ecosystem of learning enabling services - finnish overview "towards human centric eu...
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Ecosystem of Learning Enabling Services
- Finnish Overview
"TOWARDS HUMAN CENTRIC EU INFORMATION SOCIETY"AKRR'05 Conference 16.6.2005,
TKK, Espoo
Kari MikkeläExecutive Producer
The Centre of Expertise for Digital Media, Content and Learning Services
Finland
www.learningbusiness.fi
ITK: 60%
Knowledge and Learning Intensive Work as main Context for learning
Group work
Individual work
Knowledgesystems
Learningsystems
On-the-job information and decision
support services
Training andcompetence development
support services
Enhancement of team working, learning and
knowledge creation
Company information
and other shared knowledge resources
Communication (IP)& SW Systems
Trainingon-demand
CollaborativeWorking, Learning
and Innovation, Informallearning
Electronic performance
support
Knowledgemanagement
Connected Competence
ITK: 7%ITK: 14%
ITK : 19%
CONTEXT
KM v. 16.6.2005
Basic Theory of Human Performance (Improvement)
x xCompetenc
eMotivation
Working Environme
nt
Human Performan
ce=
HUMAN SCOPE
ENABLER FRAMEWORK
Lea
rnin
g C
onte
nts
Soc
ial
Com
mu
nit
ies
Personal Services
Digital Products
ICT
KISA
Learning andknowledge materials
Value-added services for
business develop-
ment
MEANINGFULSUBSTANCE
CONTEXTUALFIT OF SOLUTION
One-to-oneOne-to-many
Standard
Unique
Technology
Human
Resources Processes© Kari Mikkelä, DLS CoE, 6.1.2005 v. 2.13
“Digitally enhancedservices supporting
learning and business
development”
Business processes and systems
Social cognition
and networks
Learning and other business competences
Knowledgecreation and fertilisation
processes Customer
organisationsKnowledge & Expertise
SCALING ANDAUTOMATION
Operational models andbusiness concepts
for services
Infra-structure
sup-port
.
Ser-vicetools
Enablingtechnologies andinfrastructuresfor learning and knowledgeworking
COGNITIVE ANDEMOTIONALFLEXIBILITY
Human support forlearning process
or knowledge acquire
Learningand workingapplicationsand systems
Linear content
Open-ended Content
Cyclical Content
Resources
Systems
Processes
Actors
Industria-lization
Mass-Customization
Tailoring
CONTEXT
CONTENT
Financial Perspective– Cost Structure: Kone Oy, Global Virtual
Meeting Service, Centra
– Asset Utilization: Finnair, Flight Simulator Training Service
– Revenue growth: CISCO, Support for Sales People, Mainly own technology
– Customer Value: Nokia TETRA User Training, Mediamaisteri
Customer Perspective– Cost: Digital Manuals/Internet Support of ICT companies,
PolarElectro etc.– Quality: Teleware, Blended ICT Courses – Prices 20% Up!– Availability: Defence Forces Training Portal, Large Vendor
Consortia– Selection: Sampo’s Bank and Insurance Services Support,
Discentum– Functionality: Aventis, Insuline Pen Edugaming, Apprix– Service: Virtual Tax Institute, Finnish Taxation Offices, HCI
Productions– Partnering: Hautra - Induser – Humap Value Chain Support– Brand: Investor Relationships Service for MNCs, GoodMood
Internal Perspective– Operation mngt processes Decision Support for
Top Executives, Sitra Economical Politics Game, R5Vision
– Customer mngt processes: Saimatec Paper Machine Training, DataFisher
– Innovation processes : Weak Signals Future Research Processes , Fountain Park
– Social processes : Customer networking within Ministry of Social Affairs, Webfellows
Learning and Growth– Human Capital
• Skills: Sales Simulator, EverScreen• Knowledge: HYKS, Radiation Certificate for Doctors, Prewise • Attitudes: Safety at Work, 3T Ratkaisut
– Information Capital• Systems: Digital Loaning System for Libraries, Ellibs• Knowledge repositories: Accenture Knowledge Mngt• Networks: State University of California, Networked Language
Labs, SANAKO – Organisational Capital
• Culture: Organization Culture at Andritz, Talent Vision• Leadership: Change Mngt, Humap• Alignement: Operational process interfaces, Vistalize• Teamwork: Collaborative research based learning on the net,
FLE3, UIAH
What should be the new roles of public, private and educational sectors in the future? Where to invest educational and R&D funds? Which
customers have the brightest future ?
