Markku Markkula's presentation ACSI - Why Finland? in the Aalto Camp for Societal Innovatio (ACSI), 28th of June 2010, Otaniemi, FInland

1. ACSIWhy Finland?Markku Markkula, Advisor to the Aalto Presidents,Innovation Executive ACSI

4. The Role of University Management Minimum requirement is that each of these three operational areas has a strategy. These need to be integrated. Innovation Management & integration & synergy Research Education Markku Markkula Aalto University Societal Impact 3

5. EU: The Future Is Based on Knowledge Triangle Innovation European Institute of Innovation and Technology EIT: “Innovation requires an integrated knowledge triangle”  Enhanced capacities + high degree of integration + leadership are prerequisites for scaling up Europe’s innovation performance. EIT is locating one of its five ICT research units on the Aalto University campus in Otaniemi. KNOWLEDGE TRIANGLE Education Research Knowledge Triangle will be conceptualized to become a unique strength of Aalto Markku Markkula Aalto University Societal Impact 4

7. EIT functions as a network, uniting research and educational institutes as well as businesses.

8. The founding members of the Finnish unit are Nokia, VTT Technical Research Centre of Finland and Aalto University.

9. The total budget of the Finnish unit for 2010-2014 is approximately EUR 100 million, no more than 25% of which comes from EIT funding.

10. According to the now approved plan, in 2013 there will be several hundred ICT researchers, experts and graduate students working at the EIT Otaniemi unit.Markku Markkula Aalto University Societal Impact 5

12. Sustainable growth: promoting a more resource efficient, greener and more competitive economy.

14. The strong role of universities is crucial: Knowledge Triangle i.e. synergy between research & education & innovation

15. Combine technology driven innovation policy & societal needs driven innovation policy

16. Modernize the Triple Helix cooperation: University – Industry – Cities

17. Living labs & user-driven innovations: people & process development  Need for a second generation innovation agenda Markku Markkula Aalto University Societal Impact 6

18. EU 2020 Strategy  7 Flagships "Resource efficient Europe” "An industrial policy for the globalisation era” "An Agenda for new skills and jobs“ "European Platform against Poverty“ "Innovation Union“ "Youth on the move“ "A Digital Agenda for Europe" Markku Markkula Aalto University Societal Impact 7

19. Aalto Strategic Role in Setting National Agenda and in Implementing National Innovation Strategy and National Creativity Strategy Board April 2009 Our target Aalto will by 2020 become the most important player in setting the national science, creativity and innovation agenda. Influence National Agenda Aalto will by 2020 develop its strengths as a globally unique hub of excellence in research, development and innovation. Global Forerunner The concept of Aalto Living Lab based on Real Case -approach and with selected strategic partnerships will by 2020 create Aalto the pioneering world leader role in teaching and learning in open-innovation and shared knowledge creation processes. Real life & Real Case - Approach Markku Markkula Aalto University Societal Impact 8

21. Human-centric Ba

23. Culture & Learning

24. Impact of Education & Societal Competitiveness

25. Good Practices

26. Methods and tools

27. Passion to LearnResearch Education Platform and processes for learning by RDI Markku Markkula Aalto University Societal Impact 9

28. Creating the Aalto Concept for Knowledge Triangle Based Learning Different learners integrated in the same learning process: Working life experts (continuing education students) Young graduates doing their masters (basic students) Researchers (post-graduate students) Different learner groups have different roles and responsibilities. Need to be based on conceptualized processes. Target is mass customization & personalization and at the same time integrate different perspectives throughout the process. Markku Markkula Aalto University Societal Impact 10

29. ACSI to Be Based on Finnish Strengths Development of Aalto societal impact activities will focus on strengthening specifically those areas where we are an internationally recognized and acknowledged forefront actor, such as: Small northern European nation having top results in many competitiveness benchmarking studies The global innovation map (see: Harvard Business Review March 2009) PISA and Knowledge Society National commitment to creativity and innovation policies The highest degree of university-industry cooperation Strong in arts and architecture Nature Community and corporate social responsibility Markku Markkula Aalto University Societal Impact 11

30. Lead, stimulate andcatalyze science, technologyand innovation development Role of Parliaments in National Innovation Policy Create favourable legislativeenvironment for knowledge creationand competence development Finance lifelong learning, R&D and knowledgeinfrastructure © Markku Markkula Markku Markkula Aalto University Societal Impact 12

