porto workshop
DESCRIPTION
TRANSCRIPT
PROJECTO P. INC - PÓLO DAS INDÚSTRIAS CRIATIVAS DO PARQUE DE CIÊNCIA E TECNOLOGIA DA UNIVERSIDADE DO PORTO
SUB-PROJECTO CEICI – CENTRO DE EXCELÊNCIA PARA AS INDÚSTRIAS CRIATIVAS E INOVAÇÃO
ACTIVIDADE: GRUPOS DE TRABALHO E FERRAMENTAS
WORKSHOP: Realising the Value Spectrum: Creative Interdisciplinary Projects
DR. LORRAINE WARRENUNIVERSITY OF SOUTHAMPTON
14 E 15 DE DEZEMBRO DE 2010, PORTO
Outline
• My background/history• A current project• Contrast between realising value in
interdisciplinary projects and some tech transfer perspectives
My Background
• School of Management www.doclorraine.com• Research interests in digital media; creative
industries; development of new products, services, behaviours
• Context: incubation, early stage concept development, policy support, regional development
University of Southampton
• Research-led ‘Russell Group’ University• Ranked 12 in UK [out of around 120], 90 in the world• South Coast of UK, easy reach of London, Brighton,
Bournemouth• Seeking to develop campus as a Cultural Centre for
region• Nuffield Theatre, Turner Simms Concert hall, John
Hansard Gallery, WSA
Projects• www.creatorproject.org , new Business models and research
processes for the creative industries [Nottingham, Newcastle, Cambridge, Queen Mary, Birkbeck]
• Sensory Threads [Proboscis] biosensors, wearables, community issues
• Gesture and Embodied Action [motion capture-industry links]• MIPP Sussex University [motion capture-archaelogy-vistor
experiences]• LiberateMedia mobile connectivity, new business stratgeies• Webscience group at Southampton (Tim-Berners Lee)
Context• Disruptive Innovation• Creative industries• MUPPITS
– in-depth case study of MUPPITS (Multiple User Post-Production IT Services), a high technology R&D project designed to address challenges faced by the UK film and broadcasting post-production industry.
– MUPPITS is based on new technology, but overall is a systemic approach to work design that brings together key players in the UK post-production value chain: HIGH IMPACT, TRANSFORMATIONAL, DISRUPTIVE
– Qualitative methods to track emergence of new systems through project [over years], developmental use of quantitative methods [simulation and optimisation] to deal with poorly formed problems in nascent industry spaces
Purpose
• Disruptive industry change -> how might this emerge? How might we create/capture emergent value [or increase likelihood of capturing emergent value]
• Engender new business models – HOW? ROAD MAP FOR INDUCTIVE THINKING NOT CLEAR
• Know when and how to intervene -> POLICY AND PRACTICE
• Individual (Level A)
• Intention, agency, personality, cognitive process
• Interaction (Level B)
• Discourse patterns, symbolic interaction, collaboration, negotiation
• Ephemeral Emergents (Level C)
•Topic, context, interactional frame, participation structure; relative role and status
• Stable Emergents (Level D)
• Group sub-cultures, group slang and catchphrases, conversational routines, shared social practices, collective memory)
• Social Structure (Level E)
• Written texts (procedures, laws, regulations); material systems and infrastructures (architecture, urban design, communication and transport
networks)
The Emergence Paradigm (Sawyer 2005, p211), showing the ‘circle of emergence’ (p220), i.e. that area which is subject to social emergence
Examining
• Nature and pathways of inter-activity between agents, values• How possible trajectories were identified and tested out,
either as thought experiments, shared mental models, or sometimes as rough working prototypes….
• How ‘ephemeral emergents’ are narrowed down to the most promising variant: at this point the transition from ephemeral to stable occurs.
