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Innovation Ecosystems Summit Brochure

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The Innovation Ecosystems was held by Media X at Stanford University on July 1, 2011. Various topics in the ecosystems have been discussed, including innovative city, government role, university, ...

The Innovation Ecosystems was held by Media X at Stanford University on July 1, 2011. Various topics in the ecosystems have been discussed, including innovative city, government role, university, collaboration, new research approach, data visualization, investment. People across industries shared insights and strategies for innovation ecosystems.

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Innovation Ecosystems Summit Brochure Innovation Ecosystems Summit Brochure Document Transcript

  • Innova&on  Ecosystems  Summit   11  July  2011  
  • Innova&on  Ecosystems  Network   Innova&on  Ecosystems  refer  to  the  inter-­‐organiza&onal,   poli&cal,  economic,  environmental,  and  technological  systems   through  which  a  milieu  conducive  to  business  growth  is   catalyzed,  sustained,  and  supported.   A  dynamic  innova&on  ecosystem  is  characterized  by  a  con&nual   realignment  of  synergis&c  rela&onships  that  promote  growth  of   the  system.    In  agile  responsiveness  to  changing  internal  and   external  forces,  knowledge,  capital  and  other  vital  resources   flow  through  these  rela&onships.   The  Innova&on  Ecosystems  Network  is  an  interna&onal   consor&um  of  data  partners,  analysis  partners  and  community-­‐ of-­‐prac&ce  partners,  dedicated  to  iden&fica&on  and  visualiza&on   of  success  factors  in  technology-­‐based  development.   Through  research  collabora&ons,  quarterly  mee&ngs,  and   resource  sharing,  we  seek  to  iden&fy  paRerns  of  success  and  key   interven&on  points  in  innova&on  ecosystems  and  enhance   sharing  of  insights  among  the  diverse  groups  of  people.   Par&cipa&on  in  the  Innova&on  Ecosystems  Network  is  open  to   Media  X  member  companies  and  to  affiliated  partners.   -­‐  Martha  G.  Russell   Associate  Director  of  Media  X  at  Stanford  University     Senior  Research  Scholar  at  HSTAR  at  Stanford  University   Innova&on  Ecosystems  Network  
  • Agenda
  • 8:00  -­‐  8:30     Registra&on  and  Con&nental  Breakfast   Welcome  and  Introduc&ons   8:30  -­‐  8:45     Martha  Russell,  Chuck  House,  Keith  Devlin   Infrastructure  for  Innova&on:  Systems  of  Interdependencies     Moderator:  Marguerite  Hancock     -­‐-­‐Norman  Jacknis,  Infrastructure  for  Innova&on  and  Regional  Economic   Growth   8:45  -­‐  10:15   -­‐-­‐Torger  Reve,  Crea&ng  Innova&on  Dynamics  Through  Global  Knowledge   Hubs:  An  Empirical  Analysis  of  Norway   -­‐-­‐Jim  Spohrer,  City  Ecosystems  of  the  21st  Century     Posters,  Camilla  Yu  –  See  appendix  A   10:15  -­‐  10:45   Break  and  Networking   Organiza&onal  Systems  for  Innova&on:  Who  Leads?  Who  Follows?   Moderator:  Kaisa  S&ll   -­‐-­‐John  Roese,  HUAWEI  NA  R&D  Innova&on   10:45  -­‐  Noon   -­‐-­‐Willem  Jonker,  EIT  ICT  Labs:  A  New  European  Approach  to  ICT   Innova&on  Ecosystems   -­‐-­‐Yan  Xu,  Redefining  Technology  and  Innova&on  Industry  Within  the   Context  of  Ubiquitous  Innova&on     Noon  -­‐  1:00  pm   Lunch  and  Networking   Resource  Networks  in  Greentech:  First  Mover  Advantages  and   Boundary-­‐Spanning  Ac&vi&es   Moderator:  Martha  Russell   1:00  -­‐  2:00   -­‐-­‐Steve  Eichenlaub,  The  Corporate  Venture  Investment  Ecosystem   -­‐-­‐Deepak  Jeevankumar,  The  Venture  Capital  Ecosystem   -­‐-­‐Greg  Callman,  Angels/Agencies   2:00  -­‐  2:20   Break  and  Networking   Analyzing  and  Visualizing  Networks   Moderators:  Jukka  Huhtamäki,  Neil  Rubens   -­‐-­‐Kimihiko  Iwamura,  Anatomy  of  a  Personal  Network   2:20  -­‐  3:30   -­‐-­‐Sean  Gourley,  Mapping  the  World’s  Technology   -­‐-­‐Mathieu  Bas&an,  Where  are  Networks?   -­‐-­‐Rahul  Basole,  Visualiza&on  of  Converging  Ecosystems   Knowledge  Transfer  in  Innova&on  Ecosystems   Moderator:  Martha  Russell   -­‐-­‐Dan  Wang,  Brain  Drain  and  Brain  Gain     3:30  -­‐  4:30   -­‐-­‐Egils  Milberg,  Indicators  to  Build  Shared  Vision   -­‐-­‐Chenyang  Xu,  Insights  from  Global  Scou&ng  and  Working  with   Universi&es  and  Startups   4:30  -­‐  5:30   Networking  5:30  on,  Please  join  the  Triple  Helix  Associa&on  Conference,  July  11-­‐14.  Separate  registra&on  is  required.    Innova&on  Ecosystems  Summit    
  • Informa&on  •  Tweet  about  the  Innova&on  Ecosystems  Summit:    TwiRer  Hashtags:  #IESummit,  #IEN,  #MediaXStanford  •  Follow  Media  X  (@MediaXStanford)  and  Innova&on   Ecosystems  Network  (@IEN_Stanford)  on  TwiRer  •  Media  X   hRp://mediax.stanford.edu/summit2011.html  •  Innova&on  Ecosystems  Network:     hRp://www.innova&on-­‐ecosystems.org  
  • Welcome and Introduction
  • Welcome  and  Introduc&on  Martha  G.  Russell  Dr.  Martha  G.  Russell  is    Senior  Research  Scholar  at  the  Human  Sciences  and  Technology  Advanced  Research  (HSTAR)  Ins&tute  at  Stanford  University  and  Associate  Director  of  Media  X  at  Stanford  University.    She  is  a  Senior  Fellow  at  the  Ins&tute  for  Innova&on,  Crea&vity  and  Capital  (IC2)  at  The  University  of  Texas  at  Aus&n.  She  studies  innova&on  ecosystems  using  data-­‐driven  visualiza&on  methods  for  systems  analysis  and  is  promo&ng  the  development  of  new  media  metrics  for  the  persuasive  impact  of  interac&ve,  place-­‐based  and  social  media.  Martha  has  deep  experience  in  cross-­‐sector  research  collabora&on  ini&a&ves  and  interdisciplinary  research  management.  She  has  established  collabora&ve  research  ini&a&ves  in  technology  leadership  and  informa&on  sciences,  pioneered  early  public-­‐private  partnerships  in  microelectronic  and  informa&on  sciences  and  in  manufacturing  technologies.  Martha  has  led  several  entrepreneurial  startup  ventures  in  medical  technology,  agricultural  technologies,  and  consumer  marke&ng.    She  is  on  the  Advisory  Boards  for  Journal  of  Interac&ve  Adver&sing  and  Technology  Forecas&ng  and  Social  Change.    Innova&on  Ecosystems  Summit    
  • Welcome  and  Introduc&on   Charles  “Chuck”  House   Chuck  House  is  Senior  Researcher  in  Stanford’s   HSTAR  (Human  Science  and  Technology   Advanced  Research)  Ins&tute  and  Execu&ve   Director  of  Media  X.  House  was  instrumental  in   establishing  Stanford’s  Values,  Technology,   Science  and  Society  program  that  presaged   today’s  Science  Technology  and  Society   Department,  he  also  was  a  co-­‐founder  of  CITS,   the  Center  for  Informa&on  Technologies  and   Society  at  the  University  of  California,  Santa   Barbara.  House  has  an  extensive  industry   background  –  a  long  development  career  at   HewleR-­‐Packard  was  followed  by  execu&ve  roles   at  Informix,  Veritas,  Dialogic  and  Intel   Corpora&ons.  He  also  has  experience  with  start-­‐ ups  and  small  companies,  selling  units  to   Motorola,  TI,  Intel,  Broadcom,  and  Centerline.   Chuck  will  be  speaking  at  the  IIRUSA-­‐sponsored   Back  End  of  Innova&on  conference  taking  place   October  17-­‐19  2011  in  La  Jolla,  CA.  
  • Welcome  and  Introduc&on  Keith  Devlin  Dr.  Keith  Devlin  is  a  co-­‐founder  and  Execu&ve  Director  of  the  universitys  HSTAR  ins&tute,  and  co-­‐founder  of  the  Stanford  Media  X  research  network,  and  a  Senior  Researcher  at  the  Center  for  the  Study  of  Language  and  Informa&on.  He  is  a  World  Economic  Forum  Fellow  and  a  Fellow  of  the  American  Associa&on  for  the  Advancement  of  Science.  His  current  research  is  focused  on  the  use  of  different  media  to  teach  and  communicate  mathema&cs  to  diverse  audiences.  He  also  works  on  the  design  of  informa&on/reasoning  systems  for  intelligence  analysis.  Other  research  interests  include:  theory  of  informa&on,  models  of  reasoning,  applica&ons  of  mathema&cal  techniques  in  the  study  of  communica&on,  and  mathema&cal  cogni&on.  He  has  wriRen  30  books  and  over  80  published  research  ar&cles.  Recipient  of  the  Pythagoras  Prize,  the  Peano  Prize,  the  Carl  Sagan  Award,  and  the  Joint  Policy  Board  for  Mathema&cs  Communica&ons  Award.  In  2003,  he  was  recognized  by  the  California  State  Assembly  for  his  "innova&ve  work  and  long&me  service  in  the  field  of  mathema&cs  and  its  rela&on  to  logic  and  linguis&cs."  He  is  "the  Math  Guy"  on  Na&onal  Public  Radio.    Innova&on  Ecosystems  Summit    
  • Infrastructure for Innovation:Systems of Interdependencies
  • Infrastructure  for  Innova&on:  Systems  of  Interdependencies     Moderator:  Marguerite  Gong  Hancock     Marguerite  Gong  Hancock  is  Associate  Director  of  the   Stanford  Program  on  Regions  of  Innova&on  and   Entrepreneurship  (SPRIE),  an  interdisciplinary  and   interna&onal  research  program  at  Stanford   University’s  Graduate  School  of  Business.  A  poli&cal   economist,  Marguerite  leads  research  ini&a&ves,   conferences,  and  publica&ons  on  topics  ranging  from   "China  2.0:  The  Rise  of  a  Digital  Superpower"  to   "Smart  Green  Ci&es:  New  Technologies,  Models,   Strategies.”  Marguerite  co-­‐directs  an  execu&ve   educa&on  program,  "Leading  Innova&ve  and   Entrepreneurial  Regions  in  the  Global  Economy.”  She  is   co-­‐editor  of  books  published  by  Stanford  including  The   Silicon  Valley  Edge  (2000),  Making  IT:  The  Rise  of  Asia   in  High  Tech  (2006),  and  China’s  Quest  for  Innova&on   (2008).  Currently,  she  is  co-­‐authoring  a  book  on  the   drivers  and  global  implica&ons  of  the  ascendance  of   China’s  internet  industry.  
  • Infrastructure  for  Innova&on:  Systems  of  Interdependencies    Infrastructure  for  Innova&on  and  Regional  Economic  Growth  Norman  Jacknis,  Internet  Business  Solu&ons  Group,  Public  Sector,  Cisco  Informa&on  highways  connect  local  people  and  businesses  to  global  partners  and  opportuni&es.  The  dynamic  networked  organiza&on  requires  technology,  process  and  culture.   Dr.  Norman  Jacknis  is  Director,  Cisco  IBSG  Public   Sector  (the  company’s  open  innova&on  and  pro-­‐ bono  strategic  advisory  group).  Before  joining  Cisco   in  Feb.  2008,  Jacknis  served  more  than  ten  years  as   CIO  and  commissioner  of  Westchester  County,  NY   government.    Under  his  leadership,  Westchester   County  won  numerous  awards,  including  one  of  the   global  top  seven  Intelligent  Communi&es.     Government  Technology  selected  him  as  one  the   “Top  25  Doers,  Dreamers  and  Drivers.”  At  Cisco,  he   has  worked  with  several  na&onal  organiza&ons  of   senior  public  officials,  including  the  US  Conference   of  Mayors,  with  special  focus  on  developing  their   strategy  for  future-­‐oriented  economic  growth.    His   recent  wriRen  work  includes  a  blog  for  state/local   elected  execu&ves  and  a  chapter  for  the  book,  “CIO   Leadership  for  Ci&es  &  Coun&es.”  Jacknis  received   his  Doctorate,  Masters  and  Bachelors  degrees  from   Princeton  University.      Innova&on  Ecosystems  Summit    
  • Infrastructure  for  Innova&on:  Systems  of  Interdependencies     Crea&ng  Innova&on  Dynamics  Through  Global   Knowledge  Hubs:  An  Empirical  Analysis  of   Norway   Torger  Reve,  Wilh  Wilhelmsen  Chair,  Strategy  and  Industrial  Compe&veness,  BI   Norwegian,  School  of  Management,  Norway   Metrics  for  6  driving  forces  of  knowledge-­‐driven  innova&on.   Torger  Reve  currently  holds  the  Wilh  Wilhelmsen   Chair  in  Strategy  and  Industrial  Compe&&veness  at   BI  Norwegian  School  of  Management,  where  he  also   heads  the  Center  for  Mari&me  Compe&&veness.   Torger  Reve  has  been  President  at  BI  Norwegian   School  of  Management,  1997-­‐2005.  He  is  currently   a  member  of  the  board  of  directors  at  Ekornes  ASA,   a  leading  interna&onal  furniture  manufacturer.  He  is   also  chairman  of  the  Council  of  Strømme   Founda&on  which  is  a  Microfinance  NGO  working  in   Africa,  Asia  and  La&n  America,  and  member  of  the   R&D  councils  of  Mari&me  Port  Authori&es  (MPA)  of   Singapore  and  SIMULA,  a  center  of  excellence  in   soxware  industry.  
