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Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
Markku Markkula's presentation ACSI - Why Finland?
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Markku Markkula's presentation ACSI - Why Finland?

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Markku Markkula's presentation ACSI - Why Finland? in the Aalto Camp for Societal Innovatio (ACSI), 28th of June 2010, Otaniemi, FInland

Markku Markkula's presentation ACSI - Why Finland? in the Aalto Camp for Societal Innovatio (ACSI), 28th of June 2010, Otaniemi, FInland

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  • Aallolla on erinomaiset perusedellytykset olla eurooppalaisittain merkittävä toimija, joka johdonmukaisesti kehittää toimintaansa soveltaen Knowledge Triangle –käytäntöjä (tutkimuksen, opetuksen ja innovaatiotoiminnan synergia). Tämä luo edellytykset myös Suomen tarvitsemille kansainvälisesti ainutlaatuisille osaamishankkeille.
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    • 1. ACSIWhy Finland?Markku Markkula, Advisor to the Aalto Presidents,Innovation Executive ACSI
    • 2. Traditionally need to be good:
      • Research
      • 3. Education
      Several universities are also good:
      • Innovation
      Universities
      Markku Markkula
      Aalto University
      Societal Impact
      2
    • 4. The Role of University Management
      Minimum requirement is that each of these three operational
      areas has a strategy.
      These need to be integrated.
      Innovation
      Management & integration & synergy
      Research
      Education
      Markku Markkula
      Aalto University
      Societal Impact
      3
    • 5. EU: The Future Is Based on Knowledge Triangle
      Innovation
      European Institute of Innovation and Technology EIT: “Innovation requires an integrated knowledge triangle”
       Enhanced capacities + high degree of integration + leadership are prerequisites for scaling up Europe’s innovation performance.
      EIT is locating one of its five ICT research units on the Aalto University campus in Otaniemi.
      KNOWLEDGE TRIANGLE
      Education
      Research
      Knowledge Triangle will be conceptualized to become
      a unique strength of Aalto
      Markku Markkula
      Aalto University
      Societal Impact
      4
    • 6. Aalto Otaniemi Will Host the EIT ICT Unit
      • The European Institute of Innovation and Technology (EIT) is locating one of its five ICT research units on the Aalto University campus in Otaniemi.
      • 7. EIT functions as a network, uniting research and educational institutes as well as businesses.
      • 8. The founding members of the Finnish unit are Nokia, VTT Technical Research Centre of Finland and Aalto University.
      • 9. The total budget of the Finnish unit for 2010-2014 is approximately EUR 100 million, no more than 25% of which comes from EIT funding.
      • 10. According to the now approved plan, in 2013 there will be several hundred ICT researchers, experts and graduate students working at the EIT Otaniemi unit.
      Markku Markkula
      Aalto University
      Societal Impact
      5
    • 11. EU 2020 Strategy
      Aalto as a Forerunner
      among Universities

      EU 2020 three mutually reinforcing priorities:
      • Smart growth: developing an economy based on knowledge and innovation.
      • 12. Sustainable growth: promoting a more resource efficient, greener and more competitive economy.
      • 13. Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion.
      Aalto & Societal Innovations:
      • Focus on grand challenges
      • 14. The strong role of universities is crucial: Knowledge Triangle i.e. synergy between research & education & innovation
      • 15. Combine technology driven innovation policy & societal needs driven innovation policy
      • 16. Modernize the Triple Helix cooperation: University – Industry – Cities
      • 17. Living labs & user-driven innovations: people & process development
       Need for a second generation innovation agenda
      Markku Markkula
      Aalto University
      Societal Impact
      6
    • 18. EU 2020 Strategy  7 Flagships
      "Resource efficient Europe”
      "An industrial policy for the globalisation era”
      "An Agenda for new skills and jobs“
      "European Platform against Poverty“
      "Innovation Union“
      "Youth on the move“
      "A Digital Agenda for Europe"
      Markku Markkula
      Aalto University
      Societal Impact
      7
    • 19. Aalto Strategic Role in Setting National Agenda and in Implementing National Innovation Strategy and National Creativity Strategy
      Board April 2009
      Our target
      Aalto will by 2020 become the most important player in setting the national science, creativity and innovation agenda.
