Regions need new arenas as hotspots for innovation co-creation. These could be described as "innovation gardens" and "challenge platforms", which together form a prototype workspace for inventing the future. These are needed to address challenges - from small local challenges to major societal challenges at global level.
MarkkuMarkkula• Member of the EUCommittee of theRegions, Rapporteur on“Horizon 2020” and“Closing the InnovationDivide”• Advisor to the AaltoPresidents at AaltoUniversitymarkku.firstname.lastname@example.orgEU Presidency Conference Open Innovation 2.0:”Closing the Innovation Divide”At the request of the Irish Presidency, the EU Committee of theRegions (CoR) is submitting proposals on1. Measures required of the regions and all their various players, and2. Measures required under EU Commission programmes, funding andother activities.In my presentation I will highlight a few key messages of the CoROpinion (which is to be approved by the CoR Plenary on 30th May.1. Implementing EU2020 a few crucial policy guidelines2. Entrepreneurial Discovery a key driver of transformation3. Regional innovation ecosystems attractive innovation environments4. A circular economy highlighting the importance of knowledge reuse5. Creating challenge platforms bench-learning & bench-doing
My key messages:1. A Few Crucial Policy Guidelines in Implementing EU2020In Europe, we need to:1. stress the importance of Europe-wide collaboration and transnational cooperationprojects between regions, building on innovation support and smart specialisationstrategies;2. encourage bottom-up activities: co-creation, co-design and co-production, workingin true "know-how" collaboration instead of just urging governments to developnew "solutions" for citizens.3. strive for societal innovation, with living labs, testbeds and open innovationmethods in regional innovation policy-making, while getting citizens on board;4. implement the Knowledge Triangle as a key principle in European university reform(greater synergies between research, education and innovation);5. focus more on the active use of innovative public procurement, combined withsimplification of procedures;
End user’s needs andpotential:Individuals &OrganizationsWe need societalinnovationfor sustainable impactsResearch and InnovationKnowledge BaseOpen Innovation & Smart Specialisation Fill the Gapbetween Research and Real Life PracticeReal Life Practice“Smart Region asthe innovationlaboratory”email@example.com
SMART SPECIALISATIONScientific Excellence & Industrial LeadershipHorizon 2020 Frame for Research and Innovation:How to Speed up and Scale up EU 2020 ImplementationRegional InnovationEcosystemsPioneeringEU2020Markku Markkula, firstname.lastname@example.orgChair CoR-EPP Task Force on Europe 2020, Aalto University, FinlandMoreSocietalInnovationsUrbanDesignSolutionsDigitalized Real Life Test-bedsOpen Innovation &Digital Entrepreneurship
Business Model Levers Technology LeversValuePropositionValue Chain TargetCustomerProduct andServiceProcessTechnologyEnablingTechnologyCulturalLeversRegionalInnovationEcosystemSpace(Ba & Flow)DesignMindsetLearningTransformation: the levers for the 3 types on innovationIncremental innovationsSemi-radical innovationsRadical innovationsMarkkula M & Pirttivaara M, (2013). Adding the Cultural Levers. Developed from DavilaT, Epstein MJ and Shelton RD, (2013), Making Innovation Work, FT Press, New Jersey.Now: also the cultural levers are the drivers of change.In the past: the focus on innovations has been on business and technology.
Conceptualizing the Implementation of Knowledge Triangle:Create Synergy between Research, Education and InnovationInnovationEducationResearchPlatform for Blended LearningOrchestrationFocus on:A. Value creation based on better use of intangible assetsB. New processes and methods for university-industry collaborationC. Systemic change and societal innovationsBenefits are evident:For studentsFor teaching staffFor researchersFor working life professionalsSpecial need to:A. PlatformsB. ProcessesC. Orchestrationmarkku.email@example.com
My key messages:2. Entrepreneurial Discovery a Key Driver of Transformation1. As many phenomena of the digital society have already demonstrated, significanttransformation takes place from the bottom up, and a pervasive mindset of"entrepreneurial discovery" is critical. The term "entrepreneur" is inadequate herebecause it is often interpreted rather narrowly.2. Discovery also means more than innovation. It is rather a new activity – exploring,experimenting and learning what should be done in the relevant industry or subsystemin terms of research, development and innovation to improve its situation.3. Entrepreneurial discovery means experimentation, risk-taking, and also failing. Itmeans individuals often working together with others in networks, assessingalternatives, setting goals and creating innovations in an open-minded way.4. The CoR encourages all parties concerned to actively engage in science-societydialogues that explore and underscore how to translate the results of research intoreal-life practice. Schools and all educational bodies play a crucial role here.
