Innovative foresight project as a key driver for corporate competitiveness improvement.
The paper examines a framework for the development and evaluation of corporate
innovative foresight projects.
The article elaborates an approach of combining Foresight and integrated roadmapping for corporate innovation management. The proposed management instrument goes beyond the existing roadmapping and corporate Foresight approaches by integrating them and showing the interface to corporate strategy building. Corporate Foresight and integrated roadmaps are closely interlinked and show reasonable potential to maintain the current level of organizational innovation culture and also enable future improvements.We propose a new roadmap structure and reveal the main ways to use this technique in business planning. Finally, the paper applies the suggested approach through case studies of major Russian companies in the oil & gas, energy, and aviation sectors.
Operations and related investment in the oil and gas industry are typically of a long-term nature with a technology that is characterized by high capital intensity. Corporate foresight activities are important in detecting upcoming challenges and developments but also in reflecting the appropriateness of existing procedural routines and organizational structures in this changing environment. The complicated nature of organizing tenders requires creating new means and instruments such as intelligent information systems, which can be designed to improve the choice efficiency and reduce the term of decision making.
Foresight has been applied by many companies for long time under different names and titles. Frequently foresight is integrated in company corporate strategies although not always called ‘foresight’. The chapter proposes a conceptual model of corporate foresight. This framework is based on a comprehensive analysis of theoretical and practical company experiences with corporate foresight. The model allows harmonizing results of corporate foresight with strategies at different levels, namely government, regional and industry which can be employed both by internal and external users.
In recent decades, the attention of researchers and policymakers has turned to state-owned enterprises (SOEs), in particular the role they play in science, technology and innovation and the methods they use to implement innovation strategies. In this paper, we look at Russian state-owned companies and their development plans, as well as the management tools they employ to forecast and prioritize technologies. Although most Russian SOEs rarely implement corporate foresight and technology roadmapping, certain successful cases are presented and discussed in the paper. Based on these case studies, we suggest a common structure of a technology roadmap that is suitable for SOEs.