      Influence National Agenda
      Aalto will by 2020 develop its strengths as a globally unique hub of excellence in research, development and innovation.
      Global Forerunner
      The concept of Aalto Living Lab based on Real Case -approach and with selected strategic partnerships will by 2020 create Aalto the pioneering world leader role in teaching and learning in open-innovation and shared knowledge creation processes.
      Real life &
      Real Case - Approach
      Markku Markkula
      Aalto University
      Societal Impact
      8
    • 20. Aalto Conceptualizing Knowledge Triangle
      Innovation
      Critical success factors are:
      Starting point: Every individual & every work community & every organization has its own strategic needs and focus on these three perspectives of the knowledge triangle.
      Creating platforms and processes for collaboration.
      Orchestration of the whole concept.
      Markkula, Miikki, L: & M., Pirttivaara, M (2009)
      • Education & Well-being in Society
      • 21. Human-centric Ba
      • 22. Testing and prototyping
      Platform & processes for new solutions within the work & work community
      Platform & processes for foresight &
      Knowledge co-creation solutions
      Orchestration
      Strategic Alliances for
      concepts and processes + methods and tools +
      physical, virtual, and mental spaces
      • Foresight and competence needs
      • 23. Culture & Learning
      • 24. Impact of Education & Societal Competitiveness
      • 25. Good Practices
      • 26. Methods and tools
      • 27. Passion to Learn
      Research
      Education
      Platform and processes for learning by RDI
      Markku Markkula
      Aalto University
      Societal Impact
      9
    • 28. Creating the Aalto Concept for Knowledge Triangle Based Learning
      Different learners integrated in the same learning process:
      Working life experts (continuing education students)
      Young graduates doing their masters (basic students)
      Researchers (post-graduate students)
      Different learner groups have different roles and responsibilities.
      Need to be based on conceptualized processes. Target is mass customization & personalization and at the same time integrate different perspectives throughout the process.
      Markku Markkula
      Aalto University
      Societal Impact
      10
    • 29. ACSI to Be Based on Finnish Strengths
      Development of Aalto societal impact activities will focus on strengthening specifically those areas where we are an internationally recognized and acknowledged forefront actor, such as:
      Small northern European nation having top results in many competitiveness benchmarking studies
      The global innovation map (see: Harvard Business Review March 2009)
      PISA and Knowledge Society
      National commitment to creativity and innovation policies
      The highest degree of university-industry cooperation
      Strong in arts and architecture
      Nature
      Community and corporate social responsibility
      Markku Markkula
      Aalto University
      Societal Impact
      11
    • 30. Lead, stimulate andcatalyze science, technologyand innovation development
      Role of Parliaments
      in National Innovation Policy
      Create favourable legislativeenvironment for knowledge creationand competence development
      Finance lifelong learning,
      R&D and knowledgeinfrastructure
      © Markku Markkula
      Markku Markkula
      Aalto University
      Societal Impact
      12
    • 31. Parliament of Finland, Committee for the Future 1998:The Finnish Road to Success
      Need for Restructuring and
      Reshaping
      the Public Sector
      Knowledge Management Plays a Crucial Role
      1. Implementing Lifelong Learning Strategy
      2. Developing National Innovation System
      3. Increasing Investments in R&D
      4. Operating as an Information Society
      Laboratory within EU
      Finnish
      National Action
      Plans on
      the Way to
      the Knowledge
      Society
      Wisely
      Influencing
      Globalisation
      Exploiting
      Information
      and Technology
      to the Full
      The Human
      Aspect
      in Innovation
      Governance
      of Matters
      and Life
      Success
      Factors
      Defined by the Parliament
      © Markku Markkula
      Markku Markkula
      Aalto University
      Societal Impact
      13
    • 32. Parliament of Finland,
      Committee for the Future
      • Permanent status, 17 MPs,
      • Tasks: inventing the future, technology assessment,
      • Special focus among others:
      - regional development,
      - the future of work,
      - knowledge management,
      - eEurope,
      - creativity and innovations
      • Parliament in 2003 approved the Committee’s report ”Finland 2015” with several policy statements, among others:
      - Strategic goal for Finland to become a pioneer in innovation, education and culture.
