and exploit new topics and challenges successfully (efficiency) and (3) stakeholder management. Effectiveness and efficiency are addressed by several activities in the network:
The importance of stakeholder management results from the inter-organizational setup of the EIT ICT Labs. Organizations with very different backgrounds, philosophies and cultures, interests and goals,
how to steer a multi-stakeholder innovation ecosystem, in: DIME Conference Organizing for Networked Innovation, Milano, 2010.60 P. van der Duin, M. Sule, W. Bruggeman, Deltas for the future:
to security threats highlight a rising need to incorporate more forward-looking approaches into the decisionmakkin processes of public and private organisations and stakeholders all around the world.
Requirements analysis, institutional analyses, stakeholder analyses, social impact assessment, mitigation strategising, sustainability analyses, action analyses (policy assessment), relevance trees, futures wheel
and stakeholders in the strategic question of how FTA can improve both their preparedness and ability to move fast
Participation and involvement of societal and government stakeholders, not only during the collecctio of data, but also to guide the interpretation
workshops may be organised with different stakeholders, providing a broad range of inputs to the policy and creating relevant new networks that cross not only policy domains
Clusters were developed in creative sessions with a wide variety of stakeholders. After completion, clusters that cover a variety of policy domains and scientific disciplines were forwarded to some essay writers.
The final selection of themes was made by a stakeholder workshop. Premises and values for identifying and filtering issues All horizon scans are based on broad
) The procees involved many stakeholders who have been influenced by the discussions and issues that were selected. After the report was published the horizon scan team was approached by a number of organisatiion
which was pushed forward as a typical cluster where no main stakeholder could be found. The report contained recommendations for Joint horizon scanning Science and Public policy February 2010 15 specific foresight activities which still have to be executed.
the identification and significaanc of faint or weak signals and wild cards, how to deal with complexity, the learning function of horizon scanning, stakeholder participation and how to increeas impact.
wild cards and stakeholder involvement In all scans questions arose regarding the ways in which stakeholder (or public) involvement in the initial phase could be improved.
In the UK scan and The netherlands, thought was given also to the way in which the number of entirely new issues and weak signals could be increased.
New approaches were therefore being considered to boost stakeholder and public involvement, by for example the use of blogs and Wikipedia-like structures,
Therefore the outcomes were discussed always in stakeholder and expert meetings either with regard to a specific policy need of a department (UK),
when problems have accumulated this picture can be used to scope further (foresight activities to align key stakeholders
nevertheless, it confirmed some issues of major importance to the various stakeholders. HE INFORMATION AND communication technologies (ICT) sector accounted for about 5%of the size of the European economy and 3%of total employment in 2005 (Turlea et al.
through a validattio workshop where stakeholders from the varioou creative content sub-sectors and policy-makers were invited to give their views on the scenarios devellope
as well as the diverse views of different stakeholders. An impact assessment was possible (and necessaary to a varying extent at every stage of the process:
experts) Workshop (stakeholders) Workshop (restricted, client) Impact assessment Figure 2. Overview of methodology building blocks Adaptive foresight in the creative content industries Science and Public policy February 2010
but also at differences in assesssment and interests of stakeholders. Each of the stages is explained in detail in the followwin sections.
Delphi survey We used the Delphi method to elicit views from a wide-ranging audience on current and future trends Box 1. The creative content sector on the move Figure 3 shows the various stakeholders involved and the technology trends
which was attended by around 25 stakeholders, including representatiive from some sub-sectors of the creative content industries, academia, policy-making etc.
However, depending on the creative conteen sub-sector the stakeholders represented and their role and relative position on these sub-sectors,
Although exploratory in nature, the latter reflect major differences of opinion among the stakeholders over the expected and desiire future of the sector.
For instance, the role of incumbents compared to that of user-based communities is seen differently by different stakeholders.
This is coherent with the methodological approach of adaptive foresight that foresees a phase of internal debate of policy implications by the client (or other stakeholder),
Integrate stakeholders into foresight programs. Take advantage of the existence of, or create, a national local academic receptor and training capacity.
and innovation policies Improve the co-operation among different stakeholders Develop the planning and implementation of technology policy Understand the best methods and use of foresight Critical success factors for government-led foresight Science and Public policy February 2010 37 Results:
the foresiigh capacity and stakeholder organizations need Critical success factors for government-led foresight Science and Public policy February 2010 38 to be linked with
A strategy is needed that serves to keep key stakeholders aware of ongoing projects and activities.
and websites devoted to key stakeholders to an approach of getting in the elevator with key decision-makers to give them 60 second elevaato speeches.
