UNIVERSITY ROLE IN ICT-INNOVATION
- SOME THOUGHTS
Jyväskylä 20.03.2012
Prof., Dr. Tech, eMBA
Pauli Kuosmanen
CTO
FINNISH
INNOVATION
SYSTEM SPAGHETTI
INDEED
Source: Evaluation of the Finnish National Innovation System
FINNISH INNOVATION SYSTEM
•
Players
Parliament
SITRA
VVM
TEM
OM
EK
LVM
TIN
Academy
of
Finland
TT
FinPro
TEKES
Company
Company
Company
VTT
University
University
University
OSKE
network
University
University
EIT ICT Lab
Polytechnic
Polytechnic
Polytechnic
Polytechnic
FVH
TIEKE
TIVIT
Fimecc
Cleen
Company
Forest Cluster
RYM
Company
SalWe
…
TAF
HERMIA
DIMES
Company
FICOM
Etc
SOMEONE SHOULD
SIMPLIFY THIS
TIVIT
5
SHOK* NETWORK IN FINLAND 2011
•
Finland is active in the national innovation system development and has established six
SHOKs* for selected industry verticals to carry out industry driven research activities
and to take care of the verticals’ competence development and renewal
>>> SHOKS are Industry driven public private partnerships with contribution to the
Finnish industrial innovation and growth
Industry & Universities and research institutes
Energy and
environment
(CLEEN)
Built environment
(RYM )
Forest cluster
(FORESTCLUSTER )
Metal products
and mechanical
engineering
(FIMECC)
Information and
communication
industry and
services (TIVIT )
Health and
well-being
SHOK in the area of ICT:
-Private, non profit company
-Established in 2008
-Owned by industry,
universities and other active
Finnish innovation network
players
(SALWE )
Shareholders & National funding
*SHOK = CSTI:
Center for Science,
Technology and Innovation
6
MISSION
•
TIVIT creates ICT based business ecosystems to enable new global growth
business for TIVIT’s owners and partners
•
Services include:
– Cooperative national and international research programs to create new technological
and business innovations
– Facilitation of business concept creation to explore new business opportunities in
Finland but aiming to global markets
– Coordination of international research activities
•
Success factors:
– Focusing on selected breakthrough opportunities, results and international markets
– Continuous benchmarking and dynamic adjustment of activities
– Fast flow of results from research to business utilization - based on the latest innovation
theories and models inside programs
•
Core theme 2011…2015:
– Enabling real time society
7
STRUCTURE
•
The complete SRA implementation can contain several elements
SRA*
Business
concept
Business
concept
Business
concept
Academy
project
Tekes funded program
60%/40% rule
75%/25% rule
Academy
project
Project with China
Project with USA
Eureka project
FP7 project
Company
project
Company
project
Company
project
Company
project
Company
project
JTI project
Research
Applied research
Product development
*SRA = Strategic Research Agenda
8
COMPETENCE BENCHMARK FRAMEWORK
R7
Global star
R6
R5
R4
State of the art
R3
R2
R1
Requirements:
Challenger
R1: Program conditions
R2: Progress after first year
R3: State of the art level reached in a wide sense
R4: National business pilots and influence; Academy/EU projects
R5: Global business initiatives; Global standardization influence
R6: Global business born; Global research influence widely recognized
R7: Recognized global star competence
9
TIVIT PROGRAM PORTFOLIO 2012
Content value net
Next Media
Co-creativity
Service value net
Services program
Web of
services
Network value net
Internet of Things
Internet
everywhere
Data value net
From Data to
Intelligence
Acting on data
SW value net
Cloud Software
Web SW &
productivity
Device and
Interoperability
Bridging
realities
HW value net
= ramp up/down in 201210
SRA PORTFOLIO
Future Internet
5,9
Flexible Services
Device and Interoperability
Cooperative Traffic
16,7
5,0
13,8
10,4
13,1
11,8
2
7,8
3,5
Cloud SW
16,3
18,2
14
Next Media
6,8
9,0
9
Data to Intelligence
8
Internet of Things
12
Services
4
Parallax???
Annual volume ~ / M€
2009
2010
2011
2012
28,6
53,2
45,5
49
11
PERFORMANCE AND SERVICES
•
TIVIT development: financial performance and services
2 500 000
2 000 000
1 500 000
Revenue
Other income
1 000 000
Tekes ramp up
Result
500 000
0
2008
2009
2010
e2011
b2012
-500 000
Research
2008
16/02/2012
2009
2010
CONFIDENTIAL
2011
2012
12
FINNISH ICT “COMPETENCE BUILDING” 2009
Telecom
Computational
Business
Basic competences
13
Physical business
Digital business
SPEED OF DIGITAL BUSINESS
R&D
Production
Logistics
ICT
ICT
ICT
Distribution
ICT
Computers have been used to help and to increase
the productivity in the physical business
Customer
service
ICT
Maintenance
ICT
From operating systems
Digital/Data value chain
New paradigm: 1) Design first the digital business,
2)Build necessary physical elements
to service systems and
services
Digital business:
R&D phase > run the global service in the cloud
Global coverage for millions over night, expense depends on the real usage
17.11.2010
14
ICT TRANSITION - PAST 1980…2007
Global star : Nokia
Nokia driven
mobile business
ecosystem
State of the art
R7
R6
R5
R4
R3
R2
R1
Telecom and
mobile communication
competences and
business
26.5.2010
Challenger
.