      - Increase of R&D funding to reach the level of 4% of GDP.
      © Markku Markkula
      Markku Markkula
      Aalto University
      Societal Impact
      14
    • 33. Milestones of Finnish Technology Policy
      1979198219831984198519871991199519961999
      National technology committee Council of State resolution on technology policy Founding of TekesTechnology programmes startedEUREKA startedState Science and Technology Council establishedFinland becomes a member of CERNFinland becomes a member of the EUGovernment decision to increase R&D fundingFinnish R&D funding exceeds 3 % of GDP
      Markku Markkula
      Aalto University
      Societal Impact
      15
      Copyright © Tekes
    • 34. 36
      29
      FI
      FI
      INNOVATIVE ENTERPRISES PARTICIPATINGIN PUBLIC-PRIVATE CO-OPERATIONAs a percentage of total innovative enterprises (aggregated manufacturing and services sectors)
      Finland highest in EU
      40
      40
      35
      35
      Co-operation with higher
      education institutes
      Co-operation with research institutes
      30
      30
      25
      25
      19
      20
      20
      15
      14
      15
      15
      14
      12
      11
      10
      9
      9
      9
      10
      8
      8
      8
      8
      8
      8
      8
      7
      7
      6
      6
      5
      5
      4
      4
      5
      2
      1
      1
      0
      0
      LU
      IT
      IE
      AT
      PT
      NL
      DE
      BE
      FR
      ES
      SE
      UK
      DK
      IT
      LU
      NL
      PT
      UK
      IE
      ES
      DE
      AT
      FR
      BE
      DK
      SE
      Source: Science, Technology and Innovation in the Netherlands, 2004. Ministry of Education and Ministry of Economic Affairs
      Markku Markkula
      Aalto University
      Societal Impact
      16
    • 35. USA Today 25 August 1999
      Cover story:
      Finland – Wireless Nation
      ”In this technology-driven country, the future is now.”
      ”With a mobile phone, users can send messages, surf the Net and even buy snacks.”
      Markku Markkula
      Aalto University
      Societal Impact
      17
    • 36. Ranking of EU Countries
      The Lisbon review 2004
      Sustainabledevelopment
      Informationsociety
      Innovationand R&D
      Networkindustries
      Socialinclusion
      Financial services
      Liberalisation
      Enterprise
      Total
      rank
      1
      3
      2
      6
      4
      7
      5
      9
      8
      11
      10
      14
      12
      13
      15
      1
      4
      2
      6
      7
      3
      13
      5
      9
      8
      10
      11
      12
      14
      15
      1
      2
      6
      3
      5
      8
      4
      7
      10
      9
      12
      11
      13
      14
      15
      4
      1
      2
      8
      7
      3
      5
      6
      9
      10
      15
      12
      13
      11
      14
      1
      3
      4
      2
      7
      8
      5
      6
      10
      11
      9
      12
      13
      14
      15
      3
      2
      5
      1
      7
      10
      6
      9
      12
      8
      4
      11
      15
      13
      14
      2
      1
      2
      8
      4
      12
      5
      9
      7
      6
      10
      11
      13
      14
      15
      1
      4
      3
      7
      6
      2
      8
      9
      5
      10
      13
      12
      11
      14
      15
      Finland
      1
      2
      3
      4
      5
      6
      7
      8
      9
      10
      11
      12
      13
      14
      15
      Denmark
      Sweden
      UK
      Netherlands
      Germany
      Luxembourg
      France
      Austria
      Belgium
      Ireland
      Spain
      Italy
      Portugal
      Greece
      18
      Source: World Economic Forum WEF, The Lisbon Review 2004
      Copyright © Tekes
    • 37. 2006-07
      2005-06
      2005-05
      2003-04
      2002-03
      2001-02
      NRI
      Rank
      Denmark
      USA
      Singapore
      USA
      Finland
      1
      Denmark
      Sweden
      Singapore
      Iceland
      Singapore
      USA
      2
      Sweden
      Singapore
      Denmark
      Finland
      Finland
      Singapore
      3
      Switzerland
      Finland
      Iceland
      Denmark
      Sweden
      Sweden
      4
      USA
      Switzerland
      Finland
      USA
      Denmark
      Iceland
      5
      Singapore
      Finland
      Netherlands
      Canada
      Sweden
      Canada
      Canada
      6
      Netherlands
      USA
      Taiwan
      Hong Kong
      Switzerland
      U.K.