Who are involvedwithin the Ecosystem
E-learningvendors
-Producers-Services -Contents-Technologies
Usergroups
-Public bodies-Companies-Educational institutions- Innovating individuals
Knowledge Creation and
Sharing
-Private research -Public research centres-Universities-Innovating individuals
FinnishDigibusiness.fi
& NationalConfe-rence
© Kari Mikkelä, DLS CoE, 17.9.2003 v. 2.7
Ena
bler
vs.
Reg
ulat
or
National public organisations:
Policies, interventions and financing
International communities
-Selling-Partnering -R&D financing (Nordic&EU)-Knowledge sharing
Research&Development
Multi-disciplinaryresearch &
development
BusinessSupport Service
ClustersBuying vs. S
upport
Knowled
ge vs
. Solu
tions
Export vs. Import
Pilotbusiness
cases
Customerorganisations
Supply vs. Demand
Theory vs. practice
Global vs. L
ocal
Services vs.Content
Finland as an Innovator vs. Exploiter
MNCs followed by2. Wave Customers
R&DForum &Network
Industry Group &Development Prgm.
Byersguide &training
TEKESTULI, VC
R&D & Industry Round Tables,
with FVU supportunit
LoD, Eureka,IST NoE
Surveys, Business Intelligence
Unions,Policy making
Gov. Prog., Ministries
VVM
Promotion,clustering
OWNERS
PERSON-NEL
CUSTO-MERS
AUTHORITIES
TECHNOLOGY PARTNERS/COMPETITORS
PUBLIC ORGANIZATIONS
SUPPORT SERVICES
FINANCIERS
TRAINING ORGANIZATIONS
CONTENT PARTNERS/COMPETITORS
MEDIA
Customer’s contact persons
Participants/IT personnel
Board/mgmt of the intl
company Internet ecommerce sties
IT system integrators
Suppliers of programming services
Research institutes
Professional organizations and unions
Suppliers of news services
Software suppliers
Part-timers and freelancers
Continuous work as subcontracting
Own employees
Other ministries (Education, Labour etc.)
Culminatum
Tax authorities
Ministry of Trade and Industry
Participating venture capitalists
Partners/owners
Potential new shareholding partners
Decision makers/Purchasers
Book stores
TEKES
Passive owners
Occational work as subcontracting
Work for hire companies
Potential employees
Media companies
Citizens
TE-CentresFinnvera
Universities
Polytechnics and vocational institutions
Intl media
Industry’s media
Courts of law
Law firms
Management consulting
PR, communications and advertising
Business angels
Current financiers
Chambers of Commerce
Company-specific content partners
Media services companies
Import companies in specific industries
Internet companies
Stock exhanges
Banks and other financial institutions
End usersParent and/or
subsidiaries
Diges
EU projects
EU structural funds (e.g. ESR, EAKR)
Technology Industries of Finland
Recruiting services
Alumni
Schools
Other personnel in customer organizations
National media
Other SME eLearning companies
Head hunters
Finpro
Intl venture capitalists
Other intl financial markets
Itnl locations of customer organizations
Intl parents of customer organizations
Related industries and networks of customer organizations
Foreign research institutes and organizations
Foreign universities
Multinational content producers
SATU
Related intl organizations and networks
Foreign locations and networks of support services organizations
IT equipment and software stores
Company’s personnel abroad
Nordic financiers (Nopef, NIB, NICe)
EU financial institutes (e.g. EIP, EIF)
Incubators
Foundation for Finnish Inventions
Sitra
Finnish Industry Investment
Association of Finnish eLearning center
Potential managers
Multinational technology companies
Publishers
eLearning units of large companies
EU networks (EIfEL, ELIG etc.)
TIEKE
Private training organizations.
