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Service Research and Innovation, IT-Enabled Service

Service Research and Innovation, IT-Enabled Service

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Srii spohrer education panel 20110331 v3 Srii spohrer education panel 20110331 v3 Presentation Transcript

  • Service Science:Progress & Directions Mega-Topics for IT-Enabled Service Research
    Jim Spohrer, IBM
    See http://www.slideshare.net/spohrer
  • Why Service Matters to IBM
    Revenue Growth by Segment
  • Why Universities Matter to IBM
  • IBM UP & “5 R’s”
    1. Research
    Awards focus on grand challenge problems and big bets
    https://www.ibm.com/developerworks/university/research
    2. Readiness
    Access to IBM tools, methods, and course materials to develop skills
    https://www.ibm.com/developerworks/university/academicinitiative
    3. Recruiting
    Internships and full-time positions working to build a smarter planet
    http://www.ibm.com/jobs
    4. Revenue
    Public-private partnerships build great universities and strengthen regions
    http://www.ibm.com/services/us/gbs/bus/html/bcs_education.html
    5. Responsibility
    Community service provides access to expertise/resources
    http://www.ibm.com/ibm/ibmgives/
  • Research: Award Programs
  • What improves Quality-of-Life? Service System Innovations
    20/10/10
    A. Systems that focus on flow of things that humans need (~15%*)
    1. Transportation & supply chain
    2. Water & waste recycling/Climate & Environment
    3. Food & products manufacturing
    4. Energy & electricity grid/Clean Tech
    5. Information and Communication Technologies (ICT access)
    B. Systems that focus on human activity and development (~70%*)
    6. Buildings & construction (smart spaces) (5%*)
    7. Retail & hospitality/Media & entertainment/Tourism & sports (23%*)
    8. Banking & finance/Business & consulting (wealthy) (21%*)
    9. Healthcare & family life (healthy) (10%*)
    10. Education & work life/Professions & entrepreneurship (wise) (9%*)
    C. Systems that focus on human governance - security and opportunity (~15%*)
    11. Cities & security for families and professionals, non-profits (property tax)
    12. States/regions & commercial development opportunities/investments (sales tax)
    13. Nations/NGOs & citizens rights/rules/incentives/policies/laws (income tax)
    2/7/4
    * = US Labor % in 2009.
    2/1/1
    7/6/1
    1/1/0
    5/17/27
    1/0/2
    24/24/1
    2/20/24
    7/10/3
    5/2/2
    3/3/1
    0/0/0
    0/19/0
    1/2/2
    Quality of Life = Quality of Service + Quality of Jobs + Quality of Investment-Opportunities
    “61 Service Design 2010 (Japan) / 75 Service Marketing 2010 (Portugal)/78 Service-Oriented Computing 2010 (US)”
  • Smarter Planet/SSME Awards (Sample of 192)
    Column’s Explained in More Detail on Previous Slide
  • US National Academy of Engineering Grand Challenges
    A. Systems that focus on flow of things humans need
    1. Transportation & Supply Chain
    Restore and enhance urban infrastructure
    2. Water & Waste/Climate & Green tech
    Provide access to clear water
    3. Food & Products
    Manager nitrogen cycle
    4. Energy & Electricity
    Make solar energy economical
    Provide energy from fusion
    Develop carbon sequestration methods
    5. Information & Communication Technology
    Enhance virtual reality
    Secure cyberspace
    Reverse engineer the brain
    B. Systems that focus on human activity & development
    6. Buildings & Construction (smart spaces)
    Restore and enhance urban infrastructure
    7. Retail & Hospitality/Media & Entertainment (tourism)
    Enhance virtual reality
    8. Banking & Finance/Business & Consulting
    9. Healthcare & Family Life
    Advance health informatics
    Engineer better medicines
    Reverse engineer the brain
    10. Education & Work Life/Jobs & Entrepreneurship
    Advance personalized learning
    Engineer the tools of scientific discovery
    C. Systems that focus on human governance
    11. City & Security
