Grateful 7 speech thanking everyone that has helped.pdf
Fortune130404
1. A
Radical
Approach
to
Forest
Sector
Tune-‐up
Jari
Kuusisto
SC-‐Research
University
of
Vaasa
1
2. Evolving
innovaAon
acAviAes
• InnovaAon
acAviAes
evolve
constantly,
especially
over
the
last
few
years
Ame
• This
change
creates
both
challenges
and
opportuniAes
for
firms
and
other
actors
• As
a
result,
there
exists
a
variety
of
ways
to
develop
new
products
–
goods
and
services
2
3. Stable
development
mode
• Many
organisaAons
conAnue
to
follow
this
– They
rely
on
internal
capabiliAes
in
innovaAon
acAviAes
• This
is
a
mode
suitable
for
stable
environment
• Typically
– Focus
is
on
improvements
to
exisAng
product
lines
and
processes
• Well
developed
R&D&I
processes
– Stage-‐gate-‐model,
V-‐model
etc.
3
4. Iden%fy
opportuni%es
Gather
knowledge
Basic
needs
/
and
behavioral
pa<erns
understanding
Concept
/
idea
Concept
development
Prototyping
Tes%ng
Market
launch
From
idea
to
product
• What
is
our
offer?
• How
to
develop
goods
/
services?
4
6. Stable
development
mode
• Challenges
– Leans
too
much
on
firms
own
internal
resources
–
limits
the
use
of
useful
external
knowledge
– More
radical
ideas
never
get
far
in
the
formal
R&D&I
process
– Limited
room
for
prototyping
/
piloAng
– Time-‐to-‐markets
tends
to
be
too
long
– Rigid
process
places
innovaAon
acAviAes
in
too
narrow
space
–
in
the
box
• Improvements
for
exisAng
products
6
7. Open-‐
and
user
innovaAon
• Makes
use
of
resources
external
to
the
firm
• Ideas,
knowledge
and
innovaAons
are
traded
in
and
out
of
the
firm
– IPR:n
becomes
tradable
• Complements
and
partly
replaces
tradiAonal
innovaAon
acAviAes
– Can
be
much
more
effecAve
• Degrees
of
opennes
exist
– Great
variety
of
operaAonal
modes
7
8. User
related
themes
• Users
consist
of
a
heterogeneous
group
of
actors
– User
communiAes
– Lead
users
– User
innovators
– ‘Ordinary’
users
etc.
• InnovaAon
processes
take
many
forms
and
shapes
– E.g.
tradiAonal
R&D
and
open
innovaAon
• RecogniAon
and
understanding
of
user
needs
– Needs,
latent
needs,
future
needs
– New
ways
to
idenAfy
and
explore
user
needs
• Design
– Design
is
an
important
innovaAon
plaborm
– Strategic
design,
user
centric
design…
• Enabling
technologies
– Etc.
8
9. SC-‐Research
• Explores
and
maps
innovaAons
and
value
creaAon
from
user
perspecAve,
across
the
forest
sector.
• SystemaAc
scoping
of
the
research
topic
will
lead
into
more
structured
understanding
and
improved
problem
definiAon.
• Such
steps
are
important
in
creaAng
new
insights
into
the
forest
sector
innovaAon
potenAal.
9
10. SC-‐Research
• User
perspecAves
as
a
systemaAc
way
to
idenAfy
and
analyse
innovaAon
and
value
creaAon
opportuniAes
across
the
forest
sector.
– different
types
of
users
and
their
exisAng
/
potenAal
roles
within
the
forest
sector
value
networks.
• Users
perspecAve
is
a
novel
approach
and
it
is
expected
to
highlight
a
range
of
new
type
of
value
creaAon
opportuniAes.
10
11. SC-‐Research
• Broad
innovaAon
perspecAve
– covering
products,
services,
processes,
organizaAon,
markeAng,
actors’
roles
and
relaAons,
norms,
and
values
as
potenAal
sources
for
innovaAons.