Teleoperators
Potential board members
Organizers of export rings
SME Foundation
TRADI-TIONAL DISTRI-
BUTORS
BUSINESS ECOSYSTEM
”eLearning Ecosystem”
Core: The Board and management of the internationalizing company, which is the key decision maker on strategy and internationalization within the limits set by shareholders’ vision and risk-taking capability.
1. level: The ”Partnering level” actively involving in company’s operations, mainly own personnel, partners, active shareholders and (hopefully) customers’ contact persons.
2. level: The traditional ”Industry level”, including among others direct competitors and customer’s personnel participating in decision making, other eLearning companies,
3. level: ”Cluster level”, including companies and public organizations with continuous involvement in the field such as Nokia, Culminatum, TEKES and Finpro.
4. level: ”Ecosystem level”, Parties who have occasional and situation specific influence or do not have an active role in the industry, but are available when needed and important for the existence of the business environment
5. level: “International actors level”, which may operate as one link to the business ecosystems in the target markets.
CICERO: Multidisciplinary learning research (learning, pedagogies, social aspects, technology, business, psychology, brains, etc.)
RESEARCH
KEY STAKE-HOLDERS
Orchestrator
Management
Businessunit
Support unit
ToimittajaToimittaja
Vendor
BusinessunitBusiness
unit
CooperationC
oo
per
atio
nC
oo
peratio
n
Support unitSupport unit
Cooperation
The aim is to analyze the interaction and cooperation between the orchestrator and the different stakeholder groups.The results provide insight for capability building in the context of digital learning management.
GENRE: CUSTOMERS
© Kari Mikkelä 2000 and ECOLE, HUT, 1997
Sosio-cultural compatibility(after 2000)• human/system -interface• learning situation/solution• balance of knowledge sharing• compatibility of new roles • learning/work/leisure time• acceptance of new learning and operational culture =change
Cultural frame ?
Structural compatibility(before 2000)
•learning event, content, technology, services• interfaces, standards• agreements, IPR• organisatinal strategies•alliances, networks, win-win
Technological frame ?
SOCIAL INNOVATIONS!
Orhestrator
Vendors and
In-house resource
s
Addressable resourcesTotal network
Value constellation
Resource-aggregator
“The Orchestrator” as the maincoordinator of competence dev.
Communitynurturer
Management
Support units
Business units
Customer
OfferingOfferingdesigner
Information, (money)
In-house organization
Self-organization relies on four basic mechanisms according to Bonabeau, Dorigo and Theraulaz (1999):
• Multiple interactions between the actors in the system. Self-organization is not optimal if the actors do not interact with each other. Self-organization is a basic requirement for the next three mechanisms.
• Positive feedback. These are rules that govern the creation of a structure by amplifying certain behaviors.
• Negative feedback. This feedback counterbalances the positive feedback.
• Amplification of random fluctuations. To facilitate the discovery of new solutions (e.g., new working activities), and to prevent convergence of suboptimal solutions (so-called suboptimal convergence) when better ones are available. Some randomness in the behaviors is crucial in a self-organized network.
Critical: Ability to facilitate self-organization
More information: <http://www.icinsight.com/>
Utilization of Intellectual Capital in Learning context within Organizations
HUMAN CENTRIC!
Elements of the Ecosystem of Learning
• Scope of learning – Performance, Competence, Working Environment, Motivation
• Usage contexts– Work, Mobile, Home, Education
• Application areas (Operational Environment)– CSCW, KM, EPPS, LOD
• Building Blocks of the Solutions– Communities, Services, Content, Technology
• Social innovation levels– Individuals, Communities of Practice, Organisation Networks, Mini-Clusters
• Organisational benefits– Financial, Customer, Internal Processes, Learning&Growth
• Key stakeholders at user organisation (in- and out-house)– Business Units, Executives, Support Units, Vendors
• Operational Stakeholder Environment– Partners, Industries, Clusters, Ecosystems
• Self-organized learning– Multiple Interactions, Positive Feedback, Negative Feedback, amplification of Random
Fluctuations
SUMMARY
Thanks, if you like to have more information about Finnish digibusiness activities, please contact…
Kari MikkeläExecutive ProducerDigital Learning Services
+358-50-500 [email protected]
Hämeentie 153 A, 7. Floor, FIN-00560 Helsinki