  • Infrastructure  for  Innova&on:  Systems  of  Interdependencies    City  Ecosystems  of  the  21st  Century    Jim  Spohrer,  Director,  Almaden  Services  Research,  IBM  Almaden  Research    TwiRer:  @JimSpohrer    Blog:  "Spohrer  on  Service”  hRp://service-­‐science.info/archives/category/blogs/spohrer    A  network  of  interfacing  systems  describes  complex  interdependencies  in  21st  century  ci&es.  Educa&onal  ins&tu&ons  renew  knowledge  resources  across  many  of  these  systems.     Jim  Spohrer  is  the  Director  of  IBM  University  Programs   Worldwide  at  the  IBM  Almaden  Research  Center  in  San   Jose,  California,  where  he  works  to  understand  the  co-­‐ evolu&on  of  ci&es  and  universi&es  as  &ghtly-­‐coupled   holis&c  service  systems.      Previously,  Jim  was  the   founding  Director  of  Service  Research  in  IBM  Research,   the  founding  CTO  of  IBM  Venture  Capital  Rela&ons   Group  in  Silicon  Valley  California,  as  well  as  an  Apple   Dis&nguished  Engineer  Scien&st  Technologist.  Jim   received  a  B.S.  in  Physics  from  MIT  in  1978,  and  a  Ph.D.   in  Computer  Science  from  Yale  University  in  1988.      Innova&on  Ecosystems  Summit    
  • Organizational Systems for Innovation: Who Leads? Who Follows?
  • Organiza&onal  Systems  for  Innova&on:  Who  Leads?  Who  Follows?   Moderator:  Kaisa  S&ll   Dr.  Kaisa  S&ll  currently  works  for  VTT  Technical   Research  Centre  of  Finland  and  collaborates   with  Stanford’s  Innova&on  Ecosystems   Network.  Her  research  interests  include   innova&on,  technology  transfer,  and  the  role  of   technology,  with  a  focus  on  informa&on  and   knowledge  crea&on,  sharing,  and  management   -­‐  emphasizing  support  for  collabora&on  and   coopera&on  in  organiza&ons  as  well  as  in   community  seyngs.  Recent  studies  include   mobile,  online  and  social  networking   communi&es,  innova&on  ecosystems,  and   innova&on  indicators.  Dr.  S&ll  has  over  10  years   of  cross-­‐sector  business  and  academic   experience  in  Finland,  USA  and  China.    
  • Organiza&onal  Systems  for  Innova&on:  Who  Leads?  Who  Follows?  HUAWEI  NA  R&D  Innova&on  John  Roese,  Senior  Vice  President  and  GM  North  American  R&D  at  Huawei  Simultaneously  innova&ng  technologies  and  developing  markets  requires  crea&ng  a  dynamic  ecosystem.  What  are  the  fastest  changing  components?    Which  elements  are  the  most  stable?     John  Roese  is  the  Senior  Vice  President  and  GM  North   American  R&D  for  Huawei.    He  is  an  industry  recognized   Chief  Technology  Officer/R&D  Execu&ve  within  the   enterprise,  carrier,  wireless,  wire  line,  security  and  IT   sectors  with  a  proven  history  of  transforming  and   opera&ng  both  focused  and  extremely  large  R&D   organiza&ons,  providing  industry  thought  leadership  and   vision  and  evangelizing  that  future  to  both  customers   and  the  wider  industry  of  press,  analyst,  investor  and   partners.  His  areas  of  exper&se  include  vision  crea&on   and  evangelism  within  the  broader  telecom  and  IT   industry;  opera&onal  execu&ve  leadership  of  large  scale   R&D  organiza&ons  in  excess  of  $1B;  enterprise  and   carrier  technology  and  market  exper&se;  ecosystem   development  and  partnering;  and  technical  exper&se  in  a   wide  area  of  disciplines  including  silicon  development,   hardware  design,  soxware  design,  systems  and   applica&ons  (20  granted  and  pending  patents).  John  is  an   accomplished  author,  public  speaker  and  external   representa&ve  of  the  company  to  the  press,  analysts,   investors  and  industry.    Innova&on  Ecosystems  Summit    
  • Organiza&onal  Systems  for  Innova&on:  Who  Leads?  Who  Follows?   EIT  ICT  Labs:  A  New  European  Approach  to  ICT   Innova&on  Ecosystems   Willem  Jonker,  CEO,  EIT  ICT  Labs   EIT  ICT  Labs  is  a  new  ini&a&ve  by  the  European  Union  intended  to  turn  Europe  into   a  global  leader  in  ICT  innova&on.  It  aims  to  fulfill  this  mission  by  establishing  a  new   type  of  partnership  between  leading  companies,  research  centers,  and  universi&es   in  Europe.  As  a  Knowledge  and  Innova&on  community,  EIT  ICT  Labs  speeds  up  ICT   innova&on  by  bringing  people  together  from  different  countries,  disciplines  and   organiza&ons  via  mobility  programs  and  co-­‐loca&on  centers.  Through  the   transforma&on  of  higher  educa&on,  EIT  ICT  Labs  breeds  entrepreneurial  top  ICT   talent  by  promo&ng  crea&vity  and  entrepreneurial  spirit.  EIT  ICT  Labs’  research   ac&vi&es  are  focused  on  broader  and  faster  industrializa&on  of  research  results  in   order  to  generate  world-­‐class  ICT  business.   Prof.  Dr.  (Willem)  Jonker  is  the  CEO  of  EIT  ICT  Labs.   Prof.  Dr.  Jonker  has  a  broad  background  in  ICT,  both   in  industry  as  well  as  in  academia.  He  studied   mathema&cs  and  computer  science  at  Groningen   University,  worked  at  Delx  University  of  Technology,   received  his  PhD  from  the  University  of  Utrecht,  and   is  a  part-­‐&me  full  professor  in  computer  science  at   Twente  University.  Prof.  Dr.  Jonker’s  industrial   experience  covers  telecommunica&ons  (KPN),  IT   (European  Computer  industry  Research  Centre,   Munich)  and  consumer  electronics  (Philips).  He  has   held  posi&ons  as  researcher,  interna&onal  project   leader,  department  head,  sector  head,  and  account   manager.  In  2006  he  was  appointed  Vice  President   Philips  Research.  Prof.  Dr.  Jonker  has  served   European  ICT  research  in  various  ways,  amongst   others  as  project  leader,  reviewer,  and  advisor.  
  • Organiza&onal  Systems  for  Innova&on:  Who  Leads?  Who  Follows?  Redefining  Technology  and  Innova&on  Industry  Within  the  Context  of  Ubiquitous  Innova&on    Yan  Xu,  Associate  Dean,  EMBA,  Execu&ve  Programs  &  China  Strategy,  HKUST  Hong  Kong’s  5  year  plan  for  ac&va&ng  innova&on  throughout  the  economy  –  technology,  service,  educa&on,  and  government.  Who  leads?  Who  follows?   Yan  Xu  is  Associate  Dean  of  the  HKUST  Business   School,  Hong  Kong  University  of  Science  and   Technology  (HKUST).  Yan’s  research  and  teaching   interests  include  technology  and  innova&on   management  and  policy,  as  well  as  regulatory  policy   of  telecommunica&ons.  He  has  provided  extensive   consul&ng  and  execu&ve  training  for  the  various   organiza&ons  and  enterprises.  Tradi&onal  defini&on   of  technology  and  innova&on  industry  tends  to   designate  certain  specific  industrial  sectors  as   technology  and  innova&on  industry.  As  a  result,   government  policy  has  ignored  vast  industrial   sectors  and  has  hindered  the  overall  development   of  innova&on.  On  the  basis  of  his  project  for  the   Central  Policy  Unit  of  Hong  Kong  Government,  Yan   proposed  a  new  approach  to  redefine  the   technology  and  innova&on  industry.    Innova&on  Ecosystems  Summit    
  • Resource Networks in Greentech: First MoverAdvantages and Boundary-Spanning Activities
  • Moderator:  Martha  G.  Russell  
  • Resource  Networks  in  Greentech:  First  Mover  Advantages  and  Boundary-­‐Spanning  Ac&vi&es   The  Corporate  Venture  Investment  Ecosystem   Steve  Eichenlaub,  Managing  Director,  Placorm  Technologies,  Cleantech,  and   Healthcare  Sectors,  Intel  Capital   Accelera&ng  innova&on  in  exis&ng  and  emerging  ecosystems.  Criteria  and   &meframe  for  managing  the  risks  and  benefits  of  corporate  venture  investments   Interfacing  corporate  decision  and  strategy  cycles  with  startup  evolu&on  and   uncertain&es.   Steve  Eichenlaub  joined  Intel  Capital  in  1998  and  is   a  vo&ng  member  of  the  Pla}orm  Technologies,   Cleantech,  and  Healthcare  investment  commiRees.     Steve  leads  a  worldwide  team  of  investment   managers  driving  equity  and  technology  licensing   rela&onships  with  early-­‐  and  mid-­‐stage  companies   to  expand,  align  and  accelerate  the  fron&ers  of   technology  in  the  context  of  driving  posi&ve   financial  returns  for  Intel.    Prior  to  Intel,  Steve   worked  at  leading  soxware  companies  Adobe   Systems  and  Mentor  Graphics,  and  at  start-­‐ups   Silicon  Compiler  Systems  and  GammaMetrics.    He   holds  a  BS  in  Electrical  and  Nuclear  Engineering   from  UC  Berkeley,  and  an  MBA  from  Harvard   Business  School.    Innova&on  Ecosystems  Summit    
  • Resource  Networks  in  Greentech:  First  Mover  Advantages  and  Boundary-­‐Spanning  Ac&vi&es   The  Venture  Capital  Ecosystem   Deepak  Jeevankumar,  Senior  Associate,  Growth  Catalyst  Partners   TwiRer:  @dj4tec   Ac&va&ng  synergy  across  new  en&&es  from  different  ecosystems.    Empowering   focused  energy  with  the  big  picture.   Deepak  Jeevankumar  is  a  Venture  Capitalist  at  General   Catalyst  Partners.  Deepak  focuses  on  investments  in  new   and  exis&ng  technology  business,  specifically  clean   energy.  Prior  to  joining  GC,  Deepak  worked  at  Sun   Microsystems  and  was  an  intern  at  the  Yale  Investments   Office.  At  Sun,  he  worked  with  Sun’s  Chief  Architect  in   designing  some  of  the  world’s  fastest  supercomputers   and  headed  Sun’s  Asia-­‐Pacific  High  Performance   Compu&ng  team.  He  was  also  responsible  for  many   green  compu&ng  business  development  ini&a&ves  in  this   space.    
  • Resource  Networks  in  Greentech:  First  Mover  Advantages  and  Boundary-­‐Spanning  Ac&vi&es   Agencies  and  Angels     Greg  Callman,  Commercializa&on  Advisor  -­‐  ARPA-­‐E  at  U.S.  Department  of  Energy     Seeding  the  science,  seeking  the  market,  and  making  connec&ons  in  between.     First  mover  advantages.     Greg  Callman  is  a  Commercializa&on  Adviser  at  the   Advanced  Research  Projects  Agency  for  Energy   (ARPA-­‐E)  of  the  U.S.  Department  of  Energy.  Greg   also  served  DOE  as  a  member  of  the  Recovery  Act   Team  under  the  direc&on  of  MaR  Rogers.  Before   joining  DOE,  Greg  directed  corporate  development   for  a  Bay  Area  biochar  venture,  and  previously   founded  a  strategy  and  opera&ons  consultancy  in   The  Netherlands.  Greg  studied  Energy  Policy  and   Finance  at  Johns  Hopkins,  SAIS,  and  Biochemistry  at   the  University  of  Virginia.      Innova&on  Ecosystems  Summit    
  • Analyzing and Visualizing Networks
  • Analyzing  and  Visualizing  Networks  Moderator:  Jukka  Huhtamäki  Jukka  Huhtamäki  (M.Sc,  Hypermedia)  is  a  researcher,  a  post-­‐graduate  student,  and  a  teacher  working  for  the  Hypermedia  Laboratory  (HLab)  at  Tampere  University  of  Technology,  Finland  and  collaborates  with  Stanford’s  Innova&on  Ecosystems  Network.  His  research  interests  include  visual  social  media  analy&cs,  methods  of  streamlining  social  network  visualisa&on  and  informa&on  visualisa&on,  user  and  informa&on  modeling,  and  the  development  methods  and  implementa&on  technologies  of  social,  adap&ve,  and  distributed  hypermedia.  Currently,  Jukka  is  working  to  develop  data-­‐driven  visual  analysis  processes  for  insights  on  social  media  usage  and  innova&on  diffusion.    Innova&on  Ecosystems  Summit    
  • Analyzing  and  Visualizing  Networks   Moderator:  Neil  Rubens   Dr.  Neil  Rubens  is  Assistant  Professor  at  the   Knowledge  Systems  Laboratory,  University  of   Electro-­‐Communica&ons,  Japan.  He  is  the  Director   of  Ac&ve  Intelligence  Research  Group  and   collaborates  with  Stanford’s  Innova&on  Ecosystems   Network.  He  holds  a  Ph.D.  degree  from  the  Tokyo   Ins&tute  of  Technology  and  a  M.Sc.  degree  from  the   University  of  MassachuseRs.  His  research  focuses   on  developing  Ac&ve  Intelligence  systems  -­‐-­‐  self-­‐ adaptable  systems  that  ac&vely  acquire  data  and   learn  in  an  unsupervised/semi-­‐supervised  manner.    