• this is the point at which discussions shift from value creation to value capture. (Warren, Fuller et al, 2009)
Post-hoc, real-time, futurology
Trajectory of Digital Media Business
Software Development Trajectory
Collaborative Service R&D in non-media business
Digital Technology Development
Business Outside Media
Business Outside mediaFunding Agency
Anticipation?• Technology arose from another sector, “Service Based Workflow
Management”, from Aerospace and Automotive design fields • Relatively stable and well understood, but within the media industry it had
not been applied to the emerging challenges of digital file-based working [growing trend]
• the arrival of file-based working, the increasing content demands of HD, 4k and 3D, increasing demands on rendering complexity, increased concern by customers about security of content because of ease of sharing in the digital world, increased capability of digital networking technology, dedicated networks, massive storage requirements for digital content and infrastructure limitations in Soho. All of these contributory elements can be shown as converging towards the need for a solution,
• Financial environment, TSB, connectivity in Soho [propagation, amplification]
Ongoing
• Development of various business models – virtual markets
• Poorly formed problem space – definition of entities, variables, messy data, multivariate
• Simulation, optimisation• Alpha-beta, Pinewood
Value?
• Major source of innovative ideas that contribute to the development of new products and services
• Offer services that may be inputs to the innovative activities of other enterprises and organisations within and outside the creative industries
• They are intensive users of technology and often demand and create adaptations and new developments of technology, providing stimulus to technology producers.
What kind of value?
In no particular order• Technical• Social• Cultural• Creative• Artistic
– And of course, economic
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
Different Types of Innovation
• People don’t buy technologies – they buy products
• Investors don’t invest in products – they invest in business models with people with in good reputational ecosystems, overall making a strong business concept
• Must recognise value spectrum
• Temporal dimension in projects
Early stage Challenges
Temporal dimension
• Technical• Immediate project objectives• Rush to next project• Never time to consider full range of
possibilities
Potential scope
Incremental or radical?
Individual Project Wider
technical
social
cultural
artistic
economic
Scoping
• Sectors: transport, medical, entertainment, tourism, health…….
• Mechanisms: spin-out, joint venture, licensing, consultancy, dedicated teaching, freemium
Technology - Product - Market Linkages
T
PPPPP
MMMMMMMMM
The most basic building block of a Business Concept
Description / Ideation
Identifying product ideas is a three stage process:
1. describe technology capabilities
2. identify markets with greatest need that your capabilities address
3. develop multiple product ideas to match identified markets
4. PATHWAY IS NOT CLEAR
© 2009 John Wiley & Sons Ltd.www.wileyeurope.com/college/tidd
Innovation Process
BUT: rather linear?
Res
ou
rces
ResearchFaculty
Service Providers / Complementary Assets
Level of Development
“Valley of Death”
ExistingResearchResources
ExistingCommercialization
ResourcesDecision space between discoveryand product development
Fuzzy Front End
Different kinds of value?
CORECORETechnologyTechnology
Business Plan
Legal Services
AccountingServices
Mgt Team
Outsourcing
IPMgt
MarketingResearch
FacilitiesMgt
Building emerging case
How to incorporate value spectrum?
Yes Determination Determination of Strategic of Strategic
FactorsFactors
AnalysisAnalysisof of
Core AssetsCore Assets
StrategicStrategicComponentsComponents
Market EntryMarket Entry& Expansion& Expansion
AnalysisAnalysisofof
ComplementaryComplementaryAssetsAssets
OwnershipOwnershipStrategiesStrategies
CommercialCommercialStrategyStrategy
BusinessBusinessProposalProposal
DecisionDecision
Reject
Iterate Back
Provides a decision making process leading to the
commercialization strategy and the business proposal.
Commercialization Strategy Development
Example of a Model for Managing and Marketing Technology Products
© Pragmatic Marketing
Str
ateg
ic
Tac
tica
l
Technology Road-Mapping
• Vision• Market / Strategy• Technology• Products• VALUE SPECTRUM?
© 280 Group
Product Roadmap: A Software Product Example