From the beginning of the reform period, S&t constituted one of the‘four modernizations'identified by Deng xiaoping (and earlier by Zhou Enlai) as pillars of the reform,
The 1978 Science Conference functioned as a starting-point for a renovation of the S&t system by acknowledging S&t as a productive force.
did Taiwan start to use Chinese herbal medicines. Later, these Chinese herbal pharmacies gradually set up their own herbal factories (DCB 2003:
Only after 1998 did the government start to recognize Chinese herbal medicines as the backbone of the pharmaceutical sector.
Only in the late 1990s did the government start to support the development of modern pharmaceutical biotechnnolog through supporting the innovation of new herbaceous medicines. 3. 2 Evolution of the Taiwanese agricultural biotechnology innovation system 3. 2
this paper starts (Section 2) by presenting the basic elements of innovation and the need for an operational agenda that takes into consideration a context-sensitive approach required to address specific challenges.
Innovation system analysis often takes as its starting point the system's structure. It is here that innovation system failures that demand policy attention tend to be identified,
This makes them an essential starting point in efforts to set in motion virtuous cycles of transformative change directed at grand challenges.
Indeed, right at the outset, a more transformative innovattio sets a responsibility to catalyse and facilitate more effective public dialogue beyond the usual suspects by engaging new entrants, small business, wider stakeholders and civil society.
2011) address the importance of engaging stakeholders in foresight exercises from the very beginning in order to improve support for policy options and their implications.
and the results generated. 3. 1 Scoping the exercise's design A number of important decisions were taken at the outset by ICSU regarding the scope and scale of the exercise.
a scenario approach was preferred from the outset, allowing for exploration of possible futures and for articulation of a visionary‘success scenario'..
it was recognised from the outset that the various results generated would likely be useful to other organisations, particularly the ICSU members, in their own strategy processes..
Given available resources and the scope of the exercise, it was thought at the outset that the exercise would take about 12 8 months to complete from start to finish.
and start to extrapolate steps backwards from the vision towards the present stage. This method is known as backcasting.
but should be offset by demandorieente innovation policy measures such as smart regulatiio and public procurement. 4. 2. 3 Sectoral development.
Optimizing systems Increasing awareness of global consequences of climate change Economic recession Emission trading starts to have effect on companies Rising living standards in BRIC countries Green values:
and implementation Differences in start and duration of national programmes Different national rules and cycles make collaboration impractical Differences in speed of implementation at national level Differences in degree of long-term planning
the tasks in the final phases were specified not fully at the outset, because it was expected that results from the earlier phases would be helpful in planning these tasks.
Instead of seeking to‘fix'the objecttive and associated process design at the outset those in charge of the foresight process should anticipate,
and the principles we have outlined are integrated into the overall design and management from the outset of the programming activities.
As a starting point a frame of reference is conceptualised for the chosen policy domains. Signals are sought then that give a full or substantial future narrative with high impact for a certain policy level.
and also a body of additional signals that are considered to be indicative of the start or development of their emergence.
The results of the scanning can also be a starting point for taking into account the areas of unknown unknowns by spotting gaps in the scan picture
when the fields are specified and the scanning starts from well-defined fields such as energy, conservation or science and policy (cf.
Timing seems to be a general challenge with early signal analysis. Due to the novelty of issues the evidence basis at the beginning is rather weak
As the signal starts to have visible negative impacts on its environment possible controversies and disruptions may emerge alongsiid a general frustration about the lost opportunity to be informed earlier about the potential upcoming developmennts This forms a difficult challenge for scanners who Table 2. Comparison of tools
in order to give some examples of these different views of global challenges that were starting points for the Fraunhofer considerations. 2. 1. 1 First example.
therefore as an appropriate starting point for the Fraunhofer Future markets process. 2. 1. 4 Fourth example.
and technologydriiven the starting point of the processes was technologies and technological approaches. Both processes were started to enhance
and evaluated as the starting point. Experts with different technological backgrounds met in workshops to discuss
The most convincing projects were funded internally. 4. 2 Deriving Fraunhofer-specific challenges from global challenges The 2009 State of the Future report of the UN Millennium Project was chosen (Glenn et al. 2009) as a starting point for deriving the Fraunhofer
and outlook Using global challenges as a starting point for an internal FTA PROCESS within the corporate strategic R&d planning was a new approach for Fraunhofer.
Central moderation of the problem-solving as a kickoff of the application phase is necessary in order to identify solutions with high impact and to foster collaborative aspects.
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