at S T A N F O R D U N I V E R S I T Y
September	
  12,	
  2012	
  
Transforma3onal	
  Forces	
  for	
  Network	
  Orchest...
Further	
  Informa3on	
  
•  hDp://mediax.stanford.edu	
  
•  hDp://mediax.stanford.edu/news.html	
  
•  hDp://comm.stanfo...
The REAL Issue
Deep Knowledge with Wide Applicability
IN	
  THE	
  HEART	
  OF	
  SILICON	
  VALLEY	
  
	
  IN	
  A	
  CUL...
H-­‐STAR	
  	
  
HUMAN	
  SCIENCES	
  AND	
  TECHNOLOGIES	
  	
  
ADVANCED	
  RESEARCH	
  INSTITUTE	
  
RELATIONSHIP	
  IN...
CSLI
Eng
EE Psy
Ed
SSP
SCIL
SUMMIT
PBLL
GSB
Ling
CHIMe
Art
!
!
!
!
Discovery Collaborations !
Span Stanford Labs!
School o...
ParEcipate	
  in	
  the	
  Media	
  X	
  HSTAR	
  Community	
  
•  Membership
•  Visiting Scholars
•  Research Initiatives...
A Revolution is Coming at the Intersection
of People and Information Technology
7	
  
at S T A N F O R D U N I V E R S I T...
Media	
  X’s	
  Unique	
  proposi3on	
  
•  Frame	
  a	
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  to	
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  Stanford	
  thought	
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that	...
Build	
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•  Time	
  advantage	
  	
  
–  3	
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  ahead	
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•  Abrizio	
  
•  ASK	
  Computer	
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•  Cisco	
  Systems,	
  Inc.	
  
•  Dolby	
  Systems	
  
•  eBay	
  
•  E...
Alumni	
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  ac3ve	
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•  Iterate	
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–  If	
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  work,	
  change	
  something	
  –	
  ASAP	
  
•  Take	
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DIVER – Lucy - Dot
at S T A N F O R D U N I V E R S I T Y
Time to Autonomy – Empowering Self-organizing Organizations - Gamification
Total Engagement - Work & Play
When People Become the Content of Media
Interact with Your Digital Self
Participation, Personalization and Emotion
for Per...
Contact – Vulnerability - Conditions
Happiness Networks
James H Fowler and Nicholas A Christakis, “Dynamic Spread of
Happi...
ParEcipate	
  in	
  the	
  Media	
  X	
  HSTAR	
  Community	
  
at S T A N F O R D U N I V E R S I T Y
Learning	
  in	
  I...
Innovation Stakeholders
Ecosystem	
  
Startups	
  
VC	
  firms,	
  
Incubators	
  
Law	
  Firms,	
  
Accoun3ng	
  
Firms	
 ...
Event
Impact
Coalition
Shared	
  
Vision	
  
Transforma3on	
  
Measure & Track
Interact &
Feedback
Co-Create
Value
Martha ...
Distance
Old
New
The Way We USED to Think About Organizations New	
  Organiza3onal	
  Chart	
  Based	
  on	
  Rela3onships	
  
Relationship...
Example	
  –	
  CapDigital,	
  Regional	
  Sector	
  Catalyst	
  
Vision	
  
To	
  catalyze	
  the	
  new	
  digital	
  in...
Parisian	
  Innova3on	
  Ecosystem	
  
CapDigital	
  –	
  France	
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Pale	
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  French	
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 ...
CapDigital	
  Program	
  	
  
Opportuni3es	
  
Pale Red: French company
Dark Red: CapDigital member
Light Green: Foreign V...
Zone	
  1	
  Opportunity	
  
VC	
  Community	
  
In	
  Zone	
  1,	
  most	
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  companies	
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Zone	
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Poten3al	
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In	
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Many	
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  Zone	
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  opp...
Agile Networks
31
Network Orchestration
What Can We Do Together
That Neither of Us Could Do Alone?
Thank You
Martha.Russell@stanford.edu
www.innovation-ecosystems...
12 sept2013 imd network orchestration martha g russell
12 sept2013 imd network orchestration martha g russell
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12 sept2013 imd network orchestration martha g russell

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Presentation to the eMBA delegation of IMD on September 12, 2013 at Stanford University. Martha G Russell, Executive Director mediaX at Stanford University & Tony Lai, StartX.

