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Innovation Policy and the New Developments Needed by Engineering Universities – the European Frame

World Engineering Education Forum, Singapore 18.-21.10.2010 IFEES-Led Common Session R&D and Innovation Partnerships: Addressing Future Needs in Challenging Times www.weef2010.org. Innovation Policy and the New Developments Needed by Engineering Universities – the European Frame.

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Innovation Policy and the New Developments Needed by Engineering Universities – the European Frame

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  1. World Engineering Education Forum, Singapore 18.-21.10.2010 IFEES-Led Common Session R&D and Innovation Partnerships: Addressing Future Needs in Challenging Times www.weef2010.org Innovation Policy and the New Developments Needed by Engineering Universities – the European Frame Markku Markkula Member of the EU Committee of the Regions: www.cor.europa.euAalto University, Finland: www.aalto.fi

  2. Prof Richard Miller (opening keynote on Tuesday): • f (feasibility x viability x desirability) Art & Design Business Science & Technology Aalto = a merger of 3 top universities, European forerunner of university reform The Board instructs iterative planning process as follows: Vision 2020 Concepts and processes  Aalto culture Organizational structures Aalto University: Where science and art meet with technology and business Extensive Research Assessment Evaluation was carried out in 2009 (60 international professors): Understanding of future potential  Defining focus areas  New investments

  3. How to Respond to Grand Challenges?Mental Change from 3 C’s to 3 I’s • Leadership is facing new challenges: Leadership change: • Now 3 I’s: • Inspire yourself / ourselves • Inspire others • Innovate Based on: Dr. Pentti Sydänmaanlakka, Lecture in Aalto University Dipoli, 16 September 2008 • Markku Markkula • Aalto University Societal Impact • Advisor to the Aalto Presidents 3 Continuous change and increasing pace of change Contradictory values and goals Need to move from the world of ”either or” to ”both and” Increasing complexity In the past 3 C’s: • Command • Control • Correct Future: • Radical changes in working culture

  4. New Developments Needed by Engineering Universities 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 4

  5. Map: EU Regional Innovation Performance Index More: Brussels 6.10.2010, COM(2010) 553 final

  6. Finland = Something Unique (Country to Invent the Future) Some evidence: # 1 World’s Best Country Newsweek, August 2010 # 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; . 5 million people Markku Markkula & Hannu Seristö Aalto University

  7. EU 2020 Strategy – What Does It Mean? Implementation through 7 Flagships: • Innovation Union • Digital Agenda • The Agenda for New Skills and Jobs • Industrial Policy for the Globalisation Era • … EU 2020 mutually reinforcing priorities: • Smart growth • Sustainable growth • Inclusive growth The role of universities in making this a reality: • Focus on grand challenges • The strong role of universities is crucial: Knowledge Triangle i.e. synergy between research & education & innovation • Modernize the Triple Helix cooperation: University – Industry – Cities • Living labs & user-driven innovations: people & process development  Markku Markkula Aalto University Societal Impact 7

  8. EU 2020 Strategy EU 2020 Three Mutually Reinforcing Priorities: • Smart growth: developing an economy based on knowledge and innovation. • Sustainable growth: promoting a more resource efficient, greener and more competitive economy. • Inclusive growth: fostering a high-employment economy delivering social and territorial cohesion. EU Committee of the Regions / Digital Agenda Plenary 5.10.2010: • Implementation of the Digital Agenda should include incentives aimed at encouraging local and regional authorities and universities to work together to develop necessary Living Labs concepts. • The EU must adopt a new purposeful approach based on the idea that some regions and cities are pioneers, active researchers, experimenters and decision-makers who develop new solutions for the future for the benefit of all. Markku Markkula

  9. The Grand Challenges Are We Ready to Respond?

  10. Need to Integrate Top Research to Practice EU through Innovation Union: • Need to get more innovation from our research, • Better understanding of public sector innovation, • European Institute of Innovation and Technology EIT to set out a Strategic Innovation Agenda, • European Innovation Partnerships to be launched to accelerate innovation, • …

  11. EU 2020 Strategy Challenging Universities  Reform & Need for Forerunners

  12. Paradigm Shift  Digital Single Market

  13. EU Flagship: Initiative Innovation Union The biggest challenge for EU and Member States is to adopt a much more strategic approach to innovation: Three major weaknesses: • Under-investment in our Knowledge Foundation, • Unsatisfactory framework conditions, such as poor access to financing, high costs of IPR, ineffective use of public procurement • Too much fragmentation and costly duplication Europe Needs to Develop Its Distinctive Approach to Innovation: Focusing on innovations that address the major societal challenges identified in Europe 2020 Create added value through European wide integrated investments on innovation Pursuing a broad concept of innovation Universities are having a key role: Knowledge Triangle Involving all actors and all regions in the innovation cycle Brussels, 6.10.2010, COM (2010) 546 final

