The transition of innovation policy to system innovation policy in Finland
Raine Hermans, PhD, Adj. Prof.Head of Strategic ProgramsTekes
STRATEGIC CLUSTER POLICIES FOR NEW GROWTH
SHAPING STRATEGIC PARTNERSHIPS FOR THE TRANSFORMATION OF OUR ECONOMIES
Monday 12 May, 13.00 to 18.00, Brussels
Systemic innovation based on economic transformation
Adopted from Geels (2011)
Time
Innovations, entrepreneurship
Global challenges,’wicked problems’
RDIPlatformsInfrastructuresRegulationsTaxationConsumers, usersetc.
Futuresystem
Incremental innovations
System innovations
E.g. Urbanisation, Untraffic, No-DLs
E.g. Global warming, Emission reductions
Traffic regulation
Demo platformsEnergy infra, roads
System research projects
Innovative procurement
Traffic-as-a-service
Presentsystem
Services and intangibilityas value creators
Business models
Digitalisation
Naturalresources and
sustainableeconomy
Intelligentenvironments
Vitalityof people
Strategic research areasdetermined by the Strategic
Centres for Science, Technology and
Innovation
Focus areas
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Our vision is to enable a seamless and efficient flow of information, goods and people. By this end, new integrated mobility service solutions will be launched, based on standardized open interfaces.
It is almost impossible to achieve because transport system inefficiencies arepresently business for many organisations and industries, many old jobs will becomeunnecessary although many jobs are created, and we are acting in cilos.
Precedents of this idea include Kutsu+, Autolib, Über, TaxMobil, Suica, Pasmo-cards, Örum.
We will make this vision real by the end of 2016, by working with the following kinds of organisations:
Companies that are willing to operate in open ecosystems,Regulators that enable operations in open ecosystems,Payers of transport services that need to save 50% of the costs,Users that prefer high quality services (matching to the budget constraint),Research institutions that help us to see the forest out of individual trees.
The timing is right today due to technology and information potential, supportive international regulations (e.g. emission restrictions), and the economic reality that compels us towards the change.
Mobility‐as‐a‐service (NMT 2.0 GSM 2.0)
Mobility-as-a-service: from Nordic countries to global markets
Adopted from Geels (2011)
Time
Innovations, entrepreneurship
Global challenges,’wicked problems’
Smart trafficNMT 2.0RDI
PlatformsInfrastructuresRegulationsTaxationConsumers, usersetc.
Smart trafficGSM 2.0
Incremental innovations
System innovations
E.g. Urbanisation, Untraffic, No-DLs
E.g. Global warming, Emission reductions
Traffic regulation
Demo platformsEnergy infra, roads
System research projects
Innovative procurement
Traffic-as-a-service
Presentsystem
Mobility-as-a-service: from Nordic countries to global markets
Adopted from Geels (2011)
Time
Innovations, entrepreneurship
Global challenges,’wicked problems’
Smart trafficNMT 2.0RDI
PlatformsInfrastructuresRegulationsTaxationConsumers, usersetc.
Smart trafficGSM 2.0
System innovations
E.g. Urbanisation, Untraffic, No-DLs
E.g. Global warming, Emission reductions
Traffic regulation
Demo platformsEnergy infra, roads
System research projects
Innovative procurement
Traffic-as-a-service
Presentsystem
Tekes Programmes on Smart City and
Electric Vehicles
E.g. Tekes programmes on INKA Innovative citiesMin. of transp: Traffic lab
System research
Indicators: How to predict and measure the impacts
Adopted from Geels (2011)
Time
Innovations, entrepreneurship
Global challenges,’wicked problems’
RDIPlatformsInfrastructuresRegulationsTaxationConsumers, usersetc.
Incremental innovations
System innovations
E.g. Urbanisation, Untraffic, No-DLs
E.g. Global warming, Emission reductions
Traffic regulation
Demo platformsEnergy infra, roads
System research projects
Innovative procurement
Traffic-as-a-service
Presentsystem
Level 1: Companies
Level 3: Region/City
Level 2: Programme
Level 4: vision
Illustration of Mobility as a Service Ecosystem
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Suppliers
1 2 3
Information system services
Technology services
Business services
1
2
Customers, Subscribers, Payers Concept 9
Concept 5 Concept 6
Concept n
Concept 2
Concept 7
Concept n+1
Concept 3
Concept 8
Concept 4
Concept 1
Organization 1
Organization n
Organization n+1
Customers and their expectations as a starting point.Common understanding about values and concepts (i.e. speaking the same language)
Capability to handle interoperable concepts together.Forms ”Innovation platform” for new business models and services.
Business model formulated by various organizations.
Value and service networks formulated by various organizations.Value and service network related governance models.Service driven leadership and management practices.
Organization related activities (processes, development activities) and resources (personnel, information technology, other technology) behind services.
Organization 2
Customer Focused – Customer in the Middle
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Customers, Subscribers, Payers Concept 9
Concept 5 Concept 6
Concept n
Concept 2
Concept 7
Concept n+1
Concept 3
Concept 8
Concept 4
Concept 1
Organization 1
Organization n
Organization n+1Individuals
1
2
Services provided by third parties (technology
platforms, information technologies).
