Foresight analysis of tilapia supply chains (Sistema Producto) in four states in Mexico: Scenarios and strategies for 2018

In order to increase competitiveness among individual producers and to encourage their integration, the federal government of Mexico has pursued the establishment, at both the state and national levels, of supply chains, or Sistema Producto (SP). For fisheries and aquaculture, 33 SPs exist at the state level and 7 at the national level, 1 of them for tilapia. The objective of this study is to carry out a foresight analysis (FA) of 4 tilapia SPs in Mexico—for the States of Colima, Sonora, Tabasco and Yucatán—analyzing their 2018 vision for the development of the tilapia chain. FA provides an integral vision of both the internal and external environments, identifying the key factors for each SP and helping to develop the best strategies in order to compete successfully. Sonora, Tabasco and Yucatán identify marketing aspects as key elements for their 10-year future: adding value to the product by means of new processing technologies, developing their own brand, and identifying and differentiating their product based on sanitary issues. Colima focuses its industry future success on efficiency improvements. Finally, the main technological disruptions identified by the 4 states are the incremental use of information technology, product and process certification, new hatcheries with genetically-improved fry, and new processing methodologies developed and/or applied.     

Suspending disbelief: Influencing engagement in scenarios of forest futures

Scenario analysis is an approach to long-term planning that informs decision-making in contexts of highly uncertain future conditions. Scenario-based studies are rapidly growing in popularity, yet many aspects of the method are not fully understood. Participants' willingness to suspend disbelief in possible futures is an integral component of scenario-based studies, essential for considering alternative future scenarios, yet little is known about the factors that affect it. Participation in a scenario project does not necessarily imply willingness or ability to suspend disbelief; participants may not suspend disbelief simply upon request. However, the scenario literature says little about the aspects of scenario-based studies that influence suspension of disbelief.This article explores the factors that influenced the suspension of disbelief in one scenario exercise about the future of Canada's forests. Participants differed in their abilities to suspend disbelief in the scenarios in part because of their past experiences and expertise in particular areas, and their assessments of probable and desired future outcomes. Elements of the project design and implementation influenced participants' abilities to engage the scenarios. The results have implications for those interested in using scenarios for helping people and communities envision possible - and sustainable - futures.     

Dynamic decision trees for building resilience into future eco-cities

Intensifying global urbanization and environmental changes bring about the imperative of sustainable urban development and decisions upon inescapable pressures and risks, but knowledge integration between disciplines is a limiting contextual challenge. This paper proposes a reformulation, in terms of urban risk management, of an earlier developed ontological scenario generation method. The procedure consists of several steps: (i) identification-and-prioritization of main pressures, (ii) paired discussion of pressures using four-cell matrices, (iii) re-visit of the pressures' priority order, (iv) articulation of short-listed pressures as decision-making questions, and (v) generation of scenarios via “yes/no” responses to each question, in their order of priority. In this article, the method feeds upon the general context described in recent multi-disciplinary urban studies and public strategic plans in the city of Iasi (Romania), to propose a formal procedure for enabling the acceleration of productive decision making towards city sustainability. Answering three top priority questions, namely “Implement a business-friendly and efficient governance system?”, “Develop a resource management system?”, and “Carry out a human capital accelerator strategy?” results in a 4-scenario set: Receding City, Wanting City, Promising City, Inspiring City. The scenarios are discussed in terms of systemic risks at the end of post-communist transition and beginning of the socio-economic convergence with Western Europe.     

Megatrends as perceived in Turkey in comparison to Austria and Germany

Countries and companies use foresight studies to manage uncertainty. Environmental scanning and trend analyses are important tools for identifying and monitoring change. Trend analysis requires more than simply extrapolating to the future. The content of communication serves as the basis of inference so those trends could be explored.This research uses an interdisciplinary approach combining media content analysis and factor analysis to discover many ways Turkey and the world may restructure and what the new society may look like as perceived by the individuals who participated in the survey. It determines six types of individuals in Turkey with different personal attitudes towards megatrends. Similarities and dissimilarities with previous studies in Austria and Germany are identified and discussed.     

