Open Innovation: The New Imperative for Creating and Profiting from Technology

The following section, Management’s Discussion and Analysis of Operations, provides an overview of the consolidated financial statements of Fujitsu Limited (the “Company”) and its consolidated subsidiaries (together, the “Group”) for the year ended March 31, 2008 (fiscal 2007). Forward-looking statements in this section are based on management’s understanding and best judgment as of March 31, 2008.

Annual Report 2008

Corporate foresight: An emerging field with a rich tradition

This paper focuses on exploring the potential and empirically observable value creation of strategic foresight activities in firms. We first review the literature on strategic foresight, innovation management and strategic management in order to identify the potential value contributions. We use survey data from 77 large multinational firms to assess how much value is generated from formalized strategic foresight practices in these firms. We show that it is possible to capture value through an enhanced capacity to perceive change, an enhanced capacity to interpret and respond to change, influencing other actors, and through an enhanced capacity for organizational learning.

The Value Contribution of Strategic Foresight: Insights from an Empirical Study on Large European Companies

The value contribution of strategic foresight: Insights from an empirical study of large European companies

To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.

Strategic Foresight for Collaborative Exploration of New Business Fields

https://isiarticles.com/bundles/Article/pre/pdf/20151.pdf

Strategic foresight for collaborative exploration of new business fields

Networked foresight—The case of EIT ICT Labs

Along with the rise of the now popular ‘open’ paradigm in innovation management, networks have become a common approach to practicing innovation. Foresight could potentially greatly benefit from resources that become available when the knowledge base increases through networks. This article seeks to investigate how innovation networks and foresight are related, to what extent networked foresight activities exist and how they are practiced. For the former the Cyclic Innovation Model (CIM) is utilized as analytical framework and applied to three cases. The foresight activities are analyzed in terms of type, scope and role. The cases are a collaboration between government agencies and a research organization and two inter-organizational networks of different size. ‘Networked foresight’ is clearly observable in all three cases. Indeed, a networked approach to foresight seems to strengthen the various roles of foresight. However, the rooting and openness of foresight activities in the three networks varies significantly. The advantages that ‘networked foresight’ entails could be exploited to a much higher degree for the networks themselves, e.g., the broad resource base and the large pool of people with diverse backgrounds that are available. Furthermore, effective instruments for the re-integration of knowledge into the networks’ partner organizations are needed.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID2253266_code1455945.pdf?abstractid=2253266&mirid=4

Tobias Heger

Papers

Strategic Foresight for Collaborative Exploration of New Business Fields

Strategic foresight for collaborative exploration of new business fields

Networked foresight—The case of EIT ICT Labs

Towards Networked Foresight? Exploring the Use of Futures Research in Innovation Networks

Toward networked foresight? Exploring the use of futures research in innovation networks