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Mar27   network orchestration russell-en
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Mar27   network orchestration russell-en
Mar27   network orchestration russell-en
Mar27   network orchestration russell-en
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Mar27   network orchestration russell-en
Mar27   network orchestration russell-en
Mar27   network orchestration russell-en
Mar27   network orchestration russell-en
Mar27   network orchestration russell-en
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Mar27 network orchestration russell-en

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Danish advertising executives visited Stanford University on March 27, 2012. Martha Russell, Executive Director of Media X at Stanford University and Senior Research Scholar with the Human Sciences …

Danish advertising executives visited Stanford University on March 27, 2012. Martha Russell, Executive Director of Media X at Stanford University and Senior Research Scholar with the Human Sciences Technology Advanced Research Institute presented ideas about network orchestration for innovation ecosystems.

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  • 1. Transforma)onal  Value-­‐Crea)on  Through    Network  Orchestra)on   28  September  2011  Martha  G.  Russell,  Stanford  University  Presenta)on  on  March  27,  2012  to  Danish  adver)sing  execu)ves     © Martha G Russell, all rights reserved, 2011
  • 2. •  Transformative Value Creation in Your Innovation Ecosystem Network –  Forces Affecting Today’s Work Environment •  And the skills to go with them •  Program, sector, region, country –  Levers for Knowledge Network Productivity –  Guidelines for Network Orchestration
  • 3. Martha G Russell•  Public-private partnerships – for science, technology & development –  Tecnopolis, MAMTech, IC2 Institute, Incubators linking SMEs to Value Chain, CSATA, Agricultural Experiment Station, UNIDO•  Research consortia: University – Industry IDR Research initiatives for education, research and outreach –  Microelectronic and Information Sciences Center –  Center for the Development of Technology Leadership –  Burnt Orange Productions –  IC2 Institute (Innovation, Creativity, Capital) Think and Do Tank•  Startups in –  Genetic engineering for cyclodextrins, Needleless injection, Aquaculture –  Online market research, desktop CSAT benchmarking, market segmentation•  Technology Transfer, Marketing and Organizational Change –  Internet2 Sociotechnical Summit, 1999 –  Relationship-focused innovation ecosystems•  Catalyst – Innovator - Enabler
  • 4. Nutritional Labeling & Sugar Politics
  • 5. MediJect’s Vision
  • 6. Online Audiences
  • 7. Cyclodextrins from Bio-Potatoes
  • 8. Stanford’s  Uniqueness     H-­‐STAR     HUMAN  SCIENCES  AND  TECHNOLOGIES     ADVANCED  RESEARCH  INSTITUTE   Stanford  Facts  Seven  schools:  Earth  Sciences,  Educa)on,  Engineering,  Graduate  School  of   Business,  Humani)es  and  Sciences,  Law,  Medicine     1,771  regular  academic  faculty     6,705  undergraduate  students  from  68  countries   8,176  graduate  students  from  95  countries  9  independent  laboratories/centers   Several  na)onal  research  centers  (CASBS,  NBER,  SLAC)   4,500+  externally  sponsored  research  projects   Budget  for  sponsored  research  $975  million     87%  from  government  sources     ~$122  million  /  yr  from  corpora)ons,  founda)ons  and  individuals  Media  X  sponsors  X-­‐dept  X-­‐discipline  research  on  IT   and  people  ques)ons   5  Professional  Schools,  all  ranked  in  Top  Ten     Few  other  Univ  have  all  5,  no  other  has  5  in  Top  Ten    
  • 9. The REAL IssueDeep 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”     OUR  APPROACH      WORK  ON  BOLD  IDEAS  WITH  BUSINESS,  TEST  SUCCESS/FAILURE  CONDITIONS,      ITERATE  RESULTS  QUICKLY,  TRANSFER  INSIGHTS  AT  EVERY  STAGE  
  • 10. 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  beeer  design  technology  to  make  it  more  usable,  how  technology  affects  people’s  lives,  and  the  innovaEve   use  of  technologies  in  research,  educa)on,  art,  business,  commerce,  entertainment,   communica)on,  security,  and  other  walks  of  life.    
