Presentation at Zagreb University 2017-07-07, in final workshop for the Borongaj campus as a living lab EU project.

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The University and Global Change
Something New Above the Noise of the City
July 6th 2017

2. 2
Pacesetter

3. Sub heading
3
The World Today
2017 - We live in hypercompetitive global markets,
unlike any time before in modern history

4. 4
§ Globalisation – lower trade barriers and efficient transport (e.g. containers)
• Mobility – people migrate, temporarily or for life
• Speed of hyper connected communication and the pace of modern business
A new technology that has a serious impact on the
status quo and changes the way people have been
dealing with something, perhaps for decades
Why have we got a world in Hyper Competition?

5. 5

6. 6
Throughout the World - Cities in Competition
Competition for talents, investors, residents…

7. Sub heading
7
The European Perspective
“Europe is facing a moment of transformation. The crises has wiped out
years of economic and social progress and exposed structural weaknesses
in Europe´s economy.
In the meantime, the world is moving fast and long-term challenges such
as globalisation, pressure on resources, population ageing, are
intensifying.”
- Quote from Europe 2020 Strategy

8. 8
The National Challenge - Croatia´s Innovation Capabilities
Croatia has world-class examples of 21st century innovation

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The National Challenge - Croatia´s Innovation Capabilities
Croatia needs to address several major obstacles which prevent
economic growth:
• Croatia’s innovation performance over the last decade has fallen
short of expectations. The innovation system is operating below its
potential, whether measured by the system’s inputs, outputs or by the
contribution of innovation to economic growth
• Croatia is significantly below EU-average in innovation and belongs to a
group of countries considered as moderate innovators.
• Croatia is performing below the EU average in most dimensions but
above the EU average in human resources, due to above average
performance in new doctorate graduates and youth with upper
secondary level education.
• There are three factors that impede innovation: tax regime, lack of early
stage financing (first and second round of investment), and business
environment. One structural problem that Croatia faces is that the
volume of business R&D is low, despite the generosity of existing tax
breaks.
• High-value products and services remain a negligible part of
exports, and the country’s skills and technological capabilities have
remained stagnant. This trend is reflected in Croatia’s export and
technological performance and competitiveness rankings, as
benchmarked against comparator countries.

10. Sub heading
10
The European perspective
The EU has set out its vision for Europe´s economy in the Europe 2020
Strategy, which aims at confronting structural weaknesses through
progress in three mutually reinforcing priorities:
1. Smart Growth, based on knowledge
and innovation
2. Sustainable growth, promoting a more
resource efficient, greener and
competitive economy
3. Inclusive growth, fostering a high
employment economy delivering
economic, social and territorial
cohesion

11. Sub heading
11
Good Development Spiral
R&D
Innovation
Productivity
Service
based
economy
Talent
development
Economic
Growth
Sustainable
development
Quality of life
In modern
society, learning
is a necessary,
continuous
process

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“I hear I forget,
I see I remember,
I do I understand”
- Confucius, 551 BC – 479 BC, Chinese
teacher, editor, politician, and philosopher
Pacesetter

13. 13
Young people today need to live and breathe innovation
and embrace continous change
Pacesetter

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Generations of Innovation Environments
1st Generation Innovation Environment / “Science Park”
• Founded 40 years ago
• Inspired by Stanford and other US universities extension into a
dedicated neighboring area
• Includes incubating facilities for start-up firms related business
services and openings into new research-based technology for
potential investors
• Innovation philosophy is ‘science push’
• channel new ideas from R&D to new firms

15. 15
Sophia Antipolis – First Generation of Science Parks
An early science park in Europe. Created by Senator Pierre Laffitte in 1968
Several University campuses within the park
70% nature and parkland
No building can be higher then the surrounding trees

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Generations of Innovation Environments
2nd Generation Innovation Environment
• Decisive energy comes from businesses interested in innovation-
based companies
• Park managers respond to business needs
• making available a mix of high-quality facilities
• streamlining the flow of technology
• advancing value-adding business services
• Innovation philosophy is ‘demand pull’ - it is market-driven
• Concerned the final stages of the innovation process

