Tivit: New Strategy 2009

TIVIT - STRATEGY 2009 PRESENTATION

TIVIT – RESULTS AND STRATEGY SEMINAR 200914.4.2009 DIPOLI

Tatu Koljonen

Chairman of the board

Tieto- ja viestintäteollisuuden tutkimus TIVIT Oy

VISION

2

Finland as an innovation hot-spot

Source: J. Kao, Tapping the World’s Innovation Hot Spots, Harvard Business Review, March 2009

This cartogram, created by Bryan Boyer on behalf of the Institute for Large Scale Innovation, sizes countries according to several factors related to their innovation efforts: R&D spending, the number of postsecondary degrees awarded, and the number of patents issued.

ICT MARKET LEADERSHIPS AND COMPETITION

Mobile

Network

Computing leadership remains in the USA

Processors

Operating systems

Service paradigms

Server farms

Future Internet

Mobile leadership is not so clear

How LTE will proceed?

Smart phone development?

14.4.20094

Computing

TIVIT strategy 2009 presentation

Displays

World is moving from technology and product

leadership game to ecosystem leadership game!

Network

Productiontechnology

Smart phone development?

Display technology leadership will remain in far east

Production technology innovations in US and EU, production in far east

Network leadership is shared between Europe and USA, China will gain position

In content business the USA is the leader, innovation venturing hot spot is in Israel

[Technology leadership]

Following fast

SUMMARY OF MARKET FORECASTS

ICT

Internet

Datacom

Services

Internal growth and evolution Future InternetInformation networking

Social networking

New user interfaces

New business models

SaaS & Cloud

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Telecom

Entertainmentdownloading

Services

Health care

Energy saving

Societies need ICT based solutionse.g. in:

Sensors and sensor networks

Robotics

Massive ICT systems

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KEY OBSERVATION

• Business thinking framework is outdated!

Industry Indicator

Information technology

Telecoms

E-commerce

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Entertainment

Media

Consumergoods

Automotive

Games http://news.bbc.co.uk/2/hi/technology/7821612.stm

ICT

ICT POSITION IN INDUSTRY LIFE CYCLE

Volume GrowthDevelopment Maturity Disruption

Internet 24/7 for Mobile 5B - 2014 ICT is in the growth phase but thereICT is in the growth phase but therecan be restructuring before the next can be restructuring before the next rapid growth phase due to the:rapid growth phase due to the:*


Major impacts to us in any case:1) Perfect user experience => Deep user understandi ng / user involvement required2) Always on => High reliability requirement3) Internet is used for everything => Easiness4) Huge usage volume => Low cost & Low energy are m ust5) Uncertainty requires dynamic flexibility

Time

Early Mobile Internet - 2009rapid growth phase due to the:rapid growth phase due to the:a)a) Financial turmoilFinancial turmoilb)b) ICT industry’s internal changeICT industry’s internal change

*

* For illustratitive purposes only

SUMMARY OF KEY TRENDS IN ICT

# Trend Description

1 Internet dependency Manual fall-backs for Internet usage disappearing in the society

2 Consumer-drive Hyper-competition between Internet services promotes superior user experience

3 Memory wall The transmission-memory capacity price ratio is growing (memory getting relatively cheaper)

4 Energy bottleneck The energy-ICT capacity price ratio is

speed

1

45

6


4 Energy bottleneck

Ecological trends behind society development

The energy-ICT capacity price ratio is growing (ICT getting relatively cheaper)

Growing momentum to use ICT to reduce energy consumption

5 Social media & Virtual communities rising

Social media is gaining popularity (and may suck in other services)

6 Even more pressure to increase productivity in organizations and businesses

Strong need to develop e-services to increase productivity. Big impact for ICT based everyday services.

