The third Mutual Learning Event (MLE) of project Eye of Europe took place online on January 21st, 2025. As a Coordination and Support Action, project Eye of Europe aims to enhance the integration of foresight practices into the Research and Innovation (R&I) policy-making across Europe and to nurture a vibrant, cohesive R&I foresight community that contributes significantly, as a collective intelligence, to shaping and guiding policy decisions.

Over forty participants from diverse stakeholder groups joined the event: Eye of Europe partner organizations, representatives from the European Commission, R&I funding agencies, representatives of governmental bodies. Expert presentations of two European and one national foresight exercises showcased diverse practices for integrating foresight results into the R&I policy cycle and formed the basis for vivid discussions in three interactive sessions.

Presentations:

• Project coordinator Radu Gheorghiu (UEFISCDI, Romania) introduced the Eye of Europe project as a social infrastructure supporting the strenghtening of the European foresight community. To this end, Eye of Europe hosts a series of activities: five mutual learning events, eleven pilot foresight activities and two conferences - highlighting the upcoming Futures4Europe conference to be held in Vienna on May 15-16, 2025. Moreover, the project enabled the upgrade of the platform futures4europe.eu to better serve its role as the online home of a vibrant and inclusive European foresight community. Multiple new improvements of the platform were shared in the closing section of the event.
• Moderator of the event Lenka Hebáková (TC Prague, Czech Republic) followed up with an introduction on the event´s aims and agenda.
• Nikos Kastrinos (former EC) shared about the Foresight on Demand project "Foresight towards the Second Strategic Plan of Horizon Europe”, providing insights into how foresight was employed and linked with the policy cycle in the period of HE strategies setting.
• “Megatrends 2050 in a Changing World and their Impact on Portugal” presented by Monica Isfan (PlanAPP, Portugal) showcased Portugal's experience with embedding foresight in the context of strategic planning.
• Klaus Kubeczko (AIT, Austria) and Jürgen Wengel (former EC) shared about the Foresight on Demand project “S&T&I 2050: Science, technology and innovation for ecosystem performance : accelerating sustainability transitions“ on mapping the relationship between emerging trends in science, technology and innovation and ecosystem performance in the context of the European Green Deal. Moreover, the presentation highlighted the project's engagement of a wide range of STI experts in a Dynamic Argumentative Delphi survey.

This event is the third in a series of five MLEs planned in the project; the following event will be held beginning April 2025 in Budapest. All Eye of Europe MLEs are organized by Technology Centre Prague (TC), Eye of Europe partner and key Czech national think tank and academia based NGO with a rich experience with knowledge-based policy making support and (participatory as well as expert based) foresight activities.

The Twinning Light project (2023-2024) redefined the future role of the Albanian Agency for Scientific Research and Innovation (NASRI) in the research and innovation ecosystem. The foresight component addressed the following questions What will a future research and innovation ecosystem in Albania look like and what role will NASRI play in it? How can NASRI position itself in this dynamic environment? What concrete steps are needed to achieve NASRI's goals? Together, project experts, NASRI staff and stakeholders developed a roadmap outlining concrete actions and milestones for the strategic reorientation of the agency. The developed roadmap includes recommendations for positioning NASRI in a dynamic environment as well as steps for implementing these goals - with the involvement of relevant partners in the ecosystem. 

The DLR-PT conducted a comprehensive foresight study for the BMWK to explore the current progress and challenges in quantum computing. Using DLR-PT's innovative Strategic Impact Navigation Assessment Model (SINAVI), the study employed a range of methods including trend analysis, expert interviews and multi-stage Delphi surveys. Based on these findings, DLR-PT created a forward-looking scenario for 2032 and used the backcasting method to identify key strategies for advancing quantum computing in Germany. The findings were enriched with data from an accompanying performance review of the funding initiative, for which DLR-PT was also responsible. The result was a holistic, actionable roadmap that highlights both the achievements and future potential of the funding programme.

The report outlines three scenarios of possible futures for Research and Innovation (R&I) policies in the Western Balkans in 2035. Using a Strategic Foresight approach, the report supports policy makers in creating an enabling environment for R&I policies to thrive and in deciding on priorities for strategic investments for the future. 

The scenarios in the report are based on an extensive co-creation process with more than 700 R&I experts from the Western Balkans, representing academia, civil society, the private sector, international organisations, and central and sub-national governments. To provide inspiration for the implementation of future-proof R&I policies, the report also includes initial roadmaps. 

