khanty mansiysk october 2011

13.10.2011, Ilkka KakkoGlobal Oasis Network

CNOsA challenge for traditional innovation environments

Discovery consists of seeing what everybody has seen and thinking what nobody has thought

Albert Szent-Gyorgyi


Content of the presentation

I. Introduction to Collaborative Networked Organisations (CNOs) –

separate ECOLEAD presentation © Martin Ollus

II. Emerging realities of global innovation landscape

III. Challenges for the regional development and innovation management

IV. Vital elements to support dynamic CNOs

V. 3GSP approach and Oasis way of working

Q & A


II. Emerging realities of global innovation landscape


Trends setting the context for technology regions and research parks over the next 5-20 years.*)

• Economy & society

1. From Free Markets to Stimulus Capitalism

2. The Group Economy

3. Ecological Economics come from Age

• Science & Technology

4. Biology by Design, Nature as Source and Code

5. Ubiquitous Computing

6. From Artificial Intelligence to Hybrid Sensemaking

7. The New Scientists

8. Science Institutions Transformed

……


Trends setting the context for technology regions and research parks over the next 5-20 years.*)

• Models and Places for R&D

9. New Global Map of Science

10. Lightweight Innovation

11. Universities: From Ivory Tower to Economic Engine

12. From Knowledge Diffusion to Sticky Know-How

13. The Social Life of Small Research Spaces

14. From Research Parks to Regional Knowledge Ecosystems

* ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp


Emergence of regional knowledge ecosystems *)

• Focus on dynamics of interaction with each other and new “none institutional elements”

>> “Networks” – the challenge is to specify “networks” and how they operate

>> CNO theoretcial approach and methodologies vital

• A holistic approach – focus not on isolated activity (inside a company or cluster) but what happens within specific firms and clusters as a cohesive system

• >> ecosystem thinking

• To understand how organizations and ”none institutional elements” perform in hyper-turbulent chaotic environments

*) Ref Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp


Emergence of regional knowledge ecosystems *)

• Innovation management bodies (like STPs and Regional Devepoment agencies) traditionally providing services

>> now actively managing activities and knowledge creation

>> CNO theoretcial approach and methodologies vital

• Scientific knowledge and tools available anywhere “on demand” because of scientific and technology bloggers, social media, virtual collaboration platforms and innovation intermediaries

• >> regional ecosystem elements that provide the capasity repeadetly re-inventing the cluster is paramount

• More emphasis on creativity mechanisms that link local assets to global competence and markets in ways that create value

• To include informal networks that stretch far beyond the major regional institutions of today

*) Ref Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

• ,


Respect Serendipity

Kuva: Jaakko Kilpiäinen

See you in netWork Oasis!© Henry Chesbrough, 2008


Emergence of freelancer entrepreneurship and coworking movement

• Freelancer entrepreneurship

• 16,2 % of European workforce are self-employed (2004)

• The number of self-employed rose 22 % in UK from 2002-2009, to 2,3 million people

• Gen Y start ups – but also 60 + start ups!

Coworking movement

• The number of coworking spaces is rocketing

• In 2005 only a few existed in the whole world - one of the first ones was FlexLab in Joensuu Finland

now 820 globally (May 2011) • The increase in numbers just between February 2011 – May 2011

was 17 % according to http://www.deskmag.com/en/820-coworking-

spaces-worldwide-statistics


III. Challenges for the regional development and innovation management


STP scenarios *)

1) Science and Technology Parks 3.0

• Incremental change adds up

• Universities as catalysts

• Parks as Living Labs for sustainability

• Bringing Biotech and Big Pharma Closer Together

• A Spur on the Science 2.0 *)

* ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of

Technology-Led Economical Development”, June 2009, www.iftf.org/iasp


STP scenarios *)

2) The Rise of Research Clouds

• Disruptive Competition from outside

• An Oort cloud around universities

• A crucible for new institutions and networks

• Parks hobbled high-energy infrastructure puts parks at a disadvantage

• Lightweight approaches push biotech R&D in productive new directions




STP scenarios *)

3) Dematerialized Innovation

• Research parks in decline

• Universities retreat to the ivory tower

• Parks as event spaces

• Costly energy pushes R&D into cyberspace

• Biotechnology stagnates




Strategic implications *)

Building biomedical places: From Silicon Valley to Biopolis

Building responsive universities

Future business models: from products to services

Rewards for grand visions

Making know-how sticky

Working at the very large and very small scale simultaneously

Cultivating a regional knowledge ecosystem

……

• * ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp


Strategic implications *)

Leadership for the ”Long Now”

From managing dirt to manging activity

Re-assessing assessment tools

Developing brands

*) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

Some comments of experts regarding the different STP

scenarios *)*) Ref: An Independent Supplement from Mediaplanet distributed within the Wall Street Journal,

