Russell uia 4-19-2013


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Building a community of edupreneurs in learning technologies. Keynote presentation at Future Learning Lab, University of Adger, Kristiansand, Norway by Martha G Russell, Executive Director, mediaX at Stanford University.

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Russell uia 4-19-2013

  1. 1. h"p://  Building  a  Community  of  Edupreneurs  in  the  Learning  Industry    Future  Learning  Lab,  University  of  Adger  April  19,  2013      Martha  G  Russell  Sr.  Research  Scholar  HSTAR  InsGtute  Sr  Research  Fellow,  IC2  InsGtute  ExecuGve  Director,  mediaX  at  Stanford  University  
  2. 2. Pre-­‐Internet  Land  Grant  Colleges  –  Agricultural  Experiment  StaGon  Acid  Rain:  Crowd-­‐sourced  ciGzen  science  
  3. 3. Dawn  of  the  Internet  Biotech,  MEIS,  MCC,  UM-­‐wide,    NaIonal  Technological  University,  “Flying  seminars”,    MAMTEC,  TGSA  (Capella  University),,      chat  room  ethnography,  online  surveys  
  4. 4. Internet  2  •  Digital  desktop  dashboards  •  Internet2  Sociotechnical  Summit  •  Social  media  –  Twi"er  analysis  –  Data  Tsunami  •  Social  networks  –  QuanGfied  self  •  ExponenGal  change  &  amphibians  •  InnovaGon  ecosystems    •  TransformaGon  through  shared  vision  
  5. 5. Internet  3  •  Global  IT/local  change  •  Distributed    cogniGon  •  Personal  learning  at  scale  
  8. 8. CSLIEngEE PsyEdSSPSCILAnatomyPBLLGSBPeaceCHIMeCARS!!!!Discovery Collaborations !Span Stanford Labs!School of Education;Education andLearning SciencesREVS programGraduate SchoolOf BusinessCommunication Between Humansand Interactive MediaStanford Centerfor Innovationsin LearningProject BasedLearningLaboratorySymbolicSystems ProgramEngineering& ProductDesignCenter for the Study OfLanguage & InformationStanford Anatomy andRadiology LAbComputerSciencefMRI LabLinguisticsLingPeaceInnovationLabLawCenter forLegalInformaticsLIFELearning in Informal andFormal EnvironmentsCSElectrical EngineeringSHL Stanford Humanities LabVHILVirtual HumanInteraction LabPBLLWorkTechnology &OrganizationDVLDistributed Vision LabDes Stanford JointProgram in Designd.schoolat S T A N F O R D U N I V E R S I T Y
  9. 9. 9Productivity of Knowledge Workers7 projects selected from 25 proposalsProcess Integration Platform: EnablingProcess Transparency Within Teams andscaling of Process Knowledge Across theEntire FirmTechnologically MediatedCooperation and CollaborationEteRNA: Accelerating Knowledge Creation forRNA Bioengineering through Internet-ScaleGamingThe Utility of CalmingTechnologies in ImprovingProductivityCreativity and Culture: UnderstandingTeam Creativity and What Fosters ItA Journey from Islands of Knowledge toMutual Understanding In Global BusinessMeetingsDetecting States of Mind ThroughNon-Verbal BehaviorMeasuring  &  Increasing  Knowledge  Worker  ProducGvity  at S T A N F O R D U N I V E R S I T YKnowledge Worker Productivity
  10. 10. Total  Engagement  at  Work  and  Play  Knowledge Worker Productivity
  11. 11. The  UIlity  of  Calming  Technologies  in  Improving  ProducIvity    Perform.  Produce.  Don’t  burn  out.  Be  creaIve.  Chill.  Focus.  Heal.  Relax.  Recover.  Take  care  of  yourself.  Don’t  stress  out.  Stay  healthy.  Be  present.  Live  in  the  moment.      Goal:    Devise  and  evaluate  ways  to  augment  human  self-­‐regulaGon  with  technology  =  calming  technology.        Knowledge Worker Productivity
