Innovation Action Plan

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SAM PEARSON Section Head, Foresight North East
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NATIONAL REGIONAL RELATIONSHIPS
Market Trends
NATIONAL RESPONSIBILITIES
Key Technologies
Policy Instruments
Appropriate Communication
Policy Translation
REGIONAL RESPONSIBILITIES
Key Sectors/Clusters
Social Inclusion
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UK FORESIGHT PROGRAMME
Aim - To identify opportunities in markets and
technologies which will enhance the nations
prosperity and quality of life.

• Phase 1 Science Push 16 Expert Panels 1993 gt
• Delphi Survey
• Recommendations
• Phase 2 Society Themes Aging Population 1997
  gt
• Crime Prevention
• Manufacturing 2020
• Phase 3 Prioritisation Disruptive
  Technologies 2001 gt
• Education and Skills
• Sustainable Development

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REGIONAL FORESIGHT ROLL-OUT

• 1996 - OST makes 1 million available to the
  regions
• In the North East a full time coordinator was
  appointed for two years and based in Newcastle
  University
• In most other regions the money was spent on
  setting up sector panels and/or commissioning
  policy studies
• 1998 OST renews national funding to continue
  this work
• Foresight NE was moved to a stronger operational
  base at the RTC
• Success of manufacturing panel rapidly led to a
  second full time post
• 2000 Young Foresight pilot project led to an
  explosion of activity with schools and a
  further expansion of staff
• Regional Development Agency adopts Foresight as a
  key strategy
• Significant additional funding allocated against
  a 3 year business plan

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FIVE STRANDS OF FORESIGHT ACTIVITY

• Flagship Management, Awareness, Inclusion
• Intelligence Observatory, Research,
  Resources
• Institutions Policy, Utilities,
  Infrastructure
• Industry Technology, Business, Markets
• Individuals Education, Culture, Enterprise

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STRAND 1 THE FLAGSHIP PROGRAMME
Aim- to significantly widen general awareness
and usage of Foresight among individuals in North
East Society

• Exemplar Activities
• Set-up of region-wide structures including
  central unit, executive board, steering group and
  specialist panels
• Promotion of UK Foresight initiatives, tools and
  resources. Liaison with government policy makers.
• Forum events providing technology updates and
  spreading knowledge of Foresight techniques to
  new constituencies

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STRAND 2 RESEARCH INTELLIGENCE
Aim- to develop a resource base of knowledge and
capability so the North East is well positioned
for future changes.

• Exemplar Activities
• Create proactive mechanisms for collating and
  screening data about new technology developments
  relevant to the North East
• Develop indigenous research capability to support
  foresight activity and create a regionally
  relevant knowledge pool.
• Develop world class facilitation and counselling
  skills to assist with change management and
  change proficiency

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STRAND 3 STRATEGIC FUTURES
Aim- to provide regional policy makers with
expert help in identifying future priorities in
key strategic areas

• Exemplar Activities
• Commissioning of expert groups to tackle known
  regional problems via task oriented, time limited
  assignments
• Organisation of debates in key areas of public
  service such as transport, crime control and
  lifelong learning
• Application of foresight techniques to projects
  improving both the built and natural environment

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STRAND 4 INDUSTRY COMMERCE
Aim- to assist North East companies and clusters
to become more competitive through the use of
Foresight

• Exemplar Activities
• Single company actions with groups of employees
  to set-up internal foresight capability
  industrial champions
• Sector mapping exercises for clusters reflecting
  current situation and future changes 2000,
  2010, 2020
• Direct funding/innovation credits to support
  future oriented projects within companies and
  networks

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STRAND 5 EDUCATION ENTERPRISE
Aim- to assist individuals in North East society
especially Young People - to improve their
confidence and employability

• Exemplar Activities
• Management of the Young Foresight curriculum for
  design and technology within secondary schools
• Operation of the Students Innovation Challenge -
  an annual 3 stage competition using a foresight
  theme
• Design of new vocational and enterprise courses
  for college students and university graduates

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MANAGEMENT OF 15 WORK-PACKAGES
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MANUFACTURING 2020 IN THE NORTH

• Keynote Event at Nissan, March 2000
• Delegates from 150 companies plus representation
  from Education, Government and Associations
• Three Industry led task groups
• - Agile Manufacturing - Seaward Electronic
• - Design Products - Express Engineering
• - Long Term Competitiveness - Audus Noble
• Integration of Reports Manufacturing Strategy

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CRIME PREVENTION IN THE NORTH

• Keynote Event at Stadium of Light, November 2002
• Chaired by Chief Constable Northumbria Police
• Delegates from 80 organisations including police,
  social services, industry, retail, banks,
  education, government
• Thematic Inputs
• - Criminal use of technology
• - Theft and surveillance in the retail
  industry
• - Opportunities for Manufacturing
• Establishment of task groups

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(1) SECTOR MAPPING METHODOLOGY

• Exercise carried out for Offshore Sector-
• Produce template appropriate to sector
• Compare global and regional issues Y2K
• Predict changes over 10 year
• Produce regional and global maps
• Identify potential Hot spots
• Establish Regional Priorities

