Kristian Borch b, Ted Fuller c a SVR, Research centre of the Flemish Government, Boudewijnlaan 30, B-1000 Brussels, Belgium b Department of Management Engineering
Scenario building and planning was developed further for management purposes, for example through the works of Pierre Wack
anticipatory learning for the adaptive co-management of community forests, Landsc. Urban Plan. 47 (2000) 65 77.52 P. J. H. Schoemaker, Scenario planning:
Kristian Borch has a background in biochemistry and conflict management. His field of interest is socio-technological aspects such as uncertainty
Currently Kristian is Head of Section in the Department of Management Engineering (DTU Man) at the Technical University of Denmark.
innovation) and group phone discussion 3. New spatial distribution of innovation innovation chain management Anna Trifilova and Bettina von Stamm Professors, Innovation Management;
Innovation Management, Lithuania Creative session with Global Creators in Vilnius by an Innovation consultancy 7. Waste Based (open innovation Jay Cousins Founder of Open Design City
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.
and R&d Management Conference Manchester 2nd of June 2010 (INFU workshop). 465 E. Schirrmeister, P. Warnke/Technological forecasting & Social Change 80 (2013) 453 466 References 1 O. Da Costa, P. Warnke, C
Eco-innovation Putting the EU on the Path to a Resource and Energy efficient Economy, 2009.9 J. Tidd, J. Bessant, K. Pavitt, Managing Innovation:
Is it managing to co-evolve with what could be the emerging shape of research and innovation policy?
Luke Georghiou is Professor of Science and Technology policy and Management in the Manchester Institute of Innovation research at Manchester Business school.
design and innovation management while others mainly draw on empirical analysis and established FTA theory. The two papers that most clearly take a contextual improvement perspective (a) are the one by Dannemand Andersen and Baungaard Rasmussen and the one by Rijkens-Klomp and van der Duin.
For this purpose they combine Foresight with elements from market research innovation management and human-centred product design.
''Based on three case studies they suggest that FTA could help overcome some of the limitations of management approaches by setting up stakeholder dialogues
On the one hand the authors explore the use of FTA in the context innovation networks and innovation management.
Their arguments and analyses bring together theoretical concepts from innovation studies, innovation management and foresight. They use an analytical framework that they call the‘‘Cyclic Innovation Model (CIM)''to make the case for the convergent development of innovation
The impact of national traditions and cultures on national foresight processes Per Dannemand Andersen*,Lauge Baungaard Rasmussen Department for Management Engineering, Technical University of Denmark, Produktionstorvet 424,2800 Lyngby
P. D. Andersen, L. B. Rasmussen/Futures 59 (2014) 5 17 6 One of the most comprehensive and acknowledged studies of national styles in management, decision making
and he discusses the implication of each dimension for management and planning. As we will elaborate in the following,
The uncertainty avoidance dimension has several implications for national management and planning cultures. In particular, three of these implications relate to foresight:
which institutions and organisations are built and for management and planning. The two dimensions are power distance and uncertainty avoidance.
a cross-cultural study between Singapore and New zealand, Industrial Marketing Management 36 (2006) 293 307.18 R. K. Moenaert, A. de Meyer, B. J. Clarysse, Cultural
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In depth interviews were conducted with the four members of the municipality management team and with five civil servants who were involved in the scenario analysis.
*Totti Ko nno la c adg Joint research Centre for Prospective and Technological Studies (JRC-IPTS), Seville, Spain b Center for Strategic studies and Management
This paper addresses FTA and in particular foresight design and management in an international context. The aim is to draw lessons for international foresight processes on the basis of a specific international foresight project on intelligent and sustainable manufacturing systems.
and management of global foresight exercises building on the experience of designing and managing the Intelligent Manufacturing Systems (IMS) 2020 project.
All rights reserved. http://dx. doi. org/10.1016/j. futures. 2014.01.007 practice of the design and management of international foresight processes.
and management approaches used for such projects. Section 2 examines the available literature on international foresight management
and conceptualises design and managerial issues particularly relevant in the international context. Four principles for global foresight design and management are identified.
The ways in which these have been dealt with in practice are outlined in Section 3 on the basis of a case study,
Section 6 summarises the main conclusions. 2. Global foresight design and management The design and management of global foresight projects,
Both struggle with temporal coordination of policies 8. Therefore, to enable an appropriate design, implementation and management of an international foresight exercise
all require prudent and balanced management 11. C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 28 In the design phase is important to structure aspects such the interactions between people (e g. participants, stakeholders, policy and decision makers,
and extensive communication glued together by a focused management team, form an important core capability that impacts on the ability of organisations to undertake strategic foresight.
can provide a relevant starting point. 2. 4. A‘glocal'impact orientation Many researchers specialised in international management 20,21 have argued for‘glocalization'as the transformation of global and local interests into a new
or unique form of operating that‘continually renews itself by balancing the organisational tensions and management paradoxes implicit'in international operations.
whereas formal networks enter a higher management level and are often institutionalised. C. Cagnin, T. Ko nno la/Futures 59 (2014) 27 38 29 of results.
