Mar27 network orchestration russell-en

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Transforma)onal ValueCrea)on Through Network Orchestra)on 28 September 2011 Martha G. Russell, Stanford University Presenta)on on March 27, 2012 to Danish adver)sing execu)ves © Martha G Russell, all rights reserved, 2011

description

Danish advertising executives visited Stanford University on March 27, 2012. Martha Russell, Executive Director of Media X at Stanford University and Senior Research Scholar with the Human Sciences Technology Advanced Research Institute presented ideas about network orchestration for innovation ecosystems.

Transcript of Mar27 network orchestration russell-en

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Transforma)onal  Value-­‐Crea)on  Through    Network  Orchestra)on  

28  September  2011  

Martha  G.  Russell,  Stanford  University  Presenta)on  on  March  27,  2012  to  Danish  adver)sing  execu)ves    

© Martha G Russell, all rights reserved, 2011

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•  Transformative Value Creation in Your Innovation Ecosystem Network –  Forces Affecting Today’s Work Environment

•  And the skills to go with them •  Program, sector, region, country

–  Levers for Knowledge Network Productivity –  Guidelines for Network Orchestration

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Martha G Russell

•  Public-private partnerships – for science, technology & development –  Tecnopolis, MAMTech, IC2 Institute, Incubators linking SMEs to Value Chain,

CSATA, Agricultural Experiment Station, UNIDO

•  Research consortia: University – Industry IDR Research initiatives for education, research and outreach

–  Microelectronic and Information Sciences Center –  Center for the Development of Technology Leadership –  Burnt Orange Productions –  IC2 Institute (Innovation, Creativity, Capital) Think and Do Tank

•  Startups in –  Genetic engineering for cyclodextrins, Needleless injection, Aquaculture –  Online market research, desktop CSAT benchmarking, market segmentation

•  Technology Transfer, Marketing and Organizational Change –  Internet2 Sociotechnical Summit, 1999 –  Relationship-focused innovation ecosystems

•  Catalyst – Innovator - Enabler

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Nutritional Labeling & Sugar Politics

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MediJect’s Vision

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Online Audiences

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Cyclodextrins from Bio-Potatoes

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Seven  schools:  Earth  Sciences,  Educa)on,  Engineering,  Graduate  School  of  Business,  Humani)es  and  Sciences,  Law,  Medicine    

1,771  regular  academic  faculty    

6,705  undergraduate  students  from  68  countries  

8,176  graduate  students  from  95  countries  

9  independent  laboratories/centers  Several  na)onal  research  centers  (CASBS,  NBER,  SLAC)  4,500+  externally  sponsored  research  projects  

Budget  for  sponsored  research  $975  million    87%  from  government  sources    ~$122  million  /  yr  from  corpora)ons,  founda)ons  and  individuals  

Media  X  sponsors  X-­‐dept  X-­‐discipline  research  on  IT  and  people  ques)ons  5  Professional  Schools,  all  ranked  in  Top  Ten    Few  other  Univ  have  all  5,  no  other  has  5  in  Top  Ten  

 

Stanford  Facts  

 

H-­‐STAR    

HUMAN  SCIENCES  AND  TECHNOLOGIES    ADVANCED  RESEARCH  INSTITUTE  

Stanford’s  Uniqueness  

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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”  

 OUR  APPROACH    

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

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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  beeer  design  technology  to  make  it  more  usable,  how  technology  affects  people’s  lives,  and  the  innovaEve  

use  of  technologies  in  research,  educa)on,  art,  business,  commerce,  entertainment,  communica)on,  security,  and  other  walks  of  life.  

 

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CSLI

Eng

EE Psy

Ed

SSP

SCIL

SUMMIT

PBLL

GSB

Ling CHIMe

Art

Media X"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

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The Way We USED to Think About Organizations New  Organiza)onal  Chart  Based  on  Rela)onships  

Relationship-Focused Co-Creation Infrastructure

Infrastructure  for  Network  Orchestra)on                                                                                -­‐  -­‐  -­‐  Rela)onships  

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

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Alumni Entrepreneurial Leadership Networks

The unique culture at Stanford: Is strongly oriented toward world-class research

Expects socially-conscious, business-relevant intellectual leadership - at every level of its research, education, and service Facilitates frequent and fluid interaction with the business community Respects contributions from non-academic colleagues Fosters expectation that alumni will become innovators

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Media  X’s  Unique  proposi)on  •  Pose  a  ques)on  to  the  Stanford  thought  leaders  that  will  create    –  Opportuni)es  for  discovery  collabora)ons    –  On  novel  research  –  That  leverages  the  latest  research  results  –  To  iden)fy  the  new  ques)ons  that  will  lead  to  –  Insights  that  address  edge  ques)ons    –  3  to  5  years  out  

•  Par)cipate  in  the  discovery  process  to  learn  •  The  best  ques)ons  and  how  to  pursue  them  •  Ra)onale  of  research  pathways  –  why?  why  not?  

