Strategic Foresight is one of IDEALIST’s most important pillars, helping SMEs move from reacting to disruptions to anticipating them. Through the activities developed in Work Package 5 and described in detail in the foresight material, clusters and SMEs are learning to recognise early signals of change and understand how these may influence their future competitiveness. A central element of this work is Horizon Scanning, a collaborative process carried out with 63 participants from IDEALIST clusters. With the support of 4CF, cluster representatives collected signals, analysed uncertainties, and mapped the forces shaping the future of the three IDEALIST ecosystems: Aerospace & Defence, Energy-Intensive Industries, and Mobility/Transport/Automotive.
The resulting “maps of drivers and disruptions” highlight issues such as AI adoption, raw material scarcity, the energy transition, and the rise of autonomous mobility—showing SMEs which developments may influence their markets in the coming years. Across all ecosystems, some shared priorities clearly emerged: the need for more resilient supply chains, preparation for new energy sources, stronger circular economy practices, and greater investment in skills and technological readiness. As the document states, Horizon Scanning supports SMEs by “enhancing resilience and enabling informed, adaptable decision-making”.
To make foresight a lasting capability, IDEALIST also developed a dedicated toolbox and trained cluster coordinators so they can independently run workshops with their SME members. Several cluster meetings have already taken place, and many more will follow throughout 2026.
In short, Strategic Foresight is enabling companies to look ahead with clarity, understand what may disrupt their ecosystem, and prepare proactively turning uncertainty into an opportunity for growth.