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Transforma)onal Value-‐Crea)on Through Network Orchestra)on
28 September 2011
Martha G. Russell, Stanford University Presenta)on on March 27, 2012 to Danish adver)sing execu)ves
© Martha G Russell, all rights reserved, 2011
• Transformative Value Creation in Your Innovation Ecosystem Network – Forces Affecting Today’s Work Environment
• And the skills to go with them • Program, sector, region, country
– Levers for Knowledge Network Productivity – Guidelines for Network Orchestration
Martha G Russell
• Public-private partnerships – for science, technology & development – Tecnopolis, MAMTech, IC2 Institute, Incubators linking SMEs to Value Chain,
CSATA, Agricultural Experiment Station, UNIDO
• Research consortia: University – Industry IDR Research initiatives for education, research and outreach
– Microelectronic and Information Sciences Center – Center for the Development of Technology Leadership – Burnt Orange Productions – IC2 Institute (Innovation, Creativity, Capital) Think and Do Tank
• Startups in – Genetic engineering for cyclodextrins, Needleless injection, Aquaculture – Online market research, desktop CSAT benchmarking, market segmentation
• Technology Transfer, Marketing and Organizational Change – Internet2 Sociotechnical Summit, 1999 – Relationship-focused innovation ecosystems
• Catalyst – Innovator - Enabler
Nutritional Labeling & Sugar Politics
MediJect’s Vision
Online Audiences
Cyclodextrins from Bio-Potatoes
Seven schools: Earth Sciences, Educa)on, Engineering, Graduate School of Business, Humani)es and Sciences, Law, Medicine
1,771 regular academic faculty
6,705 undergraduate students from 68 countries
8,176 graduate students from 95 countries
9 independent laboratories/centers Several na)onal research centers (CASBS, NBER, SLAC) 4,500+ externally sponsored research projects
Budget for sponsored research $975 million 87% from government sources ~$122 million / yr from corpora)ons, founda)ons and individuals
Media X sponsors X-‐dept X-‐discipline research on IT and people ques)ons 5 Professional Schools, all ranked in Top Ten Few other Univ have all 5, no other has 5 in Top Ten
Stanford Facts
H-‐STAR
HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE
Stanford’s Uniqueness
The REAL Issue Deep Knowledge with Wide Applicability
IN THE HEART OF SILICON VALLEY IN A CULTURE OF RAPID ITERATION, WHERE DISRUPTION IS CELEBRATED WHERE TALENT, INFORMATION AND CAPITAL RESOURCES FLOURISH
THE ISSUE IS NOT THE RATE TECHNOLOGY TRANSFER THE ISSUE IS THE EFFECTIVENESS OF INNOVATION AND KNOWLEDGE TRANSFER WE CALL THIS “COLLABORATIVE DISCOVERY”
OUR APPROACH
WORK ON BOLD IDEAS WITH BUSINESS, TEST SUCCESS/FAILURE CONDITIONS, ITERATE RESULTS QUICKLY, TRANSFER INSIGHTS AT EVERY STAGE
H-‐STAR
HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE
RELATIONSHIP INTERFACES FOR DISCOVERY COLLABORATIONS
Goal: Do something together neither of us could do by ourselves.
Research on people and technology — how people use technology, how to beeer design technology to make it more usable, how technology affects people’s lives, and the innovaEve
use of technologies in research, educa)on, art, business, commerce, entertainment, communica)on, security, and other walks of life.
CSLI
Eng
EE Psy
Ed
SSP
SCIL
SUMMIT
PBLL
GSB
Ling CHIMe
Art
Media X"Discovery Collaborations !
Span Stanford Labs!
School of Education; Education and Learning Sciences
Digital Art Center
Graduate School Of Business
Communication Between Humans and Interactive Media
Stanford Center for Innovations in Learning
Project Based Learning Laboratory
Symbolic Systems Program
Engineering & Product
Design
Center for the Study Of Language & Information
Stanford University Medical Media & Information Technology
Computer Science
Psychology
Linguistics
Phil
Philosophy
Law Center for Legal Informatics
LIFE Learning in Informal and Formal Environments
CS
Electrical Engineering
SHL Stanford Humanities Lab
VHIL Virtual Human Interaction Lab
PBLL Work Technology & Organization
DVL Distributed Vision Lab
Des Stanford Joint Program in Design d.school
The Way We USED to Think About Organizations New Organiza)onal Chart Based on Rela)onships
Relationship-Focused Co-Creation Infrastructure
Infrastructure for Network Orchestra)on -‐ -‐ -‐ Rela)onships
(Companies are interlocked through key people – informaPon flow, norms, mental models.(Davis,1996)
Alumni Entrepreneurial Leadership Networks
The unique culture at Stanford: Is strongly oriented toward world-class research
Expects socially-conscious, business-relevant intellectual leadership - at every level of its research, education, and service Facilitates frequent and fluid interaction with the business community Respects contributions from non-academic colleagues Fosters expectation that alumni will become innovators
Media X’s Unique proposi)on • Pose a ques)on to the Stanford thought leaders that will create – Opportuni)es for discovery collabora)ons – On novel research – That leverages the latest research results – To iden)fy the new ques)ons that will lead to – Insights that address edge ques)ons – 3 to 5 years out
• Par)cipate in the discovery process to learn • The best ques)ons and how to pursue them • Ra)onale of research pathways – why? why not?
