Diverstity drives innovation 22092010
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Presentation in Laurea Hyivnkää stakeholder event 220910
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Diverstity drives innovation 22092010
- 1. http://www.newsweek.com/feature/2010/the-world-s-best-countries.html BETTER LIFE, BETTER CITY -sharing inspiration Finland, the living laboratory of the aging societies Diversity nurtures innovation Laurea Hyvinkää's International Intensive Week "WORLD AS A WORKPLACE“ the 22nd of September 2010
- 2. Laurea with multiple Centre of Excellence awards in the Helsinki Metropolitan Area My heart resonates for creativity and for the magic of the Virtuous Innovation Circle Director, Dr. Tuija Hirvikoski PhD (Industrial Management) MSc (Public Administration) MSc (Physical Education) council/steering group member - the European network of living labs (ENOLL; Belgium)- The Sendai-Finland wellbeing centre (Japan)- The Helsinki IT Association (HITA, Finland)- The Helsinki Living LabS, (Finland)- the ambient assisted living E2C project (Denmark)
- 3. As a nationally acknowledged HEI, Laurea is a developer that has been awarded with multiple Centre of Excellence awards. In the next wave it is our next aim is to to be internationally acknowledged by 2015
- 4. Kanter (1988) Innovation is most likely in organizations that (a) have integrative structures, (b) emphasize diversity, (c) have multiple structural linkages inside and outside the organization, (d) have intersecting territories, (e) have collective pride and faith in people’s talent, and (f) emphasize collaboration and teamwork.
- 5. Internationalisation Networking Creativity&Innovation Persistence Exploring&experimenting Pressure&pain Failures&mistakes Inconveniences Frustration Happiness &good life Fun&joy Flow-sensation Connectedness Learning Success
- 6. Sometimes, chaos, tension, contradictory goals and paradoxes can help the intellectual mind to keep on ones toes, and, thus, to force innovations that might shatter the conventional wisdom.
- 7. Diversity and Combinations of existing ideas foster innovation Keep generating more ideas and insights Plan for the mistakes and failures Follow your passion Steps into the intersection –unleash an explosion of ideas Frans Johansson Medici Effect
- 8. Type of, radicalness of and maturity of innovation, e.g. TH2009
- 9. plus = example: a product innovation based on diversity Frans Johansson
- 10. an innovation to make the water life safer and easier
- 11. = Burqini Ms AhedaZanetti launched the full-length burqini in Australia in 2003 to allow Muslim women to swim and compete in sport without having to expose their bodies. Frans Johansson
- 12. The Virtuous Innovation circle (VIC) is based on the reconciliation of the many controversial realities at the same time Tuija Hirvikoski@VirtuousInnovationCircle 12
- 14. what reinforced and deteriorated innovation
- 15. what was the fundamental nature of innovation and the deeper meanings behind the experiences 12.1.2010 13 Hirvikoski & Diz @ NTU INSIGHT
- 16. the virtuous innovation circle highlighted particularly the invisible side of innovation ecosystems VISIBLE SIDE e.g. organisations, funding, market, economical growth, taxation, legislation, innovation arenas and business services, formal innovation strategies, strategic thinking and vision, verified knowledge INVISIBLE SIDE e.g. human related factors like informal networking, “idea market”, tacit knowledge, intuition, psychological energy, the sensation of flow, tolerance of inconveniences 12.1.2010 14 Hirvikoski & Diz @ NTU INSIGHT
- 18. consequently, the process gives rise to the virtuous circle, and at the same time prevents it from turning into a vicious circle. Context Conditions Process Consequence 12.1.2010 15 Hirvikoski & Diz @ NTU INSIGHT
- 20. VIC immanence of individual Itrefers to the human capacity, characteristics, competences, knowledge, values, emotions, feelings and actions of human beings in their different innovation related functions and during the various phases of innovation. Proactive innovation intellects are the creative professionals in various different innovation related roles; they can be the creative thinkers, inventors, innovators, creative managers, innovation protectors, opinion leaders, or activists, but they can as well adapt to the role of the creative user. Conditions Tuija Hirvikoski@VirtuousInnovationCircle 17
- 21. VIC as a consequence a virtuous circle emerges in an innovation ecosystem, accelerating both radical and incremental innovation & calls for the creative use of different management approaches in association with various innovation circumstances Context Conditions Process Consequence 12.1.2010 18 Hirvikoski & Diz @ NTU INSIGHT
- 24. Process
- 25. ConsequenceResistance of pressures, Tolerance of inconveniences and frustration Generation of tangible and intangible energy Visionary and Holistic approach Complementary interaction, integration of ideas and knowledge Innovation as a comprehensive, complex, paradoxical and controversial phenomenon (condition) Reconciliation of many controversial realities at the same time (process) Immanence of Individual (condition) ©2009 T.H.Hirvikoski Cohesion and tension in self-organising and self-productive systems (structural context)
- 26. Internationalisation stands for diversity and it drives innovation ... the world is flat due to the highly developed telecommunication infrastructure Internationalisation provides access to human capital, resources etc...
