NRC s Approach to Foresight and Competitive Intelligence

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1 NRC s Approach to Foresight and Competitive Intelligence Evan W. Steeg, PhD Director, NRC Foresight I-CAN Innovation School, Module 4 24 October 2013

2 A Wondrous, Volatile, Dynamic Future Global Trends Disruptive Technologies Strategic Shocks How to ensure Canadian prosperity and security in such a world? 2

3 Topics 1. The New NRC and our strategic intelligence challenge 2. Our approach: Integrated, multidisciplinary, cross-sector and participatory 3. Snapshots of NRC Foresight and CMI/STI* initiatives and tools *(competitive market intelligence, strategic technical insight) 4. Conclusions 3

4 NEW VISION To be the most effective research and technology organization in the world, stimulating sustainable domestic prosperity. NEW MISSION Working with clients and partners, we provide innovation support, strategic research, scientific and technical services to develop and deploy solutions to meet Canada s current and future industrial and societal needs. 4

5 Our Strategic Focus Aligned with the needs of the Canadian innovation system Bridge gaps between early stage R&D and technology deployment Focused in areas where we should rather than could Positioning vis-à-vis other innovation players 5

6 Broad R&D Activity 13 Portfolios, 40+ Programs Divisions (VPs) Engineering Emerging Technologies Life Sciences Aerospace National Science Infrastructure Aquatic and Crop Resource Development Portfolios (General Managers) Coastal, Ocean, and River Engineering Construction Energy, Mining and Environment Information and Communications Tech. Security and Disruptive Technologies Measurement Science and Standards Human Health Therapeutics Medical Devices Automotive and Surface Transportation And Flagship Programs 6 6

7 Factors Affecting Our Clients Success Where markets are created Where impact is determined NRC clients outputs NRC s outputs (Courtesy: VTT Finland) 7

8 Integrated Strategic Intelligence Framework Near Far NRC Foresight Intelligence teams: KM IAS (CMI & STI); Business Management Support (BMS) Range of interest Emerging trends Scenarios/what-ifs Weak signals Outliers, Black swans Resiliency factors Drivers & Signposts Current/Opera,onal Tac,cal forecast Strategic forecast Current trends Sta,s,cal predic,ons Monitoring/Alerts Senior ExecuCve Decisions CommiEee/ Ac,ons Strategic & OperaConal Planning (SOP) Outcomes: Intended Unintended Requirements & Tasking 8

9 So, What is Foresight? A set of strategic tools that support government and industry decisions with adequate lead time for societal preparation and strategic response Scenarios, back-casting, systems mapping, technology roadmaps, forecasting innovation pathways,. Key Attributes: Anticipates multiple plausible futures 5 to 30 year time horizon Accommodates uncertainty and complexity Highlights emerging opportunities and threats Cross-sector, cross-disciplinary, systems viewpoint Participatory seeks to surface implicit knowledge, too Social, Technological, Economic, Environmental, Political & Values 9

10 NRC Foresight Office & Key Initiatives Established November 2012 to provide strategic intelligence to SEC to assist in investment decisions Resides within Knowledge Management, alongside CMI, STI, collaboration tools experts, and atop enterprise-wide information management systems 10

11 How We Do It MetaScan: Describe shifting strategic context Collect and analyze dozens of secondary foresight reports Lead group through 3-Horizons STEEPV brainstorming approach Smaller group of foresight professionals perform sensemaking and produce report Integrated Strategic Intelligence projects: Dive deep into a few VP-selected priority topics Secondary research CMI and STI Primary research industry interviews Stakeholder events develop and use scenarios, etc. Final briefs and perhaps NRC white paper Ongoing environmental scanning, dashboards, newsletters 11

12 Ongoing KM Services - NRC Program Life Cycle Idea/ Conception Proposal to Business Case Operate Program and Review Evaluate Program and Closure Foresight Market and Industry Trends Economic Data and Social Indicators R&D and IP Landscape Environmental Scanning Monitoring Research Project Support Enterprise Information Management Economic Data and Social Indicators 12

13 Aiding and Enabling: Collaborative Analytical Platform Intellixir Web-based analytical capacity Enable collaboration Colleagues, clients and partners Technology solution High touch and self-service 13

14 Summary Given NRC s mandate and breadth, our strategic intelligence must be: Integrated (market intelligence, scientific & technical intelligence, foresight, risk management, planning) Participatory and both bottom-up and top-down Cross-sector, multidisciplinary, and scanning multiple time-horizons Building the plane while flying it Our unique assets offer value to partners, and vice versa 13

15 Thank you / Merci Evan W. Steeg, PhD Director, NRC Foresight Tel:

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