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Keywords Organizational structures, Generics, Diagnostic testing, Design, Optimization techniques, Australia
Abstract A generic foresight process framework is outlined, based on prior independent work by Mintzberg, Horton and Slaughter. The framework was developed as part of a work carried out by the author during the introduction of foresight into the formal strategic planning of a public-sector university in Australia. The framework recognises several distinct phases, leading from the initial gathering of information, through to the production of outputs intended as input into the more familiar activities of strategy development and strategic planning. The framework is also useful as a diagnostic tool for examining how foresight work and strategy are undertaken, as well as a design aid for customised foresight projects and processes. Some observations and reflections are made on lessons learned from a two-and-a-half year engagement as an organisationally-based foresight practitioner.
Introduction
This paper describes a generic foresight process framework developed as part of the introduction and implementation of foresight into an organisation with pre-existing strategy development and strategic planning activities. It has proven to be very useful as a practical tool for clarifying to organisational personnel at all levels the important inter-relationships and distinctions between these three types of activity. In addition, the framework has also proven to be very useful as a practical tool for diagnosing where and how certain approaches to foresight and strategy work may need improvement or refinement. It has been useful both for understanding and evaluating the manner by which different methodologies may be combined, and as a basis for designing new and innovative methodological processes, practices and interventions tailored to specific organisational circumstances. Reflections and observations on some key learnings which have stemmed from this work are made throughout.
An underlying objective of this paper is to report back to the foresight practitioner community on a specific instance of practical foresight implementation. The framework described here flows from an adaptation of existing theory and methodology, and is designed to support and stimulate the emergence of new ideas for foresight praxis. As such, this paper represents an attempt to "close the loop" of action research (Senge and Scharmer, 2001), something which is necessary for the continued growth and health of foresight as a specialised and professional knowledge discipline....