.
.
1992: Nokia’s first GSM handset
Nokia launches its first GSM handset, the Nokia
1011.
1991: GSM – a new mobile standard opens up
Nokia equipment is used to make the world’s first
GSM call.
1987: Mobira Cityman – birth of a classic
Nokia launches the Mobira Cityman, the first
handheld NMT phone.
1984: Mobira Talkman launched
Nokia launches the Mobira Talkman portable
phone.
1982: Nokia makes its first digital telephone
switch
The Nokia DX200, the company’s first digital
telephone switch, goes into operation.
1981: The mobile era begins
Nordic Mobile Telephone (NMT), the first
international mobile phone network, is built.
Source and see more in:
Story of Nokia
15
ICT TRANSITION – NEW VISION AND STATUS
Digital services businesses
Nokia
1
State of the art
Challenger
Telecom including
mobile communication
competences and
business
Computational including
cloud computing and big data
competences and
business
1. Competence building transition is done!
2. Accelerate business growth based on
new competences
THE NEW FINNISH GROWTH – VISION SUMMARY
Tivit programs
Goal
Business focus and growth
Next Media
Service program
Future Internet / IoT
From Data to Intelligence
ICT
leadership
Cloud Software
Device and Interoperability
Data intensive digital services
& ICT Enabling the transformation
of other industry verticals
UNIVERSITIES
20.3.2012
18
UNIVERSITIES
•
Very important actors in the new knowledge economy, as they are sources of
–
–
–
–
–
knowledge capital
undertaking research
educating skilled workers, and
providing consultancy services in support of innovation
significant contributors in regional development
19
UNIVERSITY/BUSINESS INTERACTIONS
20.3.2012
20
UNIVERSITY/BUSINESS INTERACTIONS
From transactions to relationships
• Strategic commitment
• Collaborative culture
21
UNIVERSITIES AND SMEs
•
SMEs
–
–
–
–
–
Too small
Too little IT investiments
Too little R&D sharing
Too few IT skills
Heavy reliance on external resources for solving their innovation problems
• Wide range: from D&I processes into customer management issues
SME support bucket?
Innovaatimarkkinapaikka 2.0
22
INTERNATIONALIZATION
•
Universities have played a key role in this
•
Keep on this!
•
How to gain new territory with the developing countries?
23
ENABLING PARADIGM TRANSITIONS
•
What is th next transition
•
Universities should prepare Finland for these
24
EVANGELIZE THE TRANSFORMATION!
Kauppalehti 18.10.2010
25
MAKE MINISTERS TO UNDERSTAND 
•
Krista Kiuru (Viestintäfoorumi, February 2012)
– Key quote: “Suomen kansantalous teki 90-luvun laman jälkeen valtavan tuottavuushypyn
perinteisen ICT-teollisuuden nousun avulla. Vastaava hyppy on tehtävä jälleen, on siirryttävä
seuraavalle tasolle. Tämä hyppy tarkoittaa rakentamista syntyneen ICT-infrastruktuurin päälle.
Se tarkoittaa vahvaa panostamista digitaalisten palveluiden tuotantoon ja niiden
huomattavasti nykyistä laajamittaisempaan käyttöön.”
26
TIVIT RELATED QUESTIONS TO YOU
20.3.2012
27
COMPETENCE BENCHMARK FRAMEWORK
R7
Global star
R6
R5
R4
State of the art
R3
R2
R1
Requirements:
Challenger
R1: Program conditions
R2: Progress after first year
R3: State of the art level reached in a wide sense
R4: National business pilots and influence; Academy/EU projects
R5: Global business initiatives; Global standardization influence
R6: Global business born; Global research influence widely recognized
R7: Recognized global star competence
Shoud this
be moved
to earlier
milestones?
28
MORE RESEARCH ORIENTED SRA?
•
Could try somehing like this
1. Write SRA
– Universities in charge
– Longer time-span
2. Implement it
– With smaller projects
• Sharing information between them inside a bigger pool of all SRA projects (tools need to be created
for this)
• Tivit label (and fee) is needed for this
– Academy of Finland, Tekes, EU funding
– SRA level Steering Board
3. When topic matures, make decision about possible ”normal Tivit SRA”
Perhaps old SRA name should be changed into SIA (Strategic Innovation Agenda)
29
NEW POSSIBLE STRUCTURE
SRA*
Academy
project
Academy
project
Academy
project
Academy
project
Ecosystem
concept
Ecosystem
concept
Ecosystem
concept
Academy
project
Horizon 2020
project
Horizon 2020
project
Research
Business
concept
Business
concept
Business
concept
Company
project
Company
project
Company
project
Company
project
Company
project
Project with China
Project with USA
Horizon 2020
project
Applied research
Product development
*SRA = Strategic Research Agenda
30
SUMMARY
20.3.2012
31
ICT DEVELOPMENT SUMMARY
I
CT
CT
32
SUMMARY
•
With changing contexts of knowledge production, the old division between pure
research (universities) and applied R&D (industry) has given way to new forms of
partnerships and collaboration
•
And new forms will be constantly generated
•
We should make those in power to understand the change
•
Only agile ones will survive