- 27. what if? ...in the future, the healthcare systems will integrate the best parts of Asian and European knowledge and the concepts of good life examples of Laurea innovation
- 28. Liveliness Promotion for health and wellbeing NORDIC WALKING IN JAPAN; JAPAN-FINLAND JOINT PROJECT by Takayuki Kawamura, TFU Proactive Health and Wellbeing Center Innovation travels and evolves.. e.g. from Finland to Japan and from Japan to Finland and then back to Japan Every exercise in the NW group was supervised by 2-3 experienced trainers and community volunteers.
- 29. ....from Japan to Finland EncounterArt Laurea imported the Japanese rehabilitative art method called Clinical Art (CA) to Finland in 2006 and created its Finnish version, Encounter Art, in cooperation with Tohoku Fukushi University (TFU) and the City of Vantaa. Encounter Art is a structured group method that uses all senses and different forms of Visual Art. First three years in Finland the 19 art groups have operated in elderly care facilities but the method will be extended to child protection, special youth care, family work and disabled clients. CaringTV ....From Finland to Japan
- 30. European Network of Living Labs (ENoLL) (212) alvaro.oliveira@alfamicro.pt
- 31. 12.1.2010 Hirvikoski & Diz @ NTU INSIGHT 25 EnabledInnovation Systemic Innovation extended in Networks of PPCP Environments EnablingInstitutionalInfrastructure Enabled Social Innovation SystemicInnovation validatedbyusers in environements of PPCP Pan European Network of LL EuropeanNetwork of LivingLabs EnablingTechnologicalInnovation Enabling Technology Platforms ©Veli-Pekka Niitamo
- 32. E2C E2C develops, test s and deploys a web service, which stimulate and facilitates personal storytelling, and enable interest-based connections and communication among elderly and thereby empower them and enrich their life. The E2C focuses on finding a solution to the very challenging issues: 1. Preventing the internal experience of loneliness as this is strongly associated with dissatisfaction with life. 2. Develop a new innovative solution for an emergent EU market for “preventive social technology”, consisting of the increasing part of elderly people age 65+ 3. Creating implementation strategies that allow the solution a place in the service ecology of elderly care by contributing to a stop in the predicted rise (up by 4 – 8 % of GDP in 2025) in costs of health and long term care. www.express2connect.org anne.ayvari@Laurea.fi Ethnographic methods unfold the hidden needs
- 33. APOLLON users cases 12.1.2010 Hirvikoski & Diz @ NTU INSIGHT 27 “Cities, like creative eco-city of Lisbon, aim to be developed as friendly places to live, work, buy and have leisure time and to accept different life styles. Citizens are empowered and encouraged for collaboration, participation and education ” Alvaro Duarte de Oliveira, CEO Alfamicro Using a common research benchmark on Energy Efficiency in 4 Living Labs Transferring local homecare applications into 4 other LivingLabs/countries Exchanging and integrating local citizen media services between 3 Living Labs Piloting a common platform for eManufacturing in 3 Living Labs ©Pieter Ballon et al
- 34. smart cities Advanced and Connected Smart Cities - towards digital, green and open communities
- 36. Sustainable growth: promoting a more resource efficient, greener and more competitive economy.
- 37. Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion.29 alvaro.oliveira@alfamicro.pt
- 38. as long as most of the senior citizens keep going with their lives with less than one thousand Euros per month cities cannot rely only on expensive technological and service solutions multi-innovation approach
- 39. Societalinnovation (ACSI) Koskela community
- 40. International level innovation for and with the International youth!
