The document discusses the concept of Collaborative Networked Organizations (CNOs) and their vital role in reshaping regional innovation systems and technology parks amid emerging global trends. It emphasizes the need for a holistic approach to innovation management, focusing on connections and interactions within dynamic regional ecosystems and the increasing significance of freelance and coworking movements. The text outlines challenges faced by traditional science and technology parks and suggests the emergence of a new generation of innovation spaces that prioritize collaboration and adaptability to enhance regional competitiveness.

1. CNOs A challenge for traditional innovation environments Discovery consists of seeing what everybody has seen and thinking what nobody has thought Albert Szent-Gyorgyi

2. Content of the presentation Introduction to Collaborative Networked Organisations (CNOs) – separate ECOLEAD presentation © Martin Ollus II. Emerging realities of global innovation landscape III. Challenges for the regional development and innovation management IV. Vital elements to support dynamic CNOs V. 3GSP approach and Oasis way of working Q & A

3. II. Emerging realities of global innovation landscape

4. Trends setting the context for technology regions and research parks over the next 5-20 years.*) Economy & society From Free Markets to Stimulus Capitalism The Group Economy Ecological Economics come from Age Science & Technology 4. Biology by Design, Nature as Source and Code 5. Ubiquitous Computing 6. From Artificial Intelligence to Hybrid Sensemaking 7. The New Scientists 8. Science Institutions Transformed ……

5. Trends setting the context for technology regions and research parks over the next 5-20 years.*) Models and Places for R&D New Global Map of Science Lightweight Innovation Universities: From Ivory Tower to Economic Engine From Knowledge Diffusion to Sticky Know-How The Social Life of Small Research Spaces From Research Parks to Regional Knowledge Ecosystems * ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

6. Emergence of regional knowledge ecosystems *) Focus on dynamics of interaction with each other and new “none institutional elements” >> “Networks” – the challenge is to specify “networks” and how they operate >> CNO theoretcial approach and methodologies vital A holistic approach – focus not on isolated activity (inside a company or cluster) but what happens within specific firms and clusters as a cohesive system >> ecosystem thinking To understand how organizations and ”none institutional elements” perform in hyper-turbulent chaotic environments *) Ref Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org / iasp

7. Emergence of regional knowledge ecosystems *) Innovation management bodies (like STPs and Regional Devepoment agencies) traditionally providing services >> now actively managing activities and knowledge creation >> CNO theoretcial approach and methodologies vital Scientific knowledge and tools available anywhere “on demand” because of scientific and technology bloggers, social media, virtual collaboration platforms and innovation intermediaries >> regional ecosystem elements that provide the capasity repeadetly re-inventing the cluster is paramount More emphasis on creativity mechanisms that link local assets to global competence and markets in ways that create value To include informal networks that stretch far beyond the major regional institutions of today *) Ref Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org / iasp ,

8. Respect Serendipity Kuva: Jaakko Kilpiäinen See you in netWork Oasis! © Henry Chesbrough, 2008

9. Emergence of freelancer entrepreneurship and coworking movement Freelancer entrepreneurship 16,2 % of European workforce are self-employed (2004) The number of self-employed rose 22 % in UK from 2002-2009, to 2,3 million people Gen Y start ups – but also 60 + start ups! Coworking movement The number of coworking spaces is rocketing In 2005 only a few existed in the whole world - one of the first ones was FlexLab in Joensuu Finland  now 820 globally (May 2011) The increase in numbers just between February 2011 – May 2011 was 17 % according to http://www.deskmag.com/en/820-coworking-spaces-worldwide-statistics

10. III. Challenges for the regional development and innovation management

11. STP scenarios *) Science and Technology Parks 3.0 Incremental change adds up Universities as catalysts Parks as Living Labs for sustainability Bringing Biotech and Big Pharma Closer Together A Spur on the Science 2.0 *) * ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

12. STP scenarios *) 2) The Rise of Research Clouds Disruptive Competition from outside An Oort cloud around universities A crucible for new institutions and networks Parks hobbled high-energy infrastructure puts parks at a disadvantage Lightweight approaches push biotech R&D in productive new directions * ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

13. STP scenarios *) 3) Dematerialized Innovation Research parks in decline Universities retreat to the ivory tower Parks as event spaces Costly energy pushes R&D into cyberspace Biotechnology stagnates * ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

