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- 1. 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
- 2. • 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
- 4. 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
- 5. Nutritional Labeling & Sugar Politics
- 9. Stanford’s Uniqueness H-‐STAR HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE Stanford Facts 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
- 10. 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
- 11. 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.
- 12. Stanford University Medical Media & Information Technology SUMMIT Distributed Vision Lab DVL Media X" Discovery Collaborations ! Electrical Engineering Span Stanford Labs! Psychology Computer Science EE Psy Linguistics Communication Between Humans Philosophy Ling and Interactive Media CS CHIMe Phil SHL Stanford Humanities Lab Graduate School VHIL GSB Of Business Virtual Human Stanford Center Interaction Lab SCIL for Innovations in Learning Center for the Study Of CSLI Language & Information Art Digital Art Center EngineeringEng & Product Design School of Education; Ed Education and PBLL Law Learning Sciences Work Technology & Center for Organization SSP Legal Des Stanford Joint PBLL Program in Design Project Based Informatics d.school Learning Symbolic LIFE Laboratory Systems Program Learning in Informal and Formal Environments
- 13. Infrastructure for Network Orchestra)on -‐ -‐ -‐ Rela)onships The Way We USED to Think About Organizations New Organiza)onal Chart Based on Rela)onships Relationship-Focused Co-Creation Infrastructure (Companies are interlocked through key people – informaPon flow, norms, mental models.(Davis,1996)
- 14. 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
- 15. 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?
- 16. Members Provide the Direc)on • Huawei • Accel Partners • Intel • Apollo Group • Konica Minolta • Best Buy • Nissan • BT • Philips • Capitol One • SAP • Cisco • Danish Innova)on • Singularity • Fueon • State Farm • FXPal • Teleplace • Hewlee Packard • TEKES • HKUST EMBAs • Terapac • Venable Bell & Partners
- 17. 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
- 18. ParEcipate in the Media X HSTAR Community • Membership • Visiting Researchers http://mediax.stanford.edu/ • Research Initiatives § Martha.Russell@stanford.edu • Workshops • Seminars • Conferences
- 19. Changing Energy TransformaEon Eco-‐System Behavior of Consumers TECHNOLOGY PROGRAMS MODELING PLATFORM SYSTEM COLLECT PRESENT & & CAPTURE SENSOR FOUNDATIONAL ECONOMETRIC DEVELOPMENT WORK ESTIMATION INFORM PERVASIVE COMMUNICATION MEDIA WEB ENABLED INDIVIDUAL GROUP SEGMENTATION SENSORS NETWORK PROGRAMS DEVICES POLICY MULTI-AGENT DATABASE PROGRAMS SIMULATION COMMUNITY ANALYTICS PROGRAMS ENERGY TRANSFORMATION BEHAVIOR USE ENGINE CHANGE
- 20. Drivers of Change Future Work Skills 2020 (2011) Institute for the Future and The University of Phoenix.
- 21. “No Rocking Chair for Me!”
- 22. Tools As Social Actors http://www.google.com/imgres?q=smart+machine
- 23. Microsenosrs Drive Macro Impacts Drone journalism and Ci)zen science – or ci)zen sensors hep://www.autodeskresearch.com/projects/biocompevolu)on
- 24. Talk to Me – Singing Chair http://inhabitat.com/nyc/wp-content/blogs.dir/2/files/2011/07/talk-to-me-singing-chair.jpg
- 27. The Nature of Work is Changing • Past • Future – Full-time – Decentralized – Paid for time spent at – No particular time or work place – Common location – Beyond cognitive – Stable hierarchies competencies – What & how they do – Jobs reflect way of life their jobs is prescribed Human poten)al will be the major agent of economic growth, and how to unleash then – Evaluated by superiors leverage that poten)al will be the key ques)on organiza)ons will need to answer. Talent is emerging as the new “IT” David Bollier, (2011) The Future of Work: What it Means for Individuals, Businesses, Market and Governments,” The Aspen Institute.
