UNIVERSITY OF CEMIS-OULU INNOVATION CENTRE

JOUKO KÄSMÄ, PROJECT MANAGER PALi PROJECT , KAJAANI UNIVERSITY CONSORTIUM CEMIS-OULU INNOVATION CENTRE

CEMIS-OULU IS AT THE SERVICE OF SMEs AND GLOBAL CORPORATIONS

CEMIS-OULU IS AT THE SERVICE OF HIGHER EDUCATION AND RESEARCH INSTITUTIONS IN AND INTERNATIONALLY

CEMIS-OULU WORKS IN CLOSE COOPERATION WITH KAJAANI UNIVERSITY OF APPLIED SCIENCES, THE VTT TECHNICAL RESEARCH CENTRE OF FINLAND, THE CENTRE FOR METROLOGY AND ACCREDITATION (MIKES), AGRIFOOD RESEARCH FINLAND (MTT) AND THE UNIVERSITY OF JYVÄSKYLÄ

CEMIS-OULU PROMOTES THE FORMATION OF SPINOFF COMPANIES UNIVERSITY OF OULU, 3 KAJAANI UNIVERSITY CONSORTIUM •CEMIS-OULU •INNOVATION CENTRE

•University of

•University of Oulu

•UNIVERSITY OF OULU, KAJAANI UNIVERSITY CONSORTIUM •CEMIS-OULU

•University of •University of Eastern Finland, •University of Eastern •University of Jyväskylä Finland,

• •ST. •@Development Director Jouko PETERSBU Käsmä RG CEMIS-OULU

ANALYTICAL CHEMISTRY / BIOANALYSIS OPTICAL SPECTROSCOPY IMAGING MEASUREMENTS INFORMATION SYSTEMS AND SENSOR NETWORKS

•REGIONAL ENGAGEMENT •KNOWLEDGE-INTENSIVE INDUSTRIAL POLICY

RESEARCH, MEASUREMENT AND DEVELOPMENT AND PROJECT WORK SPECIALIST SERVICES BIOANALYSIS SERVICES INNOVATION SERVICES

INDUSTRIAL APPLICATIONS: FOREST AND PAPER INDUSTRY, MECHANICAL TIMBER INDUSTRY, BIOENERGY, FOOD AND COSMETICS INDUSTRIES, MINING AND ROCK INDUSTRIES, SPORTS AND WELL-BEING PALi PROJECT & CEMIS-OULU

• The University of Oulu decreed a new operating model and organisation for the Kajaani University Consortium as of 1 January 2011. • The University of Oulu established the Centre for Measurement and Information Systems, CEMIS-OULU, within the Kajaani University Consortium. • The PALi Project was involved in the design of the new operating model. Now the project is taking part in implementing the model and developing it further in order that services can be offered to support companies’ research, product development and innovation activities. • The project will support the future internationalisation of research at CEMIS-OULU. name and date PALi RESOURCE POOL

•STEERING GROUP A. DEVELOPING OPERATING PROCESSES •EXPERT GROUP • € 125,000 (19%)

B. DEVELOPING SERVICES •€ 268,000 (40%)

C. MARKETING AND PR •RESOURCE POOL •€ 103,000 (15%) •€ 682,915,000 •Outsourced services € 30,000 D. INNOVATION ACTIVITY AND DEVELOPING INNOVATION ABILITY •€ 143,000 (21%)

•@ Jouko Käsmä

•PLANNING HUMAN •SCHEDULING •MANAGEMENT RESOURCES SUBPROJECTS REPORTS ON PROJECT TECHNOLOGICAL DEVELOPMENT ROUTE

CEMIS-OULU KNOWLEDGE RESERVES TECHNOLOGY ROADMAP

DRIVERS: FUNDING, HUMAN RESOURCES, TECHNOLOGY AND SHARED SERVICE ROADMAP, TECHNOLOGICAL GOALS / PROJECTS, OUTCOMES INFRASTRUCTURE, DEVELOPMENT ROUTE NETWORKS, HEADHUNTING, etc.

COMPANIES’ KNOWLEDGE RESERVES TECHNOLOGY ROADMAP

Jouko Käsmä INNOVATION An innovation consists either of a competitive advantage that is created and utilised or of better practices.

@ Jouko Käsmä AWESOMENESS

Umair Haque favours the term “awesomeness” over “innovation”.

@ Jouko Käsmä HOW IS AWESOMENESS ATTAINED?

• “Awesomeness happens when thick – real, meaningful – value is created by people who love what they do (bioanalysis, measurement technology, etc.), added to insanely great stuff, and multiplied by communities who are delighted and inspired because they are authentically better off.” – Umair Haque

@ Jouko Käsmä CEMIS-OULU 11 Frame of Reference for Innovative Competence

A. Subject-Specific Competence B. Structural Competence C. Process Competence Expertise in a sector, its management and Organisational skills that support Forming a creative tension in the its development innovation operating environment

• At CEMIS-OULU, the competences required for building and maintaining value networks are subdivided into three main categories, as follows. A few examples are provided beneath the category headings.

