PROJECTO P. INC - PÓLO DAS INDÚSTRIAS CRIATIVAS DO PARQUE DE CIÊNCIA E TECNOLOGIA DA UNIVERSIDADE DO PORTO SUB-PROJECTO CEICI – CENTRO DE EXCELÊNCIA PARA AS INDÚSTRIAS CRIATIVAS E INOVAÇÃO ACTIVIDADE: GRUPOS DE TRABALHO E FERRAMENTAS WORKSHOP: Realising the Value Spectrum: Creative Interdisciplinary Projects DR. LORRAINE WARREN UNIVERSITY OF SOUTHAMPTON 14 E 15 DE DEZEMBRO DE 2010, PORTO
Outline My background/history A current project Contrast between realising value in interdisciplinary projects and some tech transfer perspectives
My Background School of Management www.doclorraine.com Research interests in digital media; creative industries; development of new products, services, behaviours Context: incubation, early stage concept development, policy support, regional development
University of Southampton Research-led ‘Russell Group’ University Ranked 12 in UK [out of around 120], 90 in the world South Coast of UK, easy reach of London, Brighton, Bournemouth Seeking to develop campus as a Cultural Centre for region Nuffield Theatre, Turner Simms Concert hall, John Hansard Gallery, WSA
Projects www.creatorproject.org , new Business models and research processes for the creative industries [Nottingham, Newcastle, Cambridge, Queen Mary, Birkbeck] Sensory Threads [Proboscis] biosensors, wearables, community issues Gesture and Embodied Action [motion capture-industry links] MIPP Sussex University [motion capture-archaelogy-vistor experiences] LiberateMedia mobile connectivity, new business stratgeies Webscience group at Southampton (Tim-Berners Lee)
Context Disruptive Innovation Creative industries MUPPITS in-depth case study of MUPPITS (Multiple User Post-Production IT Services), a high technology R&D project designed to address challenges faced by the UK film and broadcasting post-production industry. MUPPITS is based on new technology, but overall is a systemic approach to work design that brings together key players in the UK post-production value chain: HIGH IMPACT, TRANSFORMATIONAL, DISRUPTIVE Qualitative methods to track emergence of new systems through project [over years], developmental use of quantitative methods [simulation and optimisation] to deal with poorly formed problems in nascent industry spaces
Purpose Disruptive industry change -> how might this emerge? How might we create/capture emergent value [or increase likelihood of capturing emergent value] Engender new business models – HOW? ROAD MAP FOR INDUCTIVE THINKING NOT CLEAR Know when and how to intervene -> POLICY AND PRACTICE
Individual (Level A) Intention, agency, personality, cognitive process Interaction (Level B) Discourse patterns, symbolic interaction, collaboration, negotiation Ephemeral Emergents (Level C) Topic, context, interactional frame, participation structure; relative role and status Stable Emergents (Level D) Group sub-cultures, group slang and catchphrases, conversational routines, shared social practices, collective memory) Social Structure (Level E) Written texts (procedures, laws, regulations); material systems and infrastructures (architecture, urban design, communication and transport networks) The Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subject to social emergence
Examining Nature and pathways of inter-activity between agents, values How possible trajectories were identified and tested out, either as thought experiments, shared mental models, or sometimes as rough working prototypes…. How ‘ephemeral emergents’ are narrowed down to the most promising variant: at this point the transition from ephemeral to stable occurs. this is the point at which discussions shift from value creation to value capture. (Warren, Fuller et al, 2009)
Anticipation? Technology arose from another sector, “Service Based Workflow Management”, from Aerospace and Automotive design fields Relatively stable and well understood, but within the media industry it had not been applied to the emerging challenges of digital file-based working [growing trend] the arrival of file-based working, the increasing content demands of HD, 4k and 3D, increasing demands on rendering complexity, increased concern by customers about security of content because of ease of sharing in the digital world, increased capability of digital networking technology, dedicated networks, massive storage requirements for digital content and infrastructure limitations in Soho. All of these contributory elements can be shown as converging towards the need for a solution, Financial environment, TSB, connectivity in Soho [propagation, amplification]
Ongoing Development of various business models – virtual markets Poorly formed problem space – definition of entities, variables, messy data, multivariate Simulation, optimisation Alpha-beta, Pinewood
Value? Major source of innovative ideas that contribute to the development of new products and services Offer services that may be inputs to the innovative activities of other enterprises and organisations within and outside the creative industries They are intensive users of technology and often demand and create adaptations and new developments of technology, providing stimulus to technology producers.
What kind of value? In no particular order Technical Social Cultural Creative Artistic And of course, economic
People don’t buy technologies – they buy products Investors don’t invest in products – they invest in business models with people with in good reputational ecosystems, overall making a strong business concept Must recognise value spectrum Temporal dimension in projects Early stage Challenges
Temporal dimension Technical Immediate project objectives Rush to next project Never time to consider full range of possibilities
Potential scope economic artistic cultural social technical Wider Project Individual Incremental or radical?
Technology - Product - Market Linkages T P P P P P M M M M M M M M M The most basic building block of a Business Concept
Description / Ideation Identifying product ideas is a three stage process: describe technology capabilities identify markets with greatest need that your capabilities address develop multiple product ideas to match identified markets PATHWAY IS NOT CLEAR
Resources Research Faculty Service Providers / Complementary Assets Level of Development “ Valley of Death” Existing Research Resources Existing Commercialization Resources Decision space between discovery and product development Fuzzy Front End Different kinds of value?
CORE Technology Business Plan Legal Services Accounting Services Mgt Team Outsourcing IP Mgt Marketing Research Facilities Mgt Building emerging case How to incorporate value spectrum?
Yes Determination of Strategic Factors Analysis of Core Assets Strategic Components Market Entry & Expansion Analysis of Complementary Assets Ownership Strategies Commercial Strategy Business Proposal Decision Reject Iterate Back Provides a decision making process leading to the commercialization strategy and the business proposal. Commercialization Strategy Development