> Co-creating innovation with ict through partnering. Co-creating innovation with ict through partnering

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1 > Co-creating innovation with ict through partnering Co-creating innovation with ict through partnering

2 Collaboration between three departments at CBS -Center for Applied ICT (Niels Bjørn-Andersen, Leif Bloch Rasmussen) -Department of Informatics (Jacob Nørbjerg, Jesper Holch, Volker Mahnke) -Department of Management, Politics and Philosophy (Robert Austin) Practitioners - Ulrik Falktoft, Msc.it in e-business - Self-employed consultant within it/business development since External lecturer at CBS, ITU and DTU - Louise Harder Fischer, MSc in Business Administration and Information Systems - Former president at the Business Academy Cph. and self-employed consultant - External lecturer at CBS Focus We work with innovation and IT. We use ict when doing innovation. > Co-creating innovation with ict through partnering Stakeholders Researchers, students, companies and organizations. By facilitating innovative collaborations we implictly adress how knowledge is transfered from university to industry and back.

3 Network-innovation > Co-creating innovation with ict through partnering - knowledge-based - collaborative (not just employers and customers but all stakeholders), with different knowledge and competences - ict-enabled searching, collecting, simulating, stimulating and visualizing data and information -It is not about just having the know-how but getting access to competences know-who so a knowledge-based, social and ict-enabled innovation process using the frequence - search, selection, implement

4 Knowledge > Co-creating innovation with ict through partnering - what we know what we know - facts - what we know what we don t know things we can learn or find others with knowledge - what we don t know we know the tacit knowledge skills, competences, know-how - what we don t know what we don t know all the potential knowledge in the universe

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6 The logic of abduction (or hypothesis) > Co-creating innovation with ict through partnering To positivists unverifiable beliefs should be rejected. But researchers must sometimes start with an unproven or unverifiable assumption - a hypothesis. A hypothesis is often grounded in the fixation of beliefs ( Peirce 1877). Abduction is to look for a pattern in a surprising phenomenon and to suggest a plausible hypothesis. According to Peirce abduction it is the only logical operation that introduces new ideas. This example illustrates the function of abduction: 1) The surprising phenomenon, B, is observed. 2) But if A were true, B would be a matter of course. 3) Hence there is a reason to suspect that A might be true. Deduction Rule: All the beans from this bag are white Case: These beans are from this bag Result: These beans are white Induction Case: These beans are (randomly selected) from this bag Result: These beans are white Rule: These beans are (randomly selected) from this bag Abduction (hypothesis) Rule: All beans from this bag are white Result: These beans are white Case: These beans are white

7 > Co-creating innovation with ict through partnering C.S. Peirce s Categories (Shank and Cunningham) Peirce English wording 1) Rheme Iconic Qualisign (Rhemetical) 1) Omen/Hunch 2) Rheme Iconic Sinsign 2) Symptom 3) Rheme Iconic Legisign 3) Metaphor/Analogy 4) Rheme Indexical Sinsign 4) Clue 5) Rheme Indexical Legisign 5) Diagnosis/Scenario 6) Rheme Symbolic Legisign 6) Explanation 7) Dicent Indexical Sinsign (Dicental) 7) Empirical data 8) Dicent Indexicfal Legisign 8) Pattern recognition 9) Dicent Symbolic Legisign 9) Falsification/Chosen Pattern 10) Argument Symbolic Legisign (Argumental) 10) Model/Theory

8 Diversity and cross-disciplinarity Inter-subjectivity is beneficial in discovering. > Co-creating innovation with ict through partnering -Different disciplines (eg. technical, social, design etc.) -Different viewpoint (different personalities) -The theory suggest teams of no less than 5 persons in a team in order to get enough different perspectives - and not more than 12 because it is hard to coordinate but with ict we can -With many different agents identifying the same hunches, symptoms, clues and explanations we start seeing a pattern which give us a sense of being on the right path

9 > Co-creating innovation with ict through partnering Cynefin (David Snowden)