14. Strategic implications *) Building biomedical places: From Silicon Valley to Biopolis Building responsive universities Future business models: from products to services Rewards for grand visions Making know-how sticky Working at the very large and very small scale simultaneously Cultivating a regional knowledge ecosystem …… * ) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp

15. Strategic implications *) Leadership for the ”Long Now” From managing dirt to manging activity Re-assessing assessment tools Developing brands *) Ref Institute for the Future report ” Future Knowledege Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009, www.iftf.org/iasp Some comments of experts regarding the different STP scenarios *) *) Ref: An Independent Supplement from Mediaplanet distributed within the Wall Street Journal, December 2009

16. Science and Technology Parks 3.0 NC State’s Centennial Campus has the real feel of a community, with condominiums, a middle school and a golf course adjacent to university academic “neighborhoods,” private corporations, nonprofit institutions and government agencies. IIn coming decades, this greater interweaving of research parks with their communities might indeed become the standard paradigm.” James Zuiches, vice chancellor for extension, engagement and economic development at North Carolina State University in Raleigh, USA Research Clouds “ Research parks should work on trying to increase the diversity among their clientele. So far, it looks like science parks are no longer very attractive to the younger generation. Young people feel they are too rigid or too businesslike. They like this more relaxed environment. You have to develop methods for “serendipity management” and “open innovation” to discover ways to best facilitate the ad hoc collaborations. Otherwise it will happen in coffee shops and bars.” Ilkka Kakko, Managing Director of Karostech Ltd, Finland The decline of STPs because of their unability to match the needs of new era “ Collaboration is not often pretty, It’s rarely easy to understand. You can’t pass a rule that says, Tomorrow we’re going to collaborate. It has to become embedded in the culture.” Rick Weddle, President of Research Triangle Park, NC, USA ,

17. New innovation landscape – a challenge for science parks *) The complexity of traditional organizational structures The increased market requirements for flexibility call for better usage of resources and connectivity to global competence pools. The key players in a new innovation landscape are truly nomadic and well inter-connected They work and live in a world powered and inspired by CNOs Open innovation and social entrepreneurship widely used Value paradigm …. Company values <> personal values … “downgrading, slow life etc” …. The rise of new individual entrepreneurship == > Vital innovation activities are happening outside the walls of traditional STPs Continue….

18. New innovation landscape – a challenge for science parks *) A new approach is needed  third generation of science parks (3GSP). The 3 GSP environment encourages diversity on all layers and respects serendipity, even a new management paradigm - serendipity management – is emerging. The competitive edge for 3GSP is: To attract nomadic talent To be able to create sustainable professional communities To be able to harvest the innovation potential in more fruitful way To be able to create ”sticky knowledge” in order to maintain and improve regional competitiveness *) Ref http://blogs.america.gov/ip/2010/03/05/new-innovation-landscape-a-challenge-for-science-parks/ ,

19. IV. Vital elements to support dynamic CNOs

20. Virtual Organisation Breeding Environment - VBE VBE represents an association of organizations and number of related supporting institutions, adhering to a base long term cooperation agreement, and adoption of common operating principles and infrastructures, with the main goal of increasing their preparedness towards rapid configuration of temporary alliances for collaboration in potential Virtual Organisation. Namely, when business opportunity is identified by one member (acting as a broker) a subset of VBE organizations can be selected to form a VE/VO. (Camarinha-Matos&Afsarmanesh 2008)

21. Professional Virtual Community - PVC PVC is an alliance of professional individuals, and provide an environment to facilitate the agile and fluid formation of Virtual Teams (VTs) similar to that what VBE aims to provide for VOs. (Camarinha-Matos&Afsarmanesh 2008) Three dimensions: social, knowledge and business Physical space Virtual platform

22. The challenge for innovation environments, VBE & PVC Existing innovation environments are serving a traditional company based structure: Supporting start ups by incubation Technology oriented and research based R&D Strong connectivity with regional development bodies To summarize the new challenges, let’s examine closer the elements and interconnectivity in CNO business ecosystems

