Innovative Third Generation Networks and Technoparks

Innovative networks and technoparks of the third generation

Discovery consists of
seeing what
everybody has
seen and thinking
what nobody has
thought
Albert Szent-Gyorgyi

Global Oasis Network 17.11.2012, Ilkka Kakko

Content of the presentation

I. Emerging trends of global innovation landscape
II. Technopark scenarios

III.  “Innovative networks” – vital elements of dynamic CNOs

IV.  3GSP approach and Oasis way of working
Questions


Trends setting the context for technology regions and
research parks over the next 5-20 years.*)

•  Economy & society
1.  From Free Markets to Stimulus Capitalism

2.  The Group Economy
3.  Ecological Economics come from Age
•  Science & Technology
4. Biology by Design, Nature as Source and Code

5. Ubiquitous Computing
6. From Artificial Intelligence to Hybrid Sensemaking
7. The New Scientists

8. Science Institutions Transformed

……


Trends setting the context for technology regions and
research parks over the next 5-20 years.*)

•  Models and Places for R&D
9.  New Global Map of Science
10.  Lightweight Innovation

11.  Universities: From Ivory Tower to Economic Engine
12.  From Knowledge Diffusion to Sticky Know-How

13.  The Social Life of Small Research Spaces

14.  From Research Parks to Regional Knowledge Ecosystems

*) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years
of Technology-Led Economical Development”, June 2009, http://www.iftf.org/our-work/
people-technology/technology-horizons/future-knowledge-ecosystems/


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 knowledge (vs stocks of knowledge)
•  To understand how organizations and ”none institutional elements” perform in hyper-
turbulent environments
*) Ref Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led
Economical Development”, June 2009,


Technopark scenarios *)

1)  Science and Technology Parks 3.0
”Slow progress, existing institutions, no radical change in 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 take momentum”
3) Dematerialized innovation

”Technoparks will loose their influence and status, new structures will
replace them”
* ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led
Economical Development”, June 2009,


•  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


New innovation landscape – a challenge for science parks *)

•  The complexity of traditional organizational structures
•  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 and social capital creation widely
•  The rise of new individual entrepreneurship and the power of communities

•  == > Vital innovation activities are happening outside the walls of traditional STPs

•  Continue….


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/


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)


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


The challenge for technoparks = innovative networks

Existing 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


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


KR 4.2 PVC
BUSINESS MODEL

VT Clients: Research
Enterprises needing Centres
Knowldege based services

Basic
Innovation driven
Universities New
Methods
Research
New Knowledge

Education

PVC Applied
research
Lifelong
Learning

Standard
Professional
Services
The PVC positions itself at
the intersection of the Consultancy
traditional actors value Companies
proposition, with whom
the PVC is intended to © ECOLEAD, Roberto Santoro
collaborate instead of
competing.

The timeline for 3GSP development

2008 2014
2002


The main characteristics of 3GSP

•  Focus on supporting innovation activities on individual and
CNO level, communities and creation of social capital is
important
•  ”glocal” - local but with access to global competence pools
•  Facilitating activities and supporting 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 specific tailored software (like GLOW in Oasis)


Vital elements of Oasis philosophy

Diversity:

• “Connecting generations”

•  Combining Arts, Science and
Business

•  Multidisciplinary approach

Serendipity:

•  Intersectional innovations

•  Ad-hoc interactions

•  “Expect the unexpected”
FlexLab opening in Joensuu Science Park, September 2004


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


GLOW
GLOW is used in 3GSP network to: Mindworks Ltd., Tilamedia TM 2005
Mindworks Ltd., Tilamedia TM 2005

•  Expand social networks
•  Provide profiles with skills and wills
•  Search for individual competence
•  Enable fast and easy interactions
between Oasis members present or on-
line
•  Support collaboration between Oasis
members
•  Facilitate serendipitous interactions
•  Create new connections and
combinations of competences


Thank You!
Further information:
Oy Karostech Ltd, www.globaloasis.fi, www.3gsp.fi
Contact person: Ilkka Kakko
E-mail: Ilkka.kakko@globaloasis.fi
+ 358 50 536 2941
Twitter: Serendipitor
Blog: www.respectserendipity.com
In LinkedIn:
Third Generation Science Parks – 3GSP: http://www.linkedin.com/groups?
gid=1975471&trk=myg_ugrp_ovr

In Facebook:
Serendipity Management: http://www.new.facebook.com/group.php?gid=6655331989


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