Markku Markkula's presentation ACSI - Why Finland?

ACSIWhy Finland?Markku Markkula, Advisor to the Aalto Presidents,Innovation Executive ACSI

Traditionally need to be good:• Research• Education

Several universities are also good:• Innovation

Universities

2

Markku MarkkulaAalto UniversitySocietal Impact

EducationResearch

Innovation

Minimum requirement is that each of these

three operational areas has a strategy.

These need to be integrated.

The Role of University Management

Management & integration &

synergy

Markku MarkkulaAalto UniversitySocietal Impact 3

EU: The Future Is Based on Knowledge Triangle

European Institute of Innovation and Technology EIT: “Innovation requires an integrated knowledge triangle”

Enhanced capacities + high degree of integration + leadership are prerequisites for scaling up Europe’s innovation performance.

EIT is locating one of its five ICT research units on the Aalto University campus in Otaniemi. Education

Innovation

Research

KNOWLEDGE TRIANGLE

Knowledge Triangle will be conceptualized to become a unique strength of Aalto

4


EU 2020 Strategy

EU 2020 three mutually reinforcing priorities: • Smart growth: developing an

economy based on knowledge and innovation.

• Sustainable growth: promoting a more resource efficient, greener and more competitive economy.

• Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion.

Aalto & Societal Innovations:• Focus on grand challenges• The strong role of universities is crucial:

Knowledge Triangle i.e. synergy between research & education & innovation

• Combine technology driven innovation policy & societal needs driven innovation policy

• Modernize the Triple Helix cooperation: University – Industry – Cities

• Living labs & user-driven innovations: people & process development

Need for a second generation innovation agenda

Aalto as a Forerunneramong Universities


EU 2020 Strategy 7 Flagships

1. "Resource efficient Europe”2. "An industrial policy for the globalisation era”3. "An Agenda for new skills and jobs“4. "European Platform against Poverty“5. "Innovation Union“6. "Youth on the move“7. "A Digital Agenda for Europe"


Aalto Strategic Role in Setting National Agenda and in Implementing National Innovation Strategy and National Creativity Strategy

Board April 2009

Influence National Agenda

Global Forerunner

Real life & Real Case -

Approach

Our target

Aalto will by 2020 become the most important player in setting the national science, creativity and innovation agenda.

Aalto will by 2020 develop its strengths as a globally unique hub of excellence in research, development and innovation.

The concept of Aalto Living Lab based on Real Case -approach and with selected strategic partnerships will by 2020 create Aalto the pioneering world leader role in teaching and learning in open-innovation and shared knowledge creation processes.


Aalto Conceptualizing Knowledge Triangle

Education

Innovation

Research

Mar

kkul

a, M

iikki

, L: &

M.,

Pirt

tivaa

ra, M

(20

09)

Critical success factors are:

1.Starting point: Every individual & every work community & every organization has its own strategic needs and focus on these three perspectives of the knowledge triangle.

2.Creating platforms and processes for collaboration.

3.Orchestration of the whole concept.

Platform

& processes for new

solutions

within the w

ork & w

ork comm

unity

Platform and processes for learning by RDI

Pla

tform

& p

roce

sses

for f

ores

ight

&

Kno

wle

dge

co-c

reat

ion

solu

tions

OrchestrationStrategic Alliances for

concepts and processes + methods and tools +

physical, virtual, and mental

spaces• Foresight and

competence needs• Culture & Learning • Impact of Education &

Societal Competitiveness

• Good Practices• Methods and tools• Passion to Learn

• Education & Well-being in Society

• Human-centric Ba• Testing and

prototyping


1. Different learners integrated in the same learning process:

a) Working life experts (continuing education students)

b) Young graduates doing their masters (basic students)

c) Researchers (post-graduate students)

2. Different learner groups have different roles and responsibilities.

3. Need to be based on conceptualized processes. Target is mass customization & personalization and at the same time integrate different perspectives throughout the process.