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Transcript of "12 sept2013 imd network orchestration martha g russell"

  1. 1. at S T A N F O R D U N I V E R S I T Y September  12,  2012   Transforma3onal  Forces  for  Network  Orchestra3on   Martha  G  Russell   Innova3on  Ecosystems  Network  
  2. 2. Further  Informa3on   •  hDp://mediax.stanford.edu   •  hDp://mediax.stanford.edu/news.html   •  hDp://comm.stanford.edu/faculty-­‐reeves/   •  hDp://vhil.stanford.edu   •  hDp://edf.stanford.edu   •  hDp://li3cs.stanford.edu   •  hDp://www.innova3on-­‐ecosystems.org   •  hDp://startx.stanford.edu  
  3. 3. The REAL Issue Deep Knowledge with Wide Applicability IN  THE  HEART  OF  SILICON  VALLEY    IN  A  CULTURE  OF  RAPID  ITERATION,  WHERE  DISRUPTION  IS  CELEBRATED    WHERE  TALENT,  INFORMATION  AND  CAPITAL  RESOURCES  FLOURISH   THE  ISSUE  IS  NOT  THE  RATE    TECHNOLOGY  TRANSFER    THE  ISSUE  IS  THE  EFFECTIVENESS  OF  INNOVATION  AND  KNOWLEDGE  TRANSFER      WE  CALL  THIS  “COLLABORATIVE  DISCOVERY”     The  Media  X  approach    WORK  ON  BOLD  IDEAS  WITH  BUSINESS,  TEST  SUCCESS/FAILURE  CONDITIONS,      ITERATE  RESULTS  QUICKLY,  TRANSFER  INSIGHTS  AT  EVERY  STAGE   at S T A N F O R D U N I V E R S I T Y
  4. 4. H-­‐STAR     HUMAN  SCIENCES  AND  TECHNOLOGIES     ADVANCED  RESEARCH  INSTITUTE   RELATIONSHIP  INTERFACES  FOR  DISCOVERY  COLLABORATIONS     Goal:  Do  something  together  neither  of  us  could  do  by  ourselves.     Research  on  people  and  technology  —  how  people  use  technology,  how  to  beDer  design   technology  to  make  it  more  usable,  how  technology  affects  people’s  lives,  and  the  innovaEve   use  of  technologies  in  research,  educa3on,  art,  business,  commerce,  entertainment,   communica3on,  security,  and  other  walks  of  life.     at S T A N F O R D U N I V E R S I T Y
  5. 5. CSLI Eng EE Psy Ed SSP SCIL SUMMIT PBLL GSB Ling CHIMe Art ! ! ! ! Discovery Collaborations ! Span Stanford Labs! School of Education; Education and Learning Sciences Digital Art Center Graduate School Of Business Communication Between Humans and Interactive Media Stanford Center for Innovations in Learning Project Based Learning Laboratory Symbolic Systems Program Engineering & Product Design Center for the Study Of Language & Information Stanford University Medical Media & Information Technology Computer Science Psychology Linguistics Phil Philosophy Law Center for Legal Informatics LIFE Learning in Informal and Formal Environments CS Electrical Engineering SHL Stanford Humanities Lab VHIL Virtual Human Interaction Lab PBLL Work Technology & Organization DVL Distributed Vision Lab Des Stanford Joint Program in Design d.school at S T A N F O R D U N I V E R S I T Y
  6. 6. ParEcipate  in  the  Media  X  HSTAR  Community   •  Membership •  Visiting Scholars •  Research Initiatives •  Workshops •  Seminars •  Conferences at S T A N F O R D U N I V E R S I T Y
  7. 7. A Revolution is Coming at the Intersection of People and Information Technology 7   at S T A N F O R D U N I V E R S I T Y EducaEon  -­‐  -­‐  -­‐  Business  -­‐  -­‐  -­‐  Entertainment   CollaboraEve  Discovery  with  Members  
  8. 8. Media  X’s  Unique  proposi3on   •  Frame  a  ques3on  to  the  Stanford  thought  leaders   that  will  create     –  Opportuni3es  for  discovery  collabora3ons     –  On  novel  research   –  That  leverages  the  latest  research  interests   –  To  iden3fy  the  new  ques3ons  that  will  lead  to   –  Insights  that  address  edge  ques3ons     –  3  to  5  years  out   •  Par3cipate  in  the  discovery  process  to  learn   •  The  best  ques3ons  and  how  to  pursue  them   •  Ra3onale  of  research  pathways  –  why?  why  not?   at S T A N F O R D U N I V E R S I T Y
