and a planning approach that attempts to identify innovation application points. These features impact directly on the client's perceived ability and engagement.
mind-set transformation. 1. Introduction Exercises to explore the future are considered to be importaan for strategic planning, decision-making support and for public policy formulation,
A key factor in success is to start the exercise after a robust collective planning Step in the pre foresight phase of this methodological approach (see Section 4),
demands may be associated with innovation, competitiveness, long-term government planning, subsidies to S&t public policies, and the future of complex themes, such as climate change, demography, biodiversity, bioethanol, energy efficiency etc.
In this context, planning for out-of-the-box thinking is absolutely necessary if one is to break the mental barriers
planning for small and very large events such as the last three national S&t conferences organized by the CGEE
which must be considered in the formulation of policies, planning and decision-making. Martin, cited by Cuhls
considering existing challenges to Brazilian energy matrix in next 20 years Technologies for generation of electric energy, fuel supply and energy transmission and distribution, distributed generaatio and storage, planning
The four phases proposed for the development of the SMP (see Fig. 5) were defined to meet the needs of the process, taking into consideration FINEP's culture and experience in planning and management over the years.
In the organization's prior planning experiences, no other process had managed to gather a similar amount of information,
Strategic foresight proved to be a powerful instrumeen for long-term planning, combining the conceept of strategy and foresight, relying on a diversity of methods and techniques and,
Thus, China can be categorized clearly as a top-down and centralized planning system, which focuses on large-scale accomplishments and numerical accomplishments, with a preference for grandiose plans.
if somewhat unevenly, developiin elements of both political planning and institutional empowerment, often under the political banner of‘controlled modernization'.
Instead, China seems to be forging its own way with an evolving mixture of planning, decentralization and deliberation. 1. 1 Trends in setting priorities Explicit models for science policy priority-setting devellope late and with great tensions.
but not always, under the coordinating umbrella of public research planning (Ruivo 1994). Today's mechanism for priority-setting in these countries is therefore a hybrid, sometimes drawing upon scientific expertise not only in low-level decision-making but also in the framing of societal challenges underlying science policy priorities (Pielke 2007),
Beginning with the founding of People's republic of china in 1949, a Socialist centralized S&t system was built in the 1950s by adding the Soviet model of centralized planning onto the S&t system that had emerged in the Republic of china (e g.
Research priority setting in China. 265 the ideal of planning also shapes and influences programs for excellence.
which are part of the regular planning process, and programs and measures that are implemented outside the planning cycle.
The five-year plans are the most obvious and structured tool of China's economic planning process in the sense that that it is clear to everyone
when the next plan is due and thus, when the preparations and priority-setting processes are to take place.
such as the 863 Program, the 973 Program or the KIP, are created outside the temporal planning cycle in response to problems
which are implemennte outside the five-year or medium-and long-term planning cycle, the original impetus can be argued to have come from scientists,
The planning process was surrounded by relatively public and heated debates concerning the fundamental choice of development strategy to be pursued in the plan (see also Gu and Lundvall 2006.
Planning in the straightforward sense is one defining element, a heritage from the post-WORLD WAR II planning exercises.
while also indicating the decoupling of science from the planning exercises of the past. 268.
overall the dominant legacy of centralized planning for grandiose projects still looms over science policy, and may continue to thwart the ambitiion of Chinese scientists to develop a more genuinely pluralist system of resource allocation.
Science and Technology research and Information Center (2005)‘ Strategic planning on the development of Taiwan agricultural biotechnology industry'(.
or even impossiibl to solve by single agencies or through rational planning approaches. This has been understood well for some time among academics
Grand challenges are by nature complex and largely impervious to top-down rational planning approaches. Even their meanings tend to be highly contesste by different actors Furthermore,
and hence the basis for more effective contingency planning, and the design and development of appropriate forms of resilience Mobilising and structuring actor networks Improve implementation by enabling transparency,
which analytical guidelines are developed to facilitate the planning and implementation of joint research programmes (ERAC-GPC 2010).
Rittel, H. and Weber, M. 1973)‘ Dilemmas in a general theory of planning',Policy Sciences, 4: 155 69.
