social innovation, learning & development in an era of eco-systems
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The Case of
the Triple Helix Academy (Ger Jonkergouw -‐ the Social Innovators)
&
InnovaDve Contract Design (Wiebe Cnossen – Minase)
1
Social InnovaDon, Learning & Development in an Era of Eco-‐systems
University
Science Park
Recruitment Agency
R&D Centers
Campus
Local, (EU) Regional Provincial, European Bodies
Regulatory InsDtutes
Investors
AccounDng Firms
Big Enterprises
Banks
ConsulDng Firms Incubators
CreaDve Industry
IT Firms
MarkeDng
Media
NGO’s
Law Firms
Politechnic Schools
Entrepreneurs
Social Innovators
Technology InsDtutes (TNO)
Current and Future Clients, Users, Stakeholders
R&D and EducaDon Industry and Business
Government and Civil Society
Public RelaDons
Market Channel Players
LogisDcs
Sectoral OrganisaDons (Health Care, Housing, etc.)
(Open Technological & Social) InnovaDon from Triple to MulDple Helix Eco-‐Systems
PoliDcal OrganisaDons
The Social Innovators
University
Science Park
Recruitment Agency
R&D Centers
Campus
Local, (EU) Regional Provincial, European
Bodies
Regulatory InsDtutes
Investors
AccounDng Firms
Big Enterprises
Banks
ConsulDng Firms Incubators
CreaDve Industry
IT Firms
MarkeDng
Media
NGO’s
Law Firms
Politechnic Schools
Entrepreneurs
Social Innovators PoliDcal
OrganisaDons
Technology InsDtutes (TNO)
Current and Future Clients, Users, Stakeholders
R&D and EducaDon Industry and Business
Government and Civil Society
Public RelaDons
Market Channel Players
LogisDcs
Sectoral OrganisaDons (Health Care, Housing, etc.)
MulDple Helix Ecosystems like Valleys, Campuses, Keiretsus, Chaebols, Conglomerates, etc.
(Open Technological & Social) InnovaDon from Triple to MulDple Helix Eco-‐Systems
The Social Innovators
Various forms of complex (MulDple Helix) co-‐operaDon
• Alliances, Clusters, and Conglomerates • Valleys (Food, Silicon, Sophia AnDpolis) • Campuses (High Tech, BioTech, Medical) • Chaebols (Korea)/Zaibatsu’s (Japan) • Keiretsu’s (Japan) • MulDple Stakeholder Networks • Eco-‐systems • Etc.
However, what is the quality of their Performance?
Are they Fit for the Complexity and Dynamics?
Do they Develop their performance? And if so How?
The Social Innovators
(-‐)
Ego-‐systems
Eco-‐systems
Archetypes of complex and dynamic social systems (like mulDple helix eco-‐systems), and the need for
transformaDon & development (Scharmer, O. & Kaufer, K. (2013))
Level of Performance dealing with Complexity and usage of Poten.al
(+)
Level of inner and mutual
Connectedness Eco-‐competences/skills
Minimum level required for successful Mul%ple Stakeholder Performance (open innova?on)
(-‐)
(+)
Actual level of Performance
Level 3.0 High Performing -‐ OrganisaDons & Networks -‐ Servant Leadership – MulDple Stakeholder & Triple Helix – Pro-‐AcDve
Level 0.0 Non Performing -‐ ConDnuous Chaos Survival modus -‐ InerDa Crisis Leadership
Level 2.0 Average Performing -‐ Passive-‐Aggressive -‐ Focus on CompeDDon TransformaDonal Leidership -‐ AcDve Level 1.0
Poor Performing -‐ Silos -‐ TransacDonal Leadership -‐ ReacDve
Level 4.0 Smart Growing -‐ Top Performing & Learning Eco-‐System – Resilient & Learning OrganisaDons, Networks -‐ No Leadership! – GeneraDve -‐ Emergent
The Social Innovators
6
Social innovaDon, transformaDon, learning & development
of professionals, teams organisaDons and…. mulDple helix eco-‐systems require
skills, competences, programs & environments
The Social Innovators
Levels of connectedness and phases in transformaDon
1.0
2.0
3.0
4.0
Presencing Sensing Ac?on Learning
Realizing
Type of Connec?vity
Level 1.0 Survival Poor Performing Ego-‐System Level 2.0 Passive-‐Aggressive Efficient Machines Average Performing Level 3.0 High Performing Mul?ple Stakeholder Organism Level 4.0 Resilient Performing -‐Emergent –Genera?ve -‐ Eco-‐System
Ra%onal Mental (Voice of Judgement/ Open Mind) Emo%onal (Voice of Cynicism/ Open Heart) Experien%al (Voice of Fear/ Trust and Open Will) Existen%al -‐ Related to Shared Source/ Poten%al
Transforma?on Phase
System Level
The Social Innovators The Developmental Process
Analy?cal Phase Ac?on Learning Phase
1. Intellectual Journey
2. Triple Helix Team Journey
3. Personal Journey
Teams analyze an exisDng eco-‐system challenge -‐> Design of acDon plan
Personal review & design of personal development plan
