Transcript PowerPoint-esitys

TechnoTN Forum 2005, May 20.-21. Brussels
Learning for Innovating
Markku Markkula
www.dipoli.tkk.fi
My presentation is an introduction to the theme LEARNING FOR INNOVATING
for the decision makers of engineering education. I take into account all three
missions of universities:
1st Mission: Research
2nd Mission: Degree education - Bachelor, Master and Doctor
3rd Mission: Continuing education and other forms of serving
working life and society
MARKKU MARKKULA
Director of Lifelong Learning Institute Dipoli, Helsinki University of Technology (TKK)
• Member of Finnish Parliament 1995-2003
Committee for the Future
Committee for Science, Education and Culture
• President of EPTA, European Parliamentary Technology Assessment Network 2001
• Secretary General of IACEE International Association for Continuing Engineering Education 1989-2001
• Chairman of the Board of TIEKE, the Finnish Information Society Development Centre 2000• Chairman of the Board of TEK, the Finnish Association of Graduate Engineers 1993-2005
• Chairman of the Board of SoL-Finland, Society for Organizational Learning 2002-
Part of this presentation is closely linked to the work of
Thematic Network TREE
Line D: Sustainability
Line Promoter: Markku Markkula
Sustainability of Engineering Competencies
The overall target of line D is to review the European and global initiatives focusing
on the impacts of technological development on teaching and learning, as well as
on the new methodologies in technology enhanced learning and continuing
education in order to develop concepts and tools for universities in managing
effectively the on-going educational change. The starting point of this line is the role
universities in the sustainability of engineering competencies.
Why innovations and innovativeness?
How to proceed?
Different levels/perspectives:
EU, Nations, Regions, Organizations, Individuals, Engineering Profession
New Paradigm: Competitiveness on Global Level - Solutions
•
Networking & partnerships
•
Effective use of ICT & interoperatibility
•
Flexibility & focused goals and processes
•
Roles of different shareholders & stakeholders
•
Competence development: individuals, teams &
organizations
© Markku Markkula
List of challenges:
•
Individual vs group and organization
•
Virtual vs physical
•
Research vs practical
•
Traditional vs innovative
•
Piloting vs main stream
•
Service vs expertise development
Systems Thinking of the Desired Future:
Critical Success Factors for Innovations
Need to Focus on : 1. Knowledge processes, 2. Learning processes,
3. Technology processes, 4. Society processes
2.
Learning for
Innovating
3.
1.
4.
© Markku Markkula
Starting Point = Cornerstones of Competitiveness:
Case Finland – Lessons Learned
1. Why networking?
•
•
It combines the best possible knowledge and competence
Cross-technological cooperation and internationalization
require networking
2. Why cross-technological cooperation?
•
•
It helps to find new competitive advantages
It makes industrial structure more versatile
3. Why long-term commitment?
•
•
It creates the basis for research and development
It brings forth competence and experts
4. Why innovativeness?
•
•
It speeds up the commercialization of technologies
It renews the industrial structure and competence base
5. Why productivity?
•
•
It is the precondition for competitiveness and welfare
The sound application of technologies increases productivity
Special Emphasis:
Role of Institutions to Support Science,
Technology and Innovation
The EC Communication (2000), Innovation in a KnowledgeDriven Economy, noted that all Member States had invested
considerable effort in developing new structures for
innovation policy. Three main activities could be discerned:
• New administration structures to support the “system”
nature of innovation
• Building awareness of the needs of innovation, and
promoting a more intense dialogue between Science,
Industry and the General Public
• Developing a strategic vision and innovation foresight.
Based on VATT Government Institute for Economic Research, report number 96, Helsinki 2003
Measures Designed to Foster
an Innovation Culture
The promotion of a genuine innovation culture was the first of three action
areas proposed in the First Action Plan for Innovation in Europe. Particular
emphasis was placed on the crucial role of education and further training in
the context of skills acquisition, relevant to enhancing the innovative
capability of individuals.
