Posts Tagged ‘life science’

EFP Brief No. 150: Strategic Capacity Building in Clusters to Enhance Future-oriented Open Innovation Processes

Sunday, May 22nd, 2011

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.

Regional Cluster Development to Systematically Boost Innovation

In the globalising knowledge economy, regional clusters are increasingly understood – in particular with respect to their ‘non-regional’ dimensions – as local nodes in global knowledge
flows. The Innobarometer 2006 on clusters’ role in facilitating innovation in Europe confirmed that companies situated in clusters are more innovative and competitive than companies outside. In strategically guided and well-managed clusters, the enhanced innovativeness and competitiveness at the firm level finally results in sustainable regional economic development. Thus, policy-makers at all administrative levels use cluster support instruments to systematically boost innovation and competitiveness of both businesses and regions. The cluster concept captures current discussions of managing (regional) innovation systems and open innovation processes at both the regional and business level. At the business level, management professor H. Chesbrough claims a fundamental shift in innovation paradigms from closed to open innovation and advocates collaborative and open innovation strategies and open business models to take the full benefit from collaborating with external partners. More and more, (in particular multinational) enterprises take into account, in addition to internal resources, the competences of external partners to meet the challenges of  ncreased complexity of research, technological development and innovation (RTDI), growing global competition leading to shortened ‘time to market’ etc. Regional clusters as ‘innovative hot spots’ and local nodes in global innovation networks play an important role for companies looking for external partners to form strategic RTDI collaborations. The business strategy of collaborative and open innovation at the micro-level poses considerable challenges for macro-level innovation policy. For example, new complex interactions and relationships emerge and continue to evolve between public
research organisations and industry, which in turn lead to new ways of organising and managing R&D and innovation by all stakeholders in an innovation system. Thus, horizontal and vertical coordination of policies and support of cross-sectional linkages and networks are imperative for systemic and interactive RTDI policy making. In this respect, (trans-) regional cluster development is broadly seen as an adequate and effective instrument to enhance and coordinate knowledge flows and collaboration between regional stakeholders coming from industry, science and public administration.

Linking Forward- & Outward-looking Approaches

Both the discussions on open innovation business strategies and on systemic regional innovation policies emphasize the vital role of strategic intelligence for innovation and point to the value added of linking forward-looking and openinnovation-focused approaches.
To develop and implement successfully future-oriented collaborative and open innovation processes, businesses rely on strategic economic and business intelligence in order

  • to generate common visions about longer-term market and
    technological developments,
  • to derive promising new products and services and define
    future business models, and
  • to develop and agree on joint innovation projects with
    external strategic partners.

Thus, in a world of open innovation, future-oriented technology analyses – comprising foresight and technology assessment activities – are decisive for strategic knowledge generation and transferring it into new products and services. The faster and easier businesses gain access to strategic knowledge and integrate it in their company strategy, the more successful they will be. This becomes evident in ‘business ecosystems’ where businesses co-evolve their capabilities around new technologies and jointly design a kind of ‘mass customization’ of new products and services to satisfy individual customer needs and to succeed in the worldwide ‘competition for the future’. Though, many enterprises (in particular SMEs) mostly rely on more easily accessible, short-term market information (e.g. from their clients). They often do not know how to sustainably
realise their full market potential by

  • thinking and acting more in a longer-term perspective and
  • developing strategic alliances and networks.

Due to restricted internal resources, most of them would have to use external strategic knowledge if they realise the need to change their business-as-usual approaches. In this context, strategic cluster support instruments can help these enterprises meet future challenges and support strategic capacity building in the region. Strategic cluster support combines forward- and outward-looking approaches (e.g. in cluster foresight type activities) to facilitate knowledge creation processes contributing to long-term competitiveness and sustainable economic development. Specifically, it

  • promotes knowledge exchange and strategic learning processes between cluster stakeholders in order to create a localised and unique knowledge stock,
  • facilitates cross-cluster, trans-regional and transdisciplinary knowledge flows and strategic business linkages to enrich and refresh the local knowledge pool with external impulses and to leverage complementary assets
    and capabilities of clusters in different regions, and enables cross-cluster policy learning and pursuit of common aspects of strategic cluster policies.

Orchestrating Business and Cluster Strategies

The sustainable success of cluster development depends substantially on the concerted actions of many different actors – multiple levels of government and public agencies, companies, educational and research organisations etc. In this context, it is crucial to develop a common vision and to  implement a cluster strategy that

  • reflects the specific needs of the cluster stakeholders,
  • focuses on the most promising international technology and market development perspectives, and
  • integrates a broad range of (European, national and regional) public policies and private sector activities.