IdentifySocietal / Market Needs& define systemrequirements & barriersDevelop useful insights fromFundamental KnowledgeIntegrate fundamentalresearch & innovationknowledge intoEnabling TechnologiesApplying Experiences from Industrial Systems:Systemic Approach to Tackle Societal Innovations byInteracting Learning & Research & Innovation Activities(E O’Sullivan: Adapted from NSF ERC Strategy Framework)Professor Sir Mike Gregory, 13 Feb 2013Three steps to understand the system:
Key Points to Learn from Industrial Innovation• Design in Science• Technology ‘Roadmapping’• Open Innovation• ‘Technology Intelligence’WorkinProgressWe need more Science-Industry-Society DialogueReview the following practical approaches to innovation and design:Professor Sir Mike Gregory, 13 Feb 2013
Digitisation drives change, and convergence towards digital services is speeding up:1. The best laboratories for breakthrough innovations today are no longer traditionaluniversity facilities, but regional innovation ecosystems operating as testbeds forrapid prototyping of many types of user-driven innovations, based ontransformative and scalable systems.2. Innovation communities operate as ecosystems through systemic value networkingin a world without borders.3. Innovation processes are strongly based on demand and user orientation andcustomers as crucial players in innovations.4. Innovation strategies focus on catalysing open innovation and encouragingindividuals and communities towards an entrepreneurial mindset and effective useand creation of new digitalised services.5. Innovation is often based on experimenting and implementing demonstrationprojects by partnerships, using the best international knowledge and creating newinnovative concepts.My key messages:3. Developing Attractive Innovation Environments
Regional Innovation EcosystemAalto University Campus 2020According to the plans, by 2020, there will be new investments of 4-5 billion €:metro, tunnel construction of ring road, other infra, housing, office and businessbuildings, public services, university buildings, sports and cultural facilities…AaltoUniversityNokiaRovioTapiolaGardenCityEIT ICT LabLaureaYoung entrepreneurial mindset
Aalto Campus based on Prof. Nonaka: Ba & Flow(our “Idea Space” developments)
1. A circular economy is an economy in which things are not thrown away or lost, butallowed to circulate and be reused so that their value is not lost, but enhanced.2. The term derives from new thinking about next-generation concepts for sustainabledevelopment. In a circular economy for knowledge, the results of researchprogrammes and projects – ideas, insights, recommendations, methodologies,practical proposals, prototypes and inventions – can be rediscovered, accessed, andapplied in current programmes and projects in related and relevant areas.3. In moving towards a circular economy for knowledge, national funding bodies couldrevisit and explore the results of projects completed during the last 5-10 years, andunlock their treasures for reuse in new regional and national contexts. Directorates-General in the Commission could do the same, making results accessible morebroadly across different domains, in order to address societal challenges.4. RDI activities are required to pilot and create prototypes ofa. spatial configurations with physical, intellectual and virtual dimensions, andb. orchestration and knowledge management toolkits needed to address challenges.My key messages:4. A Circular Economy – Knowledge Sharing and Reuse
Working space built into the latest3-dimensional regional informationmodel of Espoo T3 innovation hub.2012Juho-Pekka Virtanen, Tommi Hollström, Lars Miikki, Markku MarkkulaBased on research on Regional Information Modelling by:2012 Juho-Pekka Virtanen, Tommi Hollström, Lars Miikki, Markku MarkkulaBased on research on Regional Information Modelling by:Juho-Pekka Virtanen, Hannu Hyyppä, Marika Ahlavuo, Juha HyyppäMore Information on theplatform used, download andinstall: www.meshmoon.com
Aalto City Integrating Real and Virtual WorldsAalto University campus with its surrounding business and residence areas is the innovation hub of the HelsinkiRegion. This picture is based on the Energizing Urban Ecosystems research program. The program with its € 20million multidisciplinary research integrates new science, art and business developments to working in a virtualenvironment. Regional Information Modeling is the breakthrough dimension in this research.
