The first step was to create Sandia-specific visualizations of the IAS. The purpose of these visualizations was to identify past and present technological competencies
and overlaps of competencies, within the IAS. Although IA experts are expected to be versed very in the competencies of their own IAS,
Benchmarking was accomplished by comparing the visualizations with the mental models of IA leads experts who have used,
Time was built into the plan to iterate the visualizations if large differences were found between them and the leaders'mental models of their areas.
K. W. Boyack, N. Rahal/Technological forecasting & Social Change 72 (2005) 1122 1136 1123 IA leads were designed to not only benchmark the visualizations,
After completion of the benchmarking activity with Sandia-specific visualizations a second set of visualizations was created to include data on all U s. Department of energy (DOE)- funded R&d activities related to the IAS.
The purpose of this set of visualizations, hereafter referred to as bdoe LDRD, Q was to place Sandia's IA activities within a broader context,
thus allowing for the identification of new opportunities by semantic association with activities outside Sandia.
These visualizations were presented also to IA leaders. Copies of the data, visuals, and navigation tools were provided also to IA leaders to allow them to explore the data independently. 3. Process,
data, and tools Two different types of visualizations, each designed to provide different types of information,
a visualization tool that enables interactive navigation and query of an abstract information space. Link analysis maps were generated using Clearresearch,
Both types of visualizations, the landscapes and the link analyses, were used for both the Sandiaspeccifi and DOE LDRD analyses,
for our analyses one for the Sandiaspeccifi visualizations and one for the DOE LDRD visualizations.
The data for the Sandia-specific visualizations consisted of 1209 records from the five IAS
To create the DOE LDRD visualizations, an additional 4300 LDRD records from the entire U s. DOE complex (e g.,
The ordination places similar documents close to each other on the graph. 3. 4. Visualization using Vxinsight After calculating coordinates,
and analysis. Vxinsight is a tool that allows visualization and navigation of an abstract information space,
and potential future directions. 4. 2. Link analysis of IAS The analyses of the visualizations in Section 4. 1 tend to strongly convey the patterns
K. W. Boyack, N. Rahal/Technological forecasting & Social Change 72 (2005) 1122 1136 1129 extract the hidden relationships within the landscape visualization
Fig. 5 is an example of the link analysis visualizations that were created and shared with the IA leads.
The actual visualizations reviewed by the leads were often more detailed, using lower-linking thresholds.
Fig. 5 is a visualization of the current relationships, which seems to be consistent with the ideal state mentioned above.
The visualization contained very detailed (and thus proprietary) information, and is shown not here. The result of the visualization pointed to specific technological efforts within an IA that could be combined to create a larger effort that could in turn attract future funding outside of the LDRD program.
In addition, the IA lead was able to identify, compare, and leverage objective technological strengths to attract new external customers. 4. 3. Landscape mapping of DOE LDRD A map of the DOE LDRD data set was created using the same technique described previously
It is worth noting that the visualizations themselves do not generate new ideas. Rather it is the analyst
or IA lead interacting with the visualizations that formulates questions and new ideas based on the information and patterns seen there.
The link analysis visualization for the entire DOE complex is represented in Fig. 8 . Although there are several laboratories in the original analysis,
and technologies that have weaker links than in the original visualization. Drilling down into a technology is a powerful analysis technique,
The result was a visualization that placed the IA in the middle of the link map with a minimum of 50 nodes identifying direct and indirect Fig. 8. Clearforest link analysis map of specific technology linkages between different laboratories within the U s
Insights gained from the novel application of visualization tools, coupled with the tacit knowledge that comes from years of personal experience as experts in a technical field,
and join the best of those to our visualizations to answer questions related to return on investment 11.
Vis. 2001 (2001) 23 30.5 K. W. Boyack, B. N. Wylie, G. S. Davidson, Domain visualization using Vxinsight for science and technology management, J. Am.
its visual format enables the transparent formulation of visions with explicit linkages across the temporal spectrum (present, medium term,
which produces a hermetic chart of the future with a sealed vision. Therefore, the vision should be understood as temporarily locked target that is systematically verified
and reformulated, either based on an organisation's strategy clock or when a critical need, such as a change in the environment, emerges.
Third, the roadmapping process enables the alignment of a common vision, the knowledge spaces, and temporal spans.
and iterative process that produces weighed crystallisations, usually in a visual form, of an organisation's long-term vision,
and short-to medium-term strategies to realise this vision. Here, we call this methodology process-based roadmapping.
