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The purpose of day 2 is to define the current state and articulate the envisioned state for involvement of underserved and minoritized Philadelphians in the broader Philadelphia technology and innovation economy. We will initiate the groundwork for realizing the envisioned state by outlining the pathway forward.

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The purpose of day 1 is to frame the roundtable discussions that will be held during the workshop on day 2.

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Participatory Innovation Ecosystem Model Image

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Where startups, researchers, and investors cluster, opportunities to accelerate corporate innovation abound.

Melinda Beck/theispot.com

Competitive pressure to innovate is driving companies to seek new ideas well beyond their own walls. But sponsoring the occasional hackathon or having one-off, uncoordinated interactions with a startup accelerator won't contribute much to boosting an organization's innovation capabilities. Many companies are missing an opportunity that's close to home by overlooking or failing to effectively tap innovation ecosystems in their regions.

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These ecosystems occur where innovation and entrepreneurship activity are highly concentrated. As we define them, ecosystems are places that engage five stakeholder types - research institutions, entrepreneurs, corporations, investors, and governments - linked by a strong social fabric of mutual interest, complementary needs and resources, and trust. (See "Complementary Stakeholders in Innovation Ecosystems.")

Complementary Stakeholders in Innovation Ecosystems

Our research shows that new innovation ecosystems are emerging globally, beyond well-known hubs. While often smaller or more specialized than, say, Silicon Valley, these clusters of activity are expanding the regional opportunities for corporate engagement in new locations. Meanwhile, digital interactions enable wider participation across geographic boundaries.

To achieve their goals for innovation, companies need to take a systematic approach to identifying and securing competitive advantage from working with these innovation communities.

The framework we present here, developed from our global work with hundreds of corporate leaders, provides a practical approach to such strategic engagement. 1 It helps leaders avoid the common pitfalls of deciding how and where to engage before they have identified what they need, and of deciding with whom to engage before they have determined which ecosystem players are essential for relationship-building.

Flawed Approaches to Tapping Ecosystems

Many corporations seeking to reap the benefits of innovation ecosystems fall into a series of traps and end up having little to show for their efforts. Besides causing considerable internal frustration, the following missteps - which typically arise because executives haven't established clear goals for their interactions - often mean reduced benefits for corporations and lost opportunities for the ecosystem as a whole.

First, we find that corporate leaders spread their efforts too thinly - across not only different locations but also different activities. They engage in a flurry of superficial activities that often feel transactional and performative to startups and providers of risk capital.

About the Authors

Philip Budden is a senior lecturer on technological innovation, entrepreneurship, and strategic management at the MIT Sloan School of Management. Fiona Murray is associate dean for innovation and inclusion at the MIT Sloan School of Management, the William Porter (1967) Professor of Entrepreneurship at MIT Sloan, an associate of the National Bureau of Economic Research, and director of MIT's new Innovation HQ (iHQ).

References

1. We have taught, and gratefully learned from, corporate leaders in MIT Sloan's Executive MBA program, MIT's global Regional Entrepreneurship Acceleration Program, and MIT Sloan Executive Education, especially our corporate innovation courses.

2. B. Aulet and F. Murray, " A Tale of Two Entrepreneurs: Understanding Differences in the Types of Entrepreneurship in the Economy," PDF file (Kansas City, Missouri: Ewing Marion Kauffman Foundation, 2013), www.issuelab.org; and P. Budden, F. Murray, and O. Ukuku, " Differentiating Small Enterprises in the Innovation Economy: Start-Ups, New SMEs & Other Growth Ventures," MIT Lab for Innovation Science and Policy working paper (Cambridge, Massachusetts: MIT Sloan School of Management, January 2021), https://innovation.mit.edu.

