The approach proposed combined wide participation through online surveys and a wiki platform in combination with interviews and workshops with selected industry experts,
During the initial discussions many project partners argued that the best way to engage with their informal network of contacts would be through methods other than those initially proposed, such as interviews and smaller workshops.
The results from the above initiatives were complemented with the outcomes from two brainstorming workshops and 106 interviews with industry representatives.
The compiled results were discussed in a workshop with all project partners to select the main impact dimensions which influence all the KATS;
However, all 16 possible snapshots were discussed in a workshop with all project partners'who jointly decided to position snapshots A to D to be developed according to Fig. 3;
This was done in a dedicated workshop; 8. Discussing the above findings in a vision building workshop to define the main characteristics
or behaviours that should constitute the IMS2020 vision; 9. Circulating both the developed snapshots and the IMS2020 vision to all project partners
The results of this exercise were used then as an input for the development of the IMS2020 Vision during a vision building workshop,
and somewhat likely to happen by 2020 (likelihood>2). Based on the results of the vision building workshop a first draft of the IMS2020 Vision was developed by JRC-IPTS.
the first online survey, industrial workshops, and interviews with industry representatives. It can be summarised into three main statements 26:1.
and shared in internal workshops and weekly Skype 8 See 25 to check all RTS and RAS for each KAT.
as well as workshops with industry. This enabled the selection of the variables used to jointly develop the scenarios,
workshops) Use of common foresight with emphasis on expected impacts Literature review Online survey for the collection of ideas Scenarios and joint vision Multiple scenarios for synthesising drivers inputs in various forms
In the IMS2020 project such flexibility was obtained by encouraging partners to have embedded smaller meetings whenever workshops
Workshops with industry representatives were shaped in a way that spaces for mutual learning rather than the simple exchange of information would take place.
In the first scenario building workshop a discussion of how scenarios could be deployed and the variables to be selected had to take place.
the first workshop had to be downscaled and Table 2 Interacting with stakeholders. Stakeholders Selection process Type of network Methods for engaging
including roadmapping group Formal Interviews, mutual learning workshops, online surveys, wiki platform, website, dissemination activities Personal contacts and Internet Informal Online surveys, wiki platform, website
. Since there was only one extra workshop planned for the scenario work, JRCIPPT proposed a different approach than the one decided at the kickoff meeting:
and stakeholders the second planned workshop was devoted to develop a common vision. Here, although JRC-IPTS was facilitating and giving direction to the discussions,
workshops, meetings) enabled flexibility in the overall process, such as the one mentioned for developing scenarios and a shared vision.
and workshops took place with the involvement of citizens'representatives (phase 3), 5 since one of the differences between a typical BSC and the proposed system is the creation of shared objectives.
and workshops or through the feedback mechanisms in place into input for strategy design (phase 1). Often
Rohrbeck, Ho lzle and Gemu nden discuss the role of futures research for corporate innovativeness in the form of foresight workshops 8. These workshops are identified as one instrument of Deutsche telekom for embracing the open innovation paradigm
Activity Short description Type 1. 1 Inspirational workshop Identified future‘themes'for inspiration and to structure innovation processes for WINN Singular activity 1. 2 Business modeling Addressed
and ideas in guided workshops Singular activity 2. 5 Business modeling Generates, plans and evaluates new business modeling concepts Singular activity 2. 6 Business case analysis Provide revenue,
Until 2010, the selection of innovation activities was made by the management team in various workshops based on proposals that were submitted by the partner organizations.
and network orientation. 5. 1. 1. Networked foresight activities Foresight activities were limited to workshops, moderated discussions and other meetings either as stand-alone events or as series of events (activity 1. 4). Predominantly,
Activity Initiator role Strategist role Opponent role Scope 1. 1 Inspirational workshops (&) & Contract partners 1. 2 Business modeling
Score Comment Future orientation***Future orientation***Participation*(*Consultation of experts for certain parameters**Validation of modelling output in a workshop***Validation through wide consultation Participation**(Depends on size of community involved
and discussed during a workshop with external experts. Where necessary, additional information was requested from representatives of the partners in the project.
issues were collected from a variety of (future) literature and the internet and through consultation with experts (workshops, interviiew etc..
