Don't make the mistake of jumping into a global IT system implementation without taking a hard look at what you’re automating first. Avoid this "fix all" approach by viewing the IT system as a tool to lock-in a process. It cannot, on its own, fix process problems.
A successful strategic foresight project can continue to drive value for years to come. By ensuring buy in from the organization and key stakeholders and adjusting scenarios as necessary, you can make your foresight journey is a successful one.
Financial benefits from global IT system implementations often take the form of headcount reductions. But, these reductions cannot only be accounted for by the team sponsoring the initiative. They need to be calculated globally across the entire enterprise.
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.
This series provides leading practices for avoiding the top ten most common mistakes made during the implementation of large global IT systems in support of R&D or other business processes. Read on to learn how to avoid mistake #1: The "Global" Roll Out
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 enables companies to build a proprietary view of the future that drives breakthrough innovation. But not all foresight approaches are created equal. Here are our recommendations for a 3-phase process customized for innovation.
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.
