Finnish “eLearning” Ecosystem and Internationalization - National Focus: Social Innovations “Innovations in learning and learning technology in the Nordic Region” LOD meeting 8.6.2005 TEKES, Helsinki Kari Mikkelä Executive Producer The Centre of Expertise for Digital Media, Content and Learning Services Finland www.learningbusiness.fi
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Finnish “eLearning” Ecosystem and Internationalization - National Focus: Social Innovations
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Finnish “eLearning” Ecosystem and Internationalization
- National Focus: Social Innovations
“Innovations in learning and learning technology in the Nordic Region”
LOD meeting 8.6.2005TEKES, Helsinki
Kari MikkeläExecutive Producer
The Centre of Expertise for Digital Media, Content and Learning Services
Finland
www.learningbusiness.fi
Knowledge and Learning IntensiveWork as main Indicator Of Success
Group work
Individual work
Knowledgesystems
Learningsystems
On-the-job information and decision
support services
Training andcompetence development
support services
Enhancement ofteam working, learning and
knowledge creation
Company information
and other shared knowledge resources
Communication (IP)& SW Systems
Learning-on-demand
CollaborativeWorking, Learning
and Innovation, Informallearning
Electronicperformance
support
Knowledgemanagement
Connected Competence
ITK: 7%
ITK: 60%
ITK: 14%
ITK : 19%
CONTEXT
What should be the new roles of public, private and educational sectors in the future? Where to invest educational and R&D funds? Which customers
Sosio-cultural compatibility(after 2000)• human/system -interface• learning situation/solution• balance of knowledge sharing• compatibility of new roles • learning/work/leisure time• acceptance of new learning and operational culture =change
Multi-disciplinary learning research (pedagogies, social, technology, business, psychology, brains, etc.)
RESEARCH
Case CICERO: THE Finnishlearning research network
RESEARCH
SYNOCUS:Capability Assessment in the “elearning” Customer
Organizations
SCOPE
Orchestrator
Management
Businessunit
Support unit
ToimittajaToimittaja
VendorBusiness
unitBusinessunit
CooperationC
oope
ratio
n
Cooperation
Support unitSupport unit
Cooperation
The aim is to analyze the interaction and cooperation between the orchestrator and the different interest groups.The results provide insight for capability building in the context of digital learning management.
Orhestrator
Vendors and
In-house resources
Addressable resources Total network
Value constellation
Resource-aggregator
The new role of the “eLearning” manager
Communitynurturer
Management
Support units
Business units
Customer
Offering
Offeringdesigner
Information, (money)
In-house organization
Core Capabilities
Internal
External
CustomersResourcesGenerative capability
• Innovation• Execution
Transformativecapability
• Offering design
Resource-integrationcapability
• Internal integration• External integration
Customer-interactioncapability
• Customer intelligence• Customer linking
Operationalcapabilities
Managerialcapabilities
Culturingcapability
Coordinationcapability
Businessmodelingcapability
= Distinctive capabilities
FENNIA CONSULTING :Finnish “eLearning”
Ecosystem
ECOSYSTEM
OWNERS
PERSON-NEL
CUSTO-MERS
AUTHORITIES
TECHNOLOGY PARTNERS/COMPETITORS
PUBLIC ORGANIZATIONS
SUPPORT SERVICES
FINANCIERS
TRAINING ORGANIZATIONS
CONTENT PARTNERS/COMPETITORS
MEDIA
Customer’scontact persons
Participants/IT personnelBoard/mgmt of the intl
company
Internet ecommercesties
IT systemintegrators
Suppliers of programmingservices
Research institutes
Professional organizationsand unions
Suppliers of news services
Software suppliers
Part-timers and freelancers
Continuous workas subcontracting
Ownemployees
Other ministries (Education, Labour etc.)