31. Parliament of Finland, Committee for the Future 1998:The Finnish Road to Success Need for Restructuring and Reshaping the Public Sector Knowledge Management Plays a Crucial Role 1. Implementing Lifelong Learning Strategy 2. Developing National Innovation System 3. Increasing Investments in R&D 4. Operating as an Information Society Laboratory within EU Finnish National Action Plans on the Way to the Knowledge Society Wisely Influencing Globalisation Exploiting Information and Technology to the Full The Human Aspect in Innovation Governance of Matters and Life Success Factors Defined by the Parliament © Markku Markkula Markku Markkula Aalto University Societal Impact 13

33. Milestones of Finnish Technology Policy 1979198219831984198519871991199519961999 National technology committee Council of State resolution on technology policy Founding of TekesTechnology programmes startedEUREKA startedState Science and Technology Council establishedFinland becomes a member of CERNFinland becomes a member of the EUGovernment decision to increase R&D fundingFinnish R&D funding exceeds 3 % of GDP Markku Markkula Aalto University Societal Impact 15 Copyright © Tekes

34. 36 29 FI FI INNOVATIVE ENTERPRISES PARTICIPATINGIN PUBLIC-PRIVATE CO-OPERATIONAs a percentage of total innovative enterprises (aggregated manufacturing and services sectors) Finland highest in EU 40 40 35 35 Co-operation with higher education institutes Co-operation with research institutes 30 30 25 25 19 20 20 15 14 15 15 14 12 11 10 9 9 9 10 8 8 8 8 8 8 8 7 7 6 6 5 5 4 4 5 2 1 1 0 0 LU IT IE AT PT NL DE BE FR ES SE UK DK IT LU NL PT UK IE ES DE AT FR BE DK SE Source: Science, Technology and Innovation in the Netherlands, 2004. Ministry of Education and Ministry of Economic Affairs Markku Markkula Aalto University Societal Impact 16

35. USA Today 25 August 1999 Cover story: Finland – Wireless Nation ”In this technology-driven country, the future is now.” ”With a mobile phone, users can send messages, surf the Net and even buy snacks.” Markku Markkula Aalto University Societal Impact 17

36. Ranking of EU Countries The Lisbon review 2004 Sustainabledevelopment Informationsociety Innovationand R&D Networkindustries Socialinclusion Financial services Liberalisation Enterprise Total rank 1 3 2 6 4 7 5 9 8 11 10 14 12 13 15 1 4 2 6 7 3 13 5 9 8 10 11 12 14 15 1 2 6 3 5 8 4 7 10 9 12 11 13 14 15 4 1 2 8 7 3 5 6 9 10 15 12 13 11 14 1 3 4 2 7 8 5 6 10 11 9 12 13 14 15 3 2 5 1 7 10 6 9 12 8 4 11 15 13 14 2 1 2 8 4 12 5 9 7 6 10 11 13 14 15 1 4 3 7 6 2 8 9 5 10 13 12 11 14 15 Finland 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Denmark Sweden UK Netherlands Germany Luxembourg France Austria Belgium Ireland Spain Italy Portugal Greece 18 Source: World Economic Forum WEF, The Lisbon Review 2004 Copyright © Tekes

37. 2006-07 2005-06 2005-05 2003-04 2002-03 2001-02 NRI Rank Denmark USA Singapore USA Finland 1 Denmark Sweden Singapore Iceland Singapore USA 2 Sweden Singapore Denmark Finland Finland Singapore 3 Switzerland Finland Iceland Denmark Sweden Sweden 4 USA Switzerland Finland USA Denmark Iceland 5 Singapore Finland Netherlands Canada Sweden Canada Canada 6 Netherlands USA Taiwan Hong Kong Switzerland U.K. 7 Iceland Sweden Japan Norway Denmark 8 Iceland U.K. Switzerland Switzerland Australia Taiwan 9 Korea Norway Norway U.K. Canada Iceland Germany 10 Finland: Time to Wake-up  National Innovation Strategy  Implementation Markku Markkula Aalto University Societal Impact 19

38. Finland = Innovation # 2 Innovation Hot Spot in the world Harvard Business Review March 2009; # 3 Global Innovation in the world The Economist Intelligence Unit, April 2009; # 1 Higher Education and Training in the world, World Economic Forum, September 2009; # 1 Availability of Scientists and Engineers in the world World Economic Forum, September 2009; # 1 Prosperity in the world Legacy Prosperity Index, October 2009; . Markku Markkula Aalto University Societal Impact 20

