To read the full version of this content please select one of the options below:

Strategic foresight: state-of-the-art and prospects for Russian corporations

Konstantin Vishnevskiy (Head of Department for Private-Public Partnership in Innovation Sector, Institute for Statistical Studies and Economics of Knowledge, National Research University Higher School of Economics, Moscow, Russia)
Dirk Meissner (Deputy Head of the Laboratory for Science and Technology Studies, Institute for Statistical Studies and Economics of Knowledge, National Research University Higher School of Economics, Moscow, Russia)
Oleg Karasev (Deputy Director of the Foresight Centre, Institute for Statistical Studies and Economics of Knowledge, National Research University Higher School of Economics, Moscow, Russia)

Foresight

ISSN: 1463-6689

Article publication date: 14 September 2015

Abstract

Purpose

The aim of this paper is to develop a specific strategic foresight methodology and integrate this into roadmapping which is suitable for corporations. To date, reasonable practical experience has been accumulated, but there is a lack of a comprehensive conceptual approach for using strategic foresight and roadmapping to solve management problems.

Design/methodology/approach

This approach integrates corporate strategic foresight and roadmapping in several stages. During the foresight phase, the authors create scenarios of long-term development determined by long-term macro trends and challenges to identify “points of growth” and system of priorities for company growth. A strategic roadmap enables the company to form a “corridor” for specific projects and create a long-term action plan to implement the priorities identified in the first phase. Using a project roadmap makes it possible to ensure the implementation of a specific project, defining a system of goals, the necessary measures, their timing and financing, as well as indicators to assess their effectiveness.

Findings

The core result of the suggested methodology is a set of possible trajectories of innovation development, reflecting the whole technological chain involving R & D – technology – product – market. Each path involves a sequence of organizational actions and key decision-making points that are necessary to be taken to introduce new technological solutions and develop innovation products with new features to the customer/user. These routes support decision-making in such fields as the choice of the product line, establishment of new partnerships with developers of innovation technologies, decisions regarding “insourcing-outsourcing” and the requirements for relevant scientific and technological breakthroughs. It allows corporations to create strategies for commercializing innovation products.

Originality/value

The methodology proposes to integrate the results of foresight studies and in roadmaps and finally in business planning, adopting innovative strategies and management decisions. It contributes to the development of common principles and approaches to the subject, while taking account of company-specific features that can significantly affect the decision-making mechanism. The methodology is applicable to foreign and Russian companies when creating innovative strategies and management decisions based on the results of foresight.

Keywords

Citation

Vishnevskiy, K., Meissner, D. and Karasev, O. (2015), "Strategic foresight: state-of-the-art and prospects for Russian corporations", Foresight, Vol. 17 No. 5, pp. 460-474. https://doi.org/10.1108/FS-11-2014-0075

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited