course, these tools do not come with a guarantee. The natural talent, common sense, and intuition of the futurist also count!     

The origins of the concept of ‘foresight’ in science and technology: An insider's perspective

This article explores how the term ‘foresight’ originally came to be used in connection with science and technology by the author and SPRU colleagues in 1983. It analyses how the rationale for its use evolved over time, first providing a ‘catchy’ title for a study (‘Project Foresight’), and then a convenient shorthand for the focus of that study, before eventually coming to formally signify a new approach to looking systematically into the future of science and technology, an inclusive and wide-ranging process that differed appreciably from that of traditional ‘technology forecasting’. The paper reflects on the importance of concepts and terminology in the field of science policy research, providing examples of how an inappropriate term or phrase can damn the prospects of the research having an impact on policy, while a more politically astute use of terminology can greatly enhance the probability of making a significant impact. The paper also examines other early uses of the concept of ‘foresight’ in the United States and Canada at about the same time. In addition, it highlights the conceptual similarities between foresight and la prospective, a novel approach developed in France not just for looking into the future but also for shaping or even ‘constructing’ the future of our choice, an ambitious aspiration that it shares with foresight. This case-study on the origins and early evolution of ‘technology foresight’ illustrates the essential importance of terminology in differentiating key concepts in social sciences (where it sometimes gives rise to unfortunate priority disputes), and particularly in the case of policy research.     

A Brief Methodological Guide to Scenario Building

This brief guide reviews the philosophical underpinnings of the prospective procedure then strives to explain the concepts and characteristics of this “intellectual undiscipline” which aims not to predict but rather to help shape the future. La prospective contributes to our efforts to gain foresight, an indispensable quality for anyone who wants to be an actor in a future yet to be created. The various stages of the procedure are presented, in particular the scenario method as applied by the author in local, national, and international futures projects for subjects as varied as aging populations, retirement in industrialized countries, and the impact of new technology on production.     

Prospective in Brazil: The power to build the future

This paper looks at prospective in Brazil for the past 30 years. The prospective approach and methods, with their myriad tools, were adopted by Brazilian governmental bodies and companies in a process of progressive maturation of concepts and models. They brought about major changes for the country and for the companies and governmental bodies in which they were adopted. The following examples stem from the application of the prospective process, with the participation of employees and the population. We chose to highlight results applicable to practical life and visible today: 1) the opening up of the Brazilian economy (BNDES, 1984-90); 2) the anticipation of the global warming issue (ELETRONORTE, 1987-1998); 3) the preparation of a monopolistic oil and gas company to work in a competitive environment (PETROBRAS, 1989-2010); 4) the creation of a highly successful strategic state plan (Minas Gerais state, 2002-2010, and 5) the drafting of a strategic municipal plan (Belo Horizonte Municipal Government, 2009).     

Notes on relativity in future studies

The author argues that the discipline of future studies is marked by great intellectual and cultural relativity and that recent attempts to force cross-cultural common denominators, within it, may turn out to be counter-productive. The French prospective is not futurism, forecasting or even the now popular ‘foresight’. It is an authentic concept of its own rooted in the French worldview. The same applies to other concepts stemming from various cultures. Each civilization has a view of the past and a view of the future which is conditioned by special circumstances and particular environments.     

Current Foresight Activities in France, Spain, and Italy

Recent years have brought a significant revival of public foresight activities in many European countries, including France, Spain, and Italy. The French context is rather specific in the sense that public planning and foresight (prospective) are an old tradition starting in the early post war period, but was progressively abandoned until its international revival during the 1990s. The recent experiences combine a mix of methods including the experimental reproduction of foreign experiences for long-term science and technology foresight (allowing comparisons of the experts’ opinions between countries) and the development of a specific study of critical technologies in the shorter term with the direct aim of orienting and improving the microeconomic strategies in the country.Spain and Italy started their own tests of foresight procedures later. The diffusion of foresight approaches and methods is certainly influenced by cultural proximities between countries of Roman civilization, but the different national settings led to relatively diverse experiences. International comparisons reveal the wide variety of methods and implementations that can be contemplated at present in Europe—a living laboratory of public foresight experiences.     