Specific training in organisational and management practices was also a
key dimension of this Action, enabling enterprises to keep abreast of best
practice in business and technology management. The mobility of
researchers and engineers was highlighted as an area to be further
developed, in particular to mobility of senior staff from education or
research to industry.
The Action included generating among politicians and policy makers an
awareness of the importance of STI to economic growth and the need for
continuous policy evaluation and benchmarking. Innovation can only
flourish if it is understood and accepted by society and it is imperative to
raise awareness and support for STI among key decision-makers and the
public at large.
Based on VATT Government Institute for Economic Research, report number 96, Helsinki 2003
Perspective of Finnish Engineers:
• Globalization goes further: sharpening of global
competition, and division of economic activity.
Transnational global decision making systems
emerge.
• Ageing population and settlement concentrates in
Helsinki metropolitan area and regional centers.
• Increasing importance of science and technology in
society.
• Multidisciplinarity between technologies and other
fields of science (also humanities) is a key source for
new innovations.
© Kati Korhonen-Yrjänheikki
Key Trends in the Environment 1(3)
Perspective of Finnish Engineers:
• Networking of people and business increases.
Information and communication technology is a tool
that integrates to all sectors.
• Network economy has brought new services and
ways of doing business. Operating under big brands
has become more common.
• Expertise-intensive services have proved a central
business branch.
• Learning industry provides business opportunities.
• Because of increasing dependence on ICT, the
vulnerability of infrastructure has increased. ICT
security technology has a lot of business
opportunities.
© Kati Korhonen-Yrjänheikki
Key Trends in the Environment 2(3)
Perspective of Finnish Engineers:
• Development of energy technology provides
remarkable business opportunities.
• Importance of environmental technology has grown
considerably.
• Well-being and health technology provides
remarkable business opportunities.
• There is a lot of potential in biotechnology, but there
are a lot of uncertainty factors as well. Engineering
sciences play a remarkable role in the development of
biotechnology.
• Nanotechnology has proved a promising technology
sector.
• Materials technology has proved a promising
technology sector.
© Kati Korhonen-Yrjänheikki
Key Trends in the Environment 3(3)
Pekka Himanen:
Future of Welfare Society Is in Creativity
•
•
•
•
•
•
•
•
•
•
•
A creative economy
A creative welfare society
Encouraging conditions for working
Management and work culture in a creative society
Humanly meaningful development
Social balance
Mental balance
Physical balance
Cultural balance
A global culture
The internationalisation of higher education
Source: Parliament of Finland, Committee for the Future, 2004
Change in Work Culture –
Focusing on the Future
CURRENT STAGE OF
DEVELOPMENT
FUTURE = NEW WORK
CULTURE
Collaboration between several
actors
Networking
Multidisciplinary processes
Interaction
An open culture of working together
Focusing on communities
Simultaneous presence of learning
communities and the individuals’
passion for learning
Financial support for development
projects from the government
The role of public administration in
generating eLearning markets
Innovation
Innovative social networking
solutions
Value chains and value networks
© Markku Markkula
Understanding Various Functions of Modern ICT
Metaphor
Function
Aim
tool
support for work processes
increase quality, cope with
increased complexity
automation technology
elimination of human labour
costs cutting
control technology
controlling production
processes
adjustment to changes,
avoiding defects
surveillance mechanism
monitoring work behaviour
increasing work efficiency
information technology
collecting, processing,
and creating information
organisational learning
organisation technology
coordination of
work processes
integration of processes,
organisational flexibility
network technology
technically mediated
communication
exchange of information
and knowledge
Systemic Innovation for Global Reach
Enabling Institutional Infrastructure
Social Innovation
Leadership and
Management
Systemic Innovation
Technological Innovation
Enabling Technology Platforms
Source: Jozsef Veress, Hungarian Prime Minister’s Office
Market
and Industry
Creation
EU Level - Measures Designed to
Foster an Innovation Culture
•
•
•
•
Education and Initial and Further Training
Mobility
Raising the Awareness of the Larger Public
Fostering Innovative Organizational and
Management Practices in Enterprises and Other
Organizations
• Support to Public Authorities and Innovation
Policy Makers
• Promotion of Clustering and Co-operation for
Innovation
© VATT-Research Reports 96
Europe 2010 STRATEGIC OBJECTIVES:
A Partnership for European Renewal
•
PROSPERITY
A friendly business environment
– Sound macroeconomic foundations
– A new phase in economic integration
– Boosting innovation and the use of new communication and
information technologies
– Reduce the burden of regulation
•
Investing for prosperity
– The drivers of growth – research and development, modern
technology, the highest skills, efficient networks – come at prise.
