Conclusion
Our analysis of current foresight practices led to a review of the typology developed from Bootz (2003)'s and Bootz and Monti (2008) ’ s exploratory work that now includes two new approaches (operational change management and operational focus), re flecting the new trend towards a shift from strategic to operational practices. The new typology thus underscores the potential extension of the fields of action of these strategic thinking processes as well as the impact on organizational learning. There has been an overall trend towards broader mobilization that is more open to external input. Foresight approaches thus embrace more and more network measures that involve all of the stakeholders (clients, suppliers, users, competitors…). In parallel to increased mobilization, stronger links have developed between reflection and action (both strategic and operational). This shift is signi ficant as, 10 years ago, approaches that combined impact on action and participation were clearly in the minority. The change may be partially explained by the arrival of a new business context based on knowledge and innovation, which led to greater maturity of business organisations in terms of knowledge management. It was accompanied by approaches and methods that aimed for more flexibility, openness and rapidity. By insisting on the participative dimension and collective mobilization, this new trend helps to maintain the French approach in a form that is unique compared to the foresight practices applied across the Atlantic, even if, at the same time, the search for flexibility and the relinquishing of a battery of structured instruments has led to a form of convergence between the two approaches. The present study takes recent changes in foresight practices into account, but also identifies areas of potential change.
