Disruptive Technology and the Innovation Ecosystem Wendy Cukier

Disruptive Technology and the Innovation Ecosystem Wendy Cukier MA, MBA, Ph. D, DU (hon) LLD (hon) M. S. C wcukier@Ryerson. ca

Agenda • • • Disruptive Technologies What is Innovation? Innovation Ecosystems Universities in the 21 st Century Lessons

Disruptive and Exponential Technologies “Markets that do not exist cannot be analysed” - Christensen

AI and Machine Learning

Internet of Things Gene Editing Gene editing is a. Editing type of genetic engineering use in both agricultural and human research in which DNA is inserted, replaced, or removed from a genome using artificially engineered nucleas Gene editing is a type of genetic engineering use in both agricultural and human research in which DNA is inserted, replaced, or removed from a genome using artificially engineered nucl

Big Data and Analytics Embed this visual Transcript - See more at: http: //visual. ly/big-data#sthash. 2 YMfbc 8 r. dpuf

Additive Manufacturing

Nano

Alternative Energy

AR/VR/MR

Block Chain

Gene Editing DNA is inserted, replaced, or removed from a genome using artificially engineered nucleases, or “molecular scissors. ” gene silencing using RNA interference (RNAi) is cisgenic, meaning it involves changes made from within the organism itself (vs. transgenics, involves the transfer of genes from another species Transforming human health and

Robotics

WHAT IS INNOVATION? Doing differently Innovation is • New products and services “new ideas that add • New initiatives or organizations value” • New processes “Creativity is thinking up new things. Innovation is doing new things. ” - Theodore Levitt • Innovation ≠ Invention • Innovation ≠ Consultation/consensus • Innovation ≠ Talk • Innovation ≠ Start ups

Application and combinations of new technologies Product, service and/or market nnovation Innovation around specific products, services, markets, segments or other go-to-market activities Operational nnovation Innovation that improves the effectiveness and efficiency of core processes and functions Business model nnovation Innovation in the structure and/or financial model of the business

Without adoption there is no innovation • “Obstacles to the practical use of the computerized medical record exist, but we may expect these to vanish within a few years. . ” Bradbury, 1990 • Canadian consumers lead in mobile but companies lag: “Canadian businesses are moving ‘bad slow’ in adopting digital technology - Sam Sebastian, Google Canada • 40% of Ontario’s SMEs do not have internet presence

One Size Does Not Fit All • • • Biotech/Pharma ICT Manufacturing Finance Retail SMEs Government Health Education Non Governmental Organizations

Failure of Rational Models

Emotion and Irrationality

New Model: Not just private sector. • Recognize the fundamental importance of innovation in the public service and social sector

Frugal Innovation: At the bottom of the pyramid

BUILDING INNOVATION ECOSYSTEMS

Measure of Innovation Ecosystem • • • Start up Firms High Growth Firms Employment in Tech Intensive industries Research Systems – IP, citations, patents Human resources – education, youth, skills Research systems – finances and support Firm Investments in research Linkages, networks and clusters Culture of entrepreneurship Policies Technology infrastructure Access to markets (local, regional, global)

Innovation Barriers and Drivers Individual Group Organizational Sector Environment

Culture eats strategy Entrepreneur Bureaucrat Start with perception of an opportunity Start with resources in hand (budget) Bias toward action Bias toward analysis Make adjustment as they go Formal structure Build teams and informal networks Work independently and autonomously Focus on impact Focus on traditional metrics

UNIVERSITY FOR THE 21 st CENTURY: Traditional University Research Roadmap from Lab to Market

Market Driven Innovation

Growing Entrepreneurs “You cannot learn surfing from a textbook”

Developing Talent: The Skills Gap • Planning when you cannot predict: foundational knowledge and skills; capacity to learn • Science, technology, engineering and math are foundational but need to be augmented with arts and social sciences – management, design, policy etc. • Excellence and relevance: no more ivory towers • Responsiveness and flexibility: short intensive programs • Work integrated learning • Multiple pathways • Coordination: A systems approach • Leverage diversity

Canadian global brand: Unprecedented opportunity for “brain gain”

LESSONS • The pace of change and disruption in the next 5 years will make the last five years look like slow motion • Innovation is critical on all levels in all sectors • Technology driven innovation is necessary but insufficient • Excellence and relevance are not mutually exclusive • Educational institutions must turn the innovation lens inward • We need system wide approaches

CONTACT Diversity Institute Ted Rogers School of Management Ryerson University http: //www. ryerson. ca/diversityinstitute@ryerson. ca 416 -979 -5000 ext. 7268