  • Analyzing  and  Visualizing  Networks  Anatomy  of  a  Personal  Network  Kimihiko  Iwamura,  Founder,  Managing  Director,  Valley  Breeze  Consul&ng,  LLC;  Tipping  Point  Ventures    The  rela&onship  origins  and  organiza&onal  background  of  a  personal  network   Kimi  is  a  seasoned  strategist  and  cross-­‐border   business  launcher.  He  guides  new  cross-­‐border   business  from  ini&al  strategy  to  execu&on  and   collaborates  with  Stanford’s  Innova&on  Ecosystems   Network.  Kimi  ini&ated  and  managed  more  than  10   collabora&ve  R&D  projects  between  Japanese   companies  and  R&D  organiza&ons  in  Silicon  Valley,   including  Stanford  University,  UCB,  and  Lawrence   Livermore  Na&onal  Laboratories.  He  has  20  years   experience  developing  cross-­‐border  marke&ng,   business  alliances,  and  partnerships  in  Silicon  Valley.   He  is  also  a  visi&ng  scholar  at  Stanford  University.      Innova&on  Ecosystems  Summit    
  • Analyzing  and  Visualizing  Networks   Mapping  the  World’s  Technology   Sean  Gourley,  Co-­‐founder  and  CTO,  Quid,  Inc.   Integra&ng  patent,  publica&on  and  business  informa&on  for  network  analysis  and   insights.    What  is  revealed  and  what  is  hidden?   Sean  Gourley  is  Quid  co-­‐founder  and  CTO,  and  did   research  into  the  mathema&cs  of  war  for  his  PhD  thesis   at  Balliol  College,  Oxford.  His  findings  appeared  as  the   featured  ar&cle  in  "Nature"  (December  2009)  and  were   the  subject  of  a  popular  TED  talk  (2009).  His  work  on   sta&s&cal  analysis,  probability,  and  algorithm   development  applied  to  complex  systems  and  large   datasets  inspired  the  crea&on  of  Quid.   Sean  is  a  Rhodes  Scholar  PhD  in  Physics  (Complexity)   from  the  University  of  Oxford;  his  undergraduate  degree   in  Physics  is  from  the  University  of  Canterbury,   Christchurch,  New  Zealand.  
  • Analyzing  and  Visualizing  Networks  Where  are  Networks?  Mathieu  Bas&an,  Data  Scien&st  at  LinkedIn  &  Gephi  Sogware  Architect  TwiRer:  @mathieubas&an    Blog:  hRp://gephi.org/blog    Using  Exploratory  Network  Analysis  of  innova&on,  patents,  companies,  and  publica&ons.  What  personal  insights  are  provided  through  LinkedIn  InMaps?  What  is  revealed  and  what  is  hidden?   Mathieu  Bas&an  is  the  co-­‐founder  of  the  Gephi  open-­‐ source  project.  He  has  a  M.Sc.  in  Computer  Science  from   University  of  Technology  of  Compiègne  in  France  and  is  a   highly  mo&vated  technical  leader  with  a  passion  for   soxware  development,  data  visualiza&on  and  open-­‐ source  communi&es.  Since  2007,  Mathieu  is  developing   the  Gephi  pla}orm  and  animates  the  vibrant  community.   Recognized  for  its  performance,  usability  and  extensible   design,  the  Gephi  soxware  is  supported  by  the  Google   Summer  of  Code  program  and  received  the  Duke’s   Choice  Award  in  2010.  Mathieu  recently  moved  to   California  to  work  in  the  Data  Analy&cs  team  at  LinkedIn.   There,  he  has  worked  on  InMaps,  an  interac&ve   visualiza&on  for  a  personal  LinkedIn  network,  and   con&nues  to  focus  on  data-­‐driven  products.       Innova&on  Ecosystems  Summit    
  • Analyzing  and  Visualizing  Networks   Visualiza&on  of  Converging  Ecosystems   Rahul  C.  Basole,  Ph.D.,  Tennenbaum  Ins&tute,  Georgia  Tech   Network  analysis  can  show  different  perspec&ves:  periscope,  periphery,  and   ecosystem.    What  is  revealed  and  what  is  hidden  in  each  perspec&ve?   Rahul  C.  Basole  is  Research  Scien&st  in  the   Tennenbaum  Ins&tute  at  the  Georgia  Ins&tute  of   Technology.  His  research  focuses  on  innova&on   management  and  technology  strategy  in  complex   enterprise  systems.  In  par&cular,  Dr.  Basole  conducts   research  on  the  modeling,  analysis,  and  visualiza&on   of  extended  enterprise  networks  and  business   ecosystems  in  domains  such  as  mobile   telecommunica&ons,  biotechnology,  healthcare,  and   global  manufacturing.    
  • Knowledge Transfer in Innovation Ecosystems
  • Knowledge  Transfer  in  Innova&on  Ecosystems   Moderator:  Martha  G.  Russell  
  • Knowledge  Transfer  in  Innova&on  Ecosystems  Brain  Drain  and  Brain  Gain  Dan  Wang,  PhD  Candidate,  Stanford  University  Department  of  Sociology  TwiRer:  @dansalright  Highlights  and  indicators  from  a  study  of  knowledge  transfer  by  former  J1  Visa  holders.     Dan  Wang  is  a  Ph.D  Candidate  in  Sociology  at  Stanford   University,  focusing  on  how  knowledge  is  diffused,   recombined,  and  generated  in  networks  within  and   between  organiza&ons.  His  past  research  has  examined   the  effect  of  Chinas  changing  patent  laws  on  domes&c   R&D  collabora&on,  tac&cal  diffusion  through  American   social  movement  organiza&on  networks,  and  knowledge   transfer  in  academic  co-­‐authorship  networks.  He   received  his  BA  in  sociology  and  compara&ve  literature   from  Columbia  University.    Innova&on  Ecosystems  Summit    
  • Knowledge  Transfer  in  Innova&on  Ecosystems   Indicators  to  Build  Shared  Vision   Egils  Milberg,  Execu&ve  Director,  Washington  Economic  Development   Commission     Feedback  and  repor&ng  cycles  for  public  and  private  ini&a&ves.   Egils  Milberg  is  the  execu&ve  director  of  the   Economic  Development  Commission  of  Washington   State.  The  Commission  is  charged  with  developing  a   long  term  economic  development  strategy.  He  is  a   noted  thought  leader  and  strategist  in  global   innova&on,  advanced  manufacturing,   compe&&veness  and  public-­‐private  partnerships.  He   held  previous  posi&ons  as  president  and  founder  of   the  Center  for  Accelera&ng  Innova&on,  president  of   the  Na&onal  Coali&on  for  Advanced  Manufacturing,   president  of  the  Ins&tute  for  Illinois,  Deputy   Assistant  Secretary  for  produc&vity,  technology  and   innova&on  for  the  U.S.  Commerce  Department,  and   execu&ve  director  the  President’s  Commission  on   Industrial  Compe&&veness.  He  is  a  graduate  of   Harvard  College.    
  • Knowledge  Transfer  in  Innova&on  Ecosystems  Insights  from  Global  Scou&ng  and  Working  with  Universi&es  and  Startups  Chenyang  Xu,  General  Manager,  Technology-­‐to-­‐Business  Center,  Siemens  Managing  aRen&on  on  the  things  that  maRer  most.   Chenyang  Xu  is  General  Manager  of  Technology-­‐to-­‐ Business  Center  (TTB),  a  part  of  Siemens  Corpora&on,   located  in  Berkeley,  California.  He  is  responsible  to  drive   TTB’s  open  disrup&ve  innova&on  processes,  including  the   iden&fica&on,  incuba&on,  and  investment  of  promising   disrup&ve  technologies  by  partnering  with  promising   innovators  and  entrepreneurs  outside  of  Siemens  to   introduce  innova&ve  products  to  markets  and  launch   promising  start-­‐up  companies.    He  earned  his  Ph.D.  in   Electrical  and  Computer  Engineering  from  Johns  Hopkins   University.  He  is  a  member  of  the  Industry  Advisory   Board  of  UC  Berkeley  (EE/CS)  and  a  member  of  the   advisory  board  at  the  University  of  California’s  Center  for   Informa&on  Technology  Research  in  the  Interest  of   Society  (CITRIS).      Innova&on  Ecosystems  Summit    
  • Appendix A: Posters
  • Coordinator:  Camilla  (Jiafeng)  Yu  Camilla  Yu  works  for  Media  X  at  Stanford  University,  Silicon  Valley  Innova&on  Ins&tute  and  collaborates  with  Stanford’s  Innova&on  Ecosystems  Network.  Her  research  interest  and  work  experience  covers  social  media,  online  marke&ng,  mobile  applica&ons  and  project  management  in  Silicon  Valley,  Aus&n  and  Shanghai.  Camilla  is  also  a  strategic  planner  and  brand  consultant  for  companies  and  organiza&ons.  Her  recent  study  analyzed  TwiRer  to  understand  branding  and  reputa&on  of  innova&on  hubs.  Camilla  graduated  from  the  master  program  in  the  University  of  Texas  at  Aus&n.  Her  passion  is  to  build  connec&ons  between  people,  companies  and  regions  in  the  Innova&on  Ecosystems  Network.  
  • University & Alumni Other Nodes Alumni Network Analysis University Alumnus Company Stanford Financial Org. Size (degree log-scaled) MIT Company Relations (education, employment, investment) Harvard Person Berkeley Other University Universities Size (Centrality log-scaled) (a) Stanford University. (d) UC Berkeley. (b) Harvard University. (c) MIT.Alumni Connections are important relationship resources that contribute to auniversitys character. Although alumni connections represent networks,evaluations tend to ignore network qualities, from which an alumni network getsits name. We show that by analyzing alumni connections as networks, it ispossible to reveal different characteristics of alumni networks.The figure shows ego-centric alumni networks of four universities (Stanford,Harvard, MIT, Berkeley) consisting of universities, alumni and companies thatalumni are associated with through employment, investment or board levelpositions. While alumni networks share many characteristics, differences amongalumni networks include ratio of companies/alumni, collaboration patterns (e.g.persistence of relationships), and new alumni metrics -- network measures.Innovation Ecosystems refer to the inter-organizational, political, economic,environmental, and technological systems through which a milieu conducive tobusiness growth is catalyzed, sustained, and supported. More Information:N. Rubens, M. G. Russell, R. Perez, J. Huhtamäki, K. Still, D. Kaplan, and T. Okamoto. "Alumni Network Analysis". In IEEE Education Engineering (EDUCON 2010), Apr 2011. Universities in the Innovation Ecosystem Network http://innovation-ecosystems.org
  • B)*"C)*1" H**&?)I&*"J4&->-/,-"E8+/"" D09B9"%)*5+5)/," Brain drain and brain gain K,5+)"L")/"E/)*7&25"F*+?,2-+/>"B,()2/,*/"&7"E&4+&3&1>A"E/)*7&25"F*+?,2-+/>" M83>"!!A"#N!!" 5=.)*1G-/)*7&259,58" The movement of people and knowledge in an era of economic globalization What knowledge do return migrants The Global Careers Survey What barriers stand in the way of bring back to their home countries? brain circulation? Measuring knowledge… 53% of respondents successfully transferred knowledge from the U.S. to … transfer success companies in their home countries. … type (e.g. technical) 35% of respondents report that the … novelty knowledge they transferred was better in terms … quality of quality than their domestic co-workers. Respondents: 4,108 Skilled Immigrant Workers in U.S. … tacitness -  J1 Visas sponsored by CDS International 55% of returnee respondents want to -  81 Different Countries, 1,377 different U.S. Host Companies come back to the U.S. to work on a long-Strategy -  Industries include software, finance, media, fashion, museums, etc. term to permanent basis.1.  Ask respondent to recall most recent knowledge -  Age range: 24 – 39 transfer scenario. -  Career history, knowledge transfer activities, location preferences2.  Ask respondent to describe knowledge along a matrix of dimensions. Which countries benefit from skilled Home Country US Returnee knowledge transfer by type and home country income 0.6 Company Company High Income Ctry. return migration? Upper-Middle Income Ctry. 0.5 Lower Middle/Low Income Ctry. !" #" 0.4 Knowledge transfer success by returnee home country Returnee entrepreneurship by returnee home country 1.0 0.20 0.3 $" 0.9 0.2 0.15 Proportion of respondents 0.1 0.8 0.0 Workplace Inter-org 0.10 Technical Product Relations Relations Workflow 0.7 Knowledge transfer success by type of knowledge !"#  $%&()%*+%,- Proportion reporting entrepreneurial activity Proportion reporting knowledge transfer success 0.05 0.90 0.6 0.85 %&()*+,-".+/0")"12,)/,2"+*/,2*)/)+&*)3"(2,-,*4," 0.80 0.5 0.00 Italy )5&(/"&2,"6*&.3,51,"72&"2,/82*,,-9" Italy India Brazil China Japan Brazil China Poland France Austria Mexico Turkey Austria Poland France Mexico Canada Canada Malaysia 0.75 Germany Malaysia Romania Germany Singapore Singapore Switzerland Switzerland Korea, Rep. United Kingdom 0.70 !.#-/+,0(%++-122%3%+44- 0.65 :,/82*,,-".0&"2,/82*,5";,4)8-,"&7")";,<,2"=&;" Proportion of reporting knowledge transfer success 0.60 Technical Workflow Inter-org Relations Antonio (from Portugal) Simon (from U.K.) &((&2/8*+/>"/2)*-7,22,5"6*&.3,51,"&2," Software engineer, Google, 2008 Software engineer, Google, 2008 [Currently, engineer with Google in Zurich, [Currently, leads a research team at a software -844,--7833>"/0)*"/0&-,".0&"2,/82*,5";,4)8-,"/0,+2" Knowledge transfer success by other dimensions of knowledge plans to move back to U.S.] company in U.K.] ?+-)-",@(+2,59" 1.0 0.8 Yes !5#-/+267)%489-:,1;-8)*+-<)0%,(=-6%>-?@- No “I was wasting my work “I manage the workflow of 0.6 experience in Portugal… my team in the same way <)*96%=- 0.4 the IT industry is not that we were managed at :,/82*,,-".&26+*1"7&2"/0,"-),"4&()*>")/"0&,")-" 0.2 developed enough for me Google… because of that, /0,>".,2,");2&)5"/2)*-7,2"&2,"/,40*+4)3A";8/"3,--" Proportion of reporting knowledge transfer success 0.0 Tacit? Novel? Better than Coworkers? to apply the skills [I my team is the most *&?,3"6*&.3,51,9" acquired while at Google].” productive one in our unit.”