Combining forward- and outward-looking approaches also means

  • to provide the regional stakeholders with strategic longerterm orientation by taking stock of available strategic knowledge from both public (e.g. regional foresight) and private actors (e.g. from corporate foresight or roadmapping activities in large companies) and
  • to align business strategies and longer-term regional cluster strategies.

To summarise, succeeding in linking forward- and outwardlooking approaches and creating a multi-actor, multi-level coherence of strategies and congruent activities means leveraging synergies.  Multiplier effects can be achieved (e.g. bundling forces to boost innovation effectively), and better – because broadly based and mutually strengthening – economic decisions lead to increased and  sustained business and regional competitiveness. These positive impacts can be made sustainable if, in addition to facilitating access to external strategic knowledge, the strategic capacities of the  innovation actors themselves are systematically built up in a way that takes into consideration their different absorptive and knowledge management capabilities.

The Connect2Ideas Approach – Strategic Capacity Building in Clusters

The FP6-funded project Connect2Ideas (June 2006 to May 2008) aimed at fostering trans-national technology transfer – mainly between multinational enterprises (MNEs) and SMEs – by enhancing future- and open-innovation-oriented thinking and acting in SMEs, related business networks and clusters. In this context, the Steinbeis-Europa-Zentrum (SEZ) developed a series of two consecutive workshops on Strategic Capacity Building & Open Innovation and tested it in three regional clusters in Baden-Wuerttemberg, Germany with varying open innovation regimes and institutional settings (ICT, mechatronics and life sciences clusters). The strategic experience and knowledge of MNEs, for instance through corporate foresight, strategic planning and open innovation, should be used to improve strategic capacities also in their business environments (clusters, regions and institutions)

  • to overcome mostly short-term orientation by recognising the strategic relevance of future-oriented collaborative and open innovation activities,
  • to develop common visions concerning future trends and challenges (using horizon scanning techniques with a time horizon of ten years) and, based on these results,
  • to derive joint innovation projects aiming at sustainable long-term cooperation.

Target groups and participants were MNEs (e.g. Siemens, IBM, SAP) with deep roots in the region, SMEs, research and education organisations and other regional stakeholders including representatives from public RTDI funding agencies and public administration.
The preparation phase included

  • identifying and mobilising MNEs, company networks and business clusters and
  • analysing in an innovation audit type approach the strengths and weaknesses of the cluster-related innovation system with specific focus on the barriers to open innovation processes.

Common Vision about Trends and Challenges

The first workshops introduced various methods, concepts and approaches to strategic ‘future management’ and then focused on the development of a common vision about future trends
and challenges using specific foresight and TA elements and techniques such as

  • SWOT (strengths, weaknesses, opportunities, threats)/ STEEPV (social, technological, economic, environmental, political and values) analyses to identify key global trends
  • and (based on local strengths and weaknesses identified in advance) to discuss common longer-term challenges and opportunities, and impact analyses to assess the impact of the most relevant trends with a specific focus on business perspectives: for instance, future markets (customer needs), business models, innovation and value creation processes, requirements with regard to human resources (qualifications, skills) etc.

Future-oriented Open Innovation Processes

Based on the results of the first workshops, the subsequent workshops and follow-up activities focused on the development of joint innovation projects aiming at sustainable longterm cooperation using techniques such as

  • technology watch/scouting to identify existing or wanted technologies in the international business environment,
  • value chain analysis to identify potential international cooperation partners in the respective global value chain and innovation network, and
  • partner search and search for funds to identify potential strategic cooperation partners for the cluster stakeholders including relevant funds (e.g. FP7, CIP, ERDF, national, regional) for subsidising the strategic collaboration.

Success Factors and Outcomes

Critical success factors of the workshop series included the comprehensive preparation in close coordination with the responsible cluster organisations (e.g. preparing a draft SWOT and value chain, motivating the relevant cluster stakeholders, attracting high-reputation external experts for keynote speeches etc.). The quality of the introductory statements of the keynote speakers was also important to stimulate a constructive debate on future trends, specific impacts and open innovation processes. These workshops could only prepare the ground for forward- and outward-looking thinking and acting. Thus, interested cluster actors and stakeholders were provided with ongoing advice and assistance for implementation. The pilot workshops in Baden-Wuerttemberg contributed to increasing the strategic capacity at the firm level as well as at the level of regional economies and decision-makers:

  • They provided a basis for collaborative innovation projects with regional and international partners in the specific cluster and regional value chain (e.g. in the context of the German ‘Excellence Cluster’ competition).
  • The involved ministry decided to continue the workshop series in the framework of its participative regional innovation and new cluster policy. In this respect, the workshops
    served as a trigger for further cluster foresight activities in Baden-Wuerttemberg.