  • 11. Stanford University Medical Media & Information Technology SUMMIT Distributed Vision Lab DVL Media X" Discovery Collaborations ! Electrical Engineering Span Stanford Labs! Psychology Computer Science EE Psy Linguistics Communication Between HumansPhilosophy Ling and Interactive Media CS CHIMe Phil SHL Stanford Humanities Lab Graduate School VHIL GSB Of BusinessVirtual Human Stanford CenterInteraction Lab SCIL for Innovations in Learning Center for the Study Of CSLI Language & Information Art Digital Art CenterEngineeringEng & Product Design School of Education; Ed Education and PBLL Law Learning SciencesWorkTechnology & Center forOrganization SSP Legal Des Stanford Joint PBLL Program in Design Project Based Informatics d.school Learning Symbolic LIFE Laboratory Systems Program Learning in Informal and Formal Environments
  • 12. Infrastructure  for  Network  Orchestra)on                                                                                -­‐  -­‐  -­‐  Rela)onships   The Way We USED to Think About Organizations New  Organiza)onal  Chart  Based  on  Rela)onships   Relationship-Focused Co-Creation Infrastructure (Companies  are  interlocked  through  key   people  –  informaPon  flow,  norms,   mental  models.(Davis,1996)  
  • 13. Alumni Entrepreneurial Leadership NetworksThe unique culture at Stanford: Is strongly oriented toward world-class research Expects socially-conscious, business-relevant intellectual leadership - at every level of its research, education, and service Facilitates frequent and fluid interaction with the business community Respects contributions from non-academic colleagues Fosters expectation that alumni will become innovators
  • 14. Media  X’s  Unique  proposi)on  •  Pose  a  ques)on  to  the  Stanford  thought  leaders   that  will  create     –  Opportuni)es  for  discovery  collabora)ons     –  On  novel  research   –  That  leverages  the  latest  research  results   –  To  iden)fy  the  new  ques)ons  that  will  lead  to   –  Insights  that  address  edge  ques)ons     –  3  to  5  years  out  •  Par)cipate  in  the  discovery  process  to  learn  •  The  best  ques)ons  and  how  to  pursue  them  •  Ra)onale  of  research  pathways  –  why?  why  not?  
  • 15. Members  Provide  the  Direc)on   •  Huawei  •  Accel  Partners   •  Intel  •  Apollo  Group   •  Konica  Minolta  •  Best  Buy   •  Nissan  •  BT   •  Philips  •  Capitol  One   •  SAP  •  Cisco  •  Danish  Innova)on   •  Singularity  •  Fueon   •  State  Farm  •  FXPal   •  Teleplace  •  Hewlee  Packard   •  TEKES  •  HKUST  EMBAs   •  Terapac   •  Venable  Bell  &  Partners  
  • 16. Build  Capacity  for  Insights  -­‐  Sooner  •  Time  advantage     –  3  years  ahead  of  reading  the  latest  publica)ons  •  Relevance  advantage   –  Ques)ons  relevant  to  Samsung’s  future  •  Lower  risk  of  explora)on   –  Rapid  itera)on   –  Know  sooner  what  works   –  Externalizes  high  risk  •  Capacity  building   –  Iden)fy  new  exper)se  needed   –  Enhance  exis)ng  exper)se   –  Leverage  the  Stanford  network  
  • 17. ParEcipate  in  the  Media  X  HSTAR  Community   •  Membership •  Visiting Researchershttp://mediax.stanford.edu/ •  Research Initiatives§ Martha.Russell@stanford.edu •  Workshops •  Seminars •  Conferences
  • 18. Changing  Energy  TransformaEon  Eco-­‐System   Behavior  of  Consumers   TECHNOLOGY PROGRAMS MODELING PLATFORM SYSTEM COLLECT PRESENT & & CAPTURE SENSOR FOUNDATIONAL ECONOMETRIC DEVELOPMENT WORK ESTIMATION INFORM PERVASIVE COMMUNICATION MEDIA WEB ENABLED INDIVIDUAL GROUP SEGMENTATION SENSORS NETWORK PROGRAMS DEVICES POLICY MULTI-AGENT DATABASE PROGRAMS SIMULATION COMMUNITY ANALYTICS PROGRAMS ENERGY TRANSFORMATION BEHAVIOR USE ENGINE CHANGE
  • 19. Drivers of ChangeFuture Work Skills 2020 (2011) Institute for the Future and The University of Phoenix.
  • 20. “No Rocking Chair for Me!”
  • 21. Tools As Social Actorshttp://www.google.com/imgres?q=smart+machine
  • 22. Microsenosrs Drive Macro Impacts Drone  journalism  and  Ci)zen  science  –  or  ci)zen  sensorshep://www.autodeskresearch.com/projects/biocompevolu)on  
  • 23. Talk to Me – Singing Chairhttp://inhabitat.com/nyc/wp-content/blogs.dir/2/files/2011/07/talk-to-me-singing-chair.jpg
  • 24. New organizational structures
  • 25. Personal is Global
  • 26. The Nature of Work is Changing •  Past •  Future –  Full-time –  Decentralized –  Paid for time spent at –  No particular time or work place –  Common location –  Beyond cognitive –  Stable hierarchies competencies –  What & how they do –  Jobs reflect way of life their jobs is prescribed Human  poten)al  will  be  the  major  agent  of   economic  growth,  and  how  to  unleash  then   –  Evaluated by superiors leverage  that  poten)al  will  be  the  key  ques)on   organiza)ons  will  need  to  answer.   Talent  is  emerging  as  the  new  “IT”  David Bollier, (2011) The Future of Work: What it Means for Individuals, Businesses, Market and Governments,” The Aspen Institute.
