In this paper we argue that this limitation is to an important extent due to the insufficient or even lacking introduction of the future and future anticipation as components into the user-driven knowledge creation process.
current or expected future users are involved rarely actively in this anticipatory process. An integrated approach towards Innovation Foresight is thus called for.
but are engaged actively in the process and share their‘future'experiences and aspirations in an interactive and iterative way.
and involving them continuously, beginning from the earliest phases and throughout the whole process. Contrary to traditional user research,
In this study, we therefore involved different types of users in an inclusive process to reflect on possible, probable and/or preferable‘TV experiences of the future (initial time horizon:
) 3. 2. 1. Methodological approach A multi-method approach was used to stimulate users'creative and imaginative potential in the IF process.
According to Sleeswijk Visser 30, the process of creating the probe material and of interacting with the users is maybe even more crucial than the completed probe itself:
this process helps to take the real user's life, thoughts and experiences into account,
users as well as other relevant stakeholders were involved in an inclusive and future-oriented process, based on a combination of traditional and more creative methods.
IF aims to enhance users'input to and their influence on the inclusive knowledge creation process.
with a focus on process improvements. Ultimately, PMS should enable businesses to build the necessary actions to reach its strategy and excel 19.
financial customer, internal business process, and learning and growth 10. These perspectives have outlined their objectives in measures, targets,
and strategic learning with the aim of transforming strategy into a continuous process. Despite its advantages the BSC is still not capable to align convincingly strategy design and implementation,
It does so by helping an organisation to better understand the process by which mission, vision, values,
Moreover, the scenario development process should become an important contribution to organisational learning 28. The third phase (cascading strategy into operational actions) was conceived based on the original structure of the BSC.
The process of cascading strategy is based on the definition of strategic objectives, measures, targets and initiatives.
the mutual learning process between State and citizens'representatives enabled the development of shared decisions, which resulted in the design of more robust and consistent policies that were aligned with local needs.
it was possible to see that the institution was not able to shape a process to build a shared understanding of stakeholders'views as well as of risks, opportunities, system capabilities and dynamic changes.
At the same time, the city major, a key actor in the process, supported the initiative by developing employment opportunities for youngsters
when stating that foresight can be seen as a governance process, whereas 43 claim that this happens through shared
They affirm that networked learning enables a process of innovation and institutional adaptation that is participatory, interactive and in
(thus supporting phases 3 and 4). Enabling spaces like this through foresight embedded within the proposed system to formalise this collective process of mutual learning and experimentation would enable increased communication across the value chain.
this process is critical to increase legitimacy, ownership and transparency of decisions. Hence embedding FTA within the proposed system would enable firms to steer solutions to possible challenges through joint-up decision making and implementation processes.
Ultimately, this process shall lead to increased legitimacy, ownership and transparency of decisions across the value chain.
, the process of creating a new product, service or system 24, has long been considered a driving force behind economic growth 25.
and as inside-out and outside-in processes (see 40 for three open innovation process archetypes) where external knowledge is brought into the company
and performance. 2. A process model that guides the organization toward the envisioned future. 3. The ongoing innovation processes together constitute a transition path that leads the organization from the present to the future. 4. The inner component leadership
while ensuring that this future vision is aligned strategically with a sound process model that allows managing
, if a network does not have an explicit and formal process model, the conclusion would be networked that systematic foresight is practiced not.
and external trends could be identified. 4. 1. 2. Process model With regard to the process model different views emerged during the interviews.
Thus, no formal process model was in place; informal or implicit ones at best. Still, many interviewees stated that this was not necessarily a problem.
and the external trend that ICT is becoming increasingly important in all business areas provided the foundation for this vision. 4. 2. 2. Process model The activities of the EICT itself can be interpreted as an innovation process model.
and higher education. 4. 3. 2. Process model In the innovation framework instruments for sharing, exchanging and developing knowledge were created,
To enhance transparency a formalized stage gate process was introduced in 2011. Since then, proposals for future activities have to meet a set of predefined criteria
and an annual selection process (quality assurance) add to the aforementioned foresight instruments innovation radar and best-practice benchmarking.
While the process model was adopted to integrate multiple parties as well, the program management from Rijkswaterstaat was focused more internally
and knowledge exchange. 2. Beneficiaries of networked foresight activities are the network partners within the predefined project settings. 3. For developing the process model,
and review process lead by the management team ensures continuous tracking and adjusting of the network's activities.
