and implement their funding strategies 26. The whole variety of these processes were used to initiate collective learning
The main difference is that in the field of nanotechnology the funding strategies were implemented before broader public discourses emerged,
whereas in the field of converging technologies broad futuristic discourses took place that were followed not by funding strategies dedicated explicitly to converging technologies. 445 P. Schaper-Rinkel/Technological forecasting
In 2003, the BMBF developed a national strategy for future funding and support of nanotechnology.
The strategy focused on so-called lead innovations, value chain-oriented collaborative projects with partners from science and industry.
In 2006, the Federal Ministry for the Environment, Nature Conservation and Nuclear Safety (BMU) established the Nanokommission a stakeholder commission on nanotechnologies as part of the federal government's high-tech strategy.
In 2007, the Nano-Initiative Action Plan 2010 emerged as an important part of the high-tech strategy of the German government.
rather than future strategies) without mentioning past or future cooperation and collaboration among ministries and agencies of the federal government 52.
such as other ministries and their agencies (for instance the BMU and the Federal Environment Agency) stepped in only after the funding strategy was established already.
In Germany other ministries and government agencies have their own agendas with regard to the future governance of nanotechnology without being part of a common board where strategies are compared and aligned.
and engineering under a broad definition of nanotechnology and served as the foundation in developing long-term R&d visions and strategies.
while in Germany many different agendas were developed in parallel without a common strategy. Comparing these two countries, the main difference lies in the existence of an umbrella organization in the US that pools heterogeneous stakeholders
In many cases mode 1 foresight 1 that fosters the recognition of intra-systemic alternatives, underpins the optimisation of robust strategies within the existing paradigm,
Increasingly, innovation policy strategies such as the European commission's Innovation Union flagship initiative 3 are addressing socioeconomic challenges such as sustainability, health, and security.
& Social Change In such mission-oriented STI strategies the socioeconomic impact becomes the key criterion for STI priority setting.
The discussion among policy makers went beyond simple priority setting within today's strategies. The debate tackled fundamental concerns such as adequate consultation procedures
critical success factors for the 1990's, R&d Manag. 22 (3)( 1992) 221 239.11 W c. Kim, R. Mauborgne, Strategy, value innovation,
A Practitioner's Guide to Developing and Using Scenarios to Direct Strategy in Today's Uncertain Times, Thomson Southwestern, Mason, Ohio, 2006.33 J. Buur, B. Matthews, Participatory innovation, Int
Participants heard about the evolving technology strategy of one of Europe's leading companies. Since the 1990s Nokia would have been on any list of European industrial success stories as it rose to global leadership in themobile telephony sector.
transformations and disruptive change while references to adaptation and alignment hinted at strategies for coping Technological forecasting & Social Change 80 (2013) 467 470 Corresponding author at:
foresight for research and innovation policy and strategy, Futures 43 (3)( 2011) 243 251.10 L. Georghiou, Europe's research system must change, Nature 452 (2008) 935
Jennifer Cassingena Harper is a consultant providing advice on research and innovation policy and strategy to the Malta Council for Science and Technology.
and monitoring of complex dynamic systems and may enable organizations to use long-term visions to effectively link strategy and operations across the whole value chain.
While the technology assessment crowd and the small but regularly present business oriented strategy practitioners voiced worries about the‘‘scientific''legitimacy and practical effectiveness of the at times open ended and exploratory nature of thinking about the future.
The Danish Government's Globalisation Strategy, from 2005, and the Danish research 2015 process, from 2008,
The Danish Government's Globalisation Strategy, from 2005, and the Research2015 process, from 2008. In both cases, the impacts have been significant and largely measurable in new legislation and budget allocations.
The Globalisation Strategy and the Research2015 process are two attempts to combine the strong Danish tradition for political compromises, negotiations and stakeholder inclusion with evidence-and expertise-based prospective elements.
