Abstract This case study offers techniques for bottom‐up futuring and demonstrates their use and value, particularly in organizations that are uncomfortable with the ambiguity inherent in exploratory phases of innovation because they are process‐oriented, risk‐averse, and work within strict regulatory environments. It reveals the transformative effects on project work and cross‐functional dynamics of gradually building futuring capabilities in a healthcare manufacturer that was initially reluctant to them. It offers actionable learnings based on an honest account, in the form of three interventions: eliciting stories; multiplying futures; and provocatyping. The case aims to inspire and encourage fellow practitioners who use ethnographic and sociocultural approaches to begin implementing futuring approaches within their organisation, even when they do not have an explicit mandate to do so.
CAMILLE RONCERAY (Sat,) studied this question.