Creating the Aalto Concept for Knowledge Triangle Based Learning


ACSI to Be Based on Finnish Strengths

Development of Aalto societal impact activities will focus on strengthening specifically those areas where we are an internationally recognized and acknowledged forefront actor, such as:

• Small northern European nation having top results in many competitiveness benchmarking studies

• The global innovation map (see: Harvard Business Review March 2009)

• PISA and Knowledge Society• National commitment to creativity and innovation policies• The highest degree of university-industry cooperation• Strong in arts and architecture• Nature • Community and corporate social responsibility


© Markku Markkula

Role of Parliamentsin National Innovation Policy

Finance lifelong learning,R&D and knowledge

infrastructure

Lead, stimulate andcatalyze science, technologyand innovation development

Create favourable legislativeenvironment for knowledge creation

and competence development


Parliament of Finland, Committee for the Future 1998:

The Finnish Road to Success

1. Implementing Lifelong Learning Strategy 2. Developing National Innovation System

3. Increasing Investments in R&D4. Operating as an Information Society

Laboratory within EU

Knowledge Management Plays a Crucial Role

Wisely Influencing

Globalisation

Exploiting Information

and Technologyto the Full

The Human Aspect

in Innovation

Governance of Matters

and Life

SuccessFactorsDefined by the Parliament

Finnish National Action Plans on the Way to the Knowledge Society

Need for Restructuring and Reshaping the Public Sector

© M

ark

ku M

arkk

ula


• Permanent status, 17 MPs,• Tasks: inventing the future, technology assessment,• Special focus among others:

- regional development,- the future of work,- knowledge management,- eEurope,- creativity and innovations

• Parliament in 2003 approved the Committee’s report ”Finland 2015” with several policy statements, among others:

- Strategic goal for Finland to become a pioneer in innovation, education and culture.- Increase of R&D funding to reach the level of 4% of GDP.

Parliament of Finland,Committee for the Future

© Markku Markkula


Milestones of Finnish Technology Policy

Copyright © Tekes

1979198219831984198519871991199519961999

National technology committee Council of State resolution on technology policy Founding of Tekes Technology programmes startedEUREKA startedState Science and Technology Council establishedFinland becomes a member of CERNFinland becomes a member of the EUGovernment decision to increase R&D fundingFinnish R&D funding exceeds 3 % of GDP


INNOVATIVE ENTERPRISES PARTICIPATINGIN PUBLIC-PRIVATE CO-OPERATIONAs a percentage of total innovative enterprises (aggregated manufacturing and services sectors)

Source: Science, Technology and Innovation in the Netherlands, 2004. Ministry of Education and Ministry of Economic Affairs

24

68 8 8 8 9 9 9

14 15

19

05

10152025303540

IT LU NL PTUK IE ES DE AT FR BEDK SE

36

FI

Co-operation with highereducation institutes

1 14 5 6 7 7 8 8 8

11 1214

05

10152025303540

LU IT IE AT PT NL DE BE FR ES SEUKDK

29

FI

Co-operation with research institutes

Finland highest in EU

16


USA Today 25 August 1999

Cover story:

Finland – Wireless Nation

”In this technology-

driven country, the

future is now.”

”With a mobile phone, users can send

messages, surf the Net and even buy

snacks.”