  12. 12. Technologically  Mediated  CooperaIon  and  CollaboraIon    Goal:  Understand  how  informaGon  search  interfaces  can  be  designed  to  facilitate  be"er  decision-­‐making.    Premise:  It  should  be  possible  to  reduce  selecGve  exposure  bias  by  strategically  parGGoning  self-­‐consistent  and  self-­‐inconsistent  informaGon  to  different  degrees.  Knowledge Worker Productivity
  13. 13. DetecIng  States  of  Mind  Through  Nonverbal  Behavior  •  Impact:  Preliminary  results  imply  that  gesture  can  predict  the  quality  of  a  two-­‐person,  face-­‐to  face-­‐interacGon      Knowledge Worker Productivity
  14. 14. When  People  Become  the  Content  of  Media  ParGcipaGon,  PersonalizaGon  and  EmoGon        for  Persuasion,  Risk,  and  Reward  Infinite  Reality  Worker Productivity
  15. 15. January 22, 2012 15© 2012 by Reid SenescuPremise  team  interacGons  with  files  reveal  workflows    Knowledge Worker Productivity
  16. 16. OTHER RESEARCH THEMESat S T A N F O R D U N I V E R S I T Y•  Contextual  Ambient  Intelligence  •  MulG-­‐modal  CommunicaGons  &  Content  Mgmt  •  Publish  on  Demand  •  The  Future  of  Content  •  Personalized  Learning  at  Scale    
  17. 17. •  In  an  always-­‐on  networked  world  of  educaGonal  opportuniGes  that  opGmize  learning  at  many  levels  of  difficulty  and  assistance.  •  Research  is  needed  to  understand  the  requirements  for  learning  maps  of  dependency  relaGonships  –  metadata  tagging  and  recommendaGon  engines  –  digital  assessment  and  feedback  systems  –  deep  understanding  of  how  to  match  learner  modaliGes  to  learning  resources  –  the  meaning  of  idenGty  and  relaGonships  in  the  technology-­‐enhanced  learning  process.  Personalized Learning at Scale
  18. 18. mediaX  research  themes  with  EducaIon,  Engineering,  HumaniIes  collaboraGon  Research,  teaching  and  training  on  natural  language  processing  Sensing  and  control  –  enabling  the  natural  interacGon  of  people  with  informaGon  in  the  physical  world  Learning  and  training  Video  processing,  cataloging,  processing  and  reuse  Technologies  for  social  interacGon  and  collaboraGon  Online  media  content  Human  –  machine  interacGon  and  sensing  Fusion  of  virtual  and  physical  worlds  Knowledge  worker  producGvity  Future  of  content  Publish  on  Demand    ID Collaborations on LearningOver  half  of  media-­‐funded  proejcts  have  included  collaboraGon  between  EducaGon,  H&S    and  Engineering  researchers.  92  projects  250  proposals  
  19. 19. The  Universe  that  is  ME!  IDENTITY  IS  PERSONAL              IDENTITY  IS  SOCIAL  
  20. 20. IdenGty  Is  DYNAMIC  
  21. 21. ?AnonymousOne Site Multi-SiteSelf-Asserted SociallyValidatedVerifiedü  Pseudonymousü  ü  LimitedLiabilityPersonaIdenGty  Spectrum  h"p://    
  22. 22. Data  Privacy  &  Self-­‐RegulaGon  Consumer Billof Digital RightsInformation DisclosureConfidentiality of InformationSecurity of InformationParticipation in Advertising DecisionsRespect and NondiscriminationComplaints and Appeals
  23. 23. Relationships as ChannelsIntl  Workshop  on  ParGcipatory  Surveillance:  Global  Threats  Org  
