2019, Peter, Marc K., Peter, Marc K.

2019, Peter, Marc K., Schreiber, Deborah A., Berge, Zane L.

There are numerous advantages to adopting a foresight-centric approach to strategy management. In addition to formal output from the process, PF has shown that there is a strong link between foresight and innovation as a foresight-centric planning process, which reflects more open debate and reveals more divergent scenarios for consideration. Through the open conversations (i.e., community-of-practice), employees are more willing to present and debate ideas across all levels of the organization, in turn re-energizing strategic debate and supporting innovation. Quantifiable output from foresight in 2005/2006 includes the development of two scenario-based future “worlds”. The executive team acknowledged that these are the two scenarios which are used as a basis to test the bank’s strategic plans and organization’s readiness for change. After long debates and many workshops, management defined a list of actions required under each scenario, but decided to implement the changes required to prepare for the “convenience” world.

2019, Peter, Marc K., Ruf, Alessia, Zahn, Carmen, Peter, Marc K.

2019, Bumann, Jimmy, Peter, Marc K., Verkuil, Arie Hans, Hinkelmann, Knut, Aeschbacher, Marc