De Moor et al. develop a novel approach for incorpooratin more user-driven innovation strategies in companies'product development processes using‘living lab'research.
which need to be incorporated in our deliberations to develop robust (resilient and adaptive) shared strategies incluudin joint research programmes.
and regional and local communities that asked for help and/or cooperation in the area of horizon scanning and development of future strategies.
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.
and underpin strategy development and visioning, providing strategic forward-looking knowledge to policy-makers. However even methodollogie that have been developed to deal explicitly with a range of potential futures are reaching their limits in the face of the scope and pace of change in the creative content sector.
and in terms of adding a targeted strategy process to the usual open participatory processes of anticipation (Eriksson et al.,
when defining their strategies and business models. The above technology and social/societal trends and the way they interact with one another provide intereestin insights for market players devising business plans
players'strategies or the legal environnment should a particular scenario be realised. This approach was very helpful for stimulating discusssions
Ensure a clear communication strategy. Integrate stakeholders into foresight programs. Take advantage of the existence of, or create, a national local academic receptor and training capacity.
and mandate factors on foresight structure, delivery strategies and operational positioning. Methodology The primary study methodology was interviews with the directors of successful foresight programs to learn from them what factors led to success and, of course,
A professor of international business and strategy at the Telfer School of management at University of Ottawa
or reduced levels of risk, even about prospective situations or events that contain inherently unpredictable aspects Impacts in terms of strategy formulation for action Support decision making Improve policy implementation Strengthen strategy formulation:
better informed about risks Using foresight to evaluate and future-proof strategies and priority actions Better evidence-based policies Making the case for increased investments in R&d Note:*
APEC Center for Technology foresight in Thailaan has had its strategy planning and scenario approaches used by their host department to help the government itself establish its longer term strategies.
In all cases, the new function was bringing much needed methodologies that had previously not been exploited fully within the mainstream departments of the government.
Clear communication strategy: A strategy is needed that serves to keep key stakeholders aware of ongoing projects and activities.
Excelleen foresight is both time sensitive and attractive to those motivated to detect change ahead of its appearance,
and train over 300 senior government staff and managers in foresight methods so that at least a portion of the policy advisory system has had some exposure/familiarity to these methods Communications strategy:
For example, while we learned that a clear communicatiio strategy was felt to contribute to foresight succeess exactly how should these strategies be designed?
What are the components for a successful communication strategy? Who should be involved? Who should the target be?
Diagnosis plays a critical role in the treatment of disease and in developing response strategies.
Validation standards developed Laboratory hierarchy strategy developed National (and international) information sharing systems developed BSL3-4 capability developed*Note:*
and regional strategies for biosecurity and combating EID. The significant findings for each of the roadmaps
vaccine development, production and delivery are essential components of any strategy to combat EID and must be supported strongly.
and use to decide on the frameworks of their respective internaationa collaboration strategies. Hence, the unique contribution of this paper lies in its dealing with cross-disciplinary technologies (converging technologies) in a cross-boundary regioona setting (Asia-pacific.
from the traditional push towards more user-driven innovation strategies in the information and communications technologies domain has urged companies to place the user at the core of their innovation process in a more systematic way.
Furthermore, traditional product development strategies are said to have crucial shortcomings since they are no longer able to guarantee the successful adoption and diffusion of new ICT.
Whereas the former are characterrize by technology-centred strategies and limited user involvement the latter acknowledge the crucial role of users in the innovation process (Rickards, 2003;
The main contribution of this work involves the development of a‘segmentation forecastting tool for prior-to-launch prediction of adoption potentiial and the development of a blueprint for better introduction strategies for ICT innovations in today's volatile market environment.
and stimulate demand articulation, strategy and visiio building. Contrary to other test platforms, living labs provide a more natural testing environment and strongly encouurag continuous and meaningful interaction betwwee developers/suppliers and users.
4 5) attribute this discrepancy betwwee theory and practice mainly to the lack of empirical evidence on the benefits of userinvollvemen and user-oriented strategies compared to traditional research and development.
and included an assessment of possible strategies for service innovation. In this paper, we only focus on user
Given the implications of the notion of userdriive innovation and the traditional tension betwwee user-and technology-centred strategies,
Strategies and Development, S b Heilesen and S Siggaard Jensen (eds. pp 137 166, London: Hershey (PA.
A New development Strategy. In European Living Labs: A new approach for human centric regional innovation, J Schumacher and V-p Niitamo (eds.
There are several empirical strategies for mitigatiin selection bias in the ex post evaluations e g. regresssio with controls for unobserved effects;
The outcomes of the process can be strategies to implement a novel policy instrument or a strategy for a region to engage in an active market creation in the context of some promising emerging technology.
