Brazil 1. Introduction One of the main challenges faced by organisations resides in executing planned strategies 1 3. The misalignment between strategy-design
has not yet been achieved on the steps for their implementation within an organisation. Against this background the authors report the lessons learnt in developing
or PMS) have become a critical asset for an organisation aiming to successfully implement its defined strategy.
These systems have been developed to allow an organisation to focus on results and to allocate resources rapidly and efficiently.
therefore, allow an organisation to develop the necessary targets, actions and behaviours across its value chain in line with the defined strategy, in a sort of cause-effect relationship 10,21 23.
It does so by helping an organisation to better understand the process by which mission, vision, values,
which create commitment to an increased understanding of the organization's strategic objectives. Moreover, this phase must interact with the second phase (strategic diagnostic),
the organisation should establish standards for comparison of its measures. This is done by analysing historical behaviour
It entails the need for organisations to hold strategic meetings in two loops: the first a monitoring and control circuit (single loop) and the second a learning circuit (double loop.
All three organisations are located in Brazil. The selection of cases followed three premises:(a) prior implementation of the balanced scorecard to check
b) transparency and access to information generated by their BSC to understand the problems each organisation faces
and (c) select organisations from different sectors to assess the need to adapt and refine the proposed system.
The organisations facilitated access to information through meetings between managers and the staff responsible for implementing the proposed system.
and the organisation's budgeting targets. This method allows for greater flexibility when updating or changing targets, irrespective of established budgetary planning.
The opening up of the organisation's strategic objectives into indicators, targets and initiatives or actions that reflect the true intentions of the institution enabled an overall reassessment of the institution's strategy (phase 1). Moreover, through a systematic consultation of key stakeholders
Thus, the system fostered the possibility to reshape the organization's strategy. 3. 2. 3. Positive results The construction of strategic maps through system dynamics (step 2 phase 3) enabled an in depth understanding
This allowed the organisation to unlock the reasons for its clients and community dissatisfaction. The institution has a number of social projects in place.
which was critical to ensure the execution of the organisation's strategic plan. The involvement of community leadership reflected a change in the operationalisation of the institution's strategy
or inhibit the operationalisation of such organisations, but rarely are their main objectives. For this reason we became interested in applying the proposed system to assist the organisation in achieving its vision through a well defined strategy aligned with its implementation,
together with its employees. 3. 3. 2. Description The third case was designed to see how a nonprofit organisation unfolded its strategic objectives into actions aligned to a dynamic budget (step 6 under phase 3). It aimed to show community members the benefits
of a long-term vision that allowed one to incorporate suggestions from the community. This meant to generate sustainable solutions in the long run
and benefits in terms of scholarships and jobs do not guarantee the success of the mentioned nonprofit organisation.
and strategy to a long-term vision of where the organisation wants to position itself within possible alternative futures;
This also allows different organisations to build on complementary resources rather than to duplicate efforts 40.
and strategy to a long-term common vision of where the organisation wants to position itself within possible alternative futures.
and includes FTA elements into this structure to empower the organisation to appropriately apply foresight in business 39 using a PMS.
This entails an improved ability to include a long-term view of the organisation and its partners in the value chain considering alternative futures and building upon increased participation in decision making processes for applications such as:
Adapt ed from Schreiber et al. 35 Organization Modeltask Modelagen t Modelknowledge Modelcommunic atio n Modeldesign Modelanalysis of the Org anizati on's Enviro nment Require ments Specif icati
of performance measurement systems as a form of implanting strategy throughout an organization, in: Annual British Academy of Management Conference, 2008.6 F. Okumus, A framework to implement strategies in organizations, Management Decision 41 (2003) 871 882.7 D c. Hambrick, A a
. J. Cannella, Strategy implementation as substance and selling, Academy of Management Executive III (1989) 278 285.8 M. Freedman,
Organization, Harvard Business school Press, Boston, Massachusetts, 1999.13 L. E. Bossidy, R. Charan, Confronting Reality Doing
Furthermore, effective instruments for the reinteggratio of knowledge into the networks'partner organizations are needed. 2014 Elsevier Ltd.
