Implementation of a Foresight Process for a Private Equity Subsidiary of a Global Technology Champion

A foresight process based on co-creation was implemented for the private equity subsidiary of a global technology champion in order to systematically assess long-term technological developments up to 2030, 2040 and beyond, and to expand the team's strategic expertise. The focus was on four thematic clusters: automation and digitalization, innovative materials and manufacturing processes, industrial/technical services and clean tech/green tech. The aim was to analyze the potential of these topics and to supplement the existing strategic planning with a long-term perspective.

As part of the project, a complete foresight cycle was run by using a cluster example to evaluate the quality and usability of the results. At the same time, the employees of the private equity subsidiary were intensively involved in the process and received methodological training to enable them to independently design strategic foresight processes and evaluate alternative approaches. In the process, quantitative data was developed, cleansed and systematized and suitable software tools were introduced. Close collaboration and the gradual transition from joint work to independent implementation by the team were crucial to ensuring that foresight skills were firmly established in the long term.

The project combined strategic consulting, methodological development and practical implementation in order to sustainably strengthen future-oriented decisions and the innovative capacity of the private equity subsidiary.