The Globalisation Strategy and the Research2015 project. P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 10‘Denmark has had never strong traditions for basing political decisions on accessible knowledge as opposed to Sweden, for instance.
Based on the Danish Globalisation Strategy from 2005, public expenditures on R&d have increased. Consequently, today, Denmark is among the OECD countries with the highest public expenditures on R&d.
Another major initiative of the Globalisation Strategy was an increase in the percentage of public research funding that should be subject to competition.
The strategy contains the following statement:‘.‘the Government will take the initiative to implement a project on technology foresight in Denmark.
The Globalisation Strategy and the Research2015 project This section briefly describes two cases of forward-looking policy making in Denmark.
First, the section describes the Danish government's 2005 Globalisation Strategy. The Globalisation Strategy aimed at a very broad range of policy areas.
This strategy provided political impetus for the Research2015 project, which is the second case. Research2015 aimed to set priorities for the government's strategic research programme or at least, parts of this programme. 4. 1. The government's Globalisation Strategy In the spring of 2005,
the government launched a process that was to meet the Grand challenge of increasing globalisation. The aim was to meet this challenge by developing a vision
and a strategy for transforming Denmark into a leading growth, knowledge and entrepreneurial society. The work was set up in the wake of the government programme‘‘New Goals,
''which the reelected government presented after the general election in February 2005. The government established an internal Committee of Ministers and a broad-based Council for Globalisation,
which was meant to advise the Committee Ministers on this strategy. The Globalisation Council consisted of 26 members,
The two last meetings covered the overall strategy. The intermediate meetings involved the discussion of nine themes.
In light of the Globalisation Council's work, in April 2006, the government presented an overall strategy for Denmark in the global economy:‘
‘Progress, Innovation and Cohesion Strategy for Denmark in the Global economy'31. The Globalisation Strategy had 14 focus areas.
The following are examples:‘‘1. World's top performing primary and lower secondary school'and‘8. More competition and better quality in public sector research'.
'For each of the focus areas, the Globalisation Strategy defined two to four strategic objectives
The Globalisation Strategy garnered wide party support in the parliament, including both the three parties behind the government
and two opposition parties. 4. 2. The Research2015 project One of the suggested initiatives for the Globalisation Strategy concerned a‘better basis for prioritising,
The key actors in this phase were the five negotiators from each of the five parties that were behind the Globalisation Strategy.
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 13 4. 3. Discussion of the cases Neither Research2015 nor the Globalisation Strategy was recognised by their key
Considering Danish society's low uncertainty avoidance, the initiation and implementation of a long-term planning project such as the Globalisation Strategy might be contradictory.
such as the Globalisation Strategy's initiatives on political priority setting for strategic research and the allocation of 50%more public funding for research, require a degree of risk taking
The research policy strategies that were agreed upon can be enforced as more legitimate and plausible. In this sense, the networking
Strategy for Denmark in the Global economy Summary, The Danish Government, Copenhagen, 2006.32 OECD-DASTI Horizon scan, 2007.33 Teknologisk Institut, Evaluering af Forsk2015.
and strategies for the entire province) respectively (see 18 and 19). In the development process of the first environment plan, qualitative scenarios were developed by an external organisation in a broad participatory process.
The scenarios were used to reflect on the strategies of the city council's urban development Investment Programme.
The first study conducted by the authors examined how Dutch departments use foresight to develop policy and strategy 23(‘policy foresight'.
'Thirteen interviews were conducted with strategists and policy-makers. The interviews consisted of two parts:(1) an analysis of what foresight means to the interviewees
and strategy are related in policy processes at a national level, this was not a problem
policy and strategy. The response rate was over 40%(120 surveys completed) with a large majority of the respondents (88%)working for Dutch Ministries (such as Justice and Agriculture, Nature and Food Quality.
'and, more generally, for formulating strategy and deciding what type of knowledge will become important in the future.
, interpreting policy and strategy development as a continuous reflexive learning process) and embedding participation in policy-making, were mentioned less frequently.
