Studies of ‘futures’ have hitherto focused on those that are predictable and ‘tame’, and on those that are unpredictable and ‘wild’. Here we consider a new class, the ‘feral’; which are expectations that things might be made worse by risk-based actions. The type case is the...

This article describes the steps Shell managers took to keep their innovation innovative after the original establishment of the GameChanger system, by setting up its innovation coalition as a network in its own right, and by reorganising its portfolio of 85 projects into a half-dozen domains....

The service economy has been emerging over several decades of increasing liquidity of resources and competences – and more possibilities of new connections. This liquidity and connectivity challenge service design where the focus shifts from linear moments of truth to dynamic networks of value...

One of the fundamental challenges facing established organisations is how to renew their strategy in order to prosper and grow. Strategic renewal has been defined in many ways but at its core it involves the transformation of the organisation’s capabilities that can reposition the firm in...