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Realising and increasing impact & engagement through,

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Realising and increasing impact & engagement through,

  1. 1. Realising and IncreasingImpact & Engagementthrough, creativity,interdisciplinarity and co-creation at the front end ofinnovationDr Lorraine Warren22 January, 2013Anglia Ruskin University, Cambridge
  2. 2. My Context Director, Centre for Strategic Innovation, www.soton.ac.uk/csi (SXSC2) PI, INSPIRE, www.soton.ac.uk/inspire , Strategic Partnership for Knowledge Exchange and Research on Sustainable Entrepreneurship and Innovation North West Pakistan PI, INTERREG Business Schools project, conference in Deauville, November 6, 7, 8
  3. 3. Commercialisation zone„Valley of Death‟ (Branscomb andAuerswald, 2001; Markham, 2002; Merrifield, 1995). Fuzzy Front End (Reinertsen, 1994, 1999; Smith and Reinertsen, 1991) and the front end of innovation (Khurana and Rosenthal, 1997, 1998; Koen et al.).
  4. 4. Conceptualisations of this space  Classic Stage gate/ project management  Markham et al, 2010 – role theory  Griffin and Hauser, 1993 - the voice of the customer  von Hippel,1986, 2005 - lead user, democratising  Chesbrough, 2003 - open innovation  Phaal et al 2004 - technology roadmapping  SCOT/ANT/STS  Agency/structure, institutional entreprenuership, complexity
  5. 5. Formal and/or informal? Stage –gate (Cooper, 1997; Khurana and Rosenthal, 1997). Dynamic Interplay between roles (Markham et al, 2010) FFE cannot be accommodated by formal processes (Nobelius and Trygg, 2002; Reid and de Brentani, 2004). During incubation – tangible and intangible processes (Warren, Patton & Bream, 2009; Patton, Warren & Bream, 2009) Interdisciplinary teams and creativity (Barr et al, 2009; Boocock , Frank and Warren, 2009) Identity and careers (Warren, 2009)
  6. 6. Policy Agenda Policy reports Hauser, 2010; Dyson, 2010; Wilson, 2012 Science Enterprise Challenge, HEIF -> incubators Technology Strategy Board: Knowledge Transfer Partnerships; Knowledge Transfer Networks;Technology Innovation Centres (Catapult Centres) -> collaboration, networks Fraunhofer (Germany), ITRI (Taiwan), bridging initiatives (Cambridge-MIT; SETSquared – San Diego; Gatsby Innovation Fund/ NCSU) university<->business <-> community ecosystem Networked character, local <-> global
  7. 7. Progress? Hauser, Dyson – still a long way to go to remain competitive in global economy Yes but…. Spin out rates remain low, and many patents are not developed further (although that is just a subset of activity) Rarely straightforward (Markham et al, 2010; Barr et al, 2009; Boocock, Frank and Warren, 2009) and context dependent 9Casper, 2007) High uncertainty within those so-important innovation networks which contain multiple factors and stakeholders, including social, political, technological, legislative and cultural transitions as well as material and financial resource limitations, particularly at the FFE
  8. 8. Advent of the Digital Economy Widespread access to broadband technologies Smartphones and tablets Social media Increasing availability of government datasets to the public Falling prices for some technology areas expanding creative potential Increased popularity of self-organising formats, with the potential for unexpected serendipitous outcomes (long standing hacker culture).
  9. 9. New opportunity at FFE? firstly, digitisation has lowered entry barriers to new forms of technological innovation: not just computer scientists secondly,  traditional incubation pathways have been supplemented by free- form crowd-driven patterns of activity, often linked to social media, such as crowd funding (de Buysere et al, 2012)  or the intricate multidisciplinary „barcamp‟, or „unconference‟ style events, which combine creative artists of all kinds and computer scientists  amplify energy and result in the emergence of multiple value outcomes, including new creative projects, new educational opportunities (formal and informal), as well as ideas for commercialisation (Kemp et al, 2012).  The contribution of the creative industries in this milieu is well recognised (Hearn et al, 2007) in stimulating innovation overall, as new business models are co-created and shaped.  Not just „apps‟, but, Mo-Cap for example; http://www.animazoo.com/
  10. 10. Bridging the formal and theinformal? SXSC2 http://digitaleconomy.soton.ac.uk/events/creative-digifest- sxsc-2 Digital humanities, Winchester School of Art, Computer Science (Web Observatory, Web Science and the Open Data Institute) Mix of speakers, demos and a strong social media presence to energise the event, the ongoing network and commence „stories‟ or narratives about potential commercialisation outcomes 200 attendees http://digitaleconomy.soton.ac.uk/blog/1656 http://www.youtube.com/watch?v=kLknR-nLycY