Future-oriented technology analysis as a driver of strategy and policy

The methodology known as strategic foresight is an important tool to be used in long-term strategic planning activities and in support of the decision making process in public as well as private sectors. This article addresses the use of strategic foresight applied to the strategic management plan for an agency that deals with the funding and promotion for the development of science, technology and innovation in Brazil, and the logic that permeated its construction, promoting an alliance of the concepts of strategy and foresight. It has as key elements the long-term vision and the adoption of participatory approach and qualitative and quantitative methods. The methodological framework involved the use of different techniques, methods and tools, including, among others, web survey, diagnosis, SWOT, future timeline, interviews, workshops and strategic roadmap.     

Scenario building: Uses and abuses

Scenarios hold little interest if they are not pertinent, coherent, and plausible. Although foresight requires a rigorous approach to address complex problems, the tools must also be simple enough to be easily used. Since the mid-1980s, the approach in strategic prospective workshops (a term that reminds us of the participatory nature of the French approach) has proven its effectiveness in meeting these criteria (simple, rigorous and appropriable; i.e., may be appropriated by participants). The authors try to reply to simple and important questions: What is a scenario? How to judge the quality of a scenario? Which strategies for which scenarios? These questions remind us that applications of strategic foresight tools are contingent and modular. They could also involve the stakeholders from upstream to downstream, as seen in the agro-food sector. Finally, they argue that the future still has to be built and that futurists produced too many scenarios and not enough projects.     

The future of the future: Strategic foresight in Latin America

With few differences in timing, future studies in Latin America were initiated with a linear conception of reality. Orchestrated with techniques such as the Delphi, future studies were supported by mathematical principles of probability. Several countries have surpassed this stage while moving into strategic foresight. Strategic foresight analyzes the future as a multiple reality. In other words, it means thinking differently and not reading reality in a linear manner. It means accepting that there is not one future but several futures and that one question could have more than one answer.This change has demanded a shift in mentality. The presence of the disciplines in universities is of vital importance. For example, the Technological Institute of Monterrey (Mexico) and the Universidad Externado de Colombia (Bogota) offer foresight and strategy programs at the graduate level.This article describes how different individuals, groups, agencies and institutions in Latin America have emerged thanks to the support provided by the science and technology governmental agencies of each country. The author provides examples from different countries including Colombia, Brazil, Chile and Mexico. Currently, strategic foresight is slowly gaining recognition and acceptance as a compass for productive sectors and as a generator of competitiveness.However, despite the contributions of strategic foresight, Latin American countries, with the exception of some of the above-mentioned countries, have struggled to take off into the future. The role of strategic foresight can become the driving force behind this awakening, if the challenge of linking global trends with local contextualization through scenarios is accepted.     

Foresight: A major tool in tackling sustainable development

For many decades, the concept of sustainability has been highly successful in public policies and even in the business world.¹ Nowadays, all initiatives must be sustainable and are primarily assessed on that criterion. However, the efforts made to construct specific methods dedicated to building sustainable strategies seem rather weak. Futurists themselves underestimate the relationship between sustainable development and foresight, even if they are talking about sustainable planning.² They remain generally unaware that foresight could be a major tool in tackling sustainability as well as one of the best methods of preparing sustainable strategies and policies.Indeed, one of the biggest problems in sustainability approaches is the simplistic way used to define the concept, for instance, by using only the very first part of the 1987 the Bruntland report Our Common Future and by limiting the fields of activity on sustainability to the three pillars of the OECD model: economy, social questions, environment.At the Copenhagen United Nations Climate Change Conference (December 2009), it seemed forgotten that sustainability is already an old issue in which futurists were heavily involved at the time of the United Nations Stockholm Environment Conference (1972), in the Limits to Growth Report, published by the Club of Rome (1972)³ and in the OECD Interfutures Foresight, spurred on by Jacques Lesourne (1978).⁴Since that time (forty years ago!) researchers and consultants have learned how to deal with the concept of sustainability, how to analyze it as an ultimate aim for society as a whole as well as a complex object that needs to be approached with adequate methods such as systemic analysis.As Christian Stoffaës said, the aim of foresight is sustainable development in a changing world. As a result, the ultimate aim of strategic foresight appears to be clear: it is sustainability. This article highlights that fundamental relationship as we see it today.⁵     