8. Several other studies came to a similar conclusion that organizations with complementary assets who cooperate will outperform those who innovate on their own, e g.,
innovation processes are distributed among different organizations which contribute to the innovation process with complementary assets. Within each of these generations companies aimed to overcome disadvantages of the previous one to improve internal innovation processes
Since the 1940s, the way people and organizations have looked at the future has changed from a technology-oriented attempt to predict the future toward a more exploratory perspective that incorporates many different societal aspects (e g.
The last two decades have seen an increase in collaborations between different organizations driven by at least five trends in corporate innovation:
while the EIT ICT Labs case made it possible to observe futures research activities in a large network of around 65 partner organizations.
data collection instruments included access to key documents, such as reports, internal documents, presentations and meeting minutes and observations through active participation within the organizations and, to some extent, in the build up Phase in the WINN
It is fed by the organization's internal ambitions for the future and by an awareness of external developments that may influence the organization's future goals
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
links the other three components. The management is responsible for consistent interconnected and balanced links between the other components.
or reflect business performance of the organizations. They merely reflect the state of each case concerning the planned and actual network orientation concerning futures research activities. 3. 2. 3. Categorizing the networked foresight activities The implementation of the identified networked foresight activities is structured according to the three roles of foresight
, contributors and beneficiaries of the activities (open network, closed network, contract-based partnerships or single organizations.
a reorganization in 2007 resulted in the aim to cooperate with external organizations. Initially, this resulted in a partnership with Deltares,
Given that the involvement of outside organizations in the WINN program was limited in reality (at least until 2010),
Leadership WINN operated as part of a government organization. As a result it was subject to considerable political scrutiny.
3) The exchange of knowledge between organizations and their external environment was expected to become more important in the future 10.
With organizations from basic research (TUB), applied research (Fhg), and industry (DTAG, DAG, Opera), the entire innovation process is covered.
Gmbh) was selected as the legal form for the organization. The EICT Gmbh provides a legal framework
strategic positioning of Rijkswaterstaat vis-a vis other organizations and decision making about exploitation of inventions Singular activity 1. 3 Business case analyses Used for sensibility analyses
and the internal ambitions of multiple companies resulted in the shared vision of an integrated organization designed to drive innovation in ICT that would benefit from the different yet complementary assets and resources of industrial and academic partners.
Until 2010, the selection of innovation activities was made by the management team in various workshops based on proposals that were submitted by the partner organizations.
Experts of the partner organizations provide input. An IT platform serves as the basis for this activity.
A project team with members from education, research and industry and from several partner organizations identifies
The aim is to create a continuously developing organization by establishing state-of-the-art methodologies and structures that improve
and partner organizations''56. The best-practice benchmarking ensures the implementation of state-of-the-art instruments and methods. 4. 3. 4. Leadership In contrast to most other publicly funded research instruments of the European commission,
The importance of stakeholder management results from the inter-organizational setup of the EIT ICT Labs. Organizations with very different backgrounds, philosophies and cultures, interests and goals,
Thus, the management of the organization needs to gauge the interests of the partners, emphasize the benefits for each individual partner organization
and foster cooperation that are expected to give rise to super-additional effects in the best case 59.4.3.5.
the re-integration of information (outside-in) into the organization is apparently quite a challenge. In Table 5 the foresight activities are summarized briefly
The organizational build up basically a businesslike setup that includes a supervisory board with representatives from the partner organizations
and project teams consisting of employees from the working level helps to capture developments from the various partner organizations on different levels A regular selection
First, regulations and specifications imprinted by the parent organization and frequent reporting duties equal to those of significantly larger projects subsidized in the European Framework Programs (FPS) not only significantly slow down the network's activities,
the management of the organization cannot impose open innovation processes on its employees; it can only create an adequate environment with supporting instruments.
Beyond that, collaborative innovation requires a change in the mindset of the people within the organizations.
While the EIT ICT Labs partner organizations overcame the fear of opportunism to a degree that lead them to join the network at all,
some partners anticipate that others withhold information especially information that is valued as important within the industrial partner organizations.
five leverage additional information from outside organizations and one seeks to integrate end-users As well as can be expected,
However, efficient processes to benefit from the information within the partner organizations remain unclear. Table 7 The scope of the foresight activities in the EICT and their matching to the roles of foresight according to Rohrbeck & Gemu nden 5. No.