Outlook:
From Connect2Ideas to CReATE

The Connect2Ideas approach highlights the fact that strategic guidance enriches traditional regional RTDI policy instruments by generating a creative atmosphere and a seedbed for ongoing learning processes. Thus, it provides – independent of different local open innovation regimes and   institutional settings – a genuine value added – both for businesses and cluster policies. The Strategic Capacity Building & Open Innovation workshops demonstrate how linking forward-looking and openinnovation- focused approaches can support strategic capacity building in clusters and thus enhance future-oriented open innovation processes at the business and regional levels:

  • Businesses overcome their mostly short-term orientation by recognising the strategic relevance of longer-term perspectives and collaboration with external partners.
  • Regional RTDI policy-makers take into account the specific needs of the cluster stakeholders with respect to future challenges and opportunities, and, on this base, create long-term, sustainable competitiveness perspectives and framework conditions for the innovation systems.
  • Aligning future-oriented business strategies and longerterm regional cluster strategies lead to better, broadly based and mutually strengthening innovation processes contributing to increased and sustained competitiveness.

Based on the Connect2Ideas experience and in the context of the German (national) ‘Excellence Cluster’ competition, SEZ developed specific training modules for facilitating and improving
strategic cluster development at multiple levels:

  • cluster level: developing a common vision and strategy for the cluster and defining an action agenda that reflects the unique needs and capacities as well as the most promising international technology and market development perspectives;
  • ‘sub-cluster’ level: refining the cluster strategy, adopting the strategy and agenda to the specific needs and capacities of the respective ‘sub-cluster’ network and implementing concrete joint actions;
  • single firm level: training in future-oriented strategic innovation management results in an endogenous base for competitive, business specific roadmaps and strategies.

This triad in developing innovation-related strategies in clusters leads to aligned innovation processes and therefore increases the impact of coordinated RTDI actions. To avoid negative rigidity
and lock-in effects and to create a climate conducive to visionary, out-of-the-box thinking, the knowledge exchange with external partners is an important element in all strategy processes. In this respect, SEZ took up the Connect2Ideas approach and elaborated for the FP7-funded ‘Regions of Knowledge’ project CReATE (March 2008 to October 2010) a methodology to develop a trans-regional joint research agenda for clusters in creative industries sectors. Creative industries already contribute substantially to economic value creation and employment, and their importance is expected to grow further. So far, however, only some regions benefit from the economic stimuli of creative industries. In addition, enterprises in this sector highly depend on transregional and trans-disciplinary collaboration. Addressing both issues, CReATE aims at boosting the sector as a whole in Europe, especially by stimulating future-oriented open innovation processes between the  takeholders of creative industries clusters. The CReATE methodology uses a modified Connect2Ideas approach to define research priority areas decisive for the future innovativeness and competitiveness of the clusters. Agreeing first on regional priority areas (based both on regional excellence and ‘aspirations’), a trans-regional joint research agenda will be elaborated in a coordinated process of interlinked regional and trans-regional phases. By integrating the broad spectrum of stakeholders (including funding bodies), regional and trans-regional project ideas will be developed. The impact aimed for is to improve the innovativeness and international competitiveness of the creative industries in the participating regions, but also to stimulate growth beyond them in the EU. Processes of learning from and dissemination of the approach and findings beyond the project frame will be secured by tailored training workshops on future-oriented strategy development for companies and cluster managers.

