by Tom Graves
ABSTRACT
Whilst large organisations need foresight, they are also notorious in their bias for short term thinking, sometimes rejecting or even suppressing foresight. This paper describes a variety of ‘stealth’ techniques to embed foresight methods and models within mainstream business and strategy-development processes as a means to support internal innovation and summarises experience gained in applying these techniques in Australia across a range of industries and government portfolios.(continue…)