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Artur Serra i2cat/Citilab Summer School of Lls Paris. August 25-27, 2010

Open innovation systems, living labs and SMCs: The case study of Citilab, Cornella de Llobregat, Spain. Artur Serra i2cat/Citilab Summer School of Lls Paris. August 25-27, 2010. Index. I. Towards open innovation systems II. Citilab, Cornella de Llobregat, a case study on LL at SMC.

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Artur Serra i2cat/Citilab Summer School of Lls Paris. August 25-27, 2010

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  1. Open innovation systems, living labs and SMCs: The case study of Citilab, Cornella de Llobregat, Spain Artur Serra i2cat/CitilabSummer School of Lls Paris. August 25-27, 2010

  2. Index I. Towards open innovation systems II. Citilab, Cornella de Llobregat, a case study on LL at SMC. III. Some topics for the agenda.

  3. i2CAT

  4. 1. Towards open innovation systems

  5. 1.1. The “national innovation systems” The national innovation systems (Nelson,Rosenberg, Porter... 1993). Characteristics: • Science-Technology-Industry • Science the Enless Frontier, V. Bush • Linear model. R&D--->Innovation • Triple Helix, Universities, Gov., Industry • Clusters, (Porter)...

  6. “CMU, a Design Culture” (1990-93) NSF Model (Vanevar Bush 1945) DARPA model (ARPA, 1959) Science: basic research Computer Science: Basic Technological research (Strategic Research) Technology: Applied research Applied technological research “Dual use”: Military and Industry Industry: development

  7. H.Simon. “The Sciences of the Artificial” • Natural worlds • Natural sciences • Necessity • Discovering • “Facts” • Science-Technology and Industry • Artificial worlds • Sciences of the artificial • Possibility • Designing • Deeds • Computer science-”Dual use” community.

  8. The Internet was a child of this culture

  9. Open networks, open source, open innovation -1991. “Internet is for everyone” ISOC. -2000. Web 2.0, Wikis, social netwoks -2001. Innocentive, crowdsourcing. -2005. “Democratizing innovation”.... -2006. Corelabs project: Open Living labs.

  10. Extending innovation as a culture. Open living labs are extending the innovation culture to everyone. What happen when a new practice is beginning to be shared by others? It becomes a culture: a set of values, knowledges and practices shared by a community.

  11. 2. The Open Living Labs hypothesis Living labs as the knowledge society: Could it be possible to organize the information society as a living lab? Could we think in different generations of information societies, beign Living labs as the next one?

  12. EnoLL-Europe 2010: the tip of a global open living labs movement

  13. 3. Citilab, Cornella de Llobregat: a case study on LL at SMC.

  14. Citilab of Cornella (Barcelona)

  15. Spanish Lls accredited by EnoLL August 2010 http://maps.google.es/maps/ms?hl=es&ie=UTF8&oe=UTF8&msa=0&msid=111599577425807502671.00048e171fdb4238bfe3a

  16. Why Living labs in SMCs. a) Because they want it. Cornella and other Catalan cities want to develop LLs. b) Because they can. SMCs can have all the components for a PPPP. • Botnia LL: Center for Distance Spanning Technology at Lulea Institute of Technology, Big and SMEs, City of Luleä (45.467 hb), in the periphery of Europe, relevant role at Corelabs, (2006) • Even the big Lls are SMCs : 22@, Arabiaranta, ...neigborhoods in a big city. • Also the smallest Lls are gathering in consortia of small municipalities. c) Because may be... we are wrong. “Piecemeal social engineering”, K. Popper

  17. The context Cornellá de Llobregat Working class city in metropolitan area of BCN 86.519 inhabitants,(INE 2009) De-industrialization. Increasing service economy Elder population: 17,39% (BCN, 20,43%) Secondary educational centers (5). No university or tertiary center (BCN, 8) People with university degree, 9,31%. (BCN, 20,17%) Immigrants, 17,26% (BCN, 17,54%)http://www.diba.cat/hg2/menu_ind.asp .

  18. 90s. Access and digital literacy. - 90s Digital cities, telecenters, community networking,...CornellaNet. -2000. First Global Congress on Community Networking. - 2010. Still a big community of telecenters and internet access points in the SMCs in Catalonia. -Economic crisis is accelerating the crisis of this old digital policies.

  19. 2000s. Innovation literacy. -Next generation community networks....”Citilab” (2002). -Problem: • Once the people is connected then what? • Only users of technology or also producers? • Introducing the culture of design, of innovation. • Innovation literacy

  20. Citilab Project (2007-2010) Problem solving. 1. How to develop an user-driven LL at an SMC?. 2. How to create an innovation program with results? 3. How to innovate and to train simultanously? 4. How to organize the manage of the institution? 5. How to get funding and make it sustainable?.

  21. 1st problem: People, people, people!.

  22. a) No formal innovation personnel in the SMC. a) By formal innovation people we understand people trained in working in the current innovation systems, and knows • how to develop innovation projectes, • how to produce innovations in the form of new products and services, • How to write proposals, speaking English,write papers, make patents,... b) Bringing them to Citilab! Initial volunteers, UPC computer scientist and an anthropologist. • Solving the “Out of the Paradise” syndrome. • Are there any new research and innovation oportunities out of research universities or big corporations?

