This report is the second in a series of outputs from the DFID-funded project on the mapping of t... more This report is the second in a series of outputs from the DFID-funded project on the mapping of the Humanitarian Innovation Ecosystem. The project aims to deepen our understanding of just how the humanitarian innovation ecosystem operates in practice and to make recommendations as to how it might be improved to operator in a more efficient and effective manner. In the preceding report (Management, Innovation Ecosystems and Humanitarian Innovation: Literature Review for the Humanitarian Innovation Ecosystem Research Project) the CENTRIM research team explored the key themes in the innovation management literature in order to identify the challenges for those in the humanitarian sector who are seeking to improve the innovation ecosystem. In this complementary report we attempt to generate a qualitative view from an informed sample of individuals who had expert knowledge of the role and nature of innovation and innovation management within the humanitarian aid sector. It was also designed to help develop and test the evolving systems framework that will be used in the five in-depth case studies which will examine the ecosystem in specific sub-sectors of the humanitarian innovation ecosystem. Informants included senior staff in donor organisations, governmental and international agencies, NGOs, as well as management consultants, academics and private sector suppliers. By design, the sample can be described as informed rather than statistically representative. The semi-structured interviews employed a questionnaire based upon six principal components thought to be important in developing a systems map of the humanitarian innovation ecosystem. These include Resources, Roles, Relationships, Rules, Routines, and Resultscollectively referred to as the six 'Rs'. Observations (of which there were between around 1,500 from 46 in-depth interviews) received for each of the components are summarised by sections in the report. (For the purposes of this report we extended our six Rs model to include to further 'Rs'-Restrictions and Recommendations.) Components of the Humanitarian Innovation Ecosystem iii The roles in any innovation ecosystem are not predetermined. They are the result of decisions and activities that necessarily entail the formation and reproduction, but also crossing and dissolution, of boundaries. These boundary processes are important because they shape which practices are possible, expected, and permissible, as well as those that are constrained or proscribed. Good examples of this frequently mentioned by the sample respondents concerned the division between the humanitarian and development sectors, as well as those between the different clusters of activities within humanitarian aid. This process of classification has real effects because it shapes what people are able to do, but it also suggests the potential for relabeling activities, which might allow the novelty needed for innovation to be introduced. Relationships: The humanitarian innovation ecosystem is complex and comprised of numerous organisations, groups and individuals. The nature of the relationships between them are also crucial in shaping the effectiveness of the innovation process and a number of challenges and opportunities were identified by the sample in terms of working across different boundaries of knowledge, interests, and political influence. As the responses demonstrate, relationships between he different actors are also critical for the creation, circulations, development and the deployment of resources central to innovation, including knowledge and ideas, finance, people, materials and technologies. This, in turn, is influenced by the different character of relationships, such as the extent to which they are competitive or cooperative. Although interrelationships between actors are often a necessary factor in facilitating innovation they can also be a barrier to innovation, especially where the way that existing relationships are configured effectively excludes or limits the participation of certain groups, such as the private sector or local communities. Components of the Humanitarian Innovation Ecosystem viii 8 Restrictions .
Innovation is often presented as a survival issue and this provides a powerful metaphor to focus ... more Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI) through a series of case studies across the innovation spectrum.
Technological Forecasting and Social Change, Apr 1, 2021
Abstract There is a pressing need for innovation in the humanitarian sector, faced as it is with ... more Abstract There is a pressing need for innovation in the humanitarian sector, faced as it is with ever-growing demands for it to respond to the plight of people affected by both human and natural disasters. These are arguably growing in scale, scope, and complexity, and look likely to continue to do so. However, despite being referred to more explicitly in the last ten years, the understanding of humanitarian innovation by practitioners, policymakers, and academics is still very much in its infancy. To help address this issue, this paper drawn on and extends the innovation ecosystems literature to present a systematic framework for analysing innovation in the humanitarian sector. This framework is illustrated using evidence from an interview-based survey of ‘informed’ users and a set of in-depth case studies.