      7
      Iceland
      Sweden
      Japan
      Norway
      Denmark
      8
      Iceland
      U.K.
      Switzerland
      Switzerland
      Australia
      Taiwan
      9
      Korea
      Norway
      Norway
      U.K.
      Canada
      Iceland
      Germany
      10
      Finland: Time to Wake-up  National Innovation Strategy  Implementation
      Markku Markkula
      Aalto University
      Societal Impact
      19
    • 38. Finland = Innovation
      # 2 Innovation Hot Spot in the world
      Harvard Business Review March 2009;
      # 3 Global Innovation in the world
      The Economist Intelligence Unit, April 2009;
      # 1 Higher Education and Training in the world, World Economic Forum, September 2009;
      # 1 Availability of Scientists and Engineers in the world
      World Economic Forum, September 2009;
      # 1 Prosperity in the world
      Legacy Prosperity Index, October 2009;
      .
      Markku Markkula
      Aalto University
      Societal Impact
      20
    • 39. 2008 eSRIvs NRI rankings
      (= e-skills readiness vs network-readiness)
      Finland
      DK
      FIN
      SWE
      KOR
      USA
      ISR
      ICE
      SIN
      MAL
      10
      CAN
      NOR
      SWI
      BEL
      NED
      JAP
      AUT
      UK
      NZ
      IRE
      AUL
      GER
      20
      TUN
      HK
      FRA
      EST
      POR
      THA
      LIT
      eSRI ranking 2008
      SLO
      30
      BAR
      CZ
      IND
      JOR
      MLT
      HUN
      LAT
      KSA
      CYP
      SPA
      LUX
      CHL
      40
      CRO
      SK
      GRE
      ITA
      50
      POL
      ROM
      60
      50
      40
      30
      20
      10
      NRI ranking 2008
      Source : eLab@INSEAD, based on GITR data
      21
    • 40. Aalto Creating Unique Concepts
      • Basic Research focused on Grand Societal Challenges
      • 41. Aalto Factories
      • 42. International multidisciplinary educational programs:
      • 43. Two new Master programs on Creative Sustainability and International Design Business Management are examples of educational programs focusing on societal needs.
      • 44. New developments in Urban Planning: Doctoral Program of the Built Environment and Master program in Managing Spatial Change
      • 45. Aalto Camp for Societal Innovation
      • 46. Research cooperation with Strategic Centres for Science, Technology and Innovation
      Markku Markkula
      Aalto University
      Societal Impact
      22
    • 47. Aalto Responding to Grand Challenges
      According to the Aalto Strategy potential research focus areas are:
      service economy,
      digitalization,
      energy and sustainable use of natural resources, and
      a people oriented living environment.
      Markku Markkula
      Aalto University
      Societal Impact
      23
    • 48. Renewed National Innovation Strategy
      Strategic goals set for Finland are a) Innovation-based development of productivity and b) Pioneering in innovation activity. To achieve this the following 4 basic choices are made:
      Innovation activity in a world without borders
      Demand and user orientation
      Innovative individuals and communities
      Systemic approach
      The picture is interlinking the 10 key sets of measures defined.
      Finnish
      R & HE System
      Finland’s Attractiveness
      Learning Environment
      Competitive Incentives
      Management Training
      Tämän kaavion toimintakohteet (siis tekstit) ovat kansallisesta strategiasta – kuva on oma luonnos eri tekijöiden kytkennöistä
      Growth Entrepreneurship
      National Ensemble of Services
      © Markku Markkula & Lars Miikki 2008
      Regional Centres of Innovation
      Pioneer of Systemic Reforms
      Implementing Innovation Policy
      “National Innovation Bedrock”
      We create synergy of operations on all levels: National, Region / Industry, Enterprise / Individual
      Markku Markkula
      Aalto University
      Societal Impact
      24
    • 49. What Do We Need for Innovation?
      New-generation innovation activities are complex and global by nature. They are increasingly based on steering that supports self organization.
      Therefore we need :
      • A new-generation innovation agenda bringing forth a concept, operating mode and network for the development of a global innovation platform.