Roadmapping can be considdere as a meta-level visualisation of an organisational strategy that could utilise the inputs from Delphi or scenario exercises,
The first way is the building of a common vision. Basically, roadmapping is a collaborative long-range strategy process.
This visualisation underlines a crucial point: all three temporal scales are based on interpretation that is, the actors have different interpretations of the present in relation to the past
Building a technological vision Scoping new enabling technologies or new products Identifying temporal sequences Identifying singular elements,
and outside the organisation Capacities for aligning development activities with societal drivers Building a market vision Capacities for market creation or entering into existing markets as a novel player Identification of novel
transparency Communicating strategic aims Building synthesising vision (vertical and horizontal) Visionary strategising Aligning roadmap knowledge Visionary Exploration of futures on different scales of certainty Systemic
openness towards future possibilities Drafting novel concepts Capacities for resilience Identifying wild cards Focusses primarily on vision building:
BAU vision, disruptive visions, and improbable events Note: BAU, business as usual. macro-scale societal phenomena (drivers and megatrends.
R&d perspective on a single technology or object Roadmapping single technologies from a certain perspective Enhancing organisational capacities in a certain technology field Building vision
It built a vision of the future and fostered action steps to reach that vision.
The project knowledge in the technology space was constructed by building explicit technology visions, such as a novel way to characterise building services,
especially through ICT applications Capacities for the renewal of technological basis internally at VTT Technology visions were built,
market-based visions were built on the basis of current technology trajectories and also by tracking disruptive alternatives Markets for adoption of novel solutions, e g. integrated ICT Endorsed a view of VTT as a key player in the renewal of building services markets,
e g. spread the vision of technological possibilities for rather conservative markets in building and construction Novel market features and actors were identified,
Furthermore, the project aimed to fortify VTT's brand as a service research organisation by stating the VTT state-of-the-art and vision for the future.
The aim of the roadmapping process was first to form a vision to which the participants could commit,
and vision for the future Social/actor Identification of most important players in the field of service research internally and externally Capacities and methods for linking and sharing existing knowledge internally,
across disciplines and organisational functions VTT's vision of service was built on the basis of past development paths, current service trends,
towards integrated service packages Visionary Forming a new kind of service-oriented culture in a rather conservative field Fostering structural adaptabiliit for the adoption of new kinds of practices Building explicit visions in roadmap themes:(
and to produce a set of socio-technical ICT application visions. The fourth phase, the roadmapping workshop, created roadmaps on selected socio-technical visions.
In the final research phase, the action workshop, a set of actions to be taken by the key players in the Nordic countries was depicted.
for example, in the form of application visions and exploratory socio-technical roadmaps. The knowledge spaces of the project are summarised in Table 6. Nordic ICT Foresight operated primarily in the strategy space.
plausible, disruptive, alternative, unlikely Assessing the explorative application visions in the context of four scenarios Creation of scenario-based visionary socio-technical roadmaps on several application visions
It provided an assessment of explorative visions in the context of four scenarios and created scenario-based visionary sociotechhnica roadmaps.
A vision of the construction machinery sector and future roadmap 2012 2020. VTT Asiakasraportti VTT-CR-00459-12.
Such visualisation of a pathway can play a central role in exploring innovation routes for a potentially disruptive NEST,
Figure 7 provides a stimulating visualisation of potential innovattio pathways, but it also obviously simplifies complex interactions
They also help to create a joint vision for the future and to shape supporting infrastructure measures.
PAGE 26 jforesight jvol. 15 NO. 1 2013 5. 2 Strategic dialogue to generate a joint vision for forward-looking projects Another strategic dialogue was conducted for a so-called‘‘Forward-looking Project''in the framework
The final, seventh, step of the Strategic dialogue resulted in a pragmatic vision for a‘‘CO2-neutral,
elements for a coherent vision were created in the workshop by the experts. A first draft of the vision created from the workshop results was refined in a number of feedback loops.
The vision is now a key element for communicating the Forward-looking Project in the media
and for involving the public (German Federal Ministry of Education and Research, 2010b). 5. 3 Strategic dialogue to develop a model for public private partnerships A third example of a successful strategic dialogue was the definition of a novel type of innovation cluster across academia and industry implemented as public private partnerships.
