1. 3GSP – third generation science parks
Discovery consists of
seeing what
everybody has
seen and thinking
what nobody has
thought
Albert Szent-Gyorgyi
3GSP, Ilkka Kakko

2. Emergence of regional knowledge ecosystems *)
• Focus on dynamics of interaction between organizations and various innovation
communities
>> “Networks” – the challenge is to specify “networks” and how they operate
>> CNO (Collaborative Networked Organizations) theoretical approach and
methodologies will help to understand
• A holistic approach – focus not on isolated activity (inside a company or cluster) but
what happens within specific firms and clusters as a cohesive system
>> ecosystem thinking
>> how to manage the flow of information (vs stocks of information)
• To understand how organizations and ”none institutional elements” perform in hyper-
connected environments
*) Ref: Institute for the Future report ” Future Knowledge Ecosystems – The Next 20 Years of Technology-Led Economical
Development”, June 2009
3GSP, Ilkka Kakko

3. Technopark scenarios *)
1) Science and Technology Parks 3.0
”Slow progress, existing institutions, no radical change in the structure or
management”
2) The Rise of Research Clouds
”This is closest to our 3GSP thinking, flexible and smaller interconnected
units will emerge, coworking and open innovation gain momentum”
3) Dematerialized innovation
”Technoparks will loose their influence and status, new structures will
replace them”
* ) Ref: Institute for the Future report ” Future Knowledge Ecosystems – The Next 20 Years of Technology-Led
Economical Development”, June 2009,
3GSP, Ilkka Kakko

4. • Science and Technology Parks 3.0
NC State’s Centennial Campus has the real feel of a community, with condominiums, a middle school and a golf
course adjacent to university academic “neighborhoods,” private corporations, non profit institutions and
government agencies. In coming decades, this greater interweaving of research parks with their communities
might indeed become the standard paradigm.” James Zuiches, Vice Chancellor for extension, engagement
and economic development at North Carolina State University in Raleigh, USA
• Research Clouds
“Research parks should work on trying to increase the diversity among their clientele. So far, it looks like science
parks are no longer very attractive to the younger generation. Young people feel they parks too rigid or too
business like. They like this more relaxed environment. You have to develop methods for “serendipity
management” and “open innovation” to discover ways to best facilitate the ad hoc collaborations. Otherwise it
will happen in coffee shops and bars.” Ilkka Kakko, Managing Director of Karostech Ltd, Finland
• The decline of STPs because of their unability to match the needs of new era
“Collaboration is not often pretty, It’s rarely easy to understand. You can’t pass a rule that says, Tomorrow
we’re going to collaborate. It has to become embedded in the culture.” Rick Weddle, President of Research
Triangle Park, NC, USA
3GSP, Ilkka Kakko

5. New innovation landscape – a challenge for science parks *)
• The increased market requirements for flexibility call for better usage of resources
and connectivity to global competence pools.
• The key players in a new innovation landscape are truly nomadic and well inter-
connected
• They work and live in a world powered and inspired by CNOs
• Open innovation principles and the importance of social capital creation is widely
understood
• The rise of new forms of individual entrepreneurship and the power of communities
== > Vital innovation activities are happening outside the walls of traditional STPs
• Continue….
3GSP, Ilkka Kakko

6. New innovation landscape – a challenge for science parks *)
• A new approach is needed à third generation of science parks (3GSP).
• The 3 GSP environment encourages diversity on all layers and respects serendipity, even
a new management paradigm - serendipity management – is emerging.
• The competitive edge for 3GSP is:
• To attract nomadic talent
• To be able to create sustainable professional communities
• To be able to harvest the innovation potential in more fruitful way
• To be able to create ”sticky knowledge” in order to maintain and improve regional
competitiveness
*) Ref http://blogs.america.gov/ip/2010/03/05/new-innovation-landscape-a-challenge-for-science-parks/
3GSP, Ilkka Kakko

7. Virtual Organisation Breeding Environment -
VBE
• VBE represents an association of organizations and number of related
supporting institutions, adhering to a base long term cooperation
agreement, and adoption of common operating principles and
infrastructures, with the main goal of increasing their preparedness
towards rapid configuration of temporary alliances for collaboration in
potential Virtual Organisation. Namely, when business opportunity is
identified by one member (acting as a broker) a subset of VBE
organizations can be selected to form a VE/VO.
(Camarinha-Matos&Afsarmanesh 2008)
3GSP, Ilkka Kakko

8. Professional Virtual Community - PVC
• PVC is an alliance of professional individuals that aim at being
prepared for collaboration under a business perspective, and
provide an environment to facilitate the agile and fluid
formation of Virtual Teams (VTs) similar to that what VBE
aims to provide for VOs.
(Camarinha-Matos&Afsarmanesh 2008)
• Three dimensions: social, knowledge and business
• Physical space
• Virtual platform
3GSP, Ilkka Kakko

