Peter, Marc K.Schreiber, Deborah A.Berge, Zane L.2024-05-152024-05-152019978-3-319-94922-2978-3-319-94923-910.1007/978-3-319-94923-9_6https://irf.fhnw.ch/handle/11654/42537There 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.en330 - Wirtschaft04A - Beitrag Sammelband113-132