, the innovation radar, are used to provide the basis for the process model of the network especially
, the action lines (thematic fields) and the selection process, could be applied further to guide the transition path toward an open network that generates excellent research
(organizations) 3. 6 Technology transfer program & (&) Open (organizations) 3. 7 Innovation radar & (&) Open (organizations) 3. 8 Annual selection process (&) & Closed network
and should be used to develop a suitable process model toward an envisioned future of an innovation network.
When combining the differences in networked foresight with further research on collaboration in innovation at least two known‘process archetypes of open innovation'are observable in the cases:
, in terms of the CIM especially the image (s) of the future, the vision and the process model of the network.
and (2) to adjust the process models and eventually the transition path. Doing this with the networks'partners promises to sharpen the results by including additional perspectives
three core process archetypes, in: R&d Management Conference (RADMA), Lisboan, Portugal, 2004.41 C. Jasner, Walk of pain, Mckinsey Wissen 17 (2006) 44 49.42 W. G. Dyer
threats) and scorecard analyses (Sripaipan, 2006), analytical hierarchy process, data envelopment analysis, multicriteria decision analyses Combinations Scenario-simulation (gaming),
and planned early in the process. This is not something to be discovered along the way. Establish explicit expectations and measures to assess performance.
The analysis leads to specific process recommendatiion for national horizon scannings related to how data are gathered, analysed, synthesised and used.
and their possiibl impacts throughout all stages of the process in order to improve our understanding of possible futurres The limits of current methodologies
A systematic process, which is designed to give a comprehensive picture of relevant future issues for an actor (or a set of actors),
and Netherlland scans (see Table 2). A number of issues could be placed under several of these new subcategorries These issues were noted during the process of comparison.
The goal is to provide a reasonably objective basis for the necessary political process (consideration of options,
For the OECD DASTI horizon scan it was clear from the beginning that the results of the scan would be used as an important input for the process of priorittisin new research themes for the Danish fouryeea cycle of the research funding councils
In addition to this we may assume that the process which contained many experts and stakehollder will also have indirect impacts among this group.
to clarify the picture of the most relevant relationnship in a shared process (with the involvement of decision-makers) on a much earlier moment than usual
The STEEPV acronym and process: a clarificattion ideas in progress, paper 29, Manchester, UK: PREST, University of Manchester.
In other words, the methodological details were adjusste in‘real-time'depending on the knowledge generated in the course of the process.
The overall process was based on five main stages, which seemed best suited to deal with the uncertainties which characterise the sector and its evolution.
The use of the scenario technique turned out to be essenttial as was the mix of both open participatory and restricted process elements to tackle sensitive policy issues.
and working on the German National foresight Process. He has coordiinate a project on EPIS and several studies on ambient intelligence for the European commission.
A different level of participation was embedded at each stage of the above process. The sector analysis was carried out by the project team through literatuur review and expert interviews.
An impact assessment was possible (and necessaary to a varying extent at every stage of the process:
Sector analysis The first step in our process is the analysis of the sector in terms of the actors, business models, technollog trends, societal developments,
the structure of the creative content sector and the fundamental transformation process it is undergoinng of particular importance is the question of how new,
Design of scenarios for the future The sector analysis carried out as the first step of the process
European policy-makers who were involved in the various workshops throughout the process, and at the end of the process to assess the results of the exercise.
The overall objective of the FTA had been to provide the policy-making process with strategic intelligence by taking a prospective view towards the evolution of ICT and
It also made it possible to adapt successsfull to changing requirements and insights duriin the process,
As to the adequacy of the methodology for shapiin a vision of the creative content sector as such, we can conclude that the process helped raise key issues and controversies relevant to the sector as depicted by the four scenarios.
As such, the process is, in part, responsible for making these differences expliici and bringing them to the surface.
and adjusted in the course of the process, reach their limits and point to the need for new approaches for exploring the futuur of such fast-changing areas.
i e. engaging in the political process, debates; stimulating public engagement and introducing visions, scenarios and other means to raise awareness Reframing the debate:
innovations implemented and legislation adopted Table 3. Success factors influencing the political role of participatory technology assessment Societal Institutional Process properties Good timing
and performing institutions Precise definition of political goals Perceived fairness of the process Orientation of the product
and practical implementation Involvement of political actors in the process Critical success factors for government-led foresight Science and Public policy February 2010 35 asked what they thought were the best contemporary foresight organizations,
What is the foresight project selection process? How has evolved the foresight program over time? Do you have a foresight wish list?
