Future jobs are created
where knowledge is created
EUPIDE 2008, Paris, France;
University Pierre and Marie Curie & UNICA
Göte Nyman 13th June, 2008
University of Helsinki
Finland
gote.nyman@helsinki.fi
Göte Nyman, 2008
Examples of significant trends that affect
how and where knowledge will be created
Knowledge work
environment
Globalization and the net in knowledge creation.
Increasing distributed production and innovative work.
Fast growth of creative industries.
Increasing role of SMEs and services.
Need for environmentally relevant knowledge.
Competition in ”energy economy”.
Knowledge work
form & content
New forums for knowledge creation.
Evolution of communication into collaboration.
Multi-disciplinary knowledge.
New basic research issues.
Long & variable careers of knowledge workers.
The Lisbon strategy: To make the EU the most dynamic and competitive knowledge-based economy in the
world capable of sustainable economic growth with more and better jobs and greater social cohesion, and
respect for the environment by 2010" was adopted by the European Council in 2000.
Göte Nyman, 2008
Strategic report on the renewed Lisbon strategy for
growth and jobs: launching the new cycle (2008-2010)
(EU Commission)
Background boost from the report:
”The fifth freedom” e.g. the free movement of knowledge:
The member states should ... :
”Remove obstacles to the mobility of researchers between
public and private research centres”
This seems appropriate and necessary, but will future knowledge
really be created dominantly in research centres?
Are these the main knowledge creation forums/engines in the
future world?
What are they and where will they exist and why?
Göte Nyman, 2008
Case Finland
5 million people
200 000 enterprizes, most of them having under 10 employees.
Small (and SME) companies require specific considerations.
Independent of enterprize size, there are general needs for the improvement
and support of their organization, marketing, services, and product development:
Research and research models that have been professionally designed.
Direct applications of research knowledge.
New commercially relevant concepts that are based on research knowledge.
Inspiring research knowledge.
Reliable knowledge for company strategy and development.
Productive collaboration processes with research organizations.
Building of the future knowlege base.
Knowledge-based future planning.
Education and visionary roadmaps for future needs.
Recruitment knowledge and criteria.
...
Göte Nyman, 2008
Knowledge engines create jobs
(Model used by UH/POEM-project.)
Company-specific product & organizational development
Innovation
spin-offs
Innovation
spin-offs
”Pure”
basic
research
”Pure”
application
research
University and company based
”knowledge engines”
Organizations
Collaboration models
Shared processes
Knowledge bases
Specialists, Managers
Roles, Links, Weavers
Business/funding models
Göte Nyman, 2008
Knowledge engines create jobs
(Model used by UH/POEM-project.)
Company-specific product & organizational development
Innovation
spin-offs
Innovation
spin-offs
”Pure”
basic
research
”Pure”
application
research
New job potential
• other business
areas
• consultation, r&d
• mgmt
• subcontracting
• new companies
University and company based
”knowledge engines”
Learning of companyrelated competences.
Marketing of academic
competences.
Creation of job channels
Company: Business unit mgrs; Uni: Prof/researchers
Management & innovation team
Funding: Infra/UH; Project/M-real
Process interfaces in marketing & r&d
Shared visions, plans & piloting
Roles for mgmt, r&d, marketing; publicity
Potential job
spin-offs
• marketing
• r&d
• mgmt
• subcontracting
Göte Nyman, 2008
Implications, general
Create functional management links between companies and university
research units
Build knowledge bridges (via knowledge engines) between companies and university
research units.
Create shared processes & networks between companies and research units/teams
Adopt relevant reward & support systems in university departments/research units.
Recognize relevant ”weavers” early, both in universities and in companies.
Support network building between companies and research units.
Develop business architecture of campus environments.
Develop open knowledge management in company contexts.
Support subcontracting work at university research groups
Adopt project management work models and frameworks in research units.
Facilitate collaboration in business markets.
Göte Nyman, 2008
This will not happen, if:
• academic research evaluation remains rigid or closed
• academic and company funding are kept separate
• basic research is isolated from applied research
• company collaboration is overlooked
• collaboration models are not developed
• only threats to basic research are seen
• freedom of knowledge movement does not concern companies
• relevant university people are not rewarded from success in this area
Göte Nyman, 2008