Capabilities-driven Innovation Management

At IAMOT 2015 a research paper was presented by Louis Bouwer entitled “Conceptual framework to manage the innovation ecosystem”.

The identified problem is that at least 50% to 60% of corporations are still very unsuccessful with the implementation of innovation management within their organizations for various possible reasons: many are still in the infancy stage of their implementation effort; they underestimated the complexity and scope; or there exists a knowledge gap.

Therefore, the research’s primary aim was to develop a theory that can guide corporations with the management of innovation and increase the level of success with innovation output, competitive advantage, growth and the generation of wealth for employees, shareholders and all other stakeholders.

On top of this the study sheds an interesting light on motivational drivers and challenges for strategic innovation.

The paper can be found on the IAMOT Conference proceedings papers list. (P085).

FuturesThinking in Flanders’ Firms still immature.

Our view :  Results from a recent ETION survey indicate that FuturesThinking in Flanders’ Firms is still immature and concrete action is required.   As far as foresight capabilities are concerned there is a need to go beyond SWOT and brainstorming.   To be successful Corporate Foresight requires a structured and continuous approach.

About the ETION study
From megatrends to fashion trends. Each branch or public policy domain has its own trend reports describing the bigger and smaller evolutions shaping the future. As organizations rely on the environment for their success, gaining insight in current and future developments in their ecosystem can be very useful.

To what extent are firms looking forward in order to anticipate the future? And what are the trends and developments that really matter for companies? These were the two central questions in an ETION survey they conducted in companies in Flanders and Brussels.
It is often said that our society changes fast and disruptively. Looking forward by imagining the future before it develops itself, can foster a proactive approach to these changes. Therefore the ETION study also looked into the practice of futures thinking in the business world: what methods are used, ref. below diagram.


Platform Value Now Initiative

The Platform Value Now project funded by Finland’s Strategic Research Councilwill focus on understanding the fast emerging platform ecosystems, their value creation dynamics and requirements of the supportive institutional environment. They will analyze ecosystems with systems tools and develop new methods for platform-centric ecosystems management. Data collection is based on active scanning of global technology and platform ecosystems and fast solution oriented case experiments with Finnish corporations and policy planners. The aim of the project is to operationalize the collected understanding into a Platform Profile framework that will enable more efficient method and tool development for ecosystem management.

Read more on their website.

The Foresight Guide

The Foresight Guide provides information about foresight and prepares readers to create, anticipate, and manage the future by understanding foresight and the tools that professionals use to better work with the future. The Foresight Guide includes survey answers from members in a 3,500+ professional network (including ourselves), lists of resources and websites for more information, and suggestions on how to get started or expand your own foresight career or successfully implement foresight thinking in your current profession. The Foresight Guide is a first of its kind e-book written by FERN co-founder John Smart with chapters by Josh Davis, Susan Fant and Anna-Leena Vasamo.

Review the guide.

In case you are in need of further guidance, tailored training, hands-on workshops or coaching, please do not hesitate to contact us.

The hard evidence – Business is slowing down

An eye opener, data from a top corporate consultant shows where—and why—decision-making is getting clogged.   My personal view is that many organizations are trying to solve today’s organizational issues with yesterday’s solutions.   Undoubtedly we are facing an ever increasing complex and unpredictable world requiring a fundamental rethink of how organizations are run.   The article referenced to illustrates this by clear evidence.

Read the full article

Corporate foresight: an emerging field with a rich tradition

In view of situating  Corporate Foresight as discipline we found the historical analysis made  by Rohrbeck, R., C. Battistella and Eelko K.R.E. Huizingh 2015 Corporate Foresight: An Emerging Field with a Rich Tradition. Technological Forecasting and Social Change, forthcoming, very interesting.    Hence we copied their summary into this blog.   More on the full publication can be read at the Future orientation website.

Historically we can distinguish four main phases.

1950s: birth of the field

Corporate foresight emerged as a research stream in the 1950s. The new field had two main roots. The first was the French ‘prospective’ school, founded by the philosopher and Continue reading