These slides highlighted a keynote adress to the 40th annual meeting of the Australia New Zealand Regional Science Association International meeting in Melbourne. In it, we reviewed some of our experiments in designing and guiding innovation ecosystems.

1. Ed Morrison
Purdue Agile Strategy Lab
Purdue Polytechnic Institute
Designing Innovation Ecosystems
ANZRSAI Annual Conference | Melbourne | December 2016

2. We are defining how
universities can design and
guide innovation
ecosystems

3. We are sitting in the midst of a really big transition…

4. The foundations of our economy are shifting…

5. Networks move us to new opportunities

6. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem

7. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem

38. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem

39. “Transform your Workforce
System”
✓ 13 regions nationally
✓ $15 million each
✓ 3 years to innovate
The federal government
First Purdue experiment
Indiana, 2005

40. 0
7,500
15,000
22,500
30,000
Began Training Completed Training Degrees/Certificates
Goal Result
2.7 X
2.9 X
2.7 X
Result: We exceeded goals by almost 3X. With 8% of the
national money, we produced 40% of the national results

41. Indiana Innovation Platform proposed to pool the
start-up and innovation assets of two universities
and focus them three regions

42. © Fraunhofer IAO, IAT Universität Stuttgart
Dr.-Ing. Dipl.-Ing.-Des. Antonino Ardilio
Fraunhofer IAO
Fraunhofer IAO
Stuttgart, Germany
Fraunhofer

43. Technology
Development
Market
Opportunities
OLED
Displays
Emergent
Artificial
Intelligence
Sensors
Genetic
Engineering
Military
Health Care
Construction
Automotive
Financial Services
Opaque,
permeable boundary
Technology in search of a market fit
Markets in search of technology solutions
5G
Networks
RoboticsBioplastics
Additive
Manufacturing
Drones
Precision
Agriculture
Conductive
polymers
Nanomaterials
Lithium Air
Batteries
Fraunhofer
MarketExplorer
Fraunhofer
TechnologyRadar

44. © Fraunhofer IAO, IAT Universität Stuttgart
44
Strategic Doing course
Designing and Guiding Complex Collaborations
Integration of agile strategy and innovation management
Open TIM (Technology- & Innovation management) course
Technology and Innovation Management in the digital age
TechnologyRadar course
Accumulating Technology
Intelligence
MarketExplorer course
Identifying adjacent
market opportunities
…

45.
Research
Infrastructure
Investor
Networks
Skilled
Talent
Pool
Start-up
Firms
Innovative
Growth
Companies
Provide capital
and expertise
Provide investment
generates wealth
Recruit and
supply smart
people
Recruit and
supply smart
people
Provide networks
and mentors
Provide ideas
incubators and
smart people
Provide R&D
partners
Provide
technology
support and
training
Accelerate new
venture investment
Train and recruit smart people
Start Up
Economy
Growth
Economy
One view of a university’s innovation ecosystem
Source: Ed Morrison, Dale Wunderlich

47. Business Firm
Business firm that acts as an
expert hub
Business firm that services as a
boundary spanner
Higher educational institution
supporting the cluster
Strategic focus area that ties
together firm within a cluster
Anchor Investment
Formal Cluster

48. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem
Civic economy mindset
Agile strategy: Strategic Doing
Collaboration platforms
Open source ecosystems

49. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem
Civic economy mindset
Agile strategy: Strategic Doing
Collaboration platforms
Open source ecosystems

50. Our
Market Economy
Our
Civic Economy
Focus on redesigning and guiding our civic
economy

51. Our
Market Economy
Our
Natural Environment
Our
Civic Economy
Carolan 2005, Society, Biology, and
Ecology: Bringing Nature Back Into
Sociology’s Disciplinary Narrative Through
Critical Realism

52. Our
Market Economy
Our
Civic Economy
Collaboration
zone

53. Shared
Value
Perspective
Collective
Im
pact
Perspective
Our
Market Economy
Our
Civic Economy Zone of
Collaboration
Industrial
Commons
Perspective

54. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem
Civic economy mindset
Agile strategy: Strategic Doing
Collaboration platforms
Open source ecosystems

55. Strategic Planning
We have been testing an agile strategy
process designed for open networks
Strategic Doing

56. Dynamic
Simple
Complex
Complicated
Number of Actors
Low
Low
High
High
Source: Modified from Sheffield et. al (2012)
Number of Interactions
As we move toward networks, we move into highly
complex environments

57. Known
Situations
New
Situations
Existing Skills New Skills
Comfort Zone
Where agile
strategy
happens
Frustration
Zone
Command and
control
Collaboration and
trust
Hierarchies
Open
networks
Agile strategy enables us to confront complex situations
by developing new, collective skills

58. Strategic Doing
uses simple rules
to guide complex
collaborations to
measurable
outcomes…

59. 59

60. The Ten Rules of
Strategic Doing
PURDUE AGILE STRATEGY LAB // NOVEMBER 2016

61. Simple rules
create a swarm

62. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem
Civic economy mindset
Agile strategy: Strategic Doing
Collaboration platforms
Open source ecosystems

63. Within the university: collaboration platforms
can scale trust across disciplines
18

64. Purdue
Core
Innovation
Lab
(Core Lab)
(iLab)
1
iLab
2
iLab
n
Innovation Acceleration Network
with Market-Facing
Innovation Disciplines
University
and College
Centers
Unviersity
Unviersity
Unviersity
University
College
1College
1
College
2College
2College
2
Colleges and
Departments
College
College
College
College 1 Departments
Existing
Engagement
Networks
Purdue
Extension
Purdue
TAP
Building platforms to scale trust and
collaboration

65. Company A
Company B Company C
Lockheed
D
ata
Im
port
Analytics
Team
Architecture
Team
Visualization
Team
Data
Source
Team
Your Company
Designing an open innovation network for Condition
Based Maintenance

66. Dec Jan Feb Mar Apr May Jun
Design sessions
Workshop
“I’ve worked with large companies trying to do
open innovation, but the Strategic Doing process
is unique. This is the most clear and concise open
innovation process I’ve seen.”
Mark Scotland
CEO, 4.0 Analytics

67. Time
Level of Cluster Development
Conversation shifts
Network forms
Strategic agenda emerges
Anchor investments made
Cluster continues to
invest, adapt, expand
Source: Ed Morrison, Purdue Unviersity

68. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem
Civic economy mindset
Agile strategy: Strategic Doing
Collaboration platforms
Open source ecosystems

69. Branding
Marketing
New Narratives
Brainpower
21 Century Talent
Workforce
Innovation
Entrepreneurship
Supports
Quality,
Connected
Places
Collaboration
Open source ecosystems focus in four areas

70. From these core collaborations, other characteristics
emerge
Brainpower
21 Century Talent
Innovation
Entrepeneurship
Networks
New Narratives
Quality,
Connected
Places
Collaboration
Skills
Innovative Businesses
Creative,Healthy
People
DynamicClusters
Creative Placemaking

71. Innovation
and
Entrepreneurship
Q
uality,
Connected
Places
N
arratives
Brainpow
er
Organization A Organization B
Organization C
Universities can design and
guide collaborations on the
platform

72. Quick tour of research, theory and practice
Ecosystem experiments at Purdue
Key components of a university ecosystem
Civic economy mindset
Agile strategy: Strategic Doing
Collaboration Platforms
Open source ecosystems

74. Thank you.

75. Ed Morrison
edmorrison@purdue.edu