Ranking of EU Countries

Copyright © Tekes

Denmark

Sweden

UK

Netherlands

Germany

Luxembourg

France

Austria

Belgium

Ireland

Spain

Italy

Portugal

Greece

Info

rmat

ion

soci

ety

Inno

vatio

n

and

R&D

Liber

alis

atio

n

Finan

cial

ser

vice

sEnte

rpris

eSoci

alin

clusi

onSust

aina

ble

devel

opm

ent

Netw

ork

indu

strie

s

1

3

2

6

4

7

5

9

8

11

10

14

12

13

15

1

4

2

6

7

3

13

5

9

8

10

11

12

14

15

1

2

6

3

5

8

4

7

10

9

12

11

13

14

15

4

1

2

8

7

3

5

6

9

10

15

12

13

11

14

1

3

4

2

7

8

5

6

10

11

9

12

13

14

15

3

2

5

1

7

10

6

9

12

8

4

11

15

13

14

2

1

2

8

4

12

5

9

7

6

10

11

13

14

15

1

4

3

7

6

2

8

9

5

10

13

12

11

14

15

The Lisbon review 2004The Lisbon review 2004

Source: World Economic Forum WEF, The Lisbon Review 2004

FinlandFinland

Totalrank

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

18

NorwayU.K.CanadaIcelandGermany10

U.K.SwitzerlandSwitzerlandAustraliaTaiwan9

IcelandSwedenJapanNorwayDenmark8

USATaiwanHong KongSwitzerlandU.K.7

NetherlandsCanadaSwedenCanadaCanada6

SwitzerlandFinlandUSADenmarkIceland5

FinlandIcelandDenmarkSwedenSweden4

SingaporeDenmarkFinlandFinlandSingapore3

SwedenSingaporeIcelandSingaporeUSA2

DenmarkUSASingaporeUSAFinland1

2005-062005-052003-042002-03 2001-02NRI

Rank

Korea

Iceland

Finland

Singapore

Switzerland

Sweden

Denmark

2006-07

USA

Norway

Netherlands

Finland: Time to Wake-up National Innovation Strategy Implementation


Finland = Innovation

# 2 Innovation Hot Spot in the world

Harvard Business Review March 2009;

# 3 Global Innovation in the world

The Economist Intelligence Unit, April 2009;

# 1 Higher Education and Training in the world, World Economic Forum, September 2009;

# 1 Availability of Scientists and Engineers in the world

World Economic Forum, September 2009;

# 1 Prosperity in the world

Legacy Prosperity Index, October 2009;

.


2008 eSRI vs NRI rankings(= e-skills readiness vs network-readiness)

NRI ranking 2008

eS

RI r

an

kin

g 2

00

8

Source : eLab@INSEAD, based on GITR data

Finland

50

40

30

20

10

60 50 40 30 20 10

DKSWEFIN

SINICE

SWI

ISRNORMAL CAN

NEDBELUK

JAP AUTNZ

GERIRE AUL

FRA ESTHKTUN

PORSLO

LIT

IND

THA

CZBAR

HUNMLTJOR

CHL SPALATKSA CYP LUX

CRO SKGRE

ITA

POL

ROM

USA

KOR

21

Aalto Creating Unique Concepts

• Basic Research focused on Grand Societal Challenges• Aalto Factories• International multidisciplinary educational programs:

• Two new Master programs on Creative Sustainability and International Design Business Management are examples of educational programs focusing on societal needs.

• New developments in Urban Planning: Doctoral Program of the Built Environment and Master program in Managing Spatial Change

• Aalto Camp for Societal Innovation• Research cooperation with Strategic Centres for Science,

Technology and Innovation


Aalto Responding to Grand Challenges

According to the Aalto Strategy potential research focus areas are:• service economy, • digitalization, • energy and sustainable use of natural resources,

and • a people oriented living environment.


Aalto FactoriesMulti-disciplinary Opportunities

Expertise workshops, the first new platforms for collaboration within Aalto University:

– Design Factory– Media Factory– Service Factory

Based on areas in which the three universities already co-operate.

The workshops are environments to– learn– teach– research, – co-create

Academic teams and students, as well as companies or communities work together.