 

Authors: Dr Björn Sautter sautter@steinbeis-europa.de
Dr Günter Clar clar@steinbeis-europa.de
Sponsors: European Commission (FP6/FP7), DG ENTR / DG RTD; regional bodies and enterprises
Type: Cluster foresight exercise
Organizer: Steinbeis-Europa-Zentrum, Stuttgart, Germany (responsible for the project parts described in this brief)
Duration: 2006 – 2010
Budget: € 370,000
Time Horizon: 2020
Date of Brief: Septmeber 2008

Download: EFMN Brief No. 150_Open Innovation

Sources and References

Project website Connect2Ideas: www.connect2ideas.com
Project website CReATE: www.lets-create.eu
For further information, please contact
Dr Bjoern Sautter (sautter@steinbeis-europa.de), or
Dr Guenter Clar (clar@steinbeis-europa.de)
http://www.steinbeis-europa.de/340.html

EFP Brief No. 141: Research, Technology and Innovation Policy in Vienna

Sunday, May 22nd, 2011

In 2006, the City of Vienna initiated a far-reaching, 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 and concrete proposals for municipal RTI policy actions until the year 2015. By then, Vienna is aiming to be among Europe’s leading metropolitan areas in research, technology and innovation, as the hub of a network of research locations in the Central European Region (CENTROPE). The objectives, challenges and fields for action to be tackled in order to reach this position were translated into a set of concrete measures, some of which are to be started in 2008.

Vienna as a Centre of Science and Research in Central Europe

Vienna is the key centre for science and research in Austria as well as in the wider central European area to which it belongs. With its “twin capital” Bratislava being only 60 km away, it occupies a unique position in Central Europe. As mirrored in international benchmarks, the Austrian innovation system has gone through a phase of fast growth of R&D expenditures and internationalisation. Austria is increasingly recognised as one of the leading European countries in research. Austria has accomplished major structural reforms, affecting universities as well as research funding bodies, many of which are located in Vienna. Simultanously, several Austrian regions have initiated or reinforced their RTI policies. Vienna already launched an active RTI policy in the early nineties and was now confronted with the necessity to revisit the institutional and RTI policy landscape.

At the same time, new challenges were identified that would have to be tackled in order to keep pace with the international developments in science, technology and innovation, with new employment patterns and with the need to further upgrade research and innovation performance. In 2006, it was therefore decided to initiate a process of strategic debate, bringing the growing number of diverse actors together in an open and selfcritical debate.

Systems Research in the Urban Area: Groundwork for RTI Policy

The strategy process was built on solid ground. In addition to a number of specific studies, it drew on the results of the largescale research programme “Systems Research in the Urban Area” that provided the analytical groundwork and took first exploratory steps towards identifying future challenges to the RTI policy of the City of Vienna. The results of the programme later on served to fuel the debates in the different expert panels in the strategy process phase. The goal of this comprehensive research programme was to identify scientifically founded observations and analyses to underpin the development of an integrated, future-oriented urban research and innovation policy.
Initiatives in this urban policy area were expected to contribute to enhancing the competitiveness of firms in the city, thus fostering the socio-economic development of the Vienna metropolitan area by giving those impulses a regional government can specifically provide. Central to the research programme was the combination of different perspectives on the current situation of the urban innovation system.

Strategic Development in Four Scenarios

The preliminary results from the various analyses from different perspectives were brought together during a forwardlooking integration phase in spring 2006, 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. The essence of these four scenarios is captured in their titles:

  • Innovative niches: application potential of science
    and technology;
  • Fast second mover: exploitation in the focus;
  • Multi-centric excellence: leveraging complementarities;
  • Excellence4me: Vienna as a centre of science.

From Fragmentation to Strategic Action: “Wien denkt Zukunft“

Following this preparatory phase, 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 kick-off event attended by over 500 participants. The title “Wien denkt Zukunft” is actually a wordplay, which is not fully captured by the English translation “Vienna Looks to the Future – knowledge means change“. Over the following twelve
months, a broad participative debate on RTI policy strategies for the city was conducted. Many players coming from various units of the municipality, from universities and other research institutions,
from the education sector, and from (high-tech) business contributed to the process. The discussion was intended to develop a comprehensive strategy and vision for municipal RTI policies by both identifying areas for action and implementing adequate policy measures until the year 2015. The figure below shows the course of the described process:

141_bild1

Inspired by the preparatory research, four core themes were identified on which experts panels focused their work (see Figure 1):

  • RTI in business;
  • Research priorities and knowledge transfer;
  • Science and society;
  • Urban development for research.

Each of the panels was chaired by a leading actor in urban RTI policy, coming either from a municipal department in charge of research agendas or from a public research funding agency in charge of research agendas, in order to ensure the ownership and link with current policy initiatives. In addition, four crosscutting topics were included in the work of all panels:

  • Gender aspects;
  •  Human resources;
  • EU-policy;
  • Networking.