They also help to create a joint vision for the future and to shape supporting infrastructure measures.
Saritas, O.,Taymaz, E. and Tumer, T. 2007),‘Vision 2023: Turkey's national technology foresight program:
as described in the technology vision of a Delphi topic, to the present or near future technological trajectory.
and help to building the desired vision and strategy for developing future technologies. Meanwhile from a resource-based strategic concept, this classification framework can provide a bridge to link the future technology themes with current technology performance such as patent productivity or quality,
Vision-building and consensus-building for considering and inducing guided processes of transformation. Shaping and defining dialogues on transformations
create ownership of joint visions; and thusmobilise actors to take actions in order to realise the joint visions
(or at least take steps in that direction). By doing so, uncertainty can also be reduced, and that is a major benefit for decision-makers, be they directors of research institutes, deans and rectors of universities, business people, or policy-makers.
In the USA, the approach entails mainly integrated vision-building and governance network-building coupled with avoiding centralised S&t planning.
Visualisation of quantitative data 36 can be a useful way of bringing these data to a workshop or another qualitative process.
and the sharing of perspectives across the network is supported by a set of perspective visualisation tools.
Visualisation techniques and strategic design: During the 2011 International Seville Conference on FTA, the use of images and visualisation techniques was suggested as a tool,
both for better explaining (quantitative and qualitative) methodologies adopted and for results obtained. A method that makes use of visualisation techniques is the application of strategic design in addressing societal challenges.
It explores and visualises‘the architecture of problems 'and can offer a wider framework in which quantitative
Unavoidably, policy-makers and stakeholders will assign a higher plausibility to scenarios that somehow resonate with their own visions.
He has been involved in a diversity of European-wide research projects (the most recent one on Visions for the European research area)
and computer vision. It has been shown that NN has consistently high performance. It involves a training set and a test set.
The effective analysis, visualization, and communication of EMA insights are thus of crucial importance for its successful real world application.
Een Wereldwijd Netwerk Voor een Concurrerende Randstad Long-term vision on the Development of the Mainport Schiphol, 2007.38 Luchtvaartnota Rijksoverheid, in:
For example, Hamel and Prahalad 17 emphasize that strategy should draw up consistent visions of the future.
i e. scenarios intended to provide a guiding vision of the future for policy-makers 46. Scenario building and planning was developed further for management purposes, for example through the works of Pierre Wack
A science or technology roadmap is like a highway roadmap that describes how one might proceed from a starting point to a final destination expressed as a vision.
Moreover, while participatory scenario-making provides visions for multiple futures, a roadmap only operates with one vision.
Linking scenarios with technology roadmapping initiates an exploratory and creative phase to identify and understand uncertainties.
and establishing a common vision among the innovation stakeholders as a boundary framework before moving into technology roadmapping 70.4.2.2.
It is accepted widely that a vision about the future is an essential element of a strategy 16,17.
and external change Visionary Preference Envision how society can be designed in a better (e g. more sustainable) way Allows creating authentic alternative visions to guide innovation Weak on clear targets,
translating vision into action. Last accessed on 29/06/11 and available at www. givaudan. com. 10.
Vision 2050: The new agenda for business. WBCSD (2010) Vision 2050: The new agenda for business.
World Business Council for Sustainable development, Washington. Last accessed on 29/06/11 and available at http://www. wbcsd. org/web/vision2050. htm. 441 P. De Smedt et al./
Chang. 74 (2007) 413 432.41 M. S. Jørgensen, Visions and visioning in foresight activities, in: K. Borch, S m. Dingli, M. S. Jorgensen (Eds.
, Visions for a sustainable Europe, Futures 32 (2000) 809 831.55 R. Phaal, C. Farrukh, D. Probert, T-plan.
since the U s. National science and Technology Council published its first vision for nanotechnology research and development and Germany established its public funding program.
Visions, roadmaps, and visionary policy documents have been a main source for analyzing the social and political dimensions of nanotechnology in the broad range of STS,
Early and radical visions that shaped the field in the late 1980s were published by individual thinkers 17,18.
and vision building which impact the complex interplay of factors governing innovation trajectories 27.1 http://www. iso. org/iso/iso technical committee. html?
