Early Warning Systems (EWS) alert stakeholders to potential risks, such as natural disasters or high-risk events. Within corporate strategy, Strategic Early Warning Systems (SEWS) have gained attention, employing foresight methods to detect early signals and link them to strategic contingency planning. Despite growing interest, research on SEWS in corporate environments, particularly regarding structured implementation, remains limited. This paper explores how SEWS can be implemented in corporate settings through a case study of imec, a semiconductor R&D organization with informal, yet qualitative, trend-scanning practices but no explicit SEWS application. Using a multimethodological approach—including in-depth interviews (N=7), an exploratory literature review, and a benchmarking study—a heuristic framework for SEWS implementation is proposed. The framework is based on a three-layer model—intelligence, anticipation, and action—addressing both content and process dimensions. These findings provide theoretical insights and practical guidelines for the structured adoption of SEWS within corporate environments.
Ben Robaeyst (2025) studied this question.