Integration of stakeholders in programs: The agencies investigated all made use of key stakehollder in processes such as project selection, informmatio gathering and assessment,
and stakeholders as participants but rarely as sponsors since there are barriers for government to receive private funds other than taxes.
and the change in government led to a more tightly controlled system for strategic messaging and press relations Stakeholder integration:
key stakeholders at the senior staff and professional levels of organizations and industrial domains affected by the foresight were able to be involved in the process,
the results should be disseminaate to a broad range of (and certainly to those in positions of authority) stakeholders.
2006), influenced by the altered role of the technology user as an important stakeholder. Confronted with almost unlimited choices,
encouragiin the interaction between all stakeholders in the innovation process and facilitating the involvement of users as co-creators (Ballon et al. 2007).
in applying FTA to their own innovation activities as well as those of key stakeholders. Embedding foresight into and across national,
the involvement of key stakeholders from the very beginning; clear establishment of objectives and strategic goals;
It is therefore necessary that the stakeholders are aware of these possibilities and have an open attitude to changes in systems.
and complexity of the themes being considered, the level of stakeholder participatiio and, quite frequently, the communication skills of those managing the process.
stakeholders'decision-making culture and management styles. These are aspects in relation to which a good communication approach may help make the difference between good and bad final results.
From this paper's point of view, the target is always the best combination between stakeholders and decision-maker involvement and intangible generation
The participation of different stakeholders in the process of identifying possible futures creates a more democratic decision-making and incorporates different visions into the foresight process, different points of view, contributing to the success of the entire exercise and to the quality of the final results.
at the end of a foresight exercise, for stakeholders to say that‘the process was as more important than the product'.
as different stakeholders usually have divergent perspectives for defining the best route towards the desired future. Foresight exercises help to overcome these limits
and other stakeholders think about the new to collectively foresee related issues, to imagine influence and impacts regarding a specific issue in the foresiigh study.
and other stakeholders. 4. Strategic foresight methodological approach This section will explore the main aspects of the strategic foresight methodological approach.
Firstly, and most important, stakeholders must be involved in the exercise from the very beginning (Eriksson and Weber 2008.
stakeholders have to feel comfortable and confident about participating in all phases, irrespective of the complexities involved.
lies outside of foresight activity governaance The client and stakeholders are in charge of implemeentin the recommendations and corresponding strategies.
A special remark is needed regarding this methodologgica approach to engage clients and stakeholders. To attain the desired outcomes
the challenge of engaging clients and stakeholders in the main and commitmeen phases depends on the ability of the coordination team to link the participating stakeholders to the technical and scientific communities and vice versa.
Thus, different groups of stakeholders demand different communication skills and style. 5. The FINEP case study In order to illustrate what was discussed earlier in this paper,
and the pressure from the stakeholders for more efficiency have led the former president of the agency to carry out a foresight study with a clear message of urgency:‘
'with the participation of staff and a range of potential beneficiaries and stakeholders. This activity was part of the methodology preparation of the strategic foresight exercise.
FINEP was an important stakeholder in the Brazilian ST&I system, but did not have full governance to deal with all those variables
in order to help stakeholders'thinking oriented by the main ST&I drivers. The timeline tool was chosen as an alternative to the method of scenarios,
because the uncertainty and compleexit of the environment demanded an approach which offered stakeholders a tool for collective reasoning without the need to definine strategies or elaborate decisions,
In this case, several ways of gathering stakeholders'perceptions were employed. In order to hear the opinion of government authorities and representative leaders from industry and the national system of ST&I, about the system itself, FINEP, its performmanc and future expectations,
interviews were conduccte with different stakeholders at national level, including 30 government, industry and academy Figure 4. FINEP SMP timeline:
employees and other stakeholders. The methods used were interactive, to ensure mobilization, particippatio and commitment at all levels of the agency
The final workshop,‘FINEP of the future',provided a forum for further discussions between employees and stakeholders, resulting in the construction of the key elements of the proposed plan:.
wild cards, SWOT analysis, roadmapping, web survey and interviews, expert panel, conference and workshops, multi-criteria and stakeholder analysis, indicator developmeent benchmarking,
involvement of managers, employyees experts and stakeholders in all stages of the process'.'Senior management commitment:
and to support the mobilization of all of the stakeholders involved and expertise, as well as conduct validation activities..
very participatory and involved internal and external stakeholders in a continuoou process of adding value to the information obtained,
The methodological approach assured, through the participatory process, commitment of an expressive contingent of internal and external stakeholders,
Private sector stakeholders tend to become very active when precompetitive technological programs reach government decision-making at high levels.
and provide for stable engagement with academic stakeholders..Foresight exercises are exposed usually to some dangerrou pitfalls throughout their development.
