Totti Könnölä-La empresa y las políticas de innovación transformadoras
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El 25 de abril de 2017 organizamos en la Fundación Ramón Areces una mesa redonda sobre 'La empresa y las políticas de innovación transformadoras'. En este foro participaron, entre otros, Totti Konnola, CEO de Insight Foresight Institute; Luis Fernando Álvarez-Gascón Pérez, Director General GMV secure eSolutions; y Francisco Marín, Director General del CDTI. Esta actividad se celebró en colaboración con el Grupo de Investigación en Economía y Política de la Innovación de la Universidad Complutense de Madrid (GRINEI-UCM) y el Foro de Empresas Innovadoras (FEI).
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Totti Könnölä-La empresa y las políticas de innovación transformadoras
- 1. Las plataformas digitales cómo una palanca para promover la economía circular Dr. Totti Könnölä, CEO Insight Foresight Institute JORNADA SOBRE LAS POLÍTICAS DE INNOVACIÓN TRANSFORMADORAS GRINEI-UCM, FEI & Fundación Ramón Areces Madrid, 25/04/2017 Transforming Innovation Ecosyste
- 2. IFI THEMATIC INITIATIVES CIRCULAR ECONOMY PLATFORM ECONOMY 2 Agent Platform Platform ecosystem www.innogreen.net
- 3. Climate change & circular economy Digitalisation, industry 4.0, AI, bio-nano-info- cogno convergence Inequility & platform economy Social media & collaborative economy Conflicts & post-truth politics Volatility, Uncertainty, Complexity & Ambiguity (VUCA) INNOVATION ECOSYSTEM A RESPONSE TO ‘VUCA WORLD’
- 4. PLATFORM COMPANIES 4 Platform companies by type, each bubble represents a company sized by market cap as of December 1, 2015. (Evans & Gawer 2016)
- 5. TYPES OF PLATFORMS 5 Platforms as product families and information systems. Platforms as markets of two or more sides. Platforms as organizations. Optimized equilibrium platform Adaptive platform ecosystem (Könnölä et al. Forthcoming)
- 6. PLATFORMS FOR CIRCULAR ECONOMY Partnerships • Matching • Collaboration Data • Connectivity • Virtual twin • Long-tail Ecosystem • Co-creation (new business models) • Auto-regulation 6
- 7. TRANSFORMATIVE GOVERNANCE Economy Platforms Agents • Policentricity • Connectivity • Diversity • Redundancy • Directionality • Federation • Coordination • Value through scale and scope • Activity • Structure • Governance 7
- 10. 10
- 11. 1111
- 12. PREDIX – PLATFORM AS A SERVICE 12
- 14. PLATFORM ECONOMY + CIRCULAR ECONOMY Partnerships • Matching • Collaboration Data • Connectivity • Virtual twin • Long-tail Ecosystem • Co-creation (new business models) • Auto-regulation 14
- 15. www.if-institute.org info@if-institute.org Insight Foresight Institute (IFI) Avda. Concha Espina, 8-1 Dcha. 28001 Madrid, Spain “With us, achieve game-changing strategies, implement them effectively and reach out to have impact”
- 16. Stages of adaptive platform ecosystems Transformative governance principles Emergence Expansion Maturity Polycentricity Enhance nested multiple platforms and their inclusiveness Support the scaling up of nodes for economies of scale and scope Consider possible benefits of temporal monopolies, the redefinition of monopolies (multi-sided markets and wider impacts) and reduce switching costs to new emerging nodes Redundancy Allocate overlapping functions and open periphery in platforms for innovation Implement infrastructure redundancy to ensure resilience Maintain and encourage overlapping functions of agencies in monitoring platforms to enrich learning and boost renewal Diversity Carry out pilots for regulatory and governance experimentation Show leadership through shared inclusive action plans, direct investments and innovative public procurement Avoid lock-ins through innovative regulatory initiatives addressing information asymmetry to ensure renewal and emergence of new nodes Connectivity Subsidize the development of interfaces (e.g. APIs) to enhance interoperability Enhance the interoperability through standardisation and data sharing and access to infrastructure Ensure access of niche actors in data and avoid privatisation of public data Directionality Launch foresight Support and/or invest in the Measure the broad societal impact 16
- 17. PLATFORM ECONOMY: LEVELS OF ANALYSIS Emergence Expansion Maturity Economy Platform Agent 1717
- 18. PLATFORM ECONOMY: LEVELS OF ANALYSIS Emergence Expansion Maturity Economy Platform Agent 1818
- 19. ADAPTIVE PLATFORM ECONOMY Agent • Open innovation • Value networks • Business models (Activity, Structure, Governance) Ecosystem • Platform Owner(s) • Agents • Users • Developers • Functions Economy • Resilience 1919