strength

12

3

VISION ELEMENTS OF THE STRATEGIC INTENT

Energizing

ICT leadership

Innovative development

The Finnish way

Fully digital24/7/365

Recognized

ICT leadership

Rapid ecosystemprototyping

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The Finnish way

TIVIT STRATEGY

STRATEGY CONTENTS MATRIX

Topic\View point Portfolio Existing SRAs TIVIT

Guidance after vision Portfolio options Focus options Main development directions

Roadmap SRA portfolio roadmap Research and ecosystem roadmap

Activity roadmap

Financial frames and funding

Total volume and funding plan

Funding categories and development

Investments, share capital, revenue models and supporting actions

Partnerships New strategic partnerships

Partnership evolution Innovation partnerships and supporting actions

Breakthroughs Portfolio & targets Ecosystem priority and MarketingBreakthroughs Portfolio & targets Ecosystem priority and targets

Marketing

Must win items TBD TBD TBD

Operative goals TBD TBD TBD

Long range budget Program portfolio budget

Program budget TIVIT budget

Summary TBD TBD TBD

Communication Main substance messages

Main program messages

Main TIVIT messages

25.3.2009 11

Tivit mngmnt FADs Tivit mngmntResponsible: TIVIT Confidential

What is different?

Is not:• Not an umbrella• Not an institute, know when to stop• Not concensus• Not leading curiosity research• Not only a Tekes program, all means allowed• Not for only one companyIs:• Defining new rules and new games• Clear and measurable breakthrough target• Quick commercialization, big impact• Quick commercialization, big impact• PPP, real delegation of power• Inviting everybody to playHow:• Leading company in a defining role

– See the topic in the core of its future business and has a say in its ecosystem– Invests a lot, makes the hard decisions– Finds the minimimum energy path to the goal

• Reseach in a new mode– No calls, proceed through companies, selling of technologies– Big upside when ecosystem flies

TIVIT Oy

CTO

DECISION MAKING AND OPERATIVE STRUCTURE

TIVIT general meeting

TIVIT Board

CEO

Shareholder interests; decisions about SRA’s, programme goals,

program volume and participants

TIVIT – general development; program reporting to Tekes;legal responsibility to Tekes

TIVIT – operative development; program

substance responsibility;Chairman of Steering Group

Agreement about the terms of participation; rights and

responsibilities

Program ”board”

Responsibility of the scientific quality of

program

FAD

ConsortiumagreementProgram-level daily leadership

Technical managersProject work leaderhsip

Decisions by the proposal of the lowel level one level above, e.g.,-Program plans: FAD / Steering Group proposes � TIVIT Board decides-Evaluations: technical management group proposes � Steering Group decides-List of deliverables: tech. managers group proposes � Steering Board decides-Nomination of Streering group: FAD proposes � CTO

Partners – working processesaccording to decided project

plan

GA

Two-way information channel; Decides major changes in

programmes

Steering GroupProgram ”board”

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Researchcouncil

Responsibilities of program parties

SUMMARY OF KEY ACTIONS (18 MONTHS)

Main operative goals:

• 6 SRA’s during 2010 @ 50 M€ annual volume

• Improved consortium agreement and agreements between relevant funding instruments for next research years and new SRAs + “SRA process”

Other goals:

• Additional funding: Active development of new “funding products”

• New business: Innovate and then prepare plans for year 2010 annual plan

• TIVIT tools: Proceed with team work platform, prepare next phase plans for

Must win items:

– Relevant number of SRA’s and business ecosystem programs up and running and creating results > spiral of success gaining international interest

– Growth of impact in Finland – Tivit is the ICT expert node in Finnish society

new SRAs + “SRA process”

• Ecosystem process and ecosystem group agreement ready, piloted and improved at the end of 2009 > scaling in 2010

• Tivit is the main channel for selected international ICT programs & Tivit is influencing on the direction of some EU research programs

• Securing the share emission and improving the cooperation between universities and industry in Finland - road show

• Sustainable resourcing

platform, prepare next phase plans for year 2010

• Implement research council, improve utilization of experts

• International cooperation: proceed with China and EU; plan US, Korea and Japan

• Growth acceleration:

– Discuss and innovate short term revitalization initiatives with industry organizations

– Contribute to the Finnish Way phenomena

– Build interface towards VC forums


SWOT

Ow

nen

viro

nmen

t

• Strong ownership (shareholders) and support in Finland

• Existing programs are real and proceeding• First results and dynamical adjustment of programs

• Fast development• Focused on own mission

• Operative processes are not working well yet• Limited resources to manage and meet the expectations

• Limited public awareness• Limited international network• Limited number of partners• SME:s in Finland quite weak, cannot take a leading positions in programs

• Societies and industries need ICT• Finland is eager to develop innovation strategy, right size to active PPP development and EU influence

• Finland’s position in ICT in Europe• International interest in cooperation with Finnish industry

• EU is week in ICT substance – Finland can take the leadership

• Financial crisis deepening• Other areas than EU will dominate the ICT development

• Universities withdraw from programs• Structure with many different funding mechanisms and with too complicated legal & IPR structure gets too complicated to handle


CREATING BREAKTROUGTHS FOR NEW GROWTH

TIVIT AIMS TO BE HERE- Accelerating the use of research results in business- Business ecosystems- Bigger industrial impact10

0

25 10 6

EXPECTATION

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- Bigger industrial impact100

25 10 6


TIVIT SRA PORTFOLIO 2010

Service value net

Content value netHW value chain

SW value chain

(Meta)data and information

value net

NM SRA

FS SRA

CT SRAActing on

data

Web ofservices

Co-Creativity

CT = Cooperative Traffic ICTNM = Next MediaFS = Flexible Services

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Network value net

HW value net

HW value chain

SW value net

SW value chain

(Meta)data and information

value net

SW SRA

FI SRA

DIEM SRA

Bridgingrealities

Internet everywhere

Productivity


FI = Future InternetSW = SoftwareDIEM = Device and Interoperability Ecosystems

PORTFOLIO AND MAIN ECOSYSTEM ROADMAP

Future Internet

Flexible Services

Device and Interoperability Ecos.

Cooperative Traffic ICT

SW

SR

As

Bus

ines

s ec

osys

tem

pilo

ts Next Media

TIVIT: Mobile Certificate

FS: MOFS – mobile payments

FI: Secure multi-access mobility

DIEM: Energy saving and monitoring for private housing

2009 2010 2011 2012


Bus

ines

s ec

osys

tem

pilo

ts

ROADMAP TO WANTED POSITION

ICT leadership

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S W

O T


2009

2011

2010

ENABLING REAL TIME SOCIETY

• Using ICT to improve productivity in Finland by reduction of the throughput time everywhere.

– real time economy with e-banking, e-invoice and more

– broadband everywhere communication with fast access to services allowing thin clients, videoconferencing, remote work etc.

– e-process utilization in municipal services

– always on services in Internet - 24/7/365

– real time traffic information

– issues completed in shorter time– issues completed in shorter time

• At the same time improving ecology:

– reducing storages

– real time consumption information leading to fast reactions and corrections and savings

– less waste due to the better control


MISSION

• TIVIT creates new ICT based ecosystems to enable new global growth business for TIVIT’s owners and partners

• Services include:

– Cooperative national and international research programs to create new technological and business innovations

– Facilitation of ecosystem building to test and pilot new business opportunities for global markets

• Success factors:

– Focusing on selected breakthrough opportunities and results

– Continuous benchmarking and dynamic adjustment of activities

– Fast flow of results from research to business utilization - based on Innovation Ba model inside programs

• Core theme 2009…2011:

– Enabling real time society


TIVIT – ENABLING THE ICT BASED GROWTH

Thank you!

Tivit: New Strategy 2009

Technology

Transcript of Tivit: New Strategy 2009