More important than consensus on future challenges not always possible is shared the sense of commitmeen to a desirable future established by different stakeholders..
deliberation and stakeholder consultation bottom-up mechanisms. Aside from contributing to the understanding of China's research and innovation policy and system, this paper provides insights into policy change in China more generally and also into the processes
but also formal processes for input by other stakeholders and, increasingly, public consultation. Although the drafting of the medium-and long-term plan included structures for stakeholder involvement and transparency, overall, priority-setting in China's research policy tends to be characterized by a top-down selection of both thematic areas and fundamental development strategies.
Scientific experts play an important role in anchoorin important policies and in providing expertise on thematic choices
The marginal role of industry, particularly privately owned enterprrises as a stakeholder is another weakness in the policy process.
and facilitate more effective public dialogue beyond the usual suspects by engaging new entrants, small business, wider stakeholders and civil society.
or stakeholder theory, in which business organisations increasingly promote innovation in their social and environmental policies (Smith 2000).
and bringing together diverse actors and stakeholders and creating spaces for discourse and joint action.
and stakeholders'understanding of different viewpoints, thus contributing to the building of shared agendas and dynamic multilateral partnerships Develop widely shared visions of the future with
to social partners and to stakeholders and civil society so that all main stakeholders can be involved in delivering on the vision of Europe 2020.
and engaging certain stakeholders like businesses (Annenberg et al. 2010), as well as in contributing to the coordination of national and local research and innovation policies towards joint goals (IDEA Consult 2010).
By promoting the inclusion of all relevant stakeholders they can facilitate cross-sectoral collaboration between the public and private sectors as well as between various industries, a multilevel governance approach,
and stakeholders to engage so that forums or spaces for advocacy coalitions can emerge and be mobilised considering all relevant stakeholder groups.
This role could be enabled in a step prior to setting the governance structures and bodies of the instruments to be created.
the identification of suitable actors to engage can take place by mapping stakeholders based on certain criteria and paying attention to relevant gaps or stakeholders which,
By bringing together relevant stakeholders, EU instrumeent can be a means to enable different parties to learn with one another
as well as regular interactions among stakeholders that allow active engagement and understanding of foresight philosophy and practices.
and in defining a common strategic research agenda amongst involved stakeholders Capacity building role of FTA supports stakeholders to engage,
FTA supports articulation of market-shaping expectations and stakeholders'visions and in coordinating actors Develop
however, the potential to engage diverse stakeholders enabled through FTA does not always take place. Ultimately, decisions are still somewhat top-down.
and trust building through regular interactions among stakeholders that would allow an understanding of foresight philosophhy roles and practices.
where a number of stakeholders proposed, discussed and improved each others'ideas. The results were refined in an workshop with researrcher
Freeman, E. 1970)‘ Stakeholder theory of the modern corporatiion'In: Hoffman, M.,Frederick, R. E. and Schwartz, M. S. eds) Business Ethics Readings and Cases in Corporate Morality, 4th edn.
with greater attention being paid to the perspectives of societal stakeholders. Projects and programmes continued to be the dominant form of implementing FTA,
and understand highly complex and often uncertaai future developments by way of addressing, in the same exercise, alternative forms of transformation and the conseqquen roles of different stakeholders.
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.
which engages stakeholders in innovation and policy roadmapping activities‘Linking territorial foresight and urban planning'Ferna'ndez Gu ell et al.
and easy access to a wider set of stakeholders is imporrtan to make sense of emerging issues.
Accordingly, the process was designed to engage many stakeholders, while the issues covered and various scenarios developed can be adapted
which they were distributed broadly for comment to ICSU regional committtees member organisations and other stakeholders.
Science successfully met the challenge of setting up more effective processes to ensure the consensus of the very best science was communicated to multiple stakeholders in a way that helps decision-making.
foresight has been proven to be a useful tool for bringing together different stakeholders in processes of mutual learning and exchange of expectations of the future,
The new energy consumption informattio could enable novel business models and the provisiio of new digital services for diverse stakeholders, such as:
Foresight processes can produce outcomes that spring from interactions between multiple stakeholders. The success of the systemic foresight process could be evaluated, for example,
by the ideas it has created that could be potentially important for multiple stakeholders or by the amount of new linkages among the stakeholders formed during the process.
