and vary from concerns with the take-up of FTA knowledge in policy and decision processes, through to organisational vision-building,
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.
and vision-building on universities. These are increasingly facing new challenges brought on by a number of major disruptive drivers including, amongst others:
it is crucial to support any reform by systematic analyses and vision-building exercises. However, a review of recent works on the future of higher education shows that the approaches implemented present three major shortcomings:(
and develop visions of the future, current or expected future users are involved rarely actively in this anticipatory process.
IF introduces an inclusive vision development process with longer-term perspective and a strong future component.
and asked for their expectations concerning the future of TV and their vision on the future TV user and TV SET of the future.
and context. 3. 2. 2. Results 3. 2. 2. 1. Phase 1. The main aspects and trends mentioned by the experts in phase 1 in their vision on future TV experiences
The third key aspect in our personas'expectations and visualisations of future TV experiences referred to the social character of the medium:
In both studies, information and intelligence concerning real experiences, practices and visions from a user perspective served as starting points.
and stimulate those users that are traditionally not behind the steering wheel to voice their expectations, needs, visions with regards to possible, preferable and probable futures.
visions and to drive the sharing of expectations among the different stakeholders involved. Acknowledging the constraints
it is likely that some methods will be more successful than others in supporting a user to voice his or her future ideas, visions, expectations.
The BSC is a management system that presents a firm's vision and strategies in four perspectives:
It does so by helping an organisation to better understand the process by which mission, vision, values,
Such alignment shall take place through the development of a common vision and both joint and individual strategic objectives and related customised operational processes and monitoring systems. 3. Empirical applications:
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,
Hence, the proposed system should improve in terms of its notion of stakeholder involvement to enable the development of a common vision to be pursued across the system,
to promote a collective articulation of these visions and related expectations, and to develop an action plan to monitor the achievement of the agreed vision as well as enable adaptation over time. 3. 4. Limitations of the proposed system
In spite of the success factors enabled through the use of the proposed system, its application in practice (case studies) has shown that there are still a number of elements
when designing a strategy that takes into consideration the diversity of views across the value chain and the collective articulation of visions and expectations.
and (iii) a common vision to be pursued across the system based upon the mutual positioning of value chain actors in relation to the future.
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.
These take into consideration the diversity of views across the value chain and the collective articulation of visions and expectations.
However, such common vision to be pursued across the system should be based upon the mutual positioning of value chain actors in relation to future needs 52.
It does so by providing spaces where actors can come together to shape equally likely paths into the future through a collective articulation of visions
and its stakeholders'ability to develop a joint vision and define where each one would like to position itself within a range of likely futures
Th is is critical for the de fin itio n of a visio n t o be pu rsue d. FTA in volves the collective articulatio n of visions
and of a common vision to be pursued across the system is neglected however still. The paper attempts to bridge such gap by bringing together management research
Proceedings of the 20th International Conference of the System Dynamics Society, Italy, 2002.64 K. Linard, C. Fleming, L. Dvorsky, System dynamics as the link between corporate vision
It also includes setting out an inspiring vision of the future, while ensuring that this future vision is aligned strategically with a sound process model that allows managing
At the same time, changes in the image of the future for example, due to an adapted vision as a result of leadership activities can mean that the transition path has to be adapted
Some interviewees stated that a vision indeed existed and that it was used to inspire and steer the innovation process from an early stage onwards.
Other interviewees, in contrast, were not aware of any vision at all. A third group of interviewees stated that during the WINN program a meeting was planned between the core project leaders of WINN
and the overall manager to define a set of‘themes'that together should constitute the vision for the innovations developed in WINN.
and reposition of innovation portfolio Provide strategic guidance Identify new business models Consolidate opinions Vision creation Opponent role Challenge basic assumptions Scan for disruptions that could endanger current
the vision (i e.,, becoming the leader in ICT innovation) as stated by the network partners emerges as the starting point for the network.
and the external trend that ICT is becoming increasingly important in all business areas provided the foundation for this vision. 4. 2. 2. Process model The activities of the EICT itself can be interpreted as an innovation process model.
In the SIA, a common vision, mission and strategy for the EIT and its three KICS were created.
Image of the future vision The starting point of the EIT ICT Labs was the vision of an integrated institute.
Later, both, the KIC's vision and strategy were in conjunction with the revision of the EIT's SIA.
There is a clear vision and mission a general assembly consisting of core and associate partners, an 7 See http://www. softwarecampus. de/en/for details.
The CEO is also responsible for the application of the vision and strategy at a day-to-day operational level.
and work nature have come together to realize a common vision (for details see 55). Eventually, the assessment of the outcome (network performance versus original expectations) will determine the partners'future commitment.
Rijkswaterstaat WINN The vision of the WINN program has developed into what is worded now as‘‘joint search for durable new solutions for water''among various interested and related parties in The netherlands (leaflet).
/Futures 59 (2014) 62 78 71 Given the doubtful existence of a clear vision at the beginning of the program the transition path was lacking direction.
By now, the desired future and vision for WINN clearly embrace an open and networked approach to foresight to identify
and vision were developed based on the aim to create a highly visible innovation center in ICT in Europe.
