Ana Morato Murillo Fundacin OPTI

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Ana Morato MurilloFundación OPTI

• ForTransRIS Methodology Guide a Practical Guide
  for other regions

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Whats this Guide?

• This Methodology Guide represents one of the main
  outcomes of the ForTransRIS project.
• Its a practical guide aimed at the dissemination
  of the experience gained throughout the project.
• It has been developed throughout the ForTrasnRIS
  project by means of a permanent validation and
  collaboration of the hole workgroup, and the
  coordionation of the OPTI Foundation.

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RATIONALE

• The ForTransRIS project aims to motivate a new
  regional innovation system model in the EU, based
  on transregional cooperation and knowledge and
  technology transfer, through the application of
  transregional foresight.

The Guide intends to be the tool that facilitates
the dissemination of these new approach among all
the actors from regional innovation systems,
especially those involved in the definition of
Regional Innovation Strategies (RIS).
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OBJECTIVES

• The final objectives Guide aims to reach are
• Set out new procedures for enabling innovative
  mechanisms for collaboration amongst regions.
• Deal from a practical point of view with the
  tasks due to be accomplished in order to set up a
  transregional foresight exercise.
• Give an insight into the transregional foresight
  pilot case that was carried out, as a way to
  ilustrate the different parts and principles of
  the methodology.

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OBJECTIVES

• But prior to that the Guide deals with serveral
  issues of key importance in order to understand
  its value and purpose.
• It stresses the role of the regions in the
  Europe of the 21st century, and in particular
  their role on innovation, through the development
  of their own Regional Innovation Strategies.

• Highlights the importance of the transregional
  cooperation in fostering the RIS.

• Explains how foresight may be a usefull tool for
  the regions to plan and achieve their RIS.

Presents the Transregional Foresight as a tool to
improve the RIS
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FORESIGHT HELPS BUILDING THE FUTURE
UNCERTAINTY
IDENTIFICATION OF DRIVERS AND TRENDS
FORESIGHT
Building the future
CHALLENGES OPPORTUNITIES
DECISION MAKING PROCESS
REALITY
POLICIES

• Information provided by foresight helps the
  decision making process by the identification of
  drivers and trends and also the challenges to be
  faced and opportunities available.

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APPROACH AND STRUCTURE

• The Guide explains several key aspects regarding
  a Transregional Foresight exercise.

These aspects are presented by an overview of how
they were treated at the FTR pilot case
Pre-foresight phase
Methodology
Transregional Foresight
And the lessons learnt throughout the process
Key actors
Mobilisation Dissemination
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PRE-FORESIGHT
By Pre-foresight, we understand all the previous
actions aimed at focusing the project in terms of
scale, topic, partners
ForTransRIS

• Pre-foresight activities in ForTransRIS where
  carried out in order to look for existing
  synergies amogst the regions and choose a topic
  to develop the foresight exercise Technology and
  Knowledge Transfer (TKT)
• Map of capabilities each region carried out an
  examination of their current competencies.
• Interregional map of capabilities
• Debate on common interests

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PRE-FORESIGHT
Lessons learnt

• Mapping RIS is a must prior to starting the
  project
• Participant regional experts must be selected
  carefully, attending the following criteria
• Knowledge of the issues under study
• Independence when articulating their answers
• Heterogeous background
• Motivated and proactive
• Matching these criteria its not easy.
• Must prevail an open mood to stimulate finding
  new paths for convergence and find common
  interests.

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METHODOLOGY
Description, Selection and Implementation
Set of procedures to be followed in a foresight
process. Normally, a combination of several
activities are carried out.
ForTransRIS

• FTR pilot case used a dynamic approach to the
  methodology, as it was continually tailored to
  the requirements of the regions. This required a
  strong interaction amogst the partners.
• The methodology combined
• The celebration of panels of experts, both
  regional and transregional
• Construction of scenarios
• Transregional roadmap
• Regional roadmaps

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METHODOLOGY
Description, Selection and Implementation
Lessons learnt

• Geographic and idiomatic issues turned out into
  difficulting factors when dealing with a
  transregional, multi-country and multicultural
  process.
• The dynamic approach to the methodology might
  take more time than espected due to difficulties
  in reaching to a consensus. In the other hand, it
  enriches the project, since it estimulates
  interaction between partners.
• Integration of results from the transregional
  dimension and the regional dimension might be
  difficult due to a lack of homogeneous workflow

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METHODOLOGY
Description, Selection and Implementation
Lessons learnt

• Regarding the expert panels
• Must encourage a proactive attitude among the
  experts through an appealing initiative.
• Gathering experts in panels fosters the netwoking
  and hence, increases the commitment of the
  participants.
• Importance of giving feedback to the experts so
  the can follow the results and understand the
  logic behind the process.
• Not easy having the same experts both in regional
  and transregional panels held in a short period
  of time.
• Advisable keaping working with the same experts
  since newcomers require new efforts for involving
  them.

