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Investing for GrowthThoughts and Reflections on Building an Innovation Economy
Idaho Economic Development Association ConferenceGordon Jones
Founding Dean, College of Innovation & DesignBoise State UniversityNovember 18, 2015
@thegojo / @boisestateID
Investing for GrowthThoughts and Reflections on Building an Innovation Economy
Idaho Economic Development Association ConferenceGordon Jones
Founding Dean, College of Innovation & DesignBoise State UniversityNovember 18, 2015
@thegojo / @boisestateID
Gordon Jones Intro
Goals for today
Just for fun….
“I think there is a world market formaybe five computers.”
- Thomas Watson, Chairman of IBM, 1943
“I think there is a world market formaybe five computers.”
- Thomas Watson, Chairman of IBM, 1943
“This ‘telephone’ has too manyshortcomings to be seriously
considered as a means ofcommunication. The device isinherently of no value to us.”
- Western Union, Internal Memo, 1876
“This ‘telephone’ has too manyshortcomings to be seriously
considered as a means ofcommunication. The device isinherently of no value to us.”
- Western Union, Internal Memo, 1876
“Who the hell wants to hear actorstalk?”
- Harry Warner, Warner Brothers, 1927
“Who the hell wants to hear actorstalk?”
- Harry Warner, Warner Brothers, 1927
“If I had thought about it, I wouldn’thave done the experiment. The
literature was full of examples thatsaid you can’t do this.”
- Spencer Silver, on the work that led to the uniqueadhesives used on 3M Post-It notepads
“If I had thought about it, I wouldn’thave done the experiment. The
literature was full of examples thatsaid you can’t do this.”
- Spencer Silver, on the work that led to the uniqueadhesives used on 3M Post-It notepads
Innovation, Innovators, and LargeOrganizations
Innovation, Innovators, and LargeOrganizations
Innovation is about Discovery
• Innovation = Invention / Discovery / Improvement• Experimentation is essential
•If you want consistency – focus on standardizing
• If you want innovation – focus on freedom
• On a related note…..“Entrepreneurship is often thought of as starting anew business or creating innovation. But in reality entrepreneurship, inour view, is the pursuit of opportunity beyond the resources youcurrently control” – H. Stevenson
• Innovation = Invention / Discovery / Improvement• Experimentation is essential
•If you want consistency – focus on standardizing
• If you want innovation – focus on freedom
• On a related note…..“Entrepreneurship is often thought of as starting anew business or creating innovation. But in reality entrepreneurship, inour view, is the pursuit of opportunity beyond the resources youcurrently control” – H. Stevenson
Change in Ecosystems and Organizations Happen –Just Not Quickly!
"“Would Facebook have started at Stanford?Maybe,” Lewis adds. “But Zuckerberg was takinghalf his courses in Psychology and Sociology, andI think it was the collision of the computer scienceand the social science experience that made himrealize that there was a big opportunity there thatno one else was doing.” – Prof. Harry Lewis
• Top 50 Universities a Century Ago
• Only 2 still on the list
• What guarantees that your organization will stayrelevant over the next 5, 10, 25 years?
• Innovation ecosystems are created gradually –not overnight (Silicon Valley, Boston…..)
• Top 50 Universities a Century Ago
• Only 2 still on the list
• What guarantees that your organization will stayrelevant over the next 5, 10, 25 years?
• Innovation ecosystems are created gradually –not overnight (Silicon Valley, Boston…..)
Barriers to Change
"“Would Facebook have started at Stanford?Maybe,” Lewis adds. “But Zuckerberg was takinghalf his courses in Psychology and Sociology, andI think it was the collision of the computer scienceand the social science experience that made himrealize that there was a big opportunity there thatno one else was doing.” – Prof. Harry Lewis
• Structural
• Cultural
• Environmental
• Structural
• Cultural
• Environmental
Innovators share core traits• Innovators habitually possess a strong internal locus of control
• Belief that it is your actions lead to outcomes, not external forces that control outcomes
• They also see opportunity where others see disruption• Risk tolerance, willingness to see opportunity where others see disruption
• Culture has a strong influence on risk-taking and tolerance of failure
InnovationEcosystemBuilding:
Harvard i-labExample
InnovationEcosystemBuilding:
Harvard i-labExample
Boston Ecosystem
Government Universities Larger EmployersStartups Media Associations Investors
Foundations Support OrganizationsAdapted from:
Daniel Isenberg, Babson, 2014
Harvard University
A Shift in Thinking
"“Would Facebook have started at Stanford?Maybe,” Lewis adds. “But Zuckerberg was takinghalf his courses in Psychology and Sociology, andI think it was the collision of the computer scienceand the social science experience that made himrealize that there was a big opportunity there thatno one else was doing.” – Prof. Harry Lewis
Leading academicians argued thatevery educated person should
“know how to put their ideas to use”
Innovations Flow fromMany Fields
Science,Behavior &Technology
Politics, Law& Public
Policy
BusinessModels
& the Arts
Four Pronged Approach
Design Thinking & InnovationProfessor Srikant Datar
Hands on. Learning by doing. Cross-disciplinary.
