The Agreements on Strategic Priorities for Research and Innovation 2026–2029 provide a basis for strategic investments with multiannual R&I priorities in critical technologies, the green transition, and life sciences. The funding bodies should set the direction for and steer these investments through concrete strategies developed in close dialogue with the R&I environments.
DFIRbrief 59: Denmark can benefit more from multiannual investments in research and innovation (pdf)
The Agreements on Strategic Priorities for Research and Innovation 2026–2029 can strengthen Denmark’s security, strategic autonomy, and areas of strength – not least by enhancing the international positioning of Danish research and innovation (R&I) environments in emerging and future technologies. This, however, presupposes that the funds are allocated on the basis of a clearly articulated strategic direction.
Innovation Fund Denmark, which is responsible for allocating slightly more than half of the multiannual funding, could advantageously develop concrete investment strategies in close dialogue with the R&I environments – rather than relying on open calls that directly mirror the wording of the political agreements. This can support a targeted and sustained build-up of research capacity, infrastructure, and collaborations over time.
DFIR highlights that Innovation Fund Denmark can build on its own experience from developing roadmaps for the green missions, while also drawing inspiration from international models for strategic foresight, for example from Business Finland. In these models, scenarios for international technological development and national R&I environments’ positioning opportunities are closely linked to the allocation of funds and portfolio management.
A close integration of strategic foresight and investment decisions can strengthen the decision-making basis for Danish R&I investments, contribute to a shared direction and alignment of expectations, and promote the establishment of partnerships and networks across R&I environments and sectors. At the same time, ongoing dialogue and regular updates of strategies can ensure greater agility, allowing investments to be adapted to technological developments and changing political or societal needs.
DFIR assesses that such systematic and strategically anchored processes may, over time, also contribute to greater transparency in prioritisation and reduce the risk of fragmentation and narrow interests in the allocation of the research reserve. The approach can also be applied in the development and updating of Denmark’s sector strategies, including, for example, a strategy for the Danish defence industry. Finally, DFIR points out that the process could usefully be complemented by strengthened coordination of universities’ R&I activities, inspired by the Dutch model, as DFIR has previously proposed.
