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.
h"p://www.ﬂickr.com/photos/22231314@N08/ 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
Pre-‐Internet Land Grant Colleges – Agricultural Experiment StaGon Acid Rain: Crowd-‐sourced ciGzen science
Dawn of the Internet Biotech, MEIS, MCC, UM-‐wide, NaIonal Technological University, “Flying seminars”, MAMTEC, TGSA (Capella University), Appeal.org, chat room ethnography, online surveys
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
Internet 3 • Global IT/local change • Distributed cogniGon • Personal learning at scale
Deep Knowledge with Wide ApplicabilityIN 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 YH-‐STAR HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE
THE GOAL OF CREATIVE COLLABORATIONS IS TO DO SOMETHING TOGETHER THAT NEITHER COULD DO INDEPENDENTLY
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
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
Total Engagement at Work and Play Knowledge Worker Productivity
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
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
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
When People Become the Content of Media ParGcipaGon, PersonalizaGon and EmoGon for Persuasion, Risk, and Reward Inﬁnite Reality Worker Productivity
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
• 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
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
The Universe that is ME! IDENTITY IS PERSONAL IDENTITY IS SOCIAL
?AnonymousOne Site Multi-SiteSelf-Asserted SociallyValidatedVerifiedü Pseudonymousü ü LimitedLiabilityPersonaIdenGty Spectrum h"p://www.idenGtywoman.net
Data Privacy & Self-‐RegulaGon Consumer Billof Digital RightsInformation DisclosureConfidentiality of InformationSecurity of InformationParticipation in Advertising DecisionsRespect and NondiscriminationComplaints and Appeals
Relationships as ChannelsIntl Workshop on ParGcipatory Surveillance: Global Threats Org
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
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)
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)
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
Ecosystem Heterogeneous and conGnuously evolving set of ﬁrms that are interconnected through a complex, global network of relaGonships. [Basole et al., 2012]
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)
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.
Many Stakeholders in Innovation EcosystemEcosystem Startups Angels, VC ﬁrms, Incubators Law Firms, AccounGng Firms UniversiGes Banks and Financial InsGtuGons UGliGes, Industry AssociaGons CUSTOMERS & MARKETS
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.
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
Innovators Dilemma: How to Raise the Next GeneraGon? The case of NewsCorp & Holtzbrinck James MurdochNewscorpStefan von HoltzbrinckHoltzbrinck / Macmillan
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.
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
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).
Networks Show Ecosystem Changes New business themes emerging in publishing industry
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.
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.
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.
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.
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
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
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
Sørlandet is world leading in offshore oil drillingtechnologyTorger Rev, Innovation Ecosystems Summit, Stanford University, July 11, 2011
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
SHIPPING Torger Rev, Innovation Ecosystems Summit, Stanford University, July 11, 2011MariIme: From ship tonnage to mariIme technology and ﬁnance
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”
RELATIONSHIP CAPITAL = COMMUNITY EDUPRENEURS = PERMISSION TO LEARN COMMUNITY SHARED VISION = TRANSFORMATION BELIEF IN THE UPSIDE LOCAL INGENUITY + WILLINGNESS TO RISK = GLOBAL OPPORTUNITY RULES OF THUMB INCUBATION NOT QUARANTINE
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
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