P. Van der Duin/Futures 59 (2014) 18 26 21 When the main motive for using foresight methods is not necessarily a desire to realise a concrete policy end-product (such as an agenda, vision or strategy),
(2) inspiring civil servants to come up with new ideas for policy and strategy,(3) setting the agenda.
For example, combining insights from a future analysis with the development of a policy vision and various strategies was seen as a sluggish process.
P. Van der Duin/Futures 59 (2014) 18 26 22 flexibility of strategies, which was not how they were applied in most case studies (with the exception of The hague), because of a lack of time or expertise.
and strategies is also (in part) lacking. Often, it was unclear how the insights from the foresight study were applied in the policy analyses.
and strategy development can end up being obscured. According to the policy-makers at the local level another challenge is to know which information sources they should use to develop the scenarios themselves.
An exploratory study into the relationship between futures research and strategy and policy processes at Dutch ministries, Futures 41 (2009) 607 618.24 P. A. van der Duin, J. Dirven, C
Foresight has been applied at global and regional levels to support the design and implementation of policies and strategies.
The latter claims that foresight needs to go beyond the level of a collective process to that of individual actors'strategies.
Cooperative Strategies in International Business Joint ventures and Technology Partnerships Between Firms, 2nd ed.,Pergamon, Amsterdam, 2002.20 C a. Bartlett, S. Ghoshal, Managing Across Borders the Transnational
The IMS Summer School Manufacturing Strategy First Edition 2010: Sustainable Manufacturing, 2010.34 D. Klimkeit, Organizational context and collaboration on international projects:
and get to the level of individual actors'strategies. The contribution provides a process outline and examples of Adaptive foresight, including a critical assessment of its potentials
These depend on strategies requiring coordination of research activities from different research actors, and enabling of interactions with companies in creating
These include horizon scanning (e g. of weak signals), strategy setting, development of corporate visions, portfolio analysis, and as an aid in the management of supply chains.
Strategies and Limitations from a Socio-Technical Perspective, Profil-Verlag, Munich, 2005, pp. 9 35.17 M. Borup, N. Brown, K. Konrad, H. Van
Brazil 1. Introduction One of the main challenges faced by organisations resides in executing planned strategies 1 3. The misalignment between strategy-design
Several tools have been developed that foster alignment between strategy and actions and across value or supply chains 5. However, many of these models display important weaknesses.
In particular, they fail to tackle efficiently the communication of the strategy across all organisational levels 6 10,
as well as to deploy the strategy in short term operational plans 8, 10, involve mid-management in strategy formulation 6,
execution is a component of strategy and must be the core element of the company's culture 9 and adjustment of organisational strategy elements 6,
7. Furthermore there is evidence that firms'efforts are concentrated currently on activities targeted at strategy design,
rather than its implementation 11 16. According to 17, this happens despite the awareness that both researchers and executives have that organisational performance is linked directly to an alignment between Futures 59 (2014) 50 61 A r T I C L E I N F O
Article history: Available online 30 january 2014 Keywords: Performance measurement systems FTA Strategy Implementation A b s T R A c T Despite the growing number of publications on firms'performance measurement systems (PMS), consensus
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
FTA is seen as crucial in linking strategy and operations with a long-term vision of where a firm sees itself in the future.
All rights reserved. endogenous variables (strategy, structure and processes) and exogenous ones (e g. environmental uncertainty and technology).
the separation between strategy formulation and implementation constitutes a false dichotomy, since these are connected intrinsically through the integration of thought and action.
or PMS) have become a critical asset for an organisation aiming to successfully implement its defined strategy.
Ultimately, PMS should enable businesses to build the necessary actions to reach its strategy and excel 19.
At the same time, PMS should amplify the controls a firm has over the implementation of strategy 20.
The implementation of a strategy via PMS should, 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.
or adjustments in the strategy to take place. This happens through feedback instruments embedded in the PMS.