- 20. MANAGING DIRECTOR Totti Könnölä Background: Impetu Solutions, EIT, UP Comillas, IE Business School, JCR- IPTS, VTT DIRECTOR OF BUSINESS DEVELOPMENT David Cano Background: TECOPY, IDOM DIRECTOR OF FINANCE & OPERATIONS Miguel Maté Background: Telekom Austria WE CONNECT OUR COMMUNITY WITH THE ECOSYSTEM TO SPARK TRANSFORMATIONAL CHANGE High-level Advisory Board •Renowned global leaders and thinkers Innovation Council •Recognised senior experts and mentors Expert Network •Experts engaged in projects Strategic Alliances •Strategic partner organisations OPEN COMMUNITY 20 LEADERSHIP
- 21. Ben Martin (UK) •SPRU, Univ. of Sussex •(University of Cambridge) Charles W. Wessner (US) •Georgetown Univ. •(National Academy of Sciences) Dan Breznitz (CA) •University of Toronto, Munk School of Global Affairs •(Georgia Tech, MIT) Dirk Pilat (NL/FR) • OECD Directorate for Science, Technology and Innovation • (OECD Committee on Industry, Innovation and Entrepreneurship) Emma Fernández (ES) •Advisor, Corporate Leader •(Indra) Gonzalo León (ES) •Universidad Politécnica de Madrid •(Ministry of Education and Culture, Science and Technology Ministry) Göran Roos (SE/AU) •Value Add and Ind. Growth, Econ. Dev. Board in Adelaide •(Innovation Performance Australia,VTT) John Kao (US) •Institute for Large Scale Innovation •(Global Advisory Council on Innovation of WEF, Harvard Business School) Ken Guy (UK) •Wise Guys, Ltd •(OECD, EC JRC-IPTS, Technopolis) Kurt Deketelaere (BE) •LERU •(Flemish Gov., Univ. Of Leuven) Maria Bejuméa (ES) •Startup Spain (South Summit) •(Serial entrepreneur) Mariana Mazzucato (IT/US) •SPRU, Univ. Of Sussex •(INNOGEN, The Open University) Ray Garcia (US) •Buoyant Capital •(University of Pisa, MIT Media Lab, University of Arizona) Riel Milller (CA/FR) •UNESCO •(xperidox, OECD) Ron Johnston (AU) •Australian Centre of Innovation •(Australian Commission for the Future) HIGH LEVEL ADVISORY BOARD THRIVE OUR STRATEGIC ALIGNMENT AND PARTNERSHIPS 21
- 22. Activation & Alignment •Idea & Policy Labs •Challenge Competitions •Inspirational Speakers and Seminars •Communication and Outreach •Advocacy Insight & Foresight •Sectoral and Thematic Studies •Evaluation and Impact Assessment •Horizon Scanning, Technology Maps & Scouting •Online Idea Management •Scenarios & Roadmaps Strategy & Governance •Strategy and Planning •Policies, Guidance and Certification •Governance Structures and Design for Innovative and Entrepreneurial Programmes, Units, Organisations and Ecosystems Training & Mentoring •In-House Executive Training •Blended Intensive Courses •Tutorials and webinars •Mentoring •Entrepreneur in Residence Programming & Implementation •Innovation and Intrapreneurship Programming •Impact Investment •Acceleration and Venturing •R&D Commercialisation IFI Ecosystem Profiler©, a systematic diagnosis of your efforts to manage the ecosystem. The bundle of IFI Solutions, applied systematically to upgrade and transform your ecosystem. 22 ECOSYSTEM CAPABILITIES & IFI SOLUTIONS
- 23. IFI THEMATIC INITIATIVES CIRCULAR ECONOMYPLATFORM ECONOMY 23
Editor's Notes
- Yes, there will be more events of this nature due to a number of reasons, including complexity, global networks, flat-world instability, paradigm shifts, global crises of maturity, and several in-built features of modern societies: – Complexity leads to a mismatch between the system and the mechanisms available to control it. Furthermore, complexity per se drops our ability to understand and control the system. – Flat-world instability refers to the interdependence of individual actions globally, induced by instantaneous access to the same information. Instead of asynchronous and often balancing actions we previously had, this leads to global herd mentality and bubbles of various kinds. – Paradigm shifts are major discontinuities in global socio-economic trajectories that typically take place in 40–60 year intervals. Such a shift is induced by a technological breakthrough. Arguably the world is current shifting to a new paradigm, which is a major source of turmoil. – Global crises of maturity: There are more than half a dozen acute and inflamed global crises that are nowhere near to be solved. Reaching a tipping point in any these crises would have major consequences worldwide. The virtually complete lack of effective global governance exacerbates the risk of a meltdown of the global socio-economic system. – In-built features: A modern