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1. TechnoTN Forum 2005, May 20.-21. Brussels Learning for Innovating www.dipoli.tkk.fi Markku Markkula My presentation is an introduction to the theme LEARNING FOR INNOVATING for the decision makers of engineering education. I take into account all three missions of universities: 1st Mission: Research 2nd Mission: Degree education - Bachelor, Master and Doctor 3rd Mission: Continuing education and other forms of serving working life and society • MARKKU MARKKULA • Director of Lifelong Learning Institute Dipoli, Helsinki University of Technology (TKK) • Member of Finnish Parliament 1995-2003 • Committee for the Future • Committee for Science, Education and Culture • President of EPTA, European Parliamentary Technology Assessment Network 2001 • Secretary General of IACEE International Association for Continuing Engineering Education 1989-2001 • Chairman of the Board of TIEKE, the Finnish Information Society Development Centre 2000- • Chairman of the Board of TEK, the Finnish Association of Graduate Engineers 1993-2005 • Chairman of the Board of SoL-Finland, Society for Organizational Learning 2002-

2. Continuing Professional Development New Requirements for Engineering Compencies Changing University Culture Part of this presentation is closely linked to the work of Thematic Network TREE Line D: SustainabilityLine Promoter: Markku Markkula Sustainability of Engineering Competencies The overall target of line D is to review the European and global initiatives focusing on the impacts of technological development on teaching and learning, as well as on the new methodologies in technology enhanced learning and continuing education in order to develop concepts and tools for universities in managing effectively the on-going educational change. The starting point of this line is the role universities in the sustainability of engineering competencies.

3. Why innovations and innovativeness? How to proceed? Different levels/perspectives: EU, Nations, Regions, Organizations, Individuals, Engineering Profession List of challenges: • Individual vs group and organization • Virtual vs physical • Research vs practical • Traditional vs innovative • Piloting vs main stream • Service vs expertise development New Paradigm: Competitiveness on Global Level - Solutions • Networking & partnerships • Effective use of ICT & interoperatibility • Flexibility & focused goals and processes • Roles of different shareholders & stakeholders • Competence development: individuals, teams & organizations © Markku Markkula

4. Systems Thinking of the Desired Future:Critical Success Factors for Innovations • Competence • Development • Learning • Organization • … Need to Focus on : 1. Knowledge processes, 2. Learning processes, 3. Technology processes, 4. Society processes 2. Learning for Innovating • KnowledgeCreation • & Management • Innovation • Value • Networks • … • ICT Development • Technology Foresight • … 3. • Knowledge Society • Business • Processes • Regional • Development • … 1. 4. © Markku Markkula

5. Starting Point = Cornerstones of Competitiveness:Case Finland – Lessons Learned • Why networking? • It combines the best possible knowledge and competence • Cross-technological cooperation and internationalization require networking • Why cross-technological cooperation? • It helps to find new competitive advantages • It makes industrial structure more versatile • Why long-term commitment? • It creates the basis for research and development • It brings forth competence and experts • Why innovativeness? • It speeds up the commercialization of technologies • It renews the industrial structure and competence base • Why productivity? • It is the precondition for competitiveness and welfare • The sound application of technologies increases productivity

6. Special Emphasis: Role of Institutions to Support Science, Technology and Innovation The EC Communication (2000), Innovation in a Knowledge-Driven Economy, noted that all Member States had invested considerable effort in developing new structures for innovation policy. Three main activities could be discerned: • New administration structures to support the “system” nature of innovation • Building awareness of the needs of innovation, and promoting a more intense dialogue between Science, Industry and the General Public • Developing a strategic vision and innovation foresight. Based on VATT Government Institute for Economic Research, report number 96, Helsinki 2003

7. Measures Designed to Foster an Innovation Culture The promotion of a genuine innovation culture was the first of three action areas proposed in the First Action Plan for Innovation in Europe. Particular emphasis was placed on the crucial role of education and further training in the context of skills acquisition, relevant to enhancing the innovative capability of individuals. Specific training in organisational and management practices was also a key dimension of this Action, enabling enterprises to keep abreast of best practice in business and technology management. The mobility of researchers and engineers was highlighted as an area to be further developed, in particular to mobility of senior staff from education or research to industry. The Action included generating among politicians and policy makers an awareness of the importance of STI to economic growth and the need for continuous policy evaluation and benchmarking. Innovation can only flourish if it is understood and accepted by society and it is imperative to raise awareness and support for STI among key decision-makers and the public at large. Based on VATT Government Institute for Economic Research, report number 96, Helsinki 2003

