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Caen2012

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Caen2012

  1. 1. REALISING THE VALUE SPECTRUM:CREATIVE INTERDISCIPLINARYPROJECTS, EMERGING VALUEMODELS Dr Lorraine Warren, School of Management, University of Southampton, Highfield, Southampton, UK, lw4@soton.ac.uk Ted Fuller, Lincoln Business School, University of Lincoln, Lincoln, UK tfuller@lincoln.ac.uk Presented in EM Normandie, March 2, 2012
  2. 2. Overview Developmental discussion, examines the dynamics underlying value creation in three ongoing interdisciplinary creative industries projects. Conceptual underpinnings – Complexity theory (Fuller and Warren 2008-11, ongoing) The cases (Acknowledgements to Giles Lane/Proboscis, Sally Jane Norman and Kirk Woolford/Gesture and Paul Walland/MUPPITS) Future questions – creating and capturing value, theory and practice
  3. 3. 2. Background: Creative industries withinEPSRC CREATOR Project Empirical research: Tracking co-creation in projects between groups of technologists and artists Proboscis’ Sensory Threads project (people, their health, the local geographic context …) http://socialtapestries.net/sensorythreads/index.html Gesture and Embodied Interaction workshops at Newcastle and Cambridge (motion capture) http://www.creatorproject.org/partners/129.html IT-Innovation, a company involved in developing a new business model for a portal in the post-production rendering industries in Soho http://www.it- innovation.soton.ac.uk/ MiPP Platform (Sussex) Connecting mo-cap to architectural heritage SETsquared incubators (Southampton, Bristol, Surrey, Bath): case of PINC/Portugal
  4. 4. Value? Major source of innovative ideas that contribute to the development of new products and services Offer services that may be inputs to the innovative activities of other enterprises and organisations within and outside the creative industries They are intensive users of technology and often demand and create adaptations and new developments of technology, providing stimulus to technology producers. Technical, social, creative, artistic, cultural, societal…..and of course economic
  5. 5. Systems in a complex dynamic(unpredictable) economy From To Flows, emergence and Stability and temporary structures Variation (small worlds -> disruptive innovation) Situation analysis Experiments and models Sustainability as Sustainability as engineering evolutionary resilience agility
  6. 6. Value-creating ecologies Consumers to co creators of value Value chains to value networks Product value to network value Simple co-operation or competition to complex co- opetition Individual firm strategy to strategy in relation to value ecologies Hearn, G. and C. Pace, Value-creating ecologies: understanding next generation business systems. foresight, 2006. 8(1). Hearn, G., Roodhouse, S. and Blakey, J. (2007), From value chain to value creating ecology, International Journal of Cultural Policy, 13, 4, pp. 419-436.
  7. 7. Entrepreneurial processes in creatingand protecting value Experimenting  New structural practices Reflexive Identity  What do we take as value in our interactions with others? Organising  What should be our everyday practices? Sensitivity to Conditions  Anticipation of threats…knowledge… reaction… propensity to survive…
  8. 8. Social Structure (Level E) Written texts (procedures, laws, regulations); material systems and infrastructures (architecture, urban design, communication and transport networks) Stable Emergents (Level D) Group sub-cultures, group slang and catchphrases, conversational routines, shared social practices, collective memory) Ephemeral Emergents (Level C) Topic, context, interactional frame, participation structure; relative role and status Interaction (Level B) Discourse patterns, symbolic interaction, collaboration, negotiation Individual (Level A) Intention, agency, personality, cognitive processThe Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subjectto social emergence
  9. 9. Emergence  Entrepreneurial  Emergents with relational causal properties processes during innovation Anticipation of valueFuller, T. and Warren, L (2008) Sustaining entrepreneurial business; a complexity perspective on processes that produceemergent practice, International Entrepreneurship and Management Journal, Vol 4/1, pp1-17Fuller, T. and Warren, L., Thelwall, S., Alamdar, F. and D. Rae (2010), Rethinking Business Models As Value CreatingSystems, Leonardo Transactions , VOLUME 43, ISSUE 1, 2010Warren, L. and Fuller, T. (2010), Capturing The Dynamics Of Co-Production And Collaboration In The Digital Economy,Leonardo Transactions , VOLUME 43, ISSUE 2, 2010Warren, L. and Fuller, T., (2009) Contrasting approaches to preparedness: A reflection on two case studies InternationalJournal of Enterprise Information Systems 5/3, 60-71
  10. 10. Emergents as value models: not ‘real’ artefacts such as products and services temporal visions of alternate futures consisting of interlinked, multilevel constructs that resonate between:  Present and future products and services  Present and future technologies (perhaps supported by tangibles such as proof of concept, prototype, IP)  Present and future markets or organising domains (perhaps supported by market research or constructions of future industry sectors)  Present and future dominant logics (extant and potential business practices, relations with stakeholders, consumer/societal behaviours)  Present and future business models, relating the creation and capture of value: (e.g. economic, technological, social, cultural, artistic, environmental)  Present and future identities, expertises Emergents embrace a discursive understanding of some, or all the above elements, an entity to support the exchange of value in all its forms.