9. The challenge for technoparks = innovative networks
Existing innovation environments like technoparks are serving a traditional
structure based on institutions and individual companies
• Supporting start ups by incubation activities
• More emphasis on pre-incubation stage needed
• Technology oriented and research based R&D in focus
• More cross disciplinary teams, wider competence basis needed,
”soft sciences” and ”users as developers”
• Strong connectivity with regional development bodies
• Global connections in harvesting the networks of individuals and
related communities, ways to create ”sticky knowledege”
è To summarize the new challenges, let’s examine closer the elements
and interconnectivity in CNO business ecosystems
3GSP, Ilkka Kakko

10. Ready to
collaborate !
Training Camp in February 2004
“Open universe”
of organizations
VO Breeding
Environment
1.a
Getting ready to collaborate
•Cooperation agreement
•Common infrastructure
•Common principles
•Base trust
VO
1.b Creation
•VO planning
in VBE
Collaboration
Opportunity •VO partners selection
•Fast contract negotiation
•VO setup
2 Open VO creation VO
Goal-
oriented
•Wide partners’ search & selection
•Establish common infrastructures
•Common principles
•VO planning Kuva: Jaakko Kilpiäinen
•VO partner selection
•Collaboration agreement
•Contract negotiation
•VO setup © ECOLEAD Hamideh Afsarmanesh
•Base trust
3GSP, Ilkka Kakko

11. KR 4.2 PVC
BUSINESS MODEL
VT Clients: Research
Enterprises needing Centres
Knowldege based services
Basic
Innovation driven
Universities New
Methods
Research
New Knowledge
Education
PVC Applied
research
Lifelong
Learning
Standard
Professional
Services
The PVC positions itself at
the intersection of the Consultancy
traditional actors value Companies
proposition, with whom
the PVC is intended to © ECOLEAD, Roberto Santoro
collaborate instead of
competing.
3GSP, Ilkka Kakko

12. The timeline for 3GSP development
2008 2014
2002
3GSP, Ilkka Kakko

13. The main characteristics of 3GSP
• Focus on supporting innovation activities on individual and
CNO level, vibrant communities and creation of social
capital are fundamental
• ”glocal” - local, but with access to global competence
pools
• Facilitating activities and enabling the creation of new
combinations of competences
• ”Oasis type cocreating and coworking space” as an
elementary part of physical facilities
• Extensive use of virtual community platforms – social
media and tailored software (like GLOW in Oasis)
3GSP, Ilkka Kakko

14. Vital elements of Oasis philosophy
Diversity:
• “Connecting generations”
• Combining Arts, Science and
Business
• Multidisciplinary approach
Serendipity:
• Intersectional innovations
• Ad-hoc interactions
• “Expect the unexpected”
FlexLab opening in Joensuu Science Park, September 2004
3GSP, Ilkka Kakko

15. Diversity and Value of Innovation
© Lee Fleming 2004 /HBR November 2004
3GSP, Ilkka Kakko

16. Characteristic Project Management Serendipity Management
Approach Project Journey, exploration
Type of innovation Directional Intersectional, sustainable
Type of human resources Homo faber Homo ludens, Homo aestheticus-informaticus, Homo
creativus
Organisation Fixed in the beginning Flexible during the process
Focus Effective process Best possible result in the end
Structure Closed innovation Open innovation
Mission Goal decided in the beginning Vision decided in the beginning
Competence search While defining the project Training camp approach
Resources, time schedule Fixed Flexible
Management style Command and control Connectivity and collaboration
© Kakko & Inkinen, Science and Public Policy, 36(7), August 2009, pages 537–548,
DOI: 10.3152/030234209X465570; http://www.ingentaconnect.com/content/beech/spp
3GSP, Ilkka Kakko

17. 3GSP, Ilkka Kakko

18. GLOW
Virtual collaboration platforms are Mindworks Ltd., Tilamedia TM 2005
Mindworks Ltd., Tilamedia TM 2005
used in 3GSP network to:
• Expand social networks
• Provide profiles with skills and wills
• Search for individual competence
• Enable fast and easy interactions
between community members present
or on-line
• Support collaboration between
community members
• Facilitate serendipitous interactions
• Create new connections and
combinations of competences
3GSP, Ilkka Kakko

19. Thank You!
Further information:
Oy Karostech Ltd, www.globaloasis.fi, www.3gsp.fi
Contact person: Ilkka Kakko
E-mail: Ilkka.kakko@globaloasis.fi
+ 358 50 536 2941
Twitter: Serendipitor
Blog: www.respectserendipity.com
In LinkedIn:
Third Generation Science Parks – 3GSP: http://www.linkedin.com/groups?
gid=1975471&trk=myg_ugrp_ovr
In Facebook:
Serendipity Management: http://www.new.facebook.com/group.php?gid=6655331989
3GSP, Ilkka Kakko