This document summarizes a collaborative networks symposium on ambient assisted living and connected health. It discusses three main themes: 1) Whether an all-island entity could investigate opportunities in this area and be relevant to stakeholders. 2) Whether success is impossible due to a lack of understanding stakeholders and users. 3) Whether enough is known about users' functional, emotional and financial challenges to support their quality of life. It emphasizes understanding users and involving diverse stakeholders to develop holistic solutions.

1. Collaborative Networks in Ambient Assisted Living and Connected Health Symposium Concept Generation ‘Working’ Dinner- Summary and Perspectives September 2010

2. The Themes THEME A: ENTITY THEME B: STAKEHOLDERS/CUSTOMER THEME C: WALK IN THE SHOES OF……….. Copyright Katawave © 2010 2

3. ENTITY- Characteristics of responses All Island/Team Ireland Action oriented Involvement of broad stakeholder group User as core Access Become the ‘first choice’ ‘no 1’ option for user centred R&D in this space Market focused Copyright Katawave © 2010 3 FUNDAMENTAL QUESTION 1: IS IT WORTH INVESTIGATING IN DETAIL THE POSSIBILITIES OF AN ALL ISLAND ENTITY AND ITS RELEVANCE TO KEY STAKEHOLDERS?

4. STAKEHOLDER/CUSTOMERS- Characteristics of responses A diverse range of stakeholder groups have differing interests and drivers In order to develop fully rounded, useful solutions the diversity of stakeholder interests must be understood A fundamental understanding of users in this space is in its infancy Copyright Katawave © 2010 4 FUNDAMENTAL QUESTION 2: IS THE POSSIBILITY OF SUCCESS IN THE MARKETPLACE ALMOST IMPOSSIBLE DUE TO THIS LACK OF STAKEHOLDER AND USER INSIGHT?

5. Walk in the shoes- Characteristics of responses There are nuances and different characteristics of users in this space Solutions should be holistic and not necessarily with a primary technology focus The role of community, family and friends and understanding these dynamics is key to end to end solutions All lot of the core technologies exist that will solve numerous user problems. Important to look at the total system in order to develop relevant solutions Copyright Katawave © 2010 5 FUNDAMENTAL QUESTION 3: DO WE KNOW ENOUGH ABOUT USERS FUNCTIONAL/EMOTIONAL/ and FINANCIAL CHALLENGES TO SUPPORT THEIR QUALITY OF LIFE AND WELL BEING?

6. Some perspectives Copyright Katawave © 2010 6

7. Innovation is the commercial exploitation of change It does not qualify as innovation in a business context until an organisation is profiting from its existence

8. Challenges Copyright Katawave © 2009 8 Product (VoP) Customer (VoC) Desirable Functional Evolved Free Perfect (for me) Now Organisation (VoO) Growth Profit Margin Shareholder value Regulation (VoR) Safe Green Legal 4-Oct-10

9. Ireland versus Samsung US patents 2000-2008 Samsung Irish inventions In the last decade, Samsung has generated over 10 times the total number of patents as the whole of Ireland .

10. 珍道具 Chindōgu The Japanese art of invention 4-Oct-10 Copyright Katawave © 2009 10

11. 4-Oct-10 Copyright Katawave © 2009 11

12. 4-Oct-10 Copyright Katawave © 2009 12

13. 4-Oct-10 Copyright Katawave © 2009 13

14. Chindōgu are described as ‘unuseless’… …they cannot be regarded as ‘useless’ since they do actually solve a problem 4-Oct-10 Copyright Katawave © 2009 14

15. Vcorp™ Performance Curves Copyright Katawave © 2010 15 Technical Performance (S-Curve) Commercial Performance The interplay of these curves links innovative activities directly value and growth Level of Innovation Performance Innovation Sweet spot Growth Sweet spot Time

16. Our research shows that of the innovations that become commercially successful: 85% solve a contradiction 15% add a feature or benefit

17. Trade-Off versus Breakthrough High Quality and Low Cost Affordable and Customized First Cost and Life Cycle Cost Flexible andRigid Big and Small Adaptor and Innovator A and B High Quality or Low Cost Affordable or Customized First Cost or Life Cycle Cost Flexible or Rigid Big or Small Adaptor or Innovator A or B 4-Oct-10 Copyright Katawave © 2009 17

18. Product/Service failures Co-ordination Market Demand 5% Means of Production 15% 30% Route to Market AFTER Business Model Complementors DURING BEFORE BEFORE DURING Experience AFTER Brand Channel Network 30% 20% Means of Production Co- ordination Route to Market Market Demand More Ideal Product/Service More Ideal Product/Service Copyright Katawave © 2010 18