Corporate Foresight in a Global Enterprise - A Case Study Approach

Abstract

The global business environment is becoming increasingly complex and unpredictable due to rapid technological change, shifting consumer expectations, environmental challenges, and geopolitical instability. As a result, the need for long-term thinking has become more urgent than ever. To navigate this, corporate foresight has emerged as a strategic tool that enables organizations to identify, interpret, and act on signals of future change. This thesis investigates the role of corporate foresight in shaping strategic decision-making within a large, global enterprise. Specifically, the study explores how foresight activities are conducted and connected to strategy in a multinational company operating in the automotive sector. The study follows a qualitative single case study approach based on semi-structured interviews with employees engaged in foresight and strategy within the organization. The empirical findings show that corporate foresight is conducted centrally within the case organization on an annual basis, guided by a partially structured process. While insights are shared across the organization, the process ends at the point of presentation and foresight is not linked to strategy in any formal way. This disconnect is explained by structural and cultural factors, including the absence of formalized frameworks, a lack of tailored insights for specific business units, weak connections between insights and measurable business value and a misalignment between long-term foresight objectives and the short-term priorities of individual divisions.