    Restore and improve urban infrastructure
    Secure cyberspace
    Prevent nuclear terror
    12. State/Region & Development
    13. Nation & Rights
  • “I am an IBMer: Building A Smarter Planet”https://jobs3.netmedia1.com/cp/find.ibm.jobs/location/
    IBM Employees
    ~10% Consultant
    ~10% Sales
    ~5% Architect
    ~5% Project Manager
    ~45% Specialists
    ~25% Enterprise Operations
    Project Mix
    From 90-10 to 80-20:
    B2B – Business to Business
    B2G – Business to Government
    ~10%
    1. Consultant
    (trusted advisor to customer)
    • a value proposition to addressproblems or opportunities andenhance value co-creationrelationships
    ~5%
    ~10%
    3. Architect
    (systems engineer, IT & enterprise architect)
    • An elegant solution design that satisfiesfunctional and non-functionalconstraints across thesystem life-cycle
    2. Sales
    • a signed contract thatdefines work, outcomes, solution,rewards and risks for all parties
    ~5%
    4. Project Manager
    (often with co-PM from customer side)
    a detailed project plan thatbalances time, costs, skills availability,and other resources, as well asadaptive realization of plan
    ~45%
    ~25%
    5. Specialists
    (systems engineer, Research, engineer,
    Industry specialist, application, technician,
    data, analyst, professional, agent)
    • a compelling working system(leading-edge prototype systemsfrom Research)
    6. Enterprise Operations
    Administrative Services, Other,
    Marketing & Communications
    Finance, Supply Chain, Manufacturing,
    Human Resources, Legal,
    General Executive Management
  • Many team-oriented service projects completed
    (resume: outcomes, accomplishments & awards)
    Many disciplines (13)
    (understanding & communications)
    Many systems (13)
    (understanding & communications)
    Deep in one discipline
    (analytic thinking & problem solving)
    Deep in one system
    (analytic thinking & problem solving)
    Skills for 21st Century: T-Shaped Innovators Ready for T-eamwork
    SSME(D) = Service Science Management Engineering (and Design)
  • Systems that focus on flows of things
    Systems that govern
    Systems that support people’s activities
    transportation &
    supply chain
    healthcare
    & family
    retail &
    hospitality
    ICT &
    cloud
    city
    secure
    food &
    products
    education
    &work
    state
    scale
    nation
    laws
    energy
    & electricity
    water &
    waste
    building &
    construction
    banking
    & finance
    behavioral sciences
    Customer
    Provider
    Authority
    Competitors
    People
    Technology
    Information
    Organizations
    resources
    stakeholders
    e.g., marketing
    management sciences
    Stackholders (Customers, Providers, etc.)
    e.g., operations
    political sciences
    e.g., public policy
    learning sciences
    e.g., game theory
    and strategy
    cognitive sciences
    e.g., psychology
    system sciences
    Resources (People, Technology, etc.)
    e.g., industrial eng.
    information sciences
    e.g., computer sci
    organization sciences
    e.g., knowledge mgmt
    social sciences
    History
    (Data Analytics)
    Future
    (Roadmap)
    change
    Change (History, Future)
    e.g., econ & law
    decision sciences
    e.g., statistics
    run professions
    Run
    Transform
    (Copy)
    Innovate
    (Invent)
    e.g., knowledge worker
    value
    Value (Run, Transform, Innovate)
    transform professions
    e.g., consultant
    innovate professions
    e.g., entrepreneur
    Service Systems & Current Academic Disciplines
  • Jobs: Expert Thinking & Complex Communications
    Increasing usage of job descriptive terms
    Expert Thinking
    (deep)
    Complex Communication
    (broad)
    Routine Manual
    Non-routine Manual
    Routine Cognitive
    Based on U.S. Department of Labor’ Dictionary of Occupational Titles (DOT)
    Levy, F, & Murnane, R. J. (2004). The New Division of Labor:How Computers Are Creating the Next Job Market. Princeton University Press.