17. 17
Example of Second Generation Innovation Environment
ESADE Creapolis is a joint
venture between ESADE and a
consortium of Spanish financial
institutions, local government
institutions and business associations
The organisation manages a
technology and innovation park on
the ESADE campus in Sant Cugat
outside Barcelona
Traditionally, companies innovate
through independent generation of
ideas and knowledge. ESADE
Creapolis speeds up innovation by
opening up the process and fostering
cross-fertilization with other
participating companies
More than 70-multi sector companies are
located at ESADE Creapolis, sharing a
common goal:
To accelerate innovation

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Generations of Innovation Environments
3rd Generation Innovation Environment, moves into the city
• Integrates into vibrant urban community or dynamic region
• Functional and specialized according to the local, regional and
global innovation environments
• Offers a comprehensive set of innovation-related services
• transfers technology into urban/regional context
• interconnects entrepreneurial activities
• An urbanised catalyst for innovation that
• integrates into a wider local culture
• fostering a wider culture of entrepreneurship
• Cluster-based ‘interactive innovation’, both ‘science push’ and
‘market-pull’

19. 19
Boston
The Innovation District emphasizes three core
principles:
1. URBAN LAB
Opportunities for testing groundbreaking technologies
2. SUSTAINABLE LEADERSHIP
Breaking new ground for sustainable growth
3. SHARED INNOVATION
All Bostonians can benefit from the shared idea
economy
In addition to core principles, three key strategies guide the
development of the Innovation District:
A. PROMOTE COLLABORATION
Create clusters of innovative people
B. PROVIDE PUBLIC SPACE +
PROGRAMMING
Support social infrastructure to foster an innovation
ecosystem
C. DEVELOP A 24-HOUR NEIGHBORHOOD
Provide amenities for flexible lifestyles

20. 20
The Barcelona Example

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2011 - Birmingham
An innovative campus extension between Birmingham
University and Birmingham Science Park Aston

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2011 - Birmingham
Objectives
•Physical connection between University
and Birmingham Science Park Aston
•Preferred Destination for business start ups
•Additional activities of advanced innovation
•City wide living lab
•Showcasing ICT, gaming and other solutions
•Assets, Actors, Activities
•Liveable City, Connected City, Authentic City
Knowledge City, Creative City, Smart City

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2011 - Birmingham
Who is it for?
•Global Firms
•Local Entrepreneurs
•Young Talents
•Investors
•Students
•Faculty
•Citizens
Personas
•The Learning Personas
- The Anthropologist
- The Experimenter
- The Cross-Pollinator
•The Organising Personas
- The Hurdler
- The Collaborator
- The Director
•The Building Personas
- The Experience Architect
- The Set Designer
- The Storyteller
- The Caregiver

24. 24
2011 - Birmingham
Master plan as a Strategic Play
•Communicating Connectivity
•Exploiting the Architectural Expression
•Physical Brand Impact•Freeing iCentrum from Master plan Delivery
•Ensuring Connectivity

25. Sub heading
25
The 3G Innovation Environment is
perceived as the quintessence of
the ‘knowledge triangle’ of research,
education and business-related
innovation, when all three functions
are located closely together – even
in the same building.
Nordic City of Learning
Chengdu

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Innovation Zagreb
Two pre-feasibility studies made in 2013-2014

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Assets and Resources in “Innovation Zagreb”
The Technology Park of Zagreb
ZEZ project:educational amusement center
Ruder Boskovic Institute
The South East European Centre
for Entrepreneurial Learning
Faculty of Electrical Engineering
and Computing (FER)
Borongaj

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Innovation Zagreb - Multiple Sites
I
ZG

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HEALTH
SUSTAINABLE
ENVIRONMENT
AND THE
ENERERGY
ENGINEERING
BIOTECHNOLOGY
AND
BIOECONOMY
Horisontally overlapping sectors: KET & ICT, Tourism, Creative
and culture industries, Green growth, Public challanges
Smart Specialization (S3) Priority Areas – Adopted April 2016