workshops may be organised with different stakeholders, providing a broad range of inputs to the policy and creating relevant new networks that cross not only policy domains
and synthesis Workshop Cross-linkages With policy Themed Scenarios Extranet Peer review Discussion groups Updated database Finalised Themed Scenarios Final database Reports and multimedia Output data analysis phase
2010 13 public, companies, researchers, universities and organisaations Preselection of prioritised themes took place within an expert group that delivered input for a workshop with a user panel
through a validattio workshop where stakeholders from the varioou creative content sub-sectors and policy-makers were invited to give their views on the scenarios devellope
Project team Broad expert participation Workshop (restricted experts) Workshop (stakeholders) Workshop (restricted, client) Impact assessment Figure 2. Overview of methodology building blocks Adaptive foresight in the creative content industries Science and Public policy February 2010
23 The scenarios aimed to synthesise the insights about potential impacts (including the differences in opinion about the impacts of some trends.
and complemented by the Delphi survey served as an input for a scenario building workshop. The addition of a scenario process emerged at that point as a necessary new building block to our adaptiiv foresight methodology.
A few selected experts with a background in the creative content industries and/or scenario building were invited to join the projeec team for a two-day workshop.
The projeec team completed a full-blown scenario descriptiio with the input from all participants after the workshop because of time constraints.
Four future scenarios In developing the four scenarrio the workshop participants considered the impaac of ICT innovation, user behaviours and other factors on the transformation of the creative content industries.
In order to reach our objective we made use of another workshop, which was attended by around 25 stakeholders, including representatiive from some sub-sectors of the creative content industries, academia, policy-making etc.
the workshop was successful in identiffyin problem areas, raising concerns and eliciting different views, which in turn meant that no consenssu on the future of the creative content industries could be achieved.
Nevertheless, the workshop helped us identify the most important issues (usability, user empowermmen etc. which would lead to different outcoome depending on
European policy-makers who were involved in the various workshops throughout the process, and at the end of the process to assess the results of the exercise.
Workshops to conduct the foresight process were held in the region. Four scenarios and six technology roadmaps for the region were developed.
In the US the term‘converging technologies'was used first at a 2001 workshop organized by the US National science Foundation and the US Departmeen of Commerce entitled‘Converging Technologiie for Improving Human Performance'.
'This workshop proposed the concept of NBIC and discussse possible applications to human health and performance.
a face-to-face workshop for scenario planning was organized. Nano Bio Info Nanobiosystem (e g.,, nanostructured drugs) Nano-Informatics (e g.,
The structure of the roadmaps used in this study is shown in Figure 3. Two roadmapping workshops were organized in Tokyo in Japan on 22 24 may (42 experts from nine economies) 2007 and in Taipei, Chinese Taipei
Results and policy impact/implications Scenarios and EID life cycle model The scenario workshop listed key drivers for EID in the areas of social, technology, economics, environmeent and politics (STEEP.
The model Was developed in Roadmapping I Developed in Roadmapping II Figure 3. Structure of technology roadmaps Biosecurity and emerging infectious diseases in Asia-pacific Science and Public policy February 2010 46 proposed at the workshop
Since the scenario workshop, this EID life cycle model has been employed throughout the project as the structure for discussions in the technology roadmapppin workshops in both Japan and Chinese Taipei and the final symposium in Bangkok.
and the EID life cyclle experts at the following first technology roadmapppin workshop have identified key domains of technology research, namely ubiquitous computing, treatments,
Recommendations for this research domain are shown in Table 2. The second roadmapping workshop was organizze
The discussions at the workshop revealed their inter-relationships both with one another and with the three domains of technoloog research identified earlier.
All the technology research and application domaain identified in the roadmapping workshops fit with the life cycle model (see Figure 5). In keeping with the theme of converging technologies,
It was stressed in the meetings/workshops of the project that in order to make the best use of the foresight roadmaps,
and extend their heartfelt gratitude to all participants at the workshops and symposiums held under this research project.
Paper presented at the APEC Scenario Workshop on Converging technologies to combat EIDS, held at Khao Lak, Thailand.
and 5. response time. 2. Pre-usage translation workshops. The aim of these workshops is to find an optimal match betwwee user-indicated Qoe elements and measurabbl Qos parameters.
The intention of this stage is to translate insights from the user research into workable requirements.