- 28. A Revolution is Coming In the Productivity of Knowledge Work
- 29. Augmenting the Brain 29
- 30. Knowledge in Practice 30
- 31. Creativity 31
- 32. Collaboration in Teams 32
- 33. Reinventing Workflow 33
- 34. Agile Networks Network Orchestration Show video 34
- 35. Measuring & Increasing Knowledge Worker Produc)vity Productivity of Knowledge Workers Media X Themed Research selected from 25 proposals 7 projects Harnessing Social Evaluations on Content: Using Video Game Platforms to Understand Social Cues and Reliability in Information and Thinking Styles of People Engaged in Knowledge Sharing Collaboration The Utility of Calming EteRNA: Accelerating Knowledge Creation for Technologies in Improving Creativity and Culture: Understanding Team RNA Bioengineering through Internet-Scale Productivity Creativity and What Fosters It Gaming A Journey from Islands of Knowledge to Process Integration Platform: Enabling Mutual Understanding In Global Business Process Transparency Within Teams and Meetings scaling of Process Knowledge Across the Entire Firm 35
- 36. 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
- 37. Distance Old New
- 38. Can Health Spread As Well As Disease? Transmitting Relationships Happiness Networks 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 Contact – Vulnerability - Conditions Access - Trust - Relevance 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
- 39. 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
- 40. Case Study -‐ CapDigital 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 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 Innova)on Ecosystems Network November 40 2010
- 41. From IEN Dataset 2010 Selected Paris companies Pale Red: French company Dark Red: CapDigital member Network Graph Linked people & venture/financing en))es Linked companies, people & v/f en))es 1 degree Light Green: Foreign Venture/ firm 2 degree Dark Green: French venture firm Parisian Innova)on Ecosystem Blue: Foreign company Preliminary and proprietary for CapDigital © 2010 Innova)on Ecosystems Network Permission required for sharing Innova)on Ecosystems Network 41
- 42. From IEN Dataset 2010 Selected Paris companies Pale Red: French company Linked people & venture/financing en))es Dark Red: CapDigital member Linked companies, people & v/f en))es 1 degree Light Green: Foreign Venture/ firm 2 degree Dark Green: French venture firm Blue: Foreign company Preliminary and proprietary for CapDigital © 2010 Innova)on Ecosystems Network Permission required for sharing Parisian Innova)on Ecosystem CapDigital – France -‐ Global Innova)on Ecosystems Network 42
- 43. 1 2 3 Innova)on Ecosystems Network 43
- 44. 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. Innova)on Ecosystems Network 44
- 45. 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. Innova)on Ecosystems Network 45
- 46. 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. Innova)on Ecosystems Network 46
- 47. What About ICT & Learning Technologies?
- 48. Companies, branches, financial orgs In the ~75,000 companies in ICT 1772 companies described with “educat” THE GLOBAL NETWORK: Independent Only small proportion have outside investors Network is not evident Innovation Ecosystems Dataset, September 2011
- 49. A look at the core Innovation Ecosystems Dataset, September 2011 Martha G. Russell © 2011, All rights reserved.
- 50. Innovation Ecosystems Dataset, September 2011 Martha G. Russell © 2011, All rights reserved.
- 51. 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.
- 52. Global ecosystem of learning technology companies Innovation Ecosystems Dataset, September 2011
- 53. Measuring Impact of Transformative Coalitions Impact Measure & Track Co-Create 网 网 Value Shared Vision 网 Transforma)on Event Coalition Interact & Feedback 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.
- 55. HARVEST Investments from Chinese (making investments) 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. Innova)on Ecosystem Network
- 56. CULTIVATION Investments into China (receiving investments) 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. Innova)on Ecosystem Network
- 57. 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.
- 58. A City’s Reputation for Innovation hep://www.flickr.com/photos/3670644995_d5bcb5b8f6_o.jpg/
- 59. 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.
- 60. 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.
- 61. 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.
- 62. 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.
- 63. 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.
- 64. Measuring Impact of Transformative Coalitions Impact Measure & Track Co-Create 网 网 Value Shared Vision 网 Transforma)on Event Coalition Interact & Feedback 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.
- 65. Transform Through Shared Vision • Know • Cultivate • Orchestrate
- 66. What Can We Do Together That Neither of Us Could Do Alone? Thank You Martha.Russell@stanford.edu www.innovation-ecosystems.com http://mediax.stanford.edu