  9. 9. Build  Capacity  for  Insights  -­‐  Sooner   •  Time  advantage     –  3  years  ahead  of  reading  the  latest  publica3ons   •  Relevance  advantage   –  Ques3ons  relevant  to  member’s  future   •  Lower  risk  of  explora3on   –  Rapid  itera3on   –  Know  sooner  what  works   –  Externalizes  high  risk   •  Capacity  building   –  Iden3fy  new  exper3se  needed   –  Enhance  exis3ng  exper3se   –  Leverage  the  Stanford  network   at S T A N F O R D U N I V E R S I T Y
  10. 10. •  Abrizio   •  ASK  Computer  systems   •  Cisco  Systems,  Inc.   •  Dolby  Systems   •  eBay   •  E*Trade   •  Electronic  Arts   •  Excite,  Inc.   •  Gap   •  Google   •  HewleT-­‐Packard   •  IDEO   •  Intuit,  Inc.   •  Learning  Company   •  Linked-­‐In   •  Logitech   •  Mathworks   •  MIPS  Technologies,  Inc.   •  Nike   •  NeVlix   •  NVIDIA   •  Orbitz   •  Octel  CommunicaEons  Corp.   •  Odwalla   •  ONI  Systems   •  PayPal   •  Pure  SoWware,  Inc.   •  Rambus,  Inc.   •  RaEonal  SoWware   •  Silicon  Graphics,  Inc.   •  Sun  Microsystems   •  Tandem  Computers,  Inc.   •  Taiwan  Semiconductor   •  Tensillica   •  Tesla  Motors   •  Trilogy   •  Varian  Associates,  Inc.   •  Vmware   •  Whole  Earth  Catalog   •  Yahoo!  Inc.   Stanford  spin-­‐offs   Over  2000  companies  started  by  faculty  students  and  alumni  
  11. 11. Alumni  Networks  
  12. 12. Geographically  concentrated,  very  ac3ve  human  network    Researchers,  business  leaders,  entrepreneurs,  funders   High  density  of  some  very  big  technology  companies   Powerful,  wealthy  university  (Stanford)  with  a  culture  of  involvement  with  industry  and  of   entrepreneurial  spinoffs   Nearby  world  class,  large  state  university  (Cal  Berkeley)   Good  local  supply  of  skilled  employees  (San  Jose  State  University)   Culture  of  risk  taking  and  acceptance  of  failure   The  world  sees  Silicon  Valley  as  a  loca3on  of  great  successes   Here  we  know  it  is  a  loca3on  of  a  great  many  “failures”   Easy  access  to  “free”  advice  and  assistance  at  the  start   Massive  amounts  of  government  funding  for  basic  research   Large  amount  of  private  funding  to  exploit  the  research   A  highly  fluid  workforce    You  can  change  employer  without  having  to  move  your  home   Anyone  can  play   AdmiDance  and  acceptance  are  based  en3rely  on  your  ideas  and  abili3es   You  are  only  as  good  as  your  latest  idea   ADrac3ve  place  to  live,  good  climate,  tolerant  and  accep3ng  culture   Silicon  Valley   Don’t  try  to  replicate  –  instead  collaborate  
  13. 13. •  Iterate  quickly   –  If  it  doesn’t  work,  change  something  –  ASAP   •  Take  personal  responsibility   –  Don’t  blame  anyone   •  Share  what  you  learned   –  Each  failure  includes  lessons  for  success   •  Start  again     –  Immediately!   •  Don’t  do  it  alone   –  Know,  cul3vate  and  orchestrate  your  network   Five  Rules  for  Successful  Failure  
  14. 14. DIVER – Lucy - Dot at S T A N F O R D U N I V E R S I T Y
  15. 15. Time to Autonomy – Empowering Self-organizing Organizations - Gamification Total Engagement - Work & Play
  16. 16. When People Become the Content of Media Interact with Your Digital Self Participation, Personalization and Emotion for Persuasion, Risk, and Reward Self Similarity Emotional Interfaces Social Affordances All Media is Social Infinite Reality