The BSC is a management system that presents a firm's vision and strategies in four perspectives:
which are of greatest importance to enable a strategy to be implemented across business value chains 25.
1) transformation of a strategy into operational actions;(2) creation of hypotheses based on cause-effect relationships;(
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,
partly because it is rooted in a static and linear view of management and does not take into account the ability to flexibly adapt
organisational learning, critical analysis of strategic processes, alignment between strategy and its implementation in the value chain, participation in decision making,
however, that the link provided between strategy development and its implementation across a firm value chain does not allow the whole system to become flexible and adaptive over time.
The first phase (organisational strategy) consists in supporting the definition of the strategic positioning of a firm within its environment.
The strength in shaping a strategy and its implementation simultaneously lies in the promotion of organisational alignment.
and integration of results expected from the strategic diagnosis. SWOT analysis becomes robust in supporting strategy design
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.
These actions S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 51 together represent the strategy translated into operational actions,
2. Construction of strategy maps: once the strategic objectives have been defined, the next step consists of constructing a cause-effect map illustrating the route by
the selection of measures must be aligned with the strategic objectives and consolidated within the strategy map (previous steps.
Such learning meetings are held to obtain feedback on the progress of the strategy's implementation.
It also enables one to test the hypotheses on which the strategy was based to identify any necessary adjustments.
This offers a robust tool for systemic processes aiming to align strategy and operations across a given system (i e. value chain.
The perpetual budget consists in the identification of cause-effect relationships between changes that redirect strategy
since these enabled the State representatives to understand the citizens'perceptions regarding political decisions. 3. 1. 3. Positive results To break the strategy defined by the State into operational actions a number of meetings
and workshops or through the feedback mechanisms in place into input for strategy design (phase 1). Often
and feedback mechanisms (phase 4) did not generate new strategies (phase 1). Once such link could not materialise it was not possible to develop scenarios based upon strategic diagnosis (phase 2),
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
The involvement of community leadership reflected a change in the operationalisation of the institution's strategy
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,
and enable the community to become more independent in the future. 3. 3. 3. Positive results The proposed system enabled community members to develop their own strategies,
These were generated through the development of strategy maps (phase 2), in conjunction with the city of Floriano'polis, SC, Brazil and relevant stakeholders,
This is true even in stages one would believe to be otherwise, like in the development of scenarios, in the construction of strategy maps or in the strategic management of initiatives.
and strategy to a long-term vision of where the organisation wants to position itself within possible alternative futures;
this barely takes place in relation to implementing a common strategy. This happens if trust and participatory instruments are not in place
when designing a strategy that takes into consideration the diversity of views across the value chain and the collective articulation of visions and expectations.
which must then be embedded in the proposed system to enable an effective connection between strategy and implementation across the value chain. 4. Roles of fta FTA and its elements of strategic foresight,
forecasting and technology assessment can play a number of important roles in linking a firm's strategy to its implementation across the value chain.
and select (joint) strategies to be pursued. 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.
The link between learning and strategy around a common vision in the value chain enables trust to be developed across the system through participatory instruments.
aligning therefore strategy and operations across the system. Rather than reducing the uncertainty firms and their stakeholders in the value chain confront, both individually and together,
This is important to support the definition of a common as well as an individual strategy (thus supporting phase 1). The breakdown of individual strategies into action plans and related monitoring systems aligned to a common goal in the value chain would
thus support phase 3. Ultimately, this process is critical to increase legitimacy, ownership and transparency of decisions.
which is key to enable alignment between strategy and its implementation across a firm'value chain.
Also, such a system shall enable the development of associated collective and individual strategies with related action plans as well as monitoring and evaluation systems.
