Foresight builds up an‘interaction space'by stimulating new networks and communities through the formation of a common vision.
and iterative process that produces weighed crystallizzations usually in a visual form, of an organization's long-term vision,
and short-to medium-term strategies to realize this vision. It is based on an idea that roadmaps are like visual narratives that describe the most critical paths of future developments (Phaal and Muller 2009.
IPRM also places significant weight on forming policy conclusions in relation to long-term visions. However, in contrast to the long-term emphasis in TM, IPRM adopts a multi-temporal perspective that is dependent on the topics under scrutiny (e g. the long-term in information
The first way is through the building of a common vision. The building of a collaboratiiv vision stimulates the commitment and embeddedness of the long-term goals.
Therefore organizations that are involved can utilize the vision as a‘beacon'for navigating towards the future.
In innovation policies a common vision is required, because, for example, commercialization of innovations is usually dependent on investments
and development activities realized by multiple actors. A joint vision can direct these interlinked activities towards joint goals
and align their timing. Particularly when developmeent commercialization and diffusion of innovation takes place in a context with a high degree of systemic characteristics
i e. strong interdependence between related actions a joint vision can create a shared point of reference for aligning complementary actions.
The critical boundary of the technology roadmap is formed by the long-term vision defined in the systemic transformation roadmap.
i e. to define a desired vision and the related future targets, and start to extrapolate steps backwards from the vision towards the present stage.
This method is known as backcasting. The second way is present-oriented, i e. to define the present state
Present Medium term Long term Present stage Change 2 Change 3 Change 4 Drivers Present Medium term Long term Vision Present stage Change 2
Present Medium term Long term Present stage Technology developments 2 Technology developments 3 Technology developments 4 Technologybaase solutions Present Medium term Long term Vision Present stage Technology developments
Innovation policy roadmapping. 183 4. 2 Outline of the transformation roadmap In this case, the roadmap knowledge was crystallized in a transformation roadmap (Fig. 3). The working vision for the green and intelligent buildings roadmap,
At the level of drivers, the most important policy would be Present Medium term Long term Drivers Present Medium term Long term Vision Policies:
The long-term vision, targeted towards the year 2025, for the roadmap of environmentally sustainable ICT was the following:
Smart production and recycling technologies have resulted in Drivers Present Medium term Long term Vision Technology roadmap 1:
and sensor network-based subutility energy measurements play a key Present Medium term Long term Key technologybaase solutions Vision Basic automatic meter reading (AMR) maturing Present
We discussed how the roadmapping approach can create strategic guidance for identifying the type of steps required for transformation towards a shared vision to take place.
and limited informatiion and enables them to align their actions towards shared long-term visions. Foresight processes can produce outcomes that spring from interactions between multiple stakeholders.
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
30 and making use of foresight techniques (a backcasting experimeent a first vision building workshop
the ministries and organisations involved, their respective visions for the future, and their plans for Table 5. Ways in which foresight addresses co-ordination challenges in transnational research programming Co-ordination challenge Wood Wisdom-Net EMIDA Urban Joint
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
Foresight may enhance vertical co-ordination by taking stock of previous anticipattor studies and existing visions for the future at regional, national and transnational level.
Temporal co-ordination can be enhanced by foresight through the joint development of a vision for the future and of a roadmap towards it,
Temporal co-ordination also relates to regularly checking those scenariios visions and roadmaps against new developments
orienting the efforts towards understanndin diverse interests and shared visions on future developments, thus contributing to better decision-making in a cost-effective way.
2010a)‘ A vision for strengthening world-class research infrastructures in the ERA',Report from the Expert Group on Research infrastructures, Directorate-General for Research, Directorate B European research area:
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.
Czaplicka-Kolarz, K.,Stanczyk, K. and Kapusta, K. 2009)‘ Technology foresight for a vision of energy sector developmeen in Poland till 2030.
progress, visions and challenges',Nature Reviews Genetics, 9: 678 88. Sutherland, W. J.,Clout, M.,Co te,
Such workshops may also aspire to support vision-building and priority-setting and engage policy-makers
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