Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Markku Markkula's presentation ACSI - Why Finland?


Published on

Markku Markkula's presentation ACSI - Why Finland? in the Aalto Camp for Societal Innovatio (ACSI), 28th of June 2010, Otaniemi, FInland

Published in: Business
  • Be the first to comment

Markku Markkula's presentation ACSI - Why Finland?

  1. 1. ACSIWhy Finland?Markku Markkula, Advisor to the Aalto Presidents,Innovation Executive ACSI<br />
  2. 2. Traditionally need to be good:<br /><ul><li>Research
  3. 3. Education</li></ul>Several universities are also good:<br /><ul><li>Innovation</li></ul>Universities<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />2<br />
  4. 4. The Role of University Management<br />Minimum requirement is that each of these three operational <br />areas has a strategy. <br />These need to be integrated. <br />Innovation<br />Management & integration & synergy<br />Research<br />Education<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />3<br />
  5. 5. EU: The Future Is Based on Knowledge Triangle<br />Innovation<br />European Institute of Innovation and Technology EIT: “Innovation requires an integrated knowledge triangle”<br /> Enhanced capacities + high degree of integration + leadership are prerequisites for scaling up Europe’s innovation performance.<br />EIT is locating one of its five ICT research units on the Aalto University campus in Otaniemi.<br />KNOWLEDGE TRIANGLE<br />Education<br />Research<br />Knowledge Triangle will be conceptualized to become <br />a unique strength of Aalto<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />4<br />
  6. 6. Aalto Otaniemi Will Host the EIT ICT Unit<br /><ul><li>The European Institute of Innovation and Technology (EIT) is locating one of its five ICT research units on the Aalto University campus in Otaniemi.
  7. 7. EIT functions as a network, uniting research and educational institutes as well as businesses.
  8. 8. The founding members of the Finnish unit are Nokia, VTT Technical Research Centre of Finland and Aalto University.
  9. 9. The total budget of the Finnish unit for 2010-2014 is approximately EUR 100 million, no more than 25% of which comes from EIT funding.
  10. 10. According to the now approved plan, in 2013 there will be several hundred ICT researchers, experts and graduate students working at the EIT Otaniemi unit.</li></ul>Markku Markkula<br />Aalto University<br />Societal Impact<br />5<br />
  11. 11. EU 2020 Strategy<br />Aalto as a Forerunner<br />among Universities<br /><br />EU 2020 three mutually reinforcing priorities: <br /><ul><li>Smart growth: developing an economy based on knowledge and innovation.
  12. 12. Sustainable growth: promoting a more resource efficient, greener and more competitive economy.
  13. 13. Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion.</li></ul>Aalto & Societal Innovations:<br /><ul><li>Focus on grand challenges
  14. 14. The strong role of universities is crucial: Knowledge Triangle i.e. synergy between research & education & innovation
  15. 15. Combine technology driven innovation policy & societal needs driven innovation policy
  16. 16. Modernize the Triple Helix cooperation: University – Industry – Cities
  17. 17. Living labs & user-driven innovations: people & process development </li></ul> Need for a second generation innovation agenda<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />6<br />
  18. 18. EU 2020 Strategy  7 Flagships<br />"Resource efficient Europe”<br />"An industrial policy for the globalisation era”<br />"An Agenda for new skills and jobs“<br /> "European Platform against Poverty“<br />"Innovation Union“<br />"Youth on the move“<br />"A Digital Agenda for Europe"<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />7<br />
  19. 19. Aalto Strategic Role in Setting National Agenda and in Implementing National Innovation Strategy and National Creativity Strategy <br />Board April 2009<br />Our target<br />Aalto will by 2020 become the most important player in setting the national science, creativity and innovation agenda.<br />Influence National Agenda<br />Aalto will by 2020 develop its strengths as a globally unique hub of excellence in research, development and innovation.<br />Global Forerunner<br />The concept of Aalto Living Lab based on Real Case -approach and with selected strategic partnerships will by 2020 create Aalto the pioneering world leader role in teaching and learning in open-innovation and shared knowledge creation processes.<br />Real life & <br />Real Case - Approach<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />8<br />
