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Anticipating and Managing Change in Large Organization Strategic Environment: Using Foresight and Organizational Policy to Enable Futures Literate Decision-Making

In: Futures Thinking and Organizational Policy

Author

Listed:
  • Anna Sacio-Szymańska

    (ITeE-PIB—Institute for Sustainable Technologies—National Research Institute)

  • Kacper Nosarzewski

    (4CF, Strategic Foresight)

Abstract

The chapter presents a comparative study of two cases. Case A refers to strategic foresight implemented in a large private company from the fast-moving consumer goods (FMCG) sector; in this instance, a producer of beverages. Case B portrays organizational foresight practices implemented in a scientific institution, which conducts applied research within manufacturing and maintenance fields. Both organizations are based in Poland and are of similar size. Both share the same motivation to uptake foresight as means of capturing technological change and supporting strategic investment decisions. It is the actual methodology of foresight, its outcomes and follow-up activities that differ to a great extent in the two entities. The reason to compare such diverse case studies of organizational foresight is to share valuable lessons learned, with a view to point out factors that do or do not allow an organization to take full advantage of internal foresight processes.

Suggested Citation

  • Anna Sacio-Szymańska & Kacper Nosarzewski, 2019. "Anticipating and Managing Change in Large Organization Strategic Environment: Using Foresight and Organizational Policy to Enable Futures Literate Decision-Making," Springer Books, in: Deborah A. Schreiber & Zane L. Berge (ed.), Futures Thinking and Organizational Policy, chapter 0, pages 133-155, Springer.
    • Handle: RePEc:spr:sprchp:978-3-319-94923-9_7
    DOI: 10.1007/978-3-319-94923-9_7
    as

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