Claudio Chauke Nehme – chauke@cgee.br Marcio de Miranda Santos – mmiranda@cgee.br

1. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The 4th International Seville Conference onFuture-Oriented Technology Analysis (FTA)12 & 13 May 2011 Claudio Chauke Nehme – chauke@cgee.org.br Marcio de Miranda Santos – mmiranda@cgee.org.br Lelio Fellows Filho – lelio@cgee.org.br Gilda Massari Coelho – gmassari@cgee.org.br Center for Strategic Studies and Management - CGEE

2. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters Agenda • The challenges of communicating… • Intangibles • The role of out-off-the-box thinking in a foresight exercise • CGEE’s Methodological Approach • The FINEP case study • Lessons learned & Conclusions

3. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The challenges of communicating…. CGEE and its Mission To promote Science, Technology and Innovation development to advance economic growth, competitiveness and well-being in Brazil ENVIRONMENT OF ST&I ARTICULATION STRATEGIC EVALUATION STRATEGIC FORESIGHT Scope of activities INFORMATION & KNOWLEDGE DIFFUSION

4. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters Intangibles How to deal with (and avoid) the desire of the stakeholders to make decisions supported by the first phase of information generation? How to connect the needs of the present situation to the desired future ? Intangibles: • Getting involved and Collective intelligence: • The collective understandings about challenges, situations, future possibilities for actions, and the convergent reasoning process for making decisions are the main intangibles. • The main goal is not a perfect foresight study, but the best possible one with respect to involving decision makers and the ability to truly explain the reasoning process through clear, consistent and coherent recommendations and strategy formulations. • Most important intangibles: collective learning; better and deeper collective understanding; better reasoning process to support decision-making and strategy formulation; the culture of looking ahead, having the past as an important reference; and the collective commitment to take joint courses of action.

5. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The role of out-off-the-box thinkingin… • The out-off-the-box thinking concept: it is a thought oriented process aiming at making decisions or sharing perceptions - free of prejudice, cultural influence, and reasoning processes. • The pre-foresight phase of CGEE’s Methodological Approach considers the clients' needs and desires, and in addition, has to introduce strategies, methods and tools to be applied in out-off-the-box thinking. • CGEE's mindset revision with experts and stakeholders uses mainly qualitative approaches. The wisdom of conducting foresight exercises!

6. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters CGEE’s Methodological Approach

7. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The FINEP case study – Strategic Organizational Foresight Main items to consider: • Goal: “FINEP is a reference of excellence among innovation agencies in the world” • FINEP needs to act proactively in order to become a major stakeholder in the Brazilian Innovation System • How could a bridge be built  from the present to the future? • To bring external perceptions on the future of FINEP to the process • To introduce the concept of competitiveness in its management model

8. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The FINEP case study – Strategic Organizational Foresight The main ideas and design strategy of how to implement out-off-the-box thinking.

9. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The FINEP case study – Strategic Organizational Foresight Governance Model WG-1 - Financing EnvironmentWG-2 - Institutional ModelWG-3 - Management ModelWG-4 - HR/CultureWG-5 - Knowledge ManagementWG-6 - Image and CommunicationWG-7 - Infrastructure

10. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The FINEP case study – Strategic Organizational Foresight Methodology

11. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters The FINEP case study – Strategic Organizational Foresight The strategies developed to introduce intangibles in the process of FINEP's SMP. • 1. The main strategy to introduce intangibles into FINEP's SMP was the ample participatory process. • 2. The design of an overall understanding by the governance group regarding the strategic foresight conduction. • 3. Some aspects of the process deserve special mention: • In the organization's prior experiences, no other process managed to gather the amount of participation involved, internally as well as externally. • The quality of the contributions, at all levels, by far surpassed initial expectations. • The process had a very beneficial effect on the agency, irrespective of the results and objectives to be achieved.

12. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters Lessons learned & Conclusions • Intangibles are more important than tangibles (shared knowledge; commitment; higher confidence among stakeholders) • Preparation and delivery timing varies substantially among government, private sector and academia clients: It is important to be aware and respect their timing; • Avoid dangerous traps along the exercise: • Government representatives start making decisions before interpreting what was obtained in the first phase (information and data gathering) • Private sectors executives have difficulties thinking beyond their business • Academia often has difficulties thinking beyond disciplinary structures

13. The challenges of communicating the foresight study outcomes to better advise decision makers in policy and strategy matters Obrigado!Thank You! www.cgee.org.br