Bunching future knowledge and future competence in the organization

Companies often dispose of a huge arsenal which allows monitoring the implementation of a strategy (controlling). Once the direction is determined, the main focus is set on the implementation of the concluded actions. Extremely rarely it is checked whether the latest strategy is still in accordance with the expected development of the environment. As a result, we are often surprised by sudden market changes. This knowledge gap can be closed with strategic early detection in the context of "Corporate Foresight-Processes".

Strategic early detection complements the strategic controlling

The "traditional" strategic controlling needs to be complemented with a strategic early detection process. It contains the continuous monitoring of a companies’ environment and the linkage of these environmental information to the strategy process. As a result, the strategy development delivers targets for important monitoring fields (strategy premise). On the other hand the early detection process gives continuously new information which need to be considered in the strategic planning process.

Scenarios as a basis for early detection processes  

The early detection process optimally builds on the pre-developed external scenarios which can be further monitored and developed through a Scenario-Controlling. Through the early detection, the punctual dealing with the future in a scenario project can seamless be translated into a continuous future process.

Cross-departmental Foresight-Processes

More and more companies and organizations bunch their future knowledge in cross-departmental foresight processes. Therefore, terms as future management, corporate foresight or trend analysis will be used. Scenarios were developed and became a central tool of such overarching future processes. ScMI supports countless well-known customers in the context of Foresight-Processes and offers, beyond a traditional development and implementation of scenarios, these following features:

Conception of Foresight-Processes
ScMI supports companies with the conception and implementation of Foresight-Processes. In the introduction of the process, one often has to determine the monitoring fields and eventually the definition of pilot areas. Later on the determination of organizational structures and processes, the definition of reporting formats as well as the coaching of future competence has the highest priority.
Scenario monitoring
In this part we answer the question about which scenarios best match the desired or expected futures. As a result of the comparison with the current scenarios, desired or expected changes evolve. These results are visualized in a ‘map of the future’ in order to perceive the path of development.
Scenario Review means to readjust existing scenarios without undertaking a complete reinvent of scenarios. Questions like the following might occur: Did latest developments unfold completely new influences? From today’s view, what do you think is possible? In long-term cycles we check the validity and the actuality of the monitored scenarios.
Trend-Management contains the continuous identification, documentation and interpretation of mostly qualitative trend information made by a foresight team. Precondition for this is a systematic analysis and distinction of the relevant environment. The possibilities for Trend-Management start from a content oriented trend workshop, over to a profound trend analysis and finally to a creation of trend studies.

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