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A campus for the digital world
Dr David Hardman MBE ‐ CEO ‐ Innovation Birmingham
”the easier it is to communicate, the faster change happens.”
Connect to communicate
Innovation ecologies
Science parks have driven economies as aggregators as geographically compact entities
Ecologies are intrinsically dynamic –subject to continuous and rapid change ‐ responding to external influences ‐ technological, socio‐economic and political
Drivers of historically unique change
Societal evolution
Technology integral to our way of life
Urbanisation
Boomers the ‘Why nots’ born 1946‐64
Gen X ICT Immigrants born 1965‐80 … By 2020 in Europe 1 in 5 will be over 65 majority will work beyond retirement age many starting small businesses for life style and financial support
Gen Y the Millennials born 1980‐2000 …Their digital orientation, fluency in web and mobile, means they will remain quick adopters of new technology as they focus on careers, families, home and high‐tech living
IT Generations by 2020
social media platforms, physical location interacting with one’s mobile device
The SoLoMo effect
Gen ‘Z’ ‐ our 2020 innovation ecology clients
They are/will challenge academia requiring affordable personalised learning based around video, podcasts, webinars and social media tools with real‐time on demand expectations
…. these are the 2020 entrepreneurs
The ICT Generation
Gen Z ‐ born after 2000
Fluent in mobile and social platforms global reach and outlook with local ease, global friendships through virtual connections
81%of online teens use some kind of social media
26%would need to fly to meet
most of their social network friends
76%wish their hobby
could be their job (GenY=50%)
52%use YouTube and other social media sites when
researching for homework
The socially connected consumer
Global growth of the internet, cloud computing combined with advanced analytical tools to scour large data sets on mobile platforms – accelerated rate of change
New market transparency as business and consumer activity is tracked and monitored
market power continues to shift to the consumer
entry barriers to global markets lower for small businesses
48% of all UK retailwebsites are
accessed from mobile devices
34% of all retail website sales are
from mobile devices
47% of consumershave used mobilesto browse competitor’swebsites while in store
3,400% growth inmobile commerce
in last 4 years
web‐connected businesses
Transient/kinetic workforce – horizontally distributed talent ‐Collaborative networks of contingent workers
Creative nomads ‐more self‐employment and micro‐businesses with global reach
Collaborative communities of customers and suppliers drives crowd‐trained decisions, problem solving and anticipation of need
Data becomes the value component in many products and services
Urbanised innovation – nothing new
C19th and early C20th industrial districts ‐ high concentrations of manufacturing enterprises engaging in similar or complimentary work
Such clustering facilitated local supply chains ‐ fluid supply of workers living in the surrounding communities and walked to work
Edward K. Muller and Paul A. Groves, “The Emergence of Industrial Districts in Mid‐Nineteenth Century Baltimore” Geographical Review 69 (2) (1979): 159–178
Today’s innovation districts Innovation districts maintain elements of earlier models but embody new interplays demanded by the new economies where supply chains are
global
“ While the marginal cost of transmitting information across geographical space has fallen significantly, the
marginal cost of transmitting knowledge still rises with distance …. Therefore, the knowledge spill over benefits of clustering in cities can be large for high‐
value, knowledge intensive sectors.”
Devolving Decision Making: Meeting the Regional Economic Challenge; The Importance of Cities to Regional Growth”
London: Office of the Deputy Prime Minister, 2006
More than half of global population lives in a city
City dwellers are 50% more productive than rural workersand 30% more prosperous
Larger cities come up with more innovations per head than smaller ones
“(Knowledge economy) companies thrive in urban environments, where they can connect with other industries, drawing on the culture and diversity of the city” South Mountain Economics, LLC, “A Balanced and Growing Economy: How San Francisco is Making the Transition to a Digital City” (2014)
Today’s innovation districts
“The trend is to nurture living, breathing communities rather than sterile remote, compounds of research silos” Business Week June 2009
a connected convivial epicenter for communities defined by interest not location
iCentrum
a physical place that promotes community dynamics an environment striking a balance between order and chaos with
proactive and energetic management catalysing interaction
Innovation Marketplace
Hot‐desking
Serendip Incubator
Structured pensive environmentOrder
creativechaos
Designed to promote innovation
‘The success of innovation at any moment in time is driven by utilising what is possible at that time, remixing the possibles, lateral thinking ‐ not just new ideas but remixing old.’
Steven Johnsonin Where good ideas come from: the natural history of innovation. Riverhead Books. NY. 2010
Innovation
In‐house projects that drive innovation
Places or projects modelled on Lockheed Martin’s Advanced Development Programmes
Small teams, taken out of their normal working environment and given freedom from their organisation's standard
management constraints
Skunkworks
An environment promoting creative serendipity
promoting collisions of thoughts and ideas opening doors to new possibilities
‘The Three Princes of Serendip’ Horace Walpole (Let. to Mann, 28 Jan. 1754)(Serendip, old name for Ceylon, Sri Lanka)
Serendip
a driver of innovations through the active promotion of diverse data sets
promoting unique collaborations across sectors supported by corporate partners from:
Built environment
ICT and games
Digital media
Digital medtech
Serendip for a smart city
iCentra
An alliance of physical creative locations connected via digital bridges that offer a sense of ‘place’ to promote amplification of ideas ‐
Digital Ports ‐
global to support local
Virtual incubator networking
… will be driven not by the place but by the community attracted to the place
… will be driven by entrepreneurs and innovators collaborating physically and virtually with expertise, experience and access to funding
… will be a Campus that is the focal point for Birmingham’s tech‐community
Our success …