Viennese RTI Strategy Goes Public

The process started with a kick-off event (opening session) at City Hall with prominent proponents from politics, academia and business and several hundred participants. After the opening session, the panels established themselves and each panel met between three and five times over the following months. In addition, regular inter-panel meetings and meetings with the supporters were held throughout the whole period. A website served to document the discussion and also offered the public an opportunity to contribute to the process with own ideas and proposals throughout the whole period. The participatory nature of the strategic process is demonstrated by involving more then 100 players from various areas in the panelwork. Additionally, major public events were organized at the beginning, half-way through and at the end of the process in order to gather further input from a broad range of stakeholders, complemented by interactive tools made available on the accompanying website (www.wiendenktzukunft.at).

Identifying Ambitious Objectives

One of the goals of the strategy process was to identify targets and objectives for optimising the process of research and innovation with the help of the multi-level RTI policy measures used in Vienna. The identified targets and objectives for developing the RTI strategy for the city can be summarized as follows:

  • increase Vienna’s research expenditures to 4% of the gross city product;
  • 22,000 individuals employed in the R&D sector;
  • 800 companies engaged in R&D;
  • 20% of the population having a university degree;
  • 200 SMEs taking part in projects of the EU’s Seventh Research Framework Programme (FP7);
  • rate of female researchers in the business sector is to increase by 100 per cent.

Five Main Challenges

A cross-panel analysis revealed five main challenges that would need to be tackled over the coming six to ten years:

  • Making effective use of the potential for research, technology and innovation by creating adequate conditions for young people, irrespective of their origins, to pursue a successful career as scientists and researchers.
  • Enhancing RTI quality and visibility with respect to international competition for investors.
  • Embedding RTI into society: providing space and occasions for public discussion about RTI, its opportunities and challenges.
  • Accelerating the dynamics in RTI by creating adequate infrastructure.
  • Integrating Vienna RTI within European networks and strengthening co-operation within the CENTROPE region in order to create a common RTI area that will successfully compete in Europe and in the world.

Addressing the Challenges

Within its jurisdiction, the City of Vienna can provide stimuli for achieving the identified goals. Options for translating these goals into specific measures can be conceived along the lines of the main determinants of innovation ranging from push factors in the area of science (e.g. R&D subsidies, selective subsidies complementary to national subsidies), through acceleration of the transfer process (selective measures such as licensing initiatives, venture capital), to pull factors in the area of socio-economic demand or application potential on the demand side.

141_bild2

Bearing in mind this broad spectrum of options, the RTI process “Wien denkt Zukunft” identified five key fields for action on which the City of Vienna will concentrate its RTI policy in the next years:

  • Human resources – Bright Minds for Vienna: The goal of activities in this field is to make better use of the city’s enormous human resource potential. Various activities will serve to improve the prospects and conditions for highly qualified young scientists, with a special focus on gender issues and populations that have been neglected in the past (e.g. university graduates with a migration background).
  • Key areas – profile and relevance: Specific thematic areas that are both relevant and visible are to be supported, building in particular on the existing key areas of life sciences, information and communication technology and creative industries. In addition, the development of a number of new avenues of research and innovation is being promoted.
  • Research and the city – communication, learning and public awareness: The three terms form a catchphrase to express the serious interest in strengthening the critical public dialogue about RTI, both within Vienna and on the international stage. By means of a new set of measures called “Vienna research in dialogue”, a critical and continuous exchange of knowledge about RTI with the citizenry is to be fostered.
  • Vienna as a hothouse for research and innovation – facilitating new developments. Further improvement of working conditions for scientists and creative individuals are called for by providing local networks as breeding grounds for invention and creativity.
  • A European location for research and innovation – Vienna as a hub for international networks: Vienna is to be established as the centre of international research networks, and of networks in the CENTROPE region in particular. In this context, Vienna’s network-based location of research and innovation will be further strengthened.

The Schedule for 2008

Based on the objectives, challenges and measures identified during the strategic process “Wien denkt Zukunft”, several concrete proposals for new projects or initiatives were developed in the five fields of action. Six of these projects have been prioritised (“kick-off projects”) and are likely to be implemented in the coming two to three years (see Figure 2). For the year 2008, the initial three projects have been endowed with approximately 14 million euros.