– Investing 3 % of GDP in research, with one third coming from the
public sector and raising significantly investment in higher education.
•
Embracing change
– Encourage job creation; a workforce that is better skilled and better
adapted to change
– Life-long learning
– Attract more people into labour market
© Commission of the European Communities
From eEurope 2005 to i2010 – issues
• Information space: authorities to facilitate internal
market for e-services and goods (creativity)
– Convergence of technologies
– Secure networks and services
– Creation and accessibility of online rich content
• Innovation and investment in ICT
– PPP – wide scale demonstrators
– ICT R&D leadership – identify emerging trends
– ICT adoption by businesses - invest., skills, processes
• Inclusion and better quality of life IS policies
– Inclusiveness and participation
– Public services
– Quality of life and sustainable development
Role of Parliaments and Governments
in National Innovation Policy
Create favourable legislative
environment for knowledge creation
and competence development
Lead, stimulate and
catalyze science, technology
and innovation development
Finance lifelong learning,
R&D and knowledge
infrastructure
© Markku Markkula
The Finnish Road to Success
Need for
Restructuring and
Reshaping
the Public Sector
Finnish
National Action
Plans on
the Way to
the Knowledge
Society
Success
Factors
Defined by the
Parliament
Knowledge
Management Plays a Crucial Role
1. Implementing Lifelong Learning Strategy
2. Developing National Innovation System
3. Increasing Investments in R&D
4. Operating as an Information Society
Laboratory within EU
Wisely
Exploiting
Influencing
Information
Globalisation and Technology
to the Full
The Human
Aspect
in Innovation
Governance
of Matters
and Life
© Markku Markkula
Success Story Finland – Joint Commitment of Different Actors:
Knowledge Based Economy (1)
society region organization individual
How can growth of intellectual capital
and in the economy be safeguarded?
Creativity and innovativeness
as driving force
Increasing intellectual capital
as basic value
Reginal innovation policy
Special investments in
research and development
© Markku Markkula
Success Story Finland – Joint Commitment of Different Actors:
Knowledge Based Economy (2)
society region organization individual
Where will innovations and good new products and services
meeting the needs of the knowledge economy come from
and how will this happen?
Effective networking systematic giving and receiving
Knowledge management
and management of learning focused
on organizational competencies
Regional self-renewing processes
National innovation system - knowledge is like joy, it
increases when sharing and regenerates itself when
used
© Markku Markkula
National Innovation Policy – Best Practicies 1(2)
We identify below eight industry-oriented policy objectives based on a
survey of best practice in developed economies. The sequence tries to
adhere to that of the knowledge value chain, moving through a number of
stages from objectives pertaining to knowledge creation to objectives
pertaining to knowledge use.
•
•
•
Support fro R&D (knowledge creation) in dingle firms. This is a
response to perceived market failure. Easing financial risk by providing
a public subsidy is the easiest to implement and the most common form
of industry-oriented innovation policy
Improving Framework conditions for High-tech Start-ups (mainly
knowledge creation). Support for high-tech start-ups with an integrated
package consisting of seed capital, incubator facilities and expertise
Risk Capital for High-tech Firms (knowledge creation). Recognises the
heavy investment in intangible assets (mainly R&D) and long gestation
period between concept and commercialisation
© VATT-Research Reports 96
National Innovation Policy – Best Practicies 2(2)
•
•
•
•
•
Support for R&D Co-operation by firms (knowledge distribution).
