Die gegenwärtige Zeit ist geprägt von rasanten und oft gleichzeitig stattfindenden Veränderungen und
Entwicklungen: Technologien wie Künstliche Intelligenz (KI), neue regulative Anforderungen wie die CSRD
oder der EU AI Act sowie gesellschaftliche und politische Herausforderungen sorgen für dynamische und
disruptive Zukunftsperspektiven mit spezifischen Anforderungen an die Resilienz und das
Innovationsmanagement. Die strategische Vorausschau (Foresight) gewinnt aus diesem Grund sowohl in
Unternehmen als auch in der Forschung zunehmend an Bedeutung.

Der Workshop „Foresight in Theorie und Praxis“ dient daher als Forum, um Akteure aus Unternehmen und
wissenschaftlichen Einrichtungen zusammenzubringen und Erfahrungswerte sowie Kooperationspotenziale
der strategischen Vorausschau zu diskutieren. Insbesondere soll dabei auch die Bedeutung der Informatik
für den Aufbau und die Weiterentwicklung eines Foresight-Prozesses berücksichtigt werden. 

Folgende Fragestellungen bieten eine Orientierung über die thematischen Schwerpunkte des Workshops:

1. Welche Forschungsansätze im Bereich Foresight existieren bereits? Wo gibt es weiteren
   Forschungsbedarf?
2. Wie werden Forschungsansätze derzeit bereits in der Praxis angewandt? Wodurch zeichnen sich
   diese aus und wo liegen die Grenzen?
3. Wie gestaltet sich strategische Vorausschau in Unternehmen? Wie unterscheidet sich diese in
   Großunternehmen und KMU?
4. Wie kann strategische Vorausschau in wissenschaftlichen Einrichtungen umgesetzt werden? Wo
   liegen Unterschiede zur unternehmerischen Herangehensweise, wo gibt es Gemeinsamkeiten?
5. Wie können digitale Technologien (z. B. IT-Anwendungen, KI) die strategische Vorausschau
   unterstützen und verbessern? Welche Ressourcen und Kompetenzen sind hierfür erforderlich?

Die Beiträge zum Workshop können verschiedene Aspekte von Foresight bzw. strategischer Vorausschau
behandeln. Mögliche Themen sind (nicht abschließend):

• Methoden der strategischen Vorausschau
• Anwendung von Foresight in Unternehmen
• Anwendung von Foresight in wissenschaftlichen Einrichtung
• Digitale Technologien zur Unterstützung von Foresight (z. B. KI, Big Data, Simulationen)
• KI und Foresight
• Simulationstechniken
• Datenanalysen/Datenmangement
• Szenariotechniken
• Trendanalysen
• Horizon Scanning
• Innovationsmanagement
• Organisatorische und kulturelle Herausforderungen der strategischen Vorausschau
• Regulatorische und ethische Aspekte von Foresight
• Unternehmensstrategie und Foresight
• Risikomanagement mit Foresight
• Best Practices und Praxisberichte

Zielgruppe des Workshops sind Forschende und Anwendende aus dem Bereich strategische Vorausschau
bzw. Foresight sowie:

• Fach- und Führungskräfte aus Unternehmen, die strategische Vorausschau in ihre Planung
  integrieren
• Beratende im Bereich Zukunftsforschung und Trendanalyse
• Verantwortliche für Innovations- und Technologiemanagement
• Entscheidungsträger*innen in Politik und Verwaltung, die zukunftsorientierte Strategien entwickeln
• IT-Experten*innen und Entwickler*innen von digitalen Foresight-Tools
• Wissenschaftler*innen und Studierende mit Interesse an Foresight-Methoden

HINWEISE ZUR EINREICHUNG

Einreichungsfrist für Workshop-Beiträge: 04.05.2025
Benachrichtigung der Autoren: 02.06.2025
Einreichungsfrist für LNI-Beiträge: 11.06.2025
Workshop: 19.09.2025

Die Einreichung der Beiträge erfolgt als PDF über EasyChair.

Für die Beiträge sind die LNI-Vorlagen zu verwenden.

Beiträge können in deutscher oder englischer Sprache verfasst werden und sollten folgenden Umfang nicht überschreiten:

Full Paper: 10-12 Seiten

Short Paper: 6 Seiten

Work-In-Progress-Paper: 3-5 Seiten

Praxisbeiträge aus der Industrie: 3-5 Seiten

Parmenides AG is a specialized consultancy and think tank focused on enabling effective decision-making in complex environments. Grounded in cognitive science and systems thinking, we support organizations in the areas of strategic foresight, innovation, and long-term strategy development.

Our core offering is Parmenides Eidos, a visual reasoning platform that helps teams structure, explore, and communicate complex issues to drive clarity and alignment. In addition to our digital tools, we offer training programs, consulting services, and tailor-made workshops to build internal capabilities and support organizations in tackling their most critical challenges.