      • 50. Innovation activity which gives rise to an international, self-fortifying innovation community integrating research, learning and innovation.
      • 51. New type of frontier zones and developer forums which will be emerged in connection with this new innovation activity.
      • 52. Integration of different disciplines and nationalities into innovation nodes which opens new doors both for society and university.
      March 2010 PS, MM, MPI
      Markku Markkula
      Aalto University
      Societal Impact
      25
    • 53. Service & Product Development
      Fundamental Research
      Applied Research
      DemonstrationPiloting
      Market
      Innovation Ecosystem: Action Space for Living Labs along the Technology Adaption Cycle
      This the picture used by EU, showing how the role and activities of Living Labs are defined.
      The broad innovation concept for Aalto will be developed.
      User Involvement
      Mainstream Users
      Early Majority(Pragmatics)
      Early Adopters(Visionaries)
      Enthusiasts
      Action Space for Living Labs
      Living Labs:
      User-driven open innovation involving all relevant players of the value network
      Business-Citizens-Government Partnerships
      Industry
      Public & Private research funding
      Venture Capital
      Seed Money
      Banks
      Chasm**
      Pre-Commercial Gap*
      * MacDonald and Associates, 2004
      ** Geoffrey A Moore: Crossing the Chasm, 1999
      Markku Markkula
      Aalto University
      Societal Impact
      26
    • 54. Aalto FactoriesMulti-disciplinary Opportunities
      Expertise workshops, the first new platforms for collaboration within Aalto University:
      Design Factory
      Media Factory
      Service Factory
      Based on areas in which the three universities already co-operate.
      The workshops are environments to
      learn
      teach
      research,
      co-create
      Academic teams and students, as well as companies or communities work together.
      Markku Markkula
      Aalto University
      Societal Impact
      27
    • 55. The Aalto Factory Park (AFP) is a strategic part of Aalto University’s eco-system aiming for deep and sustainable social, cultural and economic impact. It consists of thematic and multidisciplinary Aalto University Factories, which are platforms for synergic integration of research, education and innovation activities across Aalto’s disciplines in their focus areas (Knowledge Triangle perspective).
      The core of the Aalto Factory Park Concept is the systemic orchestration of real-case operations using and integrating forefront research, learning and innovation activities through multi and interdisciplinary themes
      Factories provide physical and virtual facilities, coaching and facilitation to increase collaboration between academia, industry, and society (Triple Helix perspective).
      The following three factories are established:
      Design Factory, Media Factory and Service factory
      Aalto Factory Park Concept
      Markku Markkula
      Aalto University
      Societal Impact
      28
    • 56. New Initiative in Finland: Strategic Centres for Science, Technology and Innovation*
      Innovative role in strategic industry verticals:
      • Facilitate cooperation between science and business
      • 57. Build stronger initiatives
      • 58. Accelerate the creation of new business
       Contribution to the Finnish industrial innovation
      Government &
      Industry policy
      SCSTI*
      Industry
      Universities
      Source: Reijo Paajanen, TIVIT
      Markku Markkula
      Aalto University
      Societal Impact
      29
    • 59. The Concept of Regional Innovation Policy: Developer Networks and Creative Tension Make the Difference
      ASSESSING THE COMPETITIVENESS OF A REGION
      Ståhle & Sotarauta 2002
      1. Human capital
      2. Innovativeness
      3. Concentration
      4. Infrastructures
      REGION
      Present conditions
      Competiveness factors
      Challenges
      Competitiveness
      GOALS
      Attractiveness
      10. IMAGE
      5. Enterprises
      6. Institutions
      7. Living conditions
      and environment
      Self-renewal
      ability
      8. Developer networks
      9. Creative tension
      Parliament of Finland, Committee for the Future
    • 60. Aalto & T3 Innovation Hub, Unique Globally :Future Is Based on Formula i  WB = T3 + e3
      T3 development is based on the Strategy of the Helsinki Metropolitan Area: Integrating Otaniemi University Campus & Tapiola Garden City & Keilaniemi High Tech Business Community.