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Russell, Camilla Yu, Kaisa Still, Jukka Huhtamaki, Raphael Perez, and Neil Rubens. *5&/).,+-3+&+-+,$;&3#, "/4+&*),<&5+3(-#/#$1+* +*.),&2)-1 )/01* )2+,13)-&"1#2)** 0)-&).+10) <))1 )=++2&)=(), 04"#1* *<;74+/ 3(1*#/451#-* Innovation Ecosystems refer to the inter-organizational, Current Greentech Ecosystem: 2110 nodes, 650 edges Level 1: =#-+&6+-54,+&),5-+,* 3,+)516+&3151=+-,#/)-0&*3(42)-- 3(1-)&*#/),&#.+, 723&5+3(-#/#$1+* $+&+-+,$; 3/13<)"1/15; “Value Co-Creation Networks and Social Media Conversations in the Green Tech Innovation 2)>.+*5&+-61,#-2+-5)/&*;*5+2* -#64*&2#04* +3#*;-5(+51> *#/),&+-61,#-2+-5)/&5+3(-#/#$1+* #+5 3+:&3),"#-&3)15)/ 2),<&*5+6+-* 01,+35&0,16+&*;*5+2* *()<+0&$/#")/&$,#4 *3)-.1-0 political, economic, environmental, and technological #.+,(#4*+&0;-)213* ,+-5)/13 ,40+-5&+-+,$; $+,),0&3#,"+55 $,+$&2),51-&: economic, environmental, and technological systems through Ecosystem,” BECC, November, 2010. $,++-/1)-5&*;*5+2* *4-,4- $,++-/1-+&1-04*5,1+* 1-6+-+,$; 3#$+-,)&*#/), *5),/1$(5&1-6+*52+-5* 3),/;/+&$,#.5(&),5-+,* *(+,,;&3#454 0;-)*+3 Includes 1371 green tech companies (inter- national), which are +-5,#;&6+-54,+* 3(,1*&*(++()- Work on this research has been, in part, sponsored by: ARPAe, VTT, and Center for Frontier Science and Engineering UEC (MEXT). @4)++0&@&2#51.)/) ,13(),0&.#-$ )-)-0&0)-1+/ 1$+) )/<#/ 0++&7#,<&3)15)/&: 5(+&$,++-&.); .)//;&(4-5+, (#,1=#-&74+/&3+//&5+3(-#/#$1+* +0.),0&7+-*5+, 5)2)*+<&(#/01-$* systems through which a milieu conducive to business ,13<&0+71+4> )-0,+.&,&$),2)- 5,)-*13 5(#2)*&-$ 2#(1+ ?)3@4+*&*1-#-3+//1 ?12&*(1+/0 2),<&/+)2)- +6+,$,++-&3/+)-&+-+,$; ,+-+.)"/+&74+/&,#0435* which a milieu conducive to business growth is catalyzed, #,1$#&,+*#4,3+&),5-+,* 210,#3&-+.&5+3(-#/#$; ,6,&*;*5+2* ()/#*#4,3+ ?12&24,(;&: #51242&+-+,$; ,)*+,&5+3(-#/#$1+* linked to 440 individu- als (at the executive, board and investment #3),1-)&5+3(-#/#$1+* )--+&3/)1,+&",#4$(5#- ?)-&<#+(/+, ?)-+5&?)2+* +-3)-) 7,>&#/;2+,* *4-3)&71-)-31)/ *40++&0(),)- growth is catalyzed, sustained, and supported. 03.)7+,* +#/+>&5+3(-#/#$1+* 213()+/&#/*<; <-1$(5*&",10$+&3)15)/&),5-+,* $5&*#/), "+)3#-&#.+, +>1+ *)21,&<)4/ 0+"1&3#/+2)- /),*&(1-,13(* -+>5+,,) #-&*+213#-0435#, .1-0+-*15; /#6+31-+2) #.+,:*.153( #2-1$410+ ?)12+&,#/0)- $,+$#,;&(&-+/*#- *#/)13> #.+,&1--#6)51#-* )/+>&#31--+10+ ";,#-&.;3#77 sustained, and supported. 1*,)+/&3/+)-5+3(&6+-54,+* $1//)2#,&*5+(+-* ;4-3+;&5+3(-#/#$;&0+*$-&*;*5+2* *#/),3 1-#61)&3)15)/ /0&) ),3&71-)-31)/ ",1$(561+.&*;*5+2* ?)-+&7#,,+*5 5+/+0;-+&5+3(-#/#$1+* $,++-&?#"&*10+, levels), and 304 financial organizations ;,#-&*#/), )@4)$,#&74-0 )@.1*+ (10&/)"* ,6> *4*5)1-)"/+&+-+,$; *4*5)1-)"/+&0+6+/#2+-5&5+3(-#/#$; ",43+&71*3(+, /#4);&+/0)0) .)6+/)-0&6+-54,+&),5-+,* Value is co-created for the #45*2),5&#.+,&*;*5+2* ecosystem through 2+5,#/1$(5 $,++-&/4$ )5.)5+, ,13+/#3< ,16+,5#&,+-+.)"/+* *)/2#-&,1 ,#//&3)//&$,#4 -+.&+-+,$1+*&1-6+*5 innovation 5,)-*"1#01+*+/ *)",1&*)-*#; 21<)&*)/21 5,1)35)&#.+,&5+3(-#/#$1+* 3),/#*&+*1-)/ ;5()$#,)*&*#/), )/23(1 /),,;&/+-(),5 )/+>&(##< $,#*#/), +-+,31+-5&*;*5+2*&5+3(-#/#$1+* 4/5,)&+/+35,#-13* 213()+/&3),5+- 3,)1$&0,1*3#// 34,5&0#.0; 3/+)-&+-+,$;&6+-54,+&$,#4 $,++-&.)6+/+-$5( *1>5,#- 3#--#5)5+&5+3(-#/#$1+* 616+&-)-# *+-+,$+-&0+613+* *;*5+2.),+ 0)610&3),5+- 2+1,&)2),1-&: .),,+-&.+1** ,#*(1-1&1-5+,-)51#-)/&"1#&+-+,$; 31,,4*&5+3(-#/#$1+* -)54,)/&$)*&),5-+,* 5$&$,#.5( events, impacts and coalitions/networks that emerge from )33+,)&6+-54,+&),5-+,* -3"&6+-54,+* =+&$+- $+#0;-)213* 2)55+,&-+5.#,< /0<&*#/), *#/),&-)51#- 3#--+352&5+3(-#/#$;&*#/451#-* 6+-5;> 5+2)*+< ,#/#$13 451/15;&*3)/+&*#/), ?1-$&?1-&+/+35,13&5+3(-#/#$1+* 3),"#-7/#. ),1*0;-+&*;*5+2* +/+6)-3+&,+-+.)"/+&*31+-3+* +6&*#/), Value is co-created for the innovation ecosystem through events, 5,)-*/43+-5 $,++-0+$,++&3#2 )"" *?7&6+-54,+* 61,$1-&$,++-&74-0 0,+.&/)-=) a shared vision of the desired transformations. Data-driven -+4.)6+&2+013)/ *+-3+,&,+1** +/+3), 0)-&"1,0.(1*5+// 7#,+*1$(5&$,#4 3+//+,) *+//)-&+-+,$;&2)-)$+2+-5 213()+/&?&$,++, (5+3&(;0,#$+-&5+3(-#/#$;&+-+,$; 1-7#5+3(&+-5+,,1*+*#/#$; 71+/061+.&*#/451#-* )2;,1*&"1#5+3(-#/#$1+* "),,;&*&*5+,-/1$(5 *1/)5,#-1> 43*0&6#-/1+"1$&3+-5+, +3#&+2/#1* ),512)-&6+-54,+* ,+-+.)"/+&+-+,$;&$,#4 3;,+**&*+213#-0435#, metrics measure, track and visualise the transformation, 15)/1)&+//+5* impacts and coalitions/networks that emerge from a shared vision *1/61$+- *+6+-&*+)*&.)5+, ##,?)&,#5#-13* 215*4"1*(1&+/+35,13 3#4/#2"&5+3(-#/#$1+* 3)*5/+&*)7+5;&/1215+0 3/+)-*3)+* *125+< ?#()-&5,1 .1//1)2&?&54,-+, )/)-&+4*5)3+ "/4+&*#4,3+ ),51*&3)15)/&2)-)$+2+-5 /#,+-)&<&3/),< 1#*1/&+-+,$; 233)//&"+--+55&/).,+-3+ $,++-*3,#// +-*5#,)$+ +/+35,)0,16+ 71"+,*+-*1-$ @4+-3( 3/+)-/## <.(#4,* +6)&*#/(+12 0)$&6+-54,+* with =+2 for the shared 51#7# +-+,$;&213,# "+/<1-&1-5+,-)51#-)/ 0;-)42 $+6# empowering interaction )54/&*)-$()/feedback +-+,$;&3#-6+,*1#-&0+613+* vision. ,+*+),3(&5,1)-$/+ 1//1-#1*&6+-54,+* -#4-3&+2)1/&2),<+51-$ *#/),&1-5+$,)5+0&5+3(-#/#$1+* *,1-$&6+-54,+* +/+2+&2+013)/ of the desired transformations. Data-driven metrics measure, track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and visualize the transformation, empowering interaction with +>)-*1#-&3)15)/&),5-+,* "4//&2##*+&+-+,$; "1//&<1-$*/+; /1",)&7454,+&74-0 <+)(#/+&*#/),&#.+, *<;.);&*#75.),+ 3),"#/;513&2)5+,1)/* #35#4*&6+-54,+* .(+"&6+-54,+* <15&(4-5+,&$#,0#- 2#2+-542&+-+,$; ?#(-&,4-</ 5+5,)615)+&"1#*31+-3+ ,#+,&1-04*5,1+* 1?+-<#&2#"1$),0 21*+,.),+ *<+/5)&*#75.),+ 3#.+, 4,15;&,#0435* 5(1-<+3# )//#;&6+-54,+* feedback for the shared vision. )**16*;*5+2* *+2,14* nodes (),,1*&2+01)&1-3 ?#(-&-4$+-5 23<1--#-&3/),<+ $"&+-61,#-2+-5)/ .#,/0&+-+,$;&/)"* Level 3 (two $+-#2)513) out from Level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otential Greentech Ecosystem: 6532 nodes *#45(+,-&45+ 3#2+51516+&#.+,&6+-54,+* +.)&$,=+3(-1< -)5,1>&*+),)51#-* 74*1#-&$+#(;*13)/ "#"&2+53)/7+ )75+,0#> *#/)1,+01,+35 5,1)-$/+&+)<&),5-+,*&: 3(,1*&*++, <+15(&$,1-*5+1- -+54-; 615)/3()1- )2)0+4*&3)15)/&),5-+,* 6+,01+2 21/+*&+/+35,13&6+(13/+* -+1/&,12+, +3#/+35 -#,5(+,-&/1$(5&6+-54,+&3)15)/ *54),5&3,).7#,0&: ,1-31/+&3)15)/&(#/01-$* 1:"7 0#4$&+$)- 0)6+&2)$1// 3(,#2)51- 0)-1+/&/+77 ,)5)&24<(+,?++ 2)*)5&1=4 +-()*+&+-+,$; )3()5+*&#.+, Includes companies (international), individuals (at the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organizations that are linked to companies, individuals and 0)12+,&1-04*5,1+* +>+34516+&1-5+,2+01),;&1-3 </0&+-+,$;&5+3(-#/#$1+* ,#6+-&+-+,$; ,+*#-*16+/#)0 /;--+&,)12#-0# t Greentech Ecosystem: 2110 nodes, ,13#2 -+>)-5 )!:%*;*5+2* $/#")/&,+-+.)"/+&+-+,$;&-+5.#,<&$,++- 213()+/&*1/6+,5#- 1-5+/13/#40&5+3(-#/#$; ?#(-&)/7)-# )351#&3#,#,)51#-&*#75.),+ /+0-#6)51#-&1-3 +>3+/+,$; /#.&3),"#-&)33+/+,)5#, )/1+0&,#3+**&5+3(-#/#$; /++&)-0&?4-+&*5+1- )1,3415; 3/+)-&#.+,&0+*1$- 12),)&3#,#,)51#- /#34*&5+3(-#/#$1+* ?)21+&+() "/)1,&$),#4 )/$+-#/&"1#74+/dges *#2+.(+,+&1- 21#> 6),+2) $,10:(#2+ +,13&(#77+,5&: #.+,2)-0 )-#,)213&#.+, 21/3#2&6+-54,+*&),5-+,* +5,)&*#/), 5+,)/;*&3)15)/ +-+,$;*)66;&3#2 3),/#*&+,+) *#/),7/),+ 2)1-*5,+)2&+-+,$; $/)0;*&<#-$ 1-$+&.)5+,5+3(-#/#$1+* ,;#* 6)/+-3+&5+3(-#/#$; 1+<&*+=1)/&56es 1371 green tech companies (inter- 61,;0&5+3(-#/#$1+* 0,;&/4"+ .#,/0&/)-$4)$+&3#224-13)51#-* +-+,$;&,+3#22+,3+ #51*#/), 10+)/)" /1@410&+-61,#-2+-5)/&*#/451#-* ,#3<#,5&3)15)/&),5-+,* *#45(.+*5&.1-0#.+, -#,5(+,-&#.+,&*;*5+2* ,)?&)5/4,4 ?)1&3(#1 4@2&5+3(-#/#$1+* ,+-+.)"/+&+-+,$;&3#,#,)51#- 7/>&213,# <#54,) 1"+,0,#/) ?)21+&1,+/)-0 $,++-&")*51&+3#*;*5+2* ,+)/&$##0*&*#/), 213(+/+&2),=#/) ",1)-&7/##0 -+53;3/+, 0)6+&7)3(+551 0+/(1 4-16+,*)/&24*13&$,#4 ?12&2)5(+*#- *,1-$&3)15)/&)*1) 71,*5&*#/), (;3,+5+ ,#3</+;&6+-54,+* -)(42&*(),72)- al), which are linked to 440 individu- %&"1#(),2)3+4513)/* 01)-+&/#61$/1# "/##2&+-+,$; )06)-3+0&+/+35,#-&"+)2* <#-),<) *4*5)1-> 3/1+,&.1-0#.+, .)55"#5 *+-*31+-5 61,+-5&+-+,$;&*;*5+2* )"#4-0&*#/), $,++-+)<&5+3(-#/#$1+* ),0+*5) 3,)5#-&+@415;&),5-+,* .15,1315; the executive, board and investment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Approximately, 50,000 ,+*#4,3+<,)75 ?2"&+-+,$1+ *#,)) +01$,++&5+3(-#/#$1+* )<+-+,?1&+/+<5,1<&4,+512 1--#5+3(&*#/), .)/5+,&/&*3(1-0/+, +,3+516+&1>+/ +6+,+)0; 4,+*+-*+ -4)/1$(5 31-),1# 3),/&7,+0,1<&.+55+,2),< .);-+&<+)*5 C. Braemar Energy Ventures ,12+*5),&*#/), /4-)&1--#6)51#-* 1,&)4/&0+3,)+2+, 2)55&)12#-+551 rson *4*5)1-)"/+&5+3(-#/#$1+*&74-0 =+,#&2#5#,3;3/+* )6)-5142&5+3(-#/#$1+* "1//&?#; +-+,$; companies, 71,000 people, Interl Capital D. 2500 financial institutions. This data Braemar Energy Ventures is a leading 3/+)-&(),"#,* *)$),&<)*), ",;)-5&?&5#-$ *<;2+5+, 1//421-+> ,)-$+&74+/* 0)-&21//+,&% ,+0&",)-3(&5+3(-#/#$1+* 213()+/&"&*3(.)" (#+&5+3(&$/#")/ )=4,+&#.+, mpany 4-15+0&+3#+-+,$; "4==+,5.15 5(#2)*&+&3)1- Intel *3#55&1,.1- 3,;*5)/*#/ #2-1&3)15)/ was gathered in July 2010. Capital’s vision is to be the preeminent global 3;)-5# ,*. +=+//+,#- *;-5(+513&$+-#213* )73&71,*5&71-)-31)/ M. G. Russell, C. Yu, K. Still, J. Huhtamaki, R. Perez, and N. Rubens, 4"10;-+ /1&<)&*(1-$ )2"+,&3)*+ 0)610&(),5 +0,#&2#-+#&: .1-0*10+ investing organization in the world. Their mission is to +5+,&0&(+-1$ *1/13#-&3/#3<* -+#(1,+ "1#5+3(#-#2; 4/#$1> 61,$1-1)&)3516+&)-$+/&-+5.#,< +-+,$;&1-*10+ +/+35,#-&0)5)")*+ have more than 100 years of combined ,;)-&*215( "Value Co-Creation Networks and Social Media Conversations in the Green Tech Innovation Ecosystem", 040/+;&().+* 0)1-&7&0+$,#77 <,&*,10(),nance ,+3;3/+2)53( /+-5;.);* )21+//+&/)<+ 10+)7#,$+&5+3(-#/#$; *42)-5&2)-0)/ 1-3) 7&3),/&$,42+5 ,32&5+3(-#/#$1+* 0)610&?