  • 27. A Revolution is Coming In the Productivity of Knowledge Work
  • 28. Augmenting the Brain 29
  • 29. Knowledge in Practice 30
  • 30. Creativity 31
  • 31. Collaboration in Teams 32
  • 32. Reinventing Workflow 33
  • 33. Agile Networks Network Orchestration Show   video   34
  • 34. Measuring  &  Increasing  Knowledge  Worker  Produc)vity   Productivity of Knowledge Workers Media  X  Themed  Research   selected from 25 proposals 7 projects Harnessing Social Evaluations on Content: Using Video Game Platforms to Understand Social Cues and Reliability in Information and Thinking Styles of People Engaged in Knowledge Sharing Collaboration The Utility of CalmingEteRNA: Accelerating Knowledge Creation for Technologies in Improving Creativity and Culture: Understanding TeamRNA Bioengineering through Internet-Scale Productivity Creativity and What Fosters ItGaming A Journey from Islands of Knowledge to Process Integration Platform: Enabling Mutual Understanding In Global Business Process Transparency Within Teams and Meetings scaling of Process Knowledge Across the Entire Firm 35
  • 35. The  new  maps  may  be   based  on  the  connec)ons   -­‐    rather  than  on  distance.    §  Ecosystem  Perspec)ve   §  Rela)onship  based     §  Links  form  networks   §  Resource  flows  =   knowledge,  capital,   talent   §  Network  orchestra)on    
  • 36. Distance Old New
  • 37. Can Health Spread As Well As Disease? Transmitting Relationships Happiness NetworksSalathe´ 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 Contact – Vulnerability - Conditions Access - Trust - Relevance James H Fowler and Nicholas A Christakis, “Dynamic Spread ofHappiness in a Large Social Network: longitudinal analysis over 20 years in the Framingham Heart Study network,” BMJ 2008;337
  • 38. Innova)on  Ecosystems   InnovaEon  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.    © Martha G Russell, all rights reserved, 2011
  • 39. Case  Study  -­‐  CapDigital  Conducted  stakeholder  interviews  to  understand  shared  vision,  tap  knowledge  in  prac)ce,  iden)fy  transforma)onal  metrics    • CapDigital  staff  • CapDigital  members:   –  Small  startup   –  Large  company   –  Collabora)on   Vision   To  catalyze  the  new  digital  infrastructure  in  France  with  global  connec)ons   To  create  an  ecosystem  to  facilitate  the  rela)onship  between  France  and  global   market   Enable  Paris  to  become  global  region  of  the  market  for  digital  services         Innova)on  Ecosystems  Network  November   40   2010  
  • 40. From  IEN  Dataset  2010  Selected  Paris  companies   Pale  Red:  French  company   Dark  Red:  CapDigital  member   Network  Graph  Linked  people  &  venture/financing  en))es  Linked  companies,  people  &  v/f  en))es      1  degree   Light  Green:  Foreign  Venture/  firm    2  degree   Dark  Green:  French  venture  firm   Parisian  Innova)on  Ecosystem     Blue:  Foreign  company   Preliminary  and  proprietary  for  CapDigital   ©  2010  Innova)on  Ecosystems  Network   Permission  required  for  sharing   Innova)on  Ecosystems  Network   41  
  • 41. From  IEN  Dataset  2010   Selected  Paris  companies   Pale  Red:  French  company   Linked  people  &  venture/financing  en))es   Dark  Red:  CapDigital  member   Linked  companies,  people  &  v/f  en))es      1  degree   Light  Green:  Foreign  Venture/  firm    2  degree   Dark  Green:  French  venture  firm     Blue:  Foreign  company  Preliminary  and  proprietary  for  CapDigital   ©  2010  Innova)on  Ecosystems  Network   Permission  required  for  sharing   Parisian  Innova)on  Ecosystem   CapDigital  –  France  -­‐  Global   Innova)on  Ecosystems  Network   42  
  • 42. 1   2  3   Innova)on  Ecosystems  Network   43  
  • 43. Zone  1  Opportunity   VC  Community  In  Zone  1,  most  of  the  companies  are  highly  connected  with  VC  or  other  companies.    VCs  are  making  investments  ac)vely  -­‐  many  high  poten)al  opportuni)es  to  funding.  Venture  &  financing  provides  local  rela)onships      Alto-­‐invest   Funds  6  French  media  companies,  none  are  CapDigital  members   Some  funded  by  other  VCs    also   Some  VCs  and  companies  provide  global  rela)onships   –  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-­‐interrup)ve  adver)sing  formats,  Unruly  Media’s  global  network  of  influen)al  blogs,  cult   web  proper)es,  video  sites,  and  social  media  applica)ons  brings  scale,  targe)ng,  and  safety  to  a  fragmented  and  chao)c  long-­‐tail  media   landscape.   –  Founded  in  2006  by  Scoe  Bueon,  Mae  Cooke  and  Sarah  Wood,  Unruly  is  headquartered  in  London,  UK.   Innova)on  Ecosystems  Network   44  
  • 44. Zone  2  Opportunity   Poten)al  New  Members  for   Cap  Digital  In  zone  2,  most  of  the  companies  have  fewer  connec)ons  There  are  many  French  based  companies,  to  which  CapDigital  reach  out  Some  zone  2  companies  already  have  global  connec)ons  to  be  leveraged.  •  Webwag  publishes  Mobile  and  Web  widget  convergent  solu)ons,  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.   Innova)on  Ecosystems  Network   45  
  • 45. Zone  3  Opportunity   Expand  Global  Network  Many  foreign  companies  in  Zone  3  -­‐  opportuni)es  for   CapDigital  to  seek  interna)onal  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.     Innova)on  Ecosystems  Network   46  
  • 46. What About ICT &Learning Technologies?