The innovation roadmaps 24 highlight the main milestones of innovation activities (i e. research and development, management and policy actions) which are needed to achieve a desired vision.
Table 1 summarises the main lessons learned using four principles that need to be taken into consideration when designing and managing an international foresight exercise.
Moreover, these tools offered major support for efficient and participatory management of the exercise since their use was integral part of its design.
and the communication procedures had been clarified to all from the outset, managing interactions, especially between partners, required more attention.
As mentioned, the scenario and vision building process required considerable behaviour and expectation management. In the first scenario building workshop a discussion of how scenarios could be deployed
which was critical to build ownership of results. 4. 4. A‘glocal'impact orientation The management of the exercise integrated discussions on the outcomes of the exercise from the very first project meetings.
The identification of four principles for global foresight design and management, and the ways in which these have been dealt with in practice,
we conclude that online working tools offer major support for efficient and participatory management of global foresight.
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the case of a professional service firm, International Journal of Project Management 31 (2013) 366 377.
and management and organisation of science. These disciplines could provide frameworks to analyse some of the advantages and benefits of FTA APPROACHES.
and as an aid in the management of supply chains. For FTA on Higher education, the objective was to stimulate forwardlookking strategic reflections
Involved in the management of the European Technology assessment Group providing scientific services for the European parliament's Scientific Technological Options Assessment (STOA) panel, the technology assessment unit of the European parliament.
and influenced the increased emphasis on principles such as connectedness, interaction and knowledge sharing in R&d and innovation management.
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c Center for Strategic Studies and Management (CGEE), Brasi'lia, Brazil 1. Introduction One of the main challenges faced by organisations resides in executing planned strategies 1 3. The misalignment between strategy-design
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,
and (4) alignment and management of the scope of objectives facilitating feedback and strategic learning with the aim of transforming strategy into a continuous process.
partly because it is rooted in a static and linear view of management and does not take into account the ability to flexibly adapt
i e. formalised in this way a‘‘contract''to implement a new management model. Moreover the involvement of managers in the implementation of the proposed system generated commitment on the one hand and, on the other hand,
The reality of public management in Brazil is marked by a lack of financial resources and excessive social problems
Overall, the implementation of government policies should take place through transparent and efficient public management. It should,
In this context, the proposed system aimed to become an important strategic tool for monitoring the effectiveness of public management. 3. 1. 2. Description The first case aimed to assess the efficiency of the Brazilian State of Parana in sharing
and the feedback mechanisms developed (phase 4) allowed an increase in effectiveness regarding public management.
nor the shaping of a shared vision to be developed. 3. 2. An example from the higher education sector 3. 2. 1. Rationale The second case focused on a higher education institution that was pursuing a management model focused on efficiency standards for sustainability and continuity in the long run.
The objective was to change the current management model based on improvisation common sense and past experiences. 3. 2. 2. Description The second case aimed at verifying
Through the Management of Strategic Initiatives (step 5 phase 3) the institution was able to properly map the university processes
The paper attempts to bridge such gap by bringing together management research and practice with FTA,
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L. Friedman, Using the balanced scorecard to measure the performance of your HR information system, Public Personnel Management 31 (2002) 543 557.74 D. Andriessen, Intellectual capital valuation and measurement:
of Applied sciences, Academy for Creative industries, The netherlands c Chair for Innovation Management and Entrepreneurship, University of Potsdam, August-Bebel-Straße 89,14482 Potsdam, Germany d EICT Gmbh
Innovation networks Futures research Foresight Networked foresight Open innovation A b s T R A c T Along with the rise of the now popular‘open'paradigm in innovation management,
first, by investigating the relationship and analogies of innovation management and futures research; second, by explicating the link of futures research to innovation networks.
The article finishes with concluding remarks. 2. Toward networked foresight 2. 1. Analogies in the development of innovation management and futures research Liyanage 13, Niosi 14 and Ortt and van der Duin 15
van der Duin et al. 16 distinguished between four different generations of innovation management: 1. Technology push:
First, the close connection between innovation management and futures research and analogies in their past developments hint at networked foresight as a logical next generation of futures research.
Moreover, activities observable in the three cases are Table 1 Generations of innovation management and futures research (based on van der Duin 3
The management is responsible for consistent interconnected and balanced links between the other components. It also includes setting out an inspiring vision of the future,
Rijkswaterstaat WINN Rijkswaterstaat (RWS, part of the Dutch Ministry of Infrastructure and Environment) is responsible for the management and implementation of the Dutch road and water infrastructure.
exploring and developing innovations in the Dutch water infrastructure and management. The program had two main slogans:‘‘
Leadership had the tasks of (1) managing the program in this political context, (2) establishing a common understanding of innovation,‘openness'and involved risks,
and WINN were mostly singular activities that focused on solutions for the water and landscape management.
and new product development with expertise in innovation management, project management, and IT infrastructure. 2) All the founding partners had a strong international focus.
