[1][2] There are three major challenges that make it difficult for organizations to respond to external change:[1] In addition to the need to overcome the barriers to future orientation a need to build corporate foresight abilities might also come from: To operationalize the need for "peripheral vision", a concept closely linked to corporate foresight George S. Day and Paul J. H. Schoemaker developed a questionnaire with 24 questions.
[7] Based on case study research in 20 multinational companies, René Rohrbeck proposes a "Maturity Model for the Future Orientation of a Firm".
[14][15] It will also, in line with digitalisation of other organisational processes, be driven by online platforms that allow broadening the scope of the people who can get involved in defining new courses of action.
[17] Additionally, von der Gracht and Vennemann have developed a portfolio-approach, the so-called 'Future-Fitness-Portfolio', which enables companies to qualitatively compare amongst others and identify organizational improvement potential.
Among these novel methods, Social Media Analytics for external search for knowledge and open foresight that enable firms to tune in to weak signals and scan the periphery has been shown to hold particular potential.