20100426 - no boundaries house
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No-Boundaries House ®
- Meeting of Minds –
Paul Louis Iske1
, Paul Rinkens2
1School of Business and Economics Maastricht University and Chief Dialogues Officer ABN AMRO
Bank, Rietschoot 1, 1511WB Oostzaan, The Netherlands, [email protected] 2CEO Conceptisch, Bellefroidlunet 52a, 6221KN Maastricht, The Netherlands,
Abstract
In this article we describe the concept and added value of the „No-Boundaries
House‟. It is argued that knowledge productivity, innovation and creativity can beboosted by developing a supporting (physical) environment. In the concept, diversity
and serendipity play an important role as drivers for collaborative thinking and value
creation. The development of a No-Boundaries House can have profound impact on
the intellectual capital of the organisation and its surrounding stakeholders. Cities
and neighbourhoods benefit and can expose themselves as modern, innovative
knowledge-based environments where both social and commercial entrepreneurship
will be given a platform to flourish.
Research Question
In modern society, it becomes increasingly important to be connected and to share
ideas, experiences, insights and information. Everyone of us is dealing with problems
and opportunities, which are becoming more and more complex.So, new talents and skills need to be developed. Especially, the ability to utilize the
knowledge in different areas, to create a multi-stakeholder, multi-disciplinary
perspective and to innovate on a cross-sector basis will create new ways to create
value. It has been stated that in the coming decades, more innovation can be expected
from new, collaborative business models compared to innovation originating from
(mono-disciplinary) product development [Chesbrough (2003), Chesbrough &
Appleyeard (2007), Prahalad & Ramaswamy (2004)]. When well-organised, co-
creation or open innovation, can deliver great opportunities for fast and better
development of new products, services as well as support public and social.
The question we want to focus on is: How can knowledge productivity and (social)innovation and entrepreneurship be boosted by physical facilities geared towards
stimulating interdisciplinary and collaborative processes?
Side questions that we will address focus on boundary conditions to be fulfilled and
the impact in a broader sense on the environment: the organisation, the community
and the neighbourhood/city.
Introduction
In this article we will describe the concept of the No-Boundaries House as a way to
create „Neue Kombinationen‟ (New Combinations) and stimulate Serendipity as acore process related to improved knowledge work and innovation.
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Furthermore, we will argue that the development of a No-Boundary House offers a
good opportunity for value creation beyond the facility itself: the direct
neighbourhood can benefit from the activities taking place and the visitors. The
surrounding area can expect positive spin-off effects, since in general new groups of
visitors and new activities take place, which generally lead to new and improved
social and economic developments. Economically, there might even be a positiveimpact on the value of the surrounding real estate, which can then be included in the
creating the business case. Real estate developers or owners might thus be interested
to (financially) support the development of a No-Boundary House.
Based on an analogy between evolution and innovation, Leadbeater [Leadbeater
(2000)] has identified a number of conditions for an innovative climate. These include
diversity, co-evolution, spare capacity, perpetuation and adaptability. These sanitary
factors have been part of the input for the development of the concept. Other sources
of inspiration include the various Future Centers [Dvir (2008)] that have developed
throughout the world.
There are many obstacles between people to collaborate or share knowledge. There
are geographical boundaries, language barriers, generation gaps, cultural differences,
professional specialisms and many other reasons why the collective intellectual
capital is not being fully exploited. It all starts with getting to know each other, to
have a conversation and to develop and share a collective ambition. Diversity is an
important driver for innovation and social development. These developments are
supported, and indeed sometimes initiated, by new technological developments, such
as social media (Facebook, LinkedIn, Hyves, Twitter) collaborative tools like blogs,
Wiki‟s and on-line teamrooms, mobile and telecommunication (including
teleconferencing, VOIP). Furthermore, dedicated technology and tools for knowledge
discovery, combination and application are constantly being developed, such as
search engines (Google, Yahoo, Autonomy, Bling, etc.), knowledge systems as IBM‟s
Jam Sessions, Open Innovation Platforms, Innocentive, AskMe, Wikipedia [Iske &
Boersma (2005)]. Finally, sites like TED.com, but also YouTube and many other sites
aiming to share information about their areas of interest give access to the ideas and
thoughts of experts and inspirational people.