For instance, integration in view of central planning vs. competition in view of market forces defining urban development Individual regional foresight project‘Embedding foresight in transnatiiona research programming'Deals with deliberate approach to both rapid
The International council for science (ICSU) has been applying foresight as a central component of its strategic planning. This paper describes the most recent ICSU exercise
and provided a prototype for subsequent internatioona research planning and coordination efforts by ICSU. A number of international coordination structures such as the Scientific Committee on Antarctic Research (SCAR)
and in this way is responsible for the planning and coordination infrastructures. In the area of climate change
To address these, there is a need for institutional leadership and mechanisms for planning, coordination and funding that are respected by the science community,
The exercise was led by ICSU's Committee on Scientific Planning and Review (CSPR) and was started in October 2009.
The time horizon of the foresight exercise had to be beyond ICSU's usual planning horizons of 5 10 years.
and fed into the new round of strategic planning. This timetaabl was compromised, however, by delays due to changes in key staff.
but could be introduced during future strategic planning processes, as is done often in business environments (Mendonc¸a et al. 2003).
(and others) to use in their own strategic planning or visioning processes (ICSU 2011b). Already, there is evidence that some member organisations have started to use the exploratory scenarios in this way
an International Perspective on National foresight Studies',review report to the ICSU Committee on Scientific Planning and Review Report.
Barker, D. and Smith, D. J. H. 1995)‘ Technology foresight using roadmaps',Long Range Planning, 28:21 8. Blackwell, A f.,Phaal, R.,Eppler, M
Linking technology resources into business planning',International Journal of Technology management, 26:12 9. Gann, D. and Salter, A. 2000)‘ Innovation in project-based, service-enhanced firms:
The role of embodied metaphors',Long Range Planning, 41: 309 25. Kostoff, R. N. and Schaller, R. R. 2001)‘ Science and technoloog roadmaps',IEEE Transactions on Engineering Management, 48: 132 43.
Phaal, R.,Farrukh, C. J. P. and Probert, D. R. 2004)‘ Technology roadmapping a planning framework for evoluttio and revolution',Technological forecasting and Social Change, 71:5 26.
Whittington, R. and Cailluet, L. 2008)‘ The crafts of strategy',Long Range Planning, 41: 241 7. 190.
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
and of research infrastructure planning with these programmmes The participation of the actors in research systems in a foresight process may also promote transparennc
and scoping its research programme it is often premature for many national agencies to decide on their level of committmen to that programme and its planning.
and even a key design variable in the planning and execution of foresight activities. The need for responsiveness by which they mean‘purposely designed managerial controls for making warranted mid-course adaptations to foresight objecttive
in applying particippator approaches and in working with longerteer planning, or when the research and innovation systems and capacities of the countries involved are highly diverse. 5. Conclusions Recent efforts in transnational research programming indicate that the mobilising effect of embedded foresight activities can lead to novel networking and cross-feeding of research and innovation
systematic exchange of information and good practices on existing programmes and activities. identification and analysis of common strategic issues. planning and development of joint activities between national and regional programmes. implementation
however, too early to draw any conclusions on possible discrepancies between planning and implementtatio of foresight activities in this case. 30.
the systematic examination of potential future) problems, threats, opportunities and likely future developments, including those at the margins of current thinking and planning.
whereby the output of scanning can be incorporated effectively into vision building and strategic planning. The present paper draws on the experiences from the seventh European Framework programme horizon scanning project Scanning for Emerging science and Technology Issues (SESTI.
policy-makers downgraded the importance of the specific issue by maintaiinin their faith in the reassuring messages from the economic planning agencies (van Rij 2010b).
E. Amanatidou et al. cards in the civil aircraft and asset-management industries',Long Range Planning, 42:23 41.
the systematic examination of potential threats, opportunities and likely future developments which are at the margins of current thinking and planning'and, continuing,
Fraunhofer complements these strategic planning activities with a process to identify and strategiicall develop research themes across its institutes.
The strategic planning activities are complemented by a process which aims to identify and strategically develop research themes across institutes (Fraunhofer Future topics).
For this, we need first of all to look at the Fraunhofer Society itself. 3. The Fraunhofer approach 3. 1 Strategic R&d planning within the Fraunhofer governance model Future-oriented technology analysis (FTA APPROACHES have been used within corporate strategic R&d planning at Fraunhofer for several years.
FTA in this context supports Fraunhofer's strategic R&d planning. Hence, it needs to be oriented action
the government itself is involved not in the portfolio planning, but target agreements have to be negotiated every year.
FTA as part of the strategic planning of a distributed contract research organisation',paper presented at Third International Seville Conference on FTA, held Seville, Spain, 16 7 october 2008.
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011