Flexible manufacturing systems (FMS) are capable of processing various parts, styles, and quantit... more Flexible manufacturing systems (FMS) are capable of processing various parts, styles, and quantities of production in manufacturing systems. It is a quite complex process for companies to decide the appropriate FMS design as it involves multiple and conflicting criteria and multiple decision makers under various uncertainties. The fuzzy set theory offers an efficient tool to cope with vagueness and to define performance measurement of FMS in a multi-attribute group decision making (MAGDM) framework. In this study, we present a MAGDM approach based on hesitant fuzzy sets to evaluate FMS in a fuzzy environment. A practical example is provided to demonstrate the proposed methodology. In addition, the performance of the method is assessed by a comparative study and sensitivity analysis. The results of the analysis show that the MAGDM approach is a useful tool for experts in terms of evaluation of FMS.
This document reports on a project conducted by the Centre for Research in Innovation Management ... more This document reports on a project conducted by the Centre for Research in Innovation Management (CENTRIM) at the University of Brighton, funded by UK aid from the UK's Department for International Development (DFID). The views expressed are those of the authors and do not reflect opinions of DFID.
Innovation is often presented as a survival issue and this provides a powerful metaphor to focus ... more Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI) through a series of case studies across the innovation spectrum.
This document reports on a project conducted by the Centre for Research in Innovation Management ... more This document reports on a project conducted by the Centre for Research in Innovation Management (CENTRIM) at the University of Brighton, funded by UK aid from the UK's Department for International Development (DFID). The views expressed are those of the authors and do not reflect opinions of DFID.
... and ICT-Os by Professor John Bessant and Professor Howard Rush Centre for Research in Innovat... more ... and ICT-Os by Professor John Bessant and Professor Howard Rush Centre for Research in Innovation Management University of Brighton ... conditions' and ICT-Os John Bessant and Howard Rush Benchmarking is not a new concept. The term originates from the approach ...
This publication is part of a project called "Recognizing Central and Eastern European Centres of... more This publication is part of a project called "Recognizing Central and Eastern European Centres of RTD: Perspectives for the European Research Area (ERA)" which has been awarded financial support by the European Commission through the contract HPV1-CT-2001-50004 under the 5th Framework Programme of the European Commission for Research, Technological Development and Demonstration Activities (1998 to 2002), and its specific programme "Improving the Human Research Potential and the SocioEconomic Knowledge Base" ("Strategic Analysis of Specific Political Issues").
This report is the second in a series of outputs from the DFID-funded project on the mapping of t... more This report is the second in a series of outputs from the DFID-funded project on the mapping of the Humanitarian Innovation Ecosystem. The project aims to deepen our understanding of just how the humanitarian innovation ecosystem operates in practice and to make recommendations as to how it might be improved to operator in a more efficient and effective manner. In the preceding report (Management, Innovation Ecosystems and Humanitarian Innovation: Literature Review for the Humanitarian Innovation Ecosystem Research Project) the CENTRIM research team explored the key themes in the innovation management literature in order to identify the challenges for those in the humanitarian sector who are seeking to improve the innovation ecosystem. In this complementary report we attempt to generate a qualitative view from an informed sample of individuals who had expert knowledge of the role and nature of innovation and innovation management within the humanitarian aid sector. It was also designed to help develop and test the evolving systems framework that will be used in the five in-depth case studies which will examine the ecosystem in specific sub-sectors of the humanitarian innovation ecosystem. Informants included senior staff in donor organisations, governmental and international agencies, NGOs, as well as management consultants, academics and private sector suppliers. By design, the sample can be described as informed rather than statistically representative. The semi-structured interviews employed a questionnaire based upon six principal components thought to be important in developing a systems map of the humanitarian innovation ecosystem. These include Resources, Roles, Relationships, Rules, Routines, and Resultscollectively referred to as the six 'Rs'. Observations (of which there were between around 