Ko nno la and Haegeman focus on the coordination challennge in the design and implementation of transnational research programming,
Challenges in communicating the outcomes of a foresight study to advise decision-makers on policy and strategy Claudio Chauke Nehme1, 2,,
'in order to emphasize its close connection with the process of formulating strategy. Strategic foresight is defined by Slaughter (1999) as the ability to create
detect adverse conditions, guide policy, shape strategy, and explore new markets, products and services. It represents a merger of future methods with those of strategic management.
and strategies to think out-of-the-box are discussed in order to break existing mental patterns, where appropriate.
A better reasoning process to support decision-making and strategy formulation. Challenges in communicating the outcomes of foresight studies. 247.
an implementation strategy is designed first, with dissemination occurring then. A commitment and dissemination process is established in the commitment phase
which will require a more elaborate implementation strategy. It is also an opportunnit to convey non-classified results to a broader audience, through the dissemination of information via the Internet or by means of publications, seminars, confereence etc.
The expected result is the transformation of the accumulated knowledge in strategies and proposals, resultiin from discussion and commitment among key stakeholdders expanding the perception of strategic options among the decision-makers.
lies outside of foresight activity governaance The client and stakeholders are in charge of implemeentin the recommendations and corresponding strategies.
The strategies and attitudes adopted to promote out-of-the-box thinking during the course of the exercise..
The changes and adaptations required in the methodologgica approach to increase the chances of success..The strategies developed to generate intangibles.
in order to define strategies and instrumeent for funding and supporting the national ST&I system. FINEP's portfolio includes:
technological and commerciia strategies (long term perspective; financing mechanisms; future of plant breeding and plant breeder profile;
The main ideas and designed strategy on how to implement out-of-the-box thinking at FINEP are shown in Fig. 3. A vision of a possible, successful future for FINEP,
in its quite challenging context, required a strategy which, on one hand, balanced the knowledge related to the present and a number of relevant future possibilities,
The reasoning behind the central idea is described in Fig. 3. Figure 3. Strategies aiming to promote out-of-the-box thinking.
because the uncertainty and compleexit of the environment demanded an approach which offered stakeholders a tool for collective reasoning without the need to definine strategies or elaborate decisions,
and define strategies for the application of methods, tools and techniques according to the methodological approach utilized
combining the conceept of strategy and foresight, relying on a diversity of methods and techniques and,
Foresight exercises and innovaatio strategies are interconnected and it is imporrtan to stress the possible influence and impacts from other business segments.
Sustainable futures, Strategies, and Technologies. Bethesda, MD: World Future Society. Godet, M. 2001) Creating Futures Scenario planning as a Strategic management Tool.
proposing a national strategy entitled‘strategy of revitalizing the nation through science and education'(kejiao xingguo).
The first level concerns ideology and overarching national strategy. The Chinese government's programmatic and overarching emphasis on a‘harmonious society'and, more recently,
Thus, in the making of the latest Medium and Long-term Plan, an‘expert consulttatio group for the overall strategy for the Mediumaan Long-term Plan'consisting of around 20 senior scienttist was created in 2003 to provide input to the‘leading group'which was made up of the Prime minister
we have identified waves of modernization strategies, drawing S&t ever closer into the political core. The 1978 Science Conference functioned as a starting-point for a renovation of the S&t system by acknowledging S&t as a productive force.
More recently, a‘post-catching up'strategy has emerged, integrating S&t with a new evolutiionar path for China,
Explaining diverrgen venture capital investing strategies in China',Asia Pacific Journal of Management, 27: 445 59.
and investment priorities for public policies Evaluate existing strategies against potential futures, and devise future-proof strategies Develop reference material for policy-makers
and other actors to use, broadening the knowledge base around which decisions are made, thereby resulting in better informed public policies
or organisational strategies Provide anticipatory strategic intelligence to innovation system actors, including overall citizens, thus leading to policy processes amenable to current
At the same time the Europe 2020 Strategy notes that a partnership approach should extend to EU committees, to national parliaments and national, local and regional authorities,
and in implemeentin a jointly defined strategy (e g. initiating risky but possibly high-return projects,
Council of the European union, Guidance on future priorities for European research and research-based innovation in post-2010 Lisbon strategy, Council conclussions Brussels, 8 december 2009.8.
Amanatidou, E. 2011)‘ Strategy workshop on Innovation Union: Joint programming and its instruments',Final Report.
A strategy for smart, sustainable and inclusive growth',COM (2010) 2020,3 March 2010. Brussels: European commission.
and strategies for, handling disruptive and structural transformations. 2. 4 Framework for analysis of FTA systems The three dimensions introduced in the previous sections constitute the conceptual framework for analysing the suitabiilit of different types of FTA systems
Designing research policy and strategy with broad aim of selecting priorities for research investments and cooperation of R&i actors.