December 2009


• Science and Technology Parks 3.0

NC State’s Centennial Campus has the real feel of a community, with condominiums, a middle school and a golf course adjacent to university academic “neighborhoods,” private corporations, nonprofit institutions and government agencies. IIn coming decades, this greater interweaving of

research parks with their communities might indeed become the standard paradigm.” James

Zuiches, vice chancellor for extension, engagement and economic development at North Carolina State University in Raleigh, USA

• Research Clouds

“Research parks should work on trying to increase the diversity among their clientele. So far, it

looks like science parks are no longer very attractive to the younger generation. Young people feel they are too rigid or too businesslike. They like this more relaxed environment. You have to develop methods for “serendipity management” and “open innovation” to discover ways to best

facilitate the ad hoc collaborations. Otherwise it will happen in coffee shops and bars.” Ilkka

Kakko, Managing Director of Karostech Ltd, Finland

• The decline of STPs because of their unability to match the needs of new era

“Collaboration is not often pretty, It’s rarely easy to understand. You can’t pass a rule that says,

Tomorrow we’re going to collaborate. It has to become embedded in the culture.” Rick Weddle,

President of Research Triangle Park, NC, USA

• ,


New innovation landscape – a challenge for science parks *)

• The complexity of traditional organizational structures

• The increased market requirements for flexibility call for better usage of resources and connectivity to global competence pools.

• The key players in a new innovation landscape are truly nomadic and well inter-connected

• They work and live in a world powered and inspired by CNOs

• Open innovation and social entrepreneurship widely used

• Value paradigm …. Company values <> personal values … “downgrading, slow life etc” …. The rise of new individual entrepreneurship

• == > Vital innovation activities are happening outside the walls of traditional STPs

• Continue….


New innovation landscape – a challenge for science parks *)

• A new approach is needed third generation of science parks (3GSP). • The 3 GSP environment encourages diversity on all layers and respects

serendipity, even a new management paradigm - serendipity management

– is emerging. • The competitive edge for 3GSP is:

• To attract nomadic talent

• To be able to create sustainable professional communities

• To be able to harvest the innovation potential in more fruitful way

• To be able to create ”sticky knowledge” in order to maintain and improve regional competitiveness

*) Ref http://blogs.america.gov/ip/2010/03/05/new-innovation-landscape-a-challenge-for-science-parks/

• ,


IV. Vital elements to support dynamic CNOs


Virtual Organisation Breeding Environment - VBE

• VBE represents an association of organizations and number of related supporting institutions, adhering to a base long term cooperation agreement, and adoption of common operating principles and infrastructures, with the main goal of increasing their preparedness towards rapid configuration of temporary alliances for collaboration in potential Virtual Organisation. Namely, when business opportunity is identified by one member (acting as a broker) a subset of VBE organizations can be selected to form a VE/VO.

(Camarinha-Matos&Afsarmanesh 2008)


Professional Virtual Community - PVC

• PVC is an alliance of professional individuals, and provide an

environment to facilitate the agile and fluid formation of

Virtual Teams (VTs) similar to that what VBE aims to provide

for VOs.(Camarinha-Matos&Afsarmanesh 2008)

• Three dimensions: social, knowledge and business

• Physical space

• Virtual platform


The challenge for innovation environments, VBE & PVC

Existing innovation environments are serving a traditional

company based structure:

• Supporting start ups by incubation

• Technology oriented and research based R&D

• Strong connectivity with regional development bodies

To summarize the new challenges, let’s examine closer the elements and interconnectivity in CNO business ecosystems


Training Camp in February 2004


“Open universe” of organizations

Getting ready to collaborate1.a

VO BreedingEnvironment

VO

VOCreationin VBE

1.b

•Cooperation agreement•Common infrastructure•Common principles•Base trust

•VO planning•VO partners selection•Fast contract negotiation•VO setup

2 Open VO creation

•Wide partners’ search & selection•Establish common infrastructures•Common principles•VO planning•VO partner selection•Collaboration agreement•Contract negotiation•VO setup•Base trust

CollaborationOpportunity

Ready to collaborate !

Goal-oriented

© ECOLEAD Hamideh Afsarmanesh


Training Camp in February 2004


© ECOLEAD, Santoro, Bifulco


Universities

Research Centres

Consultancy Companies

Education

StandardProfessionalServices

BasicResearch

Applied research

LifelongLearning

New Methods

Innovation driven New Knowledge

PVC

The PVC positions itself at the intersection of the traditional actors value proposition, with whom the PVC is intended to collaborate instead of competing.