  14. Innovation Union to Become a Reality What will happen? Reforming research and innovation systems Resources to be allocated through the EU agenda Self Assessment Tool: Features of well performing national and regional research and innovation systems Annual monitoring: Performance scoreboard for research and innovation What is crucial? Focus on regional innovation ecosystems Young entrepreneurial mindset New culture of working and learning together System thinking and conceptualizing the change processes needed Incentives for pioneers More market-driven R&D-processes Political commitment at all levels

  15. Keynote on Wednesday October 20, Prof. Joseph Hun-wei Lee Hong Kong University of Science and Technology Linking Engineering and Public Policy Message  Modern engineers are needed: Integrating theory and practice Rigorous training in fundamentals Inter-disciplinary thinking Curiosity and ability to understand problems in socio-economic context Ability to solve complex problems

  16. We Get What We Measure: Scientific Publications and/or the Global Talent and/or Societal Innovations Talent Usage Talent Availability Environment variables Source: The Global Information Technology Report 2008-2009, INSEAD & World Economic Forum (using also the work of UNCTAD, UNDP, UNESCO, World Bank etc.) 16

  17. European Creativity and Innovation Manifesto 2009 • Nurture creativity in a lifelong learning process where theory and practice go hand in hand. • Make schools and universities places where students and teachers engage in creative thinking and learning by doing. • Transform workplaces into learning sites. • Promote a strong, independent and diverse cultural sector that can sustain intercultural dialogue. • Promote scientific research to understand the world, improve people’s lives and stimulate innovation. • Promote design processes, thinking and tools, understanding the needs, emotions, aspirations and abilities of users. • Support business innovation that contributes to prosperity and sustainability. www.create2009.europa.eu/fileadmin/Content/Downloads/PDF/Manifesto/manifesto.en.pdf • Markku Markkula • Aalto University Societal Impact • Advisor to the Aalto Presidents 17

  18. IFEES Global Award for Excellence in Engineering Education on WednesdayMessage by professor Richard M. Felder “Action”

  19. As the Starting Point for my Message:Theory of Prof. Prahalad / from Conventional Projects to Working together through Megaprojects Social architecture of the organization N = 1 Personalized co-created experiences (customers’ needs and skills to enable co-creation) R = G Global access to resources and talent Effective process leadership and management Technical architecture of the organization Source: Prahaladja Krishnan, The New Age of Innovation – Driving Co-Created Value Through Global Networks, USA, 2008.

  20. Why Knowledge Triangle? The key statements of the Swedish EU Presidency Conference ”Knowledge Triangle Shaping the Future Europe” (organised in Gothenburg Sweden 31 August–2 September 2009) European higher education institutions should play a central role in the knowledge triangle interactions by creating and disseminating knowledge valuable for society and businesses as well as by linking education, research and innovation through collaboration with the wider community. The concept of the knowledge triangle relates to the need for improving the impact of investments in the three activities – education, research and innovation by systemic and continuous interaction. Higher education institutions must be given a central role in building a Europe where the impact of knowledge building can be measured in terms of social and economic progress.

  21. EU: The Future Is Based on Knowledge Triangle Innovation KNOWLEDGE TRIANGLE Education Research Knowledge Triangle will be conceptualized to become a unique strength of Aalto and other universities 21 Martin Schuurmans, EIT Chairman “Innovation requires an integrated knowledge triangle” Actors in the knowledge triangle are at the core of the innovation web; Enhanced capacities + high degree of integration + leadership are prerequisites for scaling up Europe’s innovation performance. Markku Markkula

  22. Knowledge Triangle & University Management Minimum requirement is that each of these three operational areas has a strategy. These need to be integrated. Innovation Synergy & knowledge co-creation Research Education Markku Markkula Aalto University Societal Impact 22

  23. Creating Collaborative Platforms & Strategic Alliances • Innovation • Education & Well-being in Society • Human-centric Ba • Testing and prototyping • Platform & Processes for Foresight & • Knowledge Co-creation Solutions • Platform & Processes for New Solutions within the Work & Work Community • Orchestration • Strategic Alliances for • concepts and processes + methods and tools + • physical, virtual, and mental spaces • Research • Foresight and Competence Needs • Culture & Learning • Impact of Education & Societal Competitiveness • Education • Good Practices • Methods and tools • Passion to Learn • Platform & Processes for Learning Spaces for Blended Learning Markku Markkula Aalto University 23

