Ecosystem of Learning Enabling Services

- Finnish Overview

"TOWARDS HUMAN CENTRIC EU INFORMATION SOCIETY"AKRR'05 Conference 16.6.2005,

TKK, Espoo

Kari MikkeläExecutive Producer

The Centre of Expertise for Digital Media, Content and Learning Services

Finland

www.learningbusiness.fi

 

ITK: 60%

Knowledge and Learning Intensive Work as main Context for learning

Group work

Individual work

Knowledgesystems

Learningsystems

On-the-job information and decision

support services

Training andcompetence development

support services

Enhancement of team working, learning and

knowledge creation

Company information

and other shared knowledge resources

Communication (IP)& SW Systems

Trainingon-demand

CollaborativeWorking, Learning

and Innovation, Informallearning

Electronic performance

support

Knowledgemanagement

Connected Competence

ITK: 7%ITK: 14%

ITK : 19%

CONTEXT

KM v. 16.6.2005

 

Basic Theory of Human Performance (Improvement)

x xCompetenc

eMotivation

Working Environme

nt

Human Performan

ce=

HUMAN SCOPE

 

ENABLER FRAMEWORK

Lea

rnin

g C

onte

nts

Soc

ial

Com

mu

nit

ies

Personal Services

Digital Products

ICT

KISA

Learning andknowledge materials

Value-added services for

business develop-

ment

MEANINGFULSUBSTANCE

CONTEXTUALFIT OF SOLUTION

One-to-oneOne-to-many

Standard

Unique

Technology

Human

Resources Processes© Kari Mikkelä, DLS CoE, 6.1.2005 v. 2.13

“Digitally enhancedservices supporting

learning and business

development”

Business processes and systems

Social cognition

and networks

Learning and other business competences

Knowledgecreation and fertilisation

processes Customer

organisationsKnowledge & Expertise

SCALING ANDAUTOMATION

Operational models andbusiness concepts

for services

Infra-structure

sup-port

.

Ser-vicetools

Enablingtechnologies andinfrastructuresfor learning and knowledgeworking

COGNITIVE ANDEMOTIONALFLEXIBILITY

Human support forlearning process

or knowledge acquire

Learningand workingapplicationsand systems

Linear content

Open-ended Content

Cyclical Content

Resources

Systems

Processes

Actors

Industria-lization

Mass-Customization

Tailoring

CONTEXT

CONTENT

 

WHY to uselearning services?

Kaplan & Norton: Strategy Maps

 

Financial Perspective– Cost Structure: Kone Oy, Global Virtual

Meeting Service, Centra

– Asset Utilization: Finnair, Flight Simulator Training Service

– Revenue growth: CISCO, Support for Sales People, Mainly own technology

– Customer Value: Nokia TETRA User Training, Mediamaisteri

 

Customer Perspective– Cost: Digital Manuals/Internet Support of ICT companies,

PolarElectro etc.– Quality: Teleware, Blended ICT Courses – Prices 20% Up!– Availability: Defence Forces Training Portal, Large Vendor

Consortia– Selection: Sampo’s Bank and Insurance Services Support,

Discentum– Functionality: Aventis, Insuline Pen Edugaming, Apprix– Service: Virtual Tax Institute, Finnish Taxation Offices, HCI

Productions– Partnering: Hautra - Induser – Humap Value Chain Support– Brand: Investor Relationships Service for MNCs, GoodMood

 

Internal Perspective– Operation mngt processes Decision Support for

Top Executives, Sitra Economical Politics Game, R5Vision

– Customer mngt processes: Saimatec Paper Machine Training, DataFisher

– Innovation processes : Weak Signals Future Research Processes , Fountain Park

– Social processes : Customer networking within Ministry of Social Affairs, Webfellows

 

Learning and Growth– Human Capital

• Skills: Sales Simulator, EverScreen• Knowledge: HYKS, Radiation Certificate for Doctors, Prewise • Attitudes: Safety at Work, 3T Ratkaisut

– Information Capital• Systems: Digital Loaning System for Libraries, Ellibs• Knowledge repositories: Accenture Knowledge Mngt• Networks: State University of California, Networked Language

Labs, SANAKO – Organisational Capital

• Culture: Organization Culture at Andritz, Talent Vision• Leadership: Change Mngt, Humap• Alignement: Operational process interfaces, Vistalize• Teamwork: Collaborative research based learning on the net,

FLE3, UIAH

 

VALUE ADDED?

