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

have the brightest future ?

Orchestration Support for the Ecosystem

E-learningvendors

-Producers-Services -Contents-Technologies

Usergroups

-Public bodies-Companies-Educational institutions- Innovating individuals

Knowledge Creation and

Sharing-Private research -Public research centres-Universities-Innovating individuals

FinnishDigibusiness.fi

& NationalConfe-rence

© Kari Mikkelä, DLS CoE, 17.9.2003 v. 2.7

Ena

bler

vs.

Reg

ulat

or

National public organisations:

Policies, interventions and financing

International communities

-Selling-Partnering -R&D financing (Nordic&EU)-Knowledge sharing

Research&Development

Multi-disciplinaryresearch &

development

BusinessSupport Service

ClustersBuying vs. S

upport

Knowled

ge vs

. Solu

tions

Export vs. Import

Pilotbusiness

cases

Customerorganisations

Supply vs. Demand

Theory vs. practice

Global vs. Local

Services vs.Content

Finland as an Innovator vs. Exploiter

MNCs followed by2. Wave Customers

R&DForum &Network

Industry Group &Development Prgm.

Byersguide &training

TEKESTULI, VC

R&D & IndustryRound Tables,

with FVU supportunit

LoD, Eureka,IST NoE

Surveys, Business Intelligence

Unions,Policy making

Gov. Prog., Ministries

VVMPromotion,clustering

FRAMEWORK

Lea

rnin

g C

onte

nts

Lea

rnin

g C

omm

uniti

es

Personal Services

Digital Products

ICT

KISA

Learning andknowledge

materialsValue-added

services forbusiness develop-

ment

MEANINGFULSUBSTANCE

CONTEXTUALFIT OF SOLUTION

One-to-oneOne-to-many

Standard

Unique

Technology

Human

Resources Processes© Kari Mikkelä, DLS CoE, 6.1.2005 v. 2.13

“Digitally enhancedservices supporting

learning and business

development”

Businessprocesses and systems

Socialcognition

and networks

Learning and other business competences

Knowledgecreation and fertilisation

processes Customer

organisationsKnowledge & Expertise

SCALING ANDAUTOMATION

Operational models andbusiness concepts

for services

Infra-structure

sup-port

.

Ser-vicetools

Enablingtechnologies andinfrastructuresfor learning and knowledgeworking

COGNITIVE ANDEMOTIONALFLEXIBILITY

Human support forlearning process

or knowledge acquire

Learningand workingapplicationsand systems

Linear content

Open-ended Content

Cyclical Content

Resources

Systems

Processes

Actors

Industria-lization

Mass-Customization

Tailoring

VALUE ADDED?

Kaplan & Norton: Strategy Maps

Financial Perspective– Cost Structure: Kone Oy, Global

Virtual Meeting Service, Centra– Asset Utilization: Finnair, Flight

Simulator Training Service– Revenue growth: CISCO, Support

for Sales People, Mainly own technology

– Customer Value: Nokia TETRA User Training, Mediamaisteri

Customer Perspective– Cost: Digital Manuals/Internet Support of ICT

companies, PolarElectro etc.– Quality: Teleware, Blended ICT Courses – Prices

20% Up!– Availability: Defence Forces Training Portal, Large

Vendor Consortia– Selection: Sampo’s Bank and Insurance Services

Support, Discentum– Functionality: Aventis, Insuline Pen Edugaming,

Apprix– Service: Virtual Tax Institute, Finnish Taxation

Offices, HCI Productions– Partnering: Hautra - Induser – Humap Value Chain

Support– Brand: Investor Relationships Service for MNCs,

GoodMood

Internal Perspective– Operation mngt processes Decision

Support for Top Executives, SitraEconomical Politics Game, R5Vision

– Customer mngt processes: SaimatecPaper Machine Training, DataFisher

– Innovation processes : Weak Signals Future Research Processes , Fountain Park

– Social processes : Customer networking within Ministry of Social Affairs, Webfellows

Learning and Growth– Human Capital

• Skills: Sales Simulator, EverScreen• Knowledge: HYKS, Radiation Certificate for

Doctors, Prewise• Attitudes: Occupational Health, 3T Ratkaisut

– Information Capital• Systems: Digital Loaning System for Libraries, Ellibs• Knowledge repositories: Accenture Knowledge

Mngt• Networks: State University of California, Networked

Language Labs, SANAKO – Organisational Capital

• Culture: Organization Culture at Andritz, Talent Vision

• Leadership: Change Mngt, Humap• Alignement: Operational process interfaces,

Vistalize• Teamwork: Collaborative research based learning

on the net, FLE3, UIAH

© Kari Mikkelä 2000 and ECOLE, HUT, 1997

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

Cultural frame ?

Structural compatibility(before 2000)

•learning event, content, technology, services

• interfaces, standards• agreements, IPR• organisatinal strategies•alliances, networks, win-win

Technological frame ?

SOCIAL INNOVATIONS!

eServices Ecosystem Development Model

ForestCluster

HUT, DIP

IndustrialServices Cluster

HyvinkääPublic OrganisationsCluster

VM, TITU

AutomationCluster

Hermia, KoneEducational ServicesCluster

Espoo,WSOY?

Ecosystemand Export

InternationalBusiness Concept

& networks

CapabilitiesBuilding Usage signals Customer

EPSS

Metal ProductsCluster

Synocus,?

Well-being ServicesClusterCulmius

KIBSCluster

East Europe

MNCClusterGENRE

Fennia Con. LTT Synocus FountainPark? TITU

LOD Tre OTAe K2 Eureka EPPS CeLC eLIG SVY

eOPPi JY Kou eLC e.oppi.net LB.fi R&D forum AMI PerSE

VENDORSFORUM

R&D Network

SUPPORTSERVICESnetwork

PEOPLE

MINI-CLUSTERS

CUSTOMERORGANI-SATIONS

OTAe

TKKLearningbusiness.fi (intra, extra, internet)

LTT

ServiceCluster

Helsinki Region Performance Improvement (Development) Forum (LEARN, DIP)

ServiceConcept

HCI

USERCOMMU-NITIES

COREPARTNERS

InternetService

© Kari Mikkelä, DLS CoE, 6.10.2004 v 1.3

CICERO, University of Helsinki:

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

+358-50-500 4048kari.mikkela@culminatum.fi

Hämeentie 153 A, 7. Floor, FIN-00560 Helsinki