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Some of the uses of foresight project outputs involved internal and external communication.
The tables include some interview comments because these comments revealed more details about the uses of foresight.
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Since the global financial crisis, there has been a renewed interest in the UK and other countries in the use of foresight processes to help identify technologies and sectors with long-term growth potential.
Table 9 contains the practitioners' responses that described the use of foresight to address human limitations that could affect the corporation and substantiate the use of foresight.
The initial focus was developing understanding of the use of foresight at the represented corporations.
The use of foresight, or future studies, is well documented in the literature.
The focus of the interest of the authors was also the use of foresight results in companies (3c).
Actually, this use of foresight as a support to research agenda building is seldom but legitimate [43, 44].
Table 1 includes the background data describing the interviewees, their foresight experience, and the use of foresight in their respective corporations.
We used the first interview question to elicit the practitioners' knowledge about the strategic and/or tactical purpose(s) underlying their corporation's adoption or use of foresight.
To date, the OECD Government Foresight Community (GFC) network has identified four types of barriers to the development and use of Foresight – cognitive, cultural, behavioural and institutional.
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