  11. 11. Stabilisation of value model Processes of value creation (EROS Processes of value processes) capture: Attraction of resource, causality Value Model Products, Services…. Processes of stabilisation: Tangibles (IP, contracts, proof of concept, prototype, business plan, incubator) Intangibles (reputation, track record, identity, expertise)
  12. 12. Metholodogy Tracking co-creation in projects between groups of technologists and artists  Participant observation during regular team meetings or focussed seminar events  Analysis of (where applicable) project management archives produced during the project  Informal ad hoc conversations with project participants, specifically  Their expectations of the project at the outset, and as it progressed  The outcomes and processes of the interdisciplinary mix (identification of good practice, barriers and enablers)  Where value has been created, across a range of dimensions and levels of analysis, including:  Technical; creative; economically; academically  Individually; the project team; own institution/organisation; wider networks/society.
  13. 13. Analysis the phases in innovative development their correspondence to the persistence of stable and unstable emergents the points where new technology, new network connections, new legislation, new social conditions, increased or selective investment or changed market drivers would influence a innovative disjuncture, or the creation of value.
  14. 14. Sensory threadshttp://socialtapestries.net/sensorythreads/index.htmlSensory Threads is intended to extend previous collaborative work between Proboscisand Birkbeck College in the area of participatory sensing projects. The central thrustof the project was to carry out an ‘artist inspired’ design and development project thatinvestigates new ways in which biosensor technologies might mediate our perceptionsof the world around us, and also, what happens when we extend sensing of theenvironment to our own bodies. A prototype interactive soundscape device, the‘Rumbler’ was produced with the potential for museum-style installations.PLAYFUL EXPERIMENTATIONMarshall, J., Airantzis, D., Angus, A., Bryan-Kinns, N.,Fencott,R., Lane, G., Lesage, F., Martin, K., Roussos, G., Taylor, J., Warren, L. and O.Woods (2010) Sensory Threads, Leonardo Transactions, , VOLUME 43, ISSUE 2,2010.
  15. 15. Gesture and embodiedinteraction…
  16. 16. Gesture/motion capturehttp://www.creatorproject.org/partners/129.html This case is based on a five-month practice-led scoping project explored motion capture development perspectives from artistic, technological and business innovation standpoints. The breadth and diversity of the motion capture user base make it a rich locus for interdisciplinary collaboration and novel work models, thus a source of useful insights into creative knowledge transfer processes. computing breakthroughs, notably by making motion capture data streams interoperable with other programs: Java code was authored to connect Vicon streams to Max MSP, and patches, samples and interfaces were devised to open this hybrid platform up to various kinds of gestural control. PLAYFUL EXPERIMENTATIONNorman, S. J., Blackwell, A. F., Warren, L., Woolford, K. (2010), Gesture And Embodied Interaction: Capturing Motion/ Data/ Value, Leonardo Transactions, VOLUME 43, ISSUE 2, 2010
  17. 17. IT Innovation MUPPITS developing a new business model for a portal in the post- production rendering industries in Soho http://www.it-innovation.soton.ac.uk/ In brief, MUPPITS is based on new technology, but overall is a systemic approach to work design that brings together key players in the UK post-production value chain. The intent of MUPPITS is to investigate, develop and demonstrate a new service oriented approach to film and broadcast postproduction that will catalyse new patterns of collaborative working in the industry and enable new business models. As such, it has the potential for industry disruption, as economic (and other) pressures impact on the existing value chain: a rich ecosystem, and an emergent business model undergoing testing Cross disciplinary connection with optimisation models from MS
  18. 18. MUPPITS timeline
  19. 19. Ongoing research questions/practice: The identification, construction, selection and rejection of business models (in light of industry positions and funding structures: how are emergent business models and value propositions identified, articulated, refined and shaped in relation to industry perspectives Demonstrate the need to constantly organise constantly organise for novelty in anticipation of value creation and capture Recognise the value of playful experimentation Identify causes outside the immediate gaze (that is, economic) of value capture, which are of public and national interest.
  20. 20. Ongoing research questions/theory: Firstly, develop a new conceptual approach linking theories of emergence to better understanding of the conditions for the anticipation and stabilisation of value during (pre) disruptive innovation, thus contributing to the theoretical literature on processes of entrepreneurship and innovation with particular regard to business models and value creation. Secondly, begin to evaluate the usefulness of network optimisation techniques to business model development (MUPPITS).

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