Activity Initiator role Strategist role Opponent role Scope 2. 1 Future studies & (&) Open (organizations and end-users) 2. 2 Business field exploration
(organizations and end-users) 3. 3 Testbeds and simulation tools & Closed network 3. 4 Spearhead research & (&) Closed network 3. 5 Business modeling & (&) Open
(organizations) 3. 6 Technology transfer program & (&) Open (organizations) 3. 7 Innovation radar & (&) Open (organizations) 3. 8 Annual selection process (&) & Closed network
3. 9 Best-practice benchmarking & Open (organizations) 3. 10 Business developer program & (&) Closed network &=Primary role of the activity,
The aspects concerning strategy and vision of the partner organizations are of much less interest.
Furthermore, they should initiate instruments to help the networks'partners reintegrate the results into their organization.
1. In all three cases the foresight activities are used as information sources for initializing new activities internally within the network partner organizations (outside-in.
and refining product roadmaps and corporate strategy internally within the network partner organizations (outside-in). Additionally, foresight activities in the WINN and EIT ICT Labs cases are used to provide information for guiding,
and beneficiaries, ranging from individual organizations to networks of organizations and end-users. The role refers to three known roles that foresight plays:
factors in new product success, European Journal of Marketing 14 (1980) 277 292.2 J. Tidd, Managing Innovation Integrating Technological, Market and Organization Change
towards an agenda, R&d Management 36 (2006) 223 228.10 C. Edquist, Systems of Innovation Technologies, Institutions and Organizations, Routledge, Oxon, 1997.11 D. Rigby, C
to security threats highlight a rising need to incorporate more forward-looking approaches into the decisionmakkin processes of public and private organisations and stakeholders all around the world.
and private organisations are able to deal with the issue of uncertainty by incorpooratin forward-looking methodologies into their decision-making processes.
Their analysis is based on the results of two surveys of selected international foresight practitiioner and leading foresight organisations, conduccte by Canada's Office of the National science Advisor and the Telfer School of management at the University of Ottawa,
Foresight in a nonprofit organisation: a case of the Technology Promotion Association (Thailand Japan. Paper presented at the Second International Seville Seminar on Future-oriented technology analysis,
and used by different privaat and public organisations, mainly for strategic reasons. Most of the broader governmental horizon scans were initiated by ministries of defence or their agencies (Development, Concepts and Doctrine Centrre 2006;
Nongovernmental organisations have carried out both narrow and broad horizon scanning, even at a global level. Well-known examples include the Internaationa Council for Science (2002) exercise that focused on societal issues and research agenda settiin and also its foresight analysis (International council for science, 2004.
a network of Forsociiet partners was established including some externna organisations that had shown interest in the concept of government-initiated horizon scanning.
In all horiizo scans, organisations and individuals were alloowe to make contributions. The focus of the UK scan is on‘public policy'(not explicitly government policy,
COS was the umbrella organisation of the so-called sector councils for R&d that were established by Dutch law during the 1980s to provide strategic knowledge questions for departmental policies in a number of policy domains (environment, agriculture, health,
Further development of the joint horizon scan On the basis of the experience of the pilot joint horizzo scan and discussions within the established netwoor of interested organisations and interviews with representatives of different directorates of the EC, a proposal
and EC-level organisations that have performed horizon scanning (or similar activities) in the past or are planning to carry out horizon scanning (or similar activities) in the future.
and countries and organisations that contribute relevant data and experttise This network would then be available to poliic groups within the EC (and other international groups),
Netherlands Organization for Scientific research 2006. Science Valued! NWO Strategy 2007 2010. Available from<http://www. nwo. nl/files. nsf/pages/NWOA 6PXJ9W ENG/$file/wetens chap gewaarderd lowres eng. pdf>,last accessed 1 june 2009.
Taken together, the results should help organizations establish the parameters for a successful foresight program. ANADA HAS DEVOTED considerable enerrg to understanding the whys and wherefoore of foresight,
and asked what they thought were the best contemporary foresight organizations, and which factors were instrumental in their assessment of those organizations.