2012) Focuses on gradual multilevel complex deliberate transformatiions which can be identified with a roadmapping exercise Identification of suitable policy instruments and/or strategies for various governance modes External service (projects and programmes),
Nehme, C. C.,de Miranda Santos, M.,Fellows Filho, L. and Massari Coelho, G. 2012)‘ Challenges in communicating the outcomes of a foresight study to advise decision-makers on policy and strategy
Coping strategies and policy implications',World Development, 31: 1087 102. Taleb, N. N. 2007) The Black swan:
and are meant to encourage the development of strategies that are appropriate to a variety of circumstances,
In recent years, roadmapping has been applied increasingly as an instrument of strategy-making (Blackwell et al. 2008.
The second is the emerging culture of strategy roadmapping in which the roadmapping is perceived more as a dynamic
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.
This visual emphasis enables the use of roadmaps as crystallized strategy maps that open up a simultaneous perspective on both the macro-level currents and on the corresponding micro-level developments (Blackwell et al. 2008.
but instead they are approached as knowledge umbrellas that depict a large-scale strategy picture of a system.
Strategy roadmapping is also about engaging and empowering people. This idea links the strategy roadmapping to organization and strategy studies, especially to strategy crafting (Whittington and Cailluet 2008;
Heracleous and Jacobs 2008. IPRM can be compared to a transition management (TM) framework. TM was developed in The netherlands in the early 2000s (e g.
or when formulating a sourcing strategy. 3. 3. Depiction of IPRM In principle, there are two levels of inspection in IPRM:
Roadmap of green and intelligent buildings in Victoria, Australia 4. 1 Background The first case study is a regional-sectoral strategy process,
T. Ahlqvist et al. to support regional strategy processes by executing systematti rounds of global market foresights.
The regional strategy processes could be developed towards continuous and cyclical processes, which are updated annually. At the level of markets, referring mainly to the demand-side policies,
and secondly, to provide an assessment of this nexus in the context of VTT's strategy.
The first case study (green and intelligent buildings in Victoria Australia) was an example of a transformmatio roadmap that was completed as part of a wider regional strategy for industrial renewal.
and Crilly, N. 2008)‘ Strategy roadmaps: new forms, new practices'.'In: Stapleton, G.,Howse, J. and Lee, J. eds) Diagrams 2008, pp. 127 40.
Heracleous, L. and Jacobs, C. D. 2008)‘ Crafting strategy: The role of embodied metaphors',Long Range Planning, 41: 309 25.
Towards visual strategy',Technological forecasting & Social Change, 76:39 49. Phaal, R.,Farrukh, C. J. P. and Probert, D. R. 2004)‘ Technology roadmapping a planning framework for evoluttio and revolution',Technological forecasting and Social Change, 71:5 26.
experiences from the innovation policy foresight and strategy process of the City of Vienna',Technology analysis and Strategic management, 21: 953 69.
Whittington, R. and Cailluet, L. 2008)‘ The crafts of strategy',Long Range Planning, 41: 241 7. 190.
a programme set up in connection with the Europe 2020 strategy (European commission 2010b) and European Innovation Partnerships (European commission 2010c).
A Strategy for American Innovation: Securing Our Economic growth and Prosperity.<<http://www. whitehouse. gov/innovation strategy>accessed 15 march 2012.3.
often supported by regional foresigght Such strategies also include the analysis of potential partners in other regions
2005) defines three types of dominant programme orientation strategies for national research systems in Europe: single framework programme, multiple generic programmes,
A strategy for smart, sustainable and inclusive growth',COM (2010) 2020 final. Brussels: European commission..(2010c)‘ Europe 2020 Flagship Initiative Innovation Union',COM (2010) 546 final.
legal, societal or cultural issues Existence of a strategy already concerned with specific weak signal (s) and emerging issues by a government or industry, political party or lobby,
In conferences through discussions with peers Existing strategies and relevant stakeholders Medium Medium High As reported/criticised in raw resources.
Conferences are a place where existing strategies/policies are discussed usually Policy implications assessment Medium High High Associated policy implications of emerging issues are analysed by comparing emerging issues identified with topics
as a means of preparing for the development of the Europe 2020 strategy and related policy initiatives such as the EC Communication on the Innovation Union.
Foresight for research and innovation policy and strategy',Futures, 43: 243 51. Glenn, J. C.,Gordon, T. J. and Florescu, E. 2010) State of the Future, The Millenium Project.
This new strategy process should orient itself more towards demand-driven questions. That means following the principles of corporate social responsibility and developing new ways for Fraunhofer research markets of the future.
and multicultural for early alert and analysis of long-range issues, opportunities, challenges and strategies. The information generated is made available through a variety of media for consideration in policy-making, advanced training
The new version of the German‘hightech strategy'1 (Bundesministerium fu r Bildung und Forschung 2010) has defined needs-oriented fields (Bedarfsfelder in German) and key technologies as a frame
But it is impossible to think of Germany meanwhile without its global context. the fields of the hightech strategy are:.
The theme lines of the strategy plan are developed then in top-down processes. In addition, TNO has‘enabling technologies'programmes..
This is the strategy of the German government in science and technology fields, see also<http://www. bmbf. de>accessed 15 july 2011.
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011