  • Pervasive Force: Leveraging Technology to Advance Service
    Strategy Priorities
    Development Priorities
    Execution Priorities
    Stimulating
    Service Innovation
    Fostering Service
    Infusion and Growth
    Effectively Branding
    and Selling Services
    Enhancing
    Service Design
    Improving Well-Being
    through
    Transformative Service
    Enhancing the Service
    Experience through
    Cocreation
    Creating and Maintaining
    a Service Culture
    Optimizing
    Service Networks
    and Value Chains
    Measuring and
    Optimizing the Value of
    Service
    Priorities: Research Framework
    for the Science of Service
    Source: Global Survey of Service Research Leaders (Ostrom et al 2010)
  • Mega-Topics
    Super-Colleague
    Humanitarian and labor productivity (augmentation) applications of Watson technology
    E.g., Intelligent assistant that has read everything you should have read & can talk with you about it
    Super-Service
    Beyond self-service (toward invisible super-colleagues and intelligent environments)
    e.g, https://www.youtube.com/watch?v=44f5A8PCWiU
    Home Health
    Technology-enabled home health systems (invisible super-doctor-nurse intelligent environments)
    e.g., http://www.youtube.com/watch?v=6Cf7IL_eZ38
    ManAg Servitization
    Manufacturing & Agriculture factory of the future service system with customer co-creation
    e.g., https://www.youtube.com/watch?v=nd5WGLWNllA)
    Crowd Sourcing
    Instrumented people and city service systems (fun read – World Wide Mind, Collective Intelligence)
    e.g. https://www.youtube.com/watch?v=anKiEoxkpxM
    Whole-Service Sustainability
    IT-enabled smart cities with universities at the core as living labs (Holistic Service Systems research)
    City, University Sci-Tech Parks & Incubators, University, K-12 & Neighborhoods
    E.g., http://www.service-science.info/archives/1056
  • Holistic Service Systems
    Nation
    State/Province
    City/Region
    Luxury
    Resort
    Hotels
    University
    Colleges
    K-12
    Hospital
    Medical
    Research
    Family
    (household)
    Person
    (professional)
    Examples: Nations, States, Cities, Universities, Luxury Hotels, Cruise Ships, Households
    Subsystems: Transportation, Water, Food, Energy, Communications, Buildings, Retail, Finance, Health, Education, Governance, etc.
    Definition: A service system that can support its primary populations, independent of all external service systems, for some period of time, longer than a month if necessary, and in some cases, indefinitely
    Balance independence with interdependence, without becoming overly dependent
    For-profits
    start-ups
    Non-profits
    ~25-50% of start-ups are new IT-enabled service offerings
  • World Population & Service System Scaling
  • Thank-You! Questions?
    “Instrumented, Interconnected, Intelligent – Let’s build a Smarter Planet.” – IBM
    “If we are going to build a smarter planet, let’s start by building smarter cities” – CityForward.org
    “Universities are major employers in cities and key to urban sustainability.” – Coalition of USU
    “Cities learning from cities learning from cities.” – Fundacion Metropoli
    “The future is already here… It is just not evenly distributed.” – Gibson
    “The best way to predict the future is to create it/invent it.” – Moliere/Kay
    “Real-world problems may not/refuse to respect discipline boundaries.” – Popper/Spohrer
    “Today’s problems may come from yesterday’s solutions.” – Senge
    “History is a race between education and catastrophe.” – H.G. Wells
    “The future is born in universities.” – Kurilov
    “Think global, act local.” – Geddes
    Dr. James (“Jim”) C. Spohrer
    Innovation Champion & Director, IBM University Programs (IBM UP) WW
    spohrer@us.ibm.com
  • IBM has 426,000 employees worldwide
    2010 Financials
    • Revenue - $ 99.9B
    • Net Income - $ 14.8B
    • EPS - $ 11.52
    • Net Cash - $11.7B
    21% of IBM’s revenue in growth market countries; growing at 13% in late 2010
    More than 40% of IBM’s workforce conducts business away from an office
    IBM operates in 170 countries around the globe
    Number 1 in patent generation for 18 consecutive years ; 5,896 US patents awarded in 2010
    Smarter
    Planet
    5 Nobel Laureates
    9 time winner of the President’s National Medal of Technology & Innovation - latest award for Blue Gene Supercomputer
  • Service Growth: The World
    World’s Large Labor Forces
    A = Agriculture, G = Goods, S = Service
    US shift to service jobs
    2010
    2010
    (A) Agriculture:
    Value from
    harvesting nature
    40yr Service
    Growth
    S
    %
    G
    %
    A
    %
    Labor
    % WW
    Nation
    142%
    29
    22
    49
    25.7
    China
    35%
    23
    17
    60
    14.4
    India
    (G) Goods:
    Value from
    making products
    23%
    76
    23
    1
    5.1
    U.S.
