Table 5 includes the various ways companies, divisions, or departments addressed foresight outputs internally; and Table 6, as external uses of the foresight outputs.
Practitioners might track some foresight outputs but were aware of others which were not tracked (I07, I10).
Foresight outputs include policy recommendations based on trend analysis, identification of underlying forces, and generation of likely scenarios [30].
Five of the 14 interviewees (I01-6: thremployeesees and two consultants) expressed frustration regarding their lack of awareness regarding whether or how foresight outputs were used.
Relationships are critical to (a) maintain the support of senior leaders, (b) understand stakeholder interests, (c) ensure that something happens with the output of the foresight project, (d) overcome departmental resistance, and (e) maintain contact with departments utilizing foresight outputs.
Some of the uses of foresight project outputs involved internal and external communication.
Practitioners also used foresight product outputs in conferences, publications, with suppliers, and as influences for deciding company acquisitions.
Actions included organizational changes, introduction of new products or product variations, new research and development projects, and inclusion of foresight project outputs such as reports, presentations, recommendations, in departmental plans.
Interviewers were asked to assess the impact of UK Foresight (its immediate outputs and influence on medium to long-term policy making) and the effectiveness of process management.
Tables 5, 6, and 7 include ways corporations use the outputs of foresight.
