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RAMI in a nutshell

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Title: RAMI in a nutshell


1
RAMI in a nutshell
  • 13.11.2009

2
What is RAMI?
3
How are radical innovations identified?
Core business
4
What is the RAMI timeline?
March 2009
December 2010
June 2010
3. Innovation
Programlevel
  • Industry-focused steering
  • Every research project is supported by an
    industry and technology expert

A. Identification description of innovation
ideas Identified newbusiness ideas
Research project level (7 parallel research
projects)
5
How are the RAMI innovations produced?
  • Business ideas are generated in InnoLabs during
    summer 2010
  • Each InnoLab is participated by 2-3 individuals
    from every Forestcluster Ltd owner organisation

2-3 day intensive workshop, designed to
generate radical innovations
  • InnoLab focusing on a single theme
    provides at least 25 innovation
    ideas
  • Prioritizing innovation ideas based on
  • Business potential
  • Degree of Radicality
  • Identified risks
  • Speed of realization
  • Benefits distribution (one company vs. entire
    cluster)

Conclusions from academic research projects
Participants know-how and intuition (forest
cluster customers)
Empirical material and benchmarks from academic
research
Group assignments on the Inno path
Participant observations
Case presentations from other industries
Existing technology projects
Customer companies and lead user consumers
arguments
6
What are the outcomes from RAMI?
7
Who are involved in RAMI?
  • 1. Forestcluster Ltd
  • The RAMI program is owned by Forestclusters CEO
    and CTO
  • 2. Owners of Forestcluster Ltd
  • Representatives from Forestcluster Ltds owners
    are brought together in the RAMI steering group
    to oversee the progress of RAMI, evaluate the
    results and make needed steering decisions.
  • Owner organisation representatives also
    participate in the InnoLabs (summer 2010), where
    new business ideas are identified based on the
    research findings.
  • Each academic research project is being sparred
    by an industry expert that represents
    Forestcluster Ltds owners and the RAMI steering
    group.
  • 3. Research teams
  • Research project 1 Capabilities as the source
    for forest clusters competitive edge, Helsinki
    University of Technology
  • Research project 2 Forest clusters new growth
    opportunities - value network analysis, Helsinki
    School of Economics
  • Research project 3 Paper in practice, Helsinki
    School of Economics
  • Research project 4 Media practices, Helsinki
    University
  • Research project 5 Base of the pyramid
    practices, Helsinki School of Economics
  • Research project 6 B2B customers processes and
    their cost structures as a source of offering
    innovation, Stockholm School of Economics
  • Research project 7 Accelerated
    commercialization, VTT
  • 4. Vectia
  • Vectia Ltd manages and coordinates the RAMI
    project under Forestclusters supervision.
  • In addition to producing the final reporting of
    the project, Vectia is responsible for steering
    the project and documenting the new business
    ideas generated during the project.

8
Research projects
9
Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
10
Capabilities as a source for forest clusters
competitive advantage Existing and missing
capabilities opening new paths for the forest
cluster
  • What is researched?
  • Finnish forest cluster firms capabilities
    compared to international competitors
  • How capabilities create new collaboration
    opportunities between firms and how they help
    create new business models
  • How?
  • Creating a comprehensive overview of the forest
    clusters existing capabilities through
    interviews
  • Assessing the capability development by examining
    the annual reports and international newsfeeds
    during the last decade
  • What is the end result?
  • Helping the industry in understanding the
    opportunities to apply existing capabilities
    outside the current uses
  • Making visible the global forest cluster
    capabilities compared to the Finnish firms
  • Identifying Finlands competitive advantages and
    potential capability bottlenecks compared to the
    international competitors
  • Making two benchmark studies from other
    industries in which radical innovations have been
    found based on the existing capabilities
  • Research team
  • Helsinki School of Technology
  • Professor Juha-Antti Lamberg
  • PhD Mirva Peltoniemi
  • M.Sc. (tech.) Lauri Pietinalho
  • B.Sc .(tech.) Arne Köhler
  • B.Sc. (econ.) Ulriikka Tikkanen
  • Student Ola Laaksonen
  • Student Jaakko Linnakangas
  • Industry expert Kaija Pehu-Lehtonen, Botnia
  • Technology experts Esa Torniainen Ali Harlin,
    VTT

11
Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
12
Forest clusters value network analysisRadical
changes in value creation lead to innovations
  • What is researched?
  • Development of packaging-related value networks
    in Finland and the business models that have
    succeeded in creating added value to the
    customers.
  • Radical changes in the value network system.
  • How?
  • Creating an overview of the industry belief
    system through interviews.
  • Making benchmark studies on industries that have
    managed to radically change the industry set-up.
  • What is the end result?
  • Creating an understanding of the possibilities to
    reposition in the value network.
  • Making visible the packaging-related value
    creation and the current state from the value
    network perspective.
  • Describing two case examples, one from car
    industry and one from plastic industry, on
    radical changes in value creation.
  • Producing concrete suggestions on how to develop
    customer-oriented and networked business models.
  • Research team
  • Helsinki School of Economics
  • Professor Kristian Möller
  • PhD Arto Rajala
  • M.Sc. (econ.) Piia Alatalo
  • M.Sc. (econ.) Petteri Ollila
  • Industry experts Aki Saarinen, Metso Aki
    Laine, Ciba
  • Technology expert Tuomas Mustonen, VTT