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Members  Provide  the  Direc)on  •  Accel  Partners  •  Apollo  Group  •  Best  Buy  •  BT  •  Capitol  One  •  Cisco  •  Danish  Innova)on  •  Fueon  •  FXPal  •  Hewlee  Packard  •  HKUST  EMBAs  

•  Huawei  •  Intel  •  Konica  Minolta  •  Nissan  •  Philips  •  SAP  •  Singularity  •  State  Farm  •  Teleplace  •  TEKES  •  Terapac  •  Venable  Bell  &  Partners  

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Build  Capacity  for  Insights  -­‐  Sooner  •  Time  advantage    

–  3  years  ahead  of  reading  the  latest  publica)ons  •  Relevance  advantage  

–  Ques)ons  relevant  to  Samsung’s  future  •  Lower  risk  of  explora)on  

–  Rapid  itera)on  –  Know  sooner  what  works  –  Externalizes  high  risk  

•  Capacity  building  –  Iden)fy  new  exper)se  needed  –  Enhance  exis)ng  exper)se  –  Leverage  the  Stanford  network  

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ParEcipate  in  the  Media  X  HSTAR  Community  

•  Membership •  Visiting Researchers •  Research Initiatives •  Workshops •  Seminars •  Conferences

§ [email protected]

http://mediax.stanford.edu/

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TransformaEon  Eco-­‐System  

ENERGY USE

TRANSFORMATION ENGINE

BEHAVIOR CHANGE

COLLECT &

CAPTURE

PERVASIVE SENSORS

SENSOR DEVELOPMENT

COMMUNICATION NETWORK

DATABASE

ANALYTICS

PROGRAMS

FOUNDATIONAL WORK

MEDIA PROGRAMS

POLICY PROGRAMS

COMMUNITY PROGRAMS

MODELING

ECONOMETRIC ESTIMATION

SEGMENTATION

MULTI-AGENT SIMULATION

TECHNOLOGY PLATFORM

PRESENT &

INFORM

WEB ENABLED DEVICES

SYSTEM

GROUP INDIVIDUAL

Changing  Energy  Behavior  of  Consumers  

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Drivers of Change

Future Work Skills 2020 (2011) Institute for the Future and The University of Phoenix.

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“No Rocking Chair for Me!”

http://www.nytimes.com/2010/10/19/health/19brody.html

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http://www.google.com/imgres?q=smart+machine+systems&hl=en&biw=1024&bih=596&gbv=2&tbm=isch&tbnid=z2rAm1CwHXFDMM:&imgrefurl=http://www.globalequipmentandfinance.com/M16_Cat_Grader.htm&docid=x0ICnDqhnRdjaM&w=458&h=307&ei=FXyDTqjvA83Rsgb998i6Dg&zoom=1&iact=hc&vpx=427&vpy=300&dur=275&hovh=184&hovw=274&tx=129&ty=161&page=3&tbnh=122&tbnw=163&start=34&ndsp=16&ved=1t:429,r:8,s:34

Tools As Social Actors

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Microsenosrs Drive Macro Impacts Drone  journalism  and  Ci)zen  science  –  or  ci)zen  sensors

hep://www.autodeskresearch.com/projects/biocompevolu)on  

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Talk to Me – Singing Chair

http://inhabitat.com/nyc/wp-content/blogs.dir/2/files/2011/07/talk-to-me-singing-chair.jpg

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New organizational structures

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Personal is Global

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The Nature of Work is Changing

•  Past –  Full-time –  Paid for time spent at

work –  Common location –  Stable hierarchies –  What & how they do

their jobs is prescribed –  Evaluated by superiors

•  Future –  Decentralized –  No particular time or

place –  Beyond cognitive

competencies –  Jobs reflect way of life

David Bollier, (2011) The Future of Work: What it Means for Individuals, Businesses, Market and Governments,” The Aspen Institute.