3. The MIT Sandbox Innovation Fund Program is based with similar units in MIT's new InnovationHQ.

More Like This

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Where startups, researchers, and investors cluster, opportunities to accelerate corporate innovation abound. Competitive pressure to innovate is driving companies to seek new ideas well beyond their own walls. But sponsoring the occasional hackathon or having one-off, uncoordinated interactions with a startup accelerator won't contribute much to boosting an organization's innovation capabilities.

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Three Horizons of Innovation and Culture Change

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Three Horizons of Innovation and Culture Change

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In the autumn of 2009, I was invited to join the International Futures Forum ( IFF) as one of a small group of 'next generation' members. The IFF is an international collaborative network of people committed to pooling their experience and insights to explore "the complex and confounding challenges that our world faces", to "support a transformative response to those challenges" and to "enhance our capacity for effective action".

One common perspective shared between the members of the IFF is that we need a more systemic approach to the complexity of the interconnected problems and opportunities that we face. Another shared belief is that, in order to appropriately respond to the changes around us, organizations, communities, businesses and governments must not only pay attention to possible short-term responses to symptoms of these crises, but must also address the underlying structural and systemic causes that drive these symptoms.

In addition, working with complex systems requires us to befriend uncertainty, change and unpredictability. We aim to engage communities in the deeper cultural dialogue that asks the kind of questions and proposes the kind of provisional answers that drive cultural transformation and continued learning.

IFF members and other futures practitioners (see Hodgson & Sharpe, 2007; Curry & Hodgson, 2008; Sharpe 2013) developed the 'Three Horizons' framework collaboratively over the last 10 years. 'Three Horizons thinking' is an effective method for making sense of and facilitating cultural transformation and exploring innovation and wise action in the face of uncertainty and not-knowing.

The framework has been applied in a variety of contexts, including the future of intelligent infrastructures in the UK, technological foresight in the IT industry, transformative innovation in the Scottish education system, the future of Alzheimer's research, rural community development, and executive leadership programmes. It is a versatile methodology for inviting people to explore the future potential of the present moment through a number of perspectives that all have to be considered if we are to steer our course wisely into an unpredictable future.

The 'Three Horizons' framework is a foresight tool that can help us to structure our thinking about the future in ways that spark innovation. It describes three patterns or ways of doing things and how their relative prevalence and interactions evolve over time. The change from the established pattern of the first horizon to the emergence of fundamentally new patters in the third occurs via the transition activity of the second horizon.

The model not only makes us think in interactive patterns, but more importantly "it draws attention to the three horizons always existing in the present moment, and that we have evidence about the future in how people (including ourselves) are behaving now " (Sharpe, 2013: 2).

The framework helps us to become more aware of how our individual and collective intentions and behaviours actively shape the future today. By mapping three ways of relating to the future from the perspectives of the three horizons we can bring the value of each of them to the conversation in a generative way that fosters understanding and future consciousness as the basis for collaborative action and transformative innovation.

I believe the three horizons offer an important framework for thinking about transformative innovation that can be used to facilitate the transition towards regenerative cultures. It can help us to structure our collective exploration as we start living the questions together as conscious participants in this transition. In this context, the first horizon (red) represents the currently prevalent systems that are beginning to show symptoms of decline and shortening cycles of crisis and temporary, but never fundamental, recovery.

In other words, Horizon 1 is 'business as usual', or ' the world in crisis' (H1). It is characterized by 'sustaining innovation' that keeps 'business as usual' going. Horizon 3 (green) is how we envision a ' viable world' (H3). We may not be able to define this future in every detail - as the future is always uncertain - yet we can intuit what fundamental transformations lie ahead, and we can pay attention to social, ecological, economic, cultural and technological experiments around us that may be pockets of this future in the present. Horizon 2 (blue) represents ' world in transition ' (H2) - the entrepreneurial and culturally creative space of already technologically, economically and culturally feasible innovations that can disrupt and transform H1 to varying degrees and can have either regenerative, neutral or degenerative socio-ecological effects.

