wayne johnson
DESCRIPTION
Sebato's Triangle ReduxTRANSCRIPT
Sebato’s Triangle Redux: The Preferred Model for Industry-University Partnership?
Triple Helix Workshop “Building the Entrepreneurial University”
Stanford UniversityTriple Helix Research GroupNovember 13, 2012
Wayne C. Johnson
California Institute of Technology
Perspectives that Matter
~ The State of the World ~
~ State of Education ~
~ The State of Business ~
The State of the World
Globalization is here to stay,Driving Changes of Equilibrium in…
• Standards of Living
• Economic Performance
• Educational Success
The State of BusinessIndustry Adapts to Globalization
Unrelenting Change
• Explosive Growth (some regions)
• Shrinking (others)
• Rebalancing• Offshoring• Onshoring• Outsourcing• Insourcing• Downsizing• Rightsizing
+ =
Sabato’s Triangle
•Academia
•Industry •Government
•Sabato’s Triangle
•Foundations
•Enlightened Self-Interest
•National System of Innovation
Changing the Ecosystem: Opportunity For Strategic Partnership
Knowledge Supply Chain
• Universities and industry generate knowledge and transfer knowledge.
• Barriers between the two cultures impact the ability to create new knowledge to satisfy society.
The Knowledge Process of the Future
• Outcomes for industry include more effective access to knowledge => reduced technology development cycles.
• Outcomes for universities include increased funds and capacity for pursuing relevant basic research.
10 25 Jan 2008
What is going on around the world?
Developing nations are making significant investments in S&T and innovation for
economic development
0
20
40
60
80
100
120
140
160
180
200
0
1
2
3
4
5
6
7
8
9
10
GE
RD
/ GD
P %
GDP 1960 US$0.7 bil 2009 US$178 bil (254X)
GERD 1978 S$37 mil 2008 S$7.1 bil (192X)
GERD/ 1978 0.2% GDP % 2008 2.7% 2015 3.5%
RSEs / 1990 27.710K FTE 2008 87.6 (3.2X)
Labourintensive
Skillintensive
Capitalintensive
Technology Intensive
Knowledge Based /Innovation Driven
Science & Technology Plan 2010
(2006-2010)
S$13.9 billion
Science & Technology Plan 2005
(2001-2005)
S$6 billion
National Science &
Technology Plan (1996-2000)
S$4 billion
National Technology
Plan (1991-1995)
S$2 billion
Transformation of Singapore’s Transformation of Singapore’s EconomyEconomy
Singapore as a global S&T hubSingapore as a global S&T hub
Partnerships in Talent DevelopmentMultiple Career Opportunities
PhD RSEs at A*STAR
Research
Start Ups
Academia
Industry
Research Leadership
A*STAR-Academia Pathway, University Joint appointments,Adjunct appointmentsSecondment
Awarded President’s Science and Technology Medal in 2009
13,000 papers published to date (FY2006-2010)
950 primary patents applications filed to date (FY2006-2010)
850 RSEs spun out to industry, including 150 RSEs to 100 SMEs through T-Up to date (FY2006 – 2010)
14 25 Jan 2008
Trends and Issues
Critical Success FactorsCritical Success Factors • A clear, shared vision between partners• Sustained commitment to mutual goals• Investment in talent development and
infrastructure• Policies that support R&D• Respect for intellectual property rights• Fluency in English• Ability to integrate across borders and disciplines
Innovation for GrowthThe Obama Initiative
•16
April 8, 2023 17
Universities Must Respond -Partnerships
for the Future
Industry-Caltech interactions - 3 distinct levels
30 11 August 2010
Holistic EngagementTraditional Engagement
Levels ofEngagement
Industry - University Relations Partnership Continuum
Extraction:Shared Tactics
Collaboration:Shared Ideas
Strategic Partnership:
Shared Aspirations
Level 1
Level 2
Level 3
Earthquake Disaster Management Earthquake Disaster Management System NeedsSystem Needs
Pre-Event (months –years)• Risk Assessment• Emergency Preparedness • Risk Mitigation & Recovery Planning• Capacity Building
During Event (seconds)• Early Warning Alerts (10s of seconds)• Move to safe zone• Shut down of critical infrastructure
Aftermath (hours-years)• Emergency Response• Situation Awareness• Damage Assessment• Damage Mitigation
IEC Strategic Partnerships IEC Strategic Partnerships
• Open collaboration benefits everyone • Optimized investments for Win-Win-Win
– Universities, industry and government– Improves ability to innovate in order to solve world-wide problems – Enhances international relationships and capabilities–Improved infrastructure and education benefits the world
•Include other university/academic institutions that complement Caltech/JPL capabilities
Funding Model
Industry PartnershipsIndustry Partnerships
US Government PartnershipsUS Government Partnerships
Models for Public Private Partnership in Higher
Education Think Globally <-> Act Locally
…is now…
Think Locally <-> Act Globally
Academia
Industry GovernmentSabato’s Triangle
Foundations&
NGO’s
Enlightened Self-Interest
National System of Innovation
The Partnership Continuum• An
increasing level of trust is developed in the partnership.