39. 2008 eSRIvs NRI rankings (= e-skills readiness vs network-readiness) Finland DK FIN SWE KOR USA ISR ICE SIN MAL 10 CAN NOR SWI BEL NED JAP AUT UK NZ IRE AUL GER 20 TUN HK FRA EST POR THA LIT eSRI ranking 2008 SLO 30 BAR CZ IND JOR MLT HUN LAT KSA CYP SPA LUX CHL 40 CRO SK GRE ITA 50 POL ROM 60 50 40 30 20 10 NRI ranking 2008 Source : eLab@INSEAD, based on GITR data 21

41. Aalto Factories

42. International multidisciplinary educational programs:

43. Two new Master programs on Creative Sustainability and International Design Business Management are examples of educational programs focusing on societal needs.

44. New developments in Urban Planning: Doctoral Program of the Built Environment and Master program in Managing Spatial Change

45. Aalto Camp for Societal Innovation

46. Research cooperation with Strategic Centres for Science, Technology and Innovation Markku Markkula Aalto University Societal Impact 22

47. Aalto Responding to Grand Challenges According to the Aalto Strategy potential research focus areas are: service economy, digitalization, energy and sustainable use of natural resources, and a people oriented living environment. Markku Markkula Aalto University Societal Impact 23

48. Renewed National Innovation Strategy Strategic goals set for Finland are a) Innovation-based development of productivity and b) Pioneering in innovation activity. To achieve this the following 4 basic choices are made: Innovation activity in a world without borders Demand and user orientation Innovative individuals and communities Systemic approach The picture is interlinking the 10 key sets of measures defined. Finnish R & HE System Finland’s Attractiveness Learning Environment Competitive Incentives Management Training Tämän kaavion toimintakohteet (siis tekstit) ovat kansallisesta strategiasta – kuva on oma luonnos eri tekijöiden kytkennöistä Growth Entrepreneurship National Ensemble of Services © Markku Markkula & Lars Miikki 2008 Regional Centres of Innovation Pioneer of Systemic Reforms Implementing Innovation Policy “National Innovation Bedrock” We create synergy of operations on all levels: National, Region / Industry, Enterprise / Individual Markku Markkula Aalto University Societal Impact 24

50. Innovation activity which gives rise to an international, self-fortifying innovation community integrating research, learning and innovation.

51. New type of frontier zones and developer forums which will be emerged in connection with this new innovation activity.

52. Integration of different disciplines and nationalities into innovation nodes which opens new doors both for society and university.March 2010 PS, MM, MPI Markku Markkula Aalto University Societal Impact 25

53. Service & Product Development Fundamental Research Applied Research DemonstrationPiloting Market Innovation Ecosystem: Action Space for Living Labs along the Technology Adaption Cycle This the picture used by EU, showing how the role and activities of Living Labs are defined. The broad innovation concept for Aalto will be developed. User Involvement Mainstream Users Early Majority(Pragmatics) Early Adopters(Visionaries) Enthusiasts Action Space for Living Labs Living Labs: User-driven open innovation involving all relevant players of the value network Business-Citizens-Government Partnerships Industry Public & Private research funding Venture Capital Seed Money Banks Chasm** Pre-Commercial Gap* * MacDonald and Associates, 2004 ** Geoffrey A Moore: Crossing the Chasm, 1999 Markku Markkula Aalto University Societal Impact 26

54. Aalto FactoriesMulti-disciplinary Opportunities Expertise workshops, the first new platforms for collaboration within Aalto University: Design Factory Media Factory Service Factory Based on areas in which the three universities already co-operate. The workshops are environments to learn teach research, co-create Academic teams and students, as well as companies or communities work together. Markku Markkula Aalto University Societal Impact 27

55. The Aalto Factory Park (AFP) is a strategic part of Aalto University’s eco-system aiming for deep and sustainable social, cultural and economic impact. It consists of thematic and multidisciplinary Aalto University Factories, which are platforms for synergic integration of research, education and innovation activities across Aalto’s disciplines in their focus areas (Knowledge Triangle perspective). The core of the Aalto Factory Park Concept is the systemic orchestration of real-case operations using and integrating forefront research, learning and innovation activities through multi and interdisciplinary themes Factories provide physical and virtual facilities, coaching and facilitation to increase collaboration between academia, industry, and society (Triple Helix perspective). The following three factories are established: Design Factory, Media Factory and Service factory Aalto Factory Park Concept Markku Markkula Aalto University Societal Impact 28