Culminatum
Tax authorities
Ministry of Tradeand Industry
Participatingventure capitalists
Partners/owners
Potential new shareholding partners Decision makers/
Purchasers
Book stores
TEKES
Passive owners
Occational workas subcontracting
Work for hirecompanies
Potentialemployees
Media companies
Citizens
TE-CentresFinnvera
Universities
Polytechnicsand vocationalinstitutions
Intl media
Industry’smedia
Courts of law
Law firms
Management consulting
PR, communicationsand advertising
Business angels
Current financiers
Chambers of Commerce
Company-specificcontent partners
Media servicescompanies
Import companies in specific industries
Internet companies
Stockexhanges
Banks and otherfinancialinstitutions
EndusersParent and/or
subsidiaries
Diges
EU projects
EU structural funds(e.g. ESR, EAKR)
TechnologyIndustries of Finland
Recruitingservices
Alumni
Schools
Other personnelin customerorganizations
National media
Other SME eLearningcompanies
Head hunters
Finpro
Intl venturecapitalists
Other intlfinancialmarkets
Itnl locationsof customerorganizations
Intl parents of customerorganizations
Related industries and networks of customerorganizations
Foreign researchinstitutes and organizations
Foreignuniversities
Multinationalcontent producers
SATU
Related intlorganizationsand networks
Foreign locations and networks of support servicesorganizations
IT equipment and software stores
Company’spersonnelabroad
Nordic financiers(Nopef, NIB, NICe)
EU financialinstitutes (e.g. EIP, EIF)
Incubators
Foundation for Finnish Inventions
Sitra
FinnishIndustryInvestment
Association of FinnisheLearningcenter
Potentialmanagers
Multinational technologycompanies
Publishers
eLearningunits of largecompanies
EU networks (EIfEL, ELIG etc.)
TIEKE
Private trainingorganizations.
Teleoperators
Potential boardmembers
Organizers of export rings
SME Foundation
TRADI-TIONAL DISTRI-
BUTORS
ECOSYSTEM
”eLearning Ecosystem”
Core: The Board and management of the internationalizing company, which is the key decision maker on strategy and internationalization within the limits set by shareholders’ vision and risk-taking capability.
1. level: The ”Partnering level” actively involving in company’s operations, mainly own personnel, partners, active shareholders and (hopefully) customers’ contact persons.
2. level: The traditional ”Industry level”, including among others direct competitors and customer’s personnel participating in decision making, other eLearning companies,
3. level: ”Cluster level”, including companies and public organizations with continuous involvement in the field such as Nokia, Culminatum, TEKES and Finpro.
4. level: ”Ecosystem level”, Parties who have occasional and situation specific influence or do not have an active role in the industry, but are available when needed and important for the existence of the business environment
5. level: “International actors level”, which may operate as one link to the business ecosystems in the target markets.
IC INSIGHT
Utilization of Intellectual Capital in “eLearning” context
within Organizations
Basic Theory of Human Performance
x xCompetence
MotivationWorking
Environment
HumanPerformanc
e=
Research SettingGoal:• To determine what is the utilization rate of
intellectual capital in ”eLearning” professionals’work
Target organizations:• Multinational Companies (300 respondents)• Suppliers (200 respondents)• Public and support organizations (200
respondents)Earlier research findings:• Human Potential Index is able to explain 20-30%
of fluctuations in profitability between the business units.
A Complex Model“A Complex Model”
(Structural Equation
Model) gave us
- Key Human Potential
Indicators
- Evidence that these
indicators do have some
linear relationship with
profitability
Human Potential Index
More information: <http://www.icinsight.com/>
Self-organization relies on four basic mechanisms according to Bonabeau, Dorigo and Theraulaz (1999):
• Multiple interactions between the actors in the system. Self-organization is not optimal if the actors do not interact with each other. Self-organization is a basic requirement for the next three mechanisms.
• Positive feedback. These are rules that govern the creation of a structure by amplifying certain behaviors.
• Negative feedback. This feedback counterbalances the positive feedback.
• Amplification of random fluctuations. To facilitate the discovery of new solutions (e.g., new working activities), and to prevent convergence of suboptimal solutions (so-called suboptimal convergence) when better ones are available. Some randomness in the behaviors is crucial in a self-organized network.
Our role: Facilitating self-organization
www.learningbusiness.fi
Thanks, if you like to have moreinformation about Finnishdigibusiness activities, pleasecontact…Kari MikkeläExecutive ProducerDigital Learning Services