- 41. LAUREA HYVINKÄÄ Studying takes place in real working life projects (e.g. P2P, InnoPaja) and in our learning environments that enable the simulation of reality: Process simulation laboratory, Multisensory space and Laurea Medical and Care Simulation Centre. Expertise develops in tight and experiential interaction with every-day life, its enterprise and service functions and multidisciplinary student, expert and partnership network. 24.2.2010 33 TFU
- 43. P2P – Laurea Peer to Peer In its originally used form Peer to Peer learning means that students of the same course or degree learn from each other by mutual communication and working in groups. In Laurea Peer to Peer as an educational method has been applied to the Business Management programme. In this particular Peer to Peer model the term “peer” has been extended to teachers' and companies' specialists. Studying takes place in real working life projects. 24.2.2010 36 TFU
- 44. InnoPaja 24.2.2010 37 TFU
- 45. LAUREA HYVINKÄÄInnoPaja – pre-incubator for students Learning entrepreneurship together Students working together from different degree programmes Students create new products with teacher(s) Studying takes place in real working life projects. 24.2.2010 38 TFU
- 46. Structured self-organising system - shared leadership like in a flock of geese “Spontaneous harmony”, “order without careful crafting” “Watch a flock of geese turning and swooping in flight, undeterred by wind, obstacles and distance. There is no grand vizier goose, no chairman of the gaggle. They can’t call ahead for a weather report. They can’t predict what obstacles they will meet. They don’t know which of their number will expire in flight. Yet their course is true. And they are a flock.” Hamel ((2002),253) Leading the revolution 39
- 47. Thank you! An invitation for collaboration tuija.hirvikoski@laurea.fi "A system theoretical approach to the characteristics of a successful future innovation ecosystem", can be found by clicking the following pdf -link “documentocompleto[pdf]” Or Click http://biblioteca.sinbad.ua.pt/Teses/ = (últimasteses e dissertações) Then choose: “autor” > choose h > 2 (= página 2 de 2) > Hirvikoski, Tuija "A system theoretical approach to the characteristics of a successful future innovation ecosystem", 2009 Then click the icon of the thesis on the right hand side > and now click “documentocompleto[pdf]” on the left hand side to open the file.
Editor's Notes
- edellistenvisioidensamyötä Laurea on saavuttanutmenestystäkansallisissaarvioinneissajavertailuissa, seuraavassa “aallossa” Laurea (vision mukaan) kohtaayhdessämetropolialueenkanssakansainvälisentoimintaympäristönhaasteet. Miksi, mitäjakuinkakansainvälisestitunnustettuasemasaavutetaan on laajanjohtoryhmänseminaarinpohinnankohteena.
- The findings indicate that apart from the visible and hard side of the innovation ecosystem also the invisible and soft side is pivotal for sustainable performance in generation of incremental and radical innovation. An autonomous innovation ecosystem, which is self-organising and self-productive relies on individuals’ intellectual and emotional capacity. System (like individual, organisation, region or nation), successfully generating incremental and radical innovation, perceives holistically and, apart from being differentiated, utilises interaction in order to complement the specialized knowledge. Deviating from previous research this study discovered the emotional capacity embedded in individuals as a prerequisite for innovation. This study indicates that human capacity to tolerate inconveniences and frustration together with the capacity to generate cognitive and emotional energy for the system are the mechanisms behind innovation and systems’ self-renewal. It is due to these capacities that the reconciliation of innovation related controversial realties in the system turns possible and the system can be at the same time both productive and creative and it can simultaneously generate both incremental and radical innovation. Hence, the permissive, decentralised, human-centric, energizing, and bottom up management (called management in autonomous innovation ecosystem) triggers both system’s self-renewal and innovation.
