Open Innovation 2.0 Yearbook 2013 - European Commission - Europa

94 O P E N I N N O V A T I O N 2 0 1 3
Aalto University, together with CESAER and
EUGENE ( 1 ), organised several workshops to review
the experiences of applying the KT principles in
practice in 2011–12. According to the CESAER policy
paper Stimulating the Modernisation Agenda
for Research and Technology [10], the KT means
special emphasis on new developments and more
impact in:
1. value creation based on better use of intangible
assets;
2. new processes and methods for university–
industry collaboration;
3. systemic change: focus especially on societal
innovations.
CESAER defined 12 principles and practices in
more detail under these three headings. The
most relevant with respect to this article are now
summarised.
There is a need for dialogue and sharing expertise,
and through that for the modernisation of the triple
helix model. The new learning environment is based
on a culture characterised by learning and working
together, and by research, development and
innovation. Students need to be motivated to think
outside of the box, and take initiative and responsibility
for collaborative learning. Bringing together
theory and practice is essential in implementing the
Knowledge Triangle.
Supportive structures and funding are basic enablers
of innovation in university–industry collaboration.
Bring together students and companies and
create an interdisciplinary culture where dialogue
and new thinking can take place. Provide places
and opportunities for co-learning and create facilitator
roles. The entrepreneurial mindset should be
promoted throughout all learning environments,
teaching methods and practices at the university,
and it must be integrated with all activities — for
students, staff and faculty.
The major issue in promoting an entrepreneurial
mindset is attitude. An entrepreneur is an innovator,
creating something new and making things
happen. This requires high ambition, motivation,
positivity and risk-taking. This also requires the
renewal of operational culture and procedures,
especially when it comes to enhancing synergies
( 1 ) CESAER is a not-for-profit international association of leading
European universities of technology and engineering
schools/faculties at comprehensive universities and university
collages. EUGENE is a thematic network aiming at
improving the impact of European engineering education
(EE) on competitiveness, innovation and socioeconomic
growth in a global context.
between research, education and innovation activities,
and to significantly strengthening collaboration
with other actors of the society. Innovation
activities embrace not only corporate and organisational
processes, product and service innovations,
but also societal innovations. In societal
innovations, there is always a structural or systemic
dimension, influencing societal operations on
a large scale.
The Espoo T3 regional innovation ecosystem
The most visible example of new innovationfocused
developments in the Helsinki Region is the
Otaniemi–Tapiola–Keilaniemi area, which is known
as T3: science (Tiede) in Otaniemi, art (Taide)
in Tapiola, and business (Talous) in Keilaniemi.
Already, about half of all the high-tech innovations
in Finland originate in the T3 area, which is also
called the ‘Innovation Triangle’. The international
success of individuals and companies in T3 is of
paramount importance for Finland as a whole.
Huge investment — an estimated EUR 5 billion
within the next 10 years — is taking place in
the area.
Today, T3 is also northern Europe’s largest science
and technology centre, accommodating more than
30 000 professionals and students in the field
of technology. In addition, there are more than
5 000 researchers and more than 800 companies
located in the area, including the global headquarters
of Nokia, Kone, Neste Oil, Rovio, Fortum and
Huhtamäki. Microsoft, DuPont, Bayer and Nissan
are just some of the more than 100 foreign companies
based there. Furthermore, Otaniemi — with
the Aalto Venture Garage and Start-up Sauna — is
a booming location for start-up companies.
In 2009–10, the City of Espoo concluded an extensive
expert study, The Well-Being of the Metropolis. The
study explored how human potential, every region’s
primary resource, could be developed and utilised in
a sustainable way. One of the key questions was: how
can we further develop the main responsibility of the
state or, in many cases, the municipality, to identify
and unleash hidden and essential resources such as
individuals’ time and interests?
This study, together with other regularly defined
competitiveness strategies of the Helsinki Metropolitan
Area, contributed to conceptualising the EUE
research programme. The Helsinki Metropolitan Area
is clearly a knowledge hub: this is indicated by several
international benchmarking studies and rankings.
However, other well-known examples of such
hubs are stronger than the Helsinki Region in terms
of resources, population numbers as well as location.