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Veille stratégique en entreprise multinationale - Une étude de cas auprès de la Deutsche Telekom AG


  • Rohrbeck, Rene


English ------- In today’s fast changing environment large companies need to be fast and flexible to compete successfully against smaller, more agile competitors. Strategic Foresight encompasses a set of tools, processes and organisation forms that enable large companies to identify, assess, and act upon opportunities and threats, that have been identified by weak signals in the periphery. Companies using Strategic Foresight aim at enhancing their innovation capacity, manage disruptions, and shape the future by creating trends favourable to their business model or to their expansion strategy. Based on a literature review, we define a generic framework for the management of strategic foresight activities on the strategic, tactical and operational level and identify and discuss actors, methods and systems of strategic foresight. Furthermore building on an in-depth case study of the Deutsche Telekom Laboratories we shed light on the implementation of strategic foresight activities. Taking an exemplary project based on opportunities that have been identified by strategic foresight activities, we explore how the different insights have been combined to create the innovation concept and project proposal. We conclude that strategic foresight can successfully contribute to improving the innovation capacity of a firm by combining impulses from the market (customer needs) and technology (realization opportunities) perspective. French ------ Dans un environnement concurrentiel et en forte évolution technologique les grandes entreprises doivent réagir en temps réel pour s’imposer face à des concurrents petits et flexibles. La veille technologique propose des méthodes, des outils, des procédures et des formes d’organisation, qui permettent aux grandes entreprises, à partir de signaux faibles d’identifier et de traiter les opportunités et les risques. Les entreprises utilisant la veille stratégique améliorent leur capacité d’innovation, leur management de disruption et leurs capacités d'influencer l'avenir en jouant sur les tendances du marché qui sont favorables à leur stratégie d’expansion et leur « business plan ». A partir d’une analyse littéraire nous construisons un modèle, qui distingue les niveaux opérationnel, tactique et stratégique. Simultanément nous identifions les acteurs, les méthodes et les systèmes de la veille stratégique. Par une étude de cas élaborée avec les Laboratoires Deutsche Telekom nous discutons la mise en place de la veille stratégique. Grace à l’analyse d’un projet issu d’une impulsion de la veille stratégique, nous étudions la manière dont les informations de la veille ont été combiné pour générer un concept d’innovation et une proposition de projet. En conclusion nous pouvons montrer que la veille stratégique – en combinant des impulsions du marché (besoin du consommateur) et des impulsions technologiques (capacité de réalisation) – peut augmenter la capacité d’innovation.

Suggested Citation

  • Rohrbeck, Rene, 2007. "Veille stratégique en entreprise multinationale - Une étude de cas auprès de la Deutsche Telekom AG," MPRA Paper 5701, University Library of Munich, Germany.
  • Handle: RePEc:pra:mprapa:5701

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    References listed on IDEAS

    1. Rohrbeck, Rene & Arnold, Heinrich M. & Heuer, Jörg, 2007. "Strategic Foresight in multinational enterprises – a case study on the Deutsche Telekom Laboratories," MPRA Paper 5700, University Library of Munich, Germany.
    2. Kerstin Cuhls, 2003. "From forecasting to foresight processes-new participative foresight activities in Germany," Journal of Forecasting, John Wiley & Sons, Ltd., vol. 22(2-3), pages 93-111.
    3. Kwaku Atuahene-Gima & Felicitas Evangelista, 2000. "Cross-Functional Influence in New Product Development: An Exploratory Study of Marketing and R...D Perspectives," Management Science, INFORMS, vol. 46(10), pages 1269-1284, October.
    4. Katja Rost & Katharina Hölzle & Hans-Georg Gemünden, 2007. "Promotors or Champions? Pros and Cons of role Specialisation for Economic Process," Schmalenbach Business Review (sbr), LMU Munich School of Management, vol. 59(4), pages 340-363, October.
    5. Rohrbeck, Rene, 2007. "Technology Scouting – a case study on the Deutsche Telekom Laboratories," MPRA Paper 5699, University Library of Munich, Germany.
    6. Richard Makadok & Jay B. Barney, 2001. "Strategic Factor Market Intelligence: An Application of Information Economics to Strategy Formulation and Competitor Intelligence," Management Science, INFORMS, vol. 47(12), pages 1621-1638, December.
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    More about this item


    veille stratégique; veille concurrentielle; veille technologique; veille consommateur; analyse du futur; strategic foresight; competitor foresight; consumer foresight; technology intelligence; future studies;

    JEL classification:

    • M0 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - General
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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