Includes co-operation between firms and between firms and research
organisations. Recognises the importance of collaboration between
different actors within the innovation system
Improving the Exploitation of Public Knowledge by firms (knowledge
application). Technology transfer services from universities and public
research organisations to industry including IPR protection
Support for Knowledge Diffusion. Diffusion is stimulated through interfirm networking, industry clusters, demonstration projects etc. These
schemes may be classified as R&D co-operation but knowledge
diffusion is an inevitable by-product
Support for Human Mobility (knowledge diffusion). Schemes to place
technology graduates in SMEs and for improving human mobility
between academia and industry
Improving the Absorptive Capacity of Firms (knowledge use). The
greatest deficit for many SMEs is an inability to use technologies and
innovations that are available for their business from external sources.
Consultants and intermediaries can help bridge this gap. Innovation
management programmes also help.
© VATT-Research Reports 96
Creativity and Innovations
Innovation
Production
processes
Idea creativity
Product or
service
Business
model
Brand
Business creativity
Europe is innovative in trems of products and production processes, i.e. idea
creativity, but less creative in terms of business models and brand building,
i.e. business creativity that helps to transform ideas into income.
© HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula
From Linear to Sequential...
Basic
Science
Design &
Engineering
Market need
Manufacturing
Development
Marketing
Manufacturing
Sales
Sales
Source: Rothwell, 1994
Evolution of Theories of Innovation
1st Generation Theories of Innovation
Main characteristic:
Technology-push (linear)
2nd Generation Theories of Innovation
Main characteristic:
Demand-pull (linear)
© HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula
Interactive Theory of Innovation
Research
Knowledge
Potential
Market
Invent
and/or
Produce
Analytic
Design
Detailed
Design
and
Test
Redesign
and
Produce
Distribute
and
Market
The Chain-Linked model slightly adapted from Kline & Rosenberg by C. Palmberg
3rd Generation Theories of Innovation
Main characteristic:
Sequential Interactive Process
© HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula
From Linear to Sequential...
5th Generation Theories of Innovation
Main characteristic:
Systems integration and networking
theory (SIN)
Parallel processes, collaborating
companies, collaborative innovation
networks
4th Generation Theories of Innovation
Main characteristic:
Integrated theory of innovation
Parallel development with integrated
development teams
3rd Generation Theories of Innovation
Main characteristic:
Sequential Interactive Process
2nd Generation Theories of Innovation
Main characteristic:
Demand-pull (linear)
1st Generation Theories of Innovation
Main characteristic:
Technology-push (linear)
© HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula
Digitalization: ”e” Is Not Just Technology
Focus on
Knowledge Creation
Processes
• Large scale web-based and mobility applications in working
methods
• Personalized information and knowledge contents and
”databasis”
• Infocom business; use of ICT in content production
• Integration of interests of individuals, teams and organizations
• New e-Society activities
• New work culture; behaviour of individuals, organizations,
different communities of practice, and society
© Markku Markkula
is the
drivin
g
force
Attractiveness of Engineering Is Increasing:
Example – Research Areas
in the Systems of Production Domain
The new organization:
Knowledge management
The new economy:
Environment,
ethics, and social
sustainability
Entrepreneurial ecologies:
Networks of innovative production
Systems &
Production
Work in knowledge
society: work as
home, quality and
nature of knowledge
work
The new design:
Human-centric, emotional,
and resilient technology
This is adapted from Dr. Ilkka Tuomi:
Emerging Research Topics on Knowledge Society, TEKES 116/2001
© Markku Markkula
One-Man-Committee (Markku Markkula):
eLearning – State-of-the-Art – Finland, Report
(120 pages, 2003)
Enchancing Kowledge-based Society
Development
Structure of the Report
Actor Groups
Strategical
Choices
The Concept of Regional Innovation Policy: Developer
Networks and Creative Tension Make the Difference
ASSESSING THE COMPETITIVENESS OF A REGION
Ståhle & Sotarauta 2002
10. IMAGE
1. Human capital
2. Innovativeness
3. Concentration
4. Infrastructures
Competitiveness
REGION
Present
conditions
Attractiveness
5. Enterprises
6. Institutions
7. Living conditions
and environment
Competitiveness
factors
Challenges
Self-renewal
ability
8. Developer networks
9. Creative tension
Parliament of Finland, Committee for the Future
GOALS
Management Challenges for
Self-Renewing Development
Knowledge
Management
Management of
Work Organization
Personal
Mastery
Resource
Management
Team
Learning
Knowledge
Creation
Processes
Mental
Modelling
Shared
Vision
ICT as an Enabler
Systems
Thinking
Management
of Networks
Strategic and Visionary
Management
© Markku Markkula
Self-Renewing Development Is Needed
The five basic requirements for an innovative
environment, (i.e. self-renewing development of an
organization) are:
1. Players: identity, sense of belonging and charisma
2.