  20. 20. Aalto Conceptualizing Knowledge Triangle<br />Innovation<br />Critical success factors are:<br />Starting point: Every individual & every work community & every organization has its own strategic needs and focus on these three perspectives of the knowledge triangle. <br />Creating platforms and processes for collaboration.<br />Orchestration of the whole concept. <br />Markkula, Miikki, L: & M., Pirttivaara, M (2009)<br /><ul><li>Education & Well-being in Society
  21. 21. Human-centric Ba
  22. 22. Testing and prototyping</li></ul>Platform & processes for new solutions within the work & work community<br />Platform & processes for foresight & <br />Knowledge co-creation solutions<br />Orchestration<br />Strategic Alliances for <br />concepts and processes + methods and tools +<br /> physical, virtual, and mental spaces<br /><ul><li>Foresight and competence needs
  23. 23. Culture & Learning
  24. 24. Impact of Education & Societal Competitiveness
  25. 25. Good Practices
  26. 26. Methods and tools
  27. 27. Passion to Learn</li></ul>Research<br />Education<br />Platform and processes for learning by RDI<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />9<br />
  28. 28. Creating the Aalto Concept for Knowledge Triangle Based Learning<br />Different learners integrated in the same learning process:<br />Working life experts (continuing education students)<br />Young graduates doing their masters (basic students)<br />Researchers (post-graduate students)<br />Different learner groups have different roles and responsibilities.<br />Need to be based on conceptualized processes. Target is mass customization & personalization and at the same time integrate different perspectives throughout the process.<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />10<br />
  29. 29. ACSI to Be Based on Finnish Strengths <br />Development of Aalto societal impact activities will focus on strengthening specifically those areas where we are an internationally recognized and acknowledged forefront actor, such as: <br />Small northern European nation having top results in many competitiveness benchmarking studies<br />The global innovation map (see: Harvard Business Review March 2009)<br />PISA and Knowledge Society<br />National commitment to creativity and innovation policies<br />The highest degree of university-industry cooperation<br />Strong in arts and architecture<br />Nature <br />Community and corporate social responsibility<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />11<br />
  30. 30. Lead, stimulate andcatalyze science, technologyand innovation development<br />Role of Parliaments<br />in National Innovation Policy<br />Create favourable legislativeenvironment for knowledge creationand competence development<br />Finance lifelong learning,<br />R&D and knowledgeinfrastructure<br />© Markku Markkula<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />12<br />
  31. 31. Parliament of Finland, Committee for the Future 1998:The Finnish Road to Success<br />Need for Restructuring and <br />Reshaping <br />the Public Sector<br />Knowledge Management Plays a Crucial Role<br />1. Implementing Lifelong Learning Strategy <br />2. Developing National Innovation System<br />3. Increasing Investments in R&D<br />4. Operating as an Information Society <br />Laboratory within EU<br />Finnish <br />National Action <br />Plans on <br />the Way to <br />the Knowledge <br />Society<br />Wisely <br />Influencing <br />Globalisation<br />Exploiting <br />Information<br />and Technology<br />to the Full<br />The Human <br />Aspect<br />in Innovation<br />Governance <br />of Matters <br />and Life<br />Success<br />Factors<br />Defined by the Parliament<br />© Markku Markkula<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />13<br />
