See where systems may move
before the market forces the
decision.
Technology foresight should not produce one confident prediction. It should identify plausible trajectories, the pressures behind them, the enabling technologies they require and the signals that would make one path more likely.
Through its strategic partnership with GEN TRIZ, relevant engagements can access the GEN TRIZ Global Knowledge Network of more than 8,000 specialists across 25 countries.
Do you face any of these problems?
Leadership needs a next-generation technology direction
Multiple emerging technologies compete for attention
The R&D portfolio needs to prepare for possible discontinuities
Current planning is too dependent on extrapolating recent trends
A product or process is approaching a performance or economic ceiling
The organization needs a future system architecture or technology roadmap
Then Technology Foresight & Roadmapping is the right fit for you
What TRIZ Asia does
Define the target system, value drivers and forecast horizon
Use analogue systems and parallel developments where evidence is relevant
Generate alternative future trajectories
Examine technology evolution patterns, S-curves and historical transitions
Identify pressures, constraints, resources and enabling technologies
Define leading indicators, uncertainties and disconfirming signals
What you receive
A current-position and transition map
Alternative future technology scenarios
Enabling technology and capability needs
Leading indicators and decision triggers
An R&D and technology roadmap linked to evidence
How the engagement works
Scope
01Set system boundaries and forecast horizon.
Understand
02Map current value, technology, and performance position.
Explore
03Identify evolution pressures and analogue trajectories.
Scenario
04Build multiple plausible future directions.
Signal
05Define indicators that distinguish paths.
Roadmap
06Translate scenarios into decisions, experiments and capability actions.
Frequently Asked Questions
No. The objective is to identify plausible technology trajectories, the pressures driving them, enabling technologies and signals that could make one path more likely.
It can be useful when a product or process is approaching a performance or economic ceiling, multiple technologies are competing, or current planning relies too heavily on extrapolating recent trends.
Yes. The approach is designed around alternative future trajectories rather than a single confident prediction.
The output can connect future scenarios to technology requirements, experiments, capability needs, decision gates and roadmap sequences.