&,+-0 *#*6+-54,+* +*,15&3)15)/&),5-+,* 2,&?);&7+,$4*#- energy experience, and an investment *;/6)1-&,#** 1-71-+#- 2(1&+-+,$;&),5-+,* 6*+&3#, Behavior, Energy and Climate Change Conference (BECC), Washington DC, Nov.29 - Dec.2, 2010 *5, #77*+5> 0,&#/16+,&5()/2)-- 315;&/1$(5&3)15)/ ,;)-&)//1* $,++-.)6+&,+)/15; $,++-&,16+, support of Intel’s strategic objectives. *4-2#04/), $+,)/0&"43</+; record that dates back to the mid-1980s. )/+>)-0+,&,)1 *5+6+-&6)-&(#,-+ ")-0+/&3),)-#&: *-)0+3 0,)<+,&/)"#,)5#,1+* 0)--;&*5+7)-13 More Information: 3),"#-&(4" "+*5&*#/), Work on this research has been, in part, sponsered by: ARPAe, VTT, and Center for Frontier Science and Engineering UEC/MEXT. *2),5*;-3( =1)0&5)**)"+(?1formation: ")3<4&*#/),&$+-+,)5#, ,;)-&*.)$), +5+,&.)$-+, )/+>&<1--1+, http://innovation-ecosystems.org (+/1>&.1-0 .+"1-$ -15,#07 >3+/)+,# 2#&"?#,-+*5)0&% #5#-;novation-ecosystems.org Description Source: Company Websites -15+&3)15)/&2)-)$+2+-5 "1,3(2+,+&6+-54,+* ,+*5#-&<#+,-+, +),5(+-(16+&),3(15+35* $)4,)6&5+.),1 7&(+-,;&()"13(5&11 +-;2#51#- )6)&*#/), 0#-&.##0 5,)771/#$ 5+,,)1-&),5-+,* )/.);*#- 3#--+35&8&0+*1$-* 4,171&,+3,415+,* 6),1)- )-"1+5+,&6+,$/+13(+-&0+ 7#4,*#2+&1-6+*52+-5*.1/2+,&13<+,1-$&()/+&0#,, *;2;> (;&0,16+ +5()-&)$),.)/ 2#,$)-&*#/), +-61,#-2+-5)/&#+,)51#-* .)55=#- *()*) 0)-&/)-<7#,0 2#,-1-$*10+&$,#4 3,#**"#.&6+-54,+* /#3<(++0&2),51- )310#(1/ *)71,+&),5-+,* "1* )+3#2&5+3(-#/#$; )>&3/+)-&+-+,$; )06)-3+0&5+3&2)5+,1)/* 5,++0## #,2)5&5+3(-#/#$1+* )05,)- *#/&6#/5)13* 3;3/++-+,$; )4/&*&#5+//1-1 +5+,&*&(&$,4"*5+1- 213()+/&$#/0"+,$ /+&7/#3(&0+#//451#- 4,-+*(&*++$#)4/ )4/&"/+1.+1* +-+,$;4*)&,#)-+ +-5+$,+)5 )06)-3+0&3),01)3&5(+,)+4513* 01#2+0+&*5#,)$+ )-#*#/ 2*"1&3)15)/ #*,)2&*;/6)-1) <+-5&/+#-),0 $,++-+*5(#*5 )-5*#-.(++/* +//+-&*)/1*"4,; $/+-3#,+&1-5+,-)51#-)/ -+1/&*&*4*/)< ?4*51-&3()2-+; +,5(&5+3(-#/#$1+* 1+5,#&*)33#2)-1 ,16)5+2),<+5* $3/&#/;&+-+,$;&(#/01-$* /1#213*&5+3(-#/#$1+* +2/+55&+-$1-++,1-$ $+#5(+,2)/&,+*#4,3+&$,#4 5(+&*1$2)&1--#6)51#-&74-0 *++# ,+=)&,)?1 0)610&"&?#-+* )/1+0&@4)-542&5+3(-#/#$1+* 4,+6#/42+ 213()+/&?&",#.- ",1)-&.1+$)-0 1-6+-54,+&3(+213)/* @4+/1> 5+3(4/#- ,#-&2#,)6+< 5#21&+-61,#-2+-5)/&*#/451#-* *#/),,1-5 +)"#0;&+-+,$;
  • Martha G. Russell, Camilla Yu, Kaisa Still, Jukka Huhtamaki, Raphael Perez, and Neil Rubens. Innovation Ecosystems refer to the inter-organizational, “Value Co-Creation Networks and Social Media Conversations in the Green Tech Innovation Ecosystem,” BECC, November, 2010. political, economic, environmental, and technological Work on this research has been, in part, sponsored by: ARPAe, VTT, and Center for Frontier Science and Engineering UEC (MEXT). systems through which a milieu conducive to business growth is catalyzed, sustained, and supported. Value is co-created for the innovation ecosystem through events, impacts and coalitions/networks that emerge from a shared vision of the desired transformations. Data-driven metrics measure, track and visualise the transformation, empowering interaction with feedback for the shared vision. Level 3 (two nodes out from Level 1): Potential Greentech Ecosystem: 6532 nodes Includes companies (international), individuals (at theLevel 1: organizations that are linked to companies, individuals andCurrent Greentech Ecosystem: 2110 nodes,650 edgesIncludes 1371 green tech companies (inter-national), which are linked to 440 individu-als (at the executive, board and investment A. New Enterprise Associates NEA provides venture and growth capital to help innovative entrepreneurs and business leaders build transformational, industry-leading companies around the world. Investment focus: principally early-stage companies in information technology, medical and life sciences.Data is drawn from scrapingonline press releases in Englishand parsing data into database,then searching social media B. Vantagepoint Venture Partnersand socially constructed VantagePoint Venture Partners has builtwebsites for additional factsand relationships to data that isfederated. energy, lighting, water, materials andApproximately, 50,000 transportation. They believe this groupcompanies, 71,000 people, of critical industries is undergoing a modernization that will fundamentally re-data was gathered in July 2010. shape the global economy. C. Braemar Energy Ventures Person D. Interl Capital Braemar Energy Ventures is a leading Company Intel Capital’s vision is to be the preeminent global investing organization in the world. Their mission is to have more than 100 years of combined Finance energy experience, and an investment support of Intel’s strategic objectives. record that dates back to the mid-1980s.More information:www.innovation-ecosystems.org Description Source: Company Websites
  • InvestorRank – Using the concept of network centrality in order to predict future performance ! Chris Farmer & Niko Bonatsos— General Catalyst Partners!Introduction! Methodology! Conclusions! Just as Googleʼs PageRank orders search results based on how many links each page gets from other sites, InvestorRank looks at the connections between VC firms. Whenever two VC firms co-invest in the same deal, that creates a bond between them. If one VC firm follows another one in a later round, that boosts the rank of the earlier investor!Recent Trends Results!And? For Future releases…! @chriswfarmer @bonatsos For further information! Please contact nbonatsos@generalcatalyst.com
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  • Appendix B: Sponsors
  • HSTAR  HSTAR  is  a  Stanford  interdisciplinary  research  center  focusing  on  people  and  technology.  H-­‐STAR,  the  Human-­‐Sciences  and  Technologies  Advanced  Research  Ins&tute,  is  a  Stanford  interdisciplinary  research  center  focusing  on  people  and  technology  —  how  people  use  technology,  how  to  beRer  design  technology  to  make  it  more  usable  (and  more  compe&&ve  in  the  marketplace),  how  technology  affects  peoples  lives,  and  the  innova&ve  use  of  technologies  in  research,  educa&on,  art,  business,  commerce,  entertainment,  communica&on,  na&onal  security,  and  other  walks  of  life.  Among  the  large,  complex,  global  problems  that  are  at  the  heart  of  the    H-­‐STAR  research  agendas  are:  •  Reducing  complexity  of  technology  to  enable  its  universal  uses  for  work,   learning  and  other  vital  sectors  of  life    •  Closing  digital  divides  across  class,  race,  gender,  age  and  na&ons,  so  that   access  to  and  fluencies  with  technologies  can  provide  equal  opportuni&es  to   learn  and  work  produc&vely  for  personal  and  societal  well-­‐being      •  Accelera&ng  innova&on  in  the  crea&on  and  diffusion  of  products  and   services  that  beRer  meet  human  needs    •  Solving  security  and  trust  problems  of  compu&ng,  communica&ons,  and   informa&on  systems  at  home,  work  and  in  governmental  affairs    •  Ensuring  pervasive  safety  and  health  of  people  over  the  lifespan  with   human-­‐centered  technology  innova&ons    HSTAR  pursues  its  mission  in  a  number  of  ways,  all  built  on  our  core  belief  in  the  power  of  collabora&on:  we  organize  interdisciplinary  grants,  contracts,  and  other  funding  opportuni&es;  we  bring  together  faculty  to  work  collabora&vely  on  projects  —  both  across  the  campus  and  in  collabora&on  with  faculty  at  other  universi&es  around  the  world;  and  we  organize  events  such  as  lectures,  small  seminars,  workshops  and  conferences,  some&mes  through  our  Media  X  program.      Innova&on  Ecosystems  Summit    
  • Media  X   Media  X  is  Stanfords  catalyst  for  industry  and  academic  research   partnerships  on  the  impact  of  informa&on  and  technology  on  society.     Drawing  on  the  world  class  capabili&es  of  over  90  Stanford  research  leaders   and  their  graduate  students,  Media  X  s&mulates  fundamental  insights  into   innova&on,  helping  accelerate  successful  outcomes.   Media  X  is  a  forum  for  virtual  and  physical  mee&ngs,  an  incubator  of  ideas,   and  a  programma&c  framework  to  encourage  and  support  mul&-­‐disciplinary   research  ini&a&ves.  Its  mission  is  to  provide  new  insights  on  the  rela&onship   between  people  and  technology,  how  technology  affects  peoples  lives,  how   to  beRer  design  products  and  services  to  make  them  more  usable  (and   more  compe&&ve  in  the  marketplace),  and  the  innova&ve  use  of  technology   in  research,  educa&on,  art,  entertainment,  commerce,  communica&ons,  and   na&onal  security.  Media  X  is  the  industry-­‐facing  program  of  HSTAR.   Media  X  has  an  open  and  collabora&ve  culture  and  outlook.  Stanford   researchers  have  trusted  rela&onships  with  researchers  in  Media  X  member   companies.  Corporate  members  have  a  unique  chance  to  benefit  from  the   exchange  of  crea&ve  ideas;  interact  with  researchers  on  cri&cal  ques&ons;   brainstorm  on  product  development;  collaborate  with  other  member   companies  and  make  important  connec&ons.  Members  have  early  access  to   premium  content  and  opportuni&es  to  influence  key  outcomes  and  sponsor   visi&ng  scholars.     The  Media  X  Visi&ng  Scholar  program  helps  world-­‐changing  innovators  from   academia,  government,  the  non-­‐profit  sector  and  industry  become  part  of   the  Stanford  community  and  amplify  the  impact  of  their  remarkable   projects  and  ac&vi&es.  Scholars  are  drawn  from  many  disciplines  that  reflect   the  diversity  of  the  Media  X  community.  