society is lean, individualistic, specialized, just-in-time, and short-sighted. It excels in efficiency and dynamism. It also produces shocks internally and is quite exposed to external ones. Furthermore, these – coupled with a few other features – often lead to a situation where no one in the society has an interest to take a bird’s eye view upon considering stability and responsiveness. As far as major shocks are concerned, a dynamic modern society is quite adequate after the fact; its performance is far worse as far as preventing, anticipating, or preparing for shocks is concerned. No, we do not provide a list of disasters to come. The reason is twofold. First, the domain of unknown unknowns – the set of things we are don’t even know we don’t know (more on this riddle in Chapter 1) – cannot possibly be completely exhausted. Second – even if the starting point may be an Act of God –, we are dealing with social randomness, which is inherently unstructured and untraceable. There is no overarching theory of surprise, but by employing a diverse set of approaches and tools one can get a better understanding of the future.
- 1B$ + market cap Transaction platformsA transaction platform is a technology, product or service that acts as a conduit (or intermediary) facilitating exchange or transactions between different users, buyers, or suppliers. Innovation platformsAn innovation platform is a technology, product or service that serves as a foundation on top of which other firms (loosely organized into an innovative ecosystem) develop complementary technologies, products or services. Integrated platformsAn integrated platform is a technology, product or service that is both a transaction platform and an innovation platform. This category includes companies such as Apple, which has both matching platforms like the App Store and a large third-party developer ecosystem that supports content creation on the platform. Investment platformsInvestment platforms consist of companies that have developed a platform portfolio strategy and act as a holding company, active platform investor or both. Innovtion – SAP Invetmsent – RocketInternet
- In essence, digital platforms refer to a technology-enabled business model that facilitates exchanges between multiple agents and offers a value that is proportional to the size and the quality of the engaged community. Platforms can scale massively to connect many users without performance degradation and enhance drastically the performance of the overall system.
- Business model Rubicon aims to cut costs for customers by working with suppliers to reduce inefficiencies and maximize the amount of waste being diverted from landfills.[15] Customers include 7-Eleven and Wegmans.[2] Rubicon serves the United States, Canada and Puerto Rico and launched in 18 additional countries in early 2016.[16] Rubicon is a cloud-based company. It created and maintains its own software platform that analyzes its customers’ waste stream and makes sense of all the data on haulers, clients, and recycling possibilities.[2] Sharing economy In 2015, Rubicon launched an app that provides on-demand trash pickup.[1] Rubicon has been called the “Uber for trash”.[17][1] Key Rubicon advisors and employees with Uber connections include Oscar Salazar, David Plouffe and Brent Callinicos. Small business empowerment Rubicon has focused on small business empowerment. The company is partnered with the National Federation of Independent Business to promote and expand their independent vendor network.[18] A Ramco Environmental Services hauling truck with the Rubicon Global logo Rubicon has more than 5,200 independent vendors in its network.[19] It helps small businesses achieve scale and compete through Rubicon Pro, a suite of app-based tools that it launched in 2016.[20] Rubicon has partnered with The Credit Junction to provide its network of haulers with flexible financing, including access to term loans or lines of credit from $500,000 to $5 million.[21] Municipalities Rubicon launched a partnership with the City of Atlanta in December 2016.[22] The city's waste trucks are deployed with Rubicon's mobile app and the Department of Public Works has access to the company's vendor platform. Rubicon announced municipal partnerships with the City of Santa Fe, New Mexico[23] and the City of Columbus, Georgia[24] in the spring of 2017. Partnerships In January 2017, Rubicon announced a strategic partnership with Suez.[25] The companies will collaborate on technology and data.
