12 sept2013 imd network orchestration martha g russell

at S T A N F O R D U N I V E R S I T Y

September 12, 2012

Transforma3onal Forces for Network Orchestra3on Martha G Russell

Innova3on Ecosystems Network

Further Informa3on

•  hDp://mediax.stanford.edu •  hDp://mediax.stanford.edu/news.html •  hDp://comm.stanford.edu/faculty-‐reeves/ •  hDp://vhil.stanford.edu •  hDp://edf.stanford.edu •  hDp://li3cs.stanford.edu •  hDp://www.innova3on-‐ecosystems.org •  hDp://startx.stanford.edu

The REAL Issue Deep Knowledge with Wide Applicability

IN THE HEART OF SILICON VALLEY IN A CULTURE OF RAPID ITERATION, WHERE DISRUPTION IS CELEBRATED WHERE TALENT, INFORMATION AND CAPITAL RESOURCES FLOURISH

THE ISSUE IS NOT THE RATE TECHNOLOGY TRANSFER THE ISSUE IS THE EFFECTIVENESS OF INNOVATION AND KNOWLEDGE TRANSFER WE CALL THIS “COLLABORATIVE DISCOVERY”

The Media X approach

WORK ON BOLD IDEAS WITH BUSINESS, TEST SUCCESS/FAILURE CONDITIONS, ITERATE RESULTS QUICKLY, TRANSFER INSIGHTS AT EVERY STAGE


H-‐STAR

HUMAN SCIENCES AND TECHNOLOGIES ADVANCED RESEARCH INSTITUTE

RELATIONSHIP INTERFACES FOR DISCOVERY COLLABORATIONS

Goal: Do something together neither of us could do by ourselves.

Research on people and technology — how people use technology, how to beDer design technology to make it more usable, how technology affects people’s lives, and the innovaEve

use of technologies in research, educa3on, art, business, commerce, entertainment, communica3on, security, and other walks of life.


CSLI

Eng

EE Psy

Ed

SSP

SCIL

SUMMIT

PBLL

GSB

Ling CHIMe

Art

!!!!

Discovery Collaborations !Span Stanford Labs!

School of Education; Education and Learning Sciences

Digital Art Center

Graduate School Of Business

Communication Between Humans and Interactive Media

Stanford Center for Innovations in Learning

Project Based Learning Laboratory

Symbolic Systems Program

Engineering & Product

Design

Center for the Study Of Language & Information

Stanford University Medical Media & Information Technology

Computer Science

Psychology

Linguistics

Phil

Philosophy

Law Center for Legal Informatics

LIFE Learning in Informal and Formal Environments

CS

Electrical Engineering

SHL Stanford Humanities Lab

VHIL Virtual Human Interaction Lab

PBLL Work Technology & Organization

DVL Distributed Vision Lab

Des Stanford Joint Program in Design d.school


ParEcipate in the Media X HSTAR Community •  Membership •  Visiting Scholars •  Research Initiatives •  Workshops •  Seminars •  Conferences at S T A N F O R D U N I V E R S I T Y

A Revolution is Coming at the Intersection of People and Information Technology

7


EducaEon -‐ -‐ -‐ Business -‐ -‐ -‐ Entertainment CollaboraEve Discovery with Members

Media X’s Unique proposi3on •  Frame a ques3on to the Stanford thought leaders that will create –  Opportuni3es for discovery collabora3ons –  On novel research –  That leverages the latest research interests –  To iden3fy the new ques3ons that will lead to –  Insights that address edge ques3ons –  3 to 5 years out

•  Par3cipate in the discovery process to learn •  The best ques3ons and how to pursue them •  Ra3onale of research pathways – why? why not?


