Search

The article discusses the increasing popularity of foresight in companies and the potential pitfalls that innovation teams may face when using foresight products developed for other purposes. It emphasizes that the future is not monolithic and that different departments within a company may have different goals and needs for foresight. The article suggests that innovation teams should work with larger corporate foresight products to align their innovation portfolios with the company's overall vision of the future. However, it also highlights the need for customization and adaptation of these foresight products to suit the specific needs of innovation teams. The article concludes by emphasizing the importance of engaging a large cohort of people in the foresight process to gain valuable insights and broaden perspectives on the future. [Extracted from the article]

In I The Princess Bride i (Reiner [3]), the evil genius exclaims to the hero that he's fallen victim to one of the classic blunders. As the tumult of operational and publicly available artificial intelligence (AI) begins to roll over our professions, it is important to reflect on the value of human experience. One of the first temptations of users of AI large language models (LLMs) is to forecast the future. [Extracted from the article]

A capability for foresight improves innovation. Foresight professionals spend more time capability building within innovation teams, and designing foresight projects, while devoting less time to doing foresight research in large, long-term studies. Foresight professionals are also spending more time on project team capacity-building, helping internal innovation teams learn to do more of the work themselves. [Extracted from the article]

Previous investigations of organizations adding breakthrough innovation capacity to already strong incremental innovation engines have shown that it can be a challenge to see past the time horizon for incremental innovation in order to set robust objectives for longer-range research teams. This article reports on a program that employed a customized process that incorporated several strategic foresight methods commonly used by futurists to influence the strategic research agenda at PepsiCo. [ABSTRACT FROM AUTHOR]

The article discusses IRI2038, a project of the Industrial Research Institute (IRI) offering forecasting on research and development management. The use of implications wheels and expert panels to project future trends and information generated during the discovery initial research phase of the project is discussed, with forecasting on workforce augmentation used as an example of the process. It is noted that the development of implication wheels is an inexact process involving judgment. The wheels are examined as part of the extrapolation phase of IRI2038.