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    3 gsp principles, 14.2.2013 3 gsp principles, 14.2.2013 Presentation Transcript

    • 3GSP – third generation science parksDiscovery consists of seeing what everybody has seen and thinking what nobody has thoughtAlbert Szent-Gyorgyi 3GSP, Ilkka Kakko
    • Emergence of regional knowledge ecosystems *)•  Focus on dynamics of interaction between organizations and various innovation communities >> “Networks” – the challenge is to specify “networks” and how they operate >> CNO (Collaborative Networked Organizations) theoretical approach and methodologies will help to understand•  A holistic approach – focus not on isolated activity (inside a company or cluster) but what happens within specific firms and clusters as a cohesive system >> ecosystem thinking >> how to manage the flow of information (vs stocks of information)•  To understand how organizations and ”none institutional elements” perform in hyper- connected environments *) Ref: Institute for the Future report ” Future Knowledge Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009 3GSP, Ilkka Kakko
    • Technopark scenarios *)1)  Science and Technology Parks 3.0”Slow progress, existing institutions, no radical change in the structure or management”2) The Rise of Research Clouds”This is closest to our 3GSP thinking, flexible and smaller interconnected units will emerge, coworking and open innovation gain momentum”3) Dematerialized innovation”Technoparks will loose their influence and status, new structures will replace them”* ) Ref: Institute for the Future report ” Future Knowledge Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, 3GSP, Ilkka Kakko
    • •  Science and Technology Parks 3.0 NC State’s Centennial Campus has the real feel of a community, with condominiums, a middle school and a golf course adjacent to university academic “neighborhoods,” private corporations, non profit institutions and government agencies. In coming decades, this greater interweaving of research parks with their communities might indeed become the standard paradigm.” James Zuiches, Vice Chancellor for extension, engagement and economic development at North Carolina State University in Raleigh, USA•  Research Clouds “Research parks should work on trying to increase the diversity among their clientele. So far, it looks like science parks are no longer very attractive to the younger generation. Young people feel they parks too rigid or too business like. They like this more relaxed environment. You have to develop methods for “serendipity management” and “open innovation” to discover ways to best facilitate the ad hoc collaborations. Otherwise it will happen in coffee shops and bars.” Ilkka Kakko, Managing Director of Karostech Ltd, Finland•  The decline of STPs because of their unability to match the needs of new era “Collaboration is not often pretty, It’s rarely easy to understand. You can’t pass a rule that says, Tomorrow we’re going to collaborate. It has to become embedded in the culture.” Rick Weddle, President of Research Triangle Park, NC, USA 3GSP, Ilkka Kakko
    • New innovation landscape – a challenge for science parks *) •  The increased market requirements for flexibility call for better usage of resources and connectivity to global competence pools. •  The key players in a new innovation landscape are truly nomadic and well inter- connected •  They work and live in a world powered and inspired by CNOs •  Open innovation principles and the importance of social capital creation is widely understood •  The rise of new forms of individual entrepreneurship and the power of communities == > Vital innovation activities are happening outside the walls of traditional STPs •  Continue…. 3GSP, Ilkka Kakko
    • New innovation landscape – a challenge for science parks *) •  A new approach is needed à third generation of science parks (3GSP). •  The 3 GSP environment encourages diversity on all layers and respects serendipity, even a new management paradigm - serendipity management – is emerging. •  The competitive edge for 3GSP is: •  To attract nomadic talent •  To be able to create sustainable professional communities •  To be able to harvest the innovation potential in more fruitful way •  To be able to create ”sticky knowledge” in order to maintain and improve regional competitiveness *) Ref http://blogs.america.gov/ip/2010/03/05/new-innovation-landscape-a-challenge-for-science-parks/ 3GSP, Ilkka Kakko
    • Virtual Organisation Breeding Environment - VBE•  VBE represents an association of organizations and number of related supporting institutions, adhering to a base long term cooperation agreement, and adoption of common operating principles and infrastructures, with the main goal of increasing their preparedness towards rapid configuration of temporary alliances for collaboration in potential Virtual Organisation. Namely, when business opportunity is identified by one member (acting as a broker) a subset of VBE organizations can be selected to form a VE/VO. (Camarinha-Matos&Afsarmanesh 2008) 3GSP, Ilkka Kakko