    34%
    39
    16
    45
    3.5
    Indonesia
    (S) Service:
    Value from
    IT augmented workers in smarter systems
    that create benefits for customers
    and sustainably improve quality of life.
    61%
    66
    14
    20
    3.0
    Brazil
    64%
    69
    21
    10
    2.4
    Russia
    45%
    67
    28
    5
    2.2
    Japan
    19%
    20
    10
    70
    1.6
    Nigeria
    37%
    26
    11
    63
    2.1
    Bangladesh
    42%
    64
    33
    3
    1.4
    Germany
    CIA Handbook, International Labor Organization
    Note: Pakistan, Vietnam, and Mexico now larger LF than Germany
  • Priorities: Succeeding through Service Innovation - A Framework for Progress
    (http://www.ifm.eng.cam.ac.uk/ssme/)
    Source: Workshop and Global Survey of Service Research Leaders (IfM & IBM 2008)
    1. Emerging demand
    5. Call for actions
    2. Define the domain
    3. Vision and gaps
    4. Bridge the gaps
    Stakeholder
    Priorities
    Education
    Research
    Business
    Government
    Service
    Systems
    Customer-provider interactions that enable value cocreation
    Dynamic configurations of resources: people, technologies, organisations and information
    Increasing scale, complexity and connectedness of service systems
    B2B, B2C, C2C, B2G, G2C, G2G service networks
    Service Innovation
    Growth in service GDP and jobs
    Service quality
    & productivity
    Environmental friendly & sustainable
    Urbanisation &
    aging population
    Globalisation & technology drivers
    Opportunities for businesses, governments and individuals
    The white paper offers a starting point to -
    Service
    Science
    To discover the underlying principles of complex service systems
    Systematically create, scale and improve systems
    Foundations laid by existing
    disciplines
    Progress in academic studies and practical tools
    Gaps in knowledge and skills
    Develop programmes & qualifications
    Skills
    & Mindset
    Encourage an interdisciplinary approach
    Knowledge
    & Tools
    Develop and improve service innovation roadmaps, leading to a doubling of investment in service education and research by 2015
    Employment
    & Collaboration
    Policies
    & Investment
    Glossary of definitions, history and outlook of service research, global trends, and ongoing debate
  • COMMUNICATIONS
    PRODUCTS
    WORKFORCE
    TRANSPORTATION
    SUPPLY CHAIN
    BUILDINGS
    Evolution: SSME+D (for Design) for a Smarter PlanetWhat is Smarter Planet? Harmonized smarter systems.
    INSTRUMENTED
    We now have the ability to measure, sense and see the exact condition of practically everything.
    INTERCONNECTED
    People, systems and objects can communicate and interact with each other in entirely new ways.
    INTELLIGENT
    We can respond to changes quickly and accurately, and get better results by predicting and optimizing for future events.
    IT NETWORKS
  • What is a Service System? What is Service Science?…customers just name <your favorite provider>…researchers just name <your favorite discipline>
    Design/
    Cognitive Science
    Systems
    Engineering
    “service science is
    the interdisciplinary study of
    service systems &
    value-cocreation”
    “a service system is a human-made system
    to improve customer-provider interactions,
    or value-cocreation”
    Marketing
    Computer Science/
    Artificial Intelligence
    Operations
    Economics & Law
  • Time
    14B
    Big Bang
    (Natural
    World)
    10K
    Cities
    (Human-Made
    World)
    bees (social
    division-of-labor)
    transistor
    60
    200M
    Where is the “Real Science” in SSME+D?