23. Training Camp in February 2004 Kuva: Jaakko Kilpiäinen © ECOLEAD Hamideh Afsarmanesh

24. Training Camp in February 2004 Kuva: Jaakko Kilpiäinen © ECOLEAD, Santoro, Bifulco

25. Universities Research Centres Consultancy Companies Education Standard Professional Services Basic Research Applied research Lifelong Learning New Methods Innovation driven New Knowledge PVC The PVC positions itself at the intersection of the traditional actors value proposition, with whom the PVC is intended to collaborate instead of competing. VT Clients: Enterprises needing Knowldege based services KR 4.2 PVC BUSINESS MODEL © ECOLEAD, Roberto Santoro

26. © ECOLEAD, Roberto Santoro

27. BREEDING ENVIRONMENT NEEDS HUMAN INVOLVEMENT =GARDERER INHERITANCE TACIT KNOWLEDGE =SOIL AND NUTRIENTS FACILITATION =FERTILIZER IPR- STRUCTURE =STICK CAPITAL =WATER EXPERTISE =SUNLIGHT IDEAS =SEED FOCUSING = KILLING THE WEED HUMAN INTERACTION =CROSSPOLLINATION © Kakko I & Salminen V, 2009

28. V. 3GSP approach and Oasis way of working

29. The history and vision for 3GSP approach 2002 2008 Oasis –idea is born netWork Oasis opens in Joensuu Science Park 2006 Karostech founded and Global Oasis Network concept 2014 3 GSP launch in IASP World Conference 2009 3GSP operations

30. The vital characteristics of 3GSP Focus on supporting innovation activities on individual and CNO level ” glocal” - local but with access to global competence pools Managing activities and creation of new combinations of competences Network Incubation Serendipity Management ” Oasis – like cocreating space” as an elemental part of facilities Extensive use of virtual community platforms – like GLOW in Oasis case

31. Vital elements of Oasis philosophy Diversity: “ Connecting generations” Combining Arts, Science and Business Multidisciplinary approach Serendipity: Intersectional innovations Ad-hoc interactions “ Expect the unexpected” FlexLab opening in Joensuu Science Park, September 2004

32. © Lee Fleming 2004 /HBR November 2004 Diversity and Value of Innovation

33. © Kakko & Inkinen , Science and Public Policy , 36(7), August 2009, pages 537–548, DOI: 10.3152/030234209X465570; http://www.ingentaconnect.com/content/beech/spp Connectivity and collaboration Command and control Management style Flexible Fixed Resources, time schedule Training camp approach While defining the project Competence search Vision decided in the beginning Goal decided in the beginning Mission Open innovation Closed innovation Structure Best possible result in the end Effective process Focus Flexible during the process Fixed in the beginning Organisation Homo ludens, Homo aestheticus-informaticus, Homo creativus Homo faber Type of human resources Intersectional, sustainable Directional Type of innovation Journey, exploration Project Approach Serendipity Management Project Management Characteristic

34. netWork Oasis as an element of 3GSP 1200 square meters in Joensuu Science Park, in operation since December 2006 Specifically designed areas and rooms for various working, learning and development tasks netWork Oasis environment is designed to nurture creativity and innovativeness at the individual, working community level and CNO levels Clearly differentiable working spaces suitable for different types of activities ” GLOW” enables users to be virtually part of the Oasis community Database of users’ knowledge, skills and their special willingness and motivation potential i.e. skills & wills, forms an unique pool of competence

36. GLOW is used in Global Oasis network to: Expand social networks Provide profiles with skills and wills Search for individual competence Enable fast and easy interactions between Oasis members present or on-line Support collaboration between Oasis members Facilitate serendipitous interactions Create new connections and combinations of competences GLOW Mindworks Ltd., Tilamedia TM 2005 Mindworks Ltd., Tilamedia TM 2005

37. Thank You! Further information: Oy Karostech Ltd, www.globaloasis.fi , www.3gsp.fi Contact person: Ilkka Kakko E-mail: Ilkka.kakko@globaloasis.fi + 358 50 536 2941 Skype: ilkka.kakko Twitter: Serendipitor In LinkedIn: Third Generation Science Parks – 3GSP: http://www.linkedin.com/groups?gid=1975471&trk=myg_ugrp_ovr In Facebook: Serendipity Management: http://www.new.facebook.com/group.php?gid=6655331989