Welcome

Rotterdam COP meets NCSI July 4

Program: 09.30 – 09.50 Welcome and introduction 09-50 - 10.10 Introduction NCSI 10.30 - 11.00 Introduction COP 11.30 – 12.30 Looking for mutual interests 12.30 – 13.30 Light Lunch

Social innovation, the new challenge

Social innovation, some remarks on the Dutch perspective (1) Prof. dr. Henk Volberda, Rotterdam School of Management: The Netherlands are falling in the Global Competitiveness index Research shows that technological innovation explains 25% of innovation success; social innovation explains 75% of the success We have to increase innovative power through dynamic management, flexible organisations and development of skills and competences

Prof. dr. Henk Volberda, Rotterdam School of Management:

The Netherlands are falling in the Global Competitiveness index

Research shows that technological innovation explains 25% of innovation success; social innovation explains 75% of the success

We have to increase innovative power through dynamic management, flexible organisations and development of skills and competences

Social innovation, some remarks on the Dutch perspective (2) Advice OESO (Febr. 2008): to sustain economic growth, the Netherlands will have to: Raise pension-age over 65 years Work more hours a week Discourage working in part-time jobs But, Dutch employees: Don’t like to work beyond the age of 65 years Don’t like to work more hours a week Like their part-time jobs and work-life balance

Advice OESO (Febr. 2008): to sustain economic growth,

the Netherlands will have to:

Raise pension-age over 65 years

Work more hours a week

Discourage working in part-time jobs

But, Dutch employees:

Don’t like to work beyond the age of 65 years

Don’t like to work more hours a week

Like their part-time jobs and work-life balance

Social innovation, some remarks on the Dutch perspective (3) The traditional labour relations: don’t fit the knowledge society on the one hand and don’t mobilize the new, lower educated and young groups on the labour market

The traditional labour relations:

don’t fit the knowledge society on the one hand

and

don’t mobilize the new, lower educated and young groups on the labour market

Social innovation, the Dutch challenge is: to sustain economic growth and our level of welfare, the Dutch won’t work harder or make longer hours, but will have to work ‘smarter’. to develop new adequate labour relations to increase innovation and productivity. Dutch organisations will have to optimize the use of skills, competences and motivation of their employees and to embed technological innovation in social innovation

to sustain economic growth and our level of welfare, the Dutch won’t work harder or make longer hours, but will have to work ‘smarter’.

to develop new adequate labour relations

to increase innovation and productivity. Dutch organisations will have to optimize the use of skills, competences and motivation of their employees and to embed technological innovation in social innovation

Knowlegde level (Depth / Broad) Social innovation: bron: Volberda Organisation (organise flexible Management (Dynamic Management) Labour (work smarter) Concurrence position & Productiviy Concurrence level Co-creation by external Networks and knowledge alliances Mobilisation of Institutional Stakeholders (government, unions, employer associations) Sociale Innovaton

NCSI – Organisation structure 2 employers- associations 2 unions 2 universities 1 knowledge institute big firms . unions commercial consultants agencies universities knowledge institutes Knowledge- platform Programm Council Innovation platform Board Projectteam Projects & Networks NCSI

2 employers- associations

2 unions

2 universities

1 knowledge institute

big firms . unions

commercial consultants agencies

universities

knowledge institutes

Financial structure Government support (3 departments) Support of founding fathers (boardmembers in money and kind) Contribution of members programmcouncil and knowledge platform Payed projects or assistance

Government support (3 departments)

Support of founding fathers (boardmembers in money and kind)

Contribution of members programmcouncil and knowledge platform

Payed projects or assistance

NCSI – Goals and Activities Action center: realise projects with organisations Demand driven start en organise projects Experiments & monitoring Examples: bottom-up innovation, management on the base of trust, selfsceduling, employe 2.0, ICT&labour, manage flexibel labour. Knowledge center: gather and spread knowledge D-base; Seminars, Courses and conferences; Knowledge groups; NCSI Academy; Trainee-programm; Publications Lobbying, agenda-setting, influence on politics

Action center: realise projects with organisations

Demand driven start en organise projects

Experiments & monitoring

Examples: bottom-up innovation, management on the base of trust, selfsceduling, employe 2.0, ICT&labour, manage flexibel labour.

Knowledge center: gather and spread knowledge

D-base; Seminars, Courses and conferences; Knowledge groups; NCSI Academy; Trainee-programm; Publications

Lobbying, agenda-setting, influence on politics