  24. 24. Can Health SpreadAs Well As Disease?Contact – Vulnerability - ConditionsHappiness NetworksJames H Fowler and Nicholas A Christakis, “Dynamic Spread ofHappiness in a Large Social Network: longitudinal analysis over 20years in the Framingham Heart Study network,” BMJ 2008;337Salathe´ M, Jones JH (2010) Dynamics and Control of Diseases inNetworks with Community Structure. PLoS Comput Biol 6(4):e1000736. doi:10.1371/ journal.pcbi.1000736Transmitting RelationshipsAccess - Trust - Relevance
  25. 25. DistanceOldNew
  26. 26. The Way We USED to Think About Organizations New  OrganizaGonal  Chart  Based  on  RelaGonships  Relationship-Focused Co-Creation InfrastructureStakeholder  Infrastructure  =  RelaGonships  (Companies  are  interlocked  through  key  people  –  informaIon  flow,  norms,  mental  models.(Davis,1996)  
  27. 27. New Data & New ToolsAccessing Data Streams about Innovation   Building a Dataset on InnovationCrystallisation Through Visualisation The  Card-­‐Mackinlay-­‐Shneiderman  visualisaGon  reference  model:(Card  et  al.,  1999;  Miksch,  2005)  !"#$%&()*+%,"-)*%./0*1)2*31$%4"-"/*31%51*+6$)$%,)1)10%7)$8*+)2*31% 5(39"%:1;"++)0"1("%</)9*;"%=*;*%!"##$%&()*+,-%Accuracy  of  Wikipedia  (Giles,  2005)    
  28. 28. The  new  maps  may  be  based  on  the  connecGons  through  relaGonships  -­‐    rather  than  on  distance.    §  Ecosystem  PerspecGve  §  RelaGonship  based    §  Links  form  networks  §  Resource  flows  =  knowledge,  capital,  talent  §  Network  orchestraGon    
  29. 29. Ecosystem  Heterogeneous  and  conGnuously  evolving  set  of  firms  that  are  interconnected  through  a  complex,  global  network  of  relaGonships.  [Basole  et  al.,  2012]  
  30. 30. InnovaGon  Ecosystems  Approach  •  Networked  systems  perspecIve  to  examine  why,  when,  and  how  interfirm  networks  and  alliances  form  and  change  (GulaI  et  al.,  2000)  •  Co-­‐creaIon  creates  value  (Ramaswamy  &  Guillart,  2004)  •  Value  creaIon  requires  orchestraIon  among  firms  across  segments  (Basole  &  Karla,  2012;  Dhanaraj  &  Parkhe,  2006)  •  Responsiveness  to  changing  internal  and  external  forces  (Rubens  et  al.,  2011)  •  Shared  Vision  guides  and  accelerates  transformaIon  (Russell  et  al.,  2011)  
  31. 31. InnovaGon  Ecosystems  InnovaIon  Ecosystems  refer  to  the  inter-­‐organizaGonal,  poliGcal,  economic,  environmental,  and  technological  systems  through  which  a  milieu  conducive  to  business  growth  is  catalyzed,  sustained,  and  supported.    A  dynamic  innovaGon  ecosystem  is  characterized  by  a  conGnual  realignment  of  synergisGc  relaGonships  that  promote  growth  of  the  system.    In  agile  responsiveness  to  changing  internal  and  external  forces,  knowledge,  capital  and  other  vital  resources  flow  through  these  relaGonships.    Martha 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.
  32. 32. Many Stakeholders in Innovation EcosystemEcosystem  Startups  Angels,    VC  firms,  Incubators  Law  Firms,  AccounGng  Firms  UniversiGes  Banks  and  Financial  InsGtuGons  UGliGes,  Industry  AssociaGons  CUSTOMERS    &  MARKETS  
  33. 33. Actors &EventsImpactover timeCoalitionsShared  Vision  TransformaGon  Measure & TrackInteract &FeedbackCo-CreateValueMeasuring Impact of Transformative Coalitionsin Innovation EcosystemsMartha 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.