For years, the world has been described as being in a state of perma-crisis. As a federal enterprise working in the fields of international cooperation for sustainable development and international education, the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH is strongly affected by the political and economic environment in which it operates. This is why it is important for GIZ to understand the underlying drivers of change and possible future developments so that it can prepare for the future and the challenges it will face, ultimately making the organization and its staff more resilient.

With its broad network of staff and international experts in over 120 partner countries, GIZ is well equipped to monitor and differentiate relevant signals and developments. At headquarters, a dedicated foresight team addresses future issues at a corporate level and contributes to the company's strategic decision-making.

GIZ’ foresight report 2024

Sustainable development is GIZ’s core business. The 2030 Agenda provides the framework for GIZ’s global activities. As the year 2030 is getting closer, the question is: will the negotiations on a new agenda be successful? But one thing is clear: any negotiation process and subsequent implementation will be increasingly shaped by geopolitical factors. This is why, the 2024 foresight report of GIZ, focuses on geopolitics, sustainable development and the global agenda for the next decade.

In total, the views of more than 100 GIZ colleagues from GIZ's HQ and the field structure were incorporated into the report through various workshops. In addition, the report is based on extensive analysis of secondary sources, and interviews with more than 30 experts from various (international) institutions to ensure that the report also reflects perspectives from outside GIZ.

The scenarios (strongly condensed for this post) are based on the four archetypes of the Manoa School of Futures Studies and Jim Dator, which represent four recurring paths of human civilization found in all cultures. Each scenario is supplemented by two to three short wildcards, some of which are listed here as examples.

The DLR-PT conducted a comprehensive foresight study for the BMWK to explore the current progress and challenges in quantum computing. Using DLR-PT's innovative Strategic Impact Navigation Assessment Model (SINAVI), the study employed a range of methods including trend analysis, expert interviews and multi-stage Delphi surveys. Based on these findings, DLR-PT created a forward-looking scenario for 2032 and used the backcasting method to identify key strategies for advancing quantum computing in Germany. The findings were enriched with data from an accompanying performance review of the funding initiative, for which DLR-PT was also responsible. The result was a holistic, actionable roadmap that highlights both the achievements and future potential of the funding programme.

This movie is a way of connecting three domains that bring me joy currently:
- Strategic Foresight
- Spirituality
- AI
One of the goals is to draw attention to Foresight as one of the Top 5 cutting-edge skills identified in the UN 2.0 agenda, a plan that helps organizations prepare for the future.

I adapted the Scenario Planning method to explore three possible futures and bring them to life through cinematic storytelling.
The film also introduces two trained characters, Lina and Arun, within each scenario, making the movie less formal and more engaging.

I also wanted to show how AI can:
- Serve as a bridge between ideas and skills from different fields.
- Help us discover new aspects of human potential.

This movie isn’t flawless or complete - I’m not a filmmaker, and that’s okay. Its beauty lies in its imperfection, reminding us that sometimes, taking the step to create is more important than getting it perfect. 

Later Edit: The film EXPLORING FUTURES: SCENARIO PLANNING IN COLLECTIVE CONSCIOUSNESS was included in the non-competition program of the International "Cartoons about the Future Festival," dedicated to films created with the help of AI. It was screened five times during the event, held on March 28-30, 2025, at the Atom Pavilion at VDNkH, Moscow. The festival, organized by the ATOM Foundation for the Promotion of Scientific, Educational, and Communication Initiatives in collaboration with the Big Cartoon Festival team, featured free screenings of short and full-length animated films over three days, offering audiences a diverse selection of forward-thinking works.

GIZ Profile: sustainable development for a liveable future

As a service provider in the field of international cooperation for sustainable development and international education work, we are dedicated to shaping a future worth living around the world. We have over 50 years of experience in a wide variety of areas, including economic development and employment promotion, energy and the environment, and peace and security. The diverse expertise of our federal enterprise is in demand around the globe – from the German Government, European Union institutions, the United Nations, the private sector, and governments of other countries. We work with businesses, civil society actors and research institutions, fostering successful interaction between development policy and other policy fields and areas of activity. Our main commissioning party is the German Federal Ministry for Economic Cooperation and Development (BMZ).

How GIZ uses Foresight Methods: As a federal enterprise working in the fields of international cooperation for sustainable development and international education, the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH is greatly affected by the business environment in which it operates and by trends in Germany, Europe and the world. Dealing with the resulting uncertainty, complexity and fast-paced change is often very challenging. This makes it important for GIZ to understand the underlying drivers of change and possible future developments so that it can prepare for the future and for the crises it will have to address, ultimately making the company and its staff more resilient.  

Humans have internal clocks that clock vital biological rhythms. These are innate, but can be positively or negatively influenced by the environment. Daily rhythms are regulated by the “circadian system” (the internal clock).
The circadian system is inextricably linked to the regulation of the sleep-wake rhythm. Disruptions to the circadian system can therefore cause sleep disorders and associated cognitive impairment as well as various health problems. 

How do we humans influence our future by neglecting these rhythms? And what can we individually or as an organisation do to support our rhythmic life? Currently, we are de-synchronising ourselves, our organs and our lives... we are on an unhealthy way. What we need is a future chronobiologically enlightened society. 3 Policy Briefs and a final report describe the state of the art of our knowledge and many options for the future.

