How technological foresight can prepare your company for the future – episode two
Vlerick Insight Talks: Professor Martin Butler meets futurist Doris Viljoen
By Martin Butler
Professor of Management Practice
Companies constantly need to look ahead to keep pace with unforeseen market shifts, new trends or technological developments. We tend to talk and think about the future as if there’s only one way forward. But if we let go of this narrow mindset, we can imagine multiple plausible futures that could unfold. Technological foresight provides a framework to think about these possible futures in a structured and constructive way. It’s not about predicting a pre-determined technological future but about exploring how technologies could impact the future in different ways.
Diving into this fascinating subject are Martin Butler, Professor of Digital Transformation at Vlerick Business School, and futurist Doris Viljoen. Doris is the Director of the Institute for Futures Research at Stellenbosch Business School – and she’s a Senior Lecturer in Futures Studies, teaching modules on the Principles of Futures Studies, Scenario planning, Organisational Foresight, Managing Foresight Projects, and Foresight Tools and Techniques.
How technological foresight can prepare your company for the future – episode two
In this second episode in a series of two, Doris talks about how to get started with technological foresight by breaking the process down into phases. She also emphasises the importance of cultivating curiosity and experimenting with innovative solutions. She concludes by stressing the responsibility to consider the impact of decisions on future generations.
Doris breaks down the foresight process into three phases: sensing, making sense, and change-making. Sensing involves having formal systems and processes to bring relevant information into the organisation. This includes both appropriate and seemingly inappropriate data to avoid surprises from adjacent industries. Making sense requires dedicated time for playful exploration without fear of being wrong. Change-making involves developing those scenarios and considering actionable steps, such as implementing new policies or cancelling certain products based on insights gained.
To initiate the process, Doris suggests overcoming the fear associated with technology by playing with new ideas and speaking with others within the organisation who may already be experimenting with innovative solutions. She emphasises the importance of cultivating curiosity and fostering relationships within the organisation to uncover insights that senior management may not be aware of.
Regarding the value of foresight activities, Doris highlights the importance of expanding insights, enhancing decision-making capabilities, and creating agility to navigate multiple potential futures instead of just one. She stresses the need for strategies that remain robust across various scenarios and information systems that can alert organisations to shifts in direction.
Lastly, Doris underscores the responsibility to consider the impact of decisions on future generations and advocates for regenerative practices rather than merely sustaining existing environmental damage. She emphasises the need for organisations to take this responsibility seriously and shift towards practices that actively improve the ecosystem.