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Workshop on Third Generation Science Park Concept

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Workshop slides from International STP Manager's Training Program organized by Innopolis Foundation, Daejeon, Korea

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Workshop on Third Generation Science Park Concept

  1. 1.   ”Workshop on Third Generation Science Park Concept" Ilkka Kakko Innopolis Foundation, Daejeon, 12.11.2015
  2. 2. The benefits of coworking © Lee Fleming 2004 /HBR November 2004 Yogi Berra ”The future ain’t what it used to be”
  3. 3. The structure of our workshop Orientation task: The experiences of traditional Triple Helix (15 +15 mins) Lecture: 3rd Generation Science Parks (60 mins) > Postnormal Era > The elements of 3rd Generation Science Park > Platform Thinking Brainstorming session: how to adapt in Postnormal Era within my STP or nation?(30 + 30 min) Two case examples: how to connect and create impact, a local graphical design company and a foreign candidate to licence manufacturing of sustainable energy products (15 + 15 min)
  4. 4. Orientation task (on personal/p2p level) •  Experiences from following Triple Helix model •  Why it seems working and in what respect? •  What are the pitfalls / the main problems when following the Triple Helix model?
  5. 5. The Big Shift towards Postnormal Era … •  The “Big Shift” -  The useful information is flowing -  The most dynamic way to motivate is “the movement” -  The driving force is passion -  The most effective way to organize resources is using platforms -  The potential for new ventures is measured by their social capital -  The competitive edge comes from understanding serendipity -  The move from traditional company structure to freelancer driven business society is massive 
 *) Ref: “Postnormal era” was coined by Stowe Boyd, Big Shift is a term by John Hagel et al from the book “The Power of Pull”
  6. 6. …. The Big Shift towards Postnormal Era •  The Pull society -  To attract - pull instead of push -  Platforms (virtual and physical) --- to share, to co-create, to generate value -  The art of benefiting from the unexpected => understanding serendipity •  The importance of regions and cities -  The competetion is happening between regions and cities -  Global platforms (virtual and physical) --- to share, to co-create, to generate value -  How to keep the talent --- or attract it --- or get linked to the global talent pool
  7. 7. 3GSP concept – the main features The competitive edge of 3GSP consists of following elements: •  Focus on individuals and dynamic community building •  Pre-incubation is strongly supported •  Platform thinking is fundamental for the sustainable ecosystem building •  Healthy balance between effectual entrepreneurship, start-ups, SMEs and established companies, also social entrepreneurship, virtual teams/organizations and freelancers are supported •  Geographically dispersed locations – like having a node (coworking space) in a downtown location – and the main activities in the university campus area •  The design of physical premises (layout and interior design) and the implementation of competence platform both support open innovation activities and networked business models •  Understanding the importance of ”sticky knowledge” in regional development context •  Serendipity management methodologies are widely used: in team building, in the design of the physical space together with the embedded competence platform  
  8. 8. 3GSP is gaining momentum in Finland 
 Traditional STPs are loosing edge in Finland Technopolis Ltd focusing only on real estate and facility management Innovation activities moved to separate public organizations in eight Finnish cities In Lahti the local STP, regional development organization and new business center mergered New platforms emerging Coworking -> maker spaces, hacker spaces, Fab-Labs, Open Innovation House, Design Factory, Start-up Sauna, Urban Mill, Vertical Community building -> Aalto ES, Hobbyist communities, Lead user communities…. Start up scene -> Summer Schools, SLUSH, Protomo/Demola Effectual entrepreneurship -> 3GSP, Urban Mill, Malski in Lahti Espoo Innovation Garden is a great example for this approach
  9. 9. The definition of a platform “A platform is a plug-and-play business model that allows multiple participants (producers and consumers) to connect to it, interact with each other and create and exchange value.”* In many cases we want to add that the roles of producers/ consumers or co-creators/consumers may swap freely and without friction. 
 * Defini.on by Sangheet Paul Choudary h9p://pla=ormed.info/pla=orm-stack/
  10. 10. Platform classification © Ilkka Kakko 2015