About 15 experts from ten countries and five internaationa organizations responded. In the second phase, we examined the institutions viewed as having the best foresight practices
and we conducted detailed phone and/or email interchanges and interviiew trying to establish their reasons for success (how they evolved,
The interviews were designed also to elicit the institutions'perception of what constitutes foresight success. Organizations
He maintains active connecttion with foresight organizations in Europe, Asia, the US and Brazil. Critical success factors for government-led foresight Science and Public policy February 2010 33 evaluation of future-oriented technology analysis (FTA) should be based upon an assessment of foresiigh quality in terms of the conjectures produced,
with the result that the organization and quality of the social interactions are themselves key objectives Organization
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,
and what factors were instrummenta in this assessment of those organizations. About 15 experts from ten countries and five internatiiona organizations responded.
The objective of this phase was to identify the organizations that the experts in foresight felt were the most successful.
Phase 1 of the first study asked the following questions: Which five countries do you believe have advanced the most, productive or successful foresight programs?
Structure and organization? Relationship to national government? Resourcing? Social vs. S&t focus? What, in your opinion, are some of the most successsfu assessments of recent foresight exercises?
The interviews were designed also to elicit the institution's perception as to what constitutes foresight success. Foresight organizations
synchronization with the business agenda of the organization Critical success factors for government-led foresight Science and Public policy February 2010 36 Ireland, Japan, Finland and the UK;
the foresiigh capacity and stakeholder organizations need Critical success factors for government-led foresight Science and Public policy February 2010 38 to be linked with
Over the years the program went through numerous changes, in the host organization (from National Reseaarc Council 2002 2004, to Privy council office 2005 2006, to Industry Canada 2007 2008.
and professional levels of organizations and industrial domains affected by the foresight were able to be involved in the process,
Further studies should validate these factors by applying them to different foresight organizations, both those that succeeded and those that failed.
In addition, this study focused on a small set of foresight practitioneer (30) and organizations (9
Monitoring organization aid Free mobile surfing Restaurant finder Identity and medical info on mobile Location-based advertising Photo service Heartbeat information Making appetizers Scanning information Dentist appointment Mobile video calling Webcam
The Electronic Journal for Virtual Organizations and Networks, 10,47 58. Haddon, L, E Mante, B Sapio, K-H Kommonen, L Fortunati and A Kant (eds.
Impact of technology policy on innovation by firms Science and Public policy February 2010 65 consensus not only among political actors but also among organizations representing business interests.
Start-ups, nonprofit organizations and mergers were excluded from this sample becaaus their specific characteristics could be not identiffie in our pool of control firms.
Lepori (2006) gives a longteer analysis of public research policy primarily with respect to universities and public research organizations.
and enable both organisations and individuals to anticipate, adapt and respond pro-actively to change. 1 A closing summary of the FTA Conference outcomes in relation to policy needs by Georghiou (2011) highlighted the extent to which the global scale, complexity,
and the issues it brings to prominence need to catalyse major innovation in organisations and governance.
One particular feature of the 2011 FTA Conference was the organisation of two invitation-only sessions devoted to good practice in foresight for policy.
experiences of particular organisations, operating at both national and international levels, in applying FTA to their own innovation activities as well as those of key stakeholders.
which are linked to the need to achieve coordinated and coherent decisions within and across organisations.
Significant features are that it is targeted at the systemic level of multiple actors and organisations,
The application of fta in large research-based organisations in developing both their own strategic orientation and those of their clients, can offer wider lessons for both the organisational integratiio of FTA and the identification and continued evolution
The CGEE is a nonprofit organization, a scientific, technological and innovation‘think tank'created in 2001.
It is considdere to be an interface organization in the ST&I environmment having responsibility for articulating the views of the government, private sector and academia,
and constituute a differential for organizations and countries looking forward to shaping their own future
when we observe the emergence of problems related to the need to coordinate new forms of research and innovation organization,
C. C. Nehme et al. medium-and long-term, in organizations, government structures and their many links and relationships.
and involving government at several levels, the private sector and academic organizations. Beside the fact that the strategic foresight methodologgica approach adopted in this paper will be presented later
3. The value of out-of-the-box thinking in a foresight exercise The concept of out-of-the-box thinking adopted in this paper is related to learning organization theory (Tosey 2005.
