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.
and informs decision-makers. States and markets: The future preferences of states on socioeconomic development models will impact on international science.
The outcome of these decisions will have implication for global organisations such as the UN. Models of state sovereignty may be challenged by regional groupings,
participants are typically senior decision-makers who are in a position to influence policy strategy outcomes and to take action to implement the emerging vision.
The decision to conduct the exercise mostly in-house was with hindsight, probably a mistake, providing too little slack to absorb disruptions such as the departure of the project officer halfway through the exercise.
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.
and communicate the logic of the policy decisions. The third level is sectoral development, with an emphasis particularly on emerging solutions,
such as smart appliances for automated decision making Intelligent and more automated transportation Intelligent products and services with life cycle management modules Remote collaboration solutions:
Sustainable decisions are supported also by governmmenta regulation and other incentives. 5. 3. Transformation roadmap 5. 3. 1 Drivers.
and that short-term decisions do not contradict longer-term commitments. Temporal co-ordination focuses on how policies work out as they interact with other policies
decision-making on the scope, structure and subsequent funding commitments. Such stakeholder engagement can enhance the systemic understanding of existing research activities
systemic and anticipatory vision building approach that supports the present-day decision-making (European commission 2002). In this paper we explore the possible role of foresight in transnational research programming
building/sufficient volume of high quality applications from internal capacity Influential decision-makers do not see value Sharing activities/results would dilute international leadership conflicting interests between competitors
and that short-term decisions do not contradict longer-term commitmeent(‘dynamic efficiency')Differences in degree of continuity of policy design
and informs decision-making. Foresight supports a structured organisation of stakehollde involvement, orienting the efforts towards understanndin diverse interests and shared visions on future developments,
thus contributing to better decision-making in a cost-effective way. We first look at some principles for the use of foresight,
and research themes as relevant‘units of analysis'that experts could assess with an internet-based decision support tool.
decisions on what methods are used and how they are applied, which stakeholders take part and how long the project phase will last.
Informed programmmin decisions necessitate the comprehensive examination of the wider context, building on diverse statistical and policy support databases and the plethora of documentation from different levels of research and innovation systems.
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.
and sense-making between diverse sources of information and the decision-makers..Guidance for design and process management.
which will help to better prepare policy-and decision-makers in today's complex and interdependent environments.
-and decision-makers about new and future opportunities as well as threats and have prepared them (or make them aware) for drastic changes and surprises/shocks.
and synthesising observations that hold potential for the formulation of pertinent future developments and the derivation of actionable implications on decision-making.
Horizon scanning typically builds on concepts such as weak or early warning signals within the framework of political discourse and decision-making.
and how this information is transformed into potential emerging issues that can be interesting and useful for decision-and policy-makers.
2010) Discourse and decision-making Political discourse refers to the continuous communicative debate that takes place in the political arena.
society or economy in combination with a need for present-day (policy) decisions to prevent, mitigate or stimulate the foreseen impact.
and how the issue relates to present-day decision-making and action). Rather than being antagonistic, the two approaches should be seen as complementary (see Fig. 1). Exploratory scanning mainly refers to the first scanning phase (identification of weak signals)
and to interpret them in a functional way for decision-makers by gathering and processsin all relevant information.
as well as to maintain close interaction between the clients of the analysis (e g. decision/policy-makers) and those undertaking the scanning task.
horizon scanning can benefit from methods of multi-criteria decision-making and network analysis for prioritizing, clustering and combining issues.
because they underlie key scoping decisions and thus shape both implicit and explicit expectations that influence scanners and their behaviiour In this paper,
and synthesizing observattion that hold potential for the elaboration of pertinent future developments and the derivation of actionable implicaation for decision-making.
the scoping of a scanning exercise necessitates fundamental methodological decisions that partly demarcaat which signals are likely to appear relevant.
All in all, it is imporrtan to realize that decisions about the definition of units do guide
and are linked to existing decision-making structures (Georghiou and Csaaingena Harper 2011). This is because the mere listing of issues appears
For example, while the institutionalization of scanning activities serves to establish close links with decision-makers and makes it possible to build up capabilities on continuous basis,
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