4. Group/Sectorial Journey through (Eu) region and Site visits
PracDcing & review/preview of personal acDon plan (personal coaching)
PracDcing & review/preview of team acDon plan (team intervision)
On site sessions in Tilburg, Eindhoven, Den Bosch, Oss, Breda, Helmond, Roosendaal – & Louvain/Leuven, Luik, Aachen, Hasselt
Visits to companies, universiDes, governments, campuses & communiDes
Set-‐up for eco-‐system network and skills development programs in the Triple Helix Academy for Brabant
Eco-‐System Knowledge Impulses: Inspiring lectures on innovaDve scienDfic, philosophical, sectorial, mulDple helix themes
The Social Innovators
Retreat Phase
Project acDviDes 2014
• 25 interviews with board representa?ves of eco-‐systems in Brabant on urgency/need for development of ecosystem skills and competences;
• Interviews with experts in respecDve eco-‐system development domains
• Triple Helix Studium Generale lectures and introducDons
• CreaDng coali?ons with insDtutes and companies in Brabant -‐> Founding Fathers/Mothers program (autumn 2014)
• Open programs for board members and professionals
• Dedicated/customized programs for specific eco-‐systems
• Further aligning with Innova?ve Contract Design project.
The Social Innovators
The Case of InnovaDve Contract Design
Minase 10
Social InnovaDon, Learning & Development in an Era of Eco-‐systems
In the long history of humankind, those who have learnt to collaborate and improvise most effecDvely have prevailed
Charles Darwin
ObservaDons in collaboraDve RelaDonships
• Companies are reDcent about the exchange of knowledge at the front end of open innovaDon.
• IP issues are roadblocks for the implementaDon of new business models • LegislaDon bothers innovaDon in public – private partnerships • Claim culture makes companies/individuals reluctant to parDcipate in civil
society
Development of a framework with rules, values and measures for collaboraDon that supports business/society in the transiDon from ego systems to eco systems.
Goal Innova?ve Contract Design
Triple Helix development program
Effec?ve triple helix networks demands for innova?ve legisla?on, trust based behaviour and collabora?ve work environments
3 applica?on domains • Business
– UncertainDes about Intellectual Property hinders the Dme to market process
– The introducDon of new business models (e.g 3D prinDng) ask for new types of contract design palerns
• Public Private Partnerships – Public tenders makes it hardly impossible to introduce innovaDve
soluDons as part of the value proposiDon. • InnovaDon of the civil society
– In the quest for responsible ciDzenship (e.g issues like safety, cost of wellbeing, labor parDcipaDon) new rules, values and amtudes are necessary to avoid claims and protect the posiDon of parDcipants (esp. volunteers)
Triple Helix development program
Desk research
– DisDncDon between social and transacDonal contract design
– The importance of ICD for tenders
– The trade off between : • Sharing knowledge > Dme to
market • ProtecDng knowledge > licensing
of IP
– Legal issues are a roadblock for social innovaDon
• Interviews with stakeholders from Brabant eco systems
• Literature study Univ. of Tilburg
• Blue sky session to frame the scope of the project
• Work sessions with stakeholders
• Prototype – Version 1 legal framework – Value model – CollaboraDve work environment
Findings Ac?vi?es
Triple Helix development program
Four lenses to develop the ICD framework
Legal Open source contracDng, IPR
Economic Value modelling
Psychological Trust, NegoDaDng skills
Sociological AbsorpDve capacity
InnovaDve Contract Design
Triple Helix development program
ICD Decision tool Basic
research Applied research
Develop-‐ment Market
Idea generaDon
concept prototype engineering
TransacDonal Contract design templates
RelaDonal Contract design templates:
Conflict ResoluDon methods
Behaviour skill set:
VM VM VM VM
Innova?ve contract design is a essen?al building block in the transi?on from ego to eco systems
• It gives people trust to handle the uncertainDes that are linked with going into the dark
• It manages opportunisDc behaviour
• It (re) balances the power between triple helix partners
• It is a flywheel for Triple Helix collaboraDon
Triple Helix development program
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