• Human-centered design• Problem framing• Breaking cognitive fixedness• Ideation & rapid prototyping
• Usability testing & feedback• Pitching ideas to stakeholders• Implementation• Managing innovation
Faculty Enabled Industry Collaboration(Leveraging human-centered design)
Identify …• Ways to help individual floors reduce hospital
readmissions• Solutions to reduce hospital-instigated opioid
tolerance?
Identify …• Environmentally friendly housekeeping practices.• Products or services to stimulate demand for Disney
collectable items (pins)
Identify…• Ways to increase compliance around eczema
treatment.
Identify …• Environmentally friendly housekeeping practices.• Products or services to stimulate demand for Disney
collectable items (pins)
Identify …• New market opportunities, especially (CSA)
programs.
Learning by Doing – Venture Creation
Learning by Doing – Industry Collaboration andWorkforce Readiness
Impact at Harvard goes beyond our work• Perception of the university
shifting• Vehicle for culture change at
Harvard• Recruiting best faculty and
students• Cross-university community
around innovation• Inter-disciplinary collaboration on
neutral ground
Perceptionof Harvardchanging
Recruitingtop faculty& students
Platform forpiloting future
innovation
• Perception of the universityshifting
• Vehicle for culture change atHarvard
• Recruiting best faculty andstudents
• Cross-university communityaround innovation
• Inter-disciplinary collaboration onneutral ground
Culturechange
Platform forpiloting future
innovationCross-university
community ofinnovators
Impact for Boston hold promise for growth
• Functioning node in the Bostonstartup economy
• Expanding the number of startupsand small-businesses launching
• Spurring potential for economicgrowth (Boston and beyond)
• Expanding opportunity forindustry collaboration
• Further integrating Harvard intothe Boston community
Functioningnode inBoston
ecosystem
Expandingnumber
of ventures
Newindustry
collaborationopptys
• Functioning node in the Bostonstartup economy
• Expanding the number of startupsand small-businesses launching
• Spurring potential for economicgrowth (Boston and beyond)
• Expanding opportunity forindustry collaboration
• Further integrating Harvard intothe Boston community
Expandingnumber
of ventures
Spurringpotential for
economicgrowth
Furtherlinking
talent and Univ.To Boston
SelectedLessonsLearned
(8 total)
SelectedLessonsLearned
(8 total)
• Don’t Believe the Experts• It takes an ecosystem, but
Universities can be that catalyst• Collaboration is the Currency of
Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates
change• Practice what you Preach (or Act
like a Startup)
1. Don’t believe the experts….• Don’t Believe the Experts• It takes an ecosystem, but
Universities can be that catalyst• Collaboration is the Currency of
Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates
change• Practice what you Preach (or Act
like a Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities
can be that catalyst• Collaboration is the Currency of
Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
2. It takes an ecosystemand universities can be key catalysts
• Don’t Believe the Experts• It takes an ecosystem, but Universities
can be that catalyst• Collaboration is the Currency of
Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
3. Collaboration is thecurrency of innovation
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
4. Permeability is Good
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
5. If you build it theywill (not) come (automatically)
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities can
be that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
6. Don’t build another silo• Don’t Believe the Experts• It takes an ecosystem, but Universities can
be that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a
Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a Startup)
7. Build a model thataccommodates change
• Don’t Believe the Experts• It takes an ecosystem, but Universities can be
that catalyst• Collaboration is the Currency of Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates change• Practice what you Preach (or Act like a Startup)
• Don’t Believe the Experts• It takes an ecosystem, but Universities
can be that catalyst• Collaboration is the Currency of
Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates
change• Practice what you Preach (or Act like a
Startup)
8. Model the behavioryou wish to produce• No access for non-Harvard students
• Open only ‘normal’ business hours
• Process centric approach to work
• Cursory community access
• Password protected website
• Minimal collaboration incentiveoutside of Ivy League
• Don’t Believe the Experts• It takes an ecosystem, but Universities
can be that catalyst• Collaboration is the Currency of
Innovation• Permeability is Good• If you build it they will (not) come
(automatically)• Don’t Build another silo• Build a model that accommodates
change• Practice what you Preach (or Act like a
Startup)
• No access for non-Harvard students
• Open only ‘normal’ business hours
• Process centric approach to work
• Cursory community access
• Password protected website
• Minimal collaboration incentiveoutside of Ivy League
Footnote on Boise
• Today: 20/20 vision• Tomorrow: Vision and Goals• Questions to consider:
• Audit / scorecard results of your community vs. peers• Where can your organization contribute to the greater
innovation ecosystem?• In the absence of a key ‘player’ who or what organizations
can serve as substitutes? (ie. no university)• What are your resources at your disposal?• What unfair advantages does your community have?• What is the culture of your organization, community?
• Watch out: Horserace between ego, pride, andgreed……• Ego preventing collaboration• Greed stifling incentives to collaborate.
In closing …• Today: 20/20 vision• Tomorrow: Vision and Goals• Questions to consider:
• Audit / scorecard results of your community vs. peers• Where can your organization contribute to the greater
innovation ecosystem?• In the absence of a key ‘player’ who or what organizations
can serve as substitutes? (ie. no university)• What are your resources at your disposal?• What unfair advantages does your community have?• What is the culture of your organization, community?
• Watch out: Horserace between ego, pride, andgreed……• Ego preventing collaboration• Greed stifling incentives to collaborate.
Thank You!Thank You!
)