Human  poten)al  will  be  the  major  agent  of  economic  growth,  and  how  to  unleash  then  

leverage  that  poten)al  will  be  the  key  ques)on  organiza)ons  will  need  to  answer.  

Talent  is  emerging  as  the  new  “IT”  

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A Revolution is Coming In the Productivity of Knowledge Work

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Augmenting the Brain

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Knowledge in Practice 30

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Creativity

31

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Collaboration in Teams

32

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Reinventing Workflow

33

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Agile Networks

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Network Orchestration

Show  video  

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Productivity of Knowledge Workers 7 projects selected from 25 proposals

Process Integration Platform: Enabling Process Transparency Within Teams and scaling of Process Knowledge Across the Entire Firm

Harnessing Social Evaluations on Content: Social Cues and Reliability in Information and Knowledge Sharing

EteRNA: Accelerating Knowledge Creation for RNA Bioengineering through Internet-Scale Gaming

The Utility of Calming Technologies in Improving Productivity

Creativity and Culture: Understanding Team Creativity and What Fosters It

A Journey from Islands of Knowledge to Mutual Understanding In Global Business Meetings

Using Video Game Platforms to Understand Thinking Styles of People Engaged in Collaboration

Measuring  &  Increasing  Knowledge  Worker  Produc)vity  Media  X  Themed  Research  

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The  new  maps  may  be  based  on  the  connec)ons  -­‐    rather  than  on  distance.    

§  Ecosystem  Perspec)ve  §  Rela)onship  based    §  Links  form  networks  §  Resource  flows  =  

knowledge,  capital,  talent  

§  Network  orchestra)on    

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Distance

Old

New

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Can Health Spread As Well As Disease?

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

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Innova)on  Ecosystems  

InnovaEon  Ecosystems  refer  to  the  inter-­‐organiza)onal,  poli)cal,  economic,  environmental,  and  technological  systems  through  which  a  milieu  conducive  to  business  growth  is  catalyzed,  sustained,  and  supported.    A  dynamic  innova)on  ecosystem  is  characterized  by  a  con)nual  realignment  of  synergis)c  rela)onships  that  promote  growth  of  the  system.    In  agile  responsiveness  to  changing  internal  and  external  forces,  knowledge,  capital  and  other  vital  resources  flow  through  these  rela)onships.    

© Martha G Russell, all rights reserved, 2011

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Case  Study  -­‐  CapDigital  

Vision  To  catalyze  the  new  digital  infrastructure  in  France  with  global  connec)ons  To  create  an  ecosystem  to  facilitate  the  rela)onship  between  France  and  global  

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

Conducted  stakeholder  interviews  to  understand  shared  vision,  tap  knowledge  in  prac)ce,  iden)fy  transforma)onal  metrics    • CapDigital  staff  

• CapDigital  members:  –  Small  startup  –  Large  company  –  Collabora)on  

40  Innova)on  Ecosystems  Network  November  2010  

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Network  Graph  Parisian  Innova)on  Ecosystem  

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  en))es  Linked  companies,  people  &  v/f  en))es  

 1  degree    2  degree  

41  

Preliminary  and  proprietary  for  CapDigital  Perm

ission  required  for  sharing  ©  2010  Innova)on  Ecosystem

s  Netw

ork  

Innova)on  Ecosystems  Network  

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Parisian  Innova)on  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  en))es  Linked  companies,  people  &  v/f  en))es  

 1  degree    2  degree  

42  

Preliminary  and  proprietary  for  CapDigital  Perm

ission  required  for  sharing  ©  2010  Innova)on  Ecosystem

s  Netw

ork  

Innova)on  Ecosystems  Network  

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43  

1  

2  

3  

Innova)on  Ecosystems  Network  

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Zone  1  Opportunity  VC  Community  

In  Zone  1,  most  of  the  companies  are  highly  connected  with  VC  or  other  companies.    VCs  are  making  investments  ac)vely  -­‐  many  high  poten)al  opportuni)es  to  funding.  Venture  &  financing  provides  local  rela)onships      Alto-­‐invest  

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

Some  VCs  and  companies  provide  global  rela)onships  –  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-­‐interrup)ve  adver)sing  formats,  Unruly  Media’s  global  network  of  influen)al  blogs,  cult  

web  proper)es,  video  sites,  and  social  media  applica)ons  brings  scale,  targe)ng,  and  safety  to  a  fragmented  and  chao)c  long-­‐tail  media  landscape.  

