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
Gaël Quéinnec

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 for the field of possibilities 68

6.5.2 What are the observable impacts? 69

6.5.3 The difficulty of assessing foresight 70

6.6 What deliverables? 71

6.6.1 For and with the intern 71

6.6.2 With external partners, according to a graduated scale of involvement, ranging from crossing visions to criticizing strategic marketing 71

6.7 What methods and resources? 71

6.7.1 Foresight requires a wide range of thinking and specific methods 71

6.7.2 Potential and experience 72

Chapter 7 Bouygues Construction, Committed to a Desirable Future 73
Virginie Alonzi

7.1 Context 73

7.2 Foresight at Bouygues Construction 74

7.2.1 The creation and missions of the foresight department 74

7.2.2 Our approach 74

Chapter 8 Brand Heritage, a Catalyst for Innovation and Transformation 79
Cecilia Ercoli

8.1 Introduction, the mission – what foresight? 79

8.2 Practice – which approach? 80

8.2.1 Methodologies used 80

8.2.2 More concretely, what kind of organization? What kind of project design? 81

8.3 Organic governance – how does the emergence of creation and innovation cope with the organization’s approval processes? 84

Chapter 9 Decathlon Perspectives: Shaping the Future with Collective Intelligence 87
Audrey Hespel

9.1 An explorer of possible and desirable futures 87

9.2 Decathlon’s various foresight experiments 88

9.3 Obstacles to avoid when using foresight 89

9.4 Tools and sources of inspiration 90

9.5 Potential disruptions and future trends 91

Chapter 10 Foresight at the Centre National d’Études Spatiales 93
Sébastien Lombard

10.1 Foresight methodologies and practices 94

10.2 Memory and foresight monitoring 96

10.3 Foresight and action 97

10.4 Influences for tomorrow 99

Part 3 Foresight at Universities 101

Chapter 11 From Founding Institution to Collaborative Foresight at the Université Catholique de Lille 103
Jean-Marc Assié And Louis-Marie Clouet

11.1 The founding institution of a forward-looking university 103

11.2 Foresight based on experimentation and innovation 104

11.2.1 Where “rapid transitions” cross ethics 104

11.2.2 Foresight of innovative ecosystems 105

11.2.3 Design, creativity and foresight 106

11.2.4 ECOPOSS “Osons l’éloge du futur” 106

11.3 The paradoxes of foresight 108

11.3.1 Short or long-term resource allocation? 108

11.3.2 Illegitimate foresight with regard to academic requirements? 108

11.3.3 How do you train in foresight? 109

11.4 “Embedded” foresight to serve the university’s missions 109

11.4.1 Reinforcing the teaching of foresight 109

11.4.2 Reinforcing the contribution of futures in action, in support of the university’s strategy 110

11.4.3 The coherent choice of a “work in progress” and collaborative approach 111

Chapter 12 Operational Foresight at the University of Strasbourg 113
Audrey Kost

12.1 Introduction 113

12.2 The foresight and strategy mission 113

12.3 Three key players in foresight at the University of Strasbourg 115

12.3.1 Catherine Florentz, Vice-President of foresight and strategic actions 115

12.3.2 Audrey Kost, Director of the foresight and strategy mission 116

12.3.3 Julien Weber, Strategy Consultant 117

12.4 Foresight at the University of Strasbourg 117

12.4.1 Practice at all levels 117

12.4.2 An approach that began with major projects 118

12.4.3 A dedicated department for an organic link between foresight and strategy 119

12.4.4 A first presidency seminar 119

12.5 In search of dedicated time 120

12.6 Monitoring and key sources 120

Chapter 13 Using Foresight to Drive Transformation: Building a Strategy After a Merger 121
Pauline Innegraeve

13.1 Shaking up the status quo 121

13.2 Filling in the gaps 122

13.2.1 Initial actions 122

13.2.2 Academic influences 123

13.3 Embarking on a journey in foresight 123

13.4 The risks of the journey 124

13.5 One pit stop before a new beginning 125

13.6 Any candidates for the journey? 128

13.7 The map room 130

Part 4 Local Authority Foresight 133

Chapter 14 Foresight and Public Action: The Case of Greater Lyon 135
Pierre Houssais

14.1 A basic question of public action: “where are we going?” 135

14.1.1 First experience in Saint-Étienne: political foresight to persuade 136

14.1.2 Grand Lyon: making foresight a cross-disciplinary tool for public action 137

14.2 A culture of foresight unique to the Lyon Metropolis 138

14.2.1 An old and still agile service 138

14.2.2 The common good rather than commonplace 141

Chapter 15 Rev3: A Regional Dynamic Combining Foresight and Action 143
Frédéric Motte

15.1 Introduction: qualifying rev3 143

15.2 Back to basics: Jeremy Rifkin’s master plan 144

15.3 Foresight and program documents to mark the life of rev3 146

15.4 Foresight and strategic documents as a general framework for action 148

Chapter 16 Isère 2030: Isère’s Administrative Project 151
Séverine Battin

16.1 Serving the public 151

16.1.1 From social worker to head of local authority 151

16.1.2 The local authority, a local community 152

16.2 Foresight, a necessity for local communities 152

16.2.1 An uncertain and complex environment 152

16.2.2 Changing perspective 152

16.2.3 Collectively preparing for change 153

16.3 Implementing the approach 154

16.3.1 An exploratory approach for the community 154

16.3.2 Staying alert: foresight monitoring 156

16.4 Foresight in the present 157

16.4.1 “Isère 2030”, the backbone of the administrative project 157

16.4.2 Spreading the culture of foresight 158

16.4.3 Appropriation by teams, a catalyst for change 159

16.4.4 Conditions for success and obstacles 159

Chapter 17 Social Cohesion and Solidarity in the Pyrénées-Atlantiques in 2040 161
Jean-Jacques Lasserre

17.1 Territorial foresight initiated by Jean-Jacques Lasserre, President of the Pyrénées-Atlantiques 161

17.1.1 A process led by elected representatives 161

17.1.2 The process of choosing the foresight question 162

17.2 A participatory foresight approach 167

17.2.1 A futures in action participatory workshop 167

17.2.2 What next? 169

Reflection and Perspective on Foresight 171
Carine Dartiguepeyrou

Conclusion 179
Michel Saloff-Coste

References 185

List of Authors 197

Index 199