  34. 34. Who  Will  Control  the  ‘Publish’  Bugon?  Silo’d  vs.  Open  InnovaDon  Response  of  Legacy  Enterprises  From this…. … to this.Disruption!InnovaIon  Ecosystem  VisualizaIon  and  Analysis:  A  Study  of  the  Emerging  Publish-­‐on-­‐Demand  Industry  Martha  G  Russell,  Stanford  University;  Neil  Rubens,  University  of  Electro-­‐CommunicaGon;  Rahul  C.  Basole,  Georgia  InsGtute  of  Technology;  Jukka  Huhtämaki,  Tampere  University  of  Technology,    Tim  McCormick,  Palo  Alto,  CA;  Russell  Thomas,  George  Mason  University;  Kaisa  SGll,  VTT;  and  Jiafeng  Yu,  Shanghai,  CA      Purchase  the  compeIIon  Create    our  replacement  Holtzbrinck  Group  
  35. 35. Innovators  Dilemma:    How  to  Raise  the  Next  GeneraGon?      The  case  of  NewsCorp  &  Holtzbrinck      James MurdochNewscorpStefan von HoltzbrinckHoltzbrinck / Macmillan
  36. 36. NewsCorp: From incumbent to disgraced has-been Newscorp: long history of accusations ofpolitical influence, anti-union andanti-competitive practices.Myspace acquisition - one of biggest corporatesocial-media failuresEspecially after phone-hacking scandal in UK,Low public trust level and brand association.James Murdoch - youngest son and heir-apparentto founder Rupert MurdochBorn: 1972 (age 41)Horace Mann School; Harvard dropoutIn 2003, appointed CEO of Newscorp-controlledBSkyB, youngest-ever CEO of a FTSE 100.
  37. 37. Parliament report: James Murdoch showed wilfullignorance of the extent of phone-hacking ..guilty of an astonishing lack of curiosity’over the issue.2012 resigns positions as Executive Chairman ofNewscorps U.K. newspaper arm, BSkyB chairman,GSK boardNewsCorp: From incumbent to disgraced has-been
  38. 38. Holtzbrinck / Macmillan: Embracing science, innovation, disruption MacMillan New Venturesnew $100M venture with mandate to build a business thatwill undermine our own... acquire ed-tech startups that willeventually be the future of Macmillan.Science Online: science-startup and VC fund, 2011, spun outof Nature Publishing Groups key innovation group led byTimo Hannay.OATV / PeerJ:Holtzbrincks Science Online was cited by Tim OReilly asinspiration for new OReilly Alpha Tech Ventures fund andits funding of disruptive science publisher PeerJ.Holtzbrinck Ventures - venture capital arm, founded 2000,has become leading German early-stage VC firmStefan von Holtzbrinck, chairman, widely involved in science innovation initiatives, Chairman of the Board of MaxPlanck Foundation, Germans largest research funder (andworlds 3rd largest).
  39. 39. Holtzbrinck / Macmillan: embracing science, innovation, disruption
  40. 40. Networks  Show  Ecosystem  Changes  New  business  themes  emerging  in  publishing  industry  
  41. 41. Networks  Show  Ecosystem  Changes  STARTUPS  IN  PUBLISHING  INDUSTRY    Dynamic  innovaIon    University  parIcipaIon  Eager  investors    Many  related  sectors  Digital  media,  Saas  Social  media,  mobile  eBooks    Many  geographic  areas    NY,  SF,  LA,  London,        InnovaIon  Ecosystem  VisualizaIon  and  Analysis:  A  Study  of  the  Emerging  Publish-­‐on-­‐Demand  Industry  Martha  G  Russell,  Stanford  University;  Neil  Rubens,  University  of  Electro-­‐CommunicaGons;  Rahul  C.  Basole,  Georgia  InsGtute  of  Technology;  Jukka  Huhtämaki,  Tampere  University  of  Technology,    Tim  McCormick,  Palo  Alto,  CA;  Russell  Thomas,  George  Mason  University;  Kaisa  SGll,  VTT;  and  Jiafeng  Yu,  Shanghai,  CA,  Presented  at  Workshop  on  InnovaGons  in  Networks,  New  York  Stern  School  of  Business,  September  29-­‐30,  2010.      