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HEALTH
SUSTAINABLE
ENVIRONMENT
AND THE
ENERERGY
ENGINEERING
BIOTECHNOLOGY
AND
BIOECONOMY
Horisontally overlapping sectors: KET & ICT, Tourism, Creative
and culture industries, Green growth, Public challanges
Smart Specialization (S3) Priority Areas – Adopted April 2016
APPROVED IN APRIL 2016
CURRENT IMPLEMENTATION WORK SEEMS
UNFOCUSED, WITH MORE THAN 20 PILOT
PROJECTS IN EACH OF THE FOUR AREAS.
THE ESSENCE OF HORIZON 2020 S3
SPECIALISATION IS TO FOCUS.

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What is Happening Elsewhere in the Region?
• Rijeka
• Ljubljana
• Varazdin and Koprivnica

32. Sub heading
32
Further integration of the University is
facilitated with the construction of the
Campus, as a prerequisite for the
reform of study programmes, further
strengthening of scientific and
research potential as well as efficient
collaboration with foreign researchers
and other universities both domestic
and international.
University of Rijeka as Technology Hub
The University Campus in Trsat
The construction of the Campus has
given significant push to both the
scientific and social interdisciplinary
microenvironment in its research,
creating interdisciplinary study
programmes along with transference of
acquired knowledge into technological
innovations thus contributing to society in
general.

33. Sub heading
33
University of Rijeka as Science Innovation Hub
Future of “University of Rijeka”
• Social and Cultural Center
• University Library
• Open Sports Court and Swimming Pool
• Sports Center with Facilities
• Faculties of Maritime Studies
• Student Accommodation Facilities
• Basic Medical Sciences

34. Sub heading
34
Design of the University of Rijeka
The three buildings, the construction
of which was done,
represent the first phase of student
accommodation, and projects of the
second phase.
According to the initial plan,there
are a total of seven facilities to be
financed from the Structural Funds,
in which 105m euros are reserved
for student accommodation.
In these facilities, the students will
be accommodating a larger standard.
Namely, the buildings we now
construct have double rooms and
two rooms share a sanitary node. In
the future it will most likely make
single rooms with separate sanitary
nodes.

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Assets and Resources in “University of Rijeka”
Science and Technology Park in Rijeka
University of Rijeka
Startup Incubator Rijeka

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Rijeka Multiple Sites
I
ZG

37. Sub heading
37
University of Ljubljana as Innovation Hub
Ljubljana as Innovation Hub
The Slovenian Innovation Hub operates mainly
as a facilitator and promoter of development and
research teams in the academic and business
sphere.
As part of the priority areas of the Smart
Specialisation Strategy, the Hub assists the
crystallisation of the capabilities and forming of
projects that shall build on the achieved and
developing areas of excellent knowledge and
technologies with the goal of developing and
launching new products and services on
Slovenian and foreign markets, enabling new job
creation with high added value and encouraging
the establishment of new companies.
The basic goal is to contribute towards the
development of knowledge-based economy
and to raise our international competitiveness.

38. Sub heading
38
Design of the University of Ljubljana
For many years, Ljubljana has witnessed the need to set up a student campus
that would combine cultural and educational activities of students in
one place, and meet other basic needs of young people.
Abroad, there are campuses that combine everything for the needs and
interests of students in one place, it is a permanent practice. In spite of many
efforts by the state and other public institutions, this organized campus has
been waiting for a long time - and it was awaited in October 2015.
With the establishment of Student Campus, the ŠOU in Ljubljana created a
platform for the students to connect with each other, to participate,
to exchange ideas, to create new projects, to learn and to work
together on the campus.
The vision of the Student Campus is to become the focal point of
all students - both students studying in Ljubljana and students
from other university centers.