1,500 from 46 in-depth interviews) received for each of the components are summarised by sections in the report. (For the purposes of this report we extended our six Rs model to include to further 'Rs'-Restrictions and Recommendations.) Components of the Humanitarian Innovation Ecosystem iii The roles in any innovation ecosystem are not predetermined. They are the result of decisions and activities that necessarily entail the formation and reproduction, but also crossing and dissolution, of boundaries. These boundary processes are important because they shape which practices are possible, expected, and permissible, as well as those that are constrained or proscribed. Good examples of this frequently mentioned by the sample respondents concerned the division between the humanitarian and development sectors, as well as those between the different clusters of activities within humanitarian aid. This process of classification has real effects because it shapes what people are able to do, but it also suggests the potential for relabeling activities, which might allow the novelty needed for innovation to be introduced. Relationships: The humanitarian innovation ecosystem is complex and comprised of numerous organisations, groups and individuals. The nature of the relationships between them are also crucial in shaping the effectiveness of the innovation process and a number of challenges and opportunities were identified by the sample in terms of working across different boundaries of knowledge, interests, and political influence. As the responses demonstrate, relationships between he different actors are also critical for the creation, circulations, development and the deployment of resources central to innovation, including knowledge and ideas, finance, people, materials and technologies. This, in turn, is influenced by the different character of relationships, such as the extent to which they are competitive or cooperative. Although interrelationships between actors are often a necessary factor in facilitating innovation they can also be a barrier to innovation, especially where the way that existing relationships are configured effectively excludes or limits the participation of certain groups, such as the private sector or local communities. Components of the Humanitarian Innovation Ecosystem viii 8 Restrictions .
This paper explores the relationship between projects and innovation in humanitarian emergency re... more This paper explores the relationship between projects and innovation in humanitarian emergency response. This is an area that has to date received little attention from either project management or innovation scholars. Despite this lack of academic interest, the fields of humanitarian policy and practice have in recent years increasingly adopted the language of innovation and project management to describe and give shape to their activities (Betts & Bloom, 2014; Curlee & Fleischer, 2005; Fitz-Gerald, Molinaro, & Neal, 2001; Obrecht & Warner, 2016; Whitehead, 2015). This discursive shift has largely been driven by a growing recognition of the severe challenges facing humanitarian aid. According to the United Nations Office for the Coordination of Humanitarian Affairs (OCHA, 2017b), the number of people affected by natural disasters in 2016 was 204 million, with 65.6 million forcibly displaced by violence and conflict. Of these, 130.5 million were judged to be in need of humanitarian ...
International Journal of Innovation Management, 2015
Innovation is often presented as a survival issue and this provides a powerful metaphor to focus ... more Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organise to enable innovation and what are the roles for key actors — donors, agencies, and most importantly ‘users’? Our paper summarises the nature of the challenge and reviews experience so far in humanitarian innovation (HI). There is a second issue which we also explore. Arguably crisis conditions provide a “laboratory” for exploring alternative approaches and generating novel innovation trajectories which might diffuse more widely — the concept of “reverse innovation.” Are there lessons which...
Investment projects in the mining and smelting industries generally have long time horizons, in t... more Investment projects in the mining and smelting industries generally have long time horizons, in that five to ten years may pass between initiating an exploration project and having a mine come into production. Thus the industry has a strong interest in looking ahead at future production capacities and technologies and at the market for its products. However, the industry has the problem of desiring good medium- and long-term forecasts while, it seems, being sceptical of the possibility of ever being able to obtain them —a good forecast being, in this context, one which presents a fairly accurate picture of the environment in which the particular company, nation or other group will be operating, so that its own planning can be on a sound footing.