8. Perspective of Finnish Engineers:Key Trends in the Environment 1(3) • Globalization goes further: sharpening of global competition, and division of economic activity. Transnational global decision making systems emerge. • Ageing population and settlement concentrates in Helsinki metropolitan area and regional centers. • Increasing importance of science and technology in society. • Multidisciplinarity between technologies and other fields of science (also humanities) is a key source for new innovations. © Kati Korhonen-Yrjänheikki

9. Perspective of Finnish Engineers:Key Trends in the Environment 2(3) • Networking of people and business increases. Information and communication technology is a tool that integrates to all sectors. • Network economy has brought new services and ways of doing business. Operating under big brands has become more common. • Expertise-intensive services have proved a central business branch. • Learning industry provides business opportunities. • Because of increasing dependence on ICT, the vulnerability of infrastructure has increased. ICT security technology has a lot of business opportunities. © Kati Korhonen-Yrjänheikki

10. Perspective of Finnish Engineers:Key Trends in the Environment 3(3) • Development of energy technology provides remarkable business opportunities. • Importance of environmental technology has grown considerably. • Well-being and health technology provides remarkable business opportunities. • There is a lot of potential in biotechnology, but there are a lot of uncertainty factors as well. Engineering sciences play a remarkable role in the development of biotechnology. • Nanotechnology has proved a promising technology sector. • Materials technology has proved a promising technology sector. © Kati Korhonen-Yrjänheikki

11. Pekka Himanen: Future of Welfare Society Is in Creativity • A creative economy • A creative welfare society • Encouraging conditions for working • Management and work culture in a creative society • Humanly meaningful development • Social balance • Mental balance • Physical balance • Cultural balance • A global culture • The internationalisation of higher education Source: Parliament of Finland, Committee for the Future, 2004

12. CURRENT STAGE OF DEVELOPMENT FUTURE = NEW WORK CULTURE Collaboration between several actors Multidisciplinary processes Networking Value chains and value networks Interaction An open culture of working together Focusing on communities Simultaneous presence of learning communities and the individuals’ passion for learning Financial support for development projects from the government The role of public administration in generating eLearning markets Innovation Innovative social networking solutions Change in Work Culture – Focusing on the Future © Markku Markkula

13. Function Aim Metaphor increase quality, cope withincreased complexity support for work processes tool elimination of human labour costs cutting automation technology adjustment to changes,avoiding defects controlling productionprocesses control technology monitoring work behaviour increasing work efficiency surveillance mechanism collecting, processing,and creating information information technology organisational learning coordination ofwork processes integration of processes,organisational flexibility organisation technology technically mediatedcommunication exchange of informationand knowledge network technology Understanding Various Functions of Modern ICT

14. Systemic Innovation for Global Reach Enabling Institutional Infrastructure Source: Jozsef Veress, Hungarian Prime Minister’s Office Social Innovation Market and Industry Creation Systemic Innovation Leadership and Management Technological Innovation Enabling Technology Platforms

15. EU Level - Measures Designed to Foster an Innovation Culture • Education and Initial and Further Training • Mobility • Raising the Awareness of the Larger Public • Fostering Innovative Organizational and Management Practices in Enterprises and Other Organizations • Support to Public Authorities and Innovation Policy Makers • Promotion of Clustering and Co-operation for Innovation © VATT-Research Reports 96

16. Europe 2010 STRATEGIC OBJECTIVES: A Partnership for European Renewal PROSPERITY • A friendly business environment • Sound macroeconomic foundations • A new phase in economic integration • Boosting innovation and the use of new communication and information technologies • Reduce the burden of regulation • Investing for prosperity • The drivers of growth – research and development, modern technology, the highest skills, efficient networks – come at prise. • Investing 3 % of GDP in research, with one third coming from the public sector and raising significantly investment in higher education. • Embracing change • Encourage job creation; a workforce that is better skilled and better adapted to change • Life-long learning • Attract more people into labour market © Commission of the European Communities

