Multi meet oirschot nostalgie

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nostalgia or to mourn a golden age. to be a meeting of the superiors of the entities involved in the common formation . Throughout his life, he trained several . to his own country in , he worked in the Montfort Centre in Oirschot until. Moreover, it shows that all the interviewees mentioned several parts of this framework when . By the time you manage to meet that demand, the customer already . The attitude of the former group of people can be referred to as nostalgia. .. van der Duin, P.A., van Oirschot, R., Kotey, H. and Vreeling, E. (), ''To. Holland, Childhood Memories, Sweet Memories, Nostalgia, Tv Series, Remarque , met acht kinderen aan het ontbijt voor de schouw in Oirschot, Nederland 3.

Dutch politicians do not often take decisions by themselves but like to consult representatives of different societal institutions, such as labour unions.

It is believed that this way of decision-making yields better decisions and makes it easier to implement those, since all political parties and societal organisations that are involved feel represented and hence will support the decision. By extension, it is often pointed out that Dutch entrepreneurs tend to focus primarily on the short term rather than the future.

This is confirmed by research into cultural differences between countries, which indicates that Dutch entrepreneurs have a long-term focus that is slightly below average and leans towards the short term Hofstede, As a result, an inherently long-term activity like innovation often suffers and organizational resources are primarily being spent on solving operational problems rather than on exploring new opportunities.

So, this is a kind of cultural hindrance to make the Dutch economy and society more innovative. In the previous section, we explained how the future and innovation are inseparably connected. In this section, we see what the experts we interviewed think about the importance of looking to the future for innovation.

Despite the fact that different terms are used when talking about looking to the future, there is indeed a broad consensus among the interviewees that looking to the future is important for innovation. According to Arthur Nederlof E. In saying this, Nederlof makes an important remark with regard to the impact looking at the future has on innovation.

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Having a vision by itself is not enough. It is a way to provide direction to the innovation process and it is certainly not a goal in itself. Determining which innovations will be used to realize the vision is equally important.

Otherwise, a vision it little more than a meaningless piece of paper as far as the direction and content of the innovation process is concerned. According to Jaap van Duijn former board member Robecoit is impossible to direct the innovation process, but it is possible to indicate where the nodes are located. Willem Vermeend Maastricht University feels it is important for people to have dreams: You need to transcend today.

Otherwise, any talk of innovation is disconnected from reality. Being proactive goes beyond an awareness of trends and implies the ability to recognize them before the customer does. Willem Vermeend Maastricht University: In a sense, you need to anticipate what you customers may want tomorrow.

Anyone who wants to innovate successfully need to move beyond current market demand and think about what people may want tomorrow.

This means that any competitive advantage may vanish virtually overnight. Novation also emphasizes the fact that current demand can be misleading: By the time you manage to meet that demand, the customer already demands something else.

You will be too late. If you do not like the end goal, you need to adjust your strategy based on where you j j VOL. What is your end goal? What would you want to achieve? Professor Robbert Dijkgraaf University of Amsterdam also points to the social relevance of having a vision for innovation. In a sense, it is about political leadership. You need to be ahead of the troops. Dijkgraaf mentions education as an area that has been neglected in The Netherlands and that requires a major overhaul.

According to Robbert Dijkgraaf, having a vision of the future is an indispensable element of such an overhaul. Also a future vision is needed to ensure that the Dutch knowledge infrastructure is genuinely renovated rather than merely patched up. He argues in favor of a more future-oriented focus among entrepreneurs and politicians and sees it the main condition for being able to move up the innovation ladder again.

As far as professor Berkhout is concerned, a vision begins with a clear idea about the future that contains the certainties of the future. To Berkhout, the concept of vision is more than idle talk is made clear when he establishes a direct connection between the idea of the future and the person who takes charge to realize that future.

Berkhout argues that an idea of the future contains clear choices that will not always be equality pleasant, but that are necessary to establish a leading market position.

This connection was confirmed by the experts in subsection 4. But that does not mean that every innovation process is accompanied by one or more visions of the future or that everyone who is involved in an innovation process thinks and acts ahead. Unfortunately, business behavior in general and innovation in particular in the Netherlands is characterized by a preference for the short term.

As we have seen, innovation is by definition a long-term activity. So, it is not too hard to realize that short-term innovation is a bit of a contradiction in terms. Despite the importance of having a long-term vision when it comes to successful innovation, in practice it is something that is often lacking. In this section, we show that the road to the future offers many excuses to turn our back on that future and we illustrate that by considering those factors from the viewpoint of the framework of Figure 1: Sylvia Roelofs ICTOffice mentions an institutional reason for not looking at the future ahead and gives an example of a restriction to innovation in healthcare.

