People |
Foresight activities are carried out at the request of the organization's members, based on their personal experience and motivation. |
Basic individual competencies are developed for simple foresight exercises of low complexity. |
Competencies are developed and working teams are formed for the development of foresight projects with greater scope and complexity. |
Competencies are developed at a specialized level with high-performance teams for the development of foresight programs. |
Advanced competencies are consolidated for the development of simultaneous programs of high complexity and novelty. Theoretical knowledge is discussed. |
Sophistication of methods, platforms and infrastructures |
Tools and methods are selected and used based on the personal interest and experiences of the organization's members. |
Basic foresight tools and methods and databases are used, according to themes defined by the organization. |
Stable foresight processes are defined/adapted with methods of intermediate complexity, using the basic functionalities of specialized software. |
Stable foresight processes are defined/adapted, using advanced foresight methods and advanced functionalities of specialized software. |
New processes are created and proprietary applications, techniques, tools, and/or methods are designed to improve the foresight system. |
Complexity of application areas |
The application of foresight methods is aimed at specific issues on a particular topic. The scope is defined by the members according to immediate needs. |
Foresight exercises are developed on a single topic, with a monodisciplinary approach. |
Foresight projects are developed on two or three topics simultaneously, of medium complexity, with an interdisciplinary approach. |
Foresight programs are developed on several topics or focus at the same time, of greater complexity, using a multidisciplinary approach. |
Foresight programs are developed in multiple fields of high complexity, from a multidisciplinary approach. |
Organizational structure |
Roles and responsibilities are proposed by the members of the organization according to their experience and perception. Some roles may not be considered. |
Basic roles and responsibilities are ensured according to the experience of the organization's members, including leadership and support roles. |
Organizational mechanisms are defined to articulate some foresight processes and standards with elements of the organization's project management system. |
The functions of a foresight unit are created, with a defined structure and roles that allow programming, managing, and monitoring the organization's foresight activities. |
Requirements for the adjustment of processes and standards of other systems, such as the project management and innovation systems, are transmitted. |
Impact on the environment |
The impact of foresight may or may not be accounted for at the time it is applied. There is not necessarily an awareness of it. |
The results of foresight exercises have an impact on the environment but limited. |
The results of foresight projects have a regional or national impact in some knowledge areas. |
The results of foresight programs have an important impact on some knowledge areas. |
Frontier knowledge of global impact is generated in multiple knowledge areas. |