Usually, two US visions are seen as the starting point of nanotechnology as an emerging technology. The early individual vision of Eric Drexler, who envisioned a distant future vision of molecular manufacturing in the late 1980s,
was the first. Inhis book Engines of Creation: The Coming Era of Nanotechnology 17, Drexler developed far reaching new ideas of the possibilities and risks of technologies on the nanoscale.
Drexler became a key figure for this new technological vision and his ideas became a disputed reference point in the debate around nanotechnology in the late 1980s and the 1990s.
35,36. 3 The second vision was presented to the broad public in 2000 by the US National Nanotechnology Initiative called Nanotechnology Shaping the World Atom by Atom. 22 3. 1
. Integrated vision-building and governance network-building in the US At the end of the 1990s, the US science policy community established an organizational structure around nanotechnologies
and developed a vision for nanotechnology R&d. This started in 1998 when the National science and Technology Council (NSTC), the principal executive body responsible for coordinating science and technology policy,
which included a Vision for Nanotechnology research and Development in The next Decade 1. Vision building at this stage was accompanied by early cooperation and coordination between and among agencies and departments of the federal government.
In their work within the IWGN, the participating agencies and departments stated their major interests in nanotechnology,
and industry were involved in developing the vision. Nearly all of the experts from academia came from the natural sciences and engineering.
The small section of the IWGN workshop report on the social impact of nanotechnology contains a vision on the future
The report outlined the vision that nanotechnology will lead to the next industrial revolution 1. It recommended a national nanotechnology initiative
the technology assessment activities and the vision building process served to link disperse organizations and research fields
In 2010, a follow-up report on the vision report of 1999, entitled Nanotechnology research Directions for Societal Needs in 2020 3 combined retrospective and future-oriented analysis documenting developments in nanotechnology from 2000 to 2010
and presented a vision for progress in nanotechnology from 2010 to 2020 3. Besides redefining the R&d goals for nanoscale science and engineering integration,
the presented vision for 2020 was conducted by involving a wider range of experts and stakeholders to generate broader knowledge than in 1999.
In comparison with the first vision generated prior to the establishment of the NNI in 1999/2000,
and became a part of the vision for 2020. Both concepts rely on experiences derived from participatory activities.
The vision report states that during the next decade application-driven research will produce new scientific discoveries and economic optimization leading to new technologies and industries.
which took place in the first decade after defining the long-term vision, focused on interdisciplinary research at the nanoscale
and to develop a shared vision. With regard to nanotechnology it seems that for specific issues, as in the case of emerging technologies, the diverse and dynamic environment enables the actors within the pluralistic system to use FTA to build up governance networks
develop visions, build up policy networks, as well as shape and prepare funding programs. FTA in the governance of nanotechnology started with forecasting activities
The vision-building process of 2010 served as an instrument to pool and coordinate FTA ACTIVITIES among government departments, agencies, and research communities.
whether the US initiative will be as effective in implementing its far-reaching goals as it was in pooling disparate sources of knowledge to design its vision for 2020.4.4.
The new vision embraces participation at the conceptual level but it remains unclear how the highly ambitious concept will be implemented and
and develop these visions. These early activities brought together the formerly unconnected fields of nanoscale science
and engineering under a broad definition of nanotechnology and served as the foundation in developing long-term R&d visions and strategies.
In the US the new vision for 2020 represents such a concept, while in Germany many different agendas were developed in parallel without a common strategy.
The updated nanotechnology vision in the US 3 is envisioning the involvement of a broader range of experts and stakeholders and addresses societal challenges through a sophisticated concept of future nanotechnology governance.
It has established broad networks with a focal organization as the basis for implementing its strategic vision.
IWGN workshop report, Vision for Nanotechnology research and Development in The next Decade, 1999.2 BMBF, Bundesministerium für Bildung und Forschung, in:
Vision Structural transformation Inductive approach Foresight methodology Innovation pattern Visualisation Scenarios Weak signals 1. Introduction Envisioning structural transformation in foresight exercises is challenging.
and systemic eco-innovation 8. All these concepts are calling for transformative visions, scenarios and roadmaps challenging today's paradigms and basic assumptions on system dynamics.
and print media 2. stepwise clustering of the findings into visions in interaction with innovation actors through interviews and an online survey 3. development and assessment of scenarios of future innovation landscapes 4. generation of policy implications.
but also by the distinct steps for building the scenarios or visions of the future. In the case of scenario building the model-based approach is in widespread use in Europe,
For each cluster, a fictive vision was developed by the project consortium by way of amplification using the three principles Transfer, Generalisation,
The resulting visions were discussed with innovation experts with different perspectives on innovation patterns through interviews and an online survey.
