1. iMINDS, Ghent, 12 May 2009
Research & Innovations:
Lessons Learnt in Creating the Aalto University
MARKKU MARKKULA
Director of Lifelong Learning Institute Dipoli, TKK Helsinki University of Technology
Team Leader (Societal Impact), Aalto University
• Secretary General of IACEE the International Association for Continuing Engineering Education 1989-2001
• Member of Finnish Parliament 1995-2003
- Committee for the Future
- Committee for Science, Education and Culture
• Chairman of the Board of TIEKE, the Finnish Information Society Development Centre
• Chairman of the Board of EuroPACE, the European Professional Association for Collaboration in e-Learning
• Chairman of the Espoo City Planning Board

2. Harvard Business Review, March 2009:
Tapping the World s Innovation Hot Spots
World’s
”Several countries have developed end-to-
end innovation systems combining
stewardship mechanisms, funding bodies,
research institutions, and structures for
business and academic collaboration, all in
support of an overall national strategy…”
”One of the best examples of Finland’s
large-scale, holistic approach to innovation
is Aalto University…”
”Named for the legendary Finnish architect
and designer but referred to locally as
Innovation University…”
”Small countries like Finland are self-
contained environments. The moment you
land there, you meet relevant players and
have the opportunity to set up important
alliances. In a way, such an ecosystem is
akin to the Japanese keiretsu, with its
shared purpose, common managerial
culture, and intricate web of financial
connections…”
Markku Markkula,
2
Aalto University 2009

3. Aalto University Merging 3 Universities
• Enabling a strong
focus on strategic
areas and secure
the required
independent
i d d t
economic resources
for research.
• Creating a new
TKK student-centric
culture.
• Integrating research
& teaching &
Technology – Innovation – Productivity learning & societal
interaction.
TKK = Helsinki University of Technology • International faculty
HSE = Helsinki School of Economics and competitive
TaiK = University of Art and Design Helsinki personal processes.
www.aaltouniversity.info
www aaltouniversity info
Markku Markkula,
3
Aalto University 2009

4. Aalto National Strategic Role in 2020
g
1. INFLUENCING NATIONAL AGENDA
Mission, Vision
Mission Vision,
Aalto will by 2020 become the most important Leadership
player in setting the national science, creativity
and innovation agenda.
2. GLOBAL FORERUNNER
©Alvar Aalto
Aalto will by 2020 develop its strengths as a
globally unique hub of excellence in research,
development and innovation.
d l t di ti
3. REAL LIFE & REAL CASE -approach
The concept of Aalto Living Lab based on Real
Case -approach and with selected strategic Research
h
partnerships will by 2020 create Aalto the Impact
pioneering world leader role in teaching and
learning in open-innovation and shared
knowledge creation processes.
Education = Future
Markku Markkula,
4
Aalto University 2009

5. Aalto Interaction with and Impacts on Society
As defined in alignments confirmed by the Foundation Board in the autumn 2008, the area
covered by the theme Impacts is vast, integral to all Aalto activities and based on university basic
missions research and education. Thus the preparation for Impact activities is accomplished
iteratively in phases together with other themes and working groups.
The measures regarding Impacts, helping prepare the launching of Aalto University, are targeted,
in particular, to:
1) creating a sustainable foundation for Impacts, that is, creating the required systemics, concepts and
processes,
2) preparing for a new leadership and operational culture in a motivating and commitment-enhancing way,
that is, preparing principles and policies together with internal and external participants and specialists,
3) defining the vision for Impacts 2020 by drawing from current strengths and Aalto potential as well as
recognizing the piloting required for progress in the right direction and defining the framework for
implementation.
Direction t by the Aalto University F
Di ti set b th A lt U i it Foundation B d
d ti Board:
Aalto Action • Focus on selected spear heads in research on a world-class level
Plan: Clarify • Focus on important long-term issues and areas of research
focus and • Encourage risk taking in potential breakthrough initiatives
strategy of • Put more emphasis on master’s and doctoral level education
the university • Integrate research, teaching and societal interaction across all Aalto’s
disciplines to create synergies
• Ai f d
Aim for deep and sustainable social, cultural and economic impact
d t i bl i l lt l d i i t
Markku Markkula,
5
Aalto University 2009

