UNIVERSITY OF OULU

KAJAANI UNIVERSITY CONSORTIUM

CEMIS-OULU

INNOVATION CENTRE

JOUKO KÄSMÄ, PROJECT MANAGER

PALi PROJECT

UNIVERSITY OF OULU, KAJAANI UNIVERSITY CONSORTIUM

CEMIS-OULU INNOVATION CENTRE

CEMIS-OULU IS AT THE SERVICE OF SMEs AND GLOBAL CORPORATIONS

CEMIS-OULU IS AT THE SERVICE OF HIGHER EDUCATION AND RESEARCH INSTITUTIONS IN FINLAND AND INTERNATIONALLY

CEMIS-OULU WORKS IN CLOSE COOPERATION WITH KAJAANI UNIVERSITY OF APPLIED SCIENCES, THE VTT TECHNICAL RESEARCH CENTRE OF FINLAND, THE CENTRE FOR

METROLOGY AND ACCREDITATION (MIKES), AGRIFOOD RESEARCH FINLAND (MTT) ANDTHE UNIVERSITY OF JYVÄSKYLÄ

CEMIS-OULU PROMOTES THE FORMATION OF SPINOFF COMPANIES

3

•University of Lapland

•University of Oulu

•UNIVERSITY OF OULU, KAJAANI UNIVERSITY CONSORTIUM

•CEMIS-OULU

•HELSINKI

•University of Vaasa

•University of Eastern Finland, Joensuu

•University of Eastern Finland, Kuopio

•ST. PETERSBURG

•University of Jyväskylä

UNIVERSITY OF OULU, KAJAANI UNIVERSITY

CONSORTIUM

•CEMIS-OULU

•INNOVATION CENTRE

•@Development Director Jouko Käsmä

CEMIS-OULU

ANALYTICAL CHEMISTRY / BIOANALYSIS

OPTICAL SPECTROSCOPY

IMAGING MEASUREMENTS

INFORMATION SYSTEMS AND SENSOR NETWORKS

MEASUREMENT AND BIOANALYSIS SERVICES

RESEARCH, DEVELOPMENT AND

INNOVATION SERVICESPROJECT WORK

INDUSTRIAL APPLICATIONS:FOREST AND PAPER INDUSTRY, MECHANICAL TIMBER INDUSTRY, BIOENERGY, FOOD AND

COSMETICS INDUSTRIES, MINING AND ROCK INDUSTRIES, SPORTS AND WELL-BEING

•REGIONAL ENGAGEMENT•KNOWLEDGE-INTENSIVE INDUSTRIAL POLICY

SPECIALIST SERVICES

PALi PROJECT & CEMIS-OULU

• The University of Oulu decreed a new operating model

and organisation for the Kajaani University Consortium as

of 1 January 2011.

• The University of Oulu established the Centre for

Measurement and Information Systems, CEMIS-OULU,

within the Kajaani University Consortium.

• The PALi Project was involved in the design of the new

operating model. Now the project is taking part in

implementing the model and developing it further in order

that services can be offered to support companies’

research, product development and innovation activities.

• The project will support the future internationalisation of

research at CEMIS-OULU. name and date

PALi RESOURCE POOL

A. DEVELOPINGOPERATING PROCESSES

• € 125,000 (19%)

B. DEVELOPING SERVICES•€ 268,000 (40%)

C. MARKETING AND PR•€ 103,000 (15%)

D. INNOVATION ACTIVITY AND DEVELOPING INNOVATION ABILITY

•€ 143,000 (21%)

•RESOURCE POOL•€ 682,915,000

•Outsourced services€ 30,000

•PLANNING HUMAN RESOURCES

•MANAGEMENT REPORTS ON PROJECT

•SCHEDULING SUBPROJECTS

•STEERING GROUP

•EXPERT GROUP

•@ Jouko Käsmä

TECHNOLOGICAL DEVELOPMENT ROUTE

Jouko Käsmä

CEMIS-OULU

KNOWLEDGE RESERVESTECHNOLOGY ROADMAP

COMPANIES’KNOWLEDGE RESERVES

TECHNOLOGY ROADMAP

SHARED TECHNOLOGICAL

DEVELOPMENT ROUTE

DRIVERS: FUNDING, HUMAN RESOURCES, TECHNOLOGY AND SERVICE ROADMAP, PROJECTS, INFRASTRUCTURE, NETWORKS, HEADHUNTING, etc.