VT Clients: Enterprises needing Knowldege based services

KR 4.2 PVC BUSINESS MODEL

© ECOLEAD, Roberto Santoro


VT2

Proposal/MethodologicalApproach or product concept

Methodological approach/Product concept market

IPR agreement

IPR agreement

VT5

Standardized Methodology/Commodity

PVC

University

ResearchCentre

Retiree

Individual

Professional

Consultant

Ideas’ market

VT1IPR agreement

Position paper/Basic Ideas

VT3

VO1

Feasible Methodology/architectural design

VT4

Emerging methodology/Product architecture Market

Demonstrated Methodology/Product prototype

Validated methodology/New Product prototypeMarket

VO2IPR agreement

GeneralizedMethodology/Industrialized product

VO3IPR agreement

VT2VT2

Proposal/MethodologicalApproach or product concept

Methodological approach/Product concept market

IPR agreement

IPR agreement

VT5VT5

Standardized Methodology/Commodity

PVC

University

ResearchCentre

Retiree

Individual

Professional

Consultant

Ideas’ market

VT1VT1IPR agreement

Position paper/Basic Ideas

VT3VT3

VO1

Feasible Methodology/architectural design

VT4VT4

Emerging methodology/Product architecture Market

Demonstrated Methodology/Product prototype

Validated methodology/New Product prototypeMarket

VO2IPR agreement

GeneralizedMethodology/Industrialized product

VO3IPR agreement

© ECOLEAD, Roberto Santoro


BREEDING ENVIRONMENT NEEDS HUMAN INVOLVEMENT

=GARDERER

INHERITANCETACIT KNOWLEDGE

=SOIL AND NUTRIENTS

FACILITATION=FERTILIZER

IPR- STRUCTURE=STICK

CAPITAL=WATER

EXPERTISE=SUNLIGHT

IDEAS=SEED

FOCUSING= KILLING THE WEED

HUMAN INTERACTION=CROSSPOLLINATION

© Kakko I & Salminen V, 2009


V. 3GSP approach and Oasis way of working


The history and vision for 3GSP approach

2002 2008

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2014

3 G

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3GSP o

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The vital characteristics of 3GSP

• Focus on supporting innovation activities on individual and CNO level

• ”glocal” - local but with access to global competence pools

• Managing activities and creation of new combinations of competences

•Network Incubation

•Serendipity Management

• ”Oasis – like cocreating space” as an elemental part of facilities

• Extensive use of virtual community platforms – like GLOW in Oasis case


Vital elements of Oasis philosophy

Diversity:

•“Connecting generations”

• Combining Arts, Science and

Business

• Multidisciplinary approach

Serendipity:

• Intersectional innovations

• Ad-hoc interactions

• “Expect the unexpected”FlexLab opening in Joensuu Science Park, September 2004


Characteristic Project Management Serendipity Management

Approach Project Journey, exploration

Type of innovation Directional Intersectional, sustainable

Type of human resources Homo faber Homo ludens, Homo aestheticus-informaticus, Homo creativus

Organisation Fixed in the beginning Flexible during the process

Focus Effective process Best possible result in the end

Structure Closed innovation Open innovation

Mission Goal decided in the beginning Vision decided in the beginning

Competence search While defining the project Training camp approach

Resources, time schedule Fixed Flexible

Management style Command and control Connectivity and collaboration

© Kakko & Inkinen, Science and Public Policy, 36(7), August 2009, pages 537–548,

DOI: 10.3152/030234209X465570; http://www.ingentaconnect.com/content/beech/spp


netWork Oasis as an element of 3GSP

• 1200 square meters in Joensuu Science Park, in operation since December 2006

• Specifically designed areas and rooms for various working, learning and

development tasks

• netWork Oasis environment is designed to nurture creativity and innovativeness

at the individual, working community level and CNO levels

• Clearly differentiable working spaces suitable for different types of activities

• ”GLOW” enables users to be virtually part of the Oasis community

• Database of users’ knowledge, skills and their special willingness

and motivation potential i.e. skills & wills, forms an unique pool of competence


GLOW Mindworks Ltd., Tilamedia TM 2005 GLOW is used in Global Oasis

network to:

• Expand social networks

• Provide profiles with skills and wills

• Search for individual competence

• Enable fast and easy interactions between Oasis members present or on-line

• Support collaboration between Oasis members

• Facilitate serendipitous interactions

• Create new connections and combinations of competences

Mindworks Ltd., Tilamedia TM 2005


Thank You!Further information:

Oy Karostech Ltd, www.globaloasis.fi, www.3gsp.fi

Contact person: Ilkka Kakko

E-mail: [email protected]

+ 358 50 536 2941

Skype: ilkka.kakko

Twitter: Serendipitor

In LinkedIn:

Third Generation Science Parks – 3GSP: http://www.linkedin.com/groups?gid=1975471&trk=myg_ugrp_ovr

In Facebook:

Serendipity Management: http://www.new.facebook.com/group.php?gid=6655331989

khanty mansiysk october 2011

Documents

technology parks

years of technology

regional development

ref ref institute

economical development

networks parks

technology bloggers

age science technology