This report is the second in a series of outputs from the DFID-funded project on the mapping of t... more This report is the second in a series of outputs from the DFID-funded project on the mapping of the Humanitarian Innovation Ecosystem. The project aims to deepen our understanding of just how the humanitarian innovation ecosystem operates in practice and to make recommendations as to how it might be improved to operator in a more efficient and effective manner. In the preceding report (Management, Innovation Ecosystems and Humanitarian Innovation: Literature Review for the Humanitarian Innovation Ecosystem Research Project) the CENTRIM research team explored the key themes in the innovation management literature in order to identify the challenges for those in the humanitarian sector who are seeking to improve the innovation ecosystem. In this complementary report we attempt to generate a qualitative view from an informed sample of individuals who had expert knowledge of the role and nature of innovation and innovation management within the humanitarian aid sector. It was also designed to help develop and test the evolving systems framework that will be used in the five in-depth case studies which will examine the ecosystem in specific sub-sectors of the humanitarian innovation ecosystem. Informants included senior staff in donor organisations, governmental and international agencies, NGOs, as well as management consultants, academics and private sector suppliers. By design, the sample can be described as informed rather than statistically representative. The semi-structured interviews employed a questionnaire based upon six principal components thought to be important in developing a systems map of the humanitarian innovation ecosystem. These include Resources, Roles, Relationships, Rules, Routines, and Resultscollectively referred to as the six 'Rs'. Observations (of which there were between around 1,500 from 46 in-depth interviews) received for each of the components are summarised by sections in the report. (For the purposes of this report we extended our six Rs model to include to further 'Rs'-Restrictions and Recommendations.) Components of the Humanitarian Innovation Ecosystem iii The roles in any innovation ecosystem are not predetermined. They are the result of decisions and activities that necessarily entail the formation and reproduction, but also crossing and dissolution, of boundaries. These boundary processes are important because they shape which practices are possible, expected, and permissible, as well as those that are constrained or proscribed. Good examples of this frequently mentioned by the sample respondents concerned the division between the humanitarian and development sectors, as well as those between the different clusters of activities within humanitarian aid. This process of classification has real effects because it shapes what people are able to do, but it also suggests the potential for relabeling activities, which might allow the novelty needed for innovation to be introduced. Relationships: The humanitarian innovation ecosystem is complex and comprised of numerous organisations, groups and individuals. The nature of the relationships between them are also crucial in shaping the effectiveness of the innovation process and a number of challenges and opportunities were identified by the sample in terms of working across different boundaries of knowledge, interests, and political influence. As the responses demonstrate, relationships between he different actors are also critical for the creation, circulations, development and the deployment of resources central to innovation, including knowledge and ideas, finance, people, materials and technologies. This, in turn, is influenced by the different character of relationships, such as the extent to which they are competitive or cooperative. Although interrelationships between actors are often a necessary factor in facilitating innovation they can also be a barrier to innovation, especially where the way that existing relationships are configured effectively excludes or limits the participation of certain groups, such as the private sector or local communities. Components of the Humanitarian Innovation Ecosystem viii 8 Restrictions .
Innovation is often presented as a survival issue and this provides a powerful metaphor to focus ... more Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI) through a series of case studies across the innovation spectrum.
Technological Forecasting and Social Change, Apr 1, 2021
Abstract There is a pressing need for innovation in the humanitarian sector, faced as it is with ... more Abstract There is a pressing need for innovation in the humanitarian sector, faced as it is with ever-growing demands for it to respond to the plight of people affected by both human and natural disasters. These are arguably growing in scale, scope, and complexity, and look likely to continue to do so. However, despite being referred to more explicitly in the last ten years, the understanding of humanitarian innovation by practitioners, policymakers, and academics is still very much in its infancy. To help address this issue, this paper drawn on and extends the innovation ecosystems literature to present a systematic framework for analysing innovation in the humanitarian sector. This framework is illustrated using evidence from an interview-based survey of ‘informed’ users and a set of in-depth case studies.