Secondly, as we have discussed in this paper, the roadmapping approach can combine issues of strategic intervention with potential lock ins and systemic interdependencies.
totti. konnola@impetusolutions. com. The complexity of transnational research programming and the requisite large-scale stakeholder engagement set a major managerial challenge:
and different stakeholders take part with diverse expectatiion and capacities. Dealing with this complexity requires co-ordination tools that are able to address the above-mentioned potential tensions.
Methodologically, these efforts call for systematic multi-stakeholder processes, lest they be taken over by short-term policy agendas and debates. 2. 2. 4 Temporal co-ordination of policies and research systems.
participatory and anticipatory co-ordination approach The complexity of the co-ordination challenge of transnatiiona research programming calls for approaches that can engage stakeholders horizontally from different policy and research areas as well as vertically and internationally from different countries and regions to support informed
Such stakeholder engagement can enhance the systemic understanding of existing research activities and applied policy instruments that help to define the scope of the transnational programme in line with criteria such as:
Stakeholder engagement and networking is a core element of the process, from the design of the Urban Europe process and the further development of the SRF to the participation in research projects and in implementatiio measures.
and management style to the case-specific context and to particular requirements of the participating organisations and related stakeholders.
and collecting informmatio on the views of different stakeholder groups within these research systems on future issues such as research priorities and implementation modes.
engaging researchers and industrial leaders providing a wealth of informmatio for national funding agencies on their stakeholders'interest
aiming at continuous dialogue between a wide set of stakeholders and JPI Urban Europe Use of a pilot call to engage stakeholders at different levels in broadening knowledge base Engagement with other networks and organisatiion (e g.
close co-operation with China on foresight) Horizontal co-ordination Cross-feeding of research teams was encouraged by assessment of submitted issues
It aims to include stakeholders from other disciplines in priority setting and to create a multidiscipplinar co-ordination network of research funders for joint funding of transnatiiona research
and starting new initiatives with European R&i communities Temporal co-ordination Consultation on research issues among stakeholders provided future-oriented information on directtio and interests of research community.
aiming at continuous dialogue between stakeholders and Urban Europe and ensuring a long-term integration of stakeholders in activities Embedding foresight in transnational research programming. 199 increasing research capacity in a specific thematic area can also contribute to better understanding and aligning research systems.
Joint visions and joint research agendas also facilitate the alignment of future joint programmes and of research infrastructure planning with these programmmes The participation of the actors in research systems in a foresight process may also promote transparennc
Conducting bottom-up consultations or launching a (pilot) call aimed at gathering more anticipatory intelligence are ways to provide different policy levels with rich information about the interests of the stakeholders
Alternatively, multidiscipplinar stakeholder groups can be formed to work together towards common research agendas in different sub-areas,
Here, the establishment of stakeholder platforms for long-term stakeholder engagement in the process and knowledge and collaboration platforms for cumulating knowledge
and initiating collaborations between stakeholders have a dimension of temporal co-ordination. Also (pilot) calls can be used to increase the accumulation of knowledge on future trends,
thus making use of the collective knowledge of wider stakeholder groups. In particuular the temporal co-ordination dimension calls for safeguarding the existence of a foresight function
foresiigh seems to hold the promise of facilitating the implementtatio of different functions of transnational research programming way beyond the identification of emerging issues, priority areas and relevant stakeholders.
We consider that foresight holds promise for a structured and responsive process that efficiently mobillise stakeholders
which makes it possible to involve varying amounts of contributions from a changing number of stakeholders..
which makes it possible to involve stakeholders regardless of the geographical distance between them..Administrative scalability,
In Woodwisdom-Net, scalability meant that the consultation process had to deal with varying amounts of contributions from a large number of stakeholders in different countries.
and secondly to generate more holistic perspectives on the emerging agenda. 4. 1. 2 Modular and structured process for balanced and diverse stakeholder engagement.
Stakeholder participation was also based on the definition of explicit roles and responsibilities for the different phases of the process. 4. 1. 3 Flexible and responsive management to accommoodat with stakeholder expectations.
and stakeholder expectations should be regarded as a major concern and even a key design variable in the planning and execution of foresight activities.
and redesigning the whole process to better meet the stakeholder expectations and to accommodate new priorities in the plans.
which stakeholders take part and how long the project phase will last. However, the process flexibility may not alter the format in
where a pilot call is planned to collect additional intelligence on future trends and scenarrio and support the construction of stakeholder communities and platforms.
which structures the engagement of stakeholders from different countries, sectors and disciplline and facilitates and speeds up the implementation (see Fig. 4). Achieving the benefits of foresight activities in support of the implementation of other programming functions is related to the appropriate positioning of foresight design and management in the overall programming process.
and prepares stakeholders to participate in other functions. Towards this end foresight can facilitaat access to and co-ordination of different networks and databases of experts and other stakeholders.