39. Sub heading
39
Design of the University of Ljubljana

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Ljubljana Sites

41. Sub heading
41
University North as a Logistics, Mobility, BioTech and IT Hub
University North-Varazdin and Koprivnica
University North is to be the leading
educational, scientific, professional and
socially responsible higher education
institution for the education of personnel in the
field of technical, biomedical and
biotechnical sciences in north-western Croatia
and the region.
University North is organized as a dynamic
organization that continually monitors,
implements and incorporates scientific and
professional knowledge in the modernization of
the existing and the development of new
study programs, promotes the concept of
lifelong learning, and deepens and maintains
relations with the business sector and
collaboration with related higher education
institutions in the country and abroad.

42. Sub heading
42
Design of the Koprivnica Kampus
The vision of the Campus North is to integrate necessary
infrastructure with demands of the new studies-up-to date
laboratories, student lounge, cafeteria and student dorms.

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Campus North Sites

44. Sub heading
44
The European Perspective and Living Labs

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IDEON in Lund, Sweden - Agora
Coffee shop
Three incubators
Open office space
6,000 m2 in three floors,
workspace for 120 people

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46
The Roles of Traditional Actors in Society is Changing

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47
The Roles of Traditional Actors in Society is Changing
News
Information Technology
Big Data Aggregator
Business Incubator

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• Observing user behavior — Try to understand people through
observing them. For example, if you’re designing a vacuum cleaner,
watch people vacuum.
• Putting yourself in the situation of the end-user — IDEO does this
to understand what the user experience is really like; to feel what their
users feel.
IDEO’s design philosophy

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Todays Meetings can be both Physical andVirtual

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Interaction Online
The Evolution of Meeting Places

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The Role of the Living Lab

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The Role of the Living Lab
“Inspired by an initial cooperation in the summer of 2003 with leading
technology companies in Europe (Nokia and Hewlett-Packard), the Living
Lab environment concept started to develop in a limited number of
urban areas (Sophia-Antipolis, Amsterdam, Barcelona, Helsinki,
Copenhagen), with the purpose to be platforms for advanced
experiments in using modern technology.
The purpose for the Nokia involvement was to get in touch with leading
edge user groups and be part of an experimental environment that
could foster user-producer relationships. The first city to achieve a Living
Lab was Copenhagen, where Crossroads Copenhagen, a network
organisation that involves companies like Nokia, CSC, HP, etc., and also
the Copenhagen Business School. Living Lab Copenhagen started its
activities in 2004.“
- Quote from EU Hubs & Regions project documentation, 2002

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The European Campus – Heritage and Challenges
For most capital city universities today, the student talent
pool goes beyond recruitment of domestic students

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The European Campus – Heritage and Challenges

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The European Campus – Heritage and Challenges

56. Sub heading
56
Going for a Living Lab

57. Sub heading
57
Going for a Living Lab

58. Sub heading
58
University´s Interaction with the other Sectors in Society4
University
Civil
Society
Business
• Government

59. Sub heading
59
The Quad Helix model4

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The work model to achieve Place Excellence
Assets
Activities Actors
Governance

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Approach to Design a 3rd Generation Innovation Environment
• Facilitate activities that will attract
• inventive individuals, resourceful business
• research centres, ‘strategic investors’
• public institutions with advanced services
• Advance world-class projects that combine innovative private
and public resources
• The projects to create the enviroment should be ambitious,
pub-private partnerships
• Create original events, themes, branding that promote
awareness of available resources, nationally and beyond borders

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What Characterises Successful Innovation Environments?
• Value-adding production chains and networks of businesses and
institutions
• ‘Quad Helix collaboration’ in fostering innovation capabilities and
entrepreneurial culture
• Clustering of capabilities (both tangible and intangible)
• Resourceful centrepiece to regional capability, i.e. university
campus, science park, innovation district

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Stockholm Science City
A new life sciences campus and living lab in Stockholm

64. 64
Who should be involved in design of the new campus?
Enterprises,
SMEs,
innovators
Research centres,
universities
Clusters, business
networks ...
Regional
development
agencies,
investors,
incubators ...
National/Regional
authorities ...
NGOs, consumers /
users ...
You!
The actors in an innovation system are all the
actors of the Quad Helix