Abstract
Strategic foresight activities allow companies to identify weak signals of change and react to opportunities and threats in their environment. This chapter describes the strategic foresight practices of Deutsche Telekom and their relation to the innovation and applied R&D activities. Differentiating between continuous foresight (undirected scanning of the environment) and project-based foresight (issue driven), methods, tools, and processes are described. Activities include consumer foresight, competitor foresight, and technology foresight.
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Arnold, H., Erner, M., Möckel, P., Schläffer, C. (2010). Strategic Foresight. In: Arnold, H., Erner, M., Möckel, P., Schläffer, C. (eds) Applied Technology and Innovation Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-540-88827-7_3
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DOI: https://doi.org/10.1007/978-3-540-88827-7_3
Publisher Name: Springer, Berlin, Heidelberg
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