However, other large innovation networks that Fig. 2. Visualization of WINN managed by Rijkswaterstaat in terms of its openness and network orientation.
adjusting the image of the future and the vision and strategy of EICT quarterly board meetings,
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 vision for the network based on the image of the future of an open network of partners that fosters research and business opportunities.
In contrast, strategic guidance, the assessment and repositioning of the innovation portfolio and vision creation are limited mostly to the network itself.
Fig. 4. Visualization of the EIT ICT Labs concerning openness and networks for futures research activities.
The aspects concerning strategy and vision of the partner organizations are of much less interest.
, in terms of the CIM especially the image (s) of the future, the vision and the process model of the network.
Vision and Mission, EIT ICT Labs, 2012.53 EIT ICT Labs, Partners EIT ICT Labs, 2012.54 EIT ICT Labs, Nodes & Co-Location
The EC recently approved different blue sky projects that focus on these questions like the Citizen Visions on Science,
making traditional forecasting inadequate to identify the visions for tomorrow needed to inform today's policy-making.
As to the adequacy of the methodology for shapiin a vision of the creative content sector as such, we can conclude that the process helped raise key issues and controversies relevant to the sector as depicted by the four scenarios.
stimulating public engagement and introducing visions, scenarios and other means to raise awareness Reframing the debate:
scan Visualization of pathogens Method to detect infected cells Biosecurity and emerging infectious diseases in Asia-pacific Science and Public policy February 2010 47 find more technology applications.
This social constructivist vision aims to make technollog development more user-and human-centred. Closely related to the social shaping perspective is the social construction of technology (SCOT) approoac (Bijker and Law, 1992), in
They provide us with a theoretical basis for uniting the technology-centred with the user-or human-centred vision,
incorporating the visions of those who, at the same time, will be their builders and their users, since the choices made today are decisive for shaping the future.
looking forward to visions of the future and to what must be done to transform those visions into reality,
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,
and create a fuzzier vision than scenario building permits. If we look at the past, it is clear that a great change is anticipated often by a series of micro-events, often not perceived.
The views of these players were importaan elements in broadening the vision for the future of FINEP.
which provided a clearer vision of the internatioona context of ST&I development and the role of funding agencies.
focused on prospective vision and on the definition of strategic guidelines covering time horizons of 5, 10 and 15 years..
but not unrealistic vision transforming Brazil through innovaationto motivate people and align efforts. Challenges in communicating the outcomes of foresight studies. 255 6. Lessons learned and main conclusions The items briefly discussed here summarize the main lesson learned,
various visions and expectations, regulations and policies, and the activities of lead users. As such, guidance can be considered to be an interactive and cumulative process of exchanging ideas between technology producers, users and many other actors..
there is a need for additional policies that are related to networks, community building, visions, experiments and learning.
The knowledge developed under FTA helps to articulate visions and expectations which can form the framework under
and selection Dealing with grand challenges requires strong visions, strong in the sense that they constitute mobilising convictions among a large group of actors.
Building these visions should be an inclusive, joint process, highlighting inter-dependencies and encouraging alignment of actors.
The incompatibility of existing visions which have lead to unsustainable solutions also has to be addressed in this process Create spaces for market formation Market formation means generating protected spaces for the supply side to experiment
The collective knowledge creation enabled by the structuring role of FTA PROCESSES enables the articulation of market-shaping expectations and visions,
to social partners and to stakeholders and civil society so that all main stakeholders can be involved in delivering on the vision of Europe 2020.
The Joint Programming Initiatives (JPIS) have been put forward as the main means for coordinating national and regional efforts towards commonly set research agendas and visions.
Such a role could be accommodated in the stages of shaping a common vision for the selected theme or challenge at hand,
and visions could be utilised when setting the common strategic research agenda as well as in the implementation phase with equal consideration of market applicability
thereby contributing to the creation of variety in innovation systems Informing role of FTA facilitates building of a common vision for a specific theme or challenge,
of visions and expectations that guide actors in their search and selection of future opportunities.
when developing joint visions and understanndin their long-term implications Create spaces for market formation FTA's contribution to market formation tends to be more indirect, for example,
through articulation of market-shaping expectations and visions and conditions for coordination of market actors that these provide Structuring role of FTA allows consideration of future market applicability of different alternatives alongside with research excellence needed to foster their development Capacity
FTA supports articulation of market-shaping expectations and stakeholders'visions and in coordinating actors Develop
With regards to its capacity-building role FTA can contribute to the articulation of strategic visions that can guide search and selection processes,
vision-building and consensus-building for engineering major processes of transformation and efforts to define the research agenda, setting research priorities and specialisation focus.
The integration mode is likely to lead to the implementation of normative approaches that support common vision-building and priority setting.
Institutionalised FTA supports the process of defining the vision and the route Co-ordination mode of governance.
Joint visions and action plans prepare for common futures. Networked FTA Competition mode of governance. Optimising the market conditions.
Competing visions and action plans to cope with transformations. Fragmented FTA Co-existence mode of governance.