  24. Creating the Aalto Concept for Knowledge Triangle Based Learning One of the major aims of the Aalto Factory Park Concept is to create the necessary infrastructure and working culture to encourage collaboration between • research and education carried out by the university’s departments, • the Aalto Factories, • other Aalto units, and • Aalto stakeholders. Successful implementation of the Knowledge Triangle needs to be based on conceptualized processes. Target is mass customization & personalization and at the same time integrate different perspectives throughout the process. Different learners integrated in the same learning process and different learner groups have different roles and responsibilities: • Working life experts (continuing education students) • Young graduates doing their masters (basic students) • Researchers (post-graduate students) Aalto Camp for Societal Innovation ACSI • Markku Markkula • Aalto University Societal Impact • Advisor to the Aalto Presidents 24

  25. Aalto Design Factory & Aalto Tongji Design Factory The Aalto President Tuula Teeri in her speech (Opening the Aalto Tongji Design Factory in Shanghai): “In the Design Factory the students come first. … Research and expertise are the most important sources of, and preconditions for, innovation. … The diversity of innovation relies on a strong research base as well as other factors, such as a climate and ways of working that encourage innovation creativity and the ability to take risks.” www.aaltodesignfactory.fi/annualreport2010.pdf

  26. Aalto Camp for Societal Innovation - ACSI ACSI is a meta-level innovation platform that networks researcher and user communities. • It builds up a global, self-renewing collaboration network and integrates global societal innovation activities for learning, research and rapid implementation. • ACSI will create an innovative operating mode that incorporates the annual Aalto Camps into university research, teaching as well as global innovation activities throughout the year. • The international ACSI community produces innovative solutions meeting the needs of real life cases of society and enterprises. Aalto Camp for Societal Innovation ACSI March 2010 PS, MM, MPI

  27. Innovation Spin-ins and Spin-offs ACSI Continuous Innovation Process Users, Researchers, Students and Experts Research, Development, Innovation and Learning Networks Engagement ofGlobal Networks Orchestration and Method Facilitation Trends Substance Facilitation A A Opportunities A Emergence of New Knowledge and Innovations Themes A ACSI Camp A A Changes A A A A A A A A Cases A Challenges A A A Signals A A Elaboration of Themes and Cases Collaborative Virtual Teams Actors (A) Innovation Spin-ins and Spin-offs Global ACSI Learning Environment www.acsi.aalto.fi

  28. Common spaces Housing for the elderly Care home Housing Common Services and spaces café school shops services Freedom of Location New Concepts of Competence New Tools for Learning ACSI 29. June – 6. July 2011 ACSI Proto 2010something special Integration into multifunctional urban blocks with park and Three I “Places” where the wise aging “go for their dreams” Active environment supporting self-care Home care services based on the needs of the elderly living in the area What did the ACSI 2010 Participants learn: “A person can understand a system only by participating in it.” NiklasLuhmann Why – How – Who – What – Next

  29. Summary: Need for Regional Innovation Ecosystem Societal Grand Challenges & Leadership Enabling Systemic Change in Society Regional Innovation Ecosystem 2.0 User CentriCity End user’s needs and potential: Individuals & Organizations We need innovative solutions for sustainable impacts Value Cities in Integration - Existing city DigiEcoCity – New city co-creation City Asset Management New Paradigm of Transportation Living Lab HUB Concept Pioneering Mobile Community – Venture Garage Mindset Knowledge Triangle – Co-creation in Climate Change & Energy Scientific Knowledge and Resource Base DRAFT: 3.10.2010

  30. Regional Innovation Ecosystem University Campus 2020 According to the plans, by 2020, there will be new investments of about 4-5 billion euros: metro, tunnel construction of ring road, other infra, housing, office and business buildings, public services, university buildings, sports and cultural facilities…

  31. Summary: Strategic Global Collaboration The foundation and origin of the cultural growth is the human mind with the stem of the tree symbolizing lifelong learning. Its strong branches reach out to the three university missions: research, education and interaction with society. The blossoming flowers represent the solid base of creative synergies and collaboration, crucial for sustainable development. Examples: • www.unifi.it/eugene • http://daete.up.pt www.sefi.be Markku Markkula Aalto University

  32. Thank you for giving me the opportunity to contribute! For further information, be in contact with: Markku Markkula Advisor to the Aalto Presidents Societal Impact Aalto University +358 50 4642455 markku.markkula@aalto.fi markku.markkula@cor.europa.eu www.aalto.fi

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