17. From eEurope 2005 to i2010 – issues • Information space: authorities to facilitate internal market for e-services and goods (creativity) • Convergence of technologies • Secure networks and services • Creation and accessibility of online rich content • Innovation and investment in ICT • PPP – wide scale demonstrators • ICT R&D leadership – identify emerging trends • ICT adoption by businesses - invest., skills, processes • Inclusion and better quality of life IS policies • Inclusiveness and participation • Public services • Quality of life and sustainable development

18. Lead, stimulate andcatalyze science, technologyand innovation development Role of Parliaments and Governments in National Innovation Policy Create favourable legislativeenvironment for knowledge creationand competence development Finance lifelong learning, R&D and knowledgeinfrastructure © Markku Markkula

19. The Finnish Road to Success Need for Restructuring and Reshaping the Public Sector Knowledge Management Plays a Crucial Role 1. Implementing Lifelong Learning Strategy 2. Developing National Innovation System 3. Increasing Investments in R&D 4. Operating as an Information Society Laboratory within EU Finnish National Action Plans on the Way to the Knowledge Society Success Factors Defined by the Parliament Wisely Influencing Globalisation Exploiting Information and Technology to the Full The Human Aspect in Innovation Governance of Matters and Life © Markku Markkula

20. Success Story Finland – Joint Commitment of Different Actors:Knowledge Based Economy (1) How can growth of intellectual capitaland in the economy be safeguarded? Creativity and innovativenessas driving force Increasing intellectual capital as basic value Reginal innovation policy Special investments in research and development society region organization individual © Markku Markkula

21. Success Story Finland – Joint Commitment of Different Actors:Knowledge Based Economy (2) Where will innovations and good new products and services meeting the needs of the knowledge economy come from and how will this happen? Effective networking - systematic giving and receiving Knowledge managementand management of learning focused on organizational competencies Regional self-renewing processes National innovation system - knowledge is like joy, it increases when sharing and regenerates itself when used society region organization individual © Markku Markkula

22. National Innovation Policy – Best Practicies 1(2) We identify below eight industry-oriented policy objectives based on a survey of best practice in developed economies. The sequence tries to adhere to that of the knowledge value chain, moving through a number of stages from objectives pertaining to knowledge creation to objectives pertaining to knowledge use. • Support fro R&D (knowledge creation) in dingle firms. This is a response to perceived market failure. Easing financial risk by providing a public subsidy is the easiest to implement and the most common form of industry-oriented innovation policy • Improving Framework conditions for High-tech Start-ups (mainly knowledge creation). Support for high-tech start-ups with an integrated package consisting of seed capital, incubator facilities and expertise • Risk Capital for High-tech Firms (knowledge creation). Recognises the heavy investment in intangible assets (mainly R&D) and long gestation period between concept and commercialisation © VATT-Research Reports 96

23. National Innovation Policy – Best Practicies 2(2) • Support for R&D Co-operation by firms (knowledge distribution). Includes co-operation between firms and between firms and research organisations. Recognises the importance of collaboration between different actors within the innovation system • Improving the Exploitation of Public Knowledge by firms (knowledge application). Technology transfer services from universities and public research organisations to industry including IPR protection • Support for Knowledge Diffusion. Diffusion is stimulated through inter-firm networking, industry clusters, demonstration projects etc. These schemes may be classified as R&D co-operation but knowledge diffusion is an inevitable by-product • Support for Human Mobility (knowledge diffusion). Schemes to place technology graduates in SMEs and for improving human mobility between academia and industry • Improving the Absorptive Capacity of Firms (knowledge use). The greatest deficit for many SMEs is an inability to use technologies and innovations that are available for their business from external sources. Consultants and intermediaries can help bridge this gap. Innovation management programmes also help. © VATT-Research Reports 96

24. Creativity and Innovations Product or service Innovation Production processes Business model Brand Idea creativity Business creativity Europe is innovative in trems of products and production processes, i.e. idea creativity, but less creative in terms of business models and brand building, i.e. business creativity that helps to transform ideas into income. © HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula

25. Basic Science Design & Engineering Manu- facturing Marketing Sales Market need Development Manufacturing Sales Source: Rothwell, 1994 From Linear to Sequential... Evolution of Theories of Innovation 1st Generation Theories of Innovation Main characteristic: Technology-push (linear) 2nd Generation Theories of Innovation Main characteristic: Demand-pull (linear) © HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula

