and also the challenges posed to foresight design and management. They elaborate three central guiding foresight principles:
Nehme, de Miranda Santos, Filho and Coelho provide a case study of the application of foresight by the Brazilian Center for Strategic Studies and Management (CGEE), over the past nine years.
*Marcio de Miranda Santos1, Lelio Fellows Filho1 and Gilda Massari Coelho1 1center for Strategic Studies and Management (CGEE), SCN Q. 2, Bl.
and complexity of the themes being considered, the level of stakeholder participatiio and, quite frequently, the communication skills of those managing the process.
stakeholders'decision-making culture and management styles. These are aspects in relation to which a good communication approach may help make the difference between good and bad final results.
journals. permissions@oup. com experience dealing with complex strategic foresight exercises, developed by the Center for Strategic Studies and Management (CGEE), Brazil.
Brummer's thoughts about mind-sets in management are interesting and capture the essence of this concept:..
and in particular that of its management creed, as well as the group dynamics of such a management team, may have prominent influence on determining how such competitive force will approach the possible opportunities, uncertainties and threats of the future business environment.
Brummer (2005: 156) The idea is thought a-oriented process aiming to make decisions or share perceptions, free from prejudice, cultural influence,
Participatory management structures are recommended highly to allow for‘on the fly'decisions to be made once the exercise starts.
Implicit in its mission is the requirement for management and operatiiona structures and staff to be prepared to implement a variety of financing possibilities,
The main objective of the exercise was to design a new management model for the agency,
and the results were discussed with FINEP's senior management, employees and other stakeholders. The methods used were interactive,
This was created due to FINEP's need to promote changes in its organizational and management processes,
The four phases proposed for the development of the SMP (see Fig. 5) were defined to meet the needs of the process, taking into consideration FINEP's culture and experience in planning and management over the years.
'Senior management commitment: regarding the whole process, from methodology development to the analysis and validation of the results obtained..
Management group (MG: assigned to manage process and ensure interaction between advisory (AG) and operattiona levels (thematic groups (TGS)).
2011)‘ Strategic foresight applied to the management plan of an innovation development agency',Technology analysis & Strategic management, 24: 267 83.
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.
In the last decades, the rise of new public management within state administration has had also a major impact on science policy-making,
such as the Chinese Academy of S&t for Development (CASTED) but also the Institute for Policy Management at the CAS and academics at selected universities, such as Tsinghua.
459). 4. Some suggestions about the reform of the national S&t programs management (guanyu guojia keji jihua guangli gaige de ruogan yijian),<www. most. gov
Explaining diverrgen venture capital investing strategies in China',Asia Pacific Journal of Management, 27: 445 59.
OECD. 1999) Managing National Innovation systems. OECD: Paris. Senker, J. 2004)‘ An overview of biotechnology in Europe:
and Center for Strategic Studies and Management (CGEE), SCN Quadra 2, Bloco A, Ed. Corporate Financial center, 11andar, Sala 1102, CEP 70712-900, Brazil 2manchester
6. Protection, management and sharing of intellectual property rights. 9. One example refers to the KICS.
and R&d units rather than fulfilling an exploratory think-tank function for top-level management, but this development is currently being reconsidered in several firms (Daheim and Uerz 2008.
Joos, W.,Carabias, V.,Winisto rfer, H. and Stu cheli, A. 1999)‘ Social aspects of public waste management in Switzerland',Waste Management, 19: 417 25.
transition management in public policy',Foresight, 3: 15 31. Salo, A. and Kuusi, O. 2001)‘ Developments in parliamentary technology assessment in Finland',Science and Public policy, 28: 453 64.
IPRM can be compared to a transition management (TM) framework. TM was developed in The netherlands in the early 2000s (e g.
