At a time of ever-accelerating change, when more and more organizations find themselves operating in high-velocity environments, the ability to look ahead, prepare for the future, and help create it is more crucial than ever.
The book consists of ten papers written by leading authors from both sides of the Atlantic and from Asia, all of whom are distinguished scholars in the fields of strategy or organizational learning. The papers address four key issues: how organizational foresight can be conceptualized; how organizations make sense of themselves and their environments; how the capability for strategic foresight can be developed; and to what extent strategic foresight in organizations is possible.