6. Creating a Sustainable Base for Aalto Impact
There are several systematic ongoing development initiatives to create
a sustainable base for creating economic, social and cultural impact.
nt
nagemen
agement
stems thinking
Activities for economic impact
edge man
others
s
Proje mana
ICT
Activities for social impact
ect
Knowle
Sys
Activities for cultural impact
▪ These have been developed
systematically through several tens of ▪ Development of new concepts, processes,
workshops in collaboration with Aalto methods, practices and working culture to
internal and external experts and
p increase impact within all impact activities.
interest groups. ▪ The outcome is a systemic toolbox for
▪ In addition, there are several working Aalto Impact activities.
groups and reports/decision proposals
developed b th
d l d by them.
Markku Markkula,
6
Aalto University 2009

7. Renewed National Innovation Strategy
Strategic goals set for
strate – the illustration is our draf describin the
Finland are a) Innovation- Finnish Finland’s
nal
ng
based d
b d development of
l t f R & HE System Attractiveness
Th texts in this chart stem from the nation
connectio betwee the diverse actors
productivity and b)
Pioneering in innovation
activity. To achieve this
y
Learning
ft
the following 4 basic Competitive Management
choices are made: Incentives Environment Training
1.Innovation activity in a
en
world without borders
© Markk Markkula & Lars Miikki 2008
8
2.Demand and user
orientation National Ensemble Growth
ons
3.Innovative individuals of Services Entrepreneurship
L
and communities
4.Systemic approach
Pioneer of Regional Implementing
egy
Systemic Centres of Innovation
he
ku
The picture is interlinking Reforms Innovation Policy
the 10 key sets of
measures defined. “National Innovation Bedrock”
We create synergy of operations on all levels: National, Region / Industry, Enterprise / Individual
Markku Markkula,
7
Aalto University 2009

8. Universities Provide the Human
Socio-Techno-Economic RDI Infrastructure
Living Lab is a
European Living Labs European-wide
concept based on
People and
P l d open, demand
Social Networks and user-driven
research,
Universities development and
p
for co-creation? innovation (RDI)
Cities, regions
Firms and
and societies as Living
infrastructure
Open Innovation
Laboratories and focused on
target-oriented
university-
"The European Network of Living Labs is a concrete action
p g industry
for putting Lisbon strategy in real life!" collaboration.
Prime Minister of Finland , Mr. Matti Vanhanen
Markku Markkula,
8
Aalto University 2009

9. Aalto Living Lab:
Research for Methodological and Conceptualising Development
Aalto Living Lab concept and 6. Innovation Process: innovative products,
its activities are based on services, processes, structures, and their integration
university level RDI (research,
development and innovation) 4. Living 5. Leadership and
Environment and Management:
The 6 research areas in the Media: social strategic and
picture are in many cases collaboration, operational
urban and regional All-permeating drivers of
overlapping with the others. business
The aims of Aalto development pa
planning and
ga d change:
g development,
development
are increasing scientific development creativity & innovation, project
relevance, interdisciplinarity foresight & management
and synergy between systems thinking,
research, teaching
research teaching, learning entrepreneurship,
entrepreneurship 3. Human Capital:
and societal interaction. 2. ICT: social web,
ICT-based digitalization, knowledge
methods, software productivity creation,
Aalto University is to be knowledge
characterized by its values and development
p
management,
the all-permeating drivers of learning and work
change (in the picture, these
are to be defined). 1. Science – Society Interaction: RDI
methods and concepts, ecosystems
concepts
Markku Markkula,
9
Aalto University 2009

10. An Example: Aalto & T3 Challenging the Global Competition:
The Future Is Based on the Formula i WB = T3 + e3
One of the real-life collaborative platforms of the Aalto Living Lab is the T3 area. This is based on the
p g
cooperation between the City of Espoo, Aalto University, and the companies and other stakeholders
operating in the area. T3 development is based on the Vision of the Helsinki Metropolitan Area.
Greater H l i ki Vi i
G t Helsinki Vision
T3
OTANIEMI KEILANIEMI “The capital region is a progressive world-class
business and innovation centre bolstered by science,
art, creativity,
art creativity learning ability and high-quality services.
services
Science and The success of the area promotes the wellbeing of its
technology inhabitants as well as that of all Finland. The
metropolitan area is developed as a united, functional
g
Art and design region with its surroundings closely integrated into
Business and nature, providing a comfortable place for living,
economy learning, working and entrepreneurship.”
i = innovation;
TAPIOLA WB = well-being;
T 3 = Tiede, Taide, Talous; Science, Art, Economy
e 3 = eettisyys, esteettisyys, elämyksellisyys; Ethics, aesthetics,
experience
Markku Markkula, 10
Aalto University 2009