    In the interdisciplinary sciences that study the natural and human-made worlds…
    Unraveling the mystery of evolving hierarchical-complexity in new populations…
    To discover the world’s structures and mechanisms for computing non-zero-sum
    writing
    (symbols and scribes)
    ECOLOGY
    written laws
    money
    (coins)
    Sun
    Earth
    bacteria
    (uni-cell life)
    sponges
    (multi-cell life)
    universities
    clams (neurons)
    printing press (books)
    trilobites (brains)
    steam engine
  • Service System Ecology: Conceptual Framework
    Resources: People, Technology, Information, Organizations
    Stakeholders: Customers, Providers, Authorities, Competitors
    Measures: Quality, Productivity, Compliance, Sustainable Innovation
    Access Rights: Own, Lease, Shared, Privileged
  • Value Configuration
    Density
    Resource Integrator/Beneficiary
    Resource Integrator/Beneficiary
    (“Firm”)
    (“Customer”)
    Value Co-creation
    Service-dominant logic
    Service is the application of competences for the benefit of another entity
    Serviceis exchanged for service
    Value is always co-created
    Goods are appliances for delivery
    Alleconomies are service economies
    All businesses are service businesses
    Vargo, S. L. & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68, 1 – 17.
  • What is value?
    Value depends on the capabilities a system has to survive and create beneficial change in its environment.
    Taking advantage of the service another system offers means incorporating improved capabilities.
    Value can be defined as system improvement in an environment.
    All ways that systems work together to improve or enhance one another’s capabilities can be seen as being value creating.
    Vargo, S. L., Maglio, P. P., and Akaka, M. A. (2008). On value and value co-creation: A service systems and service logic perspective. European Management Journal, 26(3), 145-152.
  • B. Service Client
    • Individual
    • Organization
    • Public or Private
    A. Service Provider
    • Individual
    • Organization
    • Public or Private
    Forms of
    Service Relationship
    (A & B co-create value)
    Forms of
    Service Interventions
    (A on C, B on C)
    Forms of
    Responsibility Relationship
    (A on C)
    Forms of
    Ownership Relationship
    (B on C)
    C. Service Target: The reality to be
    transformed or operated on by A,
    for the sake of B
    • People, dimensions of
    • Business, dimensions of
    • Products, goods and material systems
    • Information, codified knowledge
    Gadrey, J. (2002). The misuse of productivity concepts in services: Lessons from a comparison between France and the United States. In J. Gadrey & F. Gallouj (Eds). Productivity, Innovation, and Knowledge in Services: New Economic and Socio-economic Approaches. Cheltenham UK: Edward Elgar, pp. 26 – 53.
    What is a service system?
    Service involves at least two entities applying competences and making use of individual and shared resources for mutual benefit.
    We call such interacting entities service systems.
    Spohrer, J., Maglio, P. P., Bailey, J. & Gruhl, D. (2007). Steps toward a science of service systems. Computer, 40, 71-77.
  • Rights
    No-Rights
    2. Technology
    1. People
    Physical
    4.. SharedInformation
    3. Organizations
    Not-Physical
    Resources are the building blocks of service systems
    First foundational premise
    of service science
    Service system entities
    dynamically configure
    four types of resources
    The named resource is
    Physical
    or
    Not-Physical
    (physicists resolve disputes)
    The named resource has
    Rights
    or
    No-Rights
    (judges resolve disputes
    within their jurisdictions)
    Formal service systems can contract
    Informal service systems can promise/commit
    Trends & Countertrends (Evolve and Balance):
    Informal <> Formal
    Social <> Economic
    Political <> Legal
    Routine Cognitive Labor <> Computation
    Routine Physical Labor <> Technology
    Transportation (Atoms) <> Communication (Bits)
    Qualitative (Tacit) <> Quantitative (Explicit)
    Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
  • Value propositions are the building blocks of service system networks
    Second foundational premise
    of service science
    Service system entities
    calculate value from multiple
    stakeholder perspectives
    A value propositions can
    be viewed as a request from
    one service system to another
    to run an algorithm
    (the value proposition)
    from the perspectives of
    multiple stakeholders according
    to culturally determined
    value principles.