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.     

Foresight and innovation in the context of industrial clusters: The case of some Italian districts

The “territory” is widely recognized in the literature on business strategy as a critical driver of industrial competitiveness (see, as an example, Porter, The Competitive Advantage of Nations). The generation and exploitation of new knowledge, both tacit and explicit, through the process of socialization, articulation, combination and internalization (see Nonaka and Takeuchi, The Knowledge-Creating Company) is essential to enable innovation of processes and products of “local” firms.Our recent Foresight exercises in the metal working and machinery district of Lecco and in the silk district of Como show that Foresight can play an important role in creating and exploiting new knowledge, and that different methodologies can be more or less effective to this aim.Critical technology list and interactive workshops, with the participation of entrepreneurs of SMEs and technologists, are more suited to foster the transfer of technologies that have overcome the initial stage of the life cycle and that have been already applied in other sectors. However, when radical innovations are needed in order to face the challenges posed by global competition, other methodologies, as Scenarios, are more appropriate. Even if these approaches are complex and time and resource consuming, they may be very effective in actively involving the most relevant private and public stakeholders of a district, and in making them to envisage the long term future of the economic, social, and cultural structure of their district. In this way Foresight drives the small entrepreneurs, the district stakeholders and the medium and large size firms to play the critical roles of Nonaka and Takeuchi's “frontline employees”, “senior managers” and “middle managers” in their “knowledge creating company”: the first ones grasp what the district is; the second ones build the vision of what it ought to be; the third ones, serve as a bridge between the future and the present.     

Food scenarios 2025: Drivers of change between global and regional

This article presents the results of a future study of the food sector. Two scenarios have been developed using a combination of: 1) a summary of the relevant scientific knowledge, 2) systematic scenario writing, 3) an expert-based Delphi technique, and 4) an expert seminar assessment. The two scenarios present possible futures at global, national (Denmark) and regional (Zealand, Denmark) levels. The main scenario is called ‘Food for ordinary days and celebrations’ (a combination of ‘High-technological food production − The functional society’ and ‘High-gastronomic food − The experience society’). A less likely scenario is called ‘The reappearence of the sea − The aquarial society’. The purpose of the scenario writing has been to provide strategic tools for societal actors who to create economic growth and jobs, particularly regional governments and firms. Suggestions concerning regional industrial policy and firm actions are included in the article.     

案例与情景模拟整合教学法在市场营销教学中的运用

案例与情景模拟整合教学法可在增强市场营销专业学生应用能力的同时,提高市场营销的教学效率.其关键在于整合,实施方法包括能力目标的整合、教学媒介的整合和评估方式的整合.课前准备、案例选择、情景设置、理论讲授和教学组织的适当技巧可进一步提升案例与情景模拟整合教学法的效果.     

Framework foresight: Exploring futures the Houston way

Over the last several years, the University of Houston developed and codified a method for teaching students how to carry out foresight projects. This development represented a philosophical shift from a neutral presentation of methods without particular advocacy for one or the other. The challenge that this neutral approach presented is that each method is somewhat different and especially for those new to foresight, it became challenging to find common ground, distinguish them, or to know when to use one or the other. Our experience is that our initial wariness of promoting a standard method and thus a “one-right-way” of doing foresight proved unfounded. Not only does it not detract from the teaching of other methods, in fact it has made it easier. Framework Foresight was deliberately built to accommodate and incorporate other methods and approaches. It provides a basis of comparison of how various practitioners and methods do the work, enabling them to assess the strengths and weaknesses of each. Framework Foresight thus could be viewed as a meta-method in that it is a modular approach that accommodates a substitution of, or supplementation from, other methods or techniques at various steps. As students became practitioners and used the method in their practice, they have provided useful feedback and have generally reported back good results. Thus, Framework Foresight is offered to the foresight community as a method for carrying out foresight projects