Towards quality of experience in advanced collaborative environmments Paper presented at the Third Annual Workshop on Advanced Collaborative Environments, held 22 june 2003, Seattlle WA, USA.
Studies, scenario planning, workshops, and electronic tools, among other tools, are applied in order to revise and transform mind-sets,
The understanndin of the chosen tools, workshop objectives, and the scope of the exercise depends on how best these are communicated to participants,
and validate reference papers elaborated for each one of six themes Workshop for presentation, discussion and prioritization of results in an integrated format Analyses of recommendations of each panel compared to previous Brazilian foresight studies and international information Final report and dissemination of results Biotechnology Mapping
Workshops were held to discuss and validate the inputs generated in previous stages of the process.
The results of these workshops (held with the participation of representattive from government (MCTI and other ministries),
The final workshop,‘FINEP of the future',provided a forum for further discussions between employees and stakeholders, resulting in the construction of the key elements of the proposed plan:.
wild cards, SWOT analysis, roadmapping, web survey and interviews, expert panel, conference and workshops, multi-criteria and stakeholder analysis, indicator developmeent benchmarking,
Workshops were organized to exchange progress reports on research. In addition to the domestic process, workshops were held with international experts at the Multi-S&t Minister Forum in Shenzhen in October 2003,
and an‘International Forum for MLP making'was organized in November 2003 in Beijing. In April 2004, the interim strategic research reports were sent to CAS, CAE,
between institutional inertia and rapid changes'Paper prepared for the workshop on Innovation Paradigm: The Impact of Economic Ideas on RTD Policies, 4s/EASST Conference 2000, held 27 30 september 2000, Vienna.
The results were refined in an workshop with researrcher and policy-makers representing all discipliine and from different parts of the world.
Amanatidou, E. 2011)‘ Strategy workshop on Innovation Union: Joint programming and its instruments',Final Report.
FARHORIZON Innovation policy Workshop (Weber and Georghiou 2010) and ERAPRISM Policy Dialogue Brief on Innovation policy (Georghiou and Harper 2010),<http://farhorizon. portals. mbs. ac. uk
including an online survey, two expert-led scenario workshops, and other consultation processes..Participation: Foresight exercises usually demand broad participation for their success
A two-day scenario workshop involving the Task Team was held in April 2010 in order to sharpen the forecasts
and over the course of the months following the April 2010 workshop, the exploratoor scenarios were redrafted several times.
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
ICSU officers, regional committee chairs and most of the ICSU Secretariat and the results of a more focused half-day workshop involving Task Team members.
The exercise also benefited from workshop facilitation by Barend Van der meulen, A broad disciplinary base: The science base of ICSU has been expanded to include strong representation of health, engineering, humanities and social sciences.
It means that different parts of the roadmap are formed in a systemmati workshop process that includes several stakeholdders iteration and feedback,
The knowledge required for building the roadmaps was gathered in a systematic process that combined literature scanning expert interviiew and an assessment workshop.
The second step was a discussion workshop on the core themes of the process. The third step was the selecctio of the relevant themes for the actual roadmapping process.
which selected technollog experts iterated the results of the roadmapping workshop. The second step was the updating of the roadmap document.
and industrial leaders on the basis of different criteria. 26 Those issues that were evaluated favourably on the different criteria were prioritised for discussion in a series of four workshops.
Based on the results of the last workshop for funding organisaations three working groups were formed such that each consisted of funding organisations with shared interesst in the topic of the working group. 3. 1. 2 EMIDA ERA-NET27.
30 and making use of foresight techniques (a backcasting experimeent a first vision building workshop
and an SRA workshop) The majority of the foresight process is, however, still to be implemented, and there are plans to further refine the SRF.
A workshop with funding organisatiion was organised. Three working groups with funding organissation were composed based on similar interests in future research topics Mapping of recent foresight exercises with support of FPU Project pays attention to research capacity
Recomposition of smaller units of analysis was carried out in workshops, in order to first, identify similarities and interdependences between proposed research issues;
Niehoff, J. and Andersdotter, C. 2007)‘ Report on the Workshop for ERA NETS on industrial technologies',<http://netwatch. jrc. ec. europa. eu/static/download/Report%20workshop
In the SESTI project this task was complemented by workshops which provided space for discussing the findings on emerging issues with experts as well as with policy-makers
A first assessment of the tools used in the scanning process in the SESTI project is given in Table 2. 3. 3 Policy workshops
Three thematic workshops on cognitive enhancement, energy and health were organised. The participants were policy-makers and experts with a broad view of the domains being considered.
