31 Aug 2005

foresight National Innovation Systems

Brainstorming Workshop "Shaping the European Dimension of Foresight", Brussels, 28/02-1/03/2005
Information and Presentations
CORDIS, Science and Technology Foresight

Session 2: Foresighting Systemic Changes
R. Barré pdf

S. Kangaspunta pdf
How throughly are we able to understand a system?
• What is the NIS? How does it work?
• What are the elements, linkages, connections, interdependencies, subsystems, limits...
• How does a system change?
• Do you need to know this for a foresight?
• Can foresight help to understand a system better?

How does a system change?
• The periphery alarms? (The center is passive until problems arise in the periphery)
• Through crisis? (Because ideological, economic, social & mental rigidities, unwillingness to change, fear of changing, need of security... block necessary organisational change caused by changes in the surrounding world before a crisis clears the table)
• Flexible adaptation?
• 'Mutations'?
• Can foresight be of help in this?
• Why some systems are better in renewing themselves? Does foresight play a role?

Citizen's role?
• How does the citizen fit in the systems?
• User connection to systems?
• Needs of a citizen - needs of the System?

A process for producing foresight knowledge

• Evaluation of systems also aims at producing knowledge for discussion, design and decision making concerning systems
• Evaluation of systemic risks
• Evaluation technology & other issues and their possible effects on systems


30 Aug 2005

Global Foresight Network

Welcome designers and developers of ideas and processes which integrate futures thinking with 21st century navigation based strategy

"Strategic Foresight - the power of standing in the future"
Mike McAllum, and co-authors Dominique Purcell & Nick Marsh

The goal of the book has been to bring strategic planning up to date with the pressing requirements of the Knowledge Age.

17 Aug 2005

Latvian innovation/RTD policy

From the RIS project to the Latvian Innovation system
Strategy and Action Plan 2005 - 2010 (pdf format)

Summary and outlook

"Innovation policy is not effective if it aims at
individual and isolated goals, even if those goals
are brilliant. On the contrary, innovation policy
must be comprehensive, setting in to support the
implementation of initiatives that develop both the
integration-competence of companies and the
delivery-competence of support organisations. A
national, comprehensive and publicly co-funded
programme aiming at increasing management
competence of companies is necessary. When
designing such a programme, a number of key
considerations apply."

"Collaboration and co-operation are the keys to
success. Public support to companies should
always incorporate a horizontal element of
collaboration and co-operation
. Collaboration
should be fostered between companies, between
companies and R&D-organisations and between
companies and other support-providing
organisations. Only by increasing interaction in the
Latvian innovation system will it be possible to fully
exploit the potential that is hidden in companies
and in the R&D system. Public policy should aim at
breaking this vicious circle. For example, an
opening-up of the R&D community to other sectors
of society is crucial for success. It may take ten
years, but eventually it must be accepted and even
encouraged that researchers work closely with
industry. The following is a list of policy-related
recommendations based upon the findings of RIS
1.- 12.