It currently occupies a central position in the funding of the Brazilian ST&I institutions and organizations.
the incubation of firms and the implementation of a technological infrastruuctur in private and public organizations. Implicit in its mission is the requirement for management
In the organization's prior planning experiences, no other process had managed to gather a similar amount of information,
Tosey, P. 2005)‘ The hunting of the learning organization: A paradoxical journey',Management Learning, 36: 335 52.
Vecchiato, R. and Roveda, C. 2010)‘ Foresight in corporate organizations',Technology analysis & Strategic management, 22:99 112.
although the NSFC accepts donations from domestic and foreign individuals or other organizations. The NSFC's budget has increased spectacularly by about 20%per annum since its founding.
encouraging citizens and organizations to make suggestiion and comments. 9 However, neither the drafting of the strategic research reports nor the drafting of the medium-and long-term plan,
which was dominated by public research organizations, started to adopt biotechnollog before 1945. The Taiwanese government supported the sector through agricultural policies,
The public research organizations play an intermediary role between universities and pharmaceutical companies. Since the universities were supposed not to directly interact with firms, the Development Centre of Biotechnology (DCB),
a public research organization, was set up in National, sectoral and technological innovation systems: Taiwan. 275 1984 to apply the research into small molecules from the universities to develop new chemical medicines and then transfer such technologies to local firms.
) The Industrial Technology research Institute, another public research organization, also helped local SMES upgrade their manufacturing facilities
. 1 Agricultural public research organizations and private companies. The institutions for the innovation of seeds were originally set up by the Japanese government
were the most important organizations for seed innovation. These research organizattion were funded fully by the Japanese government during the Japanese colonization and then by the governmeen of the ROC.
C.-C. Chung had led the ASS had trained some Taiwanese experts within these organizations (Lin 1995:
And in the majority of cases it was the public research organizations such as the DCB, which played an intermediary role between the universities and pharmaceutical companies.
However, in the agricultuura biotechnology innovation system the public research organizations, the ASS, were the foundations on
which were innovated not yet by the public organizations. Universities were involved mainly in the innovation through the network with the public research organizations.
Only in the 1990s did some universities occasionally transfer modern biotechnology to agricultural SMES. In brief, within the same nation different NSTISS may involve different groups of actors
In contrast, in the agricultural biotechnology system both the public research organizations and private SMES adopted biotechnology as their main knowledge base.
Whilst the public organizations such as the DCB transferred technologies to pharmaceutical companies, they supported pharmaceutical companies to adopt more chemical engineerrin rather than biotechnology.
At the same time, innovation is a systemic phenomenon by nature as it results from the continuing interaction between different actors and organisations (Freeman 1970.
In many innovation systems, such organisations are either missing or are developed weakly, thereby hindering system performance.
An organisation's history, culture and memory are expressed in its missions, values and routines. These contribute to its dynamic capabilities,
which are unique to each organisation and are technical and organisational in nature. Any reorientation of innovattio systems towards grand challenges is likely to require both the establishment of new organisations and the adaptation of existing ones..
Interactions: cooperation and interactive learning are central to the process of innovation. Such interactions involve not only firms (though these are more common),
or stakeholder theory, in which business organisations increasingly promote innovation in their social and environmental policies (Smith 2000).
which contribuut to creating spaces for market formation. 5. 3 Building organisational capacity The capacity-building role of FTA refers to the enhancemeen of strategic capabilities and the responsiveness of individuals and organisations to emerging
This capacity-building role sees FTA PROCESSES potentially contributing to all innovation system functions by directly affecting the mind-sets and attitudes of individuals and the routines and capabilities of organisations.
or organisations Disrupt‘lock in'thinking and challenge fixed mindsets Aid communication, understanding and collaboration across boundaries, be they geographical,
and avoiding the assumption that people have infinite plasticity towards new technology Enhance strategic capabilities of organisations by helping to develop a language
and image of organisations using FTA, showing them to be futureorieente and open, and attractive places for investment Enhance responsiveness of organisations by supporting change in individuals'behaviour
and helping these to steer solutions to emerging challenges through joined-up decisions, thereby enabling the system to undertake systemic transitions and new configurations Figure 1. Some common uses of FTA.