Networks: links, trust and mutual dependencies
3. Knowledge management: information flows and
communication
4. Collaboration: new culture of working and learning
together
5. Mastering timing: situation awareness and the
courage to act
© Markku Markkula
Creative Tension in the Development of Regions
• The ability of self-renewal cannot e generated or maintained by
external control but rather born spontaneously of the the creative
tension generated by interaction and leadership:
– Tension refers to …
• a state that is characterised by excitement and fascination along with
anticipation of the future bringing along something new and different,
and/or
• a state of anticipation characterised by insecurity as to the consequences
of future events and action.
– Tension is born …
• of opposite or sufficiently diverse forces existing simultaneously and
calling into question the prevalent modes of thinking and/or operation and
the status quo
• between two or more phenomena. In the development of regions, the said
phenomena may include, for example, relations between organizations or
the difference between present and future development with regard to a
tangible matter.
– Creativeness entails …
• producing unprecedented and original products, processes, ideas and
modes of operation
• utilising information in a manner that creates new and diverse ways of
observing and interpreting familiar issues and phenomena.
Learning Needs of Finnish Engineers
Leadership
Management
Interpersonal skills
Business thinking
Present., communic., negotiat.
Foreign languages
very much
Corporate strategy
much
some
Applying IT in own field
not at all
Sales, marketing
International skills
T echnology (not part of degree)
Writing
Degree related technology
T eaching, training
0%
10 % 20 % 30 % 40 % 50 % 60 % 70 % 80 % 90 %
100
%
Source: TEK 2004
Most Suitable Way for Professional Development
on-the-job learning
61,7
articles, books
31,2
49,6
colleagues, networking
40,8
49,4
seminars, conferences
7,1
9,7
44,4
31,9
6,2
52,2
15,9
suits well
suits quite well
suits badly
individual courses
29,6
in-company long training programs
56,2
19,8
out-of-company long training
programs
49
16,7
scientific studies
10 %
31,2
45,5
15,7
0%
14,2
37,8
18,5
20 %
65,8
30 %
40 %
50 %
60 %
70 %
80 %
90 %
100 %
Source: TEK 2004
Conclusions:
Knowledge-Based Society – What is essential?
When our target is to increase the quality of our work and return
of our investments, we have to understand the paradigm shift:
• Company (or any organization) is not anymore a fixed system
as it used to be.
• When focus is on value, the focus is on new knowledgefocused processes (which are on a constant change):
1. Processes are collaborative with cross-boundary
interaction (shared knowledge reality).
2. Processes are based on strong mental networks
with shared purpose (strategic partnerships).
3. Networks are more and more operating virtually
with shared knowledge management methods.
• This all means especially dramatic changes in work culture
and performance measures.
•This all gives UCE special advantages to develop and manage
top-quality lifelong learning products and services.
© Markku Markkula
Perspective of Finnish Engineers:
Successful HE institutions in engineering will…
• Be managed more like enterprises, which requires adapting
the organization culture of academic institutions.
• Focus! Not only in terms of research and teaching areas,
but also levels of education. It is very unlikely to be worldclass in research and teaching in Bachelor, Master, Doctor
and PD education.
• Have active and intensive stakeholder co-operation
• Look for strategic partnerships and mergers nationally and
internationally.