26. Research Knowledge Potential Market Invent and/or ProduceAnalyticDesign DetailedDesignandTest RedesignandProduce DistributeandMarket The Chain-Linked model slightly adapted from Kline & Rosenberg by C. Palmberg Interactive Theory of Innovation 3rd Generation Theories of Innovation Main characteristic: Sequential Interactive Process © HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula

27. From Linear to Sequential... 5th Generation Theories of Innovation Main characteristic: Systems integration and networking theory (SIN) Parallel processes, collaborating companies, collaborative innovation networks 4th Generation Theories of Innovation Main characteristic: Integrated theory of innovation Parallel development with integrated development teams 3rd Generation Theories of Innovation Main characteristic: Sequential Interactive Process 2nd Generation Theories of Innovation Main characteristic: Demand-pull (linear) 1st Generation Theories of Innovation Main characteristic: Technology-push (linear) © HUT Dipoli – Roadmap, Tapio Koskinen, Markku Markkula

28. is the driving force Digitalization Collaboration Digitalization: ”e” Is Not Just Technology Focus on Knowledge Creation Processes • Large scale web-based and mobility applications in working methods • Personalized information and knowledge contents and ”databasis” • Infocom business; use of ICT in content production • Integration of interests of individuals, teams and organizations • New e-Society activities • New work culture; behaviour of individuals, organizations, different communities of practice, and society © Markku Markkula

29. Attractiveness of Engineering Is Increasing: Example – Research Areas in the Systems of Production Domain Entrepreneurial ecologies: Networks of innovative production The new organization: Knowledge management Systems & Production Work in knowledge society: work as home, quality and nature of knowledge work The new economy: Environment, ethics, and social sustainability The new design: Human-centric, emotional, and resilient technology This is adapted from Dr. Ilkka Tuomi: Emerging Research Topics on Knowledge Society, TEKES 116/2001

30. Enchancing Kowledge-based Society Development One-Man-Committee (Markku Markkula): eLearning – State-of-the-Art – Finland, Report (120 pages, 2003) Structure of the Report © Markku Markkula Actor Groups Strategical Choices

31. The Concept of Regional Innovation Policy: Developer Networks and Creative Tension Make the Difference ASSESSING THE COMPETITIVENESS OF A REGION Ståhle & Sotarauta 2002 1. Human capital 2. Innovativeness 3. Concentration 4. Infrastructures REGION Present conditions Competitiveness factors Challenges Competitiveness GOALS Attractiveness 10. IMAGE 5. Enterprises 6. Institutions 7. Living conditions and environment Self-renewal ability 8. Developer networks 9. Creative tension Parliament of Finland, Committee for the Future

32. Management Challenges for Self-Renewing Development Knowledge Management Management of Work Organization Personal Mastery Team Learning Knowledge Creation Processes Mental Modelling Resource Management Systems Thinking Shared Vision ICT as an Enabler Management of Networks Strategic and Visionary Management © Markku Markkula

33. Self-Renewing Development Is Needed • The five basic requirements for an innovative environment, (i.e. self-renewing development of an organization) are: • Players: identity, sense of belonging and charisma • 2. Networks: links, trust and mutual dependencies • Knowledge management: information flows and communication • Collaboration: new culture of working and learning together • 5. Mastering timing: situation awareness and the courage to act © Markku Markkula

34. Creative Tension in the Development of Regions • The ability of self-renewal cannot e generated or maintained by external control but rather born spontaneously of the the creative tension generated by interaction and leadership: • Tension refers to … • a state that is characterised by excitement and fascination along with anticipation of the future bringing along something new and different, and/or • a state of anticipation characterised by insecurity as to the consequences of future events and action. • Tension is born … • of opposite or sufficiently diverse forces existing simultaneously and calling into question the prevalent modes of thinking and/or operation and the status quo • between two or more phenomena. In the development of regions, the said phenomena may include, for example, relations between organizations or the difference between present and future development with regard to a tangible matter. • Creativeness entails … • producing unprecedented and original products, processes, ideas and modes of operation • utilising information in a manner that creates new and diverse ways of observing and interpreting familiar issues and phenomena.