The vision based survey was received very positively by the responding experts. The INFU visions generated high interest in the project and in further interaction and participation.
This interest was not only due to the attractive presentation of the visions but also due to the focussed and clear description and the perceived novelty of at least some of the visions (Figs. 5 and 6). The expert interviews were carried out by different researchers from the project consortium.
Therefore, it was essential to use a structured outline for the interviews to ensure comparability.
Inmost cases the expertwatched themovie describing the set of visions2 and answered the online survey in advance to the interview.
and to suggest a clustering of the visions. Finally, it was discussed which visions were most interesting
and should therefore be considered in more detail. In total 25 experts were interviewed by phone or personally 24.
Many participants stressed their interest not only in the visions but also in the weak signal collection available on the internet. 2 The movie is available at www. innovation-futures. org. 455 E. Schirrmeister, P. Warnke/Technological forecasting & Social Change
survey. 457 E. Schirrmeister, P. Warnke/Technological forecasting & Social Change 80 (2013) 453 466 Fig. 4. Visualisation of all INFU visions. 458 E. Schirrmeister,
Since the visions describe a still unknown and abstract situation, so called story-scripts were used for the visualisation.
Story-scripts combine pictures and drawings for visualising a fictive future situation. The photographic image facilitates immersion into a possible situation in the future,
and might be misinterpreted as something fully invented clear---unclear 0%10%20%30%40%50%60%70%80%90%100%Vision 5 Vision 2 Vision 4
Vision 11 Vision 1 Vision 3 Vision 8 Vision 13 Vision 19 Vision 12 Vision 6 Vision 14 Vision 10
Vision 18 Vision 7 Vision 16 Vision 17 Vision 9 Vision 15 Fig. 5. Clarity of INFU visions assessed in the survey (n=56).
) 0%10%20%30%40%50%60%70%80%90%100%Vision 10 Vision 6 Vision 11 Vision 13 Vision
1 Vision 5 Vision 12 Vision 4 Vision 14 Vision 8 Vision 2 Vision 16 Vision 9 Vision 15 Vision
7 Vision 17 Vision 3 Vision 18 Vision 19 Fig. 6. Degree of novelty of INFU visions assessed in the survey (n=56). 459 E. Schirrmeister
and the visual experience (Fig. 4). Participants expressed their appreciation of the visualisation not only explicitly in the interviews but also in the written feedback included in the survey.
Furthermore the high number of people watching the trailer in the internet can be interpreted as an appreciation of the visualisation.
Participants of the online survey extensively used the possibility to comment on the visions. Looking at the comments it is striking thatmany participants used a very informal language.
This holds especially true for the vision Darwin's Innovation that was quite provoking. It received highly controversial assessments by the experts ranging from very interesting to bullshit.
In order to test the approach (only very short textual information) respondents were asked to assess the clarity of the visions in the INFU online survey.
Most visions were assigned a high degree of clarity by the majority of the survey respondents (Fig. 5). At the same time almost all of the visions were assigned a high degree of novelty.
Concerning the novelty of the visions there was no consensus among the experts (Fig. 6). This result is quite striking
since all of the experts considered the visions to be clear, but still they assessed the novelty quite differently.
Except for vision number 5 (public experimentation, evaluated less clear than all the other visions) and vision number 10 (innovation imperative) all the visions showed a similar distribution,
but for each vision different people considered the vision familiar or unfamiliar. These results show that by using weak signals from diverse sources of information it was possible to generate visions covering a wide range of different perspectives.
The format of story-scripts with very short textual description proved quite challenging for describing a vision that is new to at least some of the respondents.
Therefore it was important to ensure a congruent understanding of the visions among the experts.
During the interviews, the project team analysed whether the individual perception of the visions by each of the experts corresponded to the comprehensive descriptions of the visions previously developed by the project team.
The interviews revealed that for some visions the visual information was interpreted in a slightly different way by the diverse experts.
After discussing the variations of the perception of these visions the project team decided that the slightly differing understandings remained within a tolerable interval.
For one vision the visual information was connected to a specific association leading to a strong emphasis on one specific aspect of the vision.
This was the case for Innovation on request showing an election with personal attendance. This image seemed to foster the idea of time consuming and slow participative processes.
