Abstract
There are approximately as many anticipation methods as there are companies and organizations that conduct anticipation. The basic tools, such as scenarios and Delphi, trend analysis, megatrend listing and so forth, are used, but each organization brings its own piquant nuance to the anticipation. In the end, anticipation is team work that is influenced by the people’s work methods and topics of interest.
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Notes
Daheim, C. & Uerz, G. (2006) Corporate Foresight in Europe, Ready for the Next Steps? Paper prepared for the Second International Seville Seminar on Future-Oriented Technology Analysis: Impact of FTA Approaches on Policy and Decision making. http://www.z-punkt.de/fileadmin/be_user/D_Publikationen/D_Arbeitspapiere/Corporate_Foresight_in_Europe.pdf, retrieved 26 November 2011.
Becker, P. (2002) Corporate Foresight in Europe: A First Overview, ftp://ftp.cordis. europa.eu/pub/foresight/docs/st_corporate_foresight_040109.pdf, retrieved 26 November 2011.
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© 2013 Elina Hiltunen
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Hiltunen, E. (2013). How and Why Is Anticipation Done in Organizations?. In: Foresight and Innovation. Palgrave Macmillan, London. https://doi.org/10.1057/9781137337702_6
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DOI: https://doi.org/10.1057/9781137337702_6
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