Does all of this mean that the future of learning and knowledge creation from now on
will be ICT-driven activities only? We guess not.
Though information and communication technology enables people to better work
together and to be connected, it is clear that meetings and collaboration in physicalspace will never be fully replaced by those in virtual space. However, people only
come to a single place only if this really adds extra value and when it supports the
goals of the individual or the organisations. This is why we introduced the concept of
the No-boundary House as a concept that can add a lot to the existing infrastructure
people have at their disposal.
What is a No-Boundaries House?
A No-Boundaries House is a place were people meet, talk, think, work, enjoy and
create together. It is a „collaboratorium‟, where people explore new ways forward. Ina No-Boundaries House, unexpected encounters take place, new combinations are
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formed and exchanges of ideas, ideals and insights take place. The physical
environment supports the processes that take place. It is important to note that the
intangible aspects are as important as the physical properties. The No-boundaries
House must have a „soul‟!
Examples of functionalities and activities include
- The No-Boundaries Forum: A stage for events, meetings, speakers. Possibly
involvement of media (Radio, TV,etc.)
- No-Boundaries Mall: A collection of rooms, spaces and hot spots, with
different purposes and different shapes.
- No-Boundaries Academy: A program, focusing on outside-in thinking and
connecting different worlds. The program is (co-)developed by users and
guests of the No-boundary House.
- No-Boundaries Incubator: The incubator hosts a number of new initiatives
(business or social ventures). The No-Boundary House provides (office)
space, but also an inspiring, multi-disciplinary and multi-cultural environment.
- Catering: Eating and drinking have many social and cultural implications. In
the concept of a No-Boundary House, one will find an appropriate catering
facility, contributing to the experience and the functionalities of the facility.
- Reflection Area: Within and (sometimes) surrounding the No-Boundary
House, there is the possibility for „brain-stilling‟, places where people can
reflect, meditate, think or just relax.
- ICT: In each No-Boundary House, technology is offered to connect and to
communicate. Possibilities include an internal network (wireless), a dedicated
website, telepresence facilities, etc.
Value proposition for a No-Boundaries House
Many people, organisations and communities realise that they are restricting future
possibilities by not having the dialogue with all stakeholders. They do not fullybenefit from the relations that they have, from the knowledge in other sectors, from
the human capital within and outside the own environment and from serendipity. It is
worthwhile to invest in a No-Boundaries House because:
- You want to meet with and learn from people with different backgrounds;
- An open and modern facility helps you to innovate;
- The productivity of people increases when they work in an inspiring and
enjoyable environment;
- It will help you to develop and maintain relationships;
- Connecting different worlds generates new combinations that drive new forms
of value creation.
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We will now discuss competences and experiences required for a successful
development.
We believe that for the design, implementation and operationalisation of a No-
Boundaries House, experiences in the following areas are relevant:
- Change Management- Internal and External Communication
- Intellectual Capital
- Innovation
- Sustainability
- Networking
- Real estate development
- Hospitality
The hospitality aspect has shown to be a dominant factor in the case studies we
describe below. The party is only as good as its participants and guests only feel
welcome if they are treated accordingly. It is very important to involve thestakeholders from the very beginning and cerate an approach that make them feel at
home or at least in an environments that support their personal branding. One of the
strongest and most lasting trends in society is the need of people to express
themselves and to be authentic [Lair et al. (2005)]. The (physical) environment should
support this and for this, experiences from the hospitality sector are indispensable.
One should have access to a wide variety of environments, including business,
science, arts, sports, public sector.
