3GSP, Ilkka Kakko 3GSP – third generation science parks Discovery consists of seeing what everybody has seen and thinking what nobody has thought Albert Szent-Gyorgyi
3GSP, Ilkka Kakko
3GSP – third generation science parks
Discovery consists of seeing what everybody has seen and thinking what nobody has thought
Albert Szent-Gyorgyi
3GSP, Ilkka Kakko
Emergence of regional knowledge ecosystems *)
• Focus on dynamics of interaction between organizations and various innovation communities
>> “Networks” – the challenge is to specify “networks” and how they operate
>> CNO (Collaborative Networked Organizations) theoretical approach and methodologies will help to understand
• 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
>> how to manage the flow of information (vs stocks of information)
• To understand how organizations and ”none institutional elements” perform in hyper-connected environments
*) Ref: Institute for the Future report ” Future Knowledge Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009
3GSP, Ilkka Kakko
Technopark scenarios *)
1) Science and Technology Parks 3.0
”Slow progress, existing institutions, no radical change in the structure or management”
2) The Rise of Research Clouds
”This is closest to our 3GSP thinking, flexible and smaller interconnected units will emerge, coworking and open innovation gain momentum”
3) Dematerialized innovation
”Technoparks will loose their influence and status, new structures will replace them”
* ) Ref: Institute for the Future report ” Future Knowledge Ecosystems – The Next 20 Years of Technology-Led Economical Development”, June 2009,
3GSP, Ilkka Kakko
• 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, non profit institutions and government agencies. In 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 parks too rigid or too business like. 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
• ,
3GSP, Ilkka Kakko
New innovation landscape – a challenge for science parks *)
• 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 principles and the importance of social capital creation is widely understood
• The rise of new forms of individual entrepreneurship and the power of communities
== > Vital innovation activities are happening outside the walls of traditional STPs • Continue….
3GSP, Ilkka Kakko
New innovation landscape – a challenge for science parks *)
• A new approach is needed à 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/
• ,
3GSP, Ilkka Kakko
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)
3GSP, Ilkka Kakko
Professional Virtual Community - PVC
• PVC is an alliance of professional individuals that aim at being prepared for collaboration under a business perspective, 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
3GSP, Ilkka Kakko
The challenge for technoparks = innovative networks
Existing innovation environments like technoparks are serving a traditional structure based on institutions and individual companies
• Supporting start ups by incubation activities
• More emphasis on pre-incubation stage needed
• Technology oriented and research based R&D in focus
• More cross disciplinary teams, wider competence basis needed, ”soft sciences” and ”users as developers”
• Strong connectivity with regional development bodies
• Global connections in harvesting the networks of individuals and related communities, ways to create ”sticky knowledege”
è To summarize the new challenges, let’s examine closer the elements and interconnectivity in CNO business ecosystems
3GSP, Ilkka Kakko
Training Camp in February 2004
Kuva: Jaakko Kilpiäinen
“Open universe” of organizations
Getting ready to collaborate1.a
VO BreedingEnvironment
VO
VOCreationin VBE
1.b
•Cooperation agreement•Common infrastructure•Common principles•Base trust
•VO planning•VO partners selection•Fast contract negotiation•VO setup
2 Open VO creation•Wide partners’ search & selection•Establish common infrastructures•Common principles•VO planning•VO partner selection•Collaboration agreement•Contract negotiation•VO setup•Base trust
CollaborationOpportunity
Ready to collaborate !
Goal-oriented
© ECOLEAD Hamideh Afsarmanesh
3GSP, Ilkka Kakko
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
3GSP, Ilkka Kakko
The timeline for 3GSP development
2002 2008
2014
3GSP, Ilkka Kakko
The main characteristics of 3GSP
• Focus on supporting innovation activities on individual and CNO level, vibrant communities and creation of social capital are fundamental
• ”glocal” - local, but with access to global competence pools
• Facilitating activities and enabling the creation of new combinations of competences
• ”Oasis type cocreating and coworking space” as an elementary part of physical facilities
• Extensive use of virtual community platforms – social media and tailored software (like GLOW in Oasis)
3GSP, Ilkka Kakko
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
3GSP, Ilkka Kakko
© Lee Fleming 2004 /HBR November 2004
Diversity and Value of Innovation
3GSP, Ilkka Kakko
Characteristic Project Management Serendipity Management
Approach Project Journey, exploration
Type of innovation Directional Intersectional, sustainable
Type of human resources Homo faber Homo ludens, Homo aestheticus-informaticus, Homo creativus
Organisation Fixed in the beginning Flexible during the process
Focus Effective process Best possible result in the end
Structure Closed innovation Open innovation
Mission Goal decided in the beginning Vision decided in the beginning
Competence search While defining the project Training camp approach
Resources, time schedule Fixed Flexible
Management style Command and control Connectivity and collaboration
© Kakko & Inkinen, Science and Public Policy, 36(7), August 2009, pages 537–548,
DOI: 10.3152/030234209X465570; http://www.ingentaconnect.com/content/beech/spp
3GSP, Ilkka Kakko
3GSP, Ilkka Kakko
GLOW Mindworks Ltd., Tilamedia TM 2005 Virtual collaboration platforms are
used in 3GSP network to:
• Expand social networks
• Provide profiles with skills and wills
• Search for individual competence
• Enable fast and easy interactions between community members present or on-line
• Support collaboration between community members
• Facilitate serendipitous interactions
• Create new connections and combinations of competences
Mindworks Ltd., Tilamedia TM 2005
3GSP, Ilkka Kakko
Thank You! Further information:
Oy Karostech Ltd, www.globaloasis.fi, www.3gsp.fi
Contact person: Ilkka Kakko
E-mail: [email protected]
+ 358 50 536 2941
Twitter: Serendipitor
Blog: www.respectserendipity.com
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