• Economic
gains
represent
only
one
aspect
of
value
creaAon
– In
the
user
context
four
funcAonal
systems
economy,
culture,
regulaAon
and
policy
are
recognised
as
potenAal
drivers/barriers
of
innovaAon
and
value
creaAon.
11
14. 14
Hunting, collecting wild
berries
Forestry, paper, firewood,
building, tar
Country houses, recreation
Development towards
intangible value creation is a
strong trend and it concerns
even activities that used to be
on the bottom of the needs
hierarchy
15. 15
Hunting, collecting, wild
berries picking
Forestry, paper, fire wood,
building, tar
Summer houses, recreation
Forest industry got
stuck in the bottom
of the needs
hierarchy?
16. 16
Move towards intangible value
creation is hardly happening:
- Paper industry moves out of
Finland
- Paper machinery production
is moving overseas as well
- How to renew the industry?
- New raw materials
- Applications, goods,
services…
- Medicin, cosmetics
?
21. Broad
innovaAon
perspecAve
• Framework
for
understanding
complex
and
systemic
innovaAons
–
Eight types of innovation ...
o Products
o Processes
o Marketing
o Organisation
o Roles
o Relations
o Norms
o Values
... across four functional systems:
o Economy
o Culture
o Politics
o Law
Source; adapted from Parsons, 1976; Hochgerner, 2011
22. Broad
innovaAon
perspecAve
• Success
depends
on
– All
8
types
of
innovaAons
that
are
relevant
– Across
four
funcAonal
systems
• Complex
innovaAons
need
to
work
on
all
of
these
areas
to
be
successful
• Highly
relevant
perspecAve
to
– Service
innovaAons,
and
– Public
sector
innovaAons
Eight types of innovation ...
o Products
o Processes
o Marketing
o Organisation
o Roles
o Relations
o Norms
o Values
... across four functional systems:
o Economy
o Culture
o Politics
o Law
Source; adapted from Parsons, 1976; Hochgerner, 2011
25. Examples
• Tailored
sale
of
an
individual
log
– Pick
up
a
specific
tree,
fall
it,
transportaAon
with
the
user,
e.g.
musical
instrument
manufacturer
can
pick
and
choose
most
suitable
trees,
the
same
applies
to
professional
carpenters
– Price
differenAaAon;
fiber
Amber,
logs,
special
wood…
• Everyman's
right
• Changing
world
and
value
creaAon
– What
rights
all
ciAzens
have
to
exploit
privately
owned
forests?
• Finnish
ciAzens
• Foreign
ciAzens
26. Examples
• Forest
nature
as
a
place
providing
recreaAonal
experiences
• E.g.
’Park
of
silence’,
silent
environment
experience
• Nature
tourism,
bear
watching
etc.
• Health
tourism
• Open
data
-‐
virtual
forests
ja
(Metla,
Metsäkeskus,
Maanmipl.)
• Finland
holds
extensive
forest
data
–
data
innovaAon
(?)
– Virtual
terrain
/
see
Google
Street
View
• Game
scenerys
in
‘real’
woods
– Virtual
space
for
eco
tourists
– ExisAng
laser
scanning
providing
3D
image
of
forest,
measuring
of
logs..
– Tracking
of
logs
–
sustainability
serAficates
– Distant
follow-‐up
of
forest
development
–
new
type
of
serAficate
27. Examples
• Intangible
value
creaAon
–
the
user
perspecAve
• Biomass
in
the
future?
• New
ways
to
use
paper
and
board:
packaging,
furniture,
design
objects..
• Paper
as
a
media,
what
is
the
future
scenario?
• Raw
material
for
medical
industry
and
food
industry?
• Renewable
energy
• Sustainable
building
materials
28. User
perspecAve
to
value
chain
/
network
UPM
Fiber
processing
Labels
Packaging
Raw
material
suppliers
Packaging
Firms
E.g.
TetraPak
Atria
Food
processing
industry
Retail
industry
Consumer
• Consumers and end users as a target / starting point?
• Leapfrogging value chain can take UPM type of firms closer
to the end user – co-creation with food processing industry
• Food processing industry has in-depth knowledge on
consumers