  • inspire brillance ge he ©2011 Cisco Systems, Inc. All rights reservedit s where learning doesn t always take placein a classroom and where discovery canhappen anywhere, at any time.it s where video has opened the door tolearning and collaborating in a whole new way,and where class is always in session.it s where every single person can connectwith teachers of all kinds wherever they may be.it s where great minds can easily come together,so it s also where the sky is the limit.Learn more at cisco.com/go/education
  • VTT  Technical  Research  Center  of  Finland   VTT  Technical  Research  Center  of  Finland  (hRp://www.vR.fi/index.jsp)  is  a   globally  networked  mul&-­‐technological  contract  research  organiza&on.  VTT   provides  high-­‐end  technology  solu&ons  and  innova&on  services.  VTT  enhances   customers’  compe&&veness,  thereby  crea&ng  prerequisites  for  society’s   sustainable  development,  employment,  and  wellbeing.   VTT  Technical  Research  Centre  of  Finland  is  the  biggest  mul&-­‐technological   applied  research  organiza&on  in  Northern  Europe.  It  provides  high-­‐end   technology  solu&ons  and  innova&on  services.  From  its  wide  knowledge  base,   VTT  can  combine  different  technologies,  create  new  innova&ons  and  a   substan&al  range  of  world  class  technologies  and  applied  research  services  thus   improving  its  clients  compe&&veness  and  competence.     VTT  is  a  front-­‐runner  in  the  world  of  technology  and  an  integral  part  of  Finland’s   innova&on  system.  Through  its  interna&onal  scien&fic  and  technology  network,   VTT  can  produce  informa&on,  upgrade  technology  knowledge,  create  business   intelligence  and  value  added  to  its  stakeholders.  One  example  of  its  vast  network   is  the  Sindi-­‐project  (Social  media  supported  indicators  for  monitoring  and   evalua&ng  user  driven  innova&on),  in  which  it  partners  with  Tampere  University   of  Technology,  Hypermedia  Laboratory  and  Stanford  Media  X  IEN  in  exploring   innova&on  ecosystems.    
  • Tampere  University  of  Technology  -­‐  Hypermedia  Laboratory    Hypermedia  Laboratory  is  a  research,  educa&on  and  service  unit  at  the  Department  of  Mathema&cs  at  Tampere  University  of  Technology  (TUT).  From  its  establishment  in  1994,  Hypermedia  Laboratory  has  been  working  ac&vely  in  the  field  of  hypermedia  in  research,  development  and  teaching.  Simply  put,  the  term  ‘hypermedia’  refers  to  modeling  and  organizing  informa&on  and  services  so  that  the  users,  tasks  and  context  are  all  appropriately  taken  into  account.  In  addi&on,  since  developing  and  maintaining  non-­‐trivial  services  is  expensive,  the  specifica&ons  and  design  must  aim  for  efficient  produc&on  and  management.  Typical  applica&ons  of  hypermedia  include  web-­‐based  services  (for  example,  a  social  media  site  or  electronic  commerce),  virtual  learning  environments,  user-­‐profiled  documenta&on,  and  mobile  informa&on  systems  that  exploit  the  ideas  of,  for  example,  recommenda&on  systems.  The  mul&disciplinary  research  group  here  at  Hypermedia  Laboratory  consists  of  experts  on  hypermedia,  usability,  mathema&cs,  pedagogy,  computer  science  and  social  sciences.  All  of  our  experts  place  strong  emphasis  on  user-­‐centered  design  and  on  the  added  value  of  Web-­‐based  solu&ons.    Innova&on  Ecosystems  Summit    
  • The  University  of  Electro-­‐Communica&ons   The  University  of  Electro-­‐Communica&ons       is  a  na&onal  university  in  Tokyo,  Japan.  It  specializes  in  the  disciplines  of   computer  science,  the  physical  sciences,  engineering  and  technology.  It  was   founded  in  1918.   Knowledge  Systems  Laboratory     Is  directed  by  Prof.  Toshio  Okamoto  and  focuses  on  the  system  development  of   intelligent  web-­‐based  educa&onal  systems  u&lizing  the    ar&ficial  intelligence   technologies  such  as  e-­‐Learning,  Web  based  collabora&ve  learning  including   Recommending  and  Knowledge  mining  func&ons.   Ac&ve  Intelligence  Group   Is  a  part  of  the  Knowledge  Systems  laboratory  and  is  directed  by  Asst.  Prof.  Neil   Rubens.    The  group  focuses  on  developing  Ac&ve  Intelligence  systems  –     self-­‐adaptable  systems  that  ac&vely  acquire  data  and  learn  in  an  unsupervised/ semi-­‐supervised  manner.    These  systems  are  applied  to  a  variety  of  areas   including  eLearning,  innova&on,  informa&on  retrieval,  recommender  systems,   bioinforma&cs,  etc.  
  • Innova&on  Ecosystems  Network  Innova&on  Ecosystems  Network  (IEN)  Op&mizing  the  impact  of  investments  made  by  s&mulus  programs  and  public  and  private  stakeholders  is  a  quest  shared  by  developers  around  the  world.  A  clear  understanding  of  how  to  invest  local  resources  for  global  par&cipa&on  that  will  accrue  benefits  to  the  local  area  has  yet  to  be  fully  ar&culated,  and  metrics  to  measure  interim  progress  are  greatly  needed.  Innova&on  Ecosystems  Network  aims  to  fill  this  void.  The  research  ini&a&ve  was  established  in  2009.  The  team  is  composed  of  collaborators  dispersed  in  different  con&nents  with  mul&-­‐cultural  background  and  global  insights.  The  Innova&on  Ecosystems  Network  is  an  interna&onal  consor&um  of  data  partners,  analysis  partners  and  community-­‐of-­‐prac&ce  partners,  dedicated  to  data-­‐driven  visualiza&on  of  success  factors  in  technology-­‐based  business  development.  Through  research  collabora&ons,  quarterly  mee&ngs,  and  resource  sharing,  we  seek  to  iden&fy  paRerns  of  success  and  key  interven&on  points  in  innova&on  ecosystems  and  enhance  sharing  of  insights  among  the  diverse  groups  of  people.  Par&cipa&on  in  the  Innova&on  Ecosystems  Network  is  open  to  Media  X  member  companies  and  to  affiliated  partners.  IEN  TRANSFORMATION  FRAMEWORK    Translate,  measure  and  transform  an  innova&on  ecosystem    Innova&on  Ecosystems  Summit    
  • Innova&on  Ecosystems  Network   IEN  Publica&ons   Huhtamäki,  J.,  Russell,  M.  G.,  S&ll,  K.,  &  Rubens,  N.  (2011).  A  Network-­‐Centric  Snapshot  of  Value  Co-­‐ Crea&on  in  Finnish  Innova&on  Financing.  Open  Source  Business  Resource,  13-­‐21.   Huhtamäki,  J.,  Russell,  M.  G.,  S&ll,  K.,  Rubens,  N.,  &  Yu,  C.  (2011).  Business  Angels  and  Investment   Organiza&ons  as  Networked  Co-­‐creators  of  the  Finnish  Innova&on  Ecosystem.  Proceedings  of  Triple   Helix  IX  Interna&onal  Conference:  “Silicon  Valley:  Global  Model  or  Unique  Anomaly?"  11-­‐14  July   2011,  Stanford,  California,  USA.     Rubens,  N.,  Russell,  M.,  Perez,  R.,  Huhtamäki,  J.,  S&ll,  K.,  Kaplan,  D.,  &  Okamoto,  T.  (2011).  Alumni   network  analysis.  In  the  proceedings  of  the  IEEE  Second  Annual  Global  Engineering  Educa&on   Conference  (EDUCON),  4-­‐6  April  2011,  Amman,  Jordan  (pp.  606-­‐611).     Rubens,  N,  S&ll,  K.,  Huhtamäki,  J.  and  Russell,  M.  G.  (2010).  A  Network  Analysis  of  Investment  Firms   as  Resource  Routers  in  Chinese  Innova&on  Ecosystem,  Journal  of  Networks,  Fall.   Rubens,  N.,  S&ll,  K.,  Huhtamäki,  J.,  and  Russell,  M.G.,  (2010)  “Leveraging  Social  Media  Analysis  for   Innova&on  Players  and  Their  Moves.”  Technical  Report,  Innova&on  Ecosystems,  Media  X  at  Stanford   University.   Russell,  Martha  G.  and  Smith,  Marc  A.  (2011)  “Network  Analysis  of  a  Regional  Ecosystem  of   Axerschool  Programs,”  Axerschool  MaRers,  Winter.   Russell,  M.  G.,  S&ll,  K.,  Huhtamäki,  J.,  Yu,  C.,  &  Rubens,  N.  (2011).  Transforming  Innova&on   Ecosystems  through  Shared  Vision  and  Network  Orchestra&on.  In  the  proceedings  of  Triple  Helix  IX   Interna&onal  Conference:  “Silicon  Valley:  Global  Model  or  Unique  Anomaly?"  11-­‐14  July  2011,   Stanford,  California,  USA.     S&ll,  K.,  Russell,  M.  G.,  Huhtamäki,  J.,  Turpeinen,  M.,  &  Rubens,  N.  (2011).  Explaining  Innova&on   with  Indicators  of  Mobility  and  Networks:  Insights  into  Central  Innova&on  Nodes  in  Europe.  In  the   proceedings  of  Triple  Helix  IX  Interna&onal  Conference:  “Silicon  Valley:  Global  Model  or  Unique   Anomaly?"  11-­‐14  July  2011,  Stanford,  California,  USA.   S&ll,  K.,  Russell,  M.  G.,  Huhtamäki,  J.,  Yu,  C.,  &  Rubens,  N.  (2011).  Gender  and  Innova&on:  Networks   of  Execu&ve  Women  in  Technology-­‐Based  Companies.  In  the  proceedings  of  Triple  Helix  IX   Interna&onal  Conference:  “Silicon  Valley:  Global  Model  or  Unique  Anomaly?"  11-­‐14  July  2011,   Stanford,  California,  USA.     Yu,  C.,  S&ll,  K.,  Russell,  M.  G.,  Rubens,  N.,  &  Huhtamäki,  J.  (2011).  Social  Media,  Reputa&on  and   Branding  of  Innova&on  Hubs:  A  Periscope  Using  Content  Analysis  of  TwiRer.  In  the  proceedings  of   Triple  Helix  IX  Interna&onal  Conference:  “Silicon  Valley:  Global  Model  or  Unique  Anomaly?"  11-­‐14   July  2011,  Stanford,  California,  USA.  
