It is impossible to predict the future. A Strategic foresight process provides an ongoing way to fill and manage the innovation pipeline so that companies can act in uncertainty and gain outsized growth from safely taking greater risks.
What will it take to compete and win in a dynamic, digital world? We’ve got 21 innovation imperatives to help you prepare, equip and evolve to compete and grow in the 21st century. Requiring particular emphasis - implementing digital operations, skills and processes to deliver internal value.
What will it take to compete and win in a dynamic, digital world? We’ve got 21 innovation imperatives to help you prepare, equip and evolve to compete and grow in the 21st century. At the top of the list - taking advantage of opportunities presented by big data.
During Strategic Foresight, the Plan Phase is used to prioritize opportunity areas, ideate new products, services, and experiences, and provide external landmarks for ongoing portfolio management.
In the second phase of strategic foresight - Anticipate - we forecast trends into the future and analyze how they will interact to create novel future environments.
During the first phase of Strategic Foresight - Discover - the goal is to understand what elements of the external environment impact value creation and indicate forces of change.
Strategic foresight is a discipline that provides a structured way to investigate, not predict, the future. Strategic foresight scenarios are provocative, yet plausible, alternative views of the future. But where did this idea come from?
Strategic foresight is a discipline that provides a structured way to investigate, not predict, the future. In the research and development context, strategic foresight is advanced portfolio management, where projects are selected based on robustness across multiple future scenarios.
Smart factories, enabled by augmented reality, predictive analytics, and the digital twin, may not be as futuristic as you think. Need inspiration to get started? Here's our vision of the factory of the future, and the people and processes that will be impacted.
Multi-category retailers design and develop a huge array of product types, often with vastly different development processes. With so many possible variations, should multi-category retailers align all product development teams onto one PLM platform, or use multiple systems?