57. Build stronger initiatives

58. Accelerate the creation of new business Contribution to the Finnish industrial innovation Government & Industry policy SCSTI* Industry Universities Source: Reijo Paajanen, TIVIT Markku Markkula Aalto University Societal Impact 29

59. The Concept of Regional Innovation Policy: Developer Networks and Creative Tension Make the Difference ASSESSING THE COMPETITIVENESS OF A REGION Ståhle & Sotarauta 2002 1. Human capital 2. Innovativeness 3. Concentration 4. Infrastructures REGION Present conditions Competiveness factors Challenges Competitiveness GOALS Attractiveness 10. IMAGE 5. Enterprises 6. Institutions 7. Living conditions and environment Self-renewal ability 8. Developer networks 9. Creative tension Parliament of Finland, Committee for the Future

60. Aalto & T3 Innovation Hub, Unique Globally :Future Is Based on Formula i  WB = T3 + e3 T3 development is based on the Strategy of the Helsinki Metropolitan Area: Integrating Otaniemi University Campus & Tapiola Garden City & Keilaniemi High Tech Business Community. T 3 KEILANIEMI OTANIEMI Science and technology Art and design Business and economy TAPIOLA i = innovation; WB = well-being; T3 = Tiede, Taide, Talous; Science, Art, Business e3 = eettisyys, esteettisyys, elämyksellisyys; Ethics, Aesthetics, Experience 31

61. Greater Helsinki Vision “The capital region is a progressive world-class business and innovation centre bolstered by science, art, creativity, learning ability and high-quality services. The success of the area promotes the wellbeing of its inhabitants as well as that of all Finland. The metropolitan area is developed as a united, functional region with its surroundings closely integrated into nature, providing a comfortable place for living, learning, working and entrepreneurship.” The four priorities of the Helsinki Metropolitan strategy are: Improving top-quality education and know-how Building good quality of life as well as a pleasant and secure living environment Strengthening user-driven innovation environments and developing public procurements Internationalization of the metropolitan area and its connection to global networks Aalto T3 & Aalto Living Labs & Real Case approach are open innovation concepts by means of which cities, enterprises and their strategic partners implement the strategy of the Metropolitan region. T 3 Markku Markkula Aalto University Societal Impact 32

63. continuing education triangle integrating individual & university & employer;

64. triple helix integrating universities & industry & public sector. Markku Markkula Aalto University Societal Impact 33

65. FinnSight 2015  Important Research The following are two lists out of ten as the results of the FinnSight 2015. The work was organized through ten panels in the joint Academy of Finland and Tekes foresight project, which identified focus areas of competence. Human Interaction Lay the Foundation for Welfare: human interaction, understanding and dialogue multicultural competence language and communications lifelong learning and understanding people and the media human technology human creativity increasingly intelligent technology Finnish culture as an area of competence. Continuous Learning Is Crucial: neurological, cognitive, motivational and social basis of learning human technologies that support learning technology-based working and operating environments, management of mobile and distributed work implementation of lifelong learning, the education system and informal learning (learning outside institutions) civic skills and competencies, life control and social innovations. Markku Markkula Aalto University Societal Impact 34

66. Aalto Conceptualizing & Mass Customization & Personalization (AMCP) with Different Perspectives < < < Different dimensions of the research space Platform & Processes to be used in a tailor-made format in each case Different dimensions of the learning space Different dimensions of the innovation space Markku Markkula Aalto University Societal Impact 35

67. Aalto Plan to Increase Societal Impact Research & Teaching University-Industry Real Case Collaboration in Aalto Factories (Design, Media, Service …), Living Labs and Other Platforms Social, Cultural & Economic Impact Research & Teaching Research & Teaching R&D Focused on Innovation Concepts, Processes and Practices R&D Focused on Lifelong Learning Concepts, Processes and Practices R&D Focused on Foresight Aspects of Multidisciplinary Research Research & Teaching Markku Markkula Aalto University Societal Impact 36

68. Technology Driven Innovation Scope of collaboration Society Customer needs - Co-creators - Corporations From industry to service economy to sustainable society Push Solutions - Customers - Supply driven Science Societal urgency 37 © Synocus Group 2010-06-29

69. Grand Challenge Innovation Scope of collaboration Society Pull Customer needs - Co-creators - Demand driven Corporations Emergent, eco-concsious society Solutions - Customers - Science Societal urgency 38 © Synocus Group 2010-06-29