Futures in Action -

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Résumé :

Author Presentation xiii

Introduction xxiii
Carine Dartiguepeyrou And Michel Saloff-Coste

Part 1 The Foresight of Futurists 1

Chapter 1 How to Build Futures Consciousness and Resilience for Operational Foresight 3
Sirkka Heinonen

1.1 Introduction 3

1.2 Choice of approaches and methods for foresight in practice 4

1.3 Futures mean change - where and how to look for futures signals to build up futures resilience 7

Chapter 2 A Strategic Foresight Framework for Anticipating Uncertainties in Tourism Industry 11
Fawaz Abu Sitta

2.1 Introduction 11

2.2 Strategic planning versus strategic foresight 12

2.3 Uncertainty management framework 14

2.3.1 Framing 14

2.3.2 Understanding 15

2.3.3 Exploring 17

2.3.4 Realizing 19

2.3.5 Designing 24

2.3.6 Shaping 26

2.4 Recommendations 26

Chapter 3 Generative AI in the Newsroom: The Future of Journalism and Media 29
Sylvia Gallusser

3.1 Becoming a professional futurist 29

3.1.1 Career paths to becoming a futurist 29

3.1.2 From anxiety to driving force 31

3.1.3 Creating a professional foresight research practice 32

3.2 In action: applying foresight in action with a group of European journalists 34

3.2.1 Context of the request 34

3.2.2 A program of foresight in action 35

3.2.3 Challenges and key learnings 38

Chapter 4 Leading a New Path with Foresight in China 41
Lynn Lin And Bin Hu

4.1 Foresight's value is gradually being seen 41

4.2 Foresight practice demands a leap of faith 43

4.3 Fostering futures thinking as the foundation 44

4.4 Navigating foresight with patience and agility 45

4.5 Charting new business landscape in China with foresight 47

Chapter 5 Creating Desirable Futures 49
Carine Dartiguepeyrou

5.1 The specifics of foresight in action 49

5.1.1 Strategic foresight 50

5.1.2 Foresight questioning 51

5.1.3 Revisiting the foresight triangle 51

5.2 The futurist's tools: between tradition and innovation 52

5.2.1 The futurist's range 52

5.2.2 Monitoring 52

5.2.3 Shared challenges 53

5.3 Sociocultural foresight 55

5.3.1 The importance of values 55

5.3.2 Bias or futurist culture? 56

5.3.3 A cultural paradigm shift? 56

5.4 Personal considerations 57

5.4.1 An affinity for alterity and singularity 57

5.4.2 Uniting across divisions 58

Part 2 Foresight for Companies and Public Institutions 61

Chapter 6 Foresight at Michelin: Evidence and Reflections 63
Ga?l Qu?innec

6.1 The empirical meeting of new needs and qualifying resources 63

6.1.1 Collective foresight based on an influence approach 63

6.1.2 Reorganization creates a need to build visions 64

6.2 A predisposing career path 64

6.2.1 Training in the humanities 64

6.2.2 A career in strategic marketing 64

6.2.3 Operational and international legitimacy 65

6.3 My training in foresight 65

6.3.1 My main trainers and mentors: a bibliographical overview 65

6.4 Accelerators for a change in scale 66

6.4.1 First marker: the trend radar 66

6.4.2 Second marker: sustainable development metascenarios (SHAPES) 67

6.4.3 The increasing emergence of foresight in the company as a result of the Covid-19 pandemic, the war in Ukraine and other crises 68

6.5 Duty to warn, blind spot researcher, mental agility agent: what is the mission for Michelin foresight? 68

6.5.1 Purpose: preparing...

Sommaire:

Carine Dartiguepeyrou is a political scientist and independent futurist. A consultant and teacher, she is an associate researcher at the Universit? Catholique de Lille, France.

Michel Saloff-Coste founded and developed the Institut international de prospective sur les ?cosyst?mes innovants, the Direction de la prospective and the International Foresight Research Network (IFRN). He is now special advisor to the President of the Universit? Catholique de Lille, France and a consultant in management, strategy and communications.