Flexible manufacturing systems (FMS) are capable of processing various parts, styles, and quantit... more Flexible manufacturing systems (FMS) are capable of processing various parts, styles, and quantities of production in manufacturing systems. It is a quite complex process for companies to decide the appropriate FMS design as it involves multiple and conflicting criteria and multiple decision makers under various uncertainties. The fuzzy set theory offers an efficient tool to cope with vagueness and to define performance measurement of FMS in a multi-attribute group decision making (MAGDM) framework. In this study, we present a MAGDM approach based on hesitant fuzzy sets to evaluate FMS in a fuzzy environment. A practical example is provided to demonstrate the proposed methodology. In addition, the performance of the method is assessed by a comparative study and sensitivity analysis. The results of the analysis show that the MAGDM approach is a useful tool for experts in terms of evaluation of FMS.
This document reports on a project conducted by the Centre for Research in Innovation Management ... more This document reports on a project conducted by the Centre for Research in Innovation Management (CENTRIM) at the University of Brighton, funded by UK aid from the UK's Department for International Development (DFID). The views expressed are those of the authors and do not reflect opinions of DFID.
Innovation is often presented as a survival issue and this provides a powerful metaphor to focus ... more Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organize to enable innovation and what are the roles for key actors – donors, agencies, and most importantly ‘users’? Our paper summarizes the nature of the challenge and reviews experience so far in humanitarian innovation (HI) through a series of case studies across the innovation spectrum.
This document reports on a project conducted by the Centre for Research in Innovation Management ... more This document reports on a project conducted by the Centre for Research in Innovation Management (CENTRIM) at the University of Brighton, funded by UK aid from the UK's Department for International Development (DFID). The views expressed are those of the authors and do not reflect opinions of DFID.
... and ICT-Os by Professor John Bessant and Professor Howard Rush Centre for Research in Innovat... more ... and ICT-Os by Professor John Bessant and Professor Howard Rush Centre for Research in Innovation Management University of Brighton ... conditions' and ICT-Os John Bessant and Howard Rush Benchmarking is not a new concept. The term originates from the approach ...
This publication is part of a project called "Recognizing Central and Eastern European Centres of... more This publication is part of a project called "Recognizing Central and Eastern European Centres of RTD: Perspectives for the European Research Area (ERA)" which has been awarded financial support by the European Commission through the contract HPV1-CT-2001-50004 under the 5th Framework Programme of the European Commission for Research, Technological Development and Demonstration Activities (1998 to 2002), and its specific programme "Improving the Human Research Potential and the SocioEconomic Knowledge Base" ("Strategic Analysis of Specific Political Issues").
This report is the second in a series of outputs from the DFID-funded project on the mapping of t... more This report is the second in a series of outputs from the DFID-funded project on the mapping of the Humanitarian Innovation Ecosystem. The project aims to deepen our understanding of just how the humanitarian innovation ecosystem operates in practice and to make recommendations as to how it might be improved to operator in a more efficient and effective manner. In the preceding report (Management, Innovation Ecosystems and Humanitarian Innovation: Literature Review for the Humanitarian Innovation Ecosystem Research Project) the CENTRIM research team explored the key themes in the innovation management literature in order to identify the challenges for those in the humanitarian sector who are seeking to improve the innovation ecosystem. In this complementary report we attempt to generate a qualitative view from an informed sample of individuals who had expert knowledge of the role and nature of innovation and innovation management within the humanitarian aid sector. It was also designed to help develop and test the evolving systems framework that will be used in the five in-depth case studies which will examine the ecosystem in specific sub-sectors of the humanitarian innovation ecosystem. Informants included senior staff in donor organisations, governmental and international agencies, NGOs, as well as management consultants, academics and private sector suppliers. By design, the sample can be described as informed rather than statistically representative. The semi-structured interviews employed a questionnaire based upon six principal components thought to be important in developing a systems map of the humanitarian innovation ecosystem. These include Resources, Roles, Relationships, Rules, Routines, and Resultscollectively referred to as the six 'Rs'. Observations (of which there were between around 1,500 from 46 in-depth interviews) received for each of the components are summarised by sections in the report. (For the purposes of