Focus on resilience, not on visions. Reduced FTA Coping with a fast-changing world. 157 FTA units or research and consulting units that can serve as network nodes.
but also to shape the future, building upon mutual understanding and common visions which are to be pursued jointly.
and to translate these into common visions of the future of the world which can be pursued jointly.
ICSU's long-term strategic vision is for a world where science is used for the benefit of all,
This vision translates into a mission that sees ICSU working with strategic partners to plan and coordinate international research programmes that address major issues of relevance to both science and society.
and to develop mobilising visions of the orientation of whole research fields (ICSU 2010). The purpose of its current foresight exercise is to explore the potential development of international science over the next two decades in a changing economic, social, political and environmental context.
that it will be useful to ICSU members and partners in developing their own longer-term vision and strategic thinking.
In order to create a desirable vision of the future that is somewhat grounded, it is first important to explore the so-called future‘possibility space'.
and explored before any attempts would be made to fashion a desirable vision..Resources: Foresight exercises depend upon a number of different resources,
But this is too long for an exercise that is focused on organisational agility and a vision for international science cooperatiion Given the relative trade-offs,
It involves generating a vision of success that sets‘stretch targets'for key stakeholdders Crucially,
and to take action to implement the emerging vision. In the ICSU exercise, the success scenario was drafted by the ICSU Secretariat using the results of a dedicated one-day scenario workshop involving all members of CSPR
there is every likelihood that the success scenario will be adopted formally as ICSU's long-term desirable vision for internatioona science
and the role it and its members can play in achieving that vision. The exercise and its results were debated extensively at ICSU's General assembly in September 2011,
The vision for a global open-access library for scientific data is being realised. An evolving organisational structure for ICSU:
Foresight builds up an‘interaction space'by stimulating new networks and communities through the formation of a common vision.
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.
The first way is through the building of a common vision. The building of a collaboratiiv vision stimulates the commitment and embeddedness of the long-term goals.
Therefore organizations that are involved can utilize the vision as a‘beacon'for navigating towards the future.
In innovation policies a common vision is required, because, for example, commercialization of innovations is usually dependent on investments
and development activities realized by multiple actors. A joint vision can direct these interlinked activities towards joint goals
and align their timing. Particularly when developmeent commercialization and diffusion of innovation takes place in a context with a high degree of systemic characteristics
i e. strong interdependence between related actions a joint vision can create a shared point of reference for aligning complementary actions.
and start to extrapolate steps backwards from the vision towards the present stage. This method is known as backcasting.
Present Medium term Long term Present stage Change 2 Change 3 Change 4 Drivers Present Medium term Long term Vision Present stage Change 2
Present Medium term Long term Present stage Technology developments 2 Technology developments 3 Technology developments 4 Technologybaase solutions Present Medium term Long term Vision Present stage Technology developments
Innovation policy roadmapping. 183 4. 2 Outline of the transformation roadmap In this case, the roadmap knowledge was crystallized in a transformation roadmap (Fig. 3). The working vision for the green and intelligent buildings roadmap,
At the level of drivers, the most important policy would be Present Medium term Long term Drivers Present Medium term Long term Vision Policies:
Smart production and recycling technologies have resulted in Drivers Present Medium term Long term Vision Technology roadmap 1:
and sensor network-based subutility energy measurements play a key Present Medium term Long term Key technologybaase solutions Vision Basic automatic meter reading (AMR) maturing Present
and limited informatiion and enables them to align their actions towards shared long-term visions. Foresight processes can produce outcomes that spring from interactions between multiple stakeholders.
systemic and anticipatory vision building approach that supports the present-day decision-making (European commission 2002). In this paper we explore the possible role of foresight in transnational research programming
30 and making use of foresight techniques (a backcasting experimeent a first vision building workshop
the ministries and organisations involved, their respective visions for the future, and their plans for Table 5. Ways in which foresight addresses co-ordination challenges in transnational research programming Co-ordination challenge Wood Wisdom-Net EMIDA Urban Joint
Joint visions and joint research agendas also facilitate the alignment of future joint programmes and of research infrastructure planning with these programmmes The participation of the actors in research systems in a foresight process may also promote transparennc
Foresight may enhance vertical co-ordination by taking stock of previous anticipattor studies and existing visions for the future at regional, national and transnational level.
Temporal co-ordination can be enhanced by foresight through the joint development of a vision for the future and of a roadmap towards it,
Temporal co-ordination also relates to regularly checking those scenariios visions and roadmaps against new developments
2010a)‘ A vision for strengthening world-class research infrastructures in the ERA',Report from the Expert Group on Research infrastructures, Directorate-General for Research, Directorate B European research area:
whereby the output of scanning can be incorporated effectively into vision building and strategic planning. The present paper draws on the experiences from the seventh European Framework programme horizon scanning project Scanning for Emerging science and Technology Issues (SESTI.
Czaplicka-Kolarz, K.,Stanczyk, K. and Kapusta, K. 2009)‘ Technology foresight for a vision of energy sector developmeen in Poland till 2030.
progress, visions and challenges',Nature Reviews Genetics, 9: 678 88. Sutherland, W. J.,Clout, M.,Co te,
Such workshops may also aspire to support vision-building and priority-setting and engage policy-makers
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