  42. 42. Networks  Show  Ecosystem  Changes  •  AcquisiIons    mergers  •       Eager  investors  •       OpportuniIes  for  change  GROWTH  PUBLISHING  INDUSTRY  InnovaIon  Ecosystem  VisualizaIon  and  Analysis:  A  Study  of  the  Emerging  Publish-­‐on-­‐Demand  Industry  Martha  G  Russell,  Stanford  University;  Neil  Rubens,  University  of  Electro-­‐CommunicaGons;  Rahul  C.  Basole,  Georgia  InsGtute  of  Technology;  Jukka  Huhtämaki,  Tampere  University  of  Technology,    Tim  McCormick,  Palo  Alto,  CA;  Russell  Thomas,  George  Mason  University;  Kaisa  SGll,  VTT;  and  Jiafeng  Yu,  Shanghai,  CA,  Presented  at  Workshop  on  InnovaGons  in  Networks,  New  York  Stern  School  of  Business,  September  29-­‐30,  2010.      
  43. 43. CLICK  TO  PUBLISH  RelaDonship  Networks  Reveal  Shared  Visions,  CompeDng  FacDons  and    Major  DisrupDons  in  the  Publishing  Industry  RelaIonship  Network  analysis  can  show:  • The  structure  and  coherence  of  compeIng  facIons  • Emergence  of  shared  visions  and  value  proposiIons  • Indicators  of  industry  evoluIon,  signaling  transiIon  from  ‘emerging’  to  ‘growth’  stage  Hypothesis:  • RelaIonships  are  pipelines  for  talent,  informaIon  and  financial  resources.  • Value  chains  are  co-­‐created  through  relaIonships.  nnovaIon Ecosystem V sua zaIon and Ana ys s A Study o the Emerg ng Pub sh on Demand ndustryM G U N U mm G H m m U m M m m G M UWe  see:  Dynamic  innovaIon    • University  parIcipaIon• Eager  investors  Many  related  sectors  • Digital  media,  Saas  • Social  media,  mobile  • eBooks  Many  geographic  areas  • NY,  SF,  LA,  London    SIPX,Inc.
  44. 44. hp://  
  45. 45. Norwegian  Tech-­‐based  Companies  Their  Branch  Offices  and  Their  Financial  Orgs  Links  show  relaGonships  Example  view  to  IEN  dataset  in  Gephi.  Companies  are  selected  with  keyword  search  “Norway  +  Norwegian;”  the  funding  organizaGons  associated  with  those  companies  are  added    Nodes  represent  companies  and  their  investors;  edges  indicate  resource  flows.    The  network  layout  is  created  with  Yifan  Hu  MulGlevel  algorithm  and  nodes  are  inflated  according  to  their  indegree,  i.e.  the  number  of  the  connected  investors.    
