Ecosystems are viewed as important sources of innovation. While contracts, rules, policies, and industrial standards have been identified as important for coordinating and aligning inter-firm relationships, tools for the collective, collaborative orchestration of ecosystems have yet to be fully identified and articulated by scholars. The core contribution of this paper, the authors contend, is that corporate foresight tools, as applied at the level of the ecosystem, have the potential to orchestrate ecosystems. To this end, the authors examine the practical use of corporate foresight tools, in this case, roadmapping and scenario planning, as employed by ECOPRODIGI, an Interreg Baltic Sea project designed to advance the EU's strategy for eco-efficient Sustainable Blue Economy in the Roll-on/Roll-off (Ro-Ro) shipping ecosystem. Results demonstrate how ecosystem-level foresight significantly differs from traditional foresight centered around a focal firm. Corporate foresight tools, as applied to an ecosystem: 1) Target a diverse set of ecosystem actors beyond the segment's focal firm, including complementary firms, investors, and non-market actors; 2) Engage ecosystem actors, rather than only the focal firm, in shared strategy development based on a diverse mix of foresight tools; and 3) serve to orient and reify the ecosystem by charting the collective anticipation of innovations, policies, etc., in a shared set of future options. In the end, the authors find that corporate foresight tools operate as constitutive elements of ecosystems, that is, the tools help enact the ecosystem not as an abstract concept but as a shared, lived reality.
The mission policy approach to the sustainable blue economy has identified as critical the ability to anticipate the emergence of a wide range of feasible innovations as they enter the transactional environment of organizations in the marine and maritime sector. This article contributes to that growing effort by harnessing the wisdom of the crowd and presents more than 60 crowdsourced, time-specific innovation forecasts expected to impact maritime, shipbuilding, ports, offshore wind, and ocean infrastructure. Data were collected in 2020 by the EU-funded Interreg VB PERISCOPE Project, a North Sea Region initiative to catalyze transregional innovation. The results can be used strategically to develop collaborative, transregional planning and policy for innovation based on data reflecting public expectations for the future. Years from now, this article can also act as a snapshot of public expectations at the onset of the decade.
Maersk Line er verdens førende containerrederi og blandt de mest betydningsfulde virksomheder i Danmark. Den globale førerposition blev opnået på relativt kort tid og var et resultat af rederiets beslutning i 1973 om at gå helhjertet ind i containerskibsfarten. Beslutningen blev startskuddet til Maersk Lines dybe internationalisering, hvor rederiet ændrede sig fra at være en overvejende danske virksomhed, der betjente internationale markeder, til at være en genuin transnational virksomhed. Med fokus på opbygningen af Maersk Lines globale organisation og særligt etableringen af egne kontorer i udlandet indkredses rederiets tilpasning og udvikling i perioden fra 1973-1999.