Finally, the ability to conduct and/or utilise FTA is itself a valuable dynamic capability that encourages organisations to be more responsive, adaptabble and open to change.
and the responsiveenes of individuals and organisations through anticipating developmental routes and their consequences, and/or the articulating widely shared visions that steer evolutions along desirable paths.
The reasons are manifold relating to the need for an even tighter embedding of FTA in policy-making in a fast-changing complex environment as well as to internal drivers for novel forms of future intelligence to support coordinated and coherent decisions within and across organisations.
New types of organisations and institutions are needed, which are sufficiently agile to transform their policies
Van Rij 2010) together with the downscaling of national exercises and the embedding of FTA functions in organisations and their respective decision-making structures and processes.
Social organisation can be understood in terms of the extent to which an individual is bound in a unit or social group and the degree to
Two dimensions (rules and group ties) are used as axes to illustrate four approaches2 to social organisation.
dedicated FTA units providing continuous input to their embedding or mother organisations;.FTA networks as informal yet stable settings allowing the bundling or coordination of resources and competencies. 2. 3. 1 Projects and programmes as external FTA services.
projects and programmes require a well-developed anticipatory capacity within the contractiin organisations; a condition that is not always met.
Programmes and projects usually require access to extensive FTA expertise outside the client organisation. A landscape of research
and consulting organisations therefore needs to be in place to deliver the services required. In other words, if the institutionalisation of FTA on the user side is low
a well-developed set of specialised organisations must be in place on the supplier side to generate FTA results. 2. 3. 2 Institutionalisation of FTA.
Institutionalisation can take place in different forms, with varied degrees of centralisatiio and distribution, providing both integration and networrkin within and across organisations.
for instance in the case of external FTA organisation that provide semi-institutionalised FTA services (e g. parliamentary TA organisations,
such as the Scientific Technology Options Assessment Unit of the European parliament, build on long-term service contracts with external public and private research organisations or consulting firms).
and gives access to insider knowledge of the embedding organisation that allows them to bring their FTA insights fully to bear
and help shift organisations towards new directions. Moreover, due to their stability, they can build up a stock of knowledge,
Too close relationships with the potential users in private or public organisations may inhibit the critical function that FTA should have shared (a problem with external FTA service providers who depend strongly on their clients.
A third model, more accessible to countries and organisations with limited resources, is the network model
as well as organisations either institutionalised Table 1. Key characteristics of modes of governance Integration mode of governance.
address the challenge of transformation, FTA organisation and governance modes, with the aim of teasing out the main trends in how FTA is evolving in practice.
when a governmental organisation decides to use FTA METHODS, they experience it as a big step, often even a step of transformation of the organisational culture,
and acting throughout the organisation, because routines in strategic policy processes do not always match with the characteristics of required methods.
and for establishing FTA functions in the organisations or innovation systems compatible with the underpinning culture, institutional conditions and availabbl capacities and resources.
2011) outline paths to enable anticipattor culture in research and technology organisations (RTOS) and other organisations.
of FTA‘Constructing systemic transformattio capacities in a research technology organisation: Applying diversified roadmap concept'Ahlqvist et al.
Worldwide and regional (European) networks of the FTA units in international organisations, national and at least for some grand challenges regional (subnational) governments, business and nongovernmental organisations are providing an organisaationa solution to share policy perspectives
Decisionmakkin in organisations themselves has become more complex, and the level of coordination needed to achieve coherent decisions adds to this.
systemic and structural transformation of organisations'premises and practices, with the ultimate goal of handling current and future technological, economic and societal challenges in line with the goals defined by the organisation.
and consulting organisations has a number of shortcomings, related in particular to the absorptive capacity and the accumulation of FTA knowledge needed to translate advice into political and administrative decision-making.
FTA in support of organisations'and institutioons embedding in decision-making is needed in the light of a fast-changing turbulent environment.
Organisations are facing major problems in identiffyin future challenges and providing solutions on time. A faster and continuous analysis and translation into actions of future challenges and opportunities is needed
In turn three organisation models of FTA are identified: short-term projects and programmes, dedicated embedded FTA units,
A f ifth possible way of social organisation would be the solitary person who escapes from coercive or manipullativ social involvement altogether.
2011)‘ Constructing systemic transformation capacities in a research and technology organisation: Applying diversified roadmap concept at VTT, Finland,
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