Government &Industry policy

IndustryUniversities

SCSTI*

Innovative role in strategic industry verticals:- Facilitate cooperation

between science and business

- Build stronger initiatives- Accelerate the creation

of new business

Contribution to the Finnish industrial innovationS

ourc

e:

Rei

jo P

aaja

nen,

TIV

ITNew Initiative in Finland: Strategic Centres for Science, Technology and Innovation*


1. Human capital 2. Innovativeness 3. Concentration 4. Infrastructures

5. Enterprises 6. Institutions 7. Living conditions and environment

8. Developer networks 9. Creative tension

10. I

MA

GE

REGION

Present conditions

Competiveness factors

Challenges

Competitiveness

Attractiveness

Self-renewalability

GOALS

ASSESSING THE COMPETITIVENESS OF A REGIONStåhle & Sotarauta 2002

Parliament of Finland, Committee for the Future

The Concept of Regional Innovation Policy: Developer Networks and Creative Tension Make the Difference

Aalto & T3 Innovation Hub, Unique Globally :

Future Is Based on Formula i WB = T3 + e3

T 3Science and technology

Art and design

Business and

economy

KEILANIEMIOTANIEMI

TAPIOLA

T3 development is based on the Strategy of the Helsinki Metropolitan Area: Integrating Otaniemi University Campus & Tapiola Garden City & Keilaniemi High Tech Business Community.

i = innovation; WB = well-being; T3 = Tiede, Taide, Talous; Science, Art, Business

e3 = eettisyys, esteettisyys, elämyksellisyys; Ethics, Aesthetics, Experience

31

“The capital region is a progressive world-class business and innovation centre bolstered by science, art, creativity, learning ability and high-quality services. The success of the area promotes the wellbeing of its inhabitants as well as that of all Finland. The metropolitan area is developed as a united, functional region with its surroundings closely integrated into nature, providing a comfortable place for living, learning, working and entrepreneurship.”

The four priorities of the Helsinki Metropolitan strategy are:1.Improving top-quality education and

know-how2.Building good quality of life as well as

a pleasant and secure living environment

3.Strengthening user-driven innovation environments and developing public procurements

4.Internationalization of the metropolitan area and its connection to global networks

Aalto T3 & Aalto Living Labs & Real Case approach are open innovation concepts

by means of which cities, enterprises and their strategic partners implement the strategy of

the Metropolitan region.

T 3

Greater Helsinki Vision


The message of this book is based on the metaphor of several triangles in the front cover. The foundation and origin of the cultural growth is the human mind with the stem of the tree symbolizing lifelong learning. Its strong branches reach out to the three university missions: research, education and interaction with society. The blossoming flowers represent the solid base of creative synergies and collaboration, crucial for sustainable development: knowledge triangle integrating research & education &

innovation; continuing education triangle integrating individual &

university & employer; triple helix integrating universities & industry & public sector.


Global Cooperation

33

FinnSight 2015 Important Research

Human Interaction Lay the Foundation for Welfare:

– human interaction, understanding and dialogue

– multicultural competence – language and communications – lifelong learning and

understanding – people and the media – human technology – human creativity – increasingly intelligent technology– Finnish culture as an area of

competence.

Continuous Learning Is Crucial:

– neurological, cognitive, motivational and social basis of learning

– human technologies that support learning

– technology-based working and operating environments, management of mobile and distributed work

– implementation of lifelong learning, the education system and informal learning (learning outside institutions)

– civic skills and competencies, life control and social innovations.

The following are two lists out of ten as the results of the FinnSight 2015. The work was organized through ten panels in the joint Academy of Finland and Tekes foresight project,

which identified focus areas of competence.


Technology Driven Innovation

Science

Solutions- Customers -

Corporations

Customer needs- Co-creators -

Society

Societal urgency

Scope of collaboration

Push

Supply driven

From

indu

stry

to s

ervi

ce e

cono

my

to s

usta

inab

le s

ocie

ty

© Synocus Group 2023-04-1137

Grand Challenge Innovation

Science

Solutions- Customers -

Corporations

Customer needs- Co-creators -

Society

Societal urgency

Scope of collaboration

Pull

Demand driven

Em

erge

nt, e

co-c

oncs

ious

soc

iety

© Synocus Group 2023-04-1138