  23. The big gap -Municipalities, at least in Spain, have no innovation professionals. No Ph.D. trained people. -Local SMEs have little formal innovation experience. -Universities has excess of Ph.D. With no opportunities in the academia. -The big gap. May be one of the reasons why technology transfer offices doesn't work. -Possible solutions: • Importing talent to SMCs Lls (Citilab) • Creating innovation cells as Lls seeds (UPC) • Working with Applied Sciences Universities as innovation universities. • Creating bottom up open research and innovative structures like one or several European LL Institutes.

  24. b) The innovative user? Who are they? - A local lead innovative user. • An innovative politician at City Hall. “The ICT fan”. The current Excutive Director of Citilab, V. Badenes. • He looked for us, as university experts on CNs in 1998. • Gathered the ICT user community. Cornellanet. • Lead its evolution towards an innovation center - Citilab has now 4.000 members. (Fielwork, J. Colobrans) • Local young SMSs, secondary teachers, retired people, individual professionals... • Users are ready to participate in the innovation process if you offer them to do it. “Nobody offered to me the oportunity of doing it before”.

  25. Everett Rogers, 1962. The diffusion of innovations. 2,163 11.680 29.416 29.416 13.849

  26. 2nd problem: how to start a LL innovation program?

  27. Priority to local needs: bottom up approach. -Discovering local needs and opportunities. Ethnografic fieldwork. -Connecting local needs with global issues...or not yet. -From innovative topics to research ones. Examples: Users Project Research topic -Retired people 55+........ Seniorlab..............AAL and others -Second. Teachers (30-50s).. Digital Horchad................PLE -Musicians, (20-30s)............ Musiclab...............Digital content -Children (10-20).................. Scracht...............Comp.Thinking

  28. The seniors are different! -Current Seniors are healthy, they have money, and free time, time for learning, being creative, and why not to participate in innovative projects... -Seniors (55-75) are not elders (80+). - One of the few areas in which Europe is just ahead of the rest of the world -Neoteny process. -How about senior industry?: senior fashion, senior universities,knowledge tourism, etc.

  29. A learning living lab The teachers need a living lab for innovating in teaching. -A Personal Learning Environment (PLE) -With problem based Learning approaches -Fed up of “technology harrassment”Results: agreement with Dep. Of Education to extending Digital Horchad ot other centers.

  30. IT and Arts: a key topics for the Net Generation. Shawn Fanning (1980). Napster (2000) Mark Zuckerberg (1984). Facebook,(2004) The Millenial or Net Generation. Steve Jobs (1955), a graphical designer of baby boomer generation. Macintosh (1984)

  31. E-arts, e-culture, is serious business. -Classical view: Business is hardware, technology, “real stuff” -But we live in a knowledge society, and knowledge is “inmaterial stuff”. -American universities science and technology is mostly a “soft power”. -Arts belong to this kind of power, like gaming, net art, cultural heritage, 3D cinema, or bollywood digital movies. -The artists create the vision, the design, the “new reality”. Limits of sciences of the artificial. Including arts in the new LL curriculum.

  32. 3rd problem: The innovating or/and learning dilema

  33. To innovate versus to learn? 1. What the user want at Citilab? To learn. What is their need: to learn ICT. 2. How about innovation?“Nobody offered to me the oportunity of doing it before”. 3. User have innovative ideas. But they are not trained to make it real. This formal process can be provided by formal trained personnel in innovation. 4. How?

  34. “La innovació s'apren”. (You can learn to innovate). 90s. “Internet is for everyone” 2010. To innovate is for everyone. But how to do it?

  35. Breaking the barriers between innovation and learning -Introducing PBL and PLE methodologies. Learning through innovation. - Participatory design? May be. We prefer peer2peer PBL. Design is associate with esthetics and having nice ideas...but it lacks hard work. - Learning technologies to innovate. CMU core course on “ The role of design in liberal professional education”

  36. Another hypothesis: Can LLs become schools of innovation?:a kind of organization dedicate to train people how to innovate, to solve problems, to develop projects in all the areas of economic, social or cultural interest for the community.

  37. 4th problem: Who rules? How to manage a LL?

  38. Who rules? Cultures in conflict and cooperation. -Politicians, managers and researchers: different cultures in conflic and cooperation. -Taking advantages of evebody. • Local politicians know everyone. • Researchers translate demands into innovation projects. • Managers connect with the economic world. -Yes, but ...who rules? Co-creation needs Co-direction?. • Tentative solution: Collegiate Direction at Citilab • Deeper solution: Innovation in managing, the ever-beta organizations (Stark,D.)

  39. The new structures: Why a Foundation? Citilab is a non-for-profit foundation (like i2cat,...) -New local structure allowing a) PPPP b) New goals like innovation, training,... c) More flexibility to manage. d) A neutral collaborative point in the community.

  40. How about companies? A living lab should include companies, specially SME Companies are increasingly interested in open innovation Do not confront open innovation and living lab. Can a Ll work for a company?

  41. 5th problem: How to get funding?

  42. Can a LL at a SMC raise funding for innovation? Citilab funding model and procedure: 1. Startint by local actors. Contribution with local infrastructure and basic operational team budget... (consolidated) 2. Then, regional and national funding bodies providing grants for information society projects. Plan Avanza. SETSI. (consolidated) 3. Then exploring European funding. (initial steps) 4. Simultaneously with commercial partners. (initial steps) 5. Finally, discovering training and services as funding sources (initial steps).

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