  • 47. Companies, branches, financial orgs In the ~75,000 companies in ICT 1772 companies described with “educat” THE GLOBAL NETWORK: Independent Only small proportion have outside investors Network is not evidentInnovation Ecosystems Dataset, September 2011
  • 48. A look at the coreInnovation Ecosystems Dataset, September 2011 Martha  G.  Russell  ©  2011,  All  rights  reserved.  
  • 49. Innovation Ecosystems Dataset, September 2011Martha  G.  Russell  ©  2011,  All  rights  reserved.  
  • 50. Add CXOs and their connections Connected primarily through executives Big investors are primarily corporate Several prominent angels and incubators Many educational institutions participate Cross-sector potentialInnovation Ecosystems Dataset, September 2011 Martha  G.  Russell  ©  2011,  All  rights  reserved.  
  • 51. Global ecosystem of learning technology companies Innovation Ecosystems Dataset, September 2011
  • 52. Measuring Impact of Transformative Coalitions Impact Measure & Track Co-Create 网 网 Value Shared   Vision   网 Transforma)on   Event Coalition Interact & FeedbackMartha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared visionand network orchestration,” Triple Helix IX Conference, Stanford University, July 13, 2011.
  • 53. HARVEST   Investments  from  Chinese     (making  investments)  Neil  Rubens,  Kaisa  S)ll,  Jukka  Huhtamaki,  Martha  G.  Russell,  A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova)on  Ecosystem,  Journal  of  Networks,  Fall,  2010.   Innova)on  Ecosystem  Network    
  • 54. CULTIVATION   Investments  into  China     (receiving  investments)  Neil  Rubens,  Kaisa  S)ll,  Jukka  Huhtamaki,  Martha  G.  Russell    A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova)on  Ecosystem,  Journal  of  Networks,  Fall,  2010.   Innova)on  Ecosystem  Network  
  • 55. Emerging  Chinese  business  clusters  linked   by  firms’  rela)onships    Neil  Rubens,  Kaisa  S)ll,  Jukka  Huhtamaki,  Martha  G.  Russell    A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova)on  Ecosystem,  Journal  of  Networks,  Fall,  2010.  
  • 56. A City’s Reputation for Innovation hep://www.flickr.com/photos/3670644995_d5bcb5b8f6_o.jpg/  
  • 57. Collected Tweets with “#innovat*” for 12 monthsAnalyzed by hashtag co-occurrenceAnalyzed text by city – WORDLCamilla Yu, Jan Poeschke,, Martha G. Russell, Kaisa Still, Neil Rubens, Jukka Huhtamaki, “Social media, reputation and brandingof innovation hubs: A periscope using network analysis of Twitter,” Triple Helix IX Conference, Stanford University, July 13, 2011.
  • 58. BostonCamilla  Yu,  Jan  Poeschke,  Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  
  • 59. LondonCamilla  Yu,  Jan  Poeschke,    Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  
  • 60. New York CityCamilla  Yu,  ,Jan  Poeschke,    Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  
  • 61. Recipe for BuzzCamilla  Yu,  ,Jan  Poeschke,  Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  
  • 62. Measuring Impact of Transformative Coalitions Impact Measure & Track Co-Create 网 网 Value Shared   Vision   网 Transforma)on   Event Coalition Interact & FeedbackMartha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared visionand network orchestration,” Triple Helix IX Conference, Stanford University, July 13, 2011.
  • 63. Transform Through Shared Vision• Know• Cultivate• Orchestrate
  • 64. What Can We Do TogetherThat Neither of Us Could Do Alone? Thank You Martha.Russell@stanford.edu www.innovation-ecosystems.com http://mediax.stanford.edu

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