  46. 46. Advisors Angels Expand AccessInvestors  leverage  co-­‐creaGon  opportuniGes  with  investments  in  mulGple  companies.  Intl  companies  not  shown.    Companies  leverage  value  co-­‐creaGon  opportuniGes  through  relaGonships  with  mulGple  investors.  Some  investors  are  internaGonal.    Timeline  analysis  of  investment  events  reveals  paerns  of  co-­‐investment  –  an  indicaGon  of  intenGon  to  co-­‐create  value  and,  perhaps,  sGmulus  programs.  IEN  Dataset,  July  2010  
  47. 47. International Relationships forValue Co-CreationHuge opportunities forinternationalrelationships lie 2 3degrees out fromNorwegian companiesExample  view  to  IEN  dataset  for  keyword  search.  Nodes  represent  companies  and  their  previous  and  current  employees.  The  network  layout  is  created  with  Fruchterman  Reingold  algorithm  and  nodes  are  inflated  according  to  their  outdegree.  Protocols  for  anonymity  are  evolving.  IEN  Dataset,  July  2010  
  48. 48. Insights  About  Norway  •  Dual  offices:  regional  and  Oslo  •  In  sectors  we  studied  –  Business  locaGons  parallel  technical  university  programs    –  Investor  relaGonships  have  strong  local  links    •  Some  invesGng  organizaGons  are  governmental  programs  •  Expands  to  Oslo  when  offices  are  in  Oslo  •  InternaGonal  relaGonships  linked  to  small  set  of  personal  relaGonships  at  execuGve  level  –  InternaGonal  investors  drawn  through  execuGve  relaGonships  •  RelaGonships  through  execs  at  Google  and  AOL  provide  channels  for  global  network  expansion  
  49. 49. Sørlandet is world leading in offshore oil drillingtechnologyTorger Rev, Innovation Ecosystems Summit, Stanford University, July 11, 2011
  50. 50. ShippingbrokersEffectiveports andterminalsAdvancedship equip-mentMaritimeRDSpecializedship yardsMaritimeeducationShipdesignMaritimeITShipmanagementMarine  insurance  Shipping  finance  Advanced  fisheries  Environmental  standards  MariGme  policies  Offshore  oil  and  gas  industry  LogisGcs  systems  MariGme  lawyers  Ship  classificaGon  services  SHIPPING  MariIme:    From  ship  tonnage  to  mariIme  technology  and  finance  Torger Rev, Innovation Ecosystems Summit, Stanford University, July 11, 2011
  51. 51. SHIPPING  Torger Rev, Innovation Ecosystems Summit, Stanford University, July 11, 2011MariIme:    From  ship  tonnage  to  mariIme  technology  and  finance  
  52. 52. 52Skill  of  the  Future  =    Network  OrchestraGon  
  54. 54. “No Rocking Chair for Me!”
  55. 55. As SocialActors
  56. 56. Microsensors Drive Macro ImpactsDrone  journalism  and  CiGzen  science  –  or  ciGzen  sensorshp://  
  57. 57. Talk to Me – Singing Chair
  58. 58. New organizational structures
  59. 59. Personal is Global
  60. 60. The Nature of Work isChanging•  Past–  Full-time–  Paid for time spent atwork–  Common location–  Stable hierarchies–  What how they dotheir jobs is prescribed–  Evaluated by superiors•  Future–  Decentralized–  No particular time orplace–  Beyond cognitivecompetencies–  Jobs reflect way of lifeDavid Bollier, (2011) The Future of Work: What it Means for Individuals, Businesses, Market and Governments,” The Aspen Institute.Human  potenGal  will  be  the  major  agent  of  economic  growth,  and  how  to  unleash  then  leverage  that  potenGal  will  be  the  key  quesGon  organizaGons  will  need  to  answer.  Talent  is  emerging  as  the  new  “GOLD”  
  61. 61. CATALYSTS  =  ENERGY  FOR  CHANGE  •  Work-­‐Study  Programs  •  Internships-­‐Externships  •  VisiGng  Scholars  •  Visionary  Curriculum  Assessments  •  Research  SGmuli    CollaboraGons  •  Incubators    Accelerators  •  Network  OrganizaGons  •  SHARED  VISION    EXPECTATIONS    
  63. 63. EventImpactCoalitionShared  Vision  TransformaGon  Measure TrackInteract FeedbackCo-CreateValueTransformative CoalitionsMartha 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.Future Learning Lab - Reputation for Innovation
  64. 64. What Can We Do TogetherThat Neither of Us Could Do Alone?Thank YouMartha.Russell@stanford.eduwww.innovation-ecosystems.orghttp://mediax.stanford.eduat S T A N F O R D U N I V E R S I T Y