  32. 32. Parliament of Finland,<br />Committee for the Future<br />• Permanent status, 17 MPs,<br />• Tasks: inventing the future, technology assessment,<br />• Special focus among others:<br /> - regional development,<br /> - the future of work,<br /> - knowledge management,<br /> - eEurope,<br /> - creativity and innovations<br /><ul><li>Parliament in 2003 approved the Committee’s report ”Finland 2015” with several policy statements, among others: </li></ul>- Strategic goal for Finland to become a pioneer in innovation, education and culture.<br />- Increase of R&D funding to reach the level of 4% of GDP.<br />© Markku Markkula<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />14<br />
  33. 33. Milestones of Finnish Technology Policy <br />1979198219831984198519871991199519961999<br />National technology committee Council of State resolution on technology policy Founding of TekesTechnology programmes startedEUREKA startedState Science and Technology Council establishedFinland becomes a member of CERNFinland becomes a member of the EUGovernment decision to increase R&D fundingFinnish R&D funding exceeds 3 % of GDP<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />15<br />Copyright © Tekes<br />
  34. 34. 36<br />29<br />FI<br />FI<br />INNOVATIVE ENTERPRISES PARTICIPATINGIN PUBLIC-PRIVATE CO-OPERATIONAs a percentage of total innovative enterprises (aggregated manufacturing and services sectors)<br />Finland highest in EU<br />40<br />40<br />35<br />35<br />Co-operation with higher<br />education institutes<br />Co-operation with research institutes<br />30<br />30<br />25<br />25<br />19<br />20<br />20<br />15<br />14<br />15<br />15<br />14<br />12<br />11<br />10<br />9<br />9<br />9<br />10<br />8<br />8<br />8<br />8<br />8<br />8<br />8<br />7<br />7<br />6<br />6<br />5<br />5<br />4<br />4<br />5<br />2<br />1<br />1<br />0<br />0<br />LU<br />IT<br />IE<br />AT<br />PT<br />NL<br />DE<br />BE<br />FR<br />ES<br />SE<br />UK<br />DK<br />IT<br />LU<br />NL<br />PT<br />UK<br />IE<br />ES<br />DE<br />AT<br />FR<br />BE<br />DK<br />SE<br />Source: Science, Technology and Innovation in the Netherlands, 2004. Ministry of Education and Ministry of Economic Affairs<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />16<br />
  35. 35. USA Today 25 August 1999<br />Cover story: <br />Finland – Wireless Nation<br />”In this technology-driven country, the future is now.”<br />”With a mobile phone, users can send messages, surf the Net and even buy snacks.”<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />17<br />
  36. 36. Ranking of EU Countries<br />The Lisbon review 2004<br />Sustainabledevelopment<br />Informationsociety<br />Innovationand R&D<br />Networkindustries<br />Socialinclusion<br />Financial services<br />Liberalisation<br />Enterprise<br />Total<br />rank<br />1<br />3<br />2<br />6<br />4<br />7<br />5<br />9<br />8<br />11<br />10<br />14<br />12<br />13<br />15<br />1<br />4<br />2<br />6<br />7<br />3<br />13<br />5<br />9<br />8<br />10<br />11<br />12<br />14<br />15<br />1<br />2<br />6<br />3<br />5<br />8<br />4<br />7<br />10<br />9<br />12<br />11<br />13<br />14<br />15<br />4<br />1<br />2<br />8<br />7<br />3<br />5<br />6<br />9<br />10<br />15<br />12<br />13<br />11<br />14<br />1<br />3<br />4<br />2<br />7<br />8<br />5<br />6<br />10<br />11<br />9<br />12<br />13<br />14<br />15<br />3<br />2<br />5<br />1<br />7<br />10<br />6<br />9<br />12<br />8<br />4<br />11<br />15<br />13<br />14<br />2<br />1<br />2<br />8<br />4<br />12<br />5<br />9<br />7<br />6<br />10<br />11<br />13<br />14<br />15<br />1<br />4<br />3<br />7<br />6<br />2<br />8<br />9<br />5<br />10<br />13<br />12<br />11<br />14<br />15<br />Finland<br />1<br />2<br />3<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />11<br />12<br />13<br />14<br />15<br />Denmark<br />Sweden<br />UK<br />Netherlands<br />Germany<br />Luxembourg<br />France<br />Austria<br />Belgium<br />Ireland<br />Spain<br />Italy<br />Portugal<br />Greece<br />18<br />Source: World Economic Forum WEF, The Lisbon Review 2004<br />Copyright © Tekes<br />