    • Professional Virtual Community - PVC •  PVC is an alliance of professional individuals that aim at being prepared for collaboration under a business perspective, and provide an environment to facilitate the agile and fluid formation of Virtual Teams (VTs) similar to that what VBE aims to provide for VOs. (Camarinha-Matos&Afsarmanesh 2008)•  Three dimensions: social, knowledge and business •  Physical space •  Virtual platform 3GSP, Ilkka Kakko
    • The challenge for technoparks = innovative networksExisting innovation environments like technoparks are serving a traditional structure based on institutions and individual companies•  Supporting start ups by incubation activities •  More emphasis on pre-incubation stage needed•  Technology oriented and research based R&D in focus •  More cross disciplinary teams, wider competence basis needed, ”soft sciences” and ”users as developers”•  Strong connectivity with regional development bodies •  Global connections in harvesting the networks of individuals and related communities, ways to create ”sticky knowledege”è  To summarize the new challenges, let’s examine closer the elements and interconnectivity in CNO business ecosystems 3GSP, Ilkka Kakko
    • Ready to collaborate ! Training Camp in February 2004“Open universe”of organizations VO Breeding Environment 1.a Getting ready to collaborate •Cooperation agreement •Common infrastructure •Common principles •Base trust VO 1.b Creation •VO planning in VBE Collaboration Opportunity •VO partners selection •Fast contract negotiation •VO setup 2 Open VO creation VO Goal- oriented •Wide partners’ search & selection •Establish common infrastructures •Common principles •VO planning Kuva: Jaakko Kilpiäinen •VO partner selection •Collaboration agreement •Contract negotiation •VO setup © ECOLEAD Hamideh Afsarmanesh •Base trust 3GSP, Ilkka Kakko
    • KR 4.2 PVC BUSINESS MODELVT Clients: ResearchEnterprises needing CentresKnowldege based services Basic Innovation driven Universities New Methods Research New Knowledge Education PVC Applied research Lifelong Learning Standard Professional ServicesThe PVC positions itself atthe intersection of the Consultancytraditional actors value Companiesproposition, with whomthe PVC is intended to © ECOLEAD, Roberto Santorocollaborate instead ofcompeting. 3GSP, Ilkka Kakko
    • The timeline for 3GSP development 2008 20142002 3GSP, Ilkka Kakko
    • The main characteristics of 3GSP•  Focus on supporting innovation activities on individual and CNO level, vibrant communities and creation of social capital are fundamental•  ”glocal” - local, but with access to global competence pools•  Facilitating activities and enabling the creation of new combinations of competences•  ”Oasis type cocreating and coworking space” as an elementary part of physical facilities•  Extensive use of virtual community platforms – social media and tailored software (like GLOW in Oasis) 3GSP, Ilkka Kakko
    • Vital elements of Oasis philosophyDiversity: • “Connecting generations” •  Combining Arts, Science and Business •  Multidisciplinary approachSerendipity: •  Intersectional innovations •  Ad-hoc interactions •  “Expect the unexpected” FlexLab opening in Joensuu Science Park, September 2004 3GSP, Ilkka Kakko
    • Diversity and Value of Innovation © Lee Fleming 2004 /HBR November 2004 3GSP, Ilkka Kakko
    • Characteristic Project Management Serendipity Management Approach Project Journey, exploration Type of innovation Directional Intersectional, sustainable Type of human resources Homo faber Homo ludens, Homo aestheticus-informaticus, Homo creativus Organisation Fixed in the beginning Flexible during the process Focus Effective process Best possible result in the end Structure Closed innovation Open innovation Mission Goal decided in the beginning Vision decided in the beginning Competence search While defining the project Training camp approach Resources, time schedule Fixed Flexible Management style Command and control Connectivity and collaboration© Kakko & Inkinen, Science and Public Policy, 36(7), August 2009, pages 537–548,DOI: 10.3152/030234209X465570; http://www.ingentaconnect.com/content/beech/spp 3GSP, Ilkka Kakko
    • 3GSP, Ilkka Kakko
    • GLOWVirtual collaboration platforms are Mindworks Ltd., Tilamedia TM 2005 Mindworks Ltd., Tilamedia TM 2005used in 3GSP network to:•  Expand social networks•  Provide profiles with skills and wills•  Search for individual competence•  Enable fast and easy interactionsbetween community members presentor on-line•  Support collaboration betweencommunity members•  Facilitate serendipitous interactions•  Create new connections andcombinations of competences 3GSP, Ilkka Kakko
    • Thank You!Further information:Oy Karostech Ltd, www.globaloasis.fi, www.3gsp.fiContact person: Ilkka KakkoE-mail: Ilkka.kakko@globaloasis.fi+ 358 50 536 2941Twitter: SerendipitorBlog: www.respectserendipity.comIn LinkedIn:Third Generation Science Parks – 3GSP: http://www.linkedin.com/groups?gid=1975471&trk=myg_ugrp_ovrIn Facebook:Serendipity Management: http://www.new.facebook.com/group.php?gid=6655331989 3GSP, Ilkka Kakko