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Can strategic foresight and creativity tools be combined? Structuring a conceptual framework for collective exploration of the unknown

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  • Sophia El Kerdini

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Sophie Hooge

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

Abstract

This paper focuses on the first stages of the innovation process within the Fuzzy Front End activities and illustrates the contribution of creativity in strategic foresight activities through the analysis of a collaborative research led in partnership with the dedicated team of a global French carmaker. The paper investigates the findings of the literature to highlights the importance of the individual level toward the collective collaboration in futures studies and in particular in the strategic foresight activities. We shed light on the issue to build a conceptual collective framework that enables to explore the unknown. Main managerial implications of such framework are twofold: 1/ in structuring new and shared knowledge and 2/ in expliciting the benefits of joined creativity and strategic foresight.

Suggested Citation

  • Sophia El Kerdini & Sophie Hooge, 2013. "Can strategic foresight and creativity tools be combined? Structuring a conceptual framework for collective exploration of the unknown," Post-Print hal-00824348, HAL.
    • Handle: RePEc:hal:journl:hal-00824348
    Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-00824348v1
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    File URL: https://minesparis-psl.hal.science/hal-00824348v1/document
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    References listed on IDEAS

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    1. Vecchiato, Riccardo, 2012. "Environmental uncertainty, foresight and strategic decision making: An integrated study," Technological Forecasting and Social Change, Elsevier, vol. 79(3), pages 436-447.
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    4. Franco, L. Alberto & Meadows, Maureen & Armstrong, Steven J., 2013. "Exploring individual differences in scenario planning workshops: A cognitive style framework," Technological Forecasting and Social Change, Elsevier, vol. 80(4), pages 723-734.
    5. David J. Teece & Gary Pisano & Amy Shuen, 1997. "Dynamic capabilities and strategic management," Strategic Management Journal, Wiley Blackwell, vol. 18(7), pages 509-533, August.
    6. Philippe Durance & Michel Godet, 2010. "Scenario building: Uses and abuses," Post-Print hal-02864615, HAL.
    7. Hoopes, Townsend, 1963. "Creativity: Key to organizational renewal," Business Horizons, Elsevier, vol. 6(4), pages 35-42.
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    Cited by:

    1. Jason Jihoon Ree & Kwangsoo Kim, 2019. "Smart Grid R&D Planning Based on Patent Analysis," Sustainability, MDPI, vol. 11(10), pages 1-25, May.
    2. Sophie Hooge & Albert David, 2014. "What makes an efficient theme for a creativity session?," Post-Print hal-00987220, HAL.

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    Keywords

    strategic foresight; conceptual framework; creativity;
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