Strategic planning, strategic management, strategic foresight: The seminal work of H. Igor Ansoff

H. Igor Ansoff was the prominent reference in the corporate strategy field, especially during the 1960s and 1970s. His bestseller, Corporate Strategy, was the first to give a conceptual framework and a tool box to top managers, consultants and scholars. Recognized as the real pioneer of the field, he was seen by Henry Mintzberg as also the leader of the strategic planning school. The aim of this short article is to show that he was also the father of strategic management and a leader who gave an impressive set of concepts and ideas to promote an integrative and flexible view of strategic planning, strategic foresight, organizational structures and processes.     

Reciprocal influences in future thinking between Europe and the USA

La prospective is generally considered to have grown after WWII in developed countries with two main centers, France and the United States of America. In France, the development of prospective does constitute an important point in contemporary history. Stemming from an idea from philosopher Gaston Berger near the end of the 1950s, a spirit arose accompanied by a practice spread in the central administration (government) and in major French corporations. The objective of this article is not to claim any French originality in thinking about the future. Instead, the following pages show how an original approach blending reflection on the future and present action took shape and the relationship that developed involving current practices on the other side of the Atlantic, mainly the USA, with the help of a few intermediaries.     

Strategic foresight in corporate organizations: Handling the effect and response uncertainty of technology and social drivers of change

Today many companies in many industries put a lot of efforts into monitoring and investigating emerging drivers of change in their business environment, particularly in relation to new technologies and events in the social, economic, political and ecological landscapes which surround their industry. So far scholars in the literature on foresight and future studies focused on the techniques and practices for analysing the “state” uncertainty about the likely path of evolution of emerging drivers of change. Anyway, less attention was devoted to the “effect” uncertainty about the impact of drivers of change on the competitive position of the firm and to the “response” uncertainty about how to take advantage of these drivers. These are the main issues we take into account, through a field research on firms that, notwithstanding they were able to properly assess the likely evolution (state uncertainty) of relevant drivers of change in their industry, either were successful or dramatically failed in handling the effect and response uncertainty of these drivers. Moreover, we carried out multiple case studies of some large companies that have established an organizational unit dedicated to strategic foresight. Overall, the results of our research may contribute to improve the effectiveness of strategic foresight and to increase its value added to the planning process of corporate firms, while providing helpful insight to public organizations that promote foresight exercises for enhancing the competitiveness of local firms.     

A systems approach to policy analysis and development planning: Construction sector in the Turkish 5-year development plans

In this study, we propose a new model for systems analysis ‘of’ policy and systems analysis ‘for’ policy with the example of construction sector in the Turkish 5-year development plans.Our proposed model—integrated development management model (IDMM)—is conceptually based on the principles of systems thinking and integrated management approach.We present and discuss the results of our work in which we extracted all construction-related policies and strategies from eight 5-year development plans and analyzed them using the IDMM. In the light of the analyses, we give several answers to the question: “Why did the development plans fail to meet their targets in Turkey?” We propose that any development plan has to have claritas-unitas-integritas-consonantia between the management levels (normative, strategic, and operational) and components (goals, structures, and behavior) of IDMM.The paper is the first work that brings the concepts of development planning and foresight together. In a complementary stance, the time of integrating foresight and development planning has come.     

