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Innovation and foresight should be two sides of the same coin. In the area of innovation, the concept of "responsible innovation" has emerged, signifying that innovation processes have to take into account ethical, social, and cultural considerations and changes. A better and more just society will not be created if we only give priority to technology and commerce. To make sure that responsible innovation has a positive and effective impact, it is important to develop "responsible foresight," that is, a combination of "responsible futures" and a responsible foresight process. In particular, images of the images of the future have to be inspiring, both experts and nonexperts are involved and it has to be made sure that the use of foresight in innovation is not merely a cosmetic exercise.

PurposeThis paper aims to describe three major difficulties with dealing with the future.Design/methodology/approachThe paper is an essay with limited use of literature.FindingsLooking to the future is difficult due to cognitive, social, business problems.Research limitations/implicationsNo empirical research was conducted.Practical implicationsSuggests that more practical training in futures research and testing ideas and plans against future trends is required.Originality/valueThe paper provides a broad view on difficulties of dealing with the future.

PurposeThe purpose of this paper is to illustrate how Dutch society is dealing with its history and why the past is a bad guide to the future.Design/methodology/approachThe paper is a desk research based on newspaper articles and other literature.FindingsThe paper finds that Dutch society is strongly influenced by its history but past solutions for current societal problems that are based on historical analogies are wrong and even dangerous.Research limitations/implicationsThis paper is focused only on Dutch society. It would be interesting to see whether the Dutch situation is also applicable to other Western European countries.Practical implicationsTo make the Dutch society more future‐oriented there are four recommendations: make "the future" a subject in schools; extend the Dutch government mandates to eight years; force managers and politicians to measure their investments, plans and ideas against future developments; and the foundation of a future museum and a canon for the future.Originality/valueMost futures researchers do not oppose history as a guide to the future because they often (wrongly) see the past as a source of information and knowledge that can serve the future.

This book is about the role and impact of future explorations
in the Dutch government landscape. It presents
a diverse range of future explorations and thus shows the broad
instruments that advisory councils and public knowledge institutions
have developed to deliver future-proof information.
The contributions in this publication are from eleven public knowledge institutes
and advisory boards that carry out future research themselves
and publishing: the Advisory Council for Science, Technology and
Innovation (awti), the Central Bureau for Statistics (cbs),
the Genetic Modification Committee (cogem), the Central
Planning Bureau (cpb), the Royal Dutch Meteorological
Institute (knmi), the Netherlands Environmental Assessment Agency (PBL),
the Rathenau Institute, the National Institute for Public Health
and Environment (rivm), the Social and Cultural Planning Office (scp), the
Foundation for the Future of Technology (stt) 1 and the Scientific
Council for Government Policy (wrr). On the basis of
recent explorations of the future, per chapter as a case
be elaborated will be different methods and techniques
are presented that they use to get a grip on the
future. Here insight is given into the way in which
future explorations find their way to the Dutch
political decision-making and the impact they have. - Dit boek gaat over de rol en de impact van toekomstverkenningen
in het Nederlandse overheidslandschap. Het presenteert
een divers palet aan toekomstverkenningen en toont zo het brede
instrumentarium dat adviesraden en publieke kennisinstellingen
hebben ontwikkeld om toekomstbestendige informatie te leveren.
De bijdragen in deze publicatie zijn van elf publieke kennisinstellingen
en adviesraden die zelf toekomstonderzoek uitvoeren
en publiceren: de Adviesraad voor Wetenschap, Technologie en
Innovatie (awti), het Centraal Bureau voor de Statistiek (cbs),
de Commissie Genetische Modificatie (cogem), het Centraal
Planbureau (cpb), het Koninklijk Nederlands Meteorologisch
Instituut (knmi), het Planbureau voor de Leefomgeving (pbl),
het Rathenau Instituut, het Rijksinstituut voor Volksgezondheid
en Milieu (rivm), het Sociaal en Cultureel Planbureau (scp), de
Stichting Toekomstbeeld der Techniek (stt)1 en de Wetenschappelijke
Raad voor het Regeringsbeleid (wrr). Aan de hand van
recente toekomstverkenningen, die per hoofdstuk als casus
worden uitgewerkt, zullen verschillende methoden en technieken
worden gepresenteerd die men inzet om grip te krijgen op de
toekomst. Er wordt hierbij inzicht gegeven in de wijze waarop
toekomstverkenningen hun weg vinden naar de Nederlandse
politieke besluitvorming en de impact die ze hebben.

The Dutch government has a large and diverse range of advisory councils and planning agencies that produce studies of the future as an input to the development of strategic government policy. The work of these organisations is important and relevant, as well as very diverse in terms of their approach to the future, the methodologies they use, and the topics on which they focus. In particular, they serve different users, who all use these studies for their own purposes. As a result, there is no 'one-size-fits-all' approach to designing a futures study. To deal with this variety, we use a contingency approach with which we set up a framework presenting different 'futures studies journeys' that relate different user goals to different approaches to the future, to different phases in policy-processes in which the futures study is used, and to different methods to be employed.

PurposeThis paper seeks to evaluate future studies in order to improve futures research.Design/methodology/approachCase studies were researched.FindingsThe current study of the future carried out by the Dutch Innovation Platform (responsible for innovation policy) resembles an old‐fashioned utopism whereas a study conducted in 1977 by the Dutch Council for Government Policy yields very interesting results.Research limitations/implicationsOnly two case studies have been researched.Practical implicationsLessons learned or the evaluation of former studies of the future can be very interesting and supportive but one must be aware that they are not golden rules for doing futures research in the future itself.Originality/valueAlthough futures researchers often look back at other studies of the future it remains an important activity in improving futures research.

AbstractCorporate foresight involves strategically exploring multiple potential futures and serves as a tool to guide organizational decision‐making processes. Despite its significance, a predominant focus on immediate, short‐term issues often characterizes the operational mindset of many companies. As a result, companies frequently encounter challenges in achieving organizational ambidexterity—the ability to balance and leverage both the exploitation of current capabilities and the exploration of new opportunities in the future. In this paper, we propose a theoretical investigation of corporate foresight. We develop a conceptual framework that delineates different relationships between corporate foresight and organizational ambidexterity, providing a structured approach to understand how these concepts interact and influence each other. Our framework proposes three ways corporate foresight can significantly enhance ambidexterity within organizations. First, corporate foresight can be pivotal in identifying and analyzing future trends and disruptions, which can inform strategic decision‐making. Secondly, corporate foresight can better align an organization's long‐term strategic goals and short‐term operational objectives, thus enhancing ambidexterity. Finally, corporate foresight can bridge different organizational units, promoting collaboration and knowledge sharing, aiding in developing a holistic approach to strategic planning that encompasses daily operational excellence and future‐oriented strategic posture.