GOALS /

OUTCOMES

INNOVATION

An innovation consists either

of a competitive advantage

that is created and utilised or

of better practices.

@ Jouko Käsmä

AWESOMENESS

Umair Haque favours the term

“awesomeness” over “innovation”.

@ Jouko Käsmä

HOW IS AWESOMENESS

ATTAINED?

• “Awesomeness happens when thick – real,

meaningful – value is created by people who love

what they do (bioanalysis, measurement technology,

etc.), added to insanely great stuff, and multiplied by

communities who are delighted and inspired

because they are authentically better off.”

– Umair Haque

@ Jouko Käsmä

@ CEMIS-OULU

Jouko Käsmä

19.4.2011

11CEMIS-OULU

Frame of Reference for Innovative Competence

• At CEMIS-OULU, the competences required for building and maintaining value networks are subdivided into three main categories, asfollows. A few examples are provided beneath the category headings.

A. Subject-Specific Competence

Expertise in a sector, its management and

its development

B. Structural Competence

Organisational skills that support

innovation

C. Process Competence

Forming a creative tension in the

operating environment

Knowledge of sector Creation of structures that support innovation Defining oneself and one’s identify

Knowledge of its operators Removing obstacles and constraints Appealing to creative individuals

General managerial competence Integration and accumulation of competence Leading through interpretation

Service competence Innovation management Opening opportunities

To generate awesomeness, we need awesome

skills. Most importantly:

• Metacognitive skills, which allow us to think about thought

and innovation

• Outlining dialogue, which allows us to talk about what

doesn’t exist

• Social media mind; a state of mind where we think according

to the conditions and methods of the social media

• Awesome learning ability: new information must be

transformed into awesome phenomena

• Mobilising energy: management in the new world is about

managing energies

• The biggest challenge remains cultural transformation. People

and organisations who are used to the old order will hold on

desperately to the past. @Jouko Käsmä

CEMIS-OULU SYSTEMS INTELLIGENCE

SYSTEMS INTELLIGENCE AMONG

CEMIS-OULU’S MANAGEMENT AND

PERSONNEL

BUSINESS INTELLIGENCE

FUNDING STRATEGIES

SYSTEM THEORIES

INNOVATION THEORIES

GROWING TECHNOLOGIES

SYSTEMIC THINKING

SERVICE OPERATIONS

INNOVATION ABILITY

TECHNOLOGY ROADMAP

•ECOSYSTEMIC THINKING

REGIONAL CONTEXT

MARKETS/COMPANIES

FUNDING BODIES

POLITICAL DECISION-MAKERS

OFFICIALS

•INTERACTIONCOMMUNICATION

DIPLOMACY

BUSINESS

•DIALOGUE

MULTIPLE INTELLIGENCE

SUCCESS INTELLIGENCE

EMOTIONAL INTELLIGENCE

•@ Jouko Käsmä

• tt

CEMIS-OULU INNOVATION ACTIVITY AND

DEVELOPMENT OF INNOVATION ABILITY

CREATIVITY

TECHNOLOGIES(Roadmap)

• SCIENTIFIC METHODS

COMPETENCE

BUSINESS

PROCESSES

ICT SOLUTIONS

COOPERATION:

METSO

UPM

OTHER COMPANIES

BUSINESS INTELLIGENCE

MARKET AND TREND KNOWLEDGE

SERVICE PORTFOLIO

DEVELOPMENT OF NEW PRODUCTS AND APPLICATIONS FOR DIVERSE CUSTOMER SEGMENTS

TEAMWORK

MANAGEMENT

TRUST

RESOURCE POOL

@ Jouko Käsmä

ALLIANCE: CEMIS-OULU, METSO, UPM KYMMENE, KEMFINE,

KIANTAMA and COMPANY X

TRANSFORMING VALUE INNOVATION INTO PRODUCTS

Jouko Käsmä, 19 April

2011

CEMIS-OULUSERVICE OPERATIONS

ROADMAP

UPM KYMMENE

PRODUCT FAMILYMETSO

PRODUCT FAMILYTECHNOLOGY ROADMAP

•TECHNOLOGY ROADMAP

SHARED TECHNOLOGY INTERFACE FOR COLLABORATION BETWEEN COMPANIES

“VALUE INNOVATION TO PRODUCT” MODEL ACHIEVED THROUGH ALLIANCE

•SME X2

•SME X1 (SPINOFF)

• PALi

PERSONNEL & COMPETENCE

SERVICE INNOVATION

SERVICE PORTFOLIO PRODUCT CHANNELS COMPANY

WORK

FOR CUSTOMERS

@ Jukka Räty & Jouko Käsmä

CEMIS-OULU INNOVATION MILL

BUSINESS PARTNERSHIPS

– GLOBAL CORPORATIONS 67

– SMEs 71

• THE RESEARCH TEAMS HAVE 40 SHARED BUSINESS

PARTNERS.

• THE WORK DONE IN THE LABS PERMEATES GLOBAL

COMPANIES, ALL THE WAY DOWN TO THEIR

SUBCONTRACTOR CHAINS.

• COMPETENCE AND KNOWLEDGE ACCUMULATE THROUGH

THE INTERACTION PROCESS IN THE COMPANIES, THEIR

SUBCONTRACTOR CHAINS AND THE LABS.

• AIM: THE LAB RESEARCHERS CAN FOLLOW THE

APPLICATION AND COMMERCIALISATION OF THE

RESEARCH OUTCOMES THROUGHOUT THE PROCESS, EVEN

WITHIN COMPANIES.

138

CEMIS-OULU DEVELOPMENT SCHEME STRUCTURE

• The labs’ innovation ability development scheme

comprises the following components: competences,

business processes, ICT solutions, cooperation and

business intelligence. Creativity and renewability lie at the

heart of innovation ability. Working creatively, we can come

up with entirely new and unique solutions that bring

superior competitive advantages to the labs.

The innovation process comprises diverse functions:

basic research, applied research, development, testing,

pilots, commercialisation and finally market launching and

internationalisation. Commercialisation is done by our

business partners.

@ Jouko Käsmä

THE INNOVATION PROCESS AND BUSINESS

PARTNERSHIPS

• The innovation process comprises diverse

functions: basic research, applied research,

development, testing, pilots,

commercialisation and finally market

launching and internationalisation.

Commercialisation is done by our business

partners.

@ Jouko Käsmä

STUDENTS STAY ON AT THE UNIVERSITY AS PROJECT RESEARCHERS. THEY CONDUCT

RESEARCH TOGETHER WITH COMPANIES, “ACCUMULATING INTEREST”. AFTER THE

PROJECT THEY MAY FIND EMPLOYMENT IN THE SOCIETY IN MANY DIFFERENT CAPACITIES.

THE MEASUREMENT AND BIO LABS ARE GOOD INCUBATORS FOR EXPERT COMMUNITIES

AND OWN ENTERPRISES. GROWTH IN THE SCIENTIFIC COMMUNITY BRINGS SIGNIFICANT

ADDED MERITS TO WORKERS.

THE RESEARCHER’S CAREER PATH

RESEARCHERS

BUSINESS WORLD

ENTERS A COMPANY

•AS A TRAINEE

•AS A TEMPORARY EMPLOYEE

FOLLOWS THE PROGRESS OF THE INNOVATION FROM THE COMPANY’S POINT OF

VIEW

STUDENTS

- FEED INTO LABS

POSTGRADUATE STUDIES

PROFESSOR

OWN ENTERPRISES UNIVERSITY/POLYTECHNIC BUSINESS WORLDEXPERT IN INTERNATIONAL

AFFAIRS

•@ Jouko Käsmä