• Combine technological and social excellence (third culture)
• Put serious effort to develop futrher anticipation and followup and feedback systems
© Kati Korhonen-Yrjänheikki
Key Success Factors for Universities
•
•
•
•
•
•
•
•
•
•
•
•
Self-knowledge: Know your role in the big picture and develop it. First
step for efficient team work and partnerships.
Ability to love: Being passionate what ever you work on.
Ability to trust: The only way to foster knowledge is by sharing it.
Ability to empathy: Depending on the actions taken, globalization
increases polarization or increases global well-being.
Being unprejudiced: Having a degree doesn’t quarantee anything. A 12
year old might be more skilled than you are.
Creativeness: Look solutions out of the box.
Multidisciplinarity: Seek structural holes. Ability to combine technological
and social excellence.
Multicultural: English is no longer a foreign language
Networking and team work: Seldom one individual able to do world-class
innovations
Communication skills: In a multidisciplinary, multucultural global village
this is a must.
Entrepreneurship: As a mind set and profession.
Systematic learning skills: Ability to see learning situations everywhere.
Ability to build on the existing knowledge and skills.
© Kati Korhonen-Yrjänheikki
Engineering Abilities and Skills to Be Highlighted
And how many of the qualities and skills above you would
ideally need to start to learn at the age of 0+ ?
Development of European University Adult Education
Answering the Lisbon Strategy:
Bologna & e-Bologna
”e” changes the role of universities:
1. Universities’ importance in developing working life
processes is emphasized.
2. Adult education is the distributor of new know-how, as
well as creator of new working culture.
3. Network-based activities and
virtual university change
universities’ operations
UCE
Bachelors
Programmes
UAdult
decisively.
and Courses
& Masters
Degree
Education Programmes
4. Workplace learning will be
acknowledged by universities.
© Markku Markkula
Developers of university degree programmes
Development of European University Adult
Education Answering the Lisbon Strategy:
Bologna & e-Bologna
The role of the universities’ adult education must be enhanced in view of
performing the following basic tasks:
1. To develop and maintain mechanisms for the dissemination, transfer
and internalisation of university-generated knowledge, and to develop and
maintain knowledge management methods so as to enable the generation
and use of new knowledge in all working life sectors.
2. To develop and maintain professional development systematics based
on collaboration between various education and training providers, so as
to enable the provision of high-quality modular training for the various
occupational groups in all sectors.
3. To process the knowledge people produce in their own universities and
knowledge generating institutions into a form suitable for practical
professional use as teaching material, in a way that enables the various
instructors and teaching support personnel to use it economically in their
own work.
© Markku Markkula
Universities Have to Strengthen their Role in
Continuing Education
Continuing Education Strategy of TKK Lifelong Learning Institute Dipoli:
• Innovations are the main
drivers of competitiveness
• Systematic use of
information and
communication technology
makes the difference,
• New concepts to operate in
global and turbulent
marketplace are crucial
• Development of virtual
network partnerships and
organisations is a critical
success factor
Need for Deeper Understanding of the Innovation as a Process:
Success Path for Innovation Policy
t
investment
r
lo
no
ch
e
T
g
o
yF
gh
i
s
e
Need for deep
cultural know-how
Need for
commercial know-how
Need for top-level
experts in technology
and natural sciences
Invest
in R&D
Feedback and new know-how to R&D
time
© Markku Markkula
TKK Continuing Education – Contents of
Strategic Action Plan
1.
Adult education model based on lifelong learning for TKK
2.
Areas of responsibility for actors in adult education
3.
Actor-based definition of adult education’s financial basis
4.
Improvement in adult education’s customer-orientedness
5.
Diverse teaching and learning methods in adult education
6.
Principles of internationalization in adult education
TKK Dipoli Services for Customers
(Not Just Traditional Continuing Education Programmes)
Knowledge
Intensive
Work
Support
Human
Resources
Development
Support
Models and
Processes for
Continuing
Professional
Development
Teaching,
Learning and
Study
Support
Portfolio of TKK Dipoli Services
© Markku Markkula
Categories of Support for Customer Organizations