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The North East Offshore Sector
Upgrading and Development Mechanisms
Resources Raw Materials
Key Management Skills
Key Processes
Energy Users
Energy Sources
Design Construction
Production Distribution
Decommission
Exploration
Technologies
Infrastructure
Services
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Universal Sector Template
Upgrading and Development Mechanisms
Resources Raw Materials
Key Management Skills
Key Processes
Outputs
Inputs
Technologies
Infrastructure
Services
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(2) THREE WORKSHOP TECHNIQUES

• Type A workshops Offsite sessions with several
  decision makers from the same company focusing on
  topics such as long term business planning,
  product futures, marketing strategy.
• Type B workshops Similar to the above but
  involving circa 10 participants from 3 companies
  and allowing SMEs to compare detailed experience.
  USPs in future markets.
• Type C workshops A 90 hour training course
  designed to give companies the internal
  capability for technology watch, knowledge
  management and scenario planning.

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EF COMPOSITES
The Company had an identity crisis. Described
itself as the maker of a product rather than in
terms of its core skills. Internal foresight
exercise places emphasis on its position in
future markets and a vision for all the
following.
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(3) ROSENFELDS CROSS-IMPACT MATRIX

• Two workshops with the Defence cluster-
• Debate the future of global warfare
• Agreed joint story line and assumptions for 2010
• Individual companies modify assumptions
• Plot assumptions against current business plan
• Apply scores of 2 to 2 in each matrix box
• Companies meet again to present conclusions
• Consider collective threats and opportunities
• Debate ways in which cluster can collaborate

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Cross-impact matrix
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1 YOUNG FORESIGHT PROGRAMME

• A national roll-out project to help young
  people appreciate new and emerging technologies
• Supports the Design Technology curriculum
• Aimed at students in their option year (13
  yrs)
• Young Foresight pack
• BBC programmes
• Multimedia materials
• Young foresight website

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PROGRESS TO DATE 2000 - 2003

• Participation by 56 schools and 50 companies
• 75 teachers trained
• Approximately 1000 students involved per year
• 3 monitoring visits made to each school
• 3 good practice events per year to exchange
  ideas

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BENEFITS OF YOUNG FORESIGHT

• improves students ability to be innovative and
  appreciate technology as a driver of change
• introduces company mentors to Foresight methods
  mapping, scenario planning, change management
• develops long term links and empathy between
  schools and businesses
• contributes to a more flexible future workforce

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2 STUDENTS INNOVATION CHALLENGE

• A three Stage Competition, designed originally
  for Schools, focusing on the generation and
  processing of ideas
• (1) Gateway Stage - generate and present
  creative ideas
• (2) Team Stage - design and build to a
  practical brief
• (3) Company Stage - solve a real life
  business problem
• http//www.innovation-challenge.co.uk

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SIC 1999 TECHNOLOGY AND FASHION

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PARTICIPATION IN THE CHALLENGE
Theme for 1999 - Fashion Develop and illustrate
ideas for new products which link the world of
high fashion with future technologies.

(700 children took part) Theme for 2000-
Transport Develop ideas that could be adopted to
help towards creating an innovative future
transport system in the year 2020.
(1000
children took part) Theme for 2001 -
Crime Develop a range of communication
accessories, using artificial intelligence and
aimed at the teenage market, that would be
difficult to steal.

(1500 children took part)
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THEME FOR 2002 / 2003
Ideas Brief Aging Population Develop a range
of products (gizmos and gadgets) for people of
over 50 years old who are physically fitter and
with more leisure time than ever in the
past. Ideas (i) Health care devises (ii)
New working practices (iii) Need for
entertainment
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DISCUSSION SESSION PERFORMANCE INDICATORS

• Activity Measures (process)
• Participation Rates (efficiency)
• Long term Benefits (effectiveness)

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Statistics since 2000 illustrate the extent to
which Foresight has become embedded in North East
Society

• 30 organisations actively involved in the
  Steering Group
• 100 manufacturing companies participated in
  M2020
• 15 companies received funding for Foresight
  pilot projects
• 105 volunteers worked on 3 lifelong learning
  action groups
• 56 schools 50 companies now working on Young
  Foresight
• 4500 children submitted entries for Innovation
  Challenge
• Note - a total of 655 companies have been
  involved in some
• aspect of Foresight over the past three years

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SOME OBSERVATIONS
1. Foresight works best with short term
possibilities and long term probabilities 2. It
can be a useful tool for decision makers at
national or regional level - but . 3. Foresight
is predominantly a bottom up activity a mass
participation sport 4. Foresight is relevant to
all aspects of social and economic development
5. Technology trends may be predictable but
their long term applications are not. 6. Greater
impression may be achieved in poorer, less
confident regions - because 7. Foresight makes
people think creatively takes them out of their
current environment

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CONCLUSIONS
A successful Foresight programme will take
serious time and effort to establish It requires
a champion or prime agency with good contacts
and resources If the process is well managed
Foresight will produce remarkable
results Foresight should become a natural way of
solving problems not an exotic pastime