strategy process

Strategy process

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and strategy process conducted in the city of Vienna. The paper gives a comprehensive review of the foresight and the assessment of its impacts on policy.

and outcomes of the foresight and strategy process were translated successfully into policy decisions immediately after the exercise.

to be used as input to the strategy process. The vision papers were to cover all areas of science and technology research.

For the Danish technical research council the rationale for the strategy process was to argue for more funding and to respond to pressure for more collaboration between science and industry.

Table 2. Rationales for strategy functions as reflected in the interviews with actors involved in the strategy process.

and natural gas transmission grids in Denmark. 2. Another PSO funding programme is represented in the strategy process, namely the energy efficiency PSO, managed by the association of energy production companies, ELFOR.

experiences from the innovation policy foresight and strategy process of the City of Vienna K. Matthias Weber a, Klaus Kubeczko a, Alexander Kaufmann a & Barbara Grunewald a a Austrian Institute of technology, Department Foresight

experiences from the innovation policy foresight and strategy process of the City of Vienna, Technology analysis & Strategic management, 21:8, 953-969, DOI:

experiences from the innovation policy foresight and strategy process of the City of Vienna K. Matthiasweber*,Klaus Kubeczko, Alexander Kaufmann and Barbara Grunewald Austrian Institute of technology, Department Foresight and Policy development, Vienna

and strategy process to revisit its urban research and innovation policy. This process undoubtedly had a major impact on policy;

objectives and results of the Viennese innovation policy foresight and strategy process and the different impact dimensions will be analysed

strategy process; innovation policy; policy impact 1. Introduction In 2006, the City of Vienna initiated a far-reaching and open strategy process on the orientation of its future research, technology and innovation (RTI) policy.

The aim was to develop, in a participatory process, a comprehensive strategic framework as well as concrete proposals for*Corresponding author.

and strategy process was positioned. 3. 1.‘Systems Research in the Urban area':'groundwork for RTI policy The strategy process could draw on solid grounds.

In addition to a number of specific studies, it built specifically on the results of the large-scale research programme‘Systems Research in the Urban area'that provided the analytical groundwork

The results of the programme later on served to fuel the debates in the different expert panels in the strategy process phase.

i e. before the start of the actual strategy process. In this phase four scenarios were developed, which served as a backdrop for later elaborating elements of an RTI policy strategy for the city of Vienna.

which was initially not even intended to lead to a participatory strategy process, the main phase of the project‘Wien denkt Zukunft'started in November 2006 with a major kickoff event attended by over 500 participants.

First, the strategy process was regarded as a process by which the City ofviennawanted to find and make explicit its own strategic position within CENTROPE;

and strategy process cannot be overestimated. It had to ensure the coordination with the vice-mayor's office, with the key stakeholders and between the four panels.

challenges and key fields of action 4. 1. Identifying ambitious objectives One of the goals of the strategy process was to identify targets

'and are likely to be implemented in the first 2 3 years after the end of the strategy process (see Figure 2). For the year 2008 the initial three projects have been endowed with approximately¤14 million:(

and it is the firm intention to maintain the momentum of the participatory process by consolidating some of the communication channels that had been established in the context of the strategy process. 5. Impacts of the process

The foresight and strategy process also fulfilled policy facilitating functions, but mainly with respect to the activities internal to the city government and public administration, where the strateeg indeed serves as a major reference point.

and strategy process‘Wien denkt Zukunft'had a number of clearly identifiable impacts on policy agendas and initiatives.

but were not taken up in the participatory RTI-strategy process. Third, the structural and organisational rigidities of urban research and innovation poliic that will need to be overcome for establishing novel types

when the decision was taken to launch a participatory foresight and strategy process. To conclude, it is certainly true that the foresight

and strategy process had a quite significant impact on guiding the future research and innovation policy in Vienna, but the closeness to policy making implied that some of the exploratory and‘out-of-the-box'thinking that would usually be part of a foresight process was regarded not desirable

More Information (in German) on the foresight and strategy process is available at: http://www. wiendenktzukunft. at www. wiendenktzukunft. at/downloads/strategie lang. pdf www. wiendenktzukunft. at/downloads/strategie kurz. pdf An English summary is available at:

Substantial effort is put into the preparation of technology landscaping or foresight documents as an input to the strategy process 17.

strategy process Introduction The geographical scales of innovation systems are interlinked currently more than ever. The interrelatedness poses specific challenges for an organisation striving to navigate in this landscape.

Basically, roadmapping is a collaborative long-range strategy process. The second way is the identification of societal needs as drivers for the design of solutions.

or strategy process should be able to open the scope of observation for periphery incidents and early,

I. Kleindienst, Strategy process research: what have learned we and what is still to be explored, Journal of Management 32 (2006) 673 719.15 K. A. Meers, Contextual barriers to strategic implementation:

, J. Lampel, J. B. Quinn, S. Ghoshal, The Strategy process, fourth ed.,Prentice-hall, New jersey, 2003.19 M. Sanches, E. Corrales, Ana'lisis de

and in terms of adding a targeted strategy process to the usual open participatory processes of anticipation (Eriksson et al.,

Roadmap of green and intelligent buildings in Victoria, Australia 4. 1 Background The first case study is a regional-sectoral strategy process,

experiences from the innovation policy foresight and strategy process of the City of Vienna',Technology analysis and Strategic management, 21: 953 69.

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.