this report we extended our six Rs model to include to further 'Rs'-Restrictions and Recommendations.) Components of the Humanitarian Innovation Ecosystem iii The roles in any innovation ecosystem are not predetermined. They are the result of decisions and activities that necessarily entail the formation and reproduction, but also crossing and dissolution, of boundaries. These boundary processes are important because they shape which practices are possible, expected, and permissible, as well as those that are constrained or proscribed. Good examples of this frequently mentioned by the sample respondents concerned the division between the humanitarian and development sectors, as well as those between the different clusters of activities within humanitarian aid. This process of classification has real effects because it shapes what people are able to do, but it also suggests the potential for relabeling activities, which might allow the novelty needed for innovation to be introduced. Relationships: The humanitarian innovation ecosystem is complex and comprised of numerous organisations, groups and individuals. The nature of the relationships between them are also crucial in shaping the effectiveness of the innovation process and a number of challenges and opportunities were identified by the sample in terms of working across different boundaries of knowledge, interests, and political influence. As the responses demonstrate, relationships between he different actors are also critical for the creation, circulations, development and the deployment of resources central to innovation, including knowledge and ideas, finance, people, materials and technologies. This, in turn, is influenced by the different character of relationships, such as the extent to which they are competitive or cooperative. Although interrelationships between actors are often a necessary factor in facilitating innovation they can also be a barrier to innovation, especially where the way that existing relationships are configured effectively excludes or limits the participation of certain groups, such as the private sector or local communities. Components of the Humanitarian Innovation Ecosystem viii 8 Restrictions .
This paper explores the relationship between projects and innovation in humanitarian emergency re... more This paper explores the relationship between projects and innovation in humanitarian emergency response. This is an area that has to date received little attention from either project management or innovation scholars. Despite this lack of academic interest, the fields of humanitarian policy and practice have in recent years increasingly adopted the language of innovation and project management to describe and give shape to their activities (Betts & Bloom, 2014; Curlee & Fleischer, 2005; Fitz-Gerald, Molinaro, & Neal, 2001; Obrecht & Warner, 2016; Whitehead, 2015). This discursive shift has largely been driven by a growing recognition of the severe challenges facing humanitarian aid. According to the United Nations Office for the Coordination of Humanitarian Affairs (OCHA, 2017b), the number of people affected by natural disasters in 2016 was 204 million, with 65.6 million forcibly displaced by violence and conflict. Of these, 130.5 million were judged to be in need of humanitarian ...
International Journal of Innovation Management, 2015
Innovation is often presented as a survival issue and this provides a powerful metaphor to focus ... more Innovation is often presented as a survival issue and this provides a powerful metaphor to focus attention on the need to manage it effectively. But in the humanitarian context it takes on a very literal meaning. Crises, whether natural or man-made, require rapid problem solving if agencies and aid workers are to avoid the huge negative impacts of such disasters. That makes consideration of how innovation takes place in this sector an urgent challenge. How can the humanitarian sector best organise to enable innovation and what are the roles for key actors — donors, agencies, and most importantly ‘users’? Our paper summarises the nature of the challenge and reviews experience so far in humanitarian innovation (HI). There is a second issue which we also explore. Arguably crisis conditions provide a “laboratory” for exploring alternative approaches and generating novel innovation trajectories which might diffuse more widely — the concept of “reverse innovation.” Are there lessons which...
Investment projects in the mining and smelting industries generally have long time horizons, in t... more Investment projects in the mining and smelting industries generally have long time horizons, in that five to ten years may pass between initiating an exploration project and having a mine come into production. Thus the industry has a strong interest in looking ahead at future production capacities and technologies and at the market for its products. However, the industry has the problem of desiring good medium- and long-term forecasts while, it seems, being sceptical of the possibility of ever being able to obtain them —a good forecast being, in this context, one which presents a fairly accurate picture of the environment in which the particular company, nation or other group will be operating, so that its own planning can be on a sound footing.
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