- SSAB towards the internet of materials with SSAB SmartSteel What if the steel in your car, your house or the cruise ship taking you to your holiday destination was equipped with a key to information describing its entire history? Every party in the production chain could add to and utilize this information, and ultimately the end users - companies or consumers - could rest assured of the quality, safety and sustainability of their product. How would that affect our cities and the way we produce and use the essentials of a modern society? SSAB has recently finalized an R&D project that explores the concept of SSAB SmartSteel, a digital platform that enables the steel to be loaded with knowledge. A unique identity code in the steel plate connecting the plate and information provides customers and their machinery with appropriate data and instructions to help them to select and use SSAB steels, regardless of their application. The idea is to share the expert knowledge in steel that SSAB stands for. “Our vision is a platform built on cloud-based data that contains instructions for different stakeholders in the value chain on how to use our steel,” explains Eva Petursson, Head of R&D at SSAB and continues that “by accessing and adding data on the platform, our customers would be able to make optimal use of the steel and avoid costly and time-consuming failures and misuse. In simple terms, data bring material handling competence where it is needed.” In the pilot R&D project, SSAB, under project leader Seija Junno, worked together with partners including Meyer Turku, Cajo Technologies, Aalto University, VTT Technical Research Centre of Finland Ltd, DIMECC (Digital, Internet, Materials & Engineering Co-Creation) and Academy of Finland’s Strategic Research Council. The first results have been very positive in the area of identifying the plates and finding the corresponding data automatically. “We are looking for ways to create sustainability‐based added value for our customers, e.g. by telling the carbon footprint or energy consumption during the whole lifecycle of the ship. If steel could provide all the data accumulated during the manufacturing and transportation chain, it would help us significantly and would be the first step towards transparent value chains in our field,” says Jaana Hänninen, Environmental Manager at the Meyer Turku shipyard. Open invitation to customers and partners SSAB is now ready to further explore the possibilities of the SSAB SmartSteel platform together with more customers and partners and in this respect openly invites all interested customers, process equipment manufacturers and other actors to join the development work. Rapid trials will enable the idea to take shape and grow clearer. “We recognize that the only way to fully develop this idea is to co-create with other companies. We think working together is smart - everyone involved wins. We are only just beginning to understand how this can affect everyone in the value chain and ultimately the society we live in,” says Eva Petursson. Contacts for interested customers and partners: Eva Petursson, Head of R&D at SSAB, eva.petursson@ssab.com Seija Junno, Director, Business model development at SSAB, seija.junno@ssab.com Media information, please contact: Viktoria Karsberg, Head of Corporate Communications, viktoria.karsberg@ssab.com, phone: +46 72 233 5288 http://www.prweb.com/releases/2016/ssabecosmart/prweb13360893.htm EcoSmart steel is made with the least possible environmental impact. Aside from using recycled metals, SSAB Americas also uses more than 600,000 recovered scrap tires a year as a raw material substitute for carbon in the production process – more than five million scrap tires to date. SSAB Americas also recycles millions of gallons of water each year, diverts nearly a million pounds of trash from landfills every year thanks to its trash recycling process, and utilizes renewable electrical energy in its manufacturing process, particularly wind energy. The company’s electric arc furnace-based production process in the US also results in 66 percent fewer CO2 emissions compared to the 2014 US steel industry average.
- Predix is General Electric's software platform for the collection and analysis of data from industrial machines.[1] General Electric plans to support the growing industrial internet of things with cloud servers and an app store.[2] GE is a member of the Industrial Internet Consortium which works to aid the development and use of industrial internet technologies.[3] Predix as a cloud-based PaaS (platform as a service) is claimed to enable industrial-scale analytics for asset performance management (APM) and operations optimization by providing a standard way to connect machines, data, and people. GE expects Predix software to do for factories and plants what Apple's iOS did for cell phones.[4] Built on Cloud Foundry open source technology, Predix provides a microservices based delivery model with a distributed architecture (cloud, and on-machine).[5] http://cio.economictimes.indiatimes.com/news/strategy-and-management/ges-anthony-thomas-on-the-companys-massive-digital-transformation-effort/57266685 Coal is forecasted to remain the world’s second largest energy source through 2030, and an even more critical source of electricity in developing economies like India. The real issue is that whether the power plants in the country are aware what risks they are exposed to. Do they really know what kind of emissions, how much and from which machines are this being released. There is a lot of risk and the government is going to closely monitor the emission levels. Our team created a mechanism to understand the pollution levels of each of these plants based on open available data. We relied on Predix to collect this data that was then made available to our data scientists who studied and analyzed it. So when we start co-relating this information with machine data we can also predict the contributing factors to such risks and take precautionary actions. This can help power plants to increase efficiency, lower emissions and reduce cost by a certain percentage.