–  Founded  in  2006  by  Scoe  Bueon,  Mae  Cooke  and  Sarah  Wood,  Unruly  is  headquartered  in  London,  UK.  

44  Innova)on  Ecosystems  Network  

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Zone  2  Opportunity  Poten)al  New  Members  for  

Cap  Digital  

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

45  Innova)on  Ecosystems  Network  

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Zone  3  Opportunity  Expand  Global  Network  

Many  foreign  companies  in  Zone  3  -­‐  opportuni)es  for  CapDigital  to  seek  interna)onal  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.    

46  Innova)on  Ecosystems  Network  

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What About ICT & Learning Technologies?

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Companies, branches, financial orgs

THE GLOBAL NETWORK: Independent Only small proportion have outside investors Network is not evident

In the ~75,000 companies in ICT 1772 companies described with “educat”

Innovation Ecosystems Dataset, September 2011

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A look at the core

Innovation Ecosystems Dataset, September 2011 Martha  G.  Russell  ©  2011,  All  rights  reserved.  

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Innovation Ecosystems Dataset, September 2011 Martha  G.  Russell  ©  2011,  All  rights  reserved.  

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Add CXOs and their connections

Connected primarily through executives Big investors are primarily corporate Several prominent angels and incubators Many educational institutions participate Cross-sector potential

Innovation Ecosystems Dataset, September 2011 Martha  G.  Russell  ©  2011,  All  rights  reserved.  

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Global ecosystem of learning technology companies

Innovation Ecosystems Dataset, September 2011 Martha  G.  Russell  ©  2011,  All  rights  reserved.  

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Event

Impact

Coalition

Shared  Vision  

Transforma)on  

Measure & Track

Interact & Feedback

Co-Create Value

Measuring Impact of Transformative Coalitions

53

网 网网

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.

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HARVEST  Investments  from  Chinese    

(making  investments)  

Innova)on  Ecosystem  Network  Neil  Rubens,  Kaisa  S)ll,  Jukka  Huhtamaki,  Martha  G.  Russell,  A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova)on  Ecosystem,  Journal  of  Networks,  Fall,  2010.    

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CULTIVATION  Investments  into  China    (receiving  investments)  

Innova)on  Ecosystem  Network  

Neil  Rubens,  Kaisa  S)ll,  Jukka  Huhtamaki,  Martha  G.  Russell    A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova)on  Ecosystem,  Journal  of  Networks,  Fall,  2010.  

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Emerging  Chinese  business  clusters  linked  by  firms’  rela)onships    

Neil  Rubens,  Kaisa  S)ll,  Jukka  Huhtamaki,  Martha  G.  Russell    A  Network  Analysis  of  Investment  Firms  as  Resource  Routers  in  Chinese  Innova)on  Ecosystem,  Journal  of  Networks,  Fall,  2010.  

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hep://www.flickr.com/photos/3670644995_d5bcb5b8f6_o.jpg/  

A City’s Reputation for Innovation

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Collected Tweets with “#innovat*” for 12 months Analyzed by hashtag co-occurrence Analyzed text by city – WORDL Camilla Yu, Jan Poeschke,, Martha G. Russell, Kaisa Still, Neil Rubens, Jukka Huhtamaki, “Social media, reputation and branding of innovation hubs: A periscope using network analysis of Twitter,” Triple Helix IX Conference, Stanford University, July 13, 2011.

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Boston

Camilla  Yu,  Jan  Poeschke,  Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  

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London

Camilla  Yu,  Jan  Poeschke,    Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  

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New York City

Camilla  Yu,  ,Jan  Poeschke,    Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  

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Recipe for Buzz

Camilla  Yu,  ,Jan  Poeschke,  Martha  G.  Russell,  Kaisa  S)ll,  Neil  Rubens,  Jukka  Huhtamaki,  “Social  media,  reputa)on  and  branding  of  innova)on  hubs:  A  periscope  using  network  analysis  of  Twieer,”  Triple  Helix  IX    Conference,  Stanford  University,  July  13,  2011.  

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Event

Impact

Coalition

Shared  Vision  

Transforma)on  

Measure & Track

Interact & Feedback

Co-Create Value

Measuring Impact of Transformative Coalitions

64

网 网网

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.

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Transform Through Shared Vision

• Know • Cultivate • Orchestrate

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

Thank You [email protected]

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