      T 3
      KEILANIEMI
      OTANIEMI
      Science and technology
      Art and design
      Business and economy
      TAPIOLA
      i = innovation; WB = well-being;
      T3 = Tiede, Taide, Talous; Science, Art, Business
      e3 = eettisyys, esteettisyys, elämyksellisyys; Ethics, Aesthetics, Experience
      31
    • 61. Greater Helsinki Vision
      “The capital region is a progressive world-class business and innovation centre bolstered by science, art, creativity, learning ability and high-quality services. The success of the area promotes the wellbeing of its inhabitants as well as that of all Finland. The metropolitan area is developed as a united, functional region with its surroundings closely integrated into nature, providing a comfortable place for living, learning, working and entrepreneurship.”
      The four priorities of the Helsinki Metropolitan strategy are:
      Improving top-quality education and know-how
      Building good quality of life as well as a pleasant and secure living environment
      Strengthening user-driven innovation environments and developing public procurements
      Internationalization of the metropolitan area and its connection to global networks
      Aalto T3 & Aalto Living Labs & Real Case approach are open innovation concepts
      by means of which cities, enterprises
      and their strategic partners
      implement the strategy of
      the Metropolitan
      region.
      T 3
      Markku Markkula
      Aalto University
      Societal Impact
      32
    • 62. Global Cooperation
      The message of this book is based on the metaphor of several triangles in the front cover. The foundation and origin of the cultural growth is the human mind with the stem of the tree symbolizing lifelong learning. Its strong branches reach out to the three university missions: research, education and interaction with society. The blossoming flowers represent the solid base of creative synergies and collaboration, crucial for sustainable development:
      • knowledge triangle integrating research & education & innovation;
      • 63. continuing education triangle integrating individual & university & employer;
      • 64. triple helix integrating universities & industry & public sector.
      Markku Markkula
      Aalto University
      Societal Impact
      33
    • 65. FinnSight 2015  Important Research
      The following are two lists out of ten as the results of the FinnSight 2015. The work was organized through ten panels in the joint Academy of Finland and Tekes foresight project, which identified focus areas of competence.
      Human Interaction Lay the
      Foundation for Welfare:
      human interaction, understanding and dialogue
      multicultural competence
      language and communications
      lifelong learning and understanding
      people and the media
      human technology
      human creativity
      increasingly intelligent technology
      Finnish culture as an area of competence.
      Continuous
      Learning Is Crucial:
      neurological, cognitive, motivational and social basis of learning 
      human technologies that support learning 
      technology-based working and operating environments, management of mobile and distributed work
      implementation of lifelong learning, the education system and informal learning (learning outside institutions)
      civic skills and competencies, life control and social innovations.
      Markku Markkula
      Aalto University
      Societal Impact
      34
    • 66. Aalto Conceptualizing & Mass Customization & Personalization (AMCP) with Different Perspectives
      <
      <
      <
      Different dimensions of the research space
      Platform & Processes to be used in a tailor-made format
      in each case
      Different dimensions of
      the learning space
      Different dimensions of
      the innovation space
      Markku Markkula
      Aalto University
      Societal Impact
      35
    • 67. Aalto Plan to Increase Societal Impact
      Research & Teaching
      University-Industry Real Case Collaboration
      in Aalto Factories (Design, Media, Service …),
      Living Labs and Other Platforms
      Social, Cultural & Economic Impact
      Research & Teaching
      Research & Teaching
      R&D Focused on Innovation Concepts, Processes and Practices
      R&D Focused on Lifelong Learning Concepts, Processes and Practices
      R&D Focused on Foresight Aspects of Multidisciplinary Research
      Research & Teaching
      Markku Markkula
      Aalto University
      Societal Impact
      36
    • 68. Technology Driven Innovation
      Scope of
      collaboration
      Society
      Customer needs
      - Co-creators -
      Corporations
      From industry to service economy to sustainable society
      Push
      Solutions
      - Customers -
      Supply driven
      Science
      Societal urgency
      37
      © Synocus Group 2010-06-29
    • 69. Grand Challenge Innovation
      Scope of
      collaboration
      Society
      Pull
      Customer needs
      - Co-creators -
      Demand driven
      Corporations
      Emergent, eco-concsious society
      Solutions
      - Customers -
      Science
      Societal urgency
      38
      © Synocus Group 2010-06-29

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