  37. 37. 2006-07<br />2005-06<br />2005-05<br />2003-04<br />2002-03<br /> 2001-02<br />NRI<br />Rank<br />Denmark<br />USA<br />Singapore<br />USA<br />Finland<br />1<br />Denmark<br />Sweden<br />Singapore<br />Iceland<br />Singapore<br />USA<br />2<br />Sweden<br />Singapore<br />Denmark<br />Finland<br />Finland<br />Singapore<br />3<br />Switzerland<br />Finland<br />Iceland<br />Denmark<br />Sweden<br />Sweden<br />4<br />USA<br />Switzerland<br />Finland<br />USA<br />Denmark<br />Iceland<br />5<br />Singapore<br />Finland<br />Netherlands<br />Canada<br />Sweden<br />Canada<br />Canada<br />6<br />Netherlands<br />USA<br />Taiwan<br />Hong Kong<br />Switzerland<br />U.K.<br />7<br />Iceland<br />Sweden<br />Japan<br />Norway<br />Denmark<br />8<br />Iceland<br />U.K.<br />Switzerland<br />Switzerland<br />Australia<br />Taiwan<br />9<br />Korea<br />Norway<br />Norway<br />U.K.<br />Canada<br />Iceland<br />Germany<br />10<br />Finland: Time to Wake-up  National Innovation Strategy  Implementation<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />19<br />
  38. 38. Finland = Innovation<br /># 2 Innovation Hot Spot in the world<br />Harvard Business Review March 2009;<br /># 3 Global Innovation in the world<br />The Economist Intelligence Unit, April 2009;<br /># 1 Higher Education and Training in the world, World Economic Forum, September 2009;<br /># 1 Availability of Scientists and Engineers in the world <br />World Economic Forum, September 2009;<br /># 1 Prosperity in the world<br />Legacy Prosperity Index, October 2009;<br /> .<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />20<br />
  39. 39. 2008 eSRIvs NRI rankings<br />(= e-skills readiness vs network-readiness)<br />Finland<br />DK<br />FIN<br />SWE<br />KOR<br />USA<br />ISR<br />ICE<br />SIN<br />MAL<br />10<br />CAN<br />NOR<br />SWI<br />BEL<br />NED<br />JAP<br />AUT<br />UK<br />NZ<br />IRE<br />AUL<br />GER<br />20<br />TUN<br />HK<br />FRA<br />EST<br />POR<br />THA<br />LIT<br />eSRI ranking 2008<br />SLO<br />30<br />BAR<br />CZ<br />IND<br />JOR<br />MLT<br />HUN<br />LAT<br />KSA<br />CYP<br />SPA<br />LUX<br />CHL<br />40<br />CRO<br />SK<br />GRE<br />ITA<br />50<br />POL<br />ROM<br />60<br />50<br />40<br />30<br />20<br />10<br />NRI ranking 2008<br />Source : eLab@INSEAD, based on GITR data<br />21<br />
  40. 40. Aalto Creating Unique Concepts<br /><ul><li>Basic Research focused on Grand Societal Challenges
  41. 41. Aalto Factories
  42. 42. International multidisciplinary educational programs:
  43. 43. Two new Master programs on Creative Sustainability and International Design Business Management are examples of educational programs focusing on societal needs.
  44. 44. New developments in Urban Planning: Doctoral Program of the Built Environment and Master program in Managing Spatial Change
  45. 45. Aalto Camp for Societal Innovation
  46. 46. Research cooperation with Strategic Centres for Science, Technology and Innovation </li></ul>Markku Markkula<br />Aalto University<br />Societal Impact<br />22<br />
  47. 47. Aalto Responding to Grand Challenges<br />According to the Aalto Strategy potential research focus areas are:<br />service economy, <br />digitalization, <br />energy and sustainable use of natural resources, and <br />a people oriented living environment.<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />23<br />
  48. 48. Renewed National Innovation Strategy<br />Strategic goals set for Finland are a) Innovation-based development of productivity and b) Pioneering in innovation activity. To achieve this the following 4 basic choices are made:<br />Innovation activity in a world without borders<br />Demand and user orientation<br />Innovative individuals and communities<br />Systemic approach<br />The picture is interlinking the 10 key sets of measures defined.<br />Finnish <br />R & HE System<br />Finland’s Attractiveness<br />Learning Environment <br />Competitive Incentives<br />Management Training<br />Tämän kaavion toimintakohteet (siis tekstit) ovat kansallisesta strategiasta – kuva on oma luonnos eri tekijöiden kytkennöistä<br />Growth Entrepreneurship<br />National Ensemble of Services<br />© Markku Markkula & Lars Miikki 2008<br />Regional Centres of Innovation <br />Pioneer of Systemic Reforms<br />Implementing Innovation Policy<br />“National Innovation Bedrock”<br />We create synergy of operations on all levels: National, Region / Industry, Enterprise / Individual<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />24<br />
  49. 49. What Do We Need for Innovation?<br />New-generation innovation activities are complex and global by nature. They are increasingly based on steering that supports self organization.<br />Therefore we need :<br /><ul><li>A new-generation innovation agenda bringing forth a concept, operating mode and network for the development of a global innovation platform.