Members Provide the Direc)on • Accel Partners • Apollo Group • Best Buy • BT • Capitol One • Cisco • Danish Innova)on • Fueon • FXPal • Hewlee Packard • HKUST EMBAs
• Huawei • Intel • Konica Minolta • Nissan • Philips • SAP • Singularity • State Farm • Teleplace • TEKES • Terapac • Venable Bell & Partners
Build Capacity for Insights -‐ Sooner • Time advantage
– 3 years ahead of reading the latest publica)ons • Relevance advantage
– Ques)ons relevant to Samsung’s future • Lower risk of explora)on
– Rapid itera)on – Know sooner what works – Externalizes high risk
• Capacity building – Iden)fy new exper)se needed – Enhance exis)ng exper)se – Leverage the Stanford network
ParEcipate in the Media X HSTAR Community
• Membership • Visiting Researchers • Research Initiatives • Workshops • Seminars • Conferences
http://mediax.stanford.edu/
TransformaEon Eco-‐System
ENERGY USE
TRANSFORMATION ENGINE
BEHAVIOR CHANGE
COLLECT &
CAPTURE
PERVASIVE SENSORS
SENSOR DEVELOPMENT
COMMUNICATION NETWORK
DATABASE
ANALYTICS
PROGRAMS
FOUNDATIONAL WORK
MEDIA PROGRAMS
POLICY PROGRAMS
COMMUNITY PROGRAMS
MODELING
ECONOMETRIC ESTIMATION
SEGMENTATION
MULTI-AGENT SIMULATION
TECHNOLOGY PLATFORM
PRESENT &
INFORM
WEB ENABLED DEVICES
SYSTEM
GROUP INDIVIDUAL
Changing Energy Behavior of Consumers
20
Drivers of Change
Future Work Skills 2020 (2011) Institute for the Future and The University of Phoenix.
“No Rocking Chair for Me!”
http://www.nytimes.com/2010/10/19/health/19brody.html
http://www.google.com/imgres?q=smart+machine+systems&hl=en&biw=1024&bih=596&gbv=2&tbm=isch&tbnid=z2rAm1CwHXFDMM:&imgrefurl=http://www.globalequipmentandfinance.com/M16_Cat_Grader.htm&docid=x0ICnDqhnRdjaM&w=458&h=307&ei=FXyDTqjvA83Rsgb998i6Dg&zoom=1&iact=hc&vpx=427&vpy=300&dur=275&hovh=184&hovw=274&tx=129&ty=161&page=3&tbnh=122&tbnw=163&start=34&ndsp=16&ved=1t:429,r:8,s:34
Tools As Social Actors
Microsenosrs Drive Macro Impacts Drone journalism and Ci)zen science – or ci)zen sensors
hep://www.autodeskresearch.com/projects/biocompevolu)on
Talk to Me – Singing Chair
http://inhabitat.com/nyc/wp-content/blogs.dir/2/files/2011/07/talk-to-me-singing-chair.jpg
New organizational structures
Personal is Global
The Nature of Work is Changing
• Past – Full-time – Paid for time spent at
work – Common location – Stable hierarchies – What & how they do
their jobs is prescribed – Evaluated by superiors
• Future – Decentralized – No particular time or
place – Beyond cognitive
competencies – Jobs reflect way of life
David Bollier, (2011) The Future of Work: What it Means for Individuals, Businesses, Market and Governments,” The Aspen Institute.
Human poten)al will be the major agent of economic growth, and how to unleash then
leverage that poten)al will be the key ques)on organiza)ons will need to answer.
Talent is emerging as the new “IT”
A Revolution is Coming In the Productivity of Knowledge Work
Augmenting the Brain
29
Knowledge in Practice 30
Creativity
31
Collaboration in Teams
32
Reinventing Workflow
33
Agile Networks
34
Network Orchestration
Show video
35
Productivity of Knowledge Workers 7 projects selected from 25 proposals
Process Integration Platform: Enabling Process Transparency Within Teams and scaling of Process Knowledge Across the Entire Firm
Harnessing Social Evaluations on Content: Social Cues and Reliability in Information and Knowledge Sharing
EteRNA: Accelerating Knowledge Creation for RNA Bioengineering through Internet-Scale Gaming
The Utility of Calming Technologies in Improving Productivity
Creativity and Culture: Understanding Team Creativity and What Fosters It
A Journey from Islands of Knowledge to Mutual Understanding In Global Business Meetings
Using Video Game Platforms to Understand Thinking Styles of People Engaged in Collaboration
Measuring & Increasing Knowledge Worker Produc)vity Media X Themed Research
The new maps may be based on the connec)ons -‐ rather than on distance.