Kaplan & Norton: Strategy Maps

 What should be the new roles of public, private and educational sectors in the future? Where to invest educational and R&D funds? Which

customers have the brightest future ?

Who are involvedwithin the Ecosystem

E-learningvendors

-Producers-Services -Contents-Technologies

Usergroups

-Public bodies-Companies-Educational institutions- Innovating individuals

Knowledge Creation and

Sharing

-Private research -Public research centres-Universities-Innovating individuals

FinnishDigibusiness.fi

& NationalConfe-rence

© Kari Mikkelä, DLS CoE, 17.9.2003 v. 2.7

Ena

bler

vs.

Reg

ulat

or

National public organisations:

Policies, interventions and financing

International communities

-Selling-Partnering -R&D financing (Nordic&EU)-Knowledge sharing

Research&Development

Multi-disciplinaryresearch &

development

BusinessSupport Service

ClustersBuying vs. S

upport

Knowled

ge vs

. Solu

tions

Export vs. Import

Pilotbusiness

cases

Customerorganisations

Supply vs. Demand

Theory vs. practice

Global vs. L

ocal

Services vs.Content

Finland as an Innovator vs. Exploiter

MNCs followed by2. Wave Customers

R&DForum &Network

Industry Group &Development Prgm.

Byersguide &training

TEKESTULI, VC

R&D & Industry Round Tables,

with FVU supportunit

LoD, Eureka,IST NoE

Surveys, Business Intelligence

Unions,Policy making

Gov. Prog., Ministries

VVM

Promotion,clustering

 

www.learningbusiness.fi

 

OWNERS

PERSON-NEL

CUSTO-MERS

AUTHORITIES

TECHNOLOGY PARTNERS/COMPETITORS

PUBLIC ORGANIZATIONS

SUPPORT SERVICES

FINANCIERS

TRAINING ORGANIZATIONS

CONTENT PARTNERS/COMPETITORS

MEDIA

Customer’s contact persons

Participants/IT personnel

Board/mgmt of the intl

company Internet ecommerce sties

IT system integrators

Suppliers of programming services

Research institutes

Professional organizations and unions

Suppliers of news services

Software suppliers

Part-timers and freelancers

Continuous work as subcontracting

Own employees

Other ministries (Education, Labour etc.)

Culminatum

Tax authorities

Ministry of Trade and Industry

Participating venture capitalists

Partners/owners

Potential new shareholding partners

Decision makers/Purchasers

Book stores

TEKES

Passive owners

Occational work as subcontracting

Work for hire companies

Potential employees

Media companies

Citizens

TE-CentresFinnvera

Universities

Polytechnics and vocational institutions

Intl media

Industry’s media

Courts of law

Law firms

Management consulting

PR, communications and advertising

Business angels

Current financiers

Chambers of Commerce

Company-specific content partners

Media services companies

Import companies in specific industries

Internet companies

Stock exhanges

Banks and other financial institutions

End usersParent and/or

subsidiaries

Diges

EU projects

EU structural funds (e.g. ESR, EAKR)

Technology Industries of Finland

Recruiting services

Alumni

Schools

Other personnel in customer organizations

National media

Other SME eLearning companies

Head hunters

Finpro

Intl venture capitalists

Other intl financial markets

Itnl locations of customer organizations

Intl parents of customer organizations

Related industries and networks of customer organizations

Foreign research institutes and organizations

Foreign universities

Multinational content producers

SATU

Related intl organizations and networks

Foreign locations and networks of support services organizations

IT equipment and software stores

Company’s personnel abroad

Nordic financiers (Nopef, NIB, NICe)

EU financial institutes (e.g. EIP, EIF)

Incubators

Foundation for Finnish Inventions

Sitra

Finnish Industry Investment

Association of Finnish eLearning center

Potential managers

Multinational technology companies

Publishers

eLearning units of large companies

EU networks (EIfEL, ELIG etc.)

TIEKE

Private training organizations.

Teleoperators

Potential board members

Organizers of export rings

SME Foundation

TRADI-TIONAL DISTRI-

BUTORS

BUSINESS ECOSYSTEM

 

”eLearning Ecosystem”

Core: The Board and management of the internationalizing company, which is the key decision maker on strategy and internationalization within the limits set by shareholders’ vision and risk-taking capability.

1. level: The ”Partnering level” actively involving in company’s operations, mainly own personnel, partners, active shareholders and (hopefully) customers’ contact persons.

2. level: The traditional ”Industry level”, including among others direct competitors and customer’s personnel participating in decision making, other eLearning companies,

3. level: ”Cluster level”, including companies and public organizations with continuous involvement in the field such as Nokia, Culminatum, TEKES and Finpro.

4. level: ”Ecosystem level”, Parties who have occasional and situation specific influence or do not have an active role in the industry, but are available when needed and important for the existence of the business environment

5. level: “International actors level”, which may operate as one link to the business ecosystems in the target markets.

 

CICERO: Multidisciplinary learning research (learning, pedagogies, social aspects, technology, business, psychology, brains, etc.)

RESEARCH

 

KEY STAKE-HOLDERS

Orchestrator

Management

Businessunit

Support unit

ToimittajaToimittaja

Vendor

BusinessunitBusiness

unit

CooperationC

oo

per

atio

nC

oo

peratio

n

Support unitSupport unit

Cooperation

The aim is to analyze the interaction and cooperation between the orchestrator and the different stakeholder groups.The results provide insight for capability building in the context of digital learning management.

GENRE: CUSTOMERS

 

© Kari Mikkelä 2000 and ECOLE, HUT, 1997

Sosio-cultural compatibility(after 2000)• human/system -interface• learning situation/solution• balance of knowledge sharing• compatibility of new roles • learning/work/leisure time• acceptance of new learning and operational culture =change

Cultural frame ?

Structural compatibility(before 2000)

•learning event, content, technology, services• interfaces, standards• agreements, IPR• organisatinal strategies•alliances, networks, win-win

Technological frame ?

SOCIAL INNOVATIONS!

 

Orhestrator

Vendors and

In-house resource

s

Addressable resourcesTotal network

Value constellation

Resource-aggregator

“The Orchestrator” as the maincoordinator of competence dev.

Communitynurturer

Management

Support units

Business units

Customer

OfferingOfferingdesigner

Information, (money)

In-house organization

 

Self-organization relies on four basic mechanisms according to Bonabeau, Dorigo and Theraulaz (1999):

• Multiple interactions between the actors in the system. Self-organization is not optimal if the actors do not interact with each other. Self-organization is a basic requirement for the next three mechanisms.

• Positive feedback. These are rules that govern the creation of a structure by amplifying certain behaviors.

• Negative feedback. This feedback counterbalances the positive feedback.

• Amplification of random fluctuations. To facilitate the discovery of new solutions (e.g., new working activities), and to prevent convergence of suboptimal solutions (so-called suboptimal convergence) when better ones are available. Some randomness in the behaviors is crucial in a self-organized network.

Critical: Ability to facilitate self-organization

 

More information: <http://www.icinsight.com/>

Utilization of Intellectual Capital in Learning context within Organizations

HUMAN CENTRIC!

 

Elements of the Ecosystem of Learning

• Scope of learning – Performance, Competence, Working Environment, Motivation

• Usage contexts– Work, Mobile, Home, Education

• Application areas (Operational Environment)– CSCW, KM, EPPS, LOD

• Building Blocks of the Solutions– Communities, Services, Content, Technology

• Social innovation levels– Individuals, Communities of Practice, Organisation Networks, Mini-Clusters

• Organisational benefits– Financial, Customer, Internal Processes, Learning&Growth

• Key stakeholders at user organisation (in- and out-house)– Business Units, Executives, Support Units, Vendors

• Operational Stakeholder Environment– Partners, Industries, Clusters, Ecosystems

• Self-organized learning– Multiple Interactions, Positive Feedback, Negative Feedback, amplification of Random

Fluctuations

SUMMARY

 

Thanks, if you like to have more information about Finnish digibusiness activities, please contact…

Kari MikkeläExecutive ProducerDigital Learning Services

+358-50-500 4048kari.mikkela@culminatum.fi

Hämeentie 153 A, 7. Floor, FIN-00560 Helsinki