These are designed to inspire decision-makers by setting targets and the actions needed to develop their R&I systems for the benefit of all citizens in the Western Balkans. The project was launched in July 2020 and the final study was presented at the EU-WB Ministerial Meeting in October 2021.

Commissioned by the RCC, the DLR-PT study "Unleashing the Potential for Competitiveness: Trends in the Western Balkans". It presents trends that are likely to shape the region's competitiveness until 2035. It examines the potential impact on inclusive growth and provides examples that could be useful for the economies of the Western Balkans (WB). Based on desk research, expert interviews and an online trends workshop, the DLR-PT's Foresight team prepared the study in March and April 2023. It provides stakeholders with evidence-based insights to prepare for future developments and help formulate effective policy options and strategies. The study focuses on four key areas defined by the World Economic Forum's Global Competitiveness Report 2020: the enabling environment, human capital, markets and the innovation ecosystem. Through desk research, qualitative interviews and expert workshops, it identifies trends that provide a comprehensive view of the likely evolution of competitiveness over the next 12 years, enabling policymakers to anticipate future challenges. 

The study provides a methodological overview of Strategic Foresight and delves into the trends within the identified pillars, providing a summary of findings and recommendations for future action. By highlighting the trajectory of competitiveness and its implications, the study provides policymakers with valuable insights to effectively navigate the evolving landscape and foster sustainable growth in the Western Balkans.

The European foresight community has experienced remarkable growth in recent years. The newly published Eye of Europe report "Showcasing Perspectives: A Stocktaking of R&I Foresight Practices in Europe" provides an assessment of just that, namely the actors, preferred methodologies, success factors and bottlenecks for effective R&I foresight projects, as well as trends for future R&I foresight projects in Europe.

This stocktaking, carried out by the DLR Projektträger in the framework of the Eye of Europe project, is based on a comprehensive survey of 43 R&I foresight organisations in 16 ERA and four non-ERA countries. Interviews with renowned national foresight experts complement the findings. Similar response rates from government and academia, business and other organisations such as consultancies or NGOs allowed for a diverse snapshot of R&I foresight approaches in Europe.

Highlighting flagship projects

For the preparation of the study, European foresight actors submitted 54 different R&I foresight projects. These include projects that aim to anticipate technological and societal changes in order to inform national and regional R&I strategies and make them more robust, or foresight projects that address complex global issues such as climate change, cancer or sustainable food security. Others seek to understand new developments, such as the digital transformation, and analyse the social and economic impact of these changes, or to develop and design new products.

R&I foresight projects are not only carried out at European and national level. The report additionally highlights sub-national champions such as the Friuli Venezia Giulia region and Sardinia in Italy, the Helsinki-Uusimaa region in Finland, Ostbelgien and the Flemish government in Belgium, or Hauts-de-France, to show how they have used foresight methods to advance their R&I agendas.

What are critical success factors and bottlenecks for R&I foresight projects in Europe?

Here is what the R&I foresight experts believe contributed to the success of their projects: Top of the list of critical success factors - mentioned by almost all respondents - is high-level commitment and support from government representatives. Ensuring cross-sectoral stakeholder engagement was another frequently cited factor. Leveraging existing networks or databases of expertise was also cited as a critical success factor, as it enables the rapid mobilisation of the right experts. But how can we ensure that we reach the relevant people and keep them engaged?

Several R&I foresight experts stressed the importance of defining and communicating a clear purpose for the project and explaining why it is important and worth stakeholders' time, as well as demonstrating that foresight can add value in the context of today's R&I challenges. What can foresight achieve and what are its limitations? Transparency of methods also contributes to credibility. Facilitating direct interaction between participants in creative settings has the potential to be beneficial, allowing for more dynamic and contextually rich foresight outcomes. The R&I foresight experts noted that it is important to allow sufficient time for interactive discussions. Wherever possible, the setting should be face-to-face.

Yet, these R&I foresight projects have not always gone to plan. Bottlenecks identified include recurring ones such as insufficient time for comprehensive analysis and stakeholder engagement, or financial constraints that can prevent in-depth trend analysis and essential foresight activities. It can also be time-consuming to mobilise a diverse group of experts and policy-makers for participatory exercises, which can be a challenge in a time-critical project. Short-term thinking and a reluctance to challenge established beliefs can hinder the exploration of alternative futures and stifle innovative foresight efforts. Others reported the "impact gap" and their struggle to ensure that foresight results influence decision making, often exacerbated by an over-reliance on written summaries that lack engaging communication methods. Finally, maintaining objectivity in horizon-scanning activities and avoiding the pitfalls of techno-optimism can also be challenging.