This interpretation did not correspondwith the intention of the project team and the comprehensive description of the vision.
For this vision the visual information combined with the short textual information was not sufficient to communicate the vision adequately to the experts.
The same phenomenon was observed for the vision public experimentation. These two visions were excluded thereafter from further interpretation. 2. 3. Assessment of coverage of dimensions of change A third innovative feature developed within INFU to underpin the capture of structural change is the application of a framework of dimensions of change at the very beginning of the project.
This framework was developed by the project consortium based on the review of academic literature on innovation patterns
and the initial analysis of the signals of change described above 16. Throughout the project the team discussed
and assessed how far the emerging visions were covering the different ends of these dimensions.
Fig. 7 shows the results of one assessment in an early stage of the process.
While some visions reflected a permanent and continuous innovation process others illustrated amore focussed, occasional innovation pattern.
The framework developed within the INFU project supported an analysis of structural changes hinted at by several visions.
From all reactions collected on the 19 visions through the survey and the interviews the project team identified eight critical issues that seemed to have special potential for changing today's innovation patterns.
interest in one or several different visions. They were subcontracted by the INFU consortium to further develop the vision of a future innovation landscape without any constraint as to the visioning approach.
As shown in Table 1 each mini panel adopted their own approach to the visioning,
The INFU teamimposed only a very rough indication on the format for the vision's delivery.
Typical means deployed by the mini panels to express their visions were: emblematic images (e g. for widespread creativity, Fig. 8) abstract schemes (e g. for social experimentation, Fig. 9) stories fromthe future ranging from short day in a life segments (e g. for deliberative innovation
Fig. 8. Element from INFU vision"Ubiquious innovation"."Table 1 INFU mini panels. Node of change covered Mini panel co-ordinator Visioning approach 1. Citizens role in innovation governance Anders Jacobi Danish Board of Technology,
France Drafting of Citizens Agency in a visioning session in Brussels with actors in social innovation a Citizens Visions in Science and Technology FP7 SSH project. b Cradle to Cradle:
Element from INFU mini panel vision Deliberative Innovation A day in a life of a Citizen in the Deliberative Innovation Scheme.
Compared to other weak signal scanning processes the inductive vision and scenario building approach used the signals of change to develop diverse visions without using an impact/uncertainty matrix
which is described often as the backbone of the scenario process 18. Visual inspiration turned out to be one of the main characteristics of the project.
and clarify the visions included in the project. In addition this classification provided information about the convergence
and divergence of the visions and fostered the search for specifications of dimension of change not covered in the first draft.
and are designed not to sketch out a comprehensive vision or scenario encompassing structural transformation. Mapping and interpretation of weak signals is still in its infancy and thus an important challenge for further studies 31.
but was integrated in the process of building visions and scenarios. Similar to approaches of participatory design 33 the story-scripts allowed peoplewith different backgrounds to imagine a situation in the future without comprehensive textual information.
In addition the appealing visualisation symbolised the creative, inspiring approach which is needed to envisage structural transformation challenging today's paradigms. 4. Conclusions As INFU was being finalised at the time of writing it is too early to assess the usefulness or even the impact of its findings in a reliable manner.
The INFU visions gave rise to fundamental discussions among stakeholders regarding possible cultural transitions, new economic principles,
Throughout the project it was recognised that people are attracted by provocative ideas and visions. They serve very well to mobilise debates
namely that only positive visions that go along very well with the personal value systemare taken up and further developed.
Actors who considered a structural change as a positive transition werewilling to be involved in the further development of the visions.
Therefore an in depth analysis for these positive visions can be conducted easily whereas more gloomy visions may be neglected.
Finally, it is important to note that while INFU may have been successful in developing diverse visions pointing at potential structural change,
the next issue that will have to be tackled is the use of such transformative visions in actually managing transformative transition processes 34,35. 3 E g.
ISPIM conference Hamburg, 17 20th of June 2011, Lift conference Marseilles 2/3 july 2011 (INFU workshop), FTA conference Sevilla 2011,
and contrasted visions (deliverable D 2. 3), www. innovation-futures. org 2010.24 E. Schirrmeister, P. Warnke, K.-H. Leitner,
Innovation futures scripts nodes of change in innovation patterns emerging from the explorative dialogue on the 19 INFU visions (deliverable D 3. 1), www. innovation-futures. org
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