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
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
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).
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,
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
, 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,
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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
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.
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.
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:
The aspects concerning strategy and vision of the partner organizations are of much less interest.
strategy in the 1990, Harvard Business Review 73 (1995) 11 128.29 V. Ambrosini, C. Bowman,
‘‘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:
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.
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
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:*
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.
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:
and secondly, to provide an assessment of this nexus in the context of VTT's strategy.
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.
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.
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