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"CNOs - Collaborative Networked Organizations - and the emerging challenges for traditional innovation environments
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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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
II. Emerging realities of global innovation landscape
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
……
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
• ,
13.10.2011, Ilkka KakkoGlobal Oasis Network
Respect Serendipity
Kuva: Jaakko Kilpiäinen
See you in netWork Oasis!© Henry Chesbrough, 2008
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
III. Challenges for the regional development and innovation management
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
* ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of
Technology-Led Economical Development”, June 2009, www.iftf.org/iasp
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
* ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of
Technology-Led Economical Development”, June 2009, www.iftf.org/iasp
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
• 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
• ,
13.10.2011, Ilkka KakkoGlobal Oasis Network
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….
13.10.2011, Ilkka KakkoGlobal Oasis Network
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/
• ,
13.10.2011, Ilkka KakkoGlobal Oasis Network
IV. Vital elements to support dynamic CNOs
13.10.2011, Ilkka KakkoGlobal Oasis Network
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)
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
Training Camp in February 2004
Kuva: Jaakko Kilpiäinen
“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
13.10.2011, Ilkka KakkoGlobal Oasis Network
Training Camp in February 2004
Kuva: Jaakko Kilpiäinen
© ECOLEAD, Santoro, Bifulco
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
V. 3GSP approach and Oasis way of working
13.10.2011, Ilkka KakkoGlobal Oasis Network
The history and vision for 3GSP approach
2002 2008
Oas
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idea
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orn
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Wor
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is o
pen
s in
Joen
suu S
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ark
2006
Kar
oste
ch fou
nded
and
Glo
bal
Oas
is N
etw
ork
conce
pt
2014
3 G
SP la
unch
in IASP W
orld
Con
fere
nce
2009
3GSP o
per
atio
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13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
© Lee Fleming 2004 /HBR November 2004
Diversity and Value of Innovation
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
13.10.2011, Ilkka KakkoGlobal Oasis Network
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
13.10.2011, Ilkka KakkoGlobal Oasis Network
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