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Foresight practitioners should always assume that corporate managers and executives are not familiar with foresight concepts.
Develop a corporate-friendly language in order to translate foresight concepts and project results into action steps managers can understand and implement.
Foresight concepts are not a part of the curriculum in business schools nor are part of the day-by-day activities of managers.
This same practitioner noted that foresight theory, concepts, and processes are sometimes too complicated for non-practitioners in the company and need a "corporate language" instead.
The concept foresight has a similar broad content though foresight stresses more the pragmatic side of futures studies and is defined as a systematic debate about different futures see e.g., [7, 9] or [33].
The practice and concept of foresight have developed over several decades.
The article explores the co-evolution of the academic field of innovation studies and the practice and concept of foresight.
This paper clarifying the concept of Foresight 2.0 and emphasizing the importance of participation as a design criterium within that concept.
In addition to empirical work, they analysed the strategy literature on core competencies to underline that the list of core competencies of organisations' (pathfinding4) from Turner and Crawford [48] parallels to a great extent with the concept of foresight.
This paper discusses the need for a shift towards more Foresight-based inclusive innovation processes and introduces the concept of "Innovation Foresight" (IF) in this respect.
In contrast to other concepts, adaptive Foresight proposes a "protected space" for the alignment of Foresight and policy.
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