Case Study I: Dialogues House, Amsterdam (operational): Achieving moretogether
In August 2007, the Management Team of ABN AMRO Bank Netherlands decided to
develop the so-called Dialogues House as a place where people meet, collaborate,
innovate and develop new business propositions. The Dialogues House means looking
outside and into the future. It is an essential element in building the „Next-Generation
Bank‟ by providing a window into the future and an outside-in perspective.
Situated in the former dealing room of ABN AMRO Bank in Amsterdam, the
Dialogues House measures about 2000 square meter. The facility offers an inspiring
environment for all kinds of meetings around the themes innovation,
entrepreneurship, collaboration and sustainability. Though in principle it is an open
environment, stimulating people to meet and to start the dialogue, there are plenty of
places where people can talk en work in more intimate settings.
Dialogues House is thus both a theatre and a platform on which eye-opening and
inspiring debates, meetings, workshops and presentations are organised by and for
people who are committed to enterprising, innovation, cooperation and sustainability.
Dialogues House offers scope to commercially-minded individuals from both inside
and outside ABN AMRO to achieve more together. Business contacts and clients are
therefore welcome to attend as well.
Activities within the Dialogues House are usually freely accessible and are beingannounced on the website www.dialogueshouse.nl (in Dutch). There are also „fixed‟
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inhabitants, including the Dialogues Incubator (www.dialoguesincubator.nl) and its
ventures, ABN AMRO Internet TV, the Sustainability Group and other projects and
departments related to the themes mentioned above.
In the past period, ABN AMRO has gone through a rollercoaster period: not only has
it been facing the consequences of the credit and economic crisis, but it has also been
acquired by a consortium, the Dutch part has been nationalised and now it isintegrating with part of an other bank, which it has acquired during the nationalisation
process. Nevertheless, the support for the Dialogues House has been consistently
growing over the same period, showing the appreciation for the long-term value
creation it stands for and the strategy that is based on people-to-people interaction and
collaborative learning, also referred to as the „Wisdom of Crowds‟ [Surowiecki
(2004), Sunstein (2006)].
Figure 1. Bird Eye‟s view of the Dialogues House, Amsterdam
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Figure 2. Impressions of the Dialogues House
On the webblog of a visitor (http://info-architecture.blogspot.com/2008/04/dialogues-
house-2.html):
“Sometimes you walk into a building and you just say: "Wow!". That's the experience
I had when I visited the Dialogues House in Amsterdam. It's related to the ABN-Amro
bank. As I wrote before I'd be there for a meeting with knowledge managers from
large companies in The Netherlands. We had a great time. The meeting's topic was
open innovation. The Dialogues House was set up to facilitate open innovation from
inside and outside the bank. We also walked through the building. Their website
shows nicely how they built it up. I also made some pictures you can find here. Go
and have a look!”
Especially the Dialogues Incubator has reaped the benefits of its housing in the
Dialogues House. The primary objective of Dialogues Incubator is to develop new
sustainable value propositions based on the primary assets of Bank, i.e. knowledge,
relations, reputation, systems, clients, etc. In short, Dialogues Incubator has a wealth
of „Intellectual Seed Capital‟ at its disposal. The Dialogues House amplifies this,since here people can meet, discover new perspectives, work together and build
synergies between ventures and discover the power of serendipity. The philosophy
includes rapid-prototyping and an appreciation for failures as mechanism for learning,
which explains for the Institute of Brilliant Failures (www.brilliantfailures.com), that
has been developed by the Dialogues House team.
The Dialogues concept has received the Banking and Finance Innovation Award
(2008) for its value creation and the underlying anticyclic thinking.
Case Study II: No-Boundaries House, Maastricht (design)
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The Maastricht University and the Academic Hospital Maastricht want to create an
entrepreneurial, innovative and health-focused environment that brings together all
the necessary stakeholders that will together be able to develop the Maastricht region
as a „Life & Science Valley‟.
