Results 261 to 270 of about 40,058 (310)

???????????????????????? ???????????????????????? ?????????????????????????? ????????????????: ???????????????? Foresight

2013
?? ???????????? ???????????????????? Foresight-???????????????? ??? ???????? ???? ?????????????????? ???????????????????? ???????????????????????????? ???????????????????????? ???????????????? ?????????? ??????????????????. ???????????????????????? ???????????????????????? ?? ???????????????? ??????????????-??????????????????, ?????????????????????? ???
Ian Roberge, Bethan Dinning
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The anatomy of foresight traps [foresight management]

IEEE Micro, 2005
No companies ever escape foresight traps. Foresight traps are inevitable because the ingredients for them are everywhere. Every trap has a technical or commercial surprise as part of the explanation. A new environment raises unfamiliar issues with established firms. Managing uncertainty often generates conflicts within a firm. Foresight traps can arise
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Foresight - seven paradoxes

International Journal of Technology Management, 2001
Hidden beneath the surface of the fury of the current flurry of institutional national foresight activity are many paradoxes. Seven such paradoxes are explored in this paper in order to expose some myths and some conveniently ignored aspects of institutional foresight.
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Foresight in corporate organisations

Technology Analysis & Strategic Management, 2009
Strategy formulation is strictly intertwined with the analysis of the likely evolution of the business environment, in order to detect promptly the opportunities and the threats brought about by emerging trends and to deal with them properly (strategic foresight). Today many companies put much effort into strategic foresight, and also in the literature
VECCHIATO, RICCARDO, ROVEDA, CLAUDIO
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