Proceedings of the 3rd European Conference on Intellectual Capital

Katja Pook and Campbell Warden
Foster <strong>the</strong> sense <strong>of</strong> ownership <strong>of</strong> results among all participants, decision makers, and relevant
stakeholders.
9. Final remark on <strong>the</strong> future <strong>of</strong> future-oriented methods
If we come back to <strong>the</strong> challenges for sustainable global development, it is obvious that ICM and TF
contribute to finding answers (here over-simplified) to <strong>the</strong> questions <strong>of</strong>:
How to establish democratic features in regimes with concentrated power for decision- making?
=> Engage experts and give <strong>the</strong>m a voice to actively participate.
How to make policymaking more sensitive to global long-term perspectives?
=> Consider multiple perspectives and use <strong>the</strong>m as “senses” and information for decision makers.
How to improve <strong>the</strong> capacity to decide as <strong>the</strong> nature <strong>of</strong> work and institutions change?
=> Apply methods <strong>of</strong> collaborative knowledge construction and condensation <strong>of</strong> possible future
scenarios.
How to accelerate scientific and technological breakthroughs?
=> Use existing expertise to focus on <strong>the</strong> most relevant issues and thus make <strong>the</strong> right decisions,
avoid distraction, and set <strong>the</strong> right priorities to focus resource allocation.
Going a step fur<strong>the</strong>r and stepping over organisational borders, Daheim and Uerz (2006) detect a new
trend <strong>of</strong> “open foresight” in <strong>the</strong> corporate sector, strongly linked to <strong>the</strong> trend towards “open
innovation”, including at least four aspects <strong>of</strong> openness: <strong>the</strong> involvement <strong>of</strong> relevant stakeholders from
within and outside <strong>the</strong> client organisation; openness beyond a single sector environment; a process
organised in an open-ended manner which does not end when a specific project has been achieved,
but ra<strong>the</strong>r continuously overhauls and re-invents itself; and finally as an on-going process that acts as
an “irritant” for <strong>the</strong> organisation (Georghiou 2007). The growing openness contributes to <strong>the</strong>
achievement <strong>of</strong> <strong>the</strong> initially requested adaptation and interaction <strong>of</strong> a system (e.g. <strong>the</strong> organisation)
with its environment, so as to successfully position itself, sharpen its senses, identify and use broader
developments for its own behaviour and assure sustainable decision making.
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