1 city-region stockholm as knowledge region 2015 arne eriksson mobile 0708872264 email [email protected]...
TRANSCRIPT
1
City-region Stockholm asKnowledge region 2015
Arne ErikssonMobile 0708872264 email [email protected]
© Arne Eriksson
2
Recent studies
2005-2006
OECD says the region is weak on strategy and governance in a study commisioned by the region
The Dahmén Institute recommends a regional foresight as a nonthreatening approach to get a process going in a study presented in April 2006
The Dahmén Institute commissioned to design and implement a preforesight
3
Stakeholder Map
STAKE
High
Low
InfluenceLimited Great
The usual suspectsPotential participants
Non relevant
Potential leaders(collaborative leaders)
Source: Adapted from Chrislip D.D Collaborative Leadership: The Fieldbook
City-region: a new geography
Extremely important to
mobilise
4
Strategies to cope with complexity
Level of conflict
Low Problem Solution
Low High Low
High
Type 2
Type 3Power
Concentrated Dispersped
ContestedAuthoritative
Yes NoCompetitive
Collaboration
Type 1
Källa: N. Roberts, Coping with wicked problems in policy, egen bearbetning
”standard procedure”
neg
negotiate
”Foresight territory”
5
Foresight design
Cluster
Drivers
”Sustainable system design”
Financial
services
User-driven innovation
UnbundlingValue chains
Orchestrationsystems-integration
Telecom/Mob. servicesmultimedia
Bio/Life/Health/Welleing
St
CAPABILITIES
S T R U K T U R E R, R E S U R S E R
Long tail
© Arne Eriksson
KIBS seen more as a set of capabilities than as a cluster
6
Strategy fundamentals
Internal world
Externalworld
Comprehensible Controllable
UnpredictableComplex Transactional
RationalRelationalCultural
What
How
Probable/
Analytic
Plausible/
Syntetic
Fore
sigh
t kno
wle
dge
© Arne Eriksson 2006© Arne Eriksson 2006.Adapted from S. Flinn What is strategy.Adapted from S. Flinn What is strategy
Collective sensemakin
g
Investing in capabilities: why, which, by whom,
when
Branding
Present strategi
es
Projects
7
A regional innovation system with clusters reflecting regional specialisation
Interface forrenewal
Capabilities ratherthan products andservices
© Arne Eriksson
8
KIBS contributes in many ways
Renewal Routine NetworkComplianceof rules
Innovation andexploration
Transactional
efficiencyCustomer managed relations and integration
9
Value innovation (Blue Ocean Strategy)
Global process networks
Orchestration andNetwork mgmt Which capabilities will
be requried to be successful ?
© Arne Eriksson
Value innovation
Value for customer
Cost
10
Dynamic regional capabilities
• innovation capability
• collective learning
• networking
• leadership and governance
• foresightedness
Källa: Harmaakorpi
11
Plan and realityThe plan1.Use systemic methods2.Stakeholder analysis - identify leaders and host organizations in the region3.Identify critical issues through interviews and analysis4.Prepare issues papers for panels5. Foresight as a strategic mgmt activity6.Run cluster based focusgroups/panels7.Run a convent to reach synthesis and decisions
The reality1.Scanned SSM, SODA and others. Decided it would take to much effort to be professional in its application2. Ongoing. Still some work to do to cover the whole region. Face some problems with mobilization3. Done. The strategic decision that changed the process was to focus on KIBS as a key sector/set of capabilities4. Under way. Some problems with the compressed time schedule5. Using ”the strategy canvas” from Blue Ocean Strategy for focus groups6. Will be run in May7. June 12-13
12
Lessons and impressions so farUnderestimated the financial resources needed to
do a preforesight in really professional way (€ 60 000)
The need for a training program for decisions makers (from the public sector) to communicate the difference between a foresight process and ”standard procedure”. (We had it in our plan but it became not more than a short seminar)
We tend as usual to grossly underestimate the time required for collective social processes. My guess is that a foresight cycle probably should be designed to run over 3-4 years.