ORGANIZ ATIO NAL STRATEGY STRATEGIC D IAGN OSTIC PHASE 2 CAS CADING THE STRATEGY I NTO OPERATIO NAL ACTIO NS PHASE 3
S v. Marinho, C. Cagnin/Futures 59 (2014) 50 61 57 intelligence systems, direction setting, priority setting, strategy formulation, marketing, organisational change,
dynamism and its direct relationship with organisational strategy. Therefore, contributions from a variety of tools were combined in such a manner as to allow these objectives to be embedded within a system based on the BSC.
which nowadays is referred to as a strategy map 57 61 System dynamics 61 65 In order to analyse the cause and effect relationships between measures,
36,37 Skandia Navigator 71 75 The balanced scorecard does not take into account the interaction between the processes of strategy development and implementation 1, 69 Proposed system Marinho and Cagnin (present paper, forthcoming
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In this context, the application of futures research methods can serve various goals such as testing strategies, or identifying new business fields or new policy issues.
just as the strategy might need to be updated. 3. 2. 2. Applying the CIM for analyzing the preferences on networking
initiator, strategist, and opponent (Table 2). When foresight is implemented to contribute through these three roles 5,
and Gemu nden 5. Foresight role Impact Initiator role Identify new needs Identify emerging technologies Identify competitors'concepts early Strategist role Assess
In the SIA, a common vision, mission and strategy for the EIT and its three KICS were created.
Later, both, the KIC's vision and strategy were in conjunction with the revision of the EIT's SIA.
The CEO is also responsible for the application of the vision and strategy at a day-to-day operational level.
Thus, the strategist role as defined by Rohrbeck & Gemu nden 5 was filled. Additionally the activities were aiming at identifying new opportunities and needs, i e.,
adjusting the image of the future and the vision and strategy of EICT quarterly board meetings,
regular general assemblies and strategy meetings take place. EICT's own foresight competences could complement these meetings. 4. The existing foresight activities could be utilized to capture external developments adequately to guide EICT prepare it for the future. 5. Foresight would benefit from additional network partners that add to the existing knowledge base.
Activity Initiator role Strategist role Opponent role Scope 1. 1 Inspirational workshops (&) & Contract partners 1. 2 Business modeling
Fig. 3. Visualization of the EICT concerning openness and network orientation. 8 During the revision of this article a regular strategy meeting took place
and subsequently EICT is adjusting its strategy and mission. P. van der Duin et al.//Futures 59 (2014) 62 78 73 5. 3. Case 3:
Some industry partners hesitated to disclose the use of information within their affiliation, especially concerning strategy development and core business.
Activity Initiator role Strategist role Opponent role Scope 2. 1 Future studies & (&) Open (organizations and end-users) 2. 2 Business field exploration
The emphasis of WINN activities is on the strategist role of foresight: first, to assess
Activity Initiator role Strategist role Opponent role Scope 3. 1 Action lines (&) & Closed network 3. 2 Experience and living labs & (&) Open
/Futures 59 (2014) 62 78 75 the network of constant network partners or on a contractual basis. The strategic role of foresight for the corporate strategy of the partners is the focus of attention.
The aspects concerning strategy and vision of the partner organizations are of much less interest.
Thus, although the activities belong to the strategist role of foresight, they initiate, consolidate and evaluate new ideas, technologies, etc. as well.
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,
the initiator, strategist and opponent role. Fig. 5. Foresight activities from the cases matched to foresight roles, scope and type of activity.
The smaller networks of RWS and EICT concentrate on foresight with a focus on strategic implications, ideation or initiation of new business activities thus the strategist and initiator roles of foresight. 9 In contrast,
strategy in the 1990, Harvard Business Review 73 (1995) 11 128.29 V. Ambrosini, C. Bowman,
Fakulta t fu r Wirtschaftswissenschaften, Rheinisch-Westfa lische Technische Hochschule, Aachen, 2004p.409.9 In the context of innovation networks, the allocation of two aspects of the strategist role
‘‘consolidation of opinions''and‘‘identification of new business models''appear to initiate new activities instead of altering strategy.
a new start for the Lisbon strategy, in: Communication from Commission President Barroso (COM 2005), 2005.52 EIT ICT Labs, European Institute of Innovation and Technology:
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