Although policy-makers were underrepreesente in these workshops, the results gave a clearer idea of the relative importance of the issues and the way in
The workshop experience also showed that even though topics or issues may already be known, they can still be considered to be emerging
The SESTI project also included workshops with experts and stakeholders that served both of the two main functioons On the one hand,
Conferences are useful to recruit potential policy workshop participants (continued) 218. E. Amanatidou et al. create new options taking into account the diverse informattio needs of policy-makers on emerging issues.
It is also important to complement the validation process with relevant surveys or workshops. It is equally important to utilise automated tools for the clustering and network analysis of issues
Also via examinattio of relevant thematic foresight reports and recently published policy documents Meta descriptions of issues can be discussed in Workshops with experts
As facilitated by policy workshops Concepts and methods in horizon scanning. 219 model-based forecasting. In general, model-based forward-looking results are taken into account far more seriously by policy-makers than horizon scanning data
whose policy implications were explored then in a workshop. By building on the encouraging experiences of this exercise, we outline methodological steps in support of comparable scanning processes which facilitate the incremental development of crosscutting challenges
participatory workshop activities offer policymakker an inspiring environment where they can openly discuss the implications of alternative future developments for policy-making in general as well as for their own responsibilities in particular.
Such workshops may also aspire to support vision-building and priority-setting and engage policy-makers
From the process perspective, this type of direct engagemeen in workshops helps expose policy-makers to the diversity of issues at stake.
which provided interesting inputs for debate in the final workshop. 226. T. Ko nno la et al. 3. 3. 3 Rare event-oriented analysis. Rare eventorieente analysis was carried out to identify those issues that the respondents considered improbable but still novel
and thus paved way for the formulation of crosscutting challenges. 3. 4 Synthesizing issues A two-day workshop was organized to group the identified issues into crosscutting challenges
All particiipant were requested to prepare for the workshop by familiarizing themselves with the earlier results and by develoopin their own proposals for crosscutting challenges through interesting combinations of issues that were highligghte in the RPM analysis. With the help of the RPM web-applet,
the workshop participants could alter criterion weights and immediately see the impacts of these changes on the results:
which the workshop participants created novel interlinkagge by formulating crosscutting challenges and by envisioonin corresponding EU policies and actions in domains such as:
These were built on a number of individual crosscutting challenges developed prior to the final workshop by both JRC-IPTS
and workshop participannts such as the one presented in Table 2. These 22 crosscutting challenges were prioritized then by discussing them in the light of three solution-oriented criteria related to their importance at the EU level.
This discussion was the basis for reaching agreement on the final three overarcchin challenges at the end of the workshop.
Horizon scanning. 227 the individual crosscutting challenges proposed by workshop participants into five categories and then, on the second day of the workshop,
By the end of the workshop, a workable agreement had been reached on the definition of the following three overarcchin challenges:.
according to the workshop participants, had received not yet sufficient attention in the policy and decision processes (Boden et al. 2010):.
The vocal satisfaction expressed by the workshop participants suggests that there is considerable potential in carrying out similar or analogous exercises based on the same methodological approach.
In its approach, the workshop evolved from a loosely structured discussion of issues resulting from the scanning of reports to a collective sense-making process that focused on how such issues could be brought together into crosscutting challenges
they may be enacted best in workshops that offer opportunities for intensive interacttio and shared knowledge creation. Furthermore, the clusters (akin to the‘crosscutting challenges
and emerging issues as well as ensuing workshops need to be structured around specific policy challenges and aligned with the agendas of policy-makers.
are discussed at nearly every conference or workshop. But when a definition is called for, it is still unclear
and discussed them in a workshop with experts (see Fig. 1). A total of 12 future perspectives were identified for publication
Experts with different technological backgrounds met in workshops to discuss and assess the future relevance of certain technologies by extrapolating the current R&d portfolio to the future.
in a series of workshops, the generalist team, together with additional Fraunhofer experts, drafted a long list of Fraunhofer challenges by combining the subchallenges of step 1
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