Five strategic foresight tools to enhance business model innovation teaching

We discuss our lessons from 8 years of teaching business model innovation to executives in our part-time MBA program. We inspect how the usage of 5 strategic foresight tools has supported students to innovate business models and discuss the advantages and disadvantages of using student-owned live cases

The road ahead for research on strategic foresight: Insights from the

Abstract: Multinational companies are increasingly exploring new methods and tools to identify disruptions in the environment and are using this information for competitive advantage. The European Conference on Strategic Foresight is a forum of professionals for benchmarking and advancing Strategic Foresight practices. This paper summarizes the results of the 1 st European Conference on Strategic foresight held in December 2007 in Berlin, Germany. Three major outcomes can be highlighted: Firstly the participants proposed a mission, goals and a modus operati for future conferences. Secondly they identified "barriers" and "promotion mechanisms" for Corporate Foresight. And thirdly the practitioners identified 8 topics for further advancement of Corporate Foresight practices and they can be used by researchers to direct and focus their research activities

Double Ambidexterity: How a telco incumbent used business-model and technology innovations to successfully respond to three major disruptions

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Escaping the "faster horses" trap : bridging strategic foresight and design-based innovation

Design thinking is inherently and invariably oriented towards the future in that all design is for products, services or events that will exist in the future, and be used by people in the future. This creates an overlap between the domains of design thinking and strategic foresight. A small but significant literature has grown up in the strategic foresight field as to how design thinking may be used to improve its processes. This paper considers the other side of the relationship: how methods from the strategic foresight field may advance design thinking, improving insight into the needs and preferences of users of tomorrow, including how contextual change may suddenly and fundamentally reshape these. A side-by-side comparison of representative models from each field is presented, and it is shown how these may be assembled together to create foresight-informed design-based innovation

Corporate foresight as a microfoundation of dynamic capabilities

The dynamic capabilities perspective is aimed at explaining how firms achieve and sustain competitive advantages, especially in environments that become volatile, uncertain, complex, and ambiguous (VUCA). In this paper, we combine factors that explain dynamic capabilities on the firm level with factors of dynamic managerial capabilities on the individual level. In addition to the dynamic capabilities theory, we draw on corporate foresight (CF) literature to test the impact of CF training. We find that both the organizational-level practices and the individual-level training of leaders are positively associated with firm-level outcomes. We further observe that this relationship is mediated by dynamic managerial capabilities (i.e., the ability of leaders to challenge current business models, make decisions under uncertainty, and reconfigure organizational resources). Our findings emphasize the importance of training leaders and building organizational CF practices to build the dynamic capabilities needed in VUCA environments