A challenge of integrating technology foresight and assessment in industrial strategy development and policymaking

Appropriate demand articulation of emerging technologies to social needs are vital to the economic and social productivity, and it is essential to grasp the future trends of social needs and technology advancement to promote the strategic technology policy. Japan embarked on technology foresight in the early 1970s and has since been conducting a regular Delphi survey approximately every 5 years. To explore a new intelligent methodology for integrating technological seeds and social needs by articulating future demands, this paper reviews the following two cases: the Delphi-scenario writing (DSW) method, which is applied in 1977 for the home/office small facsimile, and the method of general assessment applied in 1972 for informationalization, which focused on the rapidly advancing information society, with a matrix scoring and policy-simulation method. Those new approaches were proved to be a powerful methodology to integrate the technology forecasting and assessment for comprehensive understanding of the emerging technologies and their social impacts in the form of integrated technology road mapping, which supports the integrated strategic planning methodology for enhancing the future innovation system.     

Collectively foreseeing future issues: Prospective strategy contributes to the Agriculture and Food Systems' ‘Futures Studies’ Club

The Agriculture and Food Systems' ‘Futures Studies’ Club, created in 1995 and spearheaded by BASF Agro France is in its 15th year. The Club has become a regular meeting place for the players of the agricultural and agri-food systems from the farmer to the consumer and a place to debate about their societal issues. It has addressed a dozen subjects of futures studies since it was created in 1995.BASF Agro France and the Club's members, mainly the company's clients, aim to understand and anticipate the changes that might in the future affect the agricultural world and the players of the agribusiness sector: suppliers, distributors, agri-food business, and retailers.To that end, free dialogue and debate between members in an atmosphere of mutual trust were strongly encouraged, which guaranteed the richness of the discussions and the pertinence of the wrap-ups and the conclusions drawn from them. Appropriate tools from what can be called prospective strategy or strategic prospective (coming from the French school of stratégie prospective) are used to reach a valid conclusion through a crystal clear group process.Members of the Club bear witness to the input and benefits gained by participating in the Club: prioritising issues, confronting and validating ideas, possible response leads, operational added value, whether to consider strategy or management. BASF Agro France follows through on the direct and operational conclusions, feeding its strategy, projects and programs, for example by contributing to a corporate vision which fully integrates sustained development.     

Strategic management: The state-of-the-art and beyond

A study of 25 major corporations assesses the state-of-the-art in strategic planning, and explores future prospects for developing a more powerful form of strategic management to cope with the transition to a new economic era. Current planning practices show that large corporations have developed complex strategic information systems, a decision-making process that is inherently organic, and planning operations that embody cybernetic principles. However, the prevailing approach to strategic planning is severely limited because it is based upon an old model of corporate management that has become outmoded: a restricted focus on hard technology leaves critical soft issues unresolved, authoritarian hierarchies produce the typical disadvantages of bureaucracy, and a closed-system orientation isolates the firm from its environment. New approaches to business management seem to be evolving now to overcome these constraints: the frontier of economic progress is shifting to a new form of soft growth, organizational structures are being transformed into entrepreneurial networks, and the institutional role of business is expanding to include its external constituencies. These trends represent key features of a new model of strategic management—the “strategically managed corporation”— that is specifically suited for fostering strategic change.     

Determinacy and Stability under Learning of Rational Expectations Equilibria

This paper studies relationships between the local determinacy of a stationary equilibrium in the perfect foresight dynamics, and its local stability in dynamics arising from econometric learning procedures. Attention is focused on linear scalar economies where agents forecast only one period ahead, and with an arbitrary, but fixed, number of predetermined variables. In such a framework, it is well known that there are no clear links between the determinacy of the stationary state in the perfect foresight dynamics on the levels of the state variable, and its stability under learning. The paper emphasizes, however, that this is not the right perfect foresight dynamics to look at whenever agents try to learn the coefficients of the perfect foresight dynamics restricted to an eigenspace of lower dimension. Indeed the paper introduces a growth rate perfect foresight dynamics on these coefficients and proves equivalence between determinacy in that dynamics and stability under learning provided that a simple sign condition is satisfied. Journal of Economic Literature Classification Numbers: E32, D83.