porto workshop

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

http://www.wileyeurope.com/college/tidd

• 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?

http://www.wileyeurope.com/college/tidd

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

Product Roadmap: A Software Product Example