13
Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
14
Media practices new usage of print and
electronic mediaVarious opportunities for
innovations rise from consumers every-day life
  • What is researched?
  • How and why do young people use electronic and
    printed media in the way they do?
  • What kinds of change forces can be identified?
  • The research focuses primarily on newspapers and
    magazines (electronic and printed). Other related
    media are examined when relevant.
  • How?
  • The research combines qualitative interviews with
    an internet-based questionnaire
  • Research is conducted in ca. four countries
  • In two countries (Finland China) the research
    combines both interviews and the questionnaire
  • In the other countries the research is based on
    an internet questionnaire only
  • What is the end result?
  • Describing the reasons behind the media selection
    and use practices how do young people make their
    media choices, how do they live with media, and
    why do they commit themselves to specific media.
  • Research team
  • Helsinki University
  • Professor Göte Nyman
  • Researcher, project manager Dana Kostik
  • Researcher, Toni Virtanen
  • Industry expert Pekka Hurskainen, UPM
  • Technology expert Anu Seisto, VTT

15
Packaging, education and communication practices
at the Base
of the Pyramid (BOP) Base of the Pyramid
innovations for the less fortunate
Instead of taking a traditional consumer or
producer perspective, the BOP model creates
innovations and profitable business by engaging
the worlds low-income people as innovators and
collaboration partners.
  • What is the end result?
  • Descriptions of consumer practices and materials
    related to these practices
  • Initial estimates for future development
  • Trends and change forces
  • Consumers future plans and aspirations
  • Descriptions of the processes that enable
    developing and creating BOP business
  • List of identified innovation opportunities
  • Research team
  • Helsinki School of Economics
  • Professor Minna Halme
  • M.Sc. (econ.) Arno Kourula
  • M.Sc. (econ.) Galina Kosonen
  • M.Sc. (econ.) Sara Lindeman
  • Founder of Emerging Futures Lab, Niti Bhan
  • M.Sc (polit.)MBA Tapio Peltonen
  • PhD Maria Lima Toivanen
  • Industry expert Niilo Pöyhönen, Stora Enso
  • Technology expert Anu Seisto, VTT

16
Paper in practicePaper has emotional value and
significant potential for forest cluster
innovations
  • What is researched?
  • Consumer practices, ideas and capabilities that
    are related to using paper in everyday life, both
    at home and at work
  • How is paper used at home and at work?
  • What is the meaning of paper and how are the
    individual and collective insights created?
  • How does paper support/hinder working?
  • How does the use of paper develop in the future?
  • How?
  • Two studies
  • Historical overview Paper-in-Practice how has
    paper been present in and changed the everyday
    life of consumers
  • Practice observation study Paper at work how
    is paper a part of working practices at home and
    at offices
  • What is the end result?
  • Recognize innovation opportunities related to
  • Consumer perceptions of papers environmental
    friendliness
  • Consumer emotions toward paper
  • The role of paper in visual perception
  • The role of paper as an element for strengthening
    the brand
  • Research team
  • Helsinki School of Economics
  • Professor Mika Pantzar
  • PhD Sari Yli-Kauhaluoma
  • Industry expert Pekka Hurskainen, UPM
  • Technology expert Anu Seisto, VTT

17
Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
18
Industrial Networks and Financial Drivers
Packaging innovations as a solution to efficient
resource utilization
19
Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
20
Accelerated commercialization and technology
coaching New business for the forest cluster from
technology
  • What is being researched?
  • While developing new technologies, choices, that
    have an influence in their commercialization, are
    made.
  • Technologies can be commercialized at different
    maturity stages, for different customer segments,
    and needs. Business potential varies accordingly.
  • How to take these topics into consideration
    during the different stages of technology
    development and, hence, accelerate the overall
    commercialization?
  • How?
  • We examine the process of commercialization of
    three case technologies
  • Wood fractionation, bio-based latex for paper
    value chain, and hot embossing.
  • Findings are analysed and generalized.
  • Technology coaching in other RAMI projects.
  • Research team/Accelerated
  • Commercialization (VTT)
  • Technology Manager Iiro Salkari
  • Senior Research Scientist Magnus Simons
  • Research Scientist Jari Kettunen
  • Research team/Technology Coaching
  • (VTT)
  • Program Manager Esa Torniainen
  • Research Professor Ali Harlin
  • Senior Research Scientist Anu Seisto
  • Customer Manager Eero Hurme
  • Senior Research Scientist Tuomas Mustonen
  • What is the end result?
  • Models and methods that support accelerated
    commercialization at different stages of
    technology development.
  • An understanding of commercialization when the
    existing value networks a change, or b
    strengthen. The observations cover the value
    networks related to both raw materials and end
    products.
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