For the purpose of increasing and sustaining business and regional long-term competitiveness, information and training modules were developed to enrich cluster development policies with tools that give incentives for and facilitate ‘outward-looking’ (open innovation) and forward-looking (foresight, technology assessment) activities and thus provide strategic guidance for developing future-proof, open innovation processes. After testing the tools in ICT, mechatronics and life sciences clusters, they are now being applied in a trans-regional foresight approach to develop a joint research agenda for clusters in the economically more and more important creative industries.
Posts Tagged ‘corporate’
EFP Brief No. 150: Strategic Capacity Building in Clusters to Enhance Future-oriented Open Innovation ProcessesSunday, May 22nd, 2011
The brief provides a short overview of a project in which Deutsche Bank Research has combined its own foresight expertise with inputs from the bank’s business strategists and external experts in order to develop scenarios for the future development of the German economy and society against the backdrop of intensifying structural change.
In the last few decades, scenarios have provided a way of analysing the implications of alternative futures, especially as they might be impacted by new technologies. This has been no less true of ambient intelligence (AmI), which may be embedded everywhere in the not so distant future. Most of the scenarios developed by AmI enthusiasts have been rather “sunny”, showing how new technologies promise to make our lives more productive and enriching. A European project called SWAMI (Safeguards in a World of Ambient Intelligence) deliberately developed “dark scenarios” to highlight the threats to privacy, identity, trust and security and inclusiveness posed by new technologies. This brief describes the SWAMI scenarios and the methodology used to construct and analyse them.
The objective of this foresight brief is to summarise foresight experiences made by foresight practitioners of international companies attending the conference “in the long run” in Berlin in October 2004. The paper summarises new environmental conditions for corporate foresight and the resulting challenges for foresight work as perceived by the speakers. The paper also gives an overview of best practice solutions for the challenges presented.
Agriculture in the UK and Europe as a whole is facing an uncertain future as the factors that have shaped it over the last 50 years are realigned in the face of changing priorities. In this context, this study explored possible future scenarios for agriculture in England and Wales through to 2050 in order to identify implications for the environment and possible policy interventions and research priorities to help promote sustainable agriculture.
While corporate social responsibility is increasingly requested in order to respond to current environmental challenges and threats to public health, the ISIS group of the Commissariat Général du Plan of the French Government (“The Plan”) analyses trends in corporate behaviour as well as regulatory principles underlying sustainable development and corporate social responsibility. Beyond this, the ISIS group explores future issues in different sectors in order to illustrate existing junctions and differences. Based on this prospective analysis, ISIS built four strategic scenarios for state intervention to make an inventory of tools to urge enterprises encompassing social and environmental issues in their schemes for economic development.
The ‘Summit for the Future’ is organized on an annual basis by The Club of Amsterdam. It brings together international Thought Leaders to discuss significant, global challenges and opportunities. In 2006 it focused on the subject of risk and the role of risk in society, innovation and global growth. Without risk taking there is no progress, no growth and no prosperity. The Summit provided an occasion to reflect upon the role of risk in enterprise and society, on how the global spectrum of risk is changing, and on the acquisition of new tools and thinking to harness risk as a force for growth in the future.