Corporate Foresight

2024/2025

Academic Year

ENG

Instruction in English

3

ECTS credits

Delivered at:

Department of Educational Programmes

Course type:

Elective course

When:

2 year, 2 module

Instructor

Vishnevskiy, Konstantin

Course Syllabus

Abstract

Strategic Foresight is one of the most effective longterm forecasting tools for companies’ strategic development providing a comprehensive view of the complex and diverse factors determining the dynamics of supply and demand on relevant markets coupled with technological trends. The main feature of Strategic Foresight for companies is a focus not on the identification of the most probable future, but on the formation of a priorities system and the conditions necessary for their implementation — a system of measures in the form of a roadmap and favorable institutional environment. The course consists of lectures and seminars based on recent academic work from different academic perspectives; case studies and state of the art approaches applied by practitioners and interactive business games.

Learning Objectives

• Development of corporate planning activities abilities.
• Training of using corporate Foresight in priority-setting.
• Training of employing roadmapping in company’s decision-making.

Expected Learning Outcomes

• -Definitions -Corporate foresight tools -Corporate foresight models
• -Expert procedures -Planning corporate foresight projects. -Summary of project work
• -Outcomes and challenges of priority setting for -Priority setting for corporations and small and mediumsized enterprises (SMEs)
• -Role and place of corporate foresight in companies -Components of successful corporate foresight -Corporate foresight methods
• -Scenario development - Interpretation of scenarios
• -Technology, market and integrated roadmapping -Corporate Foresight and integrated roadmapping for decision-making

Course Contents

• 1. The concept & rationale of corporate Foresight
• 2. Corporate Foresight in strategic management and planning
• 3. Scenario approach: priority setting, scenario development and interpretation of scenarios
• 4. Roadmapping in corporate foresight
• 5. Corporate Foresight and integrated roadmapping for decision-making
• 6. Management of corporate Foresight: expert procedures, planning corporate foresight projects. Summary of project work

Assessment Elements

• Oral presentation in groups
• Written exam

Interim Assessment

• 2024/2025 2nd module
  0.5 * Oral presentation in groups + 0.5 * Written exam

Bibliography

Recommended Core Bibliography

• Alizadeh, R., Lund, P. D., Beynaghi, A., Abolghasemi, M., & Maknoon, R. (2016). An integrated scenario-based robust planning approach for foresight and strategic management with application to energy industry. Technological Forecasting and Social Change, (C), 162. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v104y2016icp162.171
• Daheim, C., & Uerz, G. (2008). Corporate foresight in Europe: from trend based logics to open foresight. Technology Analysis & Strategic Management, 20(3), 321–336. https://doi.org/10.1080/09537320802000047
• Heiko A., Vennemann C. R., & Darkow I. L. (2010). Corporate foresight and innovation management: A portfolio-approach in evaluating organizational development. Futures, 42(4), 380-393.
• Holmes C., Ferrill M., The application of Operation and Technology Roadmapping to aid Singaporean SMEs identify and select emerging technologies, Technological Forecasting and Social Change. 72 (2005) 349–357.
• Peter M.K., Jarratt D.G., The practice of foresight in long-term planning, Technological Forecasting and Social Change. 101 (2015) 49-61.
• Reger, G. (2001). Technology Foresight in Companies: From an Indicator to a Network and Process Perspective. Technology Analysis & Strategic Management, 13(4), 533–553. https://doi.org/10.1080/09537320120095437
• Ringland G., The role of scenarios in strategic foresight, Technological Forecasting and Social Change. 77 (2010) 1493–1498
• Rohrbeck R., Gemünden H.G., Corporate foresight: Its three roles in enhancing the innovation capacity of a firm, Technological Forecasting and Social Change. 78 (2011) 231– 243
• Ruff F. The advanced role of corporate foresight in innovation and strategic management—Reflections on practical experiences from the automotive industry. Technological Forecasting and Social Change. 2015. Vol. 101. P. 37-48
• Vecchiato R. (2015). Strategic planning and organizational flexibility in turbulent environments. Foresight, 17(3), 257-273
• Vecchiato, R. (2012). Environmental uncertainty, foresight and strategic decision making: An integrated study. Technological Forecasting and Social Change, (3), 436. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v79y2012i3p436.447
• Vishnevskiy, K., Karasev, O., & Meissner, D. (2015). Integrated roadmaps and corporate foresight as tools of innovation management: The case of Russian companies. Technological Forecasting and Social Change, (PB), 433. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsrep&AN=edsrep.a.eee.tefoso.v90y2015ipbp433.443

Recommended Additional Bibliography

• Alsan A., Corporate foresight in emerging markets: Action research at a multinational company in Turkey, Futures. 40 (2008) 47–55.

Authors

• VISHNEVSKIY KONSTANTIN OLEGOVICH
• Ильясова Дильнара Маратовна
• Островская Екатерина Дмитриевна