Knowledge Futures in ICT and Education

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Knowledge Futures in ICT and Education

• Gordon J. Pace

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Introduction and Disclaimer
By now, youve heard about the eForesee project
from far too many lecturers I will be
presenting the Foresight process adopted, and the
results of the process, and will not say anything
about the project itself.
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Overview of the Process

• Tools Used
• Stakeholder-mapping to include strategic players,
  a range of experts and other stakeholders.
• Local awareness-raising and training events.
• Questionnaires
• The creation of an Expert Panel responsible for
  refining the inputs from the consultations.
• Identification and analysis of main drivers.

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Overview of the Process

• The Outcomes of the Process
• Identification of actions lines.
• Creation of independent Foresight initiatives.
• Creation of the Vision Document.
• A second round of consultations with the
  strategic players.
• Implementation of the principal Action Lines.

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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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Building a List of Stakeholders

• Stakeholders identified through
• Participants from NSIT
• Individuals identified
• Respondents to call for interest in local media.
• Persons registering on eForesee website
• Participants in various awareness raising events
• And categorised by
• Ability to provide useful input
• Ability to influence change
• Ability to increase validity of outcome

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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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Mapping of Stakeholders

• Awareness-raising events
• Questionnaire-based surveys
• Co-nomination exercises
• Extensive use of various media, in particular the
  eForesee website
• Stakeholder analysis

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Foresight Training Workshop

• Rationale and Approach to Foresight
• Using Foresight for National STI Policy-making
  (the Accession Challenge)
• Different kinds of foresight (Technology vs.
  Social)
• Scoping foresight, the process of developing
  realistic objectives, mission statement
• Linkage to STI Policy and key decision-makers
• Foresight tools and transfer of hands-on
  experience
• Learning from Relevant Foresight Experiences in
  the EU particularly those focused on small
  catch-up economies.
• Different approaches for adapting foresight
  tools.
• Making the Most of Foresight Outputs
• Designing a Foresight Exercise From theory to
  practice

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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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Four Archetypal Scenarios

• Business as usual (surprise-free, best guess)
• Hard times (major challenges but not catastrophic
  collapse)
• Onwards and upwards (successful mastery of
  current trends, do better)
• Visionary/ paradigm shift (alternative
  directions).

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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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Contrasting Visions for Maltas Future in 2020

• Hard Times Apocalypse Soon! or APOCALYPSO
• Onward and Upward Scenario A Forward-Looking
  Malta
• Paradigm Shift Scenario Go.Malta.Go (Global
  Malta/IT-friendly Malta)

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HARD TIMESApocalyse Soon! or APOCALYPSO

• Malta is sidelined - no active participation
  anywhere in the world. Not forming part of the
  global knowledge economy
• Persistence of the current situation especially
  the fragmentation in industry, government,
  organisations
• The baggage of a thousand years
• We cannot share and network if we have never been
  taught to do this.
• No teamwork at all levels
• We cannot blame youngsters if we do not teach
  them
• Limited space Feel threatened
• No one is doing any sharing
• Brain drain
• Unutilised capacity of ICT investment and in
  education
• Lack of RD

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Onward and Upward Scenario A Forward-Looking
Malta

• Malta is competitive, a leader in ICT with good
  quality of life, cares for the social and
  economic aspects and encourages the generation
  and fostering of ideas.
• The relationship between academic and industrial
  spheres is strong
• Development of the sectors of research and
  innovation
• There is training at all levels and re-thinking
  of the educational system
• There is a social debate about value of
  technology and how to use it
• More maturity among social partners
• Rethinking of political transparency and
  political system
• The infrastructure is improved
• Cooperation develops between local companies and
  clusters develop
• The right funding arrangements are available.

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Paradigm Shift Scenario Go.Malta.Go

• Malta is a showcase to propagate ideas and
  experiments in education.
• Flexible (human resources)
• Small is beautiful
• Creativity
• Community spirit and collaboration
• Maximising on Maltas entrepreneurial heritage
• Application of communication/ collaboration
  skills
• Higher levels of technological innovation
  Infrastructural upgrades
• Government as a facilitator e-government and
  incentives for investment but largely driven by
  commerce
• Reliant on private sector
• ICT catering for needs in business, communication
  and education
• Virtual high bandwidth in place
• Cultural languages, brokerage skills

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The Vision Go.Malta.GoMalta in 2010 Living in
a Knowledge Community

• Highly-networked, knowledge-driven community
  where the knowledge residing in individuals and
  organizations, is mapped on an ongoing basis, and
  made available in real-time via the National
  Knowledge Platform to the community for
  discussion, analysis and learning.
  Organisational, sectoral and socio-cultural
  boundaries are thereby lowered, allowing for
  strong community dynamics in favour of fast track
  learning.
• Highly innovative product niches created, with
  ideas and individuals produced through a national
  applied research center, and supported by a
  startup fund to enable the exploitation of
  emerging new ideas.

