Designing Innovation Ecosystems: How Universities Can Guide Open Collaboration
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These slides highlighted a keynote adress to the 40th annual meeting of the Australia New Zealand Regional Science Association International meeting in Melbourne. In it, we reviewed some of our experiments in designing and guiding innovation ecosystems.
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Designing Innovation Ecosystems: How Universities Can Guide Open Collaboration
- 1. Ed Morrison Purdue Agile Strategy Lab Purdue Polytechnic Institute Designing Innovation Ecosystems ANZRSAI Annual Conference | Melbourne | December 2016
- 2. We are defining how universities can design and guide innovation ecosystems
- 3. We are sitting in the midst of a really big transition…
- 4. The foundations of our economy are shifting…
- 5. Networks move us to new opportunities
- 6. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem
- 7. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem
- 38. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem
- 39. “Transform your Workforce System” ✓ 13 regions nationally ✓ $15 million each ✓ 3 years to innovate The federal government First Purdue experiment Indiana, 2005
- 40. 0 7,500 15,000 22,500 30,000 Began Training Completed Training Degrees/Certificates Goal Result 2.7 X 2.9 X 2.7 X Result: We exceeded goals by almost 3X. With 8% of the national money, we produced 40% of the national results
- 41. Indiana Innovation Platform proposed to pool the start-up and innovation assets of two universities and focus them three regions
- 42. © Fraunhofer IAO, IAT Universität Stuttgart Dr.-Ing. Dipl.-Ing.-Des. Antonino Ardilio Fraunhofer IAO Fraunhofer IAO Stuttgart, Germany Fraunhofer
- 43. Technology Development Market Opportunities OLED Displays Emergent Artificial Intelligence Sensors Genetic Engineering Military Health Care Construction Automotive Financial Services Opaque, permeable boundary Technology in search of a market fit Markets in search of technology solutions 5G Networks RoboticsBioplastics Additive Manufacturing Drones Precision Agriculture Conductive polymers Nanomaterials Lithium Air Batteries Fraunhofer MarketExplorer Fraunhofer TechnologyRadar
- 44. © Fraunhofer IAO, IAT Universität Stuttgart 44 Strategic Doing course Designing and Guiding Complex Collaborations Integration of agile strategy and innovation management Open TIM (Technology- & Innovation management) course Technology and Innovation Management in the digital age TechnologyRadar course Accumulating Technology Intelligence MarketExplorer course Identifying adjacent market opportunities …
- 45. Research Infrastructure Investor Networks Skilled Talent Pool Start-up Firms Innovative Growth Companies Provide capital and expertise Provide investment generates wealth Recruit and supply smart people Recruit and supply smart people Provide networks and mentors Provide ideas incubators and smart people Provide R&D partners Provide technology support and training Accelerate new venture investment Train and recruit smart people Start Up Economy Growth Economy One view of a university’s innovation ecosystem Source: Ed Morrison, Dale Wunderlich
- 47. Business Firm Business firm that acts as an expert hub Business firm that services as a boundary spanner Higher educational institution supporting the cluster Strategic focus area that ties together firm within a cluster Anchor Investment Formal Cluster
- 48. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem Civic economy mindset Agile strategy: Strategic Doing Collaboration platforms Open source ecosystems
- 49. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem Civic economy mindset Agile strategy: Strategic Doing Collaboration platforms Open source ecosystems
- 50. Our Market Economy Our Civic Economy Focus on redesigning and guiding our civic economy
- 51. Our Market Economy Our Natural Environment Our Civic Economy Carolan 2005, Society, Biology, and Ecology: Bringing Nature Back Into Sociology’s Disciplinary Narrative Through Critical Realism
- 53. Shared Value Perspective Collective Im pact Perspective Our Market Economy Our Civic Economy Zone of Collaboration Industrial Commons Perspective
- 54. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem Civic economy mindset Agile strategy: Strategic Doing Collaboration platforms Open source ecosystems
- 55. Strategic Planning We have been testing an agile strategy process designed for open networks Strategic Doing
- 56. Dynamic Simple Complex Complicated Number of Actors Low Low High High Source: Modified from Sheffield et. al (2012) Number of Interactions As we move toward networks, we move into highly complex environments
- 57. Known Situations New Situations Existing Skills New Skills Comfort Zone Where agile strategy happens Frustration Zone Command and control Collaboration and trust Hierarchies Open networks Agile strategy enables us to confront complex situations by developing new, collective skills
- 58. Strategic Doing uses simple rules to guide complex collaborations to measurable outcomes…
- 59. 59
- 60. The Ten Rules of Strategic Doing PURDUE AGILE STRATEGY LAB // NOVEMBER 2016
- 61. Simple rules create a swarm
- 62. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem Civic economy mindset Agile strategy: Strategic Doing Collaboration platforms Open source ecosystems
- 63. Within the university: collaboration platforms can scale trust across disciplines 18
- 64. Purdue Core Innovation Lab (Core Lab) (iLab) 1 iLab 2 iLab n Innovation Acceleration Network with Market-Facing Innovation Disciplines University and College Centers Unviersity Unviersity Unviersity University College 1College 1 College 2College 2College 2 Colleges and Departments College College College College 1 Departments Existing Engagement Networks Purdue Extension Purdue TAP Building platforms to scale trust and collaboration
- 65. Company A Company B Company C Lockheed D ata Im port Analytics Team Architecture Team Visualization Team Data Source Team Your Company Designing an open innovation network for Condition Based Maintenance
- 66. Dec Jan Feb Mar Apr May Jun Design sessions Workshop “I’ve worked with large companies trying to do open innovation, but the Strategic Doing process is unique. This is the most clear and concise open innovation process I’ve seen.” Mark Scotland CEO, 4.0 Analytics
- 67. Time Level of Cluster Development Conversation shifts Network forms Strategic agenda emerges Anchor investments made Cluster continues to invest, adapt, expand Source: Ed Morrison, Purdue Unviersity
- 68. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem Civic economy mindset Agile strategy: Strategic Doing Collaboration platforms Open source ecosystems
- 69. Branding Marketing New Narratives Brainpower 21 Century Talent Workforce Innovation Entrepreneurship Supports Quality, Connected Places Collaboration Open source ecosystems focus in four areas
- 70. From these core collaborations, other characteristics emerge Brainpower 21 Century Talent Innovation Entrepeneurship Networks New Narratives Quality, Connected Places Collaboration Skills Innovative Businesses Creative,Healthy People DynamicClusters Creative Placemaking
- 71. Innovation and Entrepreneurship Q uality, Connected Places N arratives Brainpow er Organization A Organization B Organization C Universities can design and guide collaborations on the platform
- 72. Quick tour of research, theory and practice Ecosystem experiments at Purdue Key components of a university ecosystem Civic economy mindset Agile strategy: Strategic Doing Collaboration Platforms Open source ecosystems
- 74. Thank you.