This environment is planned to open its doors in September 2010 and will be called
the No-Boundaries House Maastricht (NBHM). Its goal is to promote serendipitous(incidental) learning by being a central meeting place where students, academics and
business life people, with multidisciplinary backgrounds, are able to engage in
dialogue, share experiences and together generate new and innovative ideas for the
present and for the next generations (the idea is visualized in
http://www.youtube.com/watch?v=-SXSqef-Q20). In addition, this project wants to
promote entrepreneurship, health and innovation within the No Boundaries House and
to facilitate networking and the sharing and transfer of knowledge by creating an
effective meeting spot for people with different backgrounds, studies and ages.
Summary, Conclusions
Studies and experiences have supported the conjecture that knowledge productivity,
(social) innovation and entrepreneurship can be stimulated by developing a physical
setting aiming to bring together people with different background and different
perspectives. The example that was described in detail, the No-Boundaries House, can
be considered as a change agent as well as a center for value creation for all
stakeholders, including the neighbourhood. Apart from the benefits delivered to the
(core) processes of the stakeholders, economic and social value is added to the
neighbourhood. To increase the success, hospitality-based experiences and concepts
should be introduced to maximally engage and attract visitors and participants. The
branding of a No-Boundaries House has to be coherent with that of the visitors and
their objectives, Hence the motto: It they use it, it will build itself.
References:
- Chesbrough, Henry (2003), “Open Innovation: The New Imperative for Creating
and Profiting from Technology”, Harvard Business School Press
- Chesbrough, Henry and Appleyard, Melissa M. (2007), “Open Innovation and
Strategy”, California Management Review, 50:1 (Fall), pp. 57-76
- Davenport, Thomas, H. (2005), “The Physical Work Environment and Knowledge
Worker Performance”, Harvard Business Press
- Dvir, R. (editor) (2008), “OpenFutures – Operating System for Future Centers”,
Published by OpenFutures (European Commission Project)- Iske, Paul & Boersma, Willem (2005), “Connected brains: Question and Answer
systems for knowledge sharing: concepts, implementation and return on investment”,
Journal of Knowledge Management, Vol. 9, No. 1. pp. 126-145.
- Lair, Daniel J.; Sullivan, Katie; Cheney, George (2005). " Marketization and the
Recasting of the Professional Self". Management Communication
- Leadbeater, Charles (2000), ” Innovation: Survival of the Fittest ”, Accenture Outlook
Journal Quarterly 18 (3): 307 – 343.
- Prahalad, C. K. & Ramaswamy, Venkat (2004), "Co-creation experiences: The next
practice in value creation." Journal of Interactive Marketing 18(3): 5-14.
- Sunstein, Cass R. (2006), “Infotopia: How Many Minds Produce Knowledge”,
Oxford University Press, ISBN 0195189280
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- Surowiecki, James (2004), “The Wisdom of Crowds: Why the Many Are Smarter
Than the Few and How Collective Wisdom Shapes Business, Economies, Societies
and N ations”, Little, Brown ISBN 0-316-86173-1
About the authors:
Prof. Dr. Paul Louis Iske, is professor Open Innovation and Business Venturing at the
School of Business and Economics, University of Maastricht (Netherlands).
Furthermore, he is Chief Dialogues Officer at ABN AMRO Bank. He has developed
the concept of the No-Boundaries House. Together with other experts, he created a
network organisation that covers the various disciplines, required to develop and
implement concepts focusing on environments that support the development and
sharing of intellectual capital.
He can be contacted at: [email protected].
After graduating the Maastricht Hotel management school in 1985, Paul Rinkensworked at different hotel chains in various positions. Paul Rinkens has developed
among others La Bergère, St. Martins Lane en Qbic Hotels. He believes that the
foundation lies in vision, not in “copy and past” ideas from others.
He can be contacted at: [email protected]