Build Capacity for Insights -‐ Sooner •  Time advantage

–  3 years ahead of reading the latest publica3ons •  Relevance advantage

–  Ques3ons relevant to member’s future •  Lower risk of explora3on

–  Rapid itera3on –  Know sooner what works –  Externalizes high risk

•  Capacity building –  Iden3fy new exper3se needed –  Enhance exis3ng exper3se –  Leverage the Stanford network


•  Abrizio •  ASK Computer systems •  Cisco Systems, Inc. •  Dolby Systems •  eBay •  E*Trade •  Electronic Arts •  Excite, Inc. •  Gap •  Google •  HewleT-‐Packard •  IDEO •  Intuit, Inc. •  Learning Company •  Linked-‐In •  Logitech •  Mathworks •  MIPS Technologies, Inc. •  Nike •  NeVlix

•  NVIDIA •  Orbitz •  Octel CommunicaEons Corp. •  Odwalla •  ONI Systems •  PayPal •  Pure SoWware, Inc. •  Rambus, Inc. •  RaEonal SoWware •  Silicon Graphics, Inc. •  Sun Microsystems •  Tandem Computers, Inc. •  Taiwan Semiconductor •  Tensillica •  Tesla Motors •  Trilogy •  Varian Associates, Inc. •  Vmware •  Whole Earth Catalog •  Yahoo! Inc.

Stanford spin-‐offs Over 2000 companies started by faculty students and alumni

Alumni Networks

Geographically concentrated, very ac3ve human network Researchers, business leaders, entrepreneurs, funders

High density of some very big technology companies Powerful, wealthy university (Stanford) with a culture of involvement with industry and of entrepreneurial spinoffs Nearby world class, large state university (Cal Berkeley) Good local supply of skilled employees (San Jose State University) Culture of risk taking and acceptance of failure

The world sees Silicon Valley as a loca3on of great successes Here we know it is a loca3on of a great many “failures”

Easy access to “free” advice and assistance at the start Massive amounts of government funding for basic research Large amount of private funding to exploit the research A highly fluid workforce

You can change employer without having to move your home Anyone can play

AdmiDance and acceptance are based en3rely on your ideas and abili3es You are only as good as your latest idea

ADrac3ve place to live, good climate, tolerant and accep3ng culture

Silicon Valley Don’t try to replicate – instead collaborate

•  Iterate quickly –  If it doesn’t work, change something – ASAP

•  Take personal responsibility – Don’t blame anyone

•  Share what you learned –  Each failure includes lessons for success

•  Start again –  Immediately!

•  Don’t do it alone –  Know, cul3vate and orchestrate your network

Five Rules for Successful Failure

DIVER – Lucy - Dot


Time to Autonomy – Empowering Self-organizing Organizations - Gamification

Total Engagement - Work & Play

When People Become the Content of Media Interact with Your Digital Self

Participation, Personalization and Emotion for Persuasion, Risk, and Reward

Self Similarity Emotional Interfaces Social Affordances

All Media is Social

Infinite Reality

Contact – Vulnerability - Conditions

Happiness Networks

James H Fowler and Nicholas A Christakis, “Dynamic Spread of Happiness in a Large Social Network: longitudinal analysis over 20

years in the Framingham Heart Study network,” BMJ 2008;337

Salathe´ M, Jones JH (2010) Dynamics and Control of Diseases in Networks with Community Structure. PLoS Comput Biol 6(4):

e1000736. doi:10.1371/ journal.pcbi.1000736

Transmitting Relationships

Access - Trust - Relevance

Can Health Spread As Well As Disease?

ParEcipate in the Media X HSTAR Community

at S T A N F O R D U N I V E R S I T YLearning in Informal and Formal Environments Measuring and Improving the Produc3vity of Knowledge Workers Innova@on Ecosystems Networks Empowering Digital Self Determina3on Human-‐Machine Interfaces at the Fusion of Virtual and Real Environments Augmented Problem Solving & Decision Systems

Innovation Stakeholders

Ecosystem

Startups

VC firms, Incubators

Law Firms, Accoun3ng

Firms

Universi3es

Banks and Financial Ins3tu3ons

U3li3es, Industry

Associa3ons

Deepak Jeevankumar, Innovation Ecosystems Summit, July 11, 2011, Stanford University.

Event

Impact

Coalition

Shared Vision

Transforma3on

Measure & Track

Interact & Feedback

Co-Create Value

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Martha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared vision and network orchestration,” Triple Helix IX Conference, Stanford University, July 13, 2011.

