high complexity of the environment a particularly volatile environment a hostile environment To operationalize the need for "peripheral vision", a concept closely linked to corporate foresight George S. Day and Paul J. H. Schoemaker developed a questionnaire with 24 questions. Implementation The five practice dimensions Based on case study research in 20 multinational companies, René Rohrbeck proposes a "Maturity Model for the Future Orientation of a Firm". Its five dimensions are: information usage describes the information which is collected method sophistication describes methods used to interpret the information people & networks describes characteristics of individual employees and networks used by the organization to acquire and disseminate information on change organization describes how information is gathered, interpreted and used in the organization culture describes the extent to which the corporate culture is supportive to the organizational future orientation The model is operationalised through 20 elements which have four maturity levels each. These maturity levels are defined and described qualitatively, i.e. by short descriptions that are either true or not true for a given organization. The three process steps Organisations need to build foresight through three core process steps, which build on specific practices: Perceiving: Practices that firm use to identify the factors that drive environmental change. Firm aim to identify (weak) signals ahead of competition to gain a lead-time advantage Prospecting: Practices through which firms engage in sensemaking and strategizing. Practices include working with analogies, scenario analysis, systems-dynamics mapping, and backcasting Probing: Probing practices are exercise in dedicated accelerator units and in units/projects that receive the mandate to act. This may include prototyping, R&D projects, consumer tests, internal venturing, strategic initiatives or external venturing. Probing practices aim at legitimizing and starting a new course of action and ultimately at gaining a competitive advantage. Corporate foresight can be expected to be a determinant of the quality of strategic conversation. It will also, in line with digitalisation of other organisational processes, be driven by online platforms that allow broadening the scope of the people who can get involved in defining new courses of action. Innovation management Through an empirical investigation Rohrbeck identified three roles that corporate foresight can play to enhance the innovation management of a firm: In the Initiator role Corporate Foresight supports the identification of new customer needs and emerging technologies. In addition it might also support the monitoring of competitors. To identify emerging technologies methods such as Technology Scouting can