  • Innova&on  Ecosystems  Network  IEN  Presenta&ons  &  Workshops  May  10,  2010,  Stanford  University,  Stanford,  CA  “Internal  and  External  Innova&on  Ecosystems  in  China  2.0 ,  Stanford  Program  on  Regions  of  Innova&on  and  Entrepreneurship.  Internal  and  External  Innova&on  Ecosystems  in  China  2.0.  November  14  –  17,  2010,  Sacramento,  CA  “Value  Co-­‐Crea&on  Networks  and  Social  Media  Conversa&ons  in  the  Green  Tech  Innova&on  Ecosystem,”  2010  Behavior,  Energy  and  Climate  Change  Conference.  November  7-­‐10,  2010,  Aus&n,  TX  “Using  Data-­‐Driven  Social  Network  Analysis  for  Insights  on  Innova&on  and  Change,”  INFORMS,  Aus&n,  TX.  October  12,  2010,  Madrid,  Spain  “Using  Social  Media  to  Leverage  Triple  Helix  Insights  in  Innova&on  Ecosystems,”  Workshop  at  Triple  Helix  Conference  VIII,  October  12,  2010,  Madrid,  Spain.  October  7,  2010,  Olso,  Norway    “Knowledge  Across  Borders:  Accelerate  Building  Trust    to  Unleash  Innova&on,”  Business  Ins&tute.  October  5,  2010,  Skei,  Norway  “Innova&on  Ecosystems  in  Tradi&onal  and  Changing  Cultures:  Examples  from  Minnesota  and  Silicon  Valley,”  Norwegian  Informa&on  Technology  Forum.  September  18  to  19,  2010,  Beijing,  China  “Innova&on  Ecosystems:  New  Insights  with  Network  Approach”,  Beijing  First  Global  World  City  Conference  September  14 17,  2010,  Nokia,  Finland  “Social  Networks  and  Co-­‐crea&on  in  Innova&on  Ecosystems,”  EBRF  2010.    Innova&on  Ecosystems  Summit    
  • Innova&on  Ecosystems  Network   IEN  Presenta&ons  &  Workshops   August  5,  2010,  University  of  Electro-­‐Communica&ons,  Tokyo,  Japan   “Leveraging  Social  Media  for  Analysis  of  Business  Networks  in  Regional  Technology   Development,”  Invited  seminar.   August  2,  2010,  Hong  Kong  University  of  Science  and  Technology   “Iden&fying  Value  Co-­‐crea&on  in  Innova&on  Ecosystems  Using  Social  Network  Analysis,”     Inaugural  Lecture:  Siemens  Innova&on  Forum.   July  31,  Huangshan,  China   “A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova&on   Ecosystem,”  Interna&onal  Symposium  on  eCommerce  and  Internet  Security  2010  (pre-­‐print   pdf).   June  1,  2010,  Stanford  University,  Media  X  Workshop   Social  Network  Analysis:  New  Tools,  Data,  and  Ques&ons     March  5,  2010,  Stanford  University,  Media  X  Workshop   Innova&on  Ecologies  
  • Innova&on  Ecosystems  Network  SINDI  –  A  Collabora&on  Project  Sindi  is  about  social  media  supported  indicators  for  monitoring,  evalua&ng  and  visualizing  user-­‐driven  innova&on.  It  is  a  collabora&on  project  between  VTT  Technical  Research  Centre  of  Finland,  Hypermedia  Laboratory  at  Tampere  University  of  Technology  and  Innova&on  Ecosystems  Network  at  Media  X  at  Stanford  University.  The  goal  of  the  project  is  to  develop  and  validate  indicators  for  measuring  the  process  and  impact  of  user-­‐driven  ICT  supported  service  innova&on.  Furthermore,  the  project  aims  at  suppor&ng  visualiza&on  and  making  meaning  of  the  indicators  within  their  contexts,  especially  in  the  contexts  of  educa&on  and  well-­‐being.    The  project  concentrates  on  exploi&ng  the  increasingly  diverse  digital  socially  constructed  databases,  and  social  media.  Sindi  aRempts  to  address  innova&on  ac&vi&es  and  its  indicators  at  the  micro-­‐level  as  well  as  macro-­‐level.    Innova&on  Ecosystems  Summit    
  • Innova&on  Ecosystems  Network   IEN  at  Triple  Helix  9   Tue  (July  12)   Wed  (July  13)   Thu  (July  14)   9:30  –   THEMATIC  WORKSHOP   11:00   Accelera&ng  Trust  Through  Telepresence:   Rela&onship  Resources  and  Triple  Helix   Dependencies  for  Co-­‐crea&ng  Innova&on   (organized  by  Media  X  and  Cisco)   Teleconference  mee&ng  arranged  at  Cisco,  San   Jose—bus  transporta&on  provided   11:30  –   PLENARY  SESSION:   THEMATIC  WORKSHOP:   SESSION  PS  18  –  MANAGEMENT  AND  CAPACITY-­‐ 1:00   “Building  innova&on   Snapshots,  Movies  and   BUILDING  FOR  EFFECTIVE  TRIPLE  HELIX   ecosystems:  global  and   Interac&ve  Tools:  Analyzing   PARTNERSHIPS   regional  factors”   and  Communica&ng  the   HRP  T116   McCaw  Hall   Power  of  Rela&onships  in  the   User-­‐driven  social  innova&on:  roles  and   Chair:  Martha  Russell,   Triple  Helix  (organized  by   knowledge  of  university,  business,  government   Senior  Researcher,  Human   Media  X,  Stanford  University)   and  the  community  of  users  in  the  case  of  web-­‐ Sciences  Technology   based  service   Advanced  Research   SESSION  PS1  –  TRIPLE  HELIX   Ins&tute  (H-­‐STAR),   INDICATORS   SESSION  PS  19  –  COMMUNICATION  OF   Innova&on  Ecosystems   HRP  T116(Health  Research&   INNOVATION  AND  SOCIAL  MEDIA   Network,  Associate   Policy  Building)   HRP  T138B   Director,  Media  X  at   Explaining  innova&on  with   Social  media,  reputa&on  and  branding  of   Stanford  University   indicators  of  mobility  and   innova&on  hubs:  A  periscope  using  network   networks:  Insights  into   analysis  of  TwiRer   central  innova&on  nodes  in   Europe   SESSION  PS16  –  LIVING  INNOVATION:   CHALLENGES  AND  OPPORTUNITIES   LK  204,Li  Ka  Shing  Center   Transforming  innova&on  ecosystems  through   shared  vision  and  network  orchestra&on   2:00  –   SESSION  PS9  –  NEW  FORMS   4:00   OF  FINANCING  INNOVATION   LK  204,Li  Ka  Shing  Center   Business  Angels  and   investment  organiza&ons  as   networked  co-­‐creators  of  the   Finnish  innova&on  ecosystem   SESSION  PS  10  –  THE   GENDER  DIMENSION  IN   SCIENCE,  TECHNOLOGY,   INNOVATION,  TECHNOLOGY   TRANSFER  AND   ENTREPRENEURSHIP   LK  208,  Li  Ka  Shing  Center   Gender  and  Innova&on:   Networks  of  Execu&ve   Women  in  Technology-­‐Based   Companies  
  • Appendix C: Media X Initiatives
  • Publish  on  Demand  Publish  on  Demand  Publish  on  Demand  is  a  Media  X  research  ini&a&ve,  led  by  Professor  Michael  Genesereth,  Computer  Science,  in  conjunc&on  with  Dr.  Roland  Vogl,  Law  School  and  CodeX,  the  Stanford  Center  for  Legal  Informa&cs.    The  overall  goal  of  this  ini&a&ve  is  to  improve  accessibility  and  dissemina&on  of  scholarly  works  and  other  educa&onal  materials  in  academic  ins&tu&ons  around  the  world.    The  research  seeks  to  bring  clarity  to  the  oxen  ambiguous  legal  rules  applicable  to  the  use  of  academic  content  by  conver&ng  those  rules  into  computa&onal  instruc&on  sets.  This  capability  could  considerably  reduce  or  remove  the  obstacles  students’  and  researchers’  face  when  they  aRempt  to  acquire  rights  to  content  included  in  a  custom.    This  research    can  also  help  to  enable  automated  nego&a&on  for  copyrights  in  conjunc&on  with  a  print  or  digital  retrieval  request.  With  greater  clarity  of  copyright  restric&ons,  the  ability  to  easily  acquire  permission  to  use  content,  and  the  automa&on  of  copyright  nego&a&ons,  the  prepara&on  of  course  materials  could  become  significantly  easier  and  less  costly.    Importantly,  resolving  ambiguity  and  streamlining  processes  for  copyright  transac&ons    for  many  types  of  educa&onal  content  will  poten&ally  unleash  innova&on  and  crea&vity  in  instruc&onal  materials,  with  poten&al  benefits  to  the  quality  of  educa&onal.    Concerns  over  the  rising  cost  of  educa&onal  materials  give  cause  for  a  close  examina&on  of  exis&ng  distribu&on  methods  for  academic  content,  with  the  aim  of  finding  ways  to  minimize  cost  and  maximize  accessibility  and  effec&veness.    Clearing  copyrights  for  course  materials  can  be  a  manual,  labor-­‐intensive  process,  and  oxen  cost-­‐prohibi&ve  .    Copyright  licensing  agencies  can  assist  in  this  clearance  process  only  if  the  work  sought  is  part  of  an  exis&ng  catalogue  of  copyrighted  works  and  readily  available  for  licensing.  Research  conducted  by  CodeX  in  2010  iden&fied  a  wide  range  of  criteria  for  classifying  copyright  licenses.    SIPX  uses  these  classifica&ons  to  codify  license  and  copyright  data,  which  is  then  recorded  into  a  centralized  database  and  connected  with  the  content  governed  by  the  copyright  license.  The  process  of  codifying  a  copyright  license  is  complex  and  involves  extrac&ng  relevant  data  from  legal  documents  at  varying  levels  of  legal  sophis&ca&on.  This  ‘license  database’  captures  many  different  types  of  situa&ons,  including  but  not  limited  to:   • iden&fying  pre-­‐exis&ng  subscrip&on  or  licensed  content  (when  a  subscrip&on  has  been   purchased  on  behalf  of  certain  users,  for  certain  rights  to  certain  materials,  such  as  if  a  school   library  purchased  subscrip&on  access  to  a  journal  database  on  behalf  of  its  students  and   professors,  which  may  or  may  not  include  the  right  for  professors  or  students  to  copy  the   subscrip&on  materials  into  course  readers  ).   • iden&fying  public  domain  content  (when  a  work  is  in  the  public  domain  and  can  be  freely  used   by  every  user  with  no  royalty  payment);    Innova&on  Ecosystems  Summit    
  • Publish  on  Demand   Publish  on  Demand   iden&fying  crea&ve  commons  and  royalty-­‐free  condi&onal  use  content  (when  a  work  can  be  used  under   certain  condi&ons  with  no  royalty  payment,  depending  on  the  user’s  desired  ac&vity,  such  as  if  an   author  does  not  want  to  charge  royal&es  for  users  seeking  to  use  his  research  paper  for  educa&onal   purposes,  but  will  charge  royal&es  for  users  seeking  commercial  use);   As  part  of  the  ini&a&ve,  the  researchers  have  created  the  Stanford  Intellectual  Property  Exchange  (SIPX),   a  new  online  pla}orm  thatserves  as  a  copyright  registry,  a  copyright  marketplace  exchange,  and  a   copyright  clearance  service  which  can  connect  with  third  party  distribu&on  pla}orms.  SIPX  brings  value   to  copyright  owners  by  crea&ng  a  convenient,  integrated  way  for  automated  transac&ons  for   copyrighted  materials  that  are  not  covered  by  pre-­‐exis&ng  licenses  or  subscrip&ons.     During  the  Spring  2011  quarter,  the  researchers  used  SIPX  as  a  concept  proof  in  connec&on  with  Print   on  Demand  on  the  Stanford  campus  to  demonstrate  instant  and  cost-­‐saving  copyright  clearance  for   three  course  readers.  Typically,  over  75%  of  what  students  pay  for  in  a  course  reader  is  royal&es  to   copyright  owners  and  the  service  charge  for  asking  for  permission  to  use  the  content  in  a  course  reader.   SIPX  reduced  the  cost  drama&cally,  both  by  automa&ng  the  clearance  process,  and  iden&fying  any  pre-­‐ exis&ng  licenses  available  through  the  Stanford  Libraries  so  that  duplicate  royalty  payments  were   eliminated.  In  this  demonstra&on,  course  readers  were  made  available  through  Print  on  Demand  with   lower  cost  and  in  book  quality  using  “PrintGroove”  on  the  Konica  Minolta  BizHub.   Publish  on  Demand  leverages  research  conducted  on  SIPX    through  the  CodeX  center,  which  began  in   2005  under  the  Media  X  research  theme,  “Online  Media  Content.”   Early  Results:   •  Lee,  F.  (2011).  An  empirical  analysis  of  costs,  labor  and  copyright  issues  in  course  reader  prepara&on:   A  case  study  of  SIPX  Spring  2011  Print  on  Demand  deployment  .     •  Yu,  C.,  Russell,  M.,  &  Lee,  F.  (2011).  Student  Aytudes  and  Preferences  for  Cost  and  Format  Op&ons  in   Personalized,  Cost  Subsidized  Print  on  Demand  Course  Materials.   For  more  informa&on  about  SIPX,  contact:  Dr.  Roland  Vogl,  Execu&ve  Director,  CodeX,    The  Stanford   Center  for  Legal  Informa&cs,  rvogl@stanford.edu  or  650-­‐723-­‐8532   For  more  informa&on  about  Print  on  Demand  Course  Readers,  contact:  Franny  Lee,  fslee@stanford.edu   For  more  informa&on  about  Publish  on  Demand,  contact:  Martha  Russell,  Associate  Director,  Media  X  at   Stanford  University,  martha.russell@stanford.edu  