Knowledge of sector Creation of structures that support innovation Defining oneself and one’s identify

Knowledge of its operators Removing obstacles and constraints Appealing to creative individuals

General managerial competence Integration and accumulation of competence Leading through interpretation

Service competence Innovation management Opening opportunities

@ CEMIS-OULU Jouko Käsmä 19.4.2011 To generate awesomeness, we need awesome skills. Most importantly:

• Metacognitive skills, which allow us to think about thought and innovation • Outlining dialogue, which allows us to talk about what doesn’t exist • Social media mind; a state of mind where we think according to the conditions and methods of the social media • Awesome learning ability: new information must be transformed into awesome phenomena • Mobilising energy: management in the new world is about managing energies • The biggest challenge remains cultural transformation. People and organisations who are used to the old order will hold on desperately to the past. @Jouko Käsmä CEMIS-OULU SYSTEMS INTELLIGENCE

SYSTEM THEORIES COMMUNICATION •INTERACTION INNOVATION THEORIES DIPLOMACY GROWING TECHNOLOGIES BUSINESS

•DIALOGUE

SYSTEMS INTELLIGENCE AMONG SYSTEMIC THINKING CEMIS-OULU’S SERVICE OPERATIONS MANAGEMENT AND PERSONNEL INNOVATION ABILITY MULTIPLE INTELLIGENCE TECHNOLOGY ROADMAP BUSINESS INTELLIGENCE FUNDING STRATEGIES SUCCESS INTELLIGENCE

•ECOSYSTEMIC THINKING REGIONAL CONTEXT MARKETS/COMPANIES EMOTIONAL FUNDING BODIES INTELLIGENCE POLITICAL DECISION-MAKERS OFFICIALS

•@ Jouko Käsmä CEMIS-OULU INNOVATION ACTIVITY AND DEVELOPMENT OF INNOVATION ABILITY • tt MARKET AND TREND KNOWLEDGE SERVICE PORTFOLIO DEVELOPMENT OF NEW PRODUCTS AND APPLICATIONS FOR DIVERSE CUSTOMER SEGMENTS

COMPETENCE

RESOURCE BUSINESS POOL INTELLIGENCE BUSINESS PROCESSES CREATIVITY TECHNOLOGIES (Roadmap) • SCIENTIFIC TRUST METHODS TEAMWORK

@ Jouko Käsmä MANAGEMENT COOPERATION: METSO UPM OTHER ICT COMPANIES SOLUTIONS ALLIANCE: CEMIS-OULU, METSO, UPM KYMMENE, KEMFINE, KIANTAMA and COMPANY X TRANSFORMING VALUE INNOVATION INTO PRODUCTS

“VALUE INNOVATION TO PRODUCT” MODEL ACHIEVED THROUGH ALLIANCE

•SME X1 (SPINOFF)

CEMIS-OULU SERVICE OPERATIONS •SME X2 ROADMAP

SHARED TECHNOLOGY UPM KYMMENE METSO INTERFACE FOR PRODUCT FAMILY PRODUCT FAMILY COLLABORATION BETWEEN TECHNOLOGY ROADMAP •TECHNOLOGY ROADMAP COMPANIES

Jouko Käsmä, 19 April 2011 CEMIS-OULU INNOVATION MILL • PALi

PERSONNEL & COMPETENCE

SERVICE INNOVATION

@ Jukka Räty & Jouko Käsmä

WORK SERVICE PORTFOLIO PRODUCT FOR CHANNELS COMPANY CUSTOMERS BUSINESS PARTNERSHIPS

– GLOBAL CORPORATIONS 67 138 – SMEs 71

• THE RESEARCH TEAMS HAVE 40 SHARED BUSINESS PARTNERS. • THE WORK DONE IN THE LABS PERMEATES GLOBAL COMPANIES, ALL THE WAY DOWN TO THEIR SUBCONTRACTOR CHAINS. • COMPETENCE AND KNOWLEDGE ACCUMULATE THROUGH THE INTERACTION PROCESS IN THE COMPANIES, THEIR SUBCONTRACTOR CHAINS AND THE LABS. • AIM: THE LAB RESEARCHERS CAN FOLLOW THE APPLICATION AND COMMERCIALISATION OF THE RESEARCH OUTCOMES THROUGHOUT THE PROCESS, EVEN WITHIN COMPANIES. CEMIS-OULU DEVELOPMENT SCHEME STRUCTURE

• The labs’ innovation ability development scheme comprises the following components: competences, business processes, ICT solutions, cooperation and business intelligence. Creativity and renewability lie at the heart of innovation ability. Working creatively, we can come up with entirely new and unique solutions that bring superior competitive advantages to the labs. The innovation process comprises diverse functions: basic research, applied research, development, testing, pilots, commercialisation and finally market launching and internationalisation. Commercialisation is done by our business partners.

@ Jouko Käsmä THE INNOVATION PROCESS AND BUSINESS PARTNERSHIPS • The innovation process comprises diverse functions: basic research, applied research, development, testing, pilots, commercialisation and finally market launching and internationalisation. Commercialisation is done by our business partners.

@ Jouko Käsmä THE RESEARCHER’S CAREER PATH

STUDENTS STAY ON AT THE UNIVERSITY AS PROJECT RESEARCHERS. THEY CONDUCT RESEARCH TOGETHER WITH COMPANIES, “ACCUMULATING INTEREST”. AFTER THE PROJECT THEY MAY FIND EMPLOYMENT IN THE SOCIETY IN MANY DIFFERENT CAPACITIES. THE MEASUREMENT AND BIO LABS ARE GOOD INCUBATORS FOR EXPERT COMMUNITIES AND OWN ENTERPRISES. GROWTH IN THE SCIENTIFIC COMMUNITY BRINGS SIGNIFICANT ADDED MERITS TO WORKERS.

POSTGRADUATE STUDIES FOLLOWS THE PROGRESS OF THE INNOVATION FROM THE COMPANY’S POINT OF VIEW

PROFESSOR

STUDENTS ENTERS A RESEARCHERS COMPANY - FEED INTO •AS A TRAINEE LABS •AS A TEMPORARY EMPLOYEE BUSINESS WORLD

OWN ENTERPRISES EXPERT IN INTERNATIONAL UNIVERSITY/POLYTECHNIC BUSINESS WORLD AFFAIRS

•@ Jouko Käsmä