Symbio3c rela3onships to create and deliver products and services (Basole and Rouse, 2008) Synergis3c realignment (Rubens et al., 2010) Inventor networks (Powell and Giannella, 2009) Interfirm alliances (Gula3, 2009)

InnovaEon Ecosystems refer to the inter-‐organiza3onal, poli3cal, economic, environmental, and technological systems through which a milieu conducive to business growth is catalyzed, sustained, and supported. A dynamic innova3on ecosystem is characterized by a con3nual realignment of synergis3c rela3onships that promote growth of the system. In agile responsiveness to changing internal and external forces, knowledge, capital and other vital resources flow through these rela3onships.

Innova3on Ecosystems – Transforma3on Forces

Distance

Old

New

The Way We USED to Think About Organizations New Organiza3onal Chart Based on Rela3onships

Relationship-Focused Co-Creation Infrastructure

Infrastructure for Network Orchestra3on -‐ -‐ -‐ Rela3onships

(Companies are interlocked through key people – informaPon flow, norms, mental models.(Davis,1996)

Example – CapDigital, Regional Sector Catalyst

Vision To catalyze the new digital infrastructure in France with global connec3ons To create an ecosystem to facilitate the rela3onship between France and global

market Enable Paris to become global region of the market for digital services

How do you spend money locally to enhance global par3cipa3on in a way that returns the benefit back home?

CapDigital members: –  Small startups –  Large companies –  Support programs

25

Parisian Innova3on Ecosystem CapDigital – France -‐ Global

Pale Red: French company Dark Red: CapDigital member Light Green: Foreign Venture/ firm Dark Green: French venture firm Blue: Foreign company

From IEN Dataset 2010 Selected Paris companies Linked people & venture/financing en33es Linked companies, people & v/f en33es

1 degree 2 degree

26

Preliminary and proprietary for CapDigital Perm

ission required for sharing © 2010 Innova3on Ecosystem

s Netw

ork

Innova3on Ecosystems Network

CapDigital Program Opportuni3es

Pale Red: French company Dark Red: CapDigital member Light Green: Foreign Venture/ firm Dark Green: French venture firm Blue: Foreign company

Zone 2: VC Community

Zone 3: New CapDigital Members

Zone 4 of Parisian Two-‐Level Innova3on Ecosystem

From IEN Dataset 2010 Selected Paris companies Linked people & venture/financing en33es Linked companies, people & v/f en33es

1 degree 2 degree

Zone 1 Opportunity VC Community

In Zone 1, most of the companies are highly connected with VC or other companies. VCs are making investments ac3vely -‐ many high poten3al opportuni3es to funding. Venture & financing provides local rela3onships Alto-‐invest

Funds 6 French media companies, none are CapDigital members Some funded by other VCs also

Some VCs and companies provide global rela3onships –  Unruly Media (headquartered in London) –  Unruly Media helps agencies and marketers distribute branded content on the social web. –  Using a cost-‐per-‐engagement pricing model and non-‐interrup3ve adver3sing formats, Unruly Media’s global network of influen3al blogs, cult

web proper3es, video sites, and social media applica3ons brings scale, targe3ng, and safety to a fragmented and chao3c long-‐tail media landscape.

–  Founded in 2006 by ScoD BuDon, MaD Cooke and Sarah Wood, Unruly is headquartered in London, UK.

28 Innova3on Ecosystems Network

Zone 2 Opportunity Poten3al New Members for

Cap Digital

In zone 2, most of the companies have fewer connec3ons There are many French based companies, to which CapDigital reach out Some zone 2 companies already have global connec3ons to be leveraged. •  Webwag publishes Mobile and Web widget convergent solu3ons, helps

users create a personalized home page with data feeds and web 2.0 services that are always accessible from any computer or mobile. Its technologies are made available in white brand to its customers that include Network Operators, handset and connected devices manufacturers, service owners and media publishers.


Zone 3 Opportunity Expand Global Network

Many foreign companies in Zone 3 -‐ opportuni3es for CapDigital to seek interna3onal partnerships.

Wellington Partners •  A venture capital firm that invests in French and intl firms in Digital Media and Sotware

•  Offices in Munich, London, Palo Alto, Zuirch. •  Co-‐invests with a French VC.


Agile Networks

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Network Orchestration

What Can We Do Together That Neither of Us Could Do Alone?

Thank You [email protected]

www.innovation-ecosystems.com http://mediax.stanford.edu


12 sept2013 imd network orchestration martha g russell

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