This wide variety of goals makes the process of definnin narrow goals and success measures quite complicated.
and professional levels of organizations and industrial domains affected by the foresight were able to be involved in the process,
The role of PTA in the policy making process, EUROPTA Final Report. Copenhagen: Danish Board of Technology.
-and price-driven process, this focus seems to have shifted over the years (Rosted, 2006), influenced by the altered role of the technology user as an important stakeholder.
User involvement in future technology analysis Science and Public policy February 2010 53 of the diffusion theory has to do with its proinnovvatio bias and the assumed linearity of the innovaatio and adoption process.
In current definitions,‘user-driven innovation'refers to the process of collecting a particular type of informattio about the user:
this still contrasts sharply with the In current definitions, user-driven innovation refers to the process of collecting a particular type of information about the user:
Methodological framework The common methodological framework covered three main research stages in the innovationdevellopmen process (Lievens and Pierson, 2006.
One of the major challenges at this stage was not only to successfully involve users in this early part of the process,
which is typical for this stage of the process. Further and deeper analysis is certainly necessary
2008), this paper limits itself to a discussion of the research process and the way the abovementioned challenges were tackled.
the need for continnuou interaction with the user and the need for mechanisms to integrate the knowledge that is gatherre in the increasingly multidisciplinary developmeen process.
Shariin user experiences in the product innovation process: Particippator design needs participatory communication. Journal of Creativity and Innovation Management, 16 (1), 35 45.
7 4, 537,160 3. 8 126,032 Process engineering 41 6. 5 8 761,137 7. 2 213,686 Production/management concepts 51 8. 0 8, 406,303 7. 0 164,829 Other 112 17.7 16,631, 768
48 24.1 Microelectronics 21 10.6 Nanotechnology 6 3. 0 Process engineering 16 8. 0 Production/management concepts 14 7. 0 Other
an ordinal measure of the technical importance of the introduced product and process innovations; 8 an ordinal measure of the economic importance of the introduced product and process innovations;
9 percentage reduction of average variable productiio costs due to process innovation; sales of new products new to the firm or to the market as a percentage of total sales;
sales of significantly improved or modified (alreead existing) products as a percentage of total sales;
introduced innovations from a technical point of view*Yes Yes Yes Yes Importance of introduced innovations from an economic point of view*No Yes Yes Yes Percentage reduction of average variable production costs due to process innovation Yes Yes Yes Yes Sales of significantly improved
*Originally ordinal variable measured separately for product and process innovations on a five-point Likert scale (1=very small, 5=very high.
Mean values are used for product and process innovations. Statistical significance: 5%test level Impact of technology policy on innovation by firms Science and Public policy February 2010 71 innovation performance than non-subsidized firms (at the 5%test level.
from a technical point of view*Yes Yes Yes Yes Importance of introduced innovations from an economic point of view*No No No No Percentage reduction of average variable production costs due to process innovation Yes Yes Yes Yes Sales of significantly improved
*Originally ordinal variable measured separately for product and process innovations on a five-point Likert scale (1=very small, 5=very high.
Mean values are used for product and process innovations. Statistical significance: 5%test level Impact of technology policy on innovation by firms Science and Public policy February 2010 72‘low-subsidy'firms from that of the respective groups of non-subsidized firms.
