01574nas a2200217   4500008004100000022001400041245009600055210006900151260004200220300001000262490000700272520090200279653001901181653001401200653001901214653001701233653002301250100002001273700003301293856003001326       2020                        eng d  a1927-032100aKondratieff’s Economic Waves and Future Scenarios Planning: an approach for organizations0 aKondratieff s Economic Waves and Future Scenarios Planning an ap  aOttawabTalent First Networkc02/2020  a51-610 v103 aThis manuscript aims to present connections between scenario building techniques and Kondratieff's long economic waves, as a way of identifying patterns in medium and long-term planning for companies' future scenarios. This essay considers two different conceptual contributions to improve forecasting on organizations taking as a departure point Kondratieff's economic waves and Schwartz's future scenario planning. Analyzing these two theoretical contributions, we concluded that the information obtained through the path of Kondratieff's waves can delineate future scenarios as a way to anticipate challenges, opportunities, and threats for organizations' contingency planning. As a contribution for practitioners, considering these two approaches together enables greater performance for strategic planning of future scenarios that can be applied by organizations across a range of industries.10aEconomic waves10aforesight10aFuture studies10aKondratieff.10aStrategic Planning1 aFerasso, Marcos1 aBergamaschi, Eloisio, Andrey  utimreview.ca/article/132701787nas a2200229   4500008004100000022001400041245007400055210006900129260004200198300001000240490000700250520113100257653002101388653001401409653001501423653001101438653000901449100002801458700001901486700002201505856003001527       2020                        eng d  a1927-032100aUsing Foresight to Shape Future Expectations in Circular Economy SMEs0 aUsing Foresight to Shape Future Expectations in Circular Economy  aOttawabTalent First Networkc07/2020  a42-510 v103 aFuture foresight in business plays a central role in firms&rsquo; strategic planning, innovation, and product development activities. This is particularly true for the firms that are operating in rapidly changing business environments, in which a firm may obtain significant competitive advantages by coming up with new innovations and customer solutions. This article studies future foresight mechanisms and practices in innovative SMEs operating in circular economy&ndash;related industries. The future demands set by legislation and regulation, consumer buying behaviour, and environmental consciousness, all have a strong impact on an SME&rsquo;s future horizon, in which there may be prosperous business opportunities as well as several challenges. This paper presents a qualitative case study conducted on seven Finnish circular economy-oriented SMEs. The case study reveals that the SMEs in this industrial sector are quite active in foresight activities, and that they have developed a variety of practices for effectively utilizing foresight information in their product development and strategic planning activities.10acircular economy10aforesight10ainnovation10aPESTEL10aSMEs1 aJärvenpää, Anne-Mari1 aKunttu, Iivari1 aMäntyneva, Mikko  utimreview.ca/article/137401932nas a2200277   4500008004100000022001400041245006200055210006200117260004200179300000900221490000600230520115800236653001401394653002701408653002101435653001401456653002401470653001501494653001401509653001301523100001701536700002001553700002701573700001701600856003701617       2017                        eng d  a1927-032100aAnticipating Alternative Futures for the Platform Economy0 aAnticipating Alternative Futures for the Platform Economy  aOttawabTalent First Networkc09/2017  a6-160 v73 aDespite the considerable hype around platforms, our understanding of what the platform economy means and what drivers will define future development trajectories is limited. Companies and policy makers have a great need to investigate what potential opportunities will arise from the platform economy. A shared perception of uncertainties and a strong vision are prerequisites for the development of the platform economy. In this article, we describe a systematic way to develop a resilient vision for a new platform ecosystem, both from the viewpoint of national policy makers and corporate strategy makers in the heavy engineering industry. The process uses morphological analysis for scenario development and robust portfolio modelling for creating resilient strategies. The results include a list of key uncertainties, three general scenarios (sustainable development by Europe; polarization driven by China and the United States; US-driven fast, unreliable growth) as well as steel-industry specific scenarios based on these uncertainties, elements of a resilient vision, and strategies for coping with the uncertainties described by the scenarios.10aforesight10amorphological analysis10aplatform economy10aplatforms10aportfolio modelling10aresilience10ascenarios10astrategy1 aDufva, Mikko1 aKoivisto, Raija1 aIlmola-Sheppard, Leena1 aJunno, Seija  uhttp://timreview.ca/article/1102