  50. 50. Innovation activity which gives rise to an international, self-fortifying innovation community integrating research, learning and innovation.
  51. 51. New type of frontier zones and developer forums which will be emerged in connection with this new innovation activity.
  52. 52. Integration of different disciplines and nationalities into innovation nodes which opens new doors both for society and university.</li></ul>March 2010 PS, MM, MPI<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />25<br />
  53. 53. Service & Product Development<br />Fundamental Research<br />Applied Research<br />DemonstrationPiloting<br />Market<br />Innovation Ecosystem: Action Space for Living Labs along the Technology Adaption Cycle<br />This the picture used by EU, showing how the role and activities of Living Labs are defined.<br />The broad innovation concept for Aalto will be developed.<br />User Involvement<br />Mainstream Users<br />Early Majority(Pragmatics)<br />Early Adopters(Visionaries)<br />Enthusiasts<br />Action Space for Living Labs<br />Living Labs:<br />User-driven open innovation involving all relevant players of the value network<br />Business-Citizens-Government Partnerships <br />Industry<br />Public & Private research funding<br />Venture Capital<br />Seed Money<br />Banks<br />Chasm**<br />Pre-Commercial Gap*<br />* MacDonald and Associates, 2004<br />** Geoffrey A Moore: Crossing the Chasm, 1999<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />26<br />
  54. 54. Aalto FactoriesMulti-disciplinary Opportunities<br />Expertise workshops, the first new platforms for collaboration within Aalto University:<br />Design Factory<br />Media Factory<br />Service Factory<br />Based on areas in which the three universities already co-operate.<br />The workshops are environments to<br />learn<br />teach<br />research, <br />co-create<br />Academic teams and students, as well as companies or communities work together.<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />27<br />
  55. 55. The Aalto Factory Park (AFP) is a strategic part of Aalto University’s eco-system aiming for deep and sustainable social, cultural and economic impact. It consists of thematic and multidisciplinary Aalto University Factories, which are platforms for synergic integration of research, education and innovation activities across Aalto’s disciplines in their focus areas (Knowledge Triangle perspective).<br />The core of the Aalto Factory Park Concept is the systemic orchestration of real-case operations using and integrating forefront research, learning and innovation activities through multi and interdisciplinary themes<br />Factories provide physical and virtual facilities, coaching and facilitation to increase collaboration between academia, industry, and society (Triple Helix perspective).<br />The following three factories are established:<br />Design Factory, Media Factory and Service factory <br />Aalto Factory Park Concept<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />28<br />
  56. 56. New Initiative in Finland: Strategic Centres for Science, Technology and Innovation*<br />Innovative role in strategic industry verticals:<br /><ul><li>Facilitate cooperation between science and business
  57. 57. Build stronger initiatives
  58. 58. Accelerate the creation of new business</li></ul> Contribution to the Finnish industrial innovation<br />Government &<br />Industry policy<br />SCSTI*<br />Industry<br />Universities<br />Source: Reijo Paajanen, TIVIT<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />29<br />
  59. 59. The Concept of Regional Innovation Policy: Developer Networks and Creative Tension Make the Difference<br />ASSESSING THE COMPETITIVENESS OF A REGION<br />Ståhle & Sotarauta 2002<br /> 1. Human capital<br /> 2. Innovativeness<br /> 3. Concentration<br /> 4. Infrastructures<br />REGION<br />Present conditions<br />Competiveness factors<br />Challenges<br />Competitiveness<br />GOALS<br />Attractiveness<br />10. IMAGE<br /> 5. Enterprises<br /> 6. Institutions<br /> 7. Living conditions <br /> and environment<br />Self-renewal<br />ability<br /> 8. Developer networks<br /> 9. Creative tension<br />Parliament of Finland, Committee for the Future<br />
  60. 60. Aalto & T3 Innovation Hub, Unique Globally :Future Is Based on Formula i  WB = T3 + e3<br />T3 development is based on the Strategy of the Helsinki Metropolitan Area: Integrating Otaniemi University Campus & Tapiola Garden City & Keilaniemi High Tech Business Community.<br />T 3<br />KEILANIEMI<br />OTANIEMI<br />Science and technology<br />Art and design <br />Business and economy<br />TAPIOLA<br />i = innovation; WB = well-being; <br />T3 = Tiede, Taide, Talous; Science, Art, Business<br />e3 = eettisyys, esteettisyys, elämyksellisyys; Ethics, Aesthetics, Experience<br />31<br />