Today, there is broad consensus that it must be the task of politics to ensure justice and freedom across generations. Not only courts and social movements worldwide are calling for a strengthening of forward-looking and provident governance. Many political actors within and outside the German government are also demanding a strengthening of capacities for long-term thinking and action in order to better meet the major challenges of the 21st century. How can we succeed in making policy more forward-looking? How can we strengthen our ability to deal with uncertainty and complexity? How would processes and structures have to change to achieve this? What role can strategic foresight (SF) play here?
These questions were addressed in the study conducted by the Fraunhofer ISI Foresight Team together with Prof. Sylvia Veit (administrative scientist at the University of Kassel) on behalf of the Federal Chancellery.
The aim was to examine the status quo in Germany and to develop various options for institutionalising strategic foresight as a process, method and approach in the German government's policy and administration, and to evaluate their advantages and disadvantages. This should create a basis for discussion for the further anchoring of strategic foresight in government action.

4strat helps organisations to approach the future differently and with confidence in order to shape change and disruption in a sustainable way. With an interdisciplinary team consisting of futurists, designers and developers, we offer expert- and data-driven tools and services for strategic foresight.

Wondering about the European Union's future role on the world stage? 🇪🇺 On behalf of the Federal Foreign Service of Germany, the DLR-PT conducted a Strategic Foresight Workshop including a Futures Literacy Lab on the topic 'The European Union as a global actor in 2040?'! Together with experts and Federal Foreign Office staff, the DLR-PT explored innovative ways of thinking about the futures. 

Booklet on the Strategic Foresight Workshop

OrganicTargets4EU supports the Farm-to-Fork Strategy in achieving the targets of at least 25% of the EU's agricultural land under organic farming and a significant increase in organic aquaculture by 2030.

Activities

OrganicTargets4EU for reaching these targets and identifies key drivers and lock-ins affecting the development of organic agriculture and aquaculture in 29 countries (EU-27+CH+NO). 

Production and Market analysis of the identified scenarios to provide a picture of:

• Where increases in organic farmland can be achieved
• The socio-economic impacts of these increases at the level of primary production, value chains, and markets
• The mechanisms that can drive demand for organic food 

Knowledge & Innovation actions to:

• Identify opportunities to strengthen organic advisory services
• Stimulate the exchange of scientific and practical knowledge
• Increase and coordinate R&I investments in the organic sector 

Policy work facilitating a multi-actor policy dialogue to:

• Assess the feasibility of the organic Farm-to-Fork targets
• Supports the implementation of the Common Agricultural Policy (CAP), EU Organic Regulation, Organic Action Plan
• Provide short-term policy options (policy framework up to 2027) and policy recommendations in the next policy reform (from 2028 onwards).

The establishment of responsible innovation requires four key institutional changes. First, innovation must be value-driven. Second, an ethics of co-responsibility among stakeholders must be implemented. Third, innovation should be made directional and manageable. Fourth, market failures need to be addressed to facilitate necessary transformative changes, especially with regard to the Sustainable Development Goals (SDGs). This research project will take into account the evolution of Living Labs and various specialized Living Labs (e.g., urban labs, social labs, and responsible Living Labs) to assess to what extent they address these institutional requirements. On this basis, the concept of a new dedicated Living Lab: a Responsible Research and Innovation Lab for Engineering Practices will be introduced. Subsequently this dedicated Living Lab will be operationalised on a theme from the engineering sciences. We will consider innovations stemming from digital tech for Health issues, additive manufacturing or other engineering pratices. We will deploy participatory foresight, to enable a form of anticipatory governance of emerging new innovations.

This dedicated ling lab is contextualised in a broader context of a deliberative democracy: Living Labs can be seen as spaces for Organisational Learning and Collective Experimentation:Living Labs: ‘real-life test and experimentation environments that foster co-creation and open innovation among the main actors of the Quadruple Helix Model, namely: Citizens, Governmental Organisations, Industrial organisations and Academia’ (ENoLL 2024)It operationalises an important feature of Responsible Research and Innovation: Making stakeholders co-responsible and mutually responsive to each other by engaging them in an open co-creation/ co-enquiry process. (among other on the basis of participatory foresight of emerging technologies and innovations)The idea of 'openess' and 'mutual reponsiveness' as values of actors and institutions will also be subject of analysis.Science and innovation can be better fostered in an open, democratic society than in other types of societies. The norm of civic participation in a ‘democracy’ is a lived ideal for citizens, just as the norm of ‘communalism’ is a lived ideal for the scientific community. Both norms presuppose the values of ‘openness’ and 'mutual responsiveness' among scientist and citizens.This highlights ‘openness’ not as a prescriptive norm but as a value of the institution of science. Simultaneously, ‘openness’ is also an institutional value of a democracy. However, science and democracy are dependent on the extent to which scientist and citizens engage on the basis of these norms. How can we best encourage and incentivise those?