Stealth Foresight for Innovation: Creating Support for Creative Change in Large Organisations in Australia

by Tom Graves


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…)

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