  17. 17. Contact – Vulnerability - Conditions Happiness Networks James H Fowler and Nicholas A Christakis, “Dynamic Spread of Happiness in a Large Social Network: longitudinal analysis over 20 years in the Framingham Heart Study network,” BMJ 2008;337 Salathe´ M, Jones JH (2010) Dynamics and Control of Diseases in Networks with Community Structure. PLoS Comput Biol 6(4): e1000736. doi:10.1371/ journal.pcbi.1000736 Transmitting Relationships Access - Trust - Relevance Can Health Spread As Well As Disease?
  18. 18. ParEcipate  in  the  Media  X  HSTAR  Community   at S T A N F O R D U N I V E R S I T Y Learning  in  Informal  and  Formal  Environments   Measuring  and  Improving  the  Produc3vity  of  Knowledge  Workers   Innova@on  Ecosystems  Networks   Empowering  Digital  Self  Determina3on   Human-­‐Machine  Interfaces  at  the  Fusion  of  Virtual  and  Real  Environments   Augmented  Problem  Solving  &  Decision  Systems    
  19. 19. Innovation Stakeholders Ecosystem   Startups   VC  firms,   Incubators   Law  Firms,   Accoun3ng   Firms   Universi3es   Banks  and   Financial   Ins3tu3ons   U3li3es,   Industry   Associa3ons   Deepak Jeevankumar,  Innovation Ecosystems Summit, July 11, 2011, Stanford University.
  20. 20. Event Impact Coalition Shared   Vision   Transforma3on   Measure & Track Interact & Feedback Co-Create Value Martha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared vision and network orchestration,” Triple Helix IX Conference, Stanford University, July 13, 2011. Symbio3c  rela3onships  to  create  and  deliver  products  and   services  (Basole  and  Rouse,  2008)     Synergis3c  realignment  (Rubens  et  al.,  2010)   Inventor  networks  (Powell  and  Giannella,  2009)     Interfirm  alliances  (Gula3,  2009)   InnovaEon  Ecosystems  refer  to  the  inter-­‐organiza3onal,  poli3cal,  economic,  environmental,  and  technological  systems  through  which   a  milieu  conducive  to  business  growth  is  catalyzed,  sustained,  and  supported.     A  dynamic  innova3on  ecosystem  is  characterized  by  a  con3nual  realignment  of  synergis3c  rela3onships  that  promote  growth  of  the   system.    In  agile  responsiveness  to  changing  internal  and  external  forces,  knowledge,  capital  and  other  vital  resources  flow  through   these  rela3onships.     Innova3on  Ecosystems  –  Transforma3on  Forces  
  21. 21. Distance Old New
  22. 22. The Way We USED to Think About Organizations New  Organiza3onal  Chart  Based  on  Rela3onships   Relationship-Focused Co-Creation Infrastructure Infrastructure  for  Network  Orchestra3on                                                                                -­‐  -­‐  -­‐  Rela3onships   (Companies  are  interlocked  through  key   people  –  informaPon  flow,  norms,   mental  models.(Davis,1996)  
  23. 23. Example  –  CapDigital,  Regional  Sector  Catalyst   Vision   To  catalyze  the  new  digital  infrastructure  in  France  with  global  connec3ons   To  create  an  ecosystem  to  facilitate  the  rela3onship  between  France  and  global   market   Enable  Paris  to  become  global  region  of  the  market  for  digital  services           How  do  you  spend  money   locally  to  enhance  global   par3cipa3on  in  a  way  that   returns  the  benefit  back   home?   CapDigital  members:   –  Small  startups   –  Large  companies   –  Support  programs   25  