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The Vision Go.Malta.Go Malta in 2010 Living
in a Knowledge Community

• Local knowledge strengths in cultural heritage,
  commerce, crafts, fisheries, education, lifelong
  learning, creativity, health, diplomacy, the
  Maltese diaspora, are fully but sustainably
  exploited using latest developments in science,
  technology and innovation.
• The highly developed ICT and KM infrastructure,
  the excellent location and facilities for
  conferencing and research, as well as Maltas
  small size make it an ideal testbed for a synergy
  of innovative eCommunity, eGovernance and
  eCommerce ventures.

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The Vision Go.Malta.Go Malta in 2010 Living
in a Knowledge Community

• The ageing population in Europe allows Malta to
  exploit specialized niche markets in tourism
  catering for a range of concerns and interests
  including a secure environment, health, knowledge
  services especially for persons with special
  needs, lifelong learning, cultural heritage,
  required by the more well-off, mature tourist.

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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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Drivers within Maltese Context
Governance 25
Social/ Cultural 15
Education System (and research) 12
Industry/ Economic 9
Links to Europe and the Mediterranean Region 5
Human Resources 5
Technology 3
Infrastructure and Environment 3
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Overview of the process
Stakeholder Mapping
STEP 1
Stakeholder Pool
Expert Panel
Strategic Clients Experts
Consultations, Interviews, On-line
fora, Desk-based research
STEP 2
STEP 3
Mapping Alternative Futures Events and On-Line

• Possible
• Feasible
• Preferred

• Science Tech
• Economic Political
• Socio-cultural

STEP 4
Exploring Scenarios Expert Panel Meetings
Facilitated Workshop
STEP 5
Feasibility Analysis, SWOTs on Driver, Expert
Panel Meetings and WGs
STEP 6
Recommendations Action Lines and Reports Editoral
Group Meetings
STEP 6
STEP 7
Dissemination, Consultation, Implementation,
Events, Interviews
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The Vision A Summary

• Exploitation of highly innovative product niches
• Building a highly developed ICT infrastructure
• Maltas small size a testbed for innovative
  eAnything
• ICT creating a more secure, better-networked
  community.

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The Vision Malta in 2010 Living in a Knowledge
Community

• Innovative RD towards a more competitive ICT
  industry within a highly-networked,
  knowledge-driven community.

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University of Malta
Pri/Sec ICT education
Industry
MCAST
Diploma Courses
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University of Malta
Applied Research Centre
Pri/Sec ICT education
Industry
MCAST
Diploma Courses
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More research oriented education
University of Malta
Applied Research Centre
Mobility Programme
Pri/Sec ICT education
Industry
MCAST
Diploma Courses
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More research oriented education
Startup fund
University of Malta
Applied Research Centre
Mobility Programme
Pri/Sec ICT education
Industry
MCAST
Diploma Courses
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RTDI Programme
More research oriented education
Startup fund
University of Malta
Applied Research Centre
Mobility Programme
Pri/Sec ICT education
Industry
MCAST
Diploma Courses
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RTDI Programme
More research oriented education
Startup fund
University of Malta
Applied Research Centre
Mobility Programme
Pri/Sec ICT education
Innovative startups
MCAST
Development Industry
Diploma Courses
Multi-nationals
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RTDI Programme
More research oriented education
Startup fund
University of Malta
Applied Research Centre
Mobility Programme
Legal, Regulatory Standards Network
Pri/Sec ICT education
Innovative startups
MCAST
Development Industry
Diploma Courses
Multi-nationals
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RTDI Programme
More research oriented education
Startup fund
University of Malta
eCrime Security forum
Applied Research Centre
Mobility Programme
Legal, Regulatory Standards Network
Pri/Sec ICT education
Innovative startups
MCAST
Development Industry
Diploma Courses
Multi-nationals
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RTDI Programme
More research oriented education
Startup fund
University of Malta
eCrime Security forum
Applied Research Centre
Mobility Programme
Legal, Regulatory Standards Network
Pri/Sec ICT education
Innovative startups
MCAST
Development Industry
eCareer and eEmployment Network
Diploma Courses
Multi-nationals
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Other Action Lines

• Instilling a Foresight culture Schools, policy
  making
• Widening education e-learning, e-centre for
  lifelong learning
• Social and community Culture and ICT,
  FutureFest-Futurechild

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Conclusions

• This was the first local Foresight experience
• It lacked a clear direction and premeditated
  structure.
• We tried to emulate well-tried approaches which
  worked well elsewhere, with limited success.
• The experience provided invaluable input to the
  other Foresight exercises.
• The output is intended to be seen as a live
  document, changing and adapting to new
  circumstances.

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Conclusions (2)

• Lack of relevant statistics and related resources
  is a major stumbling block for Technology
  Foresight in Malta.
• The tools are useful, the process is invaluable,
  identifying and motivating the right actors is
  crucial.