35. Learning Needs of Finnish Engineers Source: TEK 2004

36. Most Suitable Way for Professional Development Source: TEK 2004

37. Conclusions: Knowledge-Based Society – What is essential? • When our target is to increase the quality of our work and return of our investments, we have to understand the paradigm shift: • Company (or any organization) is not anymore a fixed system as it used to be. • When focus is on value, the focus is on new knowledge-focused processes (which are on a constant change): • Processes are collaborative with cross-boundary interaction (shared knowledge reality). • Processes are based on strong mental networks with shared purpose (strategic partnerships). • Networks are more and more operating virtually with shared knowledge management methods. • This all means especially dramatic changes in work culture and performance measures. • This all gives UCE special advantages to develop and manage top-quality lifelong learning products and services. © Markku Markkula

38. Perspective of Finnish Engineers:Key Success Factors for Universities Successful HE institutions in engineering will… • Be managed more like enterprises, which requires adapting the organization culture of academic institutions. • Focus! Not only in terms of research and teaching areas, but also levels of education. It is very unlikely to be world-class in research and teaching in Bachelor, Master, Doctor and PD education. • Have active and intensive stakeholder co-operation • Look for strategic partnerships and mergers nationally and internationally. • Combine technological and social excellence (third culture) • Put serious effort to develop futrher anticipation and follow-up and feedback systems © Kati Korhonen-Yrjänheikki

39. Engineering Abilities and Skills to Be Highlighted • Self-knowledge: Know your role in the big picture and develop it. First step for efficient team work and partnerships. • Ability to love: Being passionate what ever you work on. • Ability to trust: The only way to foster knowledge is by sharing it. • Ability to empathy: Depending on the actions taken, globalization increases polarization or increases global well-being. • Being unprejudiced: Having a degree doesn’t quarantee anything. A 12 year old might be more skilled than you are. • Creativeness: Look solutions out of the box. • Multidisciplinarity: Seek structural holes. Ability to combine technological and social excellence. • Multicultural: English is no longer a foreign language • Networking and team work: Seldom one individual able to do world-class innovations • Communication skills: In a multidisciplinary, multucultural global village this is a must. • Entrepreneurship: As a mind set and profession. • Systematic learning skills: Ability to see learning situations everywhere. Ability to build on the existing knowledge and skills. © Kati Korhonen-Yrjänheikki And how many of the qualities and skills above you would ideally need to start to learn at the age of 0+ ?

40. Nat Gov EU UCE Programmes and Courses Bachelors & Masters Programmes UAdult Degree Education Developers of university degree programmes Development of European University Adult Education Answering the Lisbon Strategy:Bologna & e-Bologna ”e” changes the role of universities: 1. Universities’ importance in developing working life processes is emphasized. 2. Adult education is the distributor of new know-how, as well as creator of new working culture. 3. Network-based activities and virtual university change universities’ operationsdecisively. 4. Workplace learning will be acknowledged by universities. © Markku Markkula

41. Development of European University Adult Education Answering the Lisbon Strategy:Bologna & e-Bologna The role of the universities’ adult education must be enhanced in view of performing the following basic tasks: 1. To develop and maintain mechanisms for the dissemination, transfer and internalisation of university-generated knowledge, and to develop and maintain knowledge management methods so as to enable the generation and use of new knowledge in all working life sectors. 2. To develop and maintain professional development systematics based on collaboration between various education and training providers, so as to enable the provision of high-quality modular training for the various occupational groups in all sectors. 3. To process the knowledge people produce in their own universities and knowledge generating institutions into a form suitable for practical professional use as teaching material, in a way that enables the various instructors and teaching support personnel to use it economically in their own work. © Markku Markkula

42. Universities Have to Strengthen their Role in Continuing Education Continuing Education Strategy of TKK Lifelong Learning Institute Dipoli: • Innovations are the main drivers of competitiveness • Systematic use of information and communication technology makes the difference, • New concepts to operate in global and turbulent marketplace are crucial • Development of virtual network partnerships and organisations is a critical success factor © Markku Markkula

43. TKK Continuing Education – Contents ofStrategicAction Plan • Adult education model based on lifelong learning for TKK • Areas of responsibility for actors in adult education • Actor-based definition of adult education’s financial basis • Improvement in adult education’s customer-orientedness • Diverse teaching and learning methods in adult education • Principles of internationalization in adult education

44. Portfolio of TKK Dipoli Services TKK Dipoli Services for Customers (Not Just Traditional Continuing Education Programmes) Categories of Support for Customer Organizations Knowledge Intensive Work Support HumanResources Development Support Models and Processes for Continuing Professional Development Teaching,Learning and Study Support © Markku Markkula