What's next? Trends in R&I foresight

The report provides answers to those curious about the new frontiers and trends in the use of R&I foresight. Whether it's the integration of AI and machine learning technologies into foresight practices, the representation of future generations and nature in foresight processes, speculative and design-based approaches or debiasing techniques, the methods of R&I foresight are constantly evolving.

For those wishing to expand their networks, the report also provides an overview of international and European (R&I) foresight networks, national (R&I) foresight networks, networks focusing on technology assessment, and examples of regular (R&I) foresight conferences or conferences with sessions dedicated to R&I foresight.

This stocktaking report is a snapshot of the status quo of R&I foresight actors in Europe. However, new innovative projects are being implemented as you read this article. As the Eye of Europe project consortium, we are committed to strengthening fora for exchange among R&I practitioners interested in foresight methodologies. Let's continue the lively discussions on the Futures4Europe platform to shape tomorrow's R&I agendas together.

For more information, feel free to reach out to the author Simon Winter at simon.winter@dlr.de

As a Coordination and Support Action, project “Eye of Europe” aims to enhance the integration of foresight practices into Research and Innovation (R&I) policy making across Europe. Ultimately, the project envisions a more cohesive and influential R&I foresight community that contributes significantly, as a collective intelligence, to shaping and guiding policy decisions.

To this end, Eye of Europe builds on existing initiatives and experiences to foster knowledge-sharing between foresight practitioners and policy makers, attract domain experts in foresight endeavours, and engage a broader audience in futures thinking. Nurturing futures4europe.eu as the online home for the community and running various face-to-face events with different stakeholders will underpin these ambitions.
Methodologically, the project relies on the following building blocks:

• futures4europe.eu as the online hub for the R&I foresight community in Europe: The platform accommodates the interests of various stakeholders such as foresight experts, beneficiaries, domain experts, and an active audience. It operates on multiple integration levels, from mapping organizations and experts to sharing foresight results and capabilities. Moreover, it acts as the communication gateway for ongoing foresight activities, events, educational and inspirational materials.
  
  
• Sharing of practices: This entails mapping institutions engaged in R&I foresight activities, promoting mutual learning through interactive formats, developing shared visions for the future of foresight in R&I policy within the European Research Area (ERA), fostering exchanges among the foresight in R&I policy community through conferences, encouraging dialogues between futurist/expert communities, academics and policy practitioners.
  Key figures: 5 mutual learning events (MLE): 2 online, 3 face-to-face events; 1 vision building event for the Future of R&I Foresight in ERA; 2 conferences
  
  
• Running foresight pilots: Conducting a series of pilot workshops and online consultations with diverse formats, methodologies, and participants. This involves identifying topics of common interest within the European Research Area (ERA), where foresight perspectives offer added value, designing and implementing tailored pilot foresight activities involving various stakeholders, harnessing lessons learnt and feeding them into the platform and other dissemination channels.
  Key figures: 11 Foresight pilot processes: 3 exclusively with citizens, 4 mainly with experts and researchers tackling specific R&I topics, 4 involving a bespoke group of participants. Out of the 11 events, 8 will be face-to-face events, and 3 pilots will take place online
  
  
• Boosting futures literacy: The project encourages meaningful engagement with diverse audiences, from foresight professionals, researchers, policy-makers to various futures sensitive profiles (e.g. entrepreneurs, journalists, artists) and the wider civil society. The project will provide guides, methodology toolboxes, and training modules for R&I foresight and futures literacy, incorporating written and multimedia content.
  Key figures: 5-10 short training sets for participants in foresight exercises; 1 training module for foresight beneficiaries; 1 foresight training for early career researchers, 1 Massive Open Online Course (MOOC) on R&I foresight; 12 conversational podcasts; 6-8 Short videos and/or animated materials showcasing foresight processes and outcomes
  
  
• Fueling the public discourse around futures: Promoting the project and fostering the foresight community via the online platform futures4europe.eu and complementary channels such as social media and a dedicated newsletter. In addition to highlighting the project's own initiatives, Eye of Europe will also aim to promote foresight content developed in other projects, showcasing a diverse range of perspectives and insights within the foresight field. The quarterly newsletter will feature various content types like interviews, project updates, and foresight-related articles. Social media, particularly Futures4Europe's LinkedIn page, will be used to engage professional communities and wider audiences, with a focus on sharing project activities and fostering discussions.