Corporate Foresight and Roadmapping for Innovation in Russia: A Joint University Corporate Experience

  • Konstantin VishnevskiyEmail author
  • Jonathan Calof
  • Dirk Meissner


There are many models of foresight program delivery. This chapter looks at how a University Foresight program was used to help an aviation company become more innovative. In Russia, much foresight activity (including research, teaching, projects, consulting) is delivered by the Foresight center which is part of the Institute for Statistical Studies and Economics of Knowledge (ISSEK) at National Research University Higher School of Economics (HSE). The center is a designated Regional United Nations Industrial Organization (UNIDO) for technology management for Russia and the CIS. The case looks at how the HSE Foresight Center helped a Russian aviation company successfully implement an innovation strategy through a comprehensive foresight project. By use of multiple techniques including expert interviews, desk research, patent analysis, bibliometrics, trend analysis, wildcard analysis, roadmapping, and more, the HSE foresight center was able to provide recommendations in a broad range of areas including safety, energy efficiency, environmental impact, and the quality of onboard services. The roadmap described here, specifically, presents a detailed plan for the development and implementation of innovative technologies for the next 10 years. This plan contains both the company’s own developments, as well as, the adaptation of best solutions offered by third-party manufacturers. In addition, the HSE foresight center helped the client organization set up and institutionalize foresight-based innovation processes within the executive function.


Corporate foresight University foresight Roadmapping Foresight partnerships Aviation 


  1. Calof, J., & Smith, J. (2010). Critical success factors for government-led foresight. Science and Public Policy, 37(1), 31–40.CrossRefGoogle Scholar
  2. Gershman, M., Bredikhin, S., & Vishnevskiy, K. (2016). The role of corporate foresight and technology roadmapping in companies’ innovation development: The case of Russian state-owned enterprises. Technological Forecasting and Social Change, 110, 187–195.CrossRefGoogle Scholar
  3. Gokhberg, L. (2015). Institute for statistics studies and economics of knowledge major developments. In Presentation at International Academic Conference Foresight and STI Policy. Moscow, Russia.Google Scholar
  4. Phaal, R., Farrukh, C., & Probert, D. (2004). Technology roadmapping—A planning framework for evolution and revolution. Technological Forecasting and Social Change, 71(1–2), 5–26.CrossRefGoogle Scholar
  5. Rohrbeck, R., & Gemünden, H. (2011). Corporate foresight: Its three roles in enhancing the innovation capacity of a firm. Technological Forecasting and Social Change, 78(2), 231–243.CrossRefGoogle Scholar
  6. Vishnevskiy, K., Karasev, O., & Meissner, D. (2016). Integrated roadmaps for strategic management and planning. Technological Forecasting and Social Change, 110, 153–166.CrossRefGoogle Scholar
  7. von der Gracht, H., Vennemann, C., & Darkow, I. (2010). Corporate foresight and innovation management: A portfolio-approach in evaluating organizational development. Futures, 42(4), 380–393.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Konstantin Vishnevskiy
    • 1
    Email author
  • Jonathan Calof
    • 1
    • 2
  • Dirk Meissner
    • 1
  1. 1.National Research University Higher School of EconomicsMoscowRussia
  2. 2.Telfer School of ManagementUniversity of OttawaOttawaCanada

Personalised recommendations