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METHODOLOGY
Description, Selection and Implementation
Lessons learnt

• Regarding the scenario development
• Scenarios turn to be a very suitable tool when
  dealing with large numbers of variables and
  complex problems.
• Scenarios make optimun background for subsequent
  steps in the process.
• Interviews with key stakeholders are highly
  recommendable for identifiying implications
  derived form the scenarios.

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METHODOLOGY
Description, Selection and Implementation
Lessons learnt

• Regarding the roadmaps
• The issue under study should be splitted into
  smaller and more particular ones.
• A very broad approach might lead to a obvious
  conclusions.

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KEY ACTORS
Person, organisation or collective involved in,
or affected by, the matter being studied in the
foresight exercise and who is qualified to give a
valid opinion on the matter.
ForTransRIS

• The actors that took part depicted the
  innovation scene of the participating regions
• Regional authorities and policy-makers bodies
  relating to regional innovation policies,
  industry and technology, and also those
  responsible for international relations,
  environmental policy and education.
• Regional stakeholders took part through
  individual interviews, the evaluation of drivers
  of the future and the validation of scenarios.

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KEY ACTORS
ForTransRIS

• Public institutions such as agencies for the
  promotion of innovation, local development
  agencies and chambers of commerce
• Foresight practitioners five organisations (one
  for each region), specialised in foresight, and
  with experience in international projects.
• Actors of the innovation system provided a very
  valuable perspective regarding the innovation
  panorama.
• Enterprises and business both large
  technological companies and entrepreneurial and
  small business.
• Academic actors business schools and
  universities both public and private.
• Technology centres from varios fields.
• External actors from outside the innovation
  system and/or the regions. Specialists in
  strategic intelligence and think tanks.

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KEY ACTORS
Lessons learnt

• The involvement of regional authorities y and
  policy-makers was highly beneficial, as it led to
  greater publication and distribution of the
  results, and also attracted the participation of
  other regional actors.
• The association of methodologists and regional
  institutions facilitates the comprehension of
  regional representatives, who may not be familiar
  with foresight process.
• On the other hand, the inclusion of several
  methodologists produced certain lag in
  determining the methodology.
• Enterprises and business provided the project
  with a practical aproach.
• The external actors provide objective and
  impartial opinions.

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MOBILISATION AND DISSEMINATION
Through mobilisation, the participants are put
into play. It implies motivation, logistics and
information exchange and shoud continue after
the project.Through dissemination, the results of
the acction are made public and acquire its value.
ForTransRIS - Mobilisation

• The FTR pilot study benefited form several key
  motivation points
• The chance of widen networks and stablish
  strategic alliances
• The oportunity for the stakeholders to exercise
  their influence on the planning of future actions
• The project gives access to an updated view of
  the innovation panorama of the region and others
  similar

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MOBILISATION AND DISSEMINATION
ForTransRIS - Mobilisation

• The main mobilisation activities were
• Personal interviews / or via e-mail. Coordinated
  by the local authority
• Regional workshops
• Transregional workshops. Most difficult regarding
  coordination an planning
• Regarding the fluent information exchange
• The stakeholders were provided with sufficient
  information on the methodology and objectives of
  the project, prior to their mobilisation.
• The partners were permanently connected through
  an specific intranet on behalf of an efficient
  workflow.
• The mobilisation is aimed to continue in the
  future so the links created are not broken

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MOBILISATION AND DISSEMINATION
ForTransRIS - Dissemination

• The dissemination acctivities accomplished are
• Public website www.fortransris.net
• Distribution of this guide Transregional
  Foresight in Action Some Practical Guidelines
• Publication in specialised media brief
  publicated on the European Foresight Monitoring
  Network
• Final regional workshops
• Closing conference

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MOBILISATION AND DISSEMINATION
Lessons learnt

• Regarding Mobilisation
• The commitment of the stakeholders rises as they
  are asked to be involved in more parts of the
  process, since it enhance their comprehension of
  the methodology and the final goals.
• Personal interviews are a oportunity to highlight
  the importance of the project and join a
  participant for further acctions to be taken.
• Introduction to the working model and foresight
  methodology is critical when setting up an expert
  panel.

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MOBILISATION AND DISSEMINATION
Lessons learnt

• Regarding Dissemination
• The dissemination activities are often given less
  importance than they deserve.
• Partners should be very as proactive in the
  dissemination activities as they are in the
  execution of the project itself updating the
  online contents

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THANKS FOR YOUR ATTENTION