Petra Turkama

The Future Internet

Irrespective of whether we use economic or societal metrics, the Internet is one of the most important technical infrastructures in existence today. It will be a catalyst for much of our innovation and prosperity in the future. A competitive Europe will require Internet connectivity and services beyond the capabilities offered by current technologies. Future Internet research is therefore a must. This book is published in full compliance with the Open Access publishing initiative; it is based on the research carried out within the Future Internet Assembly (FIA). It contains a sample of representative results from the recent FIA meetings spanning a broad range of topics, all being of crucial importance for the future Internet. The book includes 32 contributions and has been structured into the following sections, each of which is preceded by a short introduction: Foundations: architectural issues; socio-economic issues; security and trust; and experiments and experimental design. Future Internet Areas: networks, services, and content; and applications.

Technological Theory of Cloud Manufacturing

Over the past decade, a flourishing number of concepts and architectural shifts appeared such as the Internet of Things, Industry 4.0, Big Data, 3D printing, etc. Such concepts are reshaping traditional manufacturing models, which become increasingly network-, service- and intelligent manufacturing-oriented. It sometimes becomes difficult to have a clear vision of how all those concepts are interwoven and what benefits they bring to the global picture (either from a service or business perspective). This paper traces the evolution of the manufacturing paradigms, highlighting the recent shift towards Cloud Manufacturing (CMfg), along with a taxonomy of the technological concepts and technologies underlying CMfg.

Addressing the challenges of user-driven development and innovation

User-driven approach is commonly understood as the process of collecting demand side information and consumer trends for improved business performance. However, in order to derive sustainable benefits from user driven development, companies must deploy also the supply side structures and operational models that are required to support user-driven product development processes. Thus committing to user-driven approach requires major investments, as well as changes in competences and mindset towards openness and collaborative development. For the management to commit to this new strategic direction, relevant fact based evidence of the added value of the approach is needed, as well as a clear operational processes for implementing the new structures. In this paper we present an example of such process together with a framework for illustrating the added value in various impact layers. This network builds on the findings from a recent user driven open innovation project, UDOI Booster, funded by Finnish Tekes.

Firm Strategies in Open Internet of Things Business Ecosystems: Framework and Case Study

We present a typology of strategies employed by firms using the Internet of Things (IoT). The IoT is a distributed network of connected physical objects. As these devices exchange data with each other instead of through an intermediary, the IoT increases complexity of business ecosystems, and opens up new business opportunities. When the platform owner does not own the data and technology is mostly open source, other actors can use and build on them. In addition to platform owner’s strategy, we propose a framework with three additional strategies, based on whether the firms’ offering integrates into the specific industrial value chain or contributes to the IoT ecosystem, and whether the firm offering is by nature stand-alone or systemic. With a multiple case study design, we explore this framework in the setting of 23 firms in a large research project context. The descriptions of the identified IoT strategies support our framework.

Platform Ecosystem Orchestration for Efficiency, Development, and Innovation

Platform research has expanded its focus from management of technology domains towards the service of a business. Digital service platforms facilitate ecosystems of participants and compete against each other. Platform ecosystems cannot be managed in a goal-oriented fashion because the number of actors, transactions, and relationships increases beyond the ability of what the platform owner can handle. Instead, platform ecosystems can be orchestrated by designing processes taking place among participants. In this conceptual paper, we present four service platform categories and three platform ecosystem orchestration modes for platform owners. In conclusion, we suggest that platform ecosystems around the service platform require simultaneous orchestration of efficiency, development, and innovation in order to attract and lock-in end users, facilitate transactions, and create novel offerings.

2010 IEEE International Technology Management Conference, ICE 2010

User-driven approach is commonly understood as the process of collecting demand side information and consumer trends for improved business performance. However, in order to derive sustainable benefits from user driven development, companies must deploy also the supply side structures and operational models that are required to support user-driven product development processes. Thus committing to user-driven approach requires major investments, as well as changes in competences and mindset towards openness and collaborative development. For the management to commit to this new strategic direction, relevant fact based evidence of the added value of the approach is needed, as well as a clear operational processes for implementing the new structures. In this paper we present an example of such process together with a framework for illustrating the added value in various impact layers. This network builds on the findings from a recent user driven open innovation project, UDOI Booster, funded by Finnish Tekes.

Overcoming Industrial Inertia by Use of Open Innovation Technologies

Industries develop at different paces. The constant environmental flux of information and communication technology companies becomes especially clear when comparing them with more traditional industries, in our case, the Finnish construction industry. The sector is dominated by a number of large industrial actors with established positions operating predominantly in the domestic or Scandinavian market. Based on our literature review and a round of key person interviews, this chapter categorises the different sources of institutional inertia in this particular industry. We build a research framework for defining the requirements for creating open innovation technologies that could accelerate structural changes in a traditional industry. First, sources of inertia are identified empirically. Second, we discuss a set of requirements for an open innovation technology which would be needed to overcome this inertia.