  • Under the title of a “Keynote Programme” for the specific fields of research in the humanities, the social and cultural sciences (on the side of the already well established programmes for life sciences, information technologies and the creative industries) will be actively promoted. One of the first calls in this area was scheduled to start March 31.
  • Expansion of the “Research and the City” campaign. Under the slogan “Vienna research in dialogue”, the City will address essential contemporary and future issues in the field of science, research and technology. Communication between the various special interest groups and organisations will be encouraged and strengthened.
  • In revising the City of Vienna business promotion principles – “ZIT 08plus” – more attention will be given to crosscutting issues of RTI policies, such as promoting innovation in the service sector, encouraging research cooperation and gender mainstreaming.
Authors: Barbara Grunewald                                            barbara.grunewald@arcs.ac.at

Matthias Weber                                              matthias.weber@arcs.ac.at

Sponsors: City of Vienna
Type: Urban participative process, Focus on RTI
Organizer: Municipal Department MA 27, Christian Wurm  christian.wurm@wien.gv.at; www.magwien.gv.at/forschung
Duration: 2006-2007
Budget: n.a.
Time Horizon: 2015
Date of Brief: March 2008

Download: EFMN Brief No. 141_ RTI Policy in Vienna

Sources and References

More Information is available at :

  •  http://www.wiendenktzukunft.at
  • wiendenktzukunft.at/downloads/strategie_lang.pdf
  • wiendenktzukunft.at/downloads/strategie_kurz.pdf

An English summary is available at:

  • http://www.wiendenktzukunft.at/downloads/strategie_eng lish.pdf

For information concerning “Systems Research in the Urban

Area” visit

  • innovationspolitik-wien.ac.at

EFP Brief No. 115: SMART Perspectives of European Materials Research

Friday, May 20th, 2011

Modern materials sciences take as their objective to develop and tailor materials with a desired set of properties suitable for a given application. Next to conventional approaches, predictive modelling and simulation is more and more used. This results into a rapidly increasing knowledge base, allowing for more precise experimental set-ups, more precise simulations and tailoring of goal-oriented materials. They play a key role in the value chain and in product innovation. Although limited profits are made from materials, materials are technology enablers for new high added value products and therefore a key in innovation acceleration. More success and increased opportunities for applications is the outcome. The SMART project aimed at providing support for future strategic decisions in this sector to foster the strengthening of the European Research Area.

EFMN Brief No. 115 – SMART materials

EFP Brief No. 68: Dutch Biotech Scenarios 2030

Friday, May 20th, 2011

The purpose of the project was to gain insight in the future of biotechnology to support the work of COGEM, including technical and scientific risk analysis as well as the facilitation of public debate on biotechnology.

EFMN Brief No. 68 – Dutch Biotech Scenarios 2030

EFP Brief No. 42: Emerging S+T Priorities in the Triadic Regions

Friday, May 6th, 2011

The objective of this Platform Foresight project is the analysis of emerging science and technology priorities in public research policies of the European countries, the US and Japan. The aim is to provide the European Commission and the member states with policy recommendations as to become leaders in these emerging technologies.

EFMN Brief No. 42 – Emerging S+T Priorities in the Triadic Regions

EFP Brief No. 38: The Polish Foresight Pilot – Health and Living 2013

Friday, May 6th, 2011

This pilot Foresight project in the area of Health and Living was aimed at speeding up the process of predicting development paths that would lead to improvement in the health and quality of life of Polish citizens. This activity provides a basis for determining the paths of science and technology policies that support economic priorities and for building broad consensus on complex social issues. The ‘Health and Living’ area was selected for analysis due to the widespread perception that the biological and medical sciences develop very fast nowadays and this pace of change poses new challenges for policy makers across a range of domains.

EFMN Brief No. 38 – The Polish Foresight Pilot – Health and Living 2013

EFP Brief No. 18: Dynamo 2004

Tuesday, May 3rd, 2011

The Dynamic monitoring project of the Dutch Ministry of Economic Affairs was a pilot project to gain experience with dynamic and monitoring of future development for business inspiration and policy orientation. It was part of a systematic approach to identify and focus strategic research areas for innovation in the Netherlands for the next decade and link it to the programmatic funding of R&D.

EFMN Brief No. 18 – Dynamo 2004

EFP Brief No. 4: Anticipating Change for Europe’s Industries 2020 to 2025

Tuesday, May 3rd, 2011

Consistent with its overall mission to encourage a more anticipatory approach to dealing with change, the Industry Sector Futures initiative of the EMCC offers analyses and insights at a sectoral and European level on drivers of change, scenarios for sector futures and key policy issues and implications that will affect the future of industry sectors in Europe.

EFMN Brief No. 4 – Anticipating Change for Europes Industries 2020 to 2025