• The relationship becomes a holistic engagement in the strategic partnership phase.
“My vision is simply this – the top 50-100 companies and entrepreneurs in America come together and join with government and universities to create the next ecosystem platform: steer the investments, manage the complexity, solve the problems and issues that arise, and work together to create the next level of unbridled innovation and prosperity.”
Wayne JohnsonVice President, HP University Relations
Worldwide
“Innovation 3.0”
April 8, 2023 26
“Today, the only remaining sustainable source of competitive advantage is implementation of new knowledge.”
Lester Thurow
Thank You!
Backup Slides
Partnership Models
Partnership Models• 1-Element (“go it alone”)• 2-Element: Industry-University• 3-Element: Industry-University-Government
−Sabato’s Triangle• MegaCommunities
Model Evolution• Over time, the higher-impact models have
evolved from −1-element (go-it-alone),
− to 2-element partnerships,
−and more recently to 3-element partnerships,
−and finally Megacommunities
Vertically-Integrated Value Chains
• Closed value-delivery systems (VDS)• Example: IBM in the early 70’s• “Go it alone” or, “Do everything yourself” philosophy• Little visibility to competencies “inside” the single VDS• Competitive at the “ends” of the model (Research, and
Customer Delivery)• Essentially, a “black box” model, where something
wonderful comes out at the end• Middle notes in VDS remain hidden from view, not exposed
to competition, and relatively unoptimized
Ideas, R&D,Technology
Products,Services
Circa: 70’s, 80’s for ICTs
IBM
Partnered, Value Networks
• Beginning of transparent value-delivery systems (VDS)• Examples: Raytheon, defense subcontractors• Some outsourcing is taking place, along with selective
insourcing and partnering (non-competitive)• Partners are still discouraged from working with
competitors• Model is competitive at the “ends” (Research, and
Customer Delivery), and co-operative in the middle• Distinctive competencies begin to emerge• Business leaders seek to gain leverage on the
competencies the choose to keep “in-house”
Products,Services
Ideas, R&D,Technology
Circa: late 80’s, early 90’s for ICTs Defense subcontractor
Raytheon
The Emergence of Ecosystems… the Beginning of “Open”
• Optimization around distinctive (core) competencies• Examples: Boeing, HP, Autodesk, nVIDIA• Lines between “competitors” and “partners” begin to blur• All forms of cooperation are entertained• Model is both co-operative and competitive at each node in the VDS (“co-
opetition”)• Disintermediation becomes the norm; spin-offs are common• Costs are driven down, efficiencies are gained, and the end-users and
customers benefit significantly from increased contribution at much lower cost
• Model decisions are managed and optimized on the 1st derivative – how things evolve and change over time (vs. static position, competitive position of today)
Products,Services
Ideas, R&D,Technology
Graphics Companies (ex. nVIDIA)Circa: late 90’s for ICTs
HP, Autodesk
“Open” Value-Net based Ecosystems
• Highly networked, multi-output, multi-stakeholder model• Examples: Individual entrepreneurs, Olin student• “Open Standards” enable rapid evolution, and intense competition• New value nodes are created and destroyed easily and frequently• World-class competencies are needed, in order to survive• One company’s deficiency becomes another company’s opportunity• Cross-discipline, cross-industry contributions are the norm• Cross-geography, cross-cultural “localizations” are the norm• Economies of scale are present, that are simply not possible in
other models
Products,Services
Ideas, R&D,Technology Circa: 2000+ for ICTs
Olin student mfg. in China