  61. 61. Greater Helsinki Vision <br />“The capital region is a progressive world-class business and innovation centre bolstered by science, art, creativity, learning ability and high-quality services. The success of the area promotes the wellbeing of its inhabitants as well as that of all Finland. The metropolitan area is developed as a united, functional region with its surroundings closely integrated into nature, providing a comfortable place for living, learning, working and entrepreneurship.”<br />The four priorities of the Helsinki Metropolitan strategy are:<br />Improving top-quality education and know-how<br />Building good quality of life as well as a pleasant and secure living environment<br />Strengthening user-driven innovation environments and developing public procurements<br />Internationalization of the metropolitan area and its connection to global networks<br />Aalto T3 & Aalto Living Labs & Real Case approach are open innovation concepts <br />by means of which cities, enterprises <br />and their strategic partners<br /> implement the strategy of <br />the Metropolitan <br />region. <br />T 3<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />32<br />
  62. 62. Global Cooperation<br />The message of this book is based on the metaphor of several triangles in the front cover. The foundation and origin of the cultural growth is the human mind with the stem of the tree symbolizing lifelong learning. Its strong branches reach out to the three university missions: research, education and interaction with society. The blossoming flowers represent the solid base of creative synergies and collaboration, crucial for sustainable development: <br /><ul><li>knowledge triangle integrating research & education & innovation;
  63. 63. continuing education triangle integrating individual & university & employer;
  64. 64. triple helix integrating universities & industry & public sector. </li></ul>Markku Markkula<br />Aalto University<br />Societal Impact<br />33<br />
  65. 65. FinnSight 2015  Important Research<br />The following are two lists out of ten as the results of the FinnSight 2015. The work was organized through ten panels in the joint Academy of Finland and Tekes foresight project, which identified focus areas of competence. <br />Human Interaction Lay the <br />Foundation for Welfare:<br />human interaction, understanding and dialogue <br />multicultural competence <br />language and communications <br />lifelong learning and understanding <br />people and the media <br />human technology <br />human creativity <br />increasingly intelligent technology<br />Finnish culture as an area of competence.<br />Continuous <br />Learning Is Crucial:<br />neurological, cognitive, motivational and social basis of learning  <br />human technologies that support learning  <br />technology-based working and operating environments, management of mobile and distributed work <br />implementation of lifelong learning, the education system and informal learning (learning outside institutions) <br />civic skills and competencies, life control and social innovations.<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />34<br />
  66. 66. Aalto Conceptualizing & Mass Customization & Personalization (AMCP) with Different Perspectives<br /><<br /><<br /><<br />Different dimensions of the research space<br />Platform & Processes to be used in a tailor-made format<br />in each case<br />Different dimensions of <br />the learning space<br />Different dimensions of <br />the innovation space<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />35<br />
  67. 67. Aalto Plan to Increase Societal Impact<br />Research & Teaching<br />University-Industry Real Case Collaboration <br />in Aalto Factories (Design, Media, Service …), <br />Living Labs and Other Platforms<br />Social, Cultural & Economic Impact<br />Research & Teaching<br />Research & Teaching<br />R&D Focused on Innovation Concepts, Processes and Practices<br />R&D Focused on Lifelong Learning Concepts, Processes and Practices <br />R&D Focused on Foresight Aspects of Multidisciplinary Research<br />Research & Teaching<br />Markku Markkula<br />Aalto University<br />Societal Impact<br />36<br />
  68. 68. Technology Driven Innovation<br />Scope of <br />collaboration<br />Society<br />Customer needs<br />- Co-creators -<br />Corporations<br />From industry to service economy to sustainable society<br />Push<br />Solutions<br />- Customers -<br />Supply driven<br />Science<br />Societal urgency<br />37<br />© Synocus Group 2010-06-29<br />
  69. 69. Grand Challenge Innovation<br />Scope of <br />collaboration<br />Society<br />Pull<br />Customer needs<br />- Co-creators -<br />Demand driven<br />Corporations<br />Emergent, eco-concsious society<br />Solutions<br />- Customers -<br />Science<br />Societal urgency<br />38<br />© Synocus Group 2010-06-29<br />