- Another central discovery, namely the immanence of individual gives voice for the individuals. Itrefers to the human capacity, that is, the pivotal role of the characteristics, competences, knowledge, values, emotions, feelings and actions of human beings in their different innovation related functions and during the various phases of innovation. Proactive innovation intellects are the creative professionals in various different innovation related roles; they can be the creative thinkers, inventors, innovators, creative managers, innovation protectors, opinion leaders, or activists, but they can as well adapt to the role of the creative users. Proactive innovation intellects are the forerunners of various sectors and the leading lights of societies. They have the capacity to see what is coming next and why, and they fight for the better, long before the big majority knows or understands the inescapability of transform. They, despite the discomfort and frustration, find the satisfaction from what they are doing, because they perceive themselves as part of something bigger than merely themselves. They consider that there is no monopoly for innovation and creativity, but innovation belongs for the humankind. Hence, wide awareness, pluralistic values, open mind, critical thinking, capability to make adequate decisions and the related emotions are the imperatives to be supported in societies with the aim of innovation generation and diffusion. The wisdom of knowing when to let the old go and to allow the new to come is sine qua non for the radical innovation and non-linear changes. That wisdom does not reside in the structures but is embedded in human minds, both individually and collectively. “All roads lead to Rome”, even regarding to innovators’ backgrounds. Informants’ backgrounds were manifold; their lives had encompassed both harmonious and turbulent phases. Personal growth as a human being throughout the whole lifespan was associated together with learning and the sense of self-control and self-growth. Extreme experiences were found in both ends of the innovation related conundrum of emotions; from the rewarding sensation of flow, affiliated to the work which is considered valuable, to the distracted feelings concerning the losses, shame, or loneliness related to the heretical. Due to this alteration of positive and negative emotions, the self-realization and self-esteem gradually has developed and individual’s solid value system, possessing both the hard and soft values, has matured, and the embryonic and flourishing complex self has taken place in the form of differentiation and integration of mind. Creative individuals were found to live in cyclic and altering periods of solitude work and enriching interaction with others; they were networking, due to the need of complementary ideas and wisdom, and indulged themselves solitude moments pivotal for the knowledge incubation and personal growth. Apart from utilizing multidimensional knowledge sources and holistic approaches to learn from the emerging future and to crystallize the core essence of the innovation, also less noticeable capacity was found embedded in proactive innovation intellect. Namely, the resistance to uncertainties, discomfort, inconveniences and frustration related to the internal and external innovation deteriorating factors. It was discovered that alongside with the tolerance of inconveniences comes individuals’ ability to generate emotional and cognitive energy. Altogether, these characteristics founded upon individual, lay ground for the management of the unavoidable innovation related deteriorating factors, some of which are external and some of which, paradoxically, originate in the proactive innovation intelligent himself or herself.
- As a consequence of all the previous mentioned, that is to say, if all the innovation related circumstances and corresponding actions and emotions fall into their places, a virtuous circle emerges in an innovation ecosystem, accelerating both radical and incremental innovation. It was discovered how the virtuous circle claims for the creative use of different management approaches in association with various innovation circumstances. Different innovation related managerial patterns and situations were specified as following: managerial innovation, management of innovation, management of innovation ecosystem, management in innovation ecosystem, and laissez fair/permissive leadership.
- Universal and specific strategies holistic in time dimensionvertically and horizontally holisticspatially multidimensionalholistic in spatial dimensionencompassed both the tangible and intangible methodsA visionary and holistic approach. The holistic approachencompassed the capacity, to first diverge, and then to converge the ideas or phenomena related to the innovation. Complementary interaction and integration of different ideas and knowledge. Tolerance of pressures, inconveniences and frustration, and Generation of tangible or intangible energy.
- Legos “The assignment is now to build amodel that tells something aboutwhat spoils or challenges thesocial relations in a senior’s life.”
- Vanjoki; Nokia Vice-president3 diemensions create the virtual worldvirtual reality simultaneous with real lifeseamless solutions, different networks will come onehumanised technology ... chips monitoring the environment and fostering the good life decisios
- undeterred [ˌʌndɪˈtɜːd] adj not discouraged or dissuadedSelf-organising system may sound suspicions, however if you look at nature you will find successful solutions based on well organised chaos and shared leadership. Take as an example a flock of geese as Hamel suggests and you will find spontaneous harmony and order without careful crafting. “Watch a flock of geese turning and swooping in flight, undeterred by wind, obstacles and distance. There is no grand vizier goose, no chairman of the gaggle. They can’t call ahead for a weather report. They can’t predict what obstacles they will meet. They don’t know which of their number will expire in flight. Yet their course is true. And they are a flock.”Hamel ((2002),253) Leading the revolution