In the procurement process involving seven long-term ICT pilots in hospital environments it was made clear that hospital cannot budget for a period longer than four years. Although this problem was eventually solved, after several tricks and U-turns, it says a lot about the time horizons of, in this case, hospitals.

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In addition, as becomes clear from what Roelofs told us, the extra effort that is needed to resolve these kinds of issues delay the innovation process, which is better served by speed and quickly creating mass. In a study into the way Ministries are using futures research in political and strategic processes, an anecdote was mentioned about a Minister who had taken the unique step of commissioning a long-term explorative study van der Duin et al.

However, the Dutch Parliament was unhappy about the fact the Minister had the audacity to meddle in affairs that lay beyond his expected period in office. In this context, professor Alfred Kleinknecht Delft University of Technology points out that, since the emergence of the Fortuyn movement[2], many older Dutch politicians have been replaced by younger, inexperience politicians who are apparently more susceptible to short-term considerations.

It is true that history is a very popular social theme in The Netherlands. The country is riddled with historical museums and it is often said that we need to learn from the past van der Duin, However, as far as a dynamic phenomenon like innovation is concerned, the value of that kind of wisdom is strongly debatable. In terms of Figure 1 this means that the vision of the future vision does not have a long time horizon and because of that lacks sufficient to inspire actors within the Dutch innovation system.

The internal ambitions are too close to the present and thereby causing the trends being neglected. Also, the process model is not being fed by this future vision meaning that most innovation processes have a rather short-term horizon. Innovation is heavily focused on renovation and change, which inevitable means letting go of the past. That is why creativity, another aspect of innovation, serves as a means of moving towards new things and thus realizing change. In this context, it is hard to explain the fondness of Dutch politicians of looking at a country like Finland, which is known for being creative, as an example.

Many of the interviewees mentioned Finland, and in particular Nokia, as an example. However, examples are fairly useless when it comes to formulating a national innovation policy. Although at the moment Finland is known to be an innovative country, there are no guarantees that that will remain the same in the future.

Perhaps Finland also realizes that, to remain innovative in the future, changes need to be made to the current innovation principles. New times ask for new best practices, which is why it is not smart and perhaps even a little dangerous to base the future Dutch innovation system on the lessons that have been learned in another country.

In short, history is a bad counselor when it comes to innovation. In this context, Durk Jager board member Chiquita points out that the social and economic dynamics in The Netherlands are limited.

Also he places that remark in a context in which he draws a comparison with the USA, historically a notoriously dynamic society, he says it is as though The Netherlands is painting a still-life picture of itself.

The immediate consequence of this is that the Dutch tend to find out what they should have done five or ten years ago. In terms of Figure 1 this, once again, means that the future vision is largely absent and that the incentives from both the internal ambitions and the external developments are rather low. The future vision if you can call it that way is too much identical to the past and that means that it will become very difficult for leader to translate that into challenging innovation processes leading to transition paths that really make the future different from the past.

Another important hurdle with regard to looking to the future is the tendency among many companies to favor the short term. Because futures research and innovation is predominantly a long-term affair, any attention to the short term will automatically be at the expense of long-term considerations. As the American politician Henry Kissinger put it succinctly: They no longer have any time for the future.

We are all so busy with today that tomorrow takes us by surprise every time. Although the expectation and hypothesis was that they do so the most when things are going well, it turned out the opposite was true. When things are going well, there is simply no time to look to the future: In addition, there seems little need to innovate. After all, things are going swimmingly! Never change a winning team!

On the other hand, many entrepreneurs feel an increased sense of urgency when things are going less well. However, the tragedy is that, when times are tough, there are no resources to carry out futures research.

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In other words, come rain or come shine, there is always an excuse not to innovate and look ahead. He goes on the say: This is illustrated by a case study involving De Efteling, a Dutch amusement park Ybema, In this study it showed that there was a dichotomy among the employees, some of whom celebrated past successes and were proud of what they had achieved, while others were more interested in thinking what De Efteling should be in the future.

The attitude of the former group of people can be referred to as nostalgia. The attitude of the latter group can be described with the neologism postalgia. As was expected, the latter group was more interested in anything to do with innovation than the former. In terms of Figure 1 this means that leadership is not present or is not doing the right things.

Leadership within the Dutch innovation system is not sufficiently focused on change and innovation, and it only takes very few and very small steps on the transition path. It seems that formulating a strategy and having vision are considered to be secondary. Short-term gains are being favored above the long-term well-being of organizations. All this results in innovation processes that do not have sufficient ambition and that are too incremental.