10 Skill scheme > Co-creating innovation with ict through partnering

11 Domains in Cynefin > Co-creating innovation with ict through partnering Simple, in which the relationship between cause and effect is obvious to all, the approach is to Sense - Categorise - Respond and we can apply best practice. Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense - Analyze - Respond and we can apply good practice. Complex, in which the relationship between cause and effect can only be perceived in retrospect, but not in advance, the approach is to Probe - Sense - Respond and we can sense emergent practice. Chaotic, in which there is no relationship between cause and effect at systems level, the approach is to Act - Sense - Respond and we can discover novel practice. The fifth domain is Disorder, which is the state of not knowing what type of causality exists, in which state people will revert to their own comfort zone in making a decision. In full use, the Cynefin framework has sub-domains, and the boundary between simple and chaotic is seen as a catastrophic one: complacency leads to failure.

12 Co-? > Co-creating innovation with ict through partnering

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14 Social Learning Curve > Co-creating innovation with ict through partnering 1. Scanning: insights are gained from generally available (diffused) data 2. Codification - Problem-Solving: problems are solved giving structure and coherence to these insights (knowledge becomes 'codified') 3. Abstraction: the newly codified insights are generalised to a wide range of situations (knowledge becomes more 'abstract') 4. Diffusion: the new insights are shared with a target population in a codified and abstract form (knowledge becomes 'diffused') 5. Absorption: the newly codified insights are applied to a variety of situations producing new learning experiences (knowledge is absorbed and produces learnt behaviour and so becomes 'uncodified', or 'tacit') 6. Impacting: abstract knowledge becomes embedded in concrete practices, for example in artefacts, rules or behaviour patterns (knowledge becomes 'concrete'

15 Learning, competence, organizing, market > Co-creating innovation with ict through partnering Competences -Your individual competences and your company/organizations competences (concrete and should be codified) know-how Organizing - Bringing your explicitte (codified) competences into a group, network or orginization, building new relations to potential co-creators (know-who) Market - Considering what the outside population (or market) needs not neccesarily what they ask for. Learning -The skills to engage in ict-enabled innovation-process, co-creating with other personalities and specialities identifying new innovative potentials

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19 > Co-creating value through partnering Tools for Network Innovation Team syntegrity - Participants in another group. Eliminates some of the usual problems with individual involvement in large complex organisations. -Enacting and system feedback -All individuals and groups get feedback on their specific problems, while being aware of other part of the problem. This creates the coherence between the individual and collective innovations, which again creates coherent solutions.

20 > Co-creating value through partnering And now you! - On your feet - Stand in a row alphabetically (first name)

21 > Co-creating value through partnering Competences -Define generel competences (technical, business, artistic, research) and then define your specific competences -Define the the core competences for your company/organizations -5 minutes

22 > Co-creating value through partnering Individually - Adress most interesting themes within Lydteknologi for you AND your company (5 minutes)

23 > Co-creating value through partnering Group - Groupwise define most interesting common themes (15 minutes) - Listen to ALL participants inputs before prioritising - Do a top 5 list

24 > Co-creating value through partnering Proponents and opponents - Change group - Listen to the themes identified in new group (5 minutes) - Give feedback with reference to the themes identified in your original group (5 minutes)

25 > Co-creating value through partnering Plenum - Presentation of the groups prioritized themes - Give feedback to the themes presentation - A common priority list -10 minutes

26 > Co-creating value through partnering Future potentials - Identify individually what you think the market will need (not ask for) in 5 years (5 minutes) - Present and discuss future potential in plenum (5 minutes)

27 > Co-creating value through partnering And coupled with ict - This was a small and analog taster of what we are working with. - Enabling the process with ict will make it possible to work across distances and time. - And furthermore bring documentation, explicit knowledge, transparency and stimulation. -This will again inspire new ideas, new knowledge, new learning and new and better innovations

28 Current projects > Co-creating innovation with ict through partnering MARV cultural development in southern Jutland (40 students plus participants from the region) HIL Healthcare Innovation Lab in Copenhagen (cross-sector innovation) ESS European Spalation Source in the Øresund Region (178 students looking for innovation potentials in the region) Lydteknologi? - We have talked to Jan Larsen about doing a course and facilitate your network. Interested?

29 Join us! > Co-creating innovation with ict through partnering Contact Innofactor Ulrik Falktoft Mail: Phone: