Ecosystemic Resilience in Uncertain Times
- 1. Ecosystemic Resilience in Uncertain Times Martha G. Russell H-STAR, mediaX June 2020
- 2. 2 2020 –Thinking Tools for Wicked Problems Insights and Perspectives - Personal Journeys New Playbook for Corporate Resilience Enabling the Economy to Reopen Robotics for Human Resilience 3 Algorithmists Meet RobinHood Surmounting Data Barriers on Global Health Solutions A Pop-up Training Model for Critical Needs A Wicked Problem About Thinking: Cognitive Security Human-Robot Interaction through the Lens of Learning and Control Changing Patterns of Interaction Drop Dead Happy Can Consistent Trust Decisions Bring People Back to Work? Re-envisioning the Seat-time Algorithm in Education A Silver Lining in Pandemic Disruption to Learning in Schools How Socio-Emotional Learning Drives Well- Being and Innovation Making Context Relevant for Learning Essential Skills for the Workplace Ecosystemic Resilience in Uncertain Times Personal Journeys Around Change
- 3. Ecosystemic Resilience in Uncertain Times Relational capital links innovation agents across ecosystems layers & sectors • Sustainable ecosystems rely on horizontal, peer-to-peer linkages among different agents Vitality and resilience of ecosystems can be fostered • Enhance collaboration within and among existing and emerging networks Trust and shared vision accelerate innovation • Create stories about the future you want to live in • Know and orchestrate relational capital for ecosystemic resilience & innovation
- 4. Intensive Learning on the Globally Interconnected Ecosystem of People, Media, Expectations Epidemiology – Contagion, R naught factor, hand washing Supply Chain – Test kits, PPE, respirators, masks, home delivery Operations Management – Home schooling & working, toilet paper Data Visualization – Flattening the curve, descriptive/predictive stats Forecasting – Implications for economies, education, transport Civics – Civil rights, human rights, freedom of speech, bias, security Communications – Bandwidth, fake news, Zoom, AR, VR
- 6. CSLI Eng EE M&B LSTD SSP FAB SCAnS PBLL GSB Ling CSS DC Discovery Collaborations Span Stanford Labs Learning Sciences and Technology Design Digital Cities Graduate School Of Business Computational Social Science FabLab Project Based Learning Laboratory Symbolic Systems Program Engineering & Product Design Center for the Study Of Language & Information Stanford Center for Anatomical Imaging Computer Science Mind & Body Lab Linguistics Phil Philosophy Law Center for Legal Informatics LIFE Learning in Informal and Formal Environments CS Electrical Engineering F&I Foresight & Innovation VHIL Virtual Human Interaction Lab WTO Work Technology & Organization CIBR Interdiscipinary Brain Research Center D.S Stanford Joint Program in Design d.school WellWaLL Wellness Center Wearables & Learning
- 7. The Way We USED to Think About Organizations Bottom Line: Ecosystemic Infrastructure = Relationships Relationship-Focused Co-Creation Infrastructure Companies are interlocked through key people – information flows, norms, mental models. (Davis,1996) Ditto for Countries and Communities Ditto again for Digital Communities New Organizational Chart Based on Relationships
- 8. “Engaging in digital ecosystems requires a new set of managerial skills and capabilities. How quickly companies develop them will determine if they succeed in the ecosystem economy.” Jürgen Meffert and Anand Swaminathan, McKinsey & Company
- 9. Case: Sørlandet Torger Rev, Innovation Ecosystems Summit, Stanford University, July 11, 2011
- 10. Shipping brokers Effective ports and terminals Advanced ship equip- ment Maritime R&D Specialized ship yards Maritime education Ship design Maritime IT Ship management Marine insurance Shipping finance Advanced fisheries Environmental standards Maritime policies Offshore oil and gas industry Logistics systems Maritime lawyers Ship classification services SHIPPING Maritime: From ship tonnage to maritime technology and finance Torger Rev, Innovation Ecosystems Summit, Stanford University
- 11. SHIPPING Maritime Technology and Finance Maritime: From ship tonnage to maritime technology and finance Torger Rev, Innovation Ecosystems Summit, Stanford University
- 12. 12 Example: Walmart and Amazon System and Ecosystem Strategies The API Economy – Visualized Walmart Internal applications dev Relies on strategic decisions Amazon Open APIs catalyze network Relies on market demand
- 13. Systemic vs. Ecosystemic Approach to Innovation System Ecosystem Economic Dynamics Closed, static, in equilibrium Open, dynamic, dissipative Emergence & Synergy Linear Nonlinear Network Interaction Agents interact indirectly Agents interact directly Governance and Adaptation Hierarchic governance Heterarchical governance Capacity Sum of available resources Linear knowledge flow Change requires exogenous force Evolves from continual changes Non-linear knowledge flow Change relies on network inter-connections Model of Production Linear innovation Driven by individual firms Interactive co-creation by collaborative networks Community Non-cohesive organizational structures Depends on current actors and infrastructure Holistic social communities Depends on cohesive inter-linkages Business Priorities Development of institution & policy Enhancement of horizontal linkages and augmentation of cohesive value context Russell & Smorodinskaya, 2019
- 14. Ecosystems Are Reconfigurable, Heterarchical, Adaptive
- 15. Case: Salesforce Yuliya Snihur, Llewellyn D.W. Thomas,Robert A. Burgelman, The Performative Power of Words: How Business Model Innovators Use Framing for Strategic Advantage, in Cognition and Innovation, 2018.. Yuliya Snihur, Llewellyn D. W. Thomas and Robert A. Burgelman (2018) An Ecosystem-Level Process Model of Business Model Disruption, Journal of Management Studies, 55:7 November 2018 doi:10.1111/joms.12343 Ecosystem Partners Media/content Sales/Distribution Consulting System Integration Dev support Service Extension Wireless Access Transitions in Framing - Dramatizing difference (1999-20000 “No software” strategy Asserting Leadership (2000-2001) Guerilla Marketing - Active Contestation (2001-2003) City Tour - Consolidating Dominance (2006-2006) Dream Force - Business Model innovation often involves the creation of a new ecosystem.
- 16. Complex Adaptive Systems Basic network effect – impact of relationships Non-determinate (adaptive) behavior Presence of feedback linkages and reflexive cycles - Both positive and negative Dispersed pattern(s) of coordination - Ability to self-organize, self-regulate and self-govern Generativity Self-similarity, fractal-type recursions Holistic and synergistic nature Russell & Smorodinskaya, 2019
- 17. Agile, Resilient, Sustainable Transformation 17
- 18. What is Ecosystemic Resilience? Adaptive and resilient innovation is built on sustainable, collaborative networks • Producing innovation in a non-linear way, • Through the collective action of legally independent actors • That increasingly relies on horizontal, peer-to-peer linkages among different agents. Based on interlocking relationships that create complex competitive and cooperative dynamics that engage players through a connective tissue of • Platforms, technologies, trust, and • Shared vision Russell & Smorodinskaya, 2019
- 19. Trust Accelerates - Shared Vision Transforms Actors & Events Impact over time New Relationships and Coalitions Transformation Facilitate Celebrate Co-Create Value & Trust Shared Vision Adapted from Martha G. Russell, Kaisa Still, Jukka Huhtamaki, and Neil Rubens, “Transforming innovation ecosystems through shared vision and network orchestration” Cultivate
- 20. 20 Practical Implications for Ecosystemic Resilience Cultivate Cultivate shared vision of interdependencies and collective resources Monitor Monitor at the holistic level Remove Remove inner and outer communication gaps Encourage Encourage autonomous relational contracts Promote Promote quantity and quality of feedback linkages Increase Increase the number of network nodes Put ME in the Story http://uphillwriting.org/wp-content/uploads/2011/11/Reality-Mirror.gif
- 21. Key Points Relational capital links innovation agents across ecosystems layers & sectors • Sustainable ecosystems rely on horizontal, peer-to-peer linkages among different agents Vitality and resilience of ecosystems can be fostered • Enhance collaboration within and among existing and emerging networks Trust and shared vision accelerate innovation • Create stories about the future you want to live in • Know and orchestrate relational capital for ecosystemic resilience & innovation
- 23. Cultivate the Relational Capital of Your Network R Naught = the expected number of cases directly generated by one case in a population where all individuals are susceptible to infection Relational Capital = all relationships - market relationships, power relationships and cooperation - established between firms, institutions and people, which stem from a strong sense of belonging and a highly developed capacity of cooperation Russell et al, , 2015Aronson, Brasey, Mahtoni, 2020
- 24. Crowd Clovers Source: Playbook for Strategic Foresight and Innovation, www.innovation.io/playbook ME CATALYSTS ENABLERS CONNECTORS PROMOTERS Circle the names of the people whom you work with formally • Catalysts: People who provoke you with new insights and possibilities • Connectors: People who grow your idea or effort by providing access to other partners, workers, resources, funding, etc. • Enablers: People who help you realize your idea through action or by prodding you to proceed • Promoters: People who broadcast and circulate your idea (and you) with other networks WORKSHEET
- 25. Orchestrate to Enable and Empower
- 26. What Can We Do Together That Neither of Us Could Do Alone? Very Virtual Retreat July 13-17: Presentations July 27-31: In-world Q&A and working sessions