The balanced engagement is subject to national differences, which calls for the identification of suitable interfaces at different levels of research
EMIDA ERA NET faced difficulties engaging stakeholders from other disciplinnes because of strong reliance on conventional databaase used in the sector from consortium partners.
By way of engaging stakeholders in the creation and codification of tacit knowledge (Nonaka 1994), foresight synthesises key findings for decision-makers from fragmented information and expert recommendations.
The transnational, efficient and effective engagement of numerous stakeholders may lead to time-consuming and resource-intensive processes.
and cost-efficient stakeholder engageement An optimal use of internet applications for stakeholder engagement and the exploitation of the informmatio collected
However, the complexity and the mere scale of the processes required to engage the various stakeholders of research, industry,
horizon scanning and generation of innovation ideas among a wide and diverse set of stakeholders) can alleviate the risk of co-optation,
Over 400 stakeholders from all participating countries participated in the process. 26. The assessment criteria for researcher's were:
The UEF aims to establish a continuous dialogue between stakeholders and Urban Europe on strateegi issues and to ensure a long-term integration of a large number of stakeholders in the implementation activities.
It has potential to also identify additional research areas and is linked directly to the Management Board. 32.
companies and stakeholder organisations. 33. In the EMIDA ERA NET some difficulties were encounntere in engaging stakeholders from other disciplinnes mainly
because databases from consortium partners were used, and the consortium did not reflect all disciplines involved. 34.
and opportunities that most stakeholders may not have considered previously or prepared for (Saritas and Smith 2011).
and seminars. a special SESTI wiki to evoke contributions to the scanning process. active use of blogging and micro-blogging (Twitter) 8. text-mining. expert/stakeholder workshops Based on the experience of SESTI,
Policy-makers who were interviewed within the SESTI project noted the importance of methods that allow for identifying the connections, clustering of signals and the stakeholders behind them.
which signal is observed Origin (stakeholder (s) behind them) and novelty of weak signals Rising ethical, legal, societal or cultural issues Existence of a strategy already concerned with specific weak signal (s) and emerging issues by a government or industry, political party or lobby,
and stakeholders that served both of the two main functioons On the one hand, alerts for emerging issues coming from the (expert reviewed) internet scanning were assessed discussse
In conferences through discussions with peers Existing strategies and relevant stakeholders Medium Medium High As reported/criticised in raw resources.
when and why, taking into account the interests, emotions and attitudes of different stakeholders as well as experts.
and stakeholders and usually lead to recommendations As reported in survey responses and in literature. As facilitated by policy workshops Concepts and methods in horizon scanning. 219 model-based forecasting.
sense-making lies at the heart of providing well-founded support for policy-making. 2. 3 Stakeholders:
Here, we argue that horizon scanning should seek to engage diverse stakeholders (Ko nno la et al. 2007.
Furthermore, engaging diverse stakeholders may result in a richer set of initial observations, after which the stakeholders can be engaged further by assessing the significance of these observaation in view of interdependencies which,
for instance may allow new meanings (Nonaka 1994) to be synthesized through the shared development of crosscutting challennges From a methodological perspective, internet-based tools for continuous idea generation (Graefe et al. 2010), idea management
Salo et al. 2009) in preparation for subsequent face-to-face stakeholder workshops. 2. 4 Building ground for crosscutting policy coordination At best,
and other stakeholders in creative networking that facilitates the implementation of later action plans (Brummer et al. 2008;
Finally, a stakeholder workshop was organized in order to take stock of these issues and, specificcally to make sense of them in terms of crosscutting challenges
The engagement of stakeholders into collective sensemakkin in horizon scanning may follow different organizattiona models. Specifically
the systematic engagement of diverse stakeholders calls may call for an equally diverse range of organizational approaches that establish appropriate incentives for effective stakeholder participation.
and JRC, has influenced also other stakeholders, and has served as an input to the recent EC Communication on the Innovation Union.
and transparent to receive broad acceptance among the many stakeholders (e g. the Fraunhofer board, 60 institutes, 6 institute groups and 20 institute alliances).
This was because many stakeholders with different interests participated in deriving the challenges. In the end, they agreed on a broad compromise.
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