33 20 60.6 Microelectronics 27 16 59.3 Nanotechnology 6 5 83.3 Process engineering 29 15 51.7 Production/management concepts 23 14
variable production costs due to process innovation 4. 98 (0. 29) 3. 59 (0. 43) 8. 61 (1. 24) 5. 02 (1
*Originally ordinal variable measured separately for product and process innovations on a five-point Likert scale (1=very small,
5=very high) Mean values are used for product and process innovations Number of non-subsidized firms=996;
variable production costs due to process innovation 33.73 (0. 84) 36.32 (0. 43) 48.36 (2. 39) 12.04 (2. 47) Yes Sales of significantly improved or
variable production costs due to process innovation 4. 98 (0. 29) 5. 85 (0. 11) 8. 61 (1. 24) 2. 76 (1
of average variable production costs due to process innovation 4 98 (0. 29) 5. 85 (0. 11) 8. 61 (1. 24) 2. 76
point of view*0. 05 No 0. 03 No No Percentage reduction of average variable production costs due to process innovation 6. 80 Yes 3. 80 Yes Yes Sales of significantly improved
point of view*0. 13 No 0. 26 Yes No Percentage reduction of average variable production costs due to process innovation 4. 10 Yes 1. 90 Yes Yes Sales of significantly improved
point of view*0. 08 No 0. 24 No No Percentage reduction of average variable production costs due to process innovation 3. 60 Yes 1. 70 Yes Yes Sales of significantly improved
point of view*0. 09 No 0. 24 No No Percentage reduction of average variable production costs due to process innovation 3. 80 Yes 1. 90 Yes Yes Sales of significantly improved
The ordinal variable was measured originally separately for product and process innovations on a five-point Likert scale (1=very small, 5=very high;
and process innovations. 9. See Note 8. 10. There is some measurement error in this calculation due to the time incongruence between subsidies granted before the beginning of 2000
so that the visionary process includes many participants and different interests, and it combines analysis of enabling technologies,
The outcomes of the process can be strategies to implement a novel policy instrument or a strategy for a region to engage in an active market creation in the context of some promising emerging technology.
they highlight both the value that FTA can bring to the programming process, and also the challenges posed to foresight design and management.
Cuhls, Bunkowski and Behlau provide a case study of the Fraunhofer Institutes'action-oriented foresight process of using global challenges to identify and implemeen research themes for future markets.
as well as to the FTA conference more generally, clearly demonstrate there is a growing volume of valuable and appropriable experiennc in the development and application of fta, in terms of both the process and methods and the organisational context in
which aimed to support decision-makers in their activities, providing for increased confidence and credibility throughout the process.
and complexity of the themes being considered, the level of stakeholder participatiio and, quite frequently, the communication skills of those managing the process.
'in order to emphasize its close connection with the process of formulating strategy. Strategic foresight is defined by Slaughter (1999) as the ability to create
The process of sharing experiences, collective learning and understanding, creation of shared commitmeen to the main decisions to be made
in addition to the ability to explain the reasoning process through clear, consistent and coherent recommendations and outcome pathways.
at the end of a foresight exercise, for stakeholders to say that‘the process was as more important than the product'.
'This simply means that the synergy among them, the network articulation potentiial the intensity of the exchanges and the intrinsically democratic nature of the process benefit individuals and collectivity in more extensive ways than the results of the study themselves (European commission 2011.
A better reasoning process to support decision-making and strategy formulation. Challenges in communicating the outcomes of foresight studies. 247.
Strategic foresight exercise for the sustainable food production process in Brazil..Strategic foresight for the National Council for Scientific and Technological development (CNPQ.
156) The idea is thought a-oriented process aiming to make decisions or share perceptions, free from prejudice, cultural influence,
foresight is considered to be an activity connecctin three different dimensions of the same process: thinking, debating and shaping the future.
Secondly, systematically introducing collective intelligeenc throughout all the phases of the process is the key for achieving success (Glenn 2010.
This also helps to create the environment for an innovative dialogue to be established, perhaps one of the most imporrtan outcomes of any collective intelligence-based process.
However, it is involved not in the implemenntatio process. This means that its credibility depends on the relevance and applicability of the final recommendations.
thereby facilitating the acceptaabilit of the whole process to all the participants. 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,
FINEP's strategic management plan was developed in 17 months, in an intense and challenging process of looking into the future of the agency and its role in the national ST&I system.
It required a broad exercise of exploring future perspectives and a systemmati process of questioning ‘what is going on'and‘what we should do differently',
5. 3 Perception Perception is an intentional process for gathering internal and external perceptions and,
and validate the inputs generated in previous stages of the process. The results of these workshops (held with the participation of representattive from government (MCTI and other ministries),
Figure 5. Methodological process for development of FINEP's SMP. 254. C. C. Nehme et al.
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.
The guidelines used in the process include:.Participatory process: involvement of managers, employyees experts and stakeholders in all stages of the process'.
'Senior management commitment: regarding the whole process, from methodology development to the analysis and validation of the results obtained..
Strategic thinking: focused on prospective vision and on the definition of strategic guidelines covering time horizons of 5, 10 and 15 years..
Out-of-the-box thinking: with stimulus provided to do different things differently..Activities under the scrutiny of a governance model:
The process was, indeed, very participatory and involved internal and external stakeholders in a continuoou process of adding value to the information obtained,
searching for as much consensus among the participants as was possible. Overall, around 3, 000 people participated in the process in its various stages.