  11. 11. Some informal feedback(gathered by DE team) Cathy Pope (Web Science and Work Futures): Just wanted to feedback that the event last week is still getting really positive feedback around the place. I managed to catch up with the storify and was following the tweets etc - looks like it was fab and generated a real buzz. I am sure it was a huge amount of work so wanted to say well done to you for delivering this. bravo! Abigail Harrison (Digital Surrey): Just wanted to send you an email to thank you so much for inviting me to the amazing event yesterday. What a triumph! You must have been so pleased with how it went, the dialogue in the room(s) as well as on-line. The organisation, support, facilities as well as thinkers / specialists from the University were all at their shiny best. It was just a pleasure to be part of. Thank you. If there is anything that I can help you or the department with in the future, please do not hesitate to ask - I really was inspired... and there is some amazing working being done there. Kieron O‟Hara (Web Obervatory): Thanks Lisa, it was a pleasure. I enjoyed the panel afterwards - proper punch-ups which was good. Toby Beresford (leaderboarded.com): Well done on the event. I thought its greatest strength was the fairly combative questions and topics. It was vigorous and helpful. The white heat will produce more refined propositions! Too often events are samey and anodyne. Julius Duncan: Congratulations on an inspiring event yesterday. All your hard work really paid off :)
  12. 12. Outcome: a new platform for rapid knowledgeexchange between academia and business (below compiledby DE team and categorised by LW) General  Enhanced visibility for all concerned  overlaps and reinforcement between initiatives e.g. CSI, SUSHI, sotonDH, cybersecurity, imaging USRG, web science, digital champions, CIP modules  Case for research strengthened (NEMODE attended)  Potential for support for Roberts/PGR context through discussion of pipeline opportunities  Connects formal, informal Learning and employability outcomes  80 Managing Innovation students did case on event, some followed virtually, some followed up as dissertation topic in discussions - potential of graduate passport points for live tweeting being followed up. Idea of virtual event following/participation strengthened.  Link with Headstream in part via SxSC2 has led to UG digital marketing students being invited as a cohort to conduct primary research in advance of the Social Brands event. This is an ideal real-world learning opportunity for the students, and offers a new connection between business and the University.
  13. 13. …cont‟d DE will be organizing a new social tools workshop run by #digichamps which will involve humanities academics with no business knowledge or interest, and the outcomes and involvement in it will feed straight to social business via SXSC2 connections Tweet analysis service now being linked to the JISC DataPool project and discussions with the Web Observatory. SxSC2 inspired proposed unconference and SMiLE components at websci13 DE USRG has been invited to participate in the hackathon in November, demonstrating growing awareness of our activities Discussions with Leaderboarded.com developed from Lisa Harris‟ connections in Digital Surrey. We are discussing the latter with respect to University of Southampton teaching employing social media ranking. Ben Mawson example of small scale multidisiciplinary funding and events leading to new collaborations. Ben was funded by two EPSRC bridging the gaps awards via sotonDH and also by the music discipline. He was then further supported by collaborations built via DE USRG lunches and the SxSC and SxSC2 events. He received further advice directly from CSI and then moved on to discussions with Cap Gemini and in turn Google. Now in discussions re: external industrial potential, internal R&D potential with ISVR and a large grant research council application to the AHRC. Follow up meeting on Raspberry Pi network regionally following connection with IET, BAe Outreach team (taking place on April 25) Implications for event management going Planned video channel to be developed collaboratively with the team that filmed #SxSC2 – offering benefit to the business and providing a template for future events
  14. 14. Purpose 1: Future Research  Agile business model development (Ries 2011; Blank, 2012)  Ivory – imagined user  Fuller – Warren -> emergence (temporality and ephemerality) (2004 -> )  Warren – identity, narratives (2004 -> )
  15. 15. Purpose 2: Impact Generally – higher publicity through profile development, social media, blogging, personal branding or marketing, does tend to lead to higher citation rates http://blogs.lse.ac.uk/impactofsocialsciences/about-the- project/
  16. 16. REF Impact The SHOP not the SHOP WINDOW! Main Panel C , 19) Output? Performance or installation  Table CI (REF Panel Criteria and Working Methods) Public Engagement Activity (sections 81/82) Table C2
  17. 17. Purpose 3: Value of informalprocesses in commercialisation Pipeline development for formal processes (Boocock, Frank and Warren, 2009) Ideas factory in their own right, e,g, slideshare http://productnation.in/organize-barcamp-and-build-a- 119-million-idea-the-amazing-story-of-slideshare/ Developing business models before business plans (Ries, 2011; Blank, 2012)
  18. 18. What’s A Startup? Search Execute Scalable Large Startup Company -Business Model found - i.e. Product/Market fitA Startup is a temporary organization used to search for a repeatable and scalable business model Ever closer to experimental stage Generate dozens of strategic options
  19. 19. Startups Search and PivotThe Search for the Business Model Scalable Large Transition Startup Company Business Model found by founders - customer needs/product features found i.e. Product/Market fit
  20. 20. Startups Model, Companies Plan The Execution of the Business Model Scalable Large Transition Startup Company Business Plan - describes “knowns” - features - customers/markets - business model
  21. 21. Conclusion: ongoing thoughts Stirring the waters: challenging speakers, such as Andrew Keen, the self-styled Anti Christ of Silicon Valley Unsettling, noisy Dissonances Ephemerality generator new spaces new imaginings new possibilities