  • Knowledge  Worker  Produc&vity  Incremental  and  Transforma&onal  Innova&on  in  Knowledge  Worker  Produc&vity  A  serious  produc&vity  gap  exists  between  available  knowledge  and  how  it  is  used.    Like  a  hole  in  a  bucket,  this  gap  is  responsible  for  significant  loss  of  resources  and  compe&&ve  advantage.  Development  cycles  are  shortening,  product  and  service  life&mes  are  shrinking,  global  compe&&on  is  intensifying,  and  the  impera&ve  for  op&mizing  knowledge  resources  and  their  use  has  become  startlingly  evident.  As  knowledge  resources  slip  through  that  gap,  profitability,  innova&on,  product  and  service  quality,  and  growth  are  diminished.  Enterprises  are  not  fully  engaging  the  energy  and  intellect  of  the  employees  whom  they  compete  to  aRract  and  retain.    Organiza&ons  don’t  fully  harvest  the  benefits  of  the  technologies  they  provide  for  employees.  If  these  underused  technologies  and  human  capital  were  employed  even  modestly  beRer,  the  produc&vity  gap  could  be  reduced  and  growth  could  be  drama&cally  accelerated,  transforming  the  compe&&veness,  velocity,  growth  and  profitability  of  established  and  emerging  organiza&ons.  Many  enterprises  are  aware  of  the  knowledge-­‐worker  produc&vity  problem.    Some  are  exploring  ways  to  iden&fy  and  provide  access  to  informa&on  resources  across  globally  distributed  teams.    IT  departments  are  experimen&ng  with  technology  services  that  aRempt  deep  seman&c  linking  in  document  access  and  management.  Others  aRempt  to  evaluate  cultural  influences  on  crea&vity  in  knowledge  work  and  for  knowledge  workers  in  order  to  increase  familiarity  and  trust.  Around  the  world,  organiza&ons  are  restructuring,  to  leverage  principles  of  open  innova&on  for  outsourcing.  All  these  trends  converge  on  new  opportuni&es  for  products  and  services  to  increase  produc&vity  and  accelerate  growth  by  increasing  produc&vity  in  knowledge  work.    And  they  point  to  the  need  to  beRer  understand  how  people  work  with  knowledge  –  individually,  in  teams  and  in  organiza&ons  –  and  how  enterprises  can  leverage  these  insights  for  new  tools  and  processes.  Acquiring  and  maintaining  the  organiza&onal  complements  of  knowledge  management  is  a  real  cost  to  organiza&ons,  but  it  is  also  a  poten&al  source  of  massive  value,  able  to  increase  corporate  compe&&veness  through  incremental  and  transforma&onal  innova&on.  Differences  exist  in  the  value  percep&on  of  incremental  and  radical  innova&on  across  individualis&c  and  collec&vis&c  cultures.  Understanding  the  counter-­‐intui&ve  impact  of  some  system  changes  is  essen&al  for  sustainable  change.  Radical  changes  to  knowledge-­‐management  systems  or  work  processes  come  at  a  price,  yet  may  offer  unprecedented  benefits  from  the  transforma&ons  they  enable.    Research  is  needed  for  fundamental  insights  to  op&mize  cri&cal  decision  pathways,  iden&fy  poten&al  metrics  and  enhance  management  strategies.  Results  from  this  research  may  enable  knowledge  workers  to  be  more  crea&ve,  facilitate  informa&on  sharing  to  s&mulate  ideas,  add  value  to  data  with  context,  enhance  the  efficiency  and  effec&veness  of  work  processes,  leverage  human  intelligence  with  ar&ficial    Innova&on  Ecosystems  Summit    
  • Knowledge  Worker  Produc&vity   Incremental  and  Transforma&onal  Innova&on  in   Knowledge  Worker  Produc&vity   intelligence  for  decision  making,  help  people  at  remote  loca&ons  work  together,  s&mulate  crea&vity  of   individuals  and  team,  smooth  the  transi&on  between  individual  work  and  group  work,  and  create  new   ideas  by  sharing,  visualizing,  collec&ng,  analyzing,  synthesizing,  and  brainstorming.     Background  Workshop:   Jan  18,  2011  ,  Knowledge  Management  Workshop,  Stanford  University   Incremental and Transformational Innovation for Measurable Improvements in Knowledge Worker Productivity Augmenting Knowledge the Brain in Practice Reinventing Creativity Workflow Incremental & Transformational Innovation Agile Collaboration Networks in Teams
  • Knowledge  Worker  Produc&vity  Incremental  and  Transforma&onal  Innova&on  in  Knowledge  Worker  Produc&vity  Background  Papers:  •  Russell,  M.  &  Jacobstein,  N.  (2011).  Incremental  and  Transforma&onal  Innova&on  For  Measurable   Improvements  In  Knowledge  Worker  Produc&vity.  •  S&ll,  K.  (2011).  Measuring  Knowledge  Worker  Produc&vity.  •  Mishra,  S.,  Kim,  H.,  &  Hinds,  P.  (2011).  Crea&vity  and  Culture:  A  Literature  Review.    •  Genesereth,  M.  &  Dar,  Z.  (2011).  Knowledge  Management:  Technological  Literature  Review.  Selected  Projects:  From  twenty-­‐five  interdisciplinary  proposals  received  from  departments  across  the  en&re  Stanford  campus,  seven  concept-­‐proving  research  projects  have  been  awarded  to  explore  new  ques&ons  that  will  guide  the  development  of  insights  in  the  next  5  years.  Crea&vity  and  Culture:  Understanding  Team  Crea&vity  and  What  Fosters  It     • Pamela  Hinds,  Associate  Professor,  Department  of  Management  Science  &  Engineering   • Hannah  Hyunjee  Kim,  PhD  student,  Department  of  Management  Science  &  Engineering  Using  Video  Game  Placorms  to  Understand  Thinking  Styles  of  People  Engaged  in  Collabora&on     • Jeremy  Bailenson,  Department  of  Communica&on   • Leo  Yeykeles,  PhD  student,  and  VRITS  Undergraduates  Process  Integra&on  Placorm:  Enabling  Process  Transparency  Within  Teams  and  scaling  of  Process  Knowledge  Across  the  En1re  Firm     • Mar&n  Fischer,  Professor,  Civil  and  Environmental  Engineering,  Director,  Center  for  Integrated   Facility  Engineering  (CIFE)   • Larry  Leifer,  Professor,  Mechanical  Engineering  Design,  Director,  Hasso  PlaRner  Design  Thinking   Research  Program,  Director,  Center  for  Design  Research   • Mar&n  Steinert,  Deputy  Director,  Center  for  Design  Research   • Ben  Schwegler,  Consul&ng  Professor,  Civil  and  Environmental  Engineering,  Stanford  University,   Senior  Vice  President  /  Chief  Scien&st,  Walt  Disney  Imagineering   • Reid  Senescu,  PhD  Candidate,  Civil  and  Environmental  Engineering,  and  Engineer,  Arup   • Cisco  Riordan,  Undergraduate,  Computer  Science,  EteRNA:  Accelera&ng  Knowledge  Crea&on  for  RNA  Bioengineering  through  Internet-­‐Scale  Gaming   • Rhiju  Das,  Professor,  Stanford  Biochemistry  &  Physics   • Daniel  Schwartz,  Professor,  School  of  Educa&on     • Adrien  Treuille,  Carnegie  Mellon  University,  Computer  Science    Innova&on  Ecosystems  Summit    
  • Knowledge  Worker  Produc&vity   Incremental  and  Transforma&onal  Innova&on  in   Knowledge  Worker  Produc&vity   A  Journey  from  Islands  of  Knowledge  to  Mutual  Understanding  In  Global  Business  Mee&ngs   • Renate  Fruchter,  Civil  and  Environmental  Engineering,  Director  of  Project  Based  Learning  Lab   • Kincho  H.  Law,  Professor,  Civil  and  Environmental  Engineering   Designing  Technologies  that  Mediate  Human  Social  Interac&on:  Strategies  for  Effec&ve  Coopera&on   and  Collabora&on   • Abhay  Sukumaran,  Ph.D.  candidate  in  Communica&on   • Clifford  Nass,  Thomas  M.  Storke  Professor  in  Communica&on   The  U&lity  of  Calming  Technologies  in  Improving  Produc&vity   Neema  Moraveji,  doctoral  student  at  Stanford  University’s  Learning  Sciences  and  Technology  Design   program   • BJ  Fogg,  Consul&ng  Professor  at  Stanford  University,  Director,  Stanford  Persuasive  Technology   Lab     • Jeff  Heer,  Assistant  Professor  in  Computer  Science,  Informa&on  Visualiza&on.     • Roy  Pea,  Professor,  Educa&on,  Director  of  Stanford  University’s  Learning  Sciences  and   Technology  Design  research  program  
  • Media  X  Research  Themes  Media  X  Research  Themes  Media  X  Research  Themes    The  Media  X  RFP  program  allows  member  companies  to  collaborate  with  Stanford  researchers  on  edge  ques&ons.    Edge  ques&ons  have  a  &me  horizon  of  3  to  7  years.    They  oxen  revolve  around  complex  issues  that  are  not  yet  well-­‐defined.    Member  companies  work  with  the  Media  X  leadership  team  to  ar&culate  a  research  challenge,  which  is  then  issued  broadly  throughout  the  Stanford  research  community.  Proposals  are  reviewed  and  concept-­‐proving  projects  are  selected  for  funding.  Oxen  researchers  from  Media  X  member  companies  establish  residency  at  Stanford  to  collaborate  on  the  research  projects,  providing  all  the  benefits  of  first  informa&on.    Results  are  disseminated  openly.    In  many  cases  results  of  Media  X  research  projects  provide  valida&on  of  the  new    ques&on  or  method  and  lead  to  significant  funding  from  public  or  private  resources.    Media  X  RFP  programs  are  financed  through  gixs  from  member  companies.  The  Media  X  RFP  process  is  dis&nc&ve  from  internal  corporate  R&D  ini&a&ves  in  its  ability  to  tap  the  intellect  of  Stanford  research  leaders,  many  of  whom  are  already  well-­‐funded,  on  ques&ons  that  have  not  before  been  ar&culated.    The  combina&on  of  Silicon  Valley  entrepreneurial  culture,  ac&vely  engaged  industry  partners,  Stanford  thought  leadership,  and  the  energe&c  crea&vity  of  bright  mo&vated  graduate  students  and  post  docs  infuses  the  Media  X  RFP  process  with  unique  possibili&es.  Media  X  research  themes  draw  upon  the  full  technological,  cultural  and  intellectual  resources  at  Stanford.  COLLABORATION  Advanced  human  communica&on  technologies.  Exploring  the  fusion  of  virtual  and  physical  worlds  for  advanced  human  communica&ons.    Interac&ve  technologies  for  social  interac&on  and  collabora&on.  Using  interac&ve  technology  in  social  interac&on  and  collabora&on  in  produc&vity  contexts,  including  synchronous  and  asynchronous  uses  of  text,  graphics,  voice  and  video.    Use  of  mobile  devices  in  collabora&on.  Researching  mobile  device-­‐centric  interac&ve  technology  used  in  collabora&on  in  the  context  of  mul&media.  Measuring  and  Increasing  Measurable  Produc&vity  in  Knowledge  Management:  Metrics  for  incremental  and  transforma&onal  improvements  in  produc&vity  of  people  who  work  with  informa&on.  IMAGE,  SPEECH  AND  LANGUAGE  PROCESSESING  Natural  language  research:  Basic  and  strategic  research,  training  and  technology  transfer  in  speech  and  language  processing.    Video  processing,  cataloging,  retrieval,  and  reuse.  Using  interac&ve  technologies  related  to  video  processing,  cataloging,  retrieval  and  reuse,  with  a  view  to  the  development  of  automated  systems  to  support  video  libraries.    Innova&on  Ecosystems  Summit    
  • Media  X  Research  Themes   Media  X  Research  Themes   PARTICIPATION   Online  media  content.  Evalua&ng  consumers  as  publishers  or  establish  ontologies  of  content.     Learning  and  training.  Interac&ve  technologies  rela&ng  to  learning  and  training,  focusing  on  the   integra&on  of  technology  and  an  understanding  of  human  psychology  and  social  behavior  to  enhance   understanding  and  performance.     Innova&on  Ecosystems:  Network  analysis  of  employment,  investment  and  educa&onal  rela&onships  for   shared  vision  and  transforma&on.   HUMAN-­‐MACHINE  INTERACTION  AND  SENSING     Human-­‐machine  interac&on  and  sensing.  Research  on  human-­‐machine  interac&on  and  sensing  that   focuses  on  the  detec&on  or  sensing  of  human-­‐comprehension,  emo&onal  states,  gestures  or  touch.     Sensing  and  control.    The  integra&on  of  technology  and  the  understanding  of  human  psychology  and   social  behavior  that  can  lead  to  new  technologies  that  enable  natural  interac&on  with  informa&on  and   the  physical  world.     Emo&on  detec&on  from  video  capture  of  facial  expression.    Enabling  vehicles  to  automa&cally  perceive   driver  emo&ons  and  determine  the  drivers  alertness/fa&gue  in  order  to  provide  a  reliable  and   ac&onable  safety  index.     Publish  on  Demand:  Training  a  Printer  for  Copyright  Analysis  and  Nego&a&on   FORM  FACTORS   Mobile  devices  and  alterna&ve  form  factors.  Researching  mobile  communica&on  devices  and  services   focusing  on  the  device  itself,  the  use  cases  for  that  device,  the  interface  employed  to  render  that  device   useful,  and  the  connec&vity  opportuni&es  and  needs  required  to  make  that  device  part  of  the   "connected"  compu&ng  ecosystem.  
  • Media  X  Reading  Media  X  Reading  Blascovich,  Jim    and  Bailenson,  Jeremy  (2011)  Infinite  Reality:  Avatars,  Eternal  Life,  New  Worlds,  and  the  Dawn  of  the  Virtual  Revolu@on.  Harper  Collins:  New  York,  NY.  Goldman,  R.,  Pea,  R.  D.,  Barron,  B.  &  Derry,  S.  (2007).  (Eds.)    Video  Research  in  the  Learning  Sciences.  Lawrence  Erlbaum  Associates:  Mahwah,  NJ.  House,  Charles  and  Price,  Ray  (2009)  The  HP  Phenomenon:  Innova@on  and  Business  Transforma@on.  Stanford  University  Press:  Stanford,  CA.  Nass,  Clifford,  with  Yes,  Corina  (2010)  The  Man  Who  Lied  to  His  Laptop:  What  Computers  Can  Teach  Us  About  Human  Rela@onships.  Penguin  Group  (USA).  PlaRner,  Hasso  ,  Meinel,  Christoph,  Leifer,  Larry,  Eds.  (2011)  Design  Thinking:  Understand  –  Improve  –  Apply.  Springer.  PlaRner,  Hasso;  Meinel,  Christoph;  Leifer,  Larry  (2011)  (Eds.)  Design  Thinking  Research:  Studying  Co-­‐crea@on  in  Prac@ce.  Springer.  Reeves,  Byron  and  Reed,  J.  Leighton  (2009)  Total  Engagement:  Using  Games  and  Virtual  Worlds  to  Change  the  Way  People  Work  and  Businesses  Compete.  Harvard  Business  School  Publishing:  Boston,  MA.    Innova&on  Ecosystems  Summit    
  • Prepared  by  Innova&on  Ecosystems  Network,  2011   Printed  on  Konica  Minolta  BizHub  Digital  version  is  available  on  www.  Innova&on-­‐ecosystems.org