Participation was actually one of the main drivers used to generate durable intangibles. The preoccupations of FINEP's staff and their suggestions about the future of the agency needed to be heard
Among several other possibilities, there were a few aspects of the process which contributed to its success:.
In the organization's prior planning experiences, no other process had managed to gather a similar amount of information,
The process had a very beneficial effect on FINEP, irrespective of the results and objectives achieved..
The methodological approach assured, through the participatory process, commitment of an expressive contingent of internal and external stakeholders,
not only with the process, but also and mainly with its continuity. This represents an important intangible gain,
where the process was as important as the outcomes..Strategic foresight proved to be a powerful instrumeen for long-term planning,
bestowed methodological robustness on the process and provided quality to the results..Changing mind-sets have helped to create a daring
Thirdly, the process of setting research priorities is characterized by a combination of central goal articulation top-down decision-making and decentralization
how deeply the quantitative transformation of resource inputs has affected the design of the policy process.
With the tougher fiscal climate of the 1960s and 1970s and the rise of several political challenges, a new steering model emerged where political priorities invaded the decisionmakkin process more explicitly (Elzinga 1985.
The process surrounding the strategic studies was open (except for the national defense issue. More than two thousand scientists, engineers, policy experts, corporate executives, officials from universities, ministries,
In addition to the domestic process, workshops were held with international experts at the Multi-S&t Minister Forum in Shenzhen in October 2003,
for instance‘harmonious society'and‘indigennou innovation',indicating the contributions and frameworks of STI governance with broader policy process.
The marginal role of industry, particularly privately owned enterprrises as a stakeholder is another weakness in the policy process.
(i e. pharmaceuticals and agriculture) provide an interesting case for our discussiion Historical records for the period 1945 2000 in Taiwan clearly show the process through which the three innovation systems,
Orienting European innovation systems. 141 Innovation refers to a process of introducing a new product process, service or organisational form into the marketplace and the social sphere (OECD and Eurostat 2005;
but often result from a long process involving many interrelated innovaation (Rogers 1995; Freeman and Soete 1997.
while a product or process is being diffused since the introduction of something‘new'in a different context often implies adaptation
cooperation and interactive learning are central to the process of innovation. Such interactions involve not only firms (though these are more common),
As such, guidance can be considered to be an interactive and cumulative process of exchanging ideas between technology producers, users and many other actors..
Building these visions should be an inclusive, joint process, highlighting inter-dependencies and encouraging alignment of actors.
The incompatibility of existing visions which have lead to unsustainable solutions also has to be addressed in this process Create spaces for market formation Market formation means generating protected spaces for the supply side to experiment
or diffused as usually, very few actors (usually termed experts) take part in the dialogue or creative process.
Such bottom-up process was important not only for the European Institute of technology's decision on the new KICS to be launched,
ongoing processes of transformation change may be difficult to detect due to the gradual nature of the process
Institutionalised FTA supports the process of defining the vision and the route Co-ordination mode of governance.
This can address bottlenecks in the framework conditiion hampering the whole process from ideas to innovatiion6 Smart specialisation
Accordingly, the process was designed to engage many stakeholders, while the issues covered and various scenarios developed can be adapted
It was decided to internalise the process as far as possible. CSPR, advising the Executive Board, created a Task Team from amongst its membership with an independent Chair
and validate a visionary‘success scenario'of where ICSU should be Going in the process, conduct a broad consultaation in particular utilising the ICSU General assembly as a forum for member opinions including 170.
The process of building exploratory scenarios provides a structure in which to explore and learn from the interplay of key drivers and their attendant uncertainties.
For ICSU, such a process was intended to inform collective strategic choices about its future role. There are many different approaches to building scenarrio (for a useful short overview,
The approach used for building exploratory scenarios in the ICSU exercise broadly aligned with a process previouusl developed by former Royal dutch shell Group staff,
on how journals and the peer review process evolve. Related to this is the issue of quality control and who will be responsible for this.
and faith-based societies could have implications for the scientific process especially in the international science area.
This could be impacted on by changes to the epistemic organisation of science, the science education process and special organisation and conduct of science.
This has been complemented by opportunities for interested citizens to routinely contribute to the research process. Scientific information is tailored to specific audiences,
whilst at the same time making the whole process of science more open and accessible. Communication is recognised as an essential element of a research career.
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