Service Providers
Organization 2
Content illustration of The Pilot Project Driven by Ministry of Transport and Communication
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User centricity and customers
Value Propositions
Capabilities
Information Systen Services
Application Portfolio
Actors
Skills
Processes
Business Services
Service Levels
Business Entities
Service Agreements
Information Systen Services
Service Levels
Service Agreements
Technology Services
Technology Portfolio
Service Levels
Service Agreements
Data Entities
Physical Data Components
"Standards"
Constraints Principles Requirements
Technical specifications
Trends
Markets
"Communities"
Business ecosystem and financial calculations
Customer Segments
Communication & Media (common content and messages for the audience)
Legal & Official Requirements (definitions in accordance with the law)
International cooperation and benchmarking
Approach – Definition of MaaS Ecosystem
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Value Propositions Capabilities Application
Portfolio
Actors Skills
ProcessesBusiness Services
Business Entities
Information Systen Services
Technology Services
Technology Portfolio
Data Entities Physical Data Components
The Pilot Project Workgroup (Communication & Media)
The Pilot Project Workgroup (Legal & Official Requirements)
The Pilot Project Workgroup (International cooperation and benchmarking)
Customers & Subscripers Business Activities Information Systems & Technologies
The Pilot Project Workgroup (User centricity and customers)
The Pilot Project Workgroup (Business ecosystem and financial calculations)
The Pilot Project Workgroup (Technical specifications)
"Standards"Constraints Principles Requirements
Target clarification based on intelligent traffic strategies. Customer expectation clarification based on use cases.Identification of content and relationships (examples).
Identification and definition of concrete business services.Identification and definition of service related processes, actors and skills.Identification of content and relationships (examples).
*
*
*
*) Contains Service Levels & agreements
Identification and definition of concrete information, information system and technology services.Identification and defintion of service related processes, actors and skills.Identification of content and relationships (examples).
Trends Markets "Communities"
3.1 3.2 3.3
Customer Segments
Market trends
Services and Intangible Assets Creating Value in Tekes Programs
10/2013
Scaling need-drivenand cross-cuttingservices globally
From cost-marginsto need-based
pricing schemes
Rapid expansionfrom the local testbed to the world
market
Local test bedsand markets
driving exports
Open innovationplatforms in global value
networks
Need-driven and cross-cutting
services tacklinggrand challenges
Integration of technology areas
and services
Smartstandardization of
cost-benefitmodels
Understandingneeds of the future user
Business
Main instruments
Change of the global value chains
Case: Tekes Technology and Ecosystem Access Program (TAP)
Raine Hermans, PhD, Adj. Prof.Services and intangibles
Forbid others to useyour technologies and core competencies, Big 500 own 70% of IPs
Technologies and competencies globallyavailable by a large
number of companies
Change in intellectual property mangement
Open innovation in globalecosystems:
Monopoly rights
High number of users and adopters
High price of licensing
Low number of users and adopters
Low price of licensing
Trade war with stocks of currencies:
Buy exlusive rights to use technology and knowhow to companies in selected
territories
Attempts to use and commercialize
Inventors and universities
To license the rights
A few licenses of knowhowand technology
Technology and Ecosystem Access Program (TAP)
TAP – Objectives
1. Fast track R&D
2. Low-cost R&D
3. Entry to new markets
Technology-Platforms-Plug-intechs
Knowledge-Specialists
-Complementary
competences
Networks-Customers-Systemicchange
Modified from Edvinsson and Malone 1997
Tekes TAP Survey: The needs for technology and know-how transfer relevant, or of potential future interest to the SME
0 100 200 300 400 500 600
Replace products being phased out
Increase range of goods and services
Develop environment‐friendly products
Increase or maintain market share
Enter new markets
Increase visibility or exposure for products
Reduced time to respond to customer and user needs
Needs for technology and know‐how transfer:Competition, demand, and markets
Tekes TAP Survey: The needs for technology and know-how transfer relevant, or of potential future interest to the SME
0 50 100 150 200 250
Improve quality of goods and services
Improve flexibility of production or service provision
Increase capacity of production or service provision
Reduce unit labor costs
Reduce consumption of materials and energy
Reduce product design costs
Reduce production lead times
Achieve industry technical standards
Reduce operating costs for service provision
Increase efficiency or speed of supplying and/or delivering goods or services
Improve IT capabilities
Needs for technology and know‐how transfer:Production and delivery
Tekes TAP Survey: The needs for technology and know-how transfer relevant, or of potential future interest to the SME
0 50 100 150 200 250 300 350 400
Improve communication and interaction among different business activities
Increase sharing or transferring of knowledge with other organisations
Increase the ability to adapt to different client demands
Develop stronger relationships with customers
Improve working conditions
Needs for technology and know‐how transfer:Workplace organisation
Tekes TAP Survey: The needs for technology and know-how transfer relevant, or of potential future interest to the SME
0 50 100 150 200 250
Reduce environmental impacts
Improve health and safety
Meet regulatory requirements
Other
Needs for technology and know‐how transfer:Other
Initiative to open innovation platform with somemultinationals: year 2005 – IPC patent classes
Matching needs and technology supply: SME needs in TAP and patents in open innovation platform TOP 20
0,00% 5,00% 10,00% 15,00% 20,00% 25,00%
Digital communication (Internet)Computer technologyTelecommunications
Environmental technologyElectrical machinery, apparatus, energy
MeasurementIT methods for management
ControlSurface technology, coating
Medical technologyMicro-structural and nano-technology
Audio-visual technologyOptics
Materials, metallurgyTransport
Basic communication processesMachine toolsBiotechnology
Civil engineeringSemiconductors
TAP %
Note: Only 2005 patents
0,00% 5,00% 10,00% 15,00% 20,00% 25,00%
Handling
Analysis of biological materials
Thermal processes and apparatus
Mechanical elements
Chemical engineering
Engines, pumps, turbines
Basic materials chemistry
Furniture, games
Food chemistry
Other special machines
Macromolecular chemistry, polymers
Other consumer goods
Pharmaceuticals
Textile and paper machines
Organic fine chemistry
Matching needs and technology supply: SME needs in TAP and patents in open innovation platform TOP
21-35