There is another reason to explain why the short term is favored at the expense of the long term. This has to do with the growing importance of innovation to the continuity of companies. As a consequence, employees with operational responsibility start playing a role in the innovation process. This can be a welcome development, if it means getting input from customers to feed the innovation process.

However, there is also a risk that employees in a financial function start looking at the innovation process from a perspective that is too exclusively monetary in nature. Given the fact that uncertainty, future, and creativity are part of innovation, one can imagine why innovation does not sit well with someone who finds it hard to look beyond merely financial consideration.

The growing attention to innovation among companies is a good sign, but it must not mean that innovation is smothered to death. It is a fact of life that many innovation processes or projects will fail. In fact, that is a good thing, because it means that people are willing to take risks. In terms of Figure 1 this means that not sufficient attention is being paid to the innovation processes. Meaning that, too many people are involved in innovation processes that do not appreciate the uncertain, creative, and long-term nature of innovation.

As a result innovation processes are not sufficiently radical. Conclusions and suggestions for improvement 5. Too often, the future is being defined as a set of activities and goals that need to be realized at a short-term. The most striking example of this is the future vision that the Innovation Platform itself formulated to inspire Dutch entrepreneurs and managers.

An analysis of this vision regarded it as utopian, methodologically very weak, and therefore not inspiring and supporting for setting up innovative activities van der Duin and Sabelis, Also, it turns out that Dutch managers have more short-term targets and incentives than long term. Dutch managers rather prefer to realize short term gains by implementing cost-cutting measures, not only because that is considered to be the best option for their company but also because that is better for their personal business career.

Taking risks by innovating is therefore considered to be a strategy that is not recommended. Lastly, it shows that looking at innovation and to the future from a financial and budgetary perspective does not promote innovating. Managers who mostly hold that view are not able to develop a vision of the future that can guide innovation processes since they are not able to appreciate the uncertain nature and outcomes of innovation processes and apparently do not have sufficient patience for this.

In terms of the WEF-factors mentioned in section 1 we now can better understand why the Dutch score quite low on these factors. An innovation system consists of various actors, including universities, government organizations, major companies, research institutes, and smaller entrepreneurs.

In light of this diversity, it would be taking things too far to try and come up with a complete list of recommendations that in addition is relevant to all the actors involved. Therefore, the list below is a small selection of suggestions for improvement: Appoint a minister for innovation.

In light of the national economic importance of innovation, appointing a Minister for Innovation can hardly be called a luxury. Broadly speaking, the Ministry for Economic Affairs deals with ongoing economic matters. A Ministry for Innovation could develop a strategic focus on innovation.

Such a Ministry is needed, because the ongoing matters, and consequently the existing interests of Economic Affairs focus too much on the present rather than the future, which means that there can be no genuine innovation.

The Minister for Innovation would not have to have political color. He or she should aim to bring the Netherlands back to the top five or even top three of most innovative countries. This would require a new approach: That will enable the country to rise on the innovation ranking.

The mandate for this Minister must transcend a single government term, at least until the ambition has been realized. At that point the dossier can be handed over to Economic Affairs. In terms of Figure 1 this means that this Minister for Innovation will have a central, leading role in the framework. He or she will be responsible for setting up an inspiring and challenging vision of the future and make sure that this vision is being reflected in the innovation processes and the transition path.

Support the entire innovation process and not just the beginning. We have argued that innovation is a long-term affair. An innovation can only be seen as an innovation when the finish has been reached: However, a lot of the innovation policy, at the Dutch government as well as Dutch companies, is focused on the first phases of the innovation process. It would appear as though innovation is seen as a collective good that the market fails to deliver.

Government seems to think that companies simply underestimate the importance of innovation for themselves and for society as whole. This means that government and businesses need to have more than a portfolio approach to the types of innovation that need to be developed. Also, a focus on the way resources are distributed throughout the innovation process is important. Spending more money during the later phases of the innovation will also help get promising innovations that have come stuck moving again.

In addition, there will be discussion about which innovation process needs to be supported. However, by primarily making companies responsible for the decision which innovation to develop, the government is able to avoid this difficult discussion. Of course, any government has limited resources en painful choices are unavoidable.

But at least this way the government will support more innovation processes that have already made a promising start. Although this will in practice amount to the government once again picking or backing winners, the role of the government is not to back innovation processes that have a smaller chance of success. Placing Romani Pentecostalism in an historical and social context. Thurjfell, David and Marsh, Adrian, eds. Gypsies and Charismatic Christianity.

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