Strategic Foresight Primer¶
OECD. (2010). Strategic Foresight Primer.
Cited by¶
7 citations across 5 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Future Wheel
- As the OECD (2010) Strategic Foresight Primer notes, in corporate strategy the typical depth is more modest (two to three orders) because the decision-relevant time horizon is usually shorter and the direct-effect causal chains more industry-contained.
This sourceCodifies institutional foresight practice; broadly supports the claim that corporate-strategy consequence exploration typically runs to a more modest depth (two to three orders) than policy work because the decision-relevant horizon is shorter and causal chains more industry-contained. (Spot-check: marker generalization about typical per-domain depth is illustrative of OECD foresight guidance rather than a verbatim OECD finding.)
- As the OECD (2010) Strategic Foresight Primer notes, in corporate strategy the typical depth is more modest (two to three orders) because the decision-relevant time horizon is usually shorter and the direct-effect causal chains more industry-contained.
- Futures Literacy
- In civil-service training, consistent with the OECD (2010) Strategic Foresight Primer, the transfer emphasizes policy-foresight capability, integrating STEEP/PESTLE analysis, scenario methods, and cross-impact analysis.
This sourceCodifies horizon-scanning and weak-signal governance for institutional foresight; supports the claim that civil-service foresight integrates STEEP/PESTLE, scenario methods, and cross-impact analysis.
- The shared structure across contexts is capability development through structured experiences that exercise anticipatory use; the distinctions lie in the specific methods and contexts emphasized.
This sourceCodifies STEEP/PESTLE analysis, scenario methods, and cross-impact analysis as core civil-service policy-foresight competencies; supports the knowledge-transfer claim about policy-foresight capability. (Same work as oecd-2010; the prime keeps two keys for the two distinct citing sentences.)
- In civil-service training, consistent with the OECD (2010) Strategic Foresight Primer, the transfer emphasizes policy-foresight capability, integrating STEEP/PESTLE analysis, scenario methods, and cross-impact analysis.
- Horizon Scanning
- T2: Scan-perimeter breadth vs depth of significance assessment.
This sourceCodifies horizon-scanning and weak-signal governance practices for institutional foresight functions, including watchlist cadence, promotion/retirement criteria, and integration with decision-making.
- T2: Scan-perimeter breadth vs depth of significance assessment.
- Weak Signals & Emerging Issues
- … for the administrative, archival, and meta-analytic work that keeps a weak-signal watchlist functional and honest over time, a governance pattern the OECD (2010) codifies in its Strategic Foresight Primer as the cadence-and-discipline backbone that converts ad-hoc scanning into an institutionalized capability.
This sourceCodifies horizon-scanning and weak-signal governance practices for institutional foresight functions, including watchlist cadence, promotion/retirement criteria, and integration with decision-making.
- The watchlist-governance structure — signal registry, aging rules, promotion/retirement discipline — is the operational core of horizon-scanning systems as the OECD (2010) primer describes them, distinguishing institutionalized practice from ad-hoc speculation.
This sourceSpecifies the registry-and-cadence governance structure that distinguishes institutionalized horizon-scanning from ad-hoc speculation.
- … for the administrative, archival, and meta-analytic work that keeps a weak-signal watchlist functional and honest over time, a governance pattern the OECD (2010) codifies in its Strategic Foresight Primer as the cadence-and-discipline backbone that converts ad-hoc scanning into an institutionalized capability.
- Wild Cards
- wild cards feature regularly in foresight deliverables targeting whole-of-government planning.
This sourceCodifies horizon-scanning and weak-signal governance practices for institutional foresight functions, including watchlist cadence, promotion/retirement criteria, and integration with decision-making.
- wild cards feature regularly in foresight deliverables targeting whole-of-government planning.
Verification¶
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