strategy development

Strategy development

Competitive strategy (3)
Corporate strategy (10)
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Regional strategy (5)
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Strategist (15)
Strategy (806)
Strategy analysis (4)
Strategy articulation (9)
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Strategy development (27)
Strategy formulation (14)
Strategy plan (25)
Strategy process (39)

As a consequence, we propose combining phases of open participation with closed processes of targeted strategy development.

the subsequent processes of strategy development still lack a similar level of sophistication, for instance in terms of deriving basic strategies for dealing with the opportunities and threats that have been identified in the context of foresight exercises.

and most recently, several projects have been conducted in the Austrian context, dealing with strategy development for research, technology and innovation policy at national and regional level. 21 These projects stress in particular the need to understand Adaptive foresight as a continuous monitoring,

First of all, one needs to clarify the focal issue of the strategy development exercise, i e. the main question or problem that the addressee of an exercise would like to have tackled.

and fed back to strategy development. In other words, AF should be interpreted as part of a broader continuous learning process that comprises the implementation and evaluation of specific policy measures as well as a monitoring of relevant developments in policy at large.

Strategy development, policy design, implementation and learning should thus not be understood as distinctly separate phases but rather as a continuous process of mutual adjustment.

A. Eriksson, Scenario-based methodologies for strategy development and management of change, in: M.-O. Olsson, G. Sjöstedt (Eds.

such as the Natural science Research council, received broad input from many different actors during the process of strategy development.

Even more clearly than in our first case study, it is obvious that one cannot understand strategy developments in isolation from other activities in and around the programme.

This case study focuses on the round of strategy development in the period after 2001. In this period

The core group for the strategy development processes, apart from the programme-management staff in the Energy Authority, consisted of representatives from the planning and development departments of the two electricity grid operators.

Strategy development thus existed between several programmes rather than being connected directly to a single programme. The programme managers and the institutions involved in the core group subscribed to

it was decided that strategy development from early 2003 should be concentrated on four areas: biomass energy, solar cells, wind energy and fuel cells.

and provided input and background papers to strategy developments (IEA 1999). These committees were closed down. Instead, the core group lead the strategy work in the four areas,

A common template for the strategy development was drawn up. It consisted of four parts or steps:(

In the second half of 2003 and in 2004, two other areas were defined as priorities for strategy development.

or predetermined process for developing Strategy development of strategy is a muddling-through process, and decisions Downloaded by University of Bucharest at 05:09 03 december 2014 928 P. D. Andersen

or whether it will turn into a more regular process of strategy development and update, based on a monitoring of actions and context.

and capacity building Priority setting for S&t Network building Supporting policy or strategy development Analysing the future potential of technologies Fig. 1. Analysis of objectives of 50 foresight exercises. 1 Thanks

and strategy development within these organisations. Eerola's account of the various steps and procedures of the Nordic H2 energy foresight are located in terms of the SECI model in Fig. 2

Support agenda-setting, strategy development and trans-disciplinary communication;!Make clear communications with sponsors and stakeholders.

, interpreting policy and strategy development as a continuous reflexive learning process) and embedding participation in policy-making, were mentioned less frequently.

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.

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.

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

Some industry partners hesitated to disclose the use of information within their affiliation, especially concerning strategy development and core business.

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.