The purpose of the New Indigo foresight process was firstly to identify the most important and most relevant drivers of current S&T cooperation between India and Europe. Its second aim was to engage relevant stakeholder groups in a structured discussion on what this cooperation should look like in 2020. Thirdly, long-term and short-term policy-recommendations for shaping this future have been developed.
Archive for the ‘until 2020’ Category
EFP Brief No. 250: Mediating Different Stakeholder Levels in an “International Cooperation Foresight” ProcessFriday, February 1st, 2013
EFP Brief No. 247: Delphi-based Foresight for a Strategic Research Agenda on the Future of European ManufacturingTuesday, January 29th, 2013
This follow-up brief recapitulates the foresight exercise of the “Manufacturing Visions – Integrating Diverse Perspectives into Pan-European Foresight (ManVis)” project. Six years after the project was concluded, we look back with the purpose of extracting key lessons learned. We ask what the mid-term and long-term implications of this foresight exercise are, specifically how effectively the Delphi method was deployed to examine a wide spectrum of aspects underpinning the future trajectory of European manufacturing with a particular emphasis on the elaboration of scenarios that provide a broad basis for public discussion on the future of European manufacturing. This follow-up brief draws particularly on the lessons learnt from the organisers’ perspective.
Download EPF Brief No. 247_ManVis_Follow-up
EFP Brief No. 246: Foresight and STI Strategy Development in an Emerging Economy: The Case of VietnamTuesday, January 29th, 2013
With the purpose of supporting the definition of the Science and Technology Strategy 2011 – 2020 by the Ministry of Science and Technology of Vietnam, a novel approach to policy and strategy development was introduced, combining foresight techniques alongside traditional strategy programming tools. This novel approach is considered useful for application in developing countries with strong planning traditions.
The purpose of this paper is to provide new impetus to the design of strategy and innovation processes in companies. Its intention is to contribute to the discussion of methods of future studies and thereby to increase the practical relevance of future research in businesses. To this end, the specific requirements that these methods have to meet in order to be applicable in companies are presented and recommendations given both for companies and the profession of future research.
This brief presents the concept of Creative Foresight Space (CFS), which is an alternative workspace as well as a foresight methods-based processing platform for a new kind of proactive and innovative working culture. CFS is a concept to stimulate both creativity and futures thinking. It combines physical, digital, virtual and peer-to-peer collaborative approaches for innovative and social futuring in organisations. It is designed especially to meet the challenges posed by the transition from information society to a meanings society. CFSs also provide a diverse platform for special futures workshops – called Futures Cliniques. CFSs enhance work milieus, augment work motivation as well as strengthen futures thinking and foresight competence.
The general purpose of the project was to elaborate a strategy of nanotechnology development up to 2020 based on the desired priority directions of the Polish Podlaskie province development oriented towards the application of nanotechnologies and the identification of the key nanotechnology research trajectories.
This forward looking exercise suggests a new approach to better structure Bogota’s fruit, vegetable and tuber supply chain by reviewing and reinforcing certain strategies stated in the Food Supply and Security Master Plan (FSSMP) in order to promote actions by the public sector and the stakeholders involved in this supply chain.
STRATCLU, the ‘entrepreneurial’ strategy process of the German ‘spitzen’-cluster (leading-edge cluster) MicroTEC Südwest meets the needs of multi-actor, multi-governance-level and multi-sector research and innovation (R&I) policies. The forwardand outward-looking process exemplifies how a broad range of regional R&I actors can share and utilise strategic knowledge to identify joint priorities for longer-term, synergistic R&I investments and collective actions, and focus their diverse competences in microsystems as a general purpose technology to tackle societal challenges and enter future markets globally.
Download: EFP Brief No. 232_STRATCLU.
In January 2012, the Copenhagen Research Forum (CRF) gathered 80 European scientists to discuss the societal chal-lenges to be addressed by Horizon 2020, the next framework programme for European research and innovation, and consider how research could contribute the best solutions. This EFP brief explains the process behind the CRF and gives a summary of recommendations. It ends with a discussion on cross-disciplinarity and strategic partnerships as tools for organising research in order to solve complex societal challenges.
Download: EFP Brief No. 228_Visions for Horizon 2020.
New technologies are changing the market. All the more important it is for a company not to miss any relevant future technology. In the years 2009 and 2010, a global German high technology company used the support of the FutureManagementGroup AG to identify the ten most important emerging technologies in each of its four business units. The technologies should lie outside the current core technologies. The goal of the project was the early recognition of future markets in these technologies. For this purpose, we used a broad toolset in accordance with the Eltville Model of future management.
Download: EFP Brief No. 224_Technology Radar Eltville