    The four primary stakeholder
    perspectives are: customer,
    provider, authority, and competitor
    Value propositions coordinate & motivate resource access
    Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
  • Competitor Provider Customer Authority
    A
    S
    P
    C
    (substitute)
    OO
    OO
    LC
    LC
    SA
    SA
    PA
    PA
    value-proposition
    change-experience
    dynamic-configurations
    time
    service = value-cocreation
    B2B
    B2C
    B2G
    G2C
    G2B
    G2G
    C2C
    C2B
    C2G
    ***
    provider resources
    Owned Outright
    Leased/Contract
    Shared Access
    Privileged Access
    customer resources
    Owned Outright
    Leased/Contract
    Shared Access
    Privileged Access
    Access rights are the building blocks of service system ecology(culture and shared information)
    Third foundational premise
    of service science
    Service system entities
    reconfigure access rights to
    resources by mutually agreed to
    value propositions
    • Access rights
    • Access to resources that are owned outright (i.e., property)
    • Access to resource that are leased/contracted for (i.e., rental car, home ownership via mortgage, insurance policies, etc.)
    • Shared access (i.e., roads, web information, air, etc.)
    • Privileged access (i.e., personal thoughts, inalienable kinship relationships, etc.)
    Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
  • Rights
    No-Rights
    2. Technology
    1. People
    Physical
    4.. SharedInformation
    3. Organizations
    Not-Physical
    A
    S
    P
    C
    Premises of service science: What service systems do
    Service system entities
    dynamically configure (transform)
    four types of resources
    Service system entities
    calculate value from multiple
    stakeholder perspectives
    Service system entities
    reconfigure access rights
    to resources by mutually agreed
    to value propositions
    Spohrer, J & Maglio, P. P. (2009) Service Science: Toward a Smarter Planet. In Introduction to Service Engineering. Editors Karwowski & Salvendy. Wiley. Hoboken, NJ..
  • Teaching SSME+D
    • Service Management:Operations, Strategy,and Information Technology
    • By Fitzsimmons and Fitzsimmons, UTexas
    Fitzsimmons & Fitzsimmons
    Graduate Students
    Schools of Engineering & Businesses
    Teboul
    Undergraduates
    Schools of Business & Social Sciences
    Busy execs (4 hour read)
    Ricketts
    Practitioners
    Manufacturers In Transition
    And 200 other books…
    Zeithaml, Bitner, Gremler; Gronross, Chase, Jacobs, Aquilano; Davis, Heineke; Heskett, Sasser, Schlesingher; Sampson; Lovelock, Wirtz, Chew; Alter; Baldwin, Clark; Beinhocker; Berry; Bryson, Daniels, Warf; Checkland, Holwell; Cooper,Edgett; Hopp, Spearman; Womack, Jones; Johnston; Heizer, Render; Milgrom, Roberts; Norman; Pine, Gilmore; Sterman; Weinberg; Woods, Degramo; Wooldridge; Wright; etc.
    URL: http://www.cob.sjsu.edu/ssme/refmenu.asp
    • Service Is Front Stage:Positioning services forvalue advantage
    • By James Teboul, INSEAD
    • Reaching the Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints
    • By John Ricketts, IBM
  • SSE
    SSE
    SSE
    SSE
    SSE
    SSE
    SSE
    SSE
    SSE
    SSE
    F
    F
    F
    F
    F
    F
    F
    F
    F
    F
    Front-Stage Marketing/Customer Focus
    Based on Levitt, T (1972) Production-line approach to service. HBR.
    “Everybody is in service... Something is wrong…
    The industrial world has changed faster than our taxonomies.”.