Regional Information Modeling(CdR 104/2010 fin)OPINION of the Committee of the Regions on the DIGITAL AGENDAFOR EUROPE, approved by the CoR Plenary on 6 October 2010“Committee of the Regions (CoR) points out that management of thebuilt environment and urban planning are sectors with a high impact onthe local economy as well as on the quality of the living environment.New developments in information management can play a crucial role inachieving the goal of establishing an ambitious new climate regime.Building Information Modelling (BIM) is actively used in facilitymanagement to provide a digital representation of the physical andfunctional characteristics of a facility.The concepts of BIM should be extended to regional and urban planning.It could then serve as a shared knowledge resource for an area, forminga reliable basis for life-cycle analysis, user-driven business processdevelopment and value-creating decision-making.”Energizing urban ecosystems: Regional information modellingThe research led by Dr Hannu Hyyppä produces the overallconcept, methodologies and descriptions of how a regionalinformation model based on the newest digital technologyoperates. Research will link infrastructure and the presentdigitalization of buildings in T3 together with the operationalactivity planning. The outcome is the T3-wide technicaldemonstration of regional information modeling.Energizing urban ecosystems: Visualized virtual realityThis research lead by Tommi Hollström Adminotech Ltd focusesespecially on creating a new working culture for virtual worlds:a realXtend based social media and virtual reality platform and3D virtual software applications.2012 Juho-Pekka Virtanen, Tommi Hollström, Lars Miikki, Markku MarkkulaBased on research on Regional Information Modelling by:Juho-Pekka Virtanen, Hannu Hyyppä, Marika Ahlavuo, Juha Hyyppä
1. Regions need new arenas as hotspots for innovation co-creation. These could bedescribed as "innovation gardens" and "challenge platforms", which togetherform prototype workspaces for inventing the future.2. We need to speed-up the transformation by Europe wide partnerships based onpioneering and scaling. The CoR stresses that these platforms should be based onboth bench-learning (validating ideas that work in one organisation and oneregion by testing them in other organisations and regions) and bench-doing(giving added value to new ideas by turning them into practical innovations inseveral regions at the same time).3. However, we need to stress the importance of research. Knowledge exploitationand capacity-building processes, and knowledge exploitation in organisationallearning, are concepts that are becoming important, as well as exploration andknowledge co-creation.My key messages:5. Creating Challenge Platforms Based on Bench-learning
Open Innovation &University – Industry CollaborationJustin Rattner, INTEL , Open Innovation 2.0, Dublin, 20 May 2013
Stairway to Excellence Bench-learning:Aalto University Pioneering Ramps for Societal InnovationEntrepreneurialMindsetAaltoLiving LabsReal life & RealCase -ApproachWhat can we learn from John Kao (HarvardBusiness Review article in March 2009 /Tapping the World’s Innovation Hot Spots):“The journey to innovation is a 3-act drama”1. An innovation audit is required Whatnew capabilities need to be built;2. The context for innovation must beunderstood: processes, foresight,customer insight;3. The work of innovation must be carried outthrough tools, talent, resources and modesof collaboration generate significantsources of value.Read: The KnowledgeTriangle. www.sefi.be
Europe needs pioneering regions, as pathfindersand rapid prototypes. Helsinki Region hasforerunner instruments in use:Aalto Design FactoryVenture Garage / Start-up Sauna Urban MillAalto Camp for Societal Innovation ACSI and many more …Have a look at:www.aaltodesignfactory.fiMarkku MarkkulaCoR & Aalto UniversityMindsethttp://socialinnovation.se/en/news/acsi2013/
ACSI Value System FrameworkService platformsIncl. knowledge base & learningenvironmentValue co-creation• Real cases & rapid prototyping• Integration with research, educationand other innovation activitiesPartnerships & communityNetworks and orchestration• GrandChallenges,• Societal & endusers’ need andpotential• New knowledge• Innovative solutions• New RDI agendas• New marketopportunities• Sustainable impactsMika Pirttivaara (2010)
Next ACSI in Malmö in August 2013, have a look at:http://socialinnovation.se/en/news/acsi2013/Aalto Camp for Societal Innovation ACSIJoin us to change the world: Integrating real world & virtual world
Thank you for listening: The Key Is Integrating Real World &Virtual World Energizing Urban EcosystemsAalto University as a Living Labmarkku.firstname.lastname@example.org & www.aalto.fi