For the past 4 years, a team from Purdue and Fraunhofer has been working with the New Jersey Innovation Institute. Thinking of New Jersey as a testbed, we have piloted a number of pathbreaking initiatives to redefine the role of the university in the development of innovation ecosystems.

1. Jumping the Curve:
Innovation in New Jersey
Ed Morrison
Purdue Agile Strategy Lab
November 2, 2109

2. An update…
But first let’s step back

3. The world is
altogether
new.
We need to ask
new questions,
create new
categories.
We need new
ways of
looking at
government.
Alexis de Tocqueville
Democracy in America

4. Time
Prosperity
Tocqueville
was here
We are here
The foundations under our economy are
shifting…

5. We are moving from complicated to the
complex…
20th Century 21st Century
Complicated
Closed systems
Complex
Open Systems

6. Innovation…it’s not that easy in a
complex world
Source: Martin Curley, VP Intel Labs

7. It’s not rocket science…it’s more
like molecular biology

8. Todd Mark

9. Can we develop a roadmap
for preventive maintenance
across the fleet?

10. Meet Mike:
Mapping an ecosystem for Lockheed

11. How did Mike do it?
Answer…

12. 12
An open source operating system to
accelerate collaborations and
ecosystems…

13. Strategic Doing allows a
business to quickly identify
an interested ecosystem to
solve a problem.
Todd Tangert
Former Combat Systems
Architect Lockheed
Corporation
AGILE STRATEGY LAB / / APRIL 2017

14. 4.0 Analytics
The Strategic Doing process
is unique. This is the most
clear and concise open
innovation process I’ve seen.
Mark Scotland
Chief Operating Officer
4.0 Analytics
AGILE STRATEGY LAB / / APRIL 2017

15. Time
Level of
Ecosystem
Development
Conversation shifts
Core team forms
Strategic agenda emerges
Initial pilot projects launched
Networks continue to
invest, adapt, expand
1
1
2
3
4
5
2 3 4 5
Ecosystems take discipline, focus and
time to form

16. Organization A Organization B
Organization C
We can accelerate the process with
platforms and Strategic Doing

17. Ifyouput thefederalgovernmentin chargeofthe
Sahara Desert,in5 yearsthere'dbeashortageofsand.
MiltonFriedman
We will also need to update our thinking

18. Private
Business
Efficient
Good
Public
Sector
Inefficient
Bad
Our outdated thinking is holding us
back…

19. Our
Market Economy
Our
Civic Economy
Here’s a new way to see our economy…

20. Civic Economy:
• Publicly Valuable
• Not Privately Profitable
Market Economy
• Publicly Valuable
• Privately Profitable

21. Our
Market Economy
Our
Civic Economy
Ecosystems
form here

22. Technology
Development
Market
Opportunities
OLED
Displays
Emergent
Artificial
Intelligence
Sensors
Genetic
Engineering
Energy
Health Care
Construction
Automotive
Financial Services
Opaque,
permeable boundary
5G
Networks
RoboticsBioplastics
Additive
Manufacturing
Drones
Precision
Agriculture
Conductive
polymers
Nanomaterials
Lithium Air
Batteries
Customized platforms will accelerate
innovation and new ecosystems

23. We can design custom platforms,
accelerated with Strategic Doing
Strategic Focus
Areas
Collaborative
Investment Initiatives
Innovation Assets:
Willing Platform Partners
Government Agencies
Foundations
Philanthropists
Corporations
Funding Sources

24. Add: core, shared assets powered by
Fraunhofer technology management
Technology
Radar
Market
Explorer

25. New Jersey’s
Innovation Assets
New Jersey’s
Innovation Ecosystems

26. Next step: Go to FutureLearn.com and
take the intro course: Starts Nov 12

27. Thank you
edmorrison@purdue.edu