  11. 11. Competence platform Competence platform is the fundamental tool for business creation: 1)  Team building and competence sharing according to the serendipity management approach = > New and unexpected combinations of competences 2)  Idea sharing and co-creation (swarms, part-ups, virtual teams etc) 3)  Combined idea and business proposal elaboration => Networked business models widely used 4)  Embedded business model canvas 5)  Full integration with project management tools => The whole value added process in the same platform
  12. 12. Pipeline thinking vs. platform thinking © Lee Fleming 2004 /HBR November 2004 © Ilkka Kakko 2015
  13. 13. Meetberlage - case Competence platform in Amsterdam, Netherlands -  Great downtown location in an historical building, unique ambience -  Enough critical mass for community building and serendipity management -  Very motivated and inspired management team A vital part of Seats2Meet global chain of platforms: > Long experience of real estate business and co-creation processes > Real ambitions to become global > Supportive elements well designed (for operators as well as customers) > The concept is following Society 3.0 thinking of the S2M founders Platform thinking highlighted operationally: > Hybrid solution, physical and virtual environments in balance > Global focus to attract talent > Easy to enter as a new operator
  14. 14. Urban Mill - case Part of Espoo Innovation Garden ecosystem in Helsinki metropolitan area -  Novel solution, started 2013 January -  Coworking space, innovation community, change orchestration tool -  Focus on sustainable urban innovations -  Challenge: How to enhance the quality of urban life and services through ICT and built environment development and how to orhestrate and energize urban ecosystem development Urban Mill’s main principles: -  Joint development work guided by co-created vision rather than by strictly pre-planned processes -  Community building in focus, engagement through ”pull” factors -  Open innovation principles widely used -  New orchestration methods piloted -  Connectivity (local and global) supported -  All types of entrepreneurships are attracted – effectual entrepreneurs especially -  Sustainability --- walk your talk, old VTT building renovated almost without any investments
  15. 15. Urban Wheel ™ - Urban Innovation Accelerator Platform
  16. 16. Competence platform case: Part-Up •  A new competence platform initiative from Netherlands •  Beta version was tested during the summer 2015, the launch was on 18th of September •  Ambitious plans, a great and inspired team working hard •  Most of the other competence platforms listed in my paper have some similar features, the best solution for any customer case depends on the requirements: •  Skillhive •  Seats2Meet Connect •  Focal Shift •  Babele •  …. and all those projects already in the pipeline, which I am not even aware of….
  17. 17. Functionalities of Part-Up comptence platform Ø  Find great part-ups (called also swarms and pop-up challenges) Ø  Get attracted into those part-ups that may need you Ø  Start your own part-up Ø  Find the perfect combination of competences Ø  Co-create and enable action, facilitate the process Ø  Timeline collaboration within part-ups Ø  Evaluate contributions on personal and team level Ø  Secure the performance indicators for coming challenges (inheritance) Ø  Organize using Collaborative Networked Organization theoretical reference model (CNO / ECOLEAD) Ø  Encourage the use of networked business models Keep it simple and fun!
  18. 18. Conclusions 1)  The global innovation landscape is transforming rapidly 2)  The once successful Triple Helix model is becoming outdated 3)  Platform thinking fits for the VUCA business environment of today 4)  Global talent can be engaged by competence platforms (Note: This is an opportunity for developimg countries!) 5)  Practical solutions and tools are emerging rapidly 6)  The quick adopters will lead the disruption!
  19. 19. The benefits of coworking © Lee Fleming 2004 /HBR November 2004 Yogi Berra ”The future ain’t what it used to be”
  20. 20. Brainstorming session in groups (4-5pers) •  How to adapt to the requirements of the Postnormal Era? -  My STP -  My university -  My region -  My nation
  21. 21. The benefits of coworking © Lee Fleming 2004 /HBR November 2004 Yogi Berra ”The future ain’t what it used to be”
  22. 22. Case excercise •  Local graphical design company wanting to scale up abroad •  A Finnish manufacturing start-up in sustainable energy wanting to establish operations in your area – manufacturing licensing •  How to respond and are the services and networks available?
  23. 23. The benefits of coworking © Lee Fleming 2004 /HBR November 2004 Yogi Berra ”The future ain’t what it used to be”
  24. 24. Thank you! For further information: Ilkka Kakko + 358 50 536 2941 Twitter: @Serendipitor 
 ilkka.kakko@karostech.fi www.karostech.fi www.respectserendipity.com

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