The integration of new partners with additional competences, ideas and insights broaden the innovation potential of the network. 4. 2. 5. Networked foresight activities Futures research activities are conducted in particular within the innovation management unit of EICT.
and EICT as an innovation network is addressed not within the foresight activities of the innovation management unit.
and other studies Program 2. 2 Business field exploration Explores predefined business fields with various innovation management methods, i e.,
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.
and evaluates the best practices in close cooperation with the network's management team. The aim is to create a continuously developing organization by establishing state-of-the-art methodologies
/Futures 59 (2014) 62 78 70 executive steering board and a chief executive officer (CEO), who leads a management team with 12 members.
and exploit new topics and challenges successfully (efficiency) and (3) stakeholder management. Effectiveness and efficiency are addressed by several activities in the network:
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
the program management from Rijkswaterstaat was focused more internally and less‘open'than one would expect.
Despite the communication of openness the management of WINN should embrace external partners to a higher degree. The partner network could be used to a higher degree within mid-to long-term foresight instruments
and three industry partners and its division into the three units project management, innovation management and IT appears to be suitable to perform collaborative innovation activities in selected topics.
EICT is equipped to manage projects to provide methodological expertise and IT knowledge and to provide the suitable tools for the early steps of innovation from topic identification to execution of large-scale R&d projects.
and review process lead by the management team ensures continuous tracking and adjusting of 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.
and business results. 5. The existence of a management team within the network facilitates the use of results from networked foresight to define
Third, the management teams of the three networks need to establish ways to integrate and utilize the information that its partners contribute.
first, the close connection and analogies of innovation management and futures research hint at networked foresight as the logical next generation of futures research;
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and application of the ways that science and technology contribute to economic and social development, of the possibilities for managing research and technology more effectively,
multipath mapping (Robinson and Propp, 2006) Scenarios Scenario management, quantitatively based scenarios, different emphases and dark scenarios (Punie et al.
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(32) Most media users accept digital rights management because it helps them to conveniently use
Associated with this are opposed the often views on management of IPRS and the challenge that loosening them could pose for prevailing business models,
he combines research and consultiin in competitive intelligence, foresight and management insight in the creation of the university's management insiigh program.
survival and the dynamics of managing regime transitions that remain a continuing challenge to foresight advocates
Sripaipan This paper presents a future-oriented technology analysis (FTA) project on the control and management of emerging infectious diseases (EID) in the Asia-pacific Economic cooperation region.
and creating capabilities for managing international crises. In the US the term‘converging technologies'was used first at a 2001 workshop organized by the US National science Foundation and the US Departmeen of Commerce entitled‘Converging Technologiie for Improving Human Performance'.
He is currently the executive director of the APEC Center for Technology foresight and the director of Policy Research and Management at the National science Technology and Innovation policy Office, Bangkok,
and project management. Greg Tegart has had a long and varied career. After graduattin in Australia he was an academic in the UK
and shared a longer term perspective to enhance the region's capaciitie to contribute to the successful prevention and management of EID.
and management of EID Aim to develop roadmaps of technology applications that have high impact to combat EID Aim to develop roadmaps of technology research domain
A key area of interest for the project is how technoloogie can converge to contribute to the overall capabilities for more effective applications in biosecurrit and EID management in the four designated life cycle domains.
the concept of smarter informmatio collection and management is an integrra part of adoption of new processes and tools.
The‘people factors'are crucial features of disease management through all phases of the life cycle model from detection to response.
and experimeenting facilitate the management of interfacces foster new alignment of elements and stimulate demand articulation, strategy and visiio building.
Journal of Product innovation Management, 21 (1), 4 14. User involvement in future technology analysis Science and Public policy February 2010 61 Latour
Journal of Creativity and Innovation Management, 16 (1), 35 45. Soldani, D 2006. Means and methods for collecting
The Journal of Product Innovatiio Management, 22 (2), 128 143. Von Hippel, E 1986. Lead users:
a source of novel product conceppts Management Science, 32 (7), 791 805. Von Hippel, E 2005.
761,137 7. 2 213,686 Production/management concepts 51 8. 0 8, 406,303 7. 0 164,829 Other 112 17.7 16,631, 768
48 24.1 Microelectronics 21 10.6 Nanotechnology 6 3. 0 Process engineering 16 8. 0 Production/management concepts 14 7. 0 Other
33 20 60.6 Microelectronics 27 16 59.3 Nanotechnology 6 5 83.3 Process engineering 29 15 51.7 Production/management concepts 23 14
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