§ Ecosystem Perspec)ve § Rela)onship based § Links form networks § Resource flows =
knowledge, capital, talent
§ Network orchestra)on
Distance
Old
New
Can Health Spread As Well As Disease?
Contact – Vulnerability - Conditions
Happiness Networks
James H Fowler and Nicholas A Christakis, “Dynamic Spread of Happiness in a Large Social Network: longitudinal analysis over 20
years in the Framingham Heart Study network,” BMJ 2008;337
Salathe´ M, Jones JH (2010) Dynamics and Control of Diseases in Networks with Community Structure. PLoS Comput Biol 6(4):
e1000736. doi:10.1371/ journal.pcbi.1000736
Transmitting Relationships
Access - Trust - Relevance
Innova)on Ecosystems
InnovaEon Ecosystems refer to the inter-‐organiza)onal, poli)cal, economic, environmental, and technological systems through which a milieu conducive to business growth is catalyzed, sustained, and supported. A dynamic innova)on ecosystem is characterized by a con)nual realignment of synergis)c rela)onships that promote growth of the system. In agile responsiveness to changing internal and external forces, knowledge, capital and other vital resources flow through these rela)onships.
© Martha G Russell, all rights reserved, 2011
Case Study -‐ CapDigital
Vision To catalyze the new digital infrastructure in France with global connec)ons To create an ecosystem to facilitate the rela)onship between France and global
market Enable Paris to become global region of the market for digital services
Conducted stakeholder interviews to understand shared vision, tap knowledge in prac)ce, iden)fy transforma)onal metrics • CapDigital staff
• CapDigital members: – Small startup – Large company – Collabora)on
40 Innova)on Ecosystems Network November 2010
Network Graph Parisian Innova)on Ecosystem
Pale Red: French company Dark Red: CapDigital member Light Green: Foreign Venture/ firm Dark Green: French venture firm Blue: Foreign company
From IEN Dataset 2010 Selected Paris companies Linked people & venture/financing en))es Linked companies, people & v/f en))es
1 degree 2 degree
41
Preliminary and proprietary for CapDigital Perm
ission required for sharing © 2010 Innova)on Ecosystem
s Netw
ork
Innova)on Ecosystems Network
Parisian Innova)on Ecosystem CapDigital – France -‐ Global
Pale Red: French company Dark Red: CapDigital member Light Green: Foreign Venture/ firm Dark Green: French venture firm Blue: Foreign company
From IEN Dataset 2010 Selected Paris companies Linked people & venture/financing en))es Linked companies, people & v/f en))es
1 degree 2 degree
42
Preliminary and proprietary for CapDigital Perm
ission required for sharing © 2010 Innova)on Ecosystem
s Netw
ork
Innova)on Ecosystems Network
43
1
2
3
Innova)on Ecosystems Network
Zone 1 Opportunity VC Community
In Zone 1, most of the companies are highly connected with VC or other companies. VCs are making investments ac)vely -‐ many high poten)al opportuni)es to funding. Venture & financing provides local rela)onships Alto-‐invest
Funds 6 French media companies, none are CapDigital members Some funded by other VCs also
Some VCs and companies provide global rela)onships – Unruly Media (headquartered in London) – Unruly Media helps agencies and marketers distribute branded content on the social web. – Using a cost-‐per-‐engagement pricing model and non-‐interrup)ve adver)sing formats, Unruly Media’s global network of influen)al blogs, cult
web proper)es, video sites, and social media applica)ons brings scale, targe)ng, and safety to a fragmented and chao)c long-‐tail media landscape.
– Founded in 2006 by Scoe Bueon, Mae Cooke and Sarah Wood, Unruly is headquartered in London, UK.
44 Innova)on Ecosystems Network
Zone 2 Opportunity Poten)al New Members for
Cap Digital
In zone 2, most of the companies have fewer connec)ons There are many French based companies, to which CapDigital reach out Some zone 2 companies already have global connec)ons to be leveraged. • Webwag publishes Mobile and Web widget convergent solu)ons, helps
users create a personalized home page with data feeds and web 2.0 services that are always accessible from any computer or mobile. Its technologies are made available in white brand to its customers that include Network Operators, handset and connected devices manufacturers, service owners and media publishers.
45 Innova)on Ecosystems Network
Zone 3 Opportunity Expand Global Network
Many foreign companies in Zone 3 -‐ opportuni)es for CapDigital to seek interna)onal partnerships.