  24. 24. Parisian  Innova3on  Ecosystem   CapDigital  –  France  -­‐  Global   Pale  Red:  French  company   Dark  Red:  CapDigital  member     Light  Green:  Foreign  Venture/  firm   Dark  Green:  French  venture  firm     Blue:  Foreign  company   From  IEN  Dataset  2010   Selected  Paris  companies   Linked  people  &  venture/financing  en33es   Linked  companies,  people  &  v/f  en33es    1  degree    2  degree   26   Preliminary  and  proprietary  for  CapDigital   Permission  required  for  sharing   ©  2010  Innova3on  Ecosystems  Network   Innova3on  Ecosystems  Network  
  25. 25. CapDigital  Program     Opportuni3es   Pale Red: French company Dark Red: CapDigital member Light Green: Foreign Venture/ firm Dark Green: French venture firm Blue: Foreign company Zone  2:  VC  Community   Zone  3:  New  CapDigital   Members   Zone  4  of  Parisian  Two-­‐Level   Innova3on  Ecosystem   From  IEN  Dataset  2010   Selected  Paris  companies   Linked  people  &  venture/financing  en33es   Linked  companies,  people  &  v/f  en33es    1  degree    2  degree  
  26. 26. Zone  1  Opportunity   VC  Community   In  Zone  1,  most  of  the  companies  are  highly  connected  with  VC  or  other  companies.     VCs  are  making  investments  ac3vely  -­‐  many  high  poten3al  opportuni3es  to  funding.   Venture  &  financing  provides  local  rela3onships       Alto-­‐invest   Funds  6  French  media  companies,  none  are  CapDigital  members   Some  funded  by  other  VCs    also   Some  VCs  and  companies  provide  global  rela3onships   –  Unruly  Media  (headquartered  in  London)   –  Unruly  Media  helps  agencies  and  marketers  distribute  branded  content  on  the  social  web.     –  Using  a  cost-­‐per-­‐engagement  pricing  model  and  non-­‐interrup3ve  adver3sing  formats,  Unruly  Media’s  global  network  of  influen3al  blogs,  cult   web  proper3es,  video  sites,  and  social  media  applica3ons  brings  scale,  targe3ng,  and  safety  to  a  fragmented  and  chao3c  long-­‐tail  media   landscape.   –  Founded  in  2006  by  ScoD  BuDon,  MaD  Cooke  and  Sarah  Wood,  Unruly  is  headquartered  in  London,  UK.   28  Innova3on  Ecosystems  Network  
  27. 27. Zone  2  Opportunity   Poten3al  New  Members  for   Cap  Digital   In  zone  2,  most  of  the  companies  have  fewer  connec3ons   There  are  many  French  based  companies,  to  which  CapDigital  reach  out   Some  zone  2  companies  already  have  global  connec3ons  to  be  leveraged.   •  Webwag  publishes  Mobile  and  Web  widget  convergent  solu3ons,  helps   users  create  a  personalized  home  page  with  data  feeds  and  web  2.0   services  that  are  always  accessible  from  any  computer  or  mobile.  Its   technologies  are  made  available  in  white  brand  to  its  customers  that   include  Network  Operators,  handset  and  connected  devices   manufacturers,  service  owners  and  media  publishers.   29  Innova3on  Ecosystems  Network  
  28. 28. Zone  3  Opportunity   Expand  Global  Network   Many  foreign  companies  in  Zone  3  -­‐  opportuni3es  for   CapDigital  to  seek  interna3onal  partnerships.   Wellington  Partners   •  A  venture  capital  firm  that  invests  in  French  and  intl   firms  in  Digital  Media  and  Sotware   •  Offices  in  Munich,  London,  Palo  Alto,  Zuirch.   •  Co-­‐invests  with  a  French  VC.     30  Innova3on  Ecosystems  Network  
  29. 29. Agile Networks 31 Network Orchestration
  30. 30. What Can We Do Together That Neither of Us Could Do Alone? Thank You Martha.Russell@stanford.edu www.innovation-ecosystems.com http://mediax.stanford.edu at S T A N F O R D U N I V E R S I T Y
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