    B
    B
    B
    B
    B
    B
    B
    B
    B
    B
    e.g., Citibank
    F
    F
    F
    Service
    System Entity
    Product-Service-System
    Product
    Business
    Service
    Business
    F
    B
    B
    B
    B
    e.g., IBM
    Back-Stage Operations/Provider Focus
    Reality: “Product-Service-System” Networks
  • TECHNOLOGY IMMERSION
    Primary
    School
    Any Device Learning
    Secondary
    School
    PERSONAL LEARNING PATHS
    Workforce
    Skills
    Individuals Learning Continuum
    Student-Centered Processes
    Higher
    Education
    Continuing
    Education
    KNOWLEDGE SKILLS
    Learning Communities
    Intelligent
    • Aligned Data
    • Outcomes Insight
    GLOBAL INTEGRATION
    Economic
    Sustainability
    Instrumented
    • Student-centric
    • Integrated Assessment
    Services Specialization
    Institutions Learning Continuum
    Interconnected
    • Shared Services
    • Interoperable Processes
    ECONOMIC ALIGNMENT
    Systemic View of Education
    Vision for the Educational Continuum: Individuals & Institutions Learning
    The
    Educational
    Continuum
    http://www-935.ibm.com/services/us/gbs/bus/html/education-for-a-smarter-planet.html
    34
  • Fun: CityOne Game to Learn “CityInvesting”
    Serious Game to teach problem solving for real issues in key industries, helping companies to learn how to work smarter. Energy, Water, Banking, Retail
    http://www.ibm.com/cityone
  • Priority 1: Urban Sustainability & Service Innovation Centers
    A. Research: Holistic Modeling & Analytics of Service Systems
    Modeling and simulating cities will push state-of-the-artcapabilities for planning interventions in complex system of service systems
    Includes maturity models of cities, their analytics capabilities, and city-university interactions
    Provides an interdisciplinary integration point for many other university research centers that study one specialized type of system
    Real-world data and advanced analytic tools are increasingly available
    B. Education: STEM (Science Tech Engineering Math) Pipeline & LLL
    City simulation and intervention planning tools can engage high school students and build STEM skills of the human-made world (service systems)
    Role-playing games can prepare students for real-world projects
    LLL = Life Long Learning
    C. Entrepreneurship: Job Creation
    City modeling and intervention planning tools can engage university
    students and build entrepreneurial skills
    Grand challenge competitions can lead to new enterprises
  • Population
    Challenges
    Opportunities
    Careers
    Cities as Holistic Service Systems: All the systems
    A. Flow of things
    1. Transportation: Traffic congestion; accidents and injury
    2. Water: Access to clean water; waste disposal costs
    3. Food: Safety of food supply; toxins in toys, products, etc.
    4. Energy: Energy shortage, pollution
    5. Information: Equitable access to info and comm resources
    B. Human activity & development
    6. Buildings: Inefficient buildings, environmental stress (noise, etc.)
    7. Retail: Access to recreational resources
    8. Banking: Boom and bust business cycles, investment bubbles
    9. Healthcare: Pandemic threats; cost of healthcare
    10. Education: High school drop out rate; cost of education
    C. Governing
    11. Cities: Security and tax burden
    12. States: Infrastructure maintenance and tax burden
    13. Nations: Justice system overburdened and tax burden
    Example: Singapore
  • Universities as Holistic Service Systems: All the systems
    A. Flow of things
    1. Transportation: Traffic congestion; parking shortages.
    2. Water: Access costs; reduce waste
    3. Food: Safety; reduce waste.
    4. Energy: Access costs; reduce waste
    5. Information: Cost of keeping up best practices.
    B. Human activity & development
    6. Buildings: Housing shortages; Inefficient buildings
    7. Retail: Access and boundaries. Marketing.
    8. Banking: Endowment growth; Cost controls
    9. Healthcare: Pandemic threat. Operations.
    10. Education: Cost of keeping up best practices..
    C. Governing
    11. Cities: Town & gown relationship.
    12. States: Development partnerships..
    13. Nations: Compliance and alignment.
  • Understanding the Human-Made World
    Also see:
    Symbolic Species, Deacon
    Company of Strangers, Seabright
    Sciences of the Artificial, Simon
    See Paul Romer’s Charter Cities Video: http://www.ted.com/talks/paul_romer.html
  • Where are the opportunities? Everywhere!