Integrated building and facility management services; Solutions for non-disruptive repairs; Modular building services; Performance contracting;
Management of complex of information systems; Policies for smart energy; Policies for lifecycle efficient production ACTOR-ORIENTED POLICIES:
such as smart appliances for automated decision making Intelligent and more automated transportation Intelligent products and services with life cycle management modules Remote collaboration solutions:
The first of the systemic policies emphassize the management of a complex of information systems, with a special emphasis on information transparennc and security.
same facility New ICT-based tools and processes for the design and operation of factories Digitalized production processes, like virtual prototyping Intelligent products with life cycle management modules
management solutions based on robotics Distributed small-scale energy production Remote collaboration products Enabling technologies Methods and processes for environmental impact assessment of products and services,
for waste management and recycling Web 3. 0 in advanced identification and recognition technologies for waste management and recycling Data mining technologies 3d environments and
Intelligent products and services are emerging with embedded life-cycle management modules. A considerable portion of the energy is generated in a distributed manner in buildings or at the neighbourhood level
There are advanced identificatiio and recognition technologies for waste management and recycling. Web technologies (web 3. 0) are utilized in both energy consumption monitoring and remote collaboraatio solutions.
Transition management encounters environnmenta and innovation policy histories in Finland',Policy Sciences, 42: 409 27. Heracleous, L. and Jacobs, C. D. 2008)‘ Crafting strategy:
Kostoff, R. N. and Schaller, R. R. 2001)‘ Science and technoloog roadmaps',IEEE Transactions on Engineering Management, 48: 132 43.
Transition management in public policy',Foresight, 3: 15 31. Smits, R. and Kuhlmann, S. 2004)‘ The rise of systemic instrumeent in innovation policy',International Journal of Foresight and Innovation policy, 1: 4 32.
but also shows major challenges in foresight design and management, which we address by way of elaborating guiding foresight principles of scalability, modularity and flexibility.
management and sharing of intellectual property rights (CEC 2010) In the ERA NET scheme a four-step approach is applied4 (Matrix-Rambøll 2009).
regional and (international levels providing significant insights into the challennge of managing multilayered research and innovation systems.
and management style to the case-specific context and to particular requirements of the participating organisations and related stakeholders.
Against this backdrop, the design and management of foresight may benefit from some principles that support the attainmeen of the objectives of the entire programming initiative and support its legitimacy in the wider research and poliic landscape.
We crystallise three principles for foresiigh design and management in transnational research programming. 4. 1. 1 Scalable design for transnational initiatives.
Stakeholder participation was also based on the definition of explicit roles and responsibilities for the different phases of the process. 4. 1. 3 Flexible and responsive management to accommoodat with stakeholder expectations.
capabilities and culture in transnational programming also calls for flexibility in the design and management of the foresight process.
and speeds up the implementation (see Fig. 4). Achieving the benefits of foresight activities in support of the implementation of other programming functions is related to the appropriate positioning of foresight design and management in the overall programming process.
and the principles we have outlined are integrated into the overall design and management from the outset of the programming activities.
and is linked directly to the Management Board. 32. The exchange platform serves the utilisation of existing infrastructures,
Kaiser, R. and Prange, H. 2004)‘ Managing diversity in a system of multilevel governance: The open method of co-ordination in innovation policy',Journal of European Public policy, 11: 249 66.
and Center for Strategic Studies and Management (CGEE), SCN Qd 2, Bl. A, Ed. Corporate Financial center, Sl. 1112,70712-900, Brasi'lia-DF, Brasil 4eu DG JRC-IPTS, Seville, Spain;
for instance may allow new meanings (Nonaka 1994) to be synthesized through the shared development of crosscutting challennges From a methodological perspective, internet-based tools for continuous idea generation (Graefe et al. 2010), idea management
Ensuring effective cross departmental activity',Journal of Security Sector Management, 3: 1 20. Ansoff, H. I. 1975)‘ Managing strategic surprise by response to weak signals',Califonia Management Review, XVIII:
21 33. Blackburn, S.,Cudd, P. and Hawley, M. 2010)‘ A horizon scanning system for identifying new telehealth innovations',Global Telemedicine and ehealth Updates:
Mo ller, K. 2010)‘ Sense-making and agenda construction in emerging business networks How to direct radical innovatiion'Industrial Marketing Management, 39: 361 71.
Schultz, W. L. 2006)‘ The cultural contradictions of managing change: Using horizon scanning in an evidence-based policy context',Foresight, 8: 3 12.
and technology organisations From an R&d management programme that is organised by international institutes with a similar background to Fraunhofer,
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