Wellington Partners • A venture capital firm that invests in French and intl firms in Digital Media and Sotware
• Offices in Munich, London, Palo Alto, Zuirch. • Co-‐invests with a French VC.
46 Innova)on Ecosystems Network
What About ICT & Learning Technologies?
Companies, branches, financial orgs
THE GLOBAL NETWORK: Independent Only small proportion have outside investors Network is not evident
In the ~75,000 companies in ICT 1772 companies described with “educat”
Innovation Ecosystems Dataset, September 2011
A look at the core
Innovation Ecosystems Dataset, September 2011 Martha G. Russell © 2011, All rights reserved.
Innovation Ecosystems Dataset, September 2011 Martha G. Russell © 2011, All rights reserved.
Add CXOs and their connections
Connected primarily through executives Big investors are primarily corporate Several prominent angels and incubators Many educational institutions participate Cross-sector potential
Innovation Ecosystems Dataset, September 2011 Martha G. Russell © 2011, All rights reserved.
Global ecosystem of learning technology companies
Innovation Ecosystems Dataset, September 2011 Martha G. Russell © 2011, All rights reserved.
Event
Impact
Coalition
Shared Vision
Transforma)on
Measure & Track
Interact & Feedback
Co-Create Value
Measuring Impact of Transformative Coalitions
53
网 网网
Martha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared vision and network orchestration,” Triple Helix IX Conference, Stanford University, July 13, 2011.
HARVEST Investments from Chinese
(making investments)
Innova)on Ecosystem Network Neil Rubens, Kaisa S)ll, Jukka Huhtamaki, Martha G. Russell, A Network Analysis of Investment Firms as Resource Routers in Chinese Innova)on Ecosystem, Journal of Networks, Fall, 2010.
CULTIVATION Investments into China (receiving investments)
Innova)on Ecosystem Network
Neil Rubens, Kaisa S)ll, Jukka Huhtamaki, Martha G. Russell A Network Analysis of Investment Firms as Resource Routers in Chinese Innova)on Ecosystem, Journal of Networks, Fall, 2010.
Emerging Chinese business clusters linked by firms’ rela)onships
Neil Rubens, Kaisa S)ll, Jukka Huhtamaki, Martha G. Russell A Network Analysis of Investment Firms as Resource Routers in Chinese Innova)on Ecosystem, Journal of Networks, Fall, 2010.
hep://www.flickr.com/photos/3670644995_d5bcb5b8f6_o.jpg/
A City’s Reputation for Innovation
Collected Tweets with “#innovat*” for 12 months Analyzed by hashtag co-occurrence Analyzed text by city – WORDL Camilla Yu, Jan Poeschke,, Martha G. Russell, Kaisa Still, Neil Rubens, Jukka Huhtamaki, “Social media, reputation and branding of innovation hubs: A periscope using network analysis of Twitter,” Triple Helix IX Conference, Stanford University, July 13, 2011.
Boston
Camilla Yu, Jan Poeschke, Martha G. Russell, Kaisa S)ll, Neil Rubens, Jukka Huhtamaki, “Social media, reputa)on and branding of innova)on hubs: A periscope using network analysis of Twieer,” Triple Helix IX Conference, Stanford University, July 13, 2011.
London
Camilla Yu, Jan Poeschke, Martha G. Russell, Kaisa S)ll, Neil Rubens, Jukka Huhtamaki, “Social media, reputa)on and branding of innova)on hubs: A periscope using network analysis of Twieer,” Triple Helix IX Conference, Stanford University, July 13, 2011.
New York City
Camilla Yu, ,Jan Poeschke, Martha G. Russell, Kaisa S)ll, Neil Rubens, Jukka Huhtamaki, “Social media, reputa)on and branding of innova)on hubs: A periscope using network analysis of Twieer,” Triple Helix IX Conference, Stanford University, July 13, 2011.
Recipe for Buzz
Camilla Yu, ,Jan Poeschke, Martha G. Russell, Kaisa S)ll, Neil Rubens, Jukka Huhtamaki, “Social media, reputa)on and branding of innova)on hubs: A periscope using network analysis of Twieer,” Triple Helix IX Conference, Stanford University, July 13, 2011.
Event
Impact
Coalition
Shared Vision
Transforma)on
Measure & Track
Interact & Feedback
Co-Create Value
Measuring Impact of Transformative Coalitions
64
网 网网
Martha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared vision and network orchestration,” Triple Helix IX Conference, Stanford University, July 13, 2011.
Transform Through Shared Vision
• Know • Cultivate • Orchestrate
What Can We Do Together That Neither of Us Could Do Alone?
Thank You [email protected]
www.innovation-ecosystems.com http://mediax.stanford.edu