At the point where these H2 innovations become more effective than the existing practices, they begin to replace aspects of 'business as usual'. Yet some forms of 'disruptive innovation' ultimately get absorbed by H1 without leading to fundamental and transformative change, while other forms of 'disruptive innovation' can be thought of as a possible bridge from H1 to H3.

Within the context of the transition towards regenerative cultures we introduce a value bias into our use of the Three Horizons methodology: solutions that create conditions conducive to life and establish regenerative patterns are valued more highly than those that don't. Throughout this book I refer to H3 as perspectives and patterns that intend to bring about a 'viable world' of regenerative cultures able to creatively transform in continuous exploration of the most appropriate responses to a rapidly changing socio-ecological context.

Cultivating future consciousness with Three Horizons perspectives

The essence of Three Horizons practice is to develop both an individual and a shared awareness of all three horizons, seeing them as perspectives that must all come into the discussion, and to work flexibly with the contributions that each one makes to the continuing process of renewal on which we all depend. We step out of our individual mindset into a shared space of creative possibility. - Bill Sharpe (2013: 29)

Horizon 1 is based on practices that have worked for a long time and have a proven track record based on past experience. H1 thinking - dominated by the narrative of separation - has shaped most of the practices that seem vital to our continued existence. Our education systems, our systems of production and consumption, our health system, communication infrastructure, transport and housing infrastructures, all of these systems and the vital services they provide will have to be transformed during the transition towards regenerative cultures.

From the perspective of the present moment, H3 describes regenerative cultures capable of constant learning and transformation in adaptation to and anticipation of change. Yet, as we approach H3, it recedes, or better, it transforms in response to wider systemic change. By the time we reach the cultural maturity that we today describe in terms of the third horizon, this H3 will have turned into the new H1 and we will face new and unpredictable challenges that will require us to take a new H3 perspective. The pilgrimage towards a sustainable and regenerative future has an endless string of false summits. As we reach the top of the green summit (H3) of our horizons map, we stand on the red ground of our new H1. Looking ahead with future consciousness we see the new second and third horizons stretched out in front of us.

Since the process of cultural evolution and transformation is continuous, there is no arriving at and maintaining an H3 scenario forever. Moving towards the third horizon always entails acknowledging our 'not knowing' and therefore staying with an apprentice mindset - ready to learn from experience; humble enough to regard no solution as final; and open to acknowledging the valuable perspectives of all three horizons.

While aspects of today's H1 are obsolete and among the root-causes of unsustainable practices, other aspects of H1 are also helping to provide vital services without which we would face almost immediate collapse. The transformation has to occur while these vital services continue to be provided. It is not possible for humanity to switch off the lights, leave the room, and start afresh in a different room that holds more promise. We only have one home planet. We have to find ways to transition from a status quo that is now deeply unsustainable to a new one. Sustainability and regenerative cultures are not end-points to be reached but continuous processes of collective learning. As we move towards the third horizon we are likely to be surprised by the emergence of new challenges. To respond wisely to these challenges the perspectives offered by all three horizons should inform our actions.

Three Horizon Thinking transforms the potential of the present moment by revealing each horizon as a different quality of the future in the present, reflecting how we act differently to maintain the familiar or pioneer the new. - Bill Sharpe (2013: 10)

In order to avoid the common mistake of 'throwing out the baby with the bathwater', it is important to see all that is valuable about H1 and understand the importance of the contributions it makes to co-creating regenerative cultures. Bill Sharpe compares the H1 perspective to the role of the manager responsible for keeping the lights on and the business operational without massive disruption to its basic functioning. The H2 perspective is that of the entrepreneur who sees the potential advantage of doing things differently, challenging the status quo in operational ways but often without questioning the cultural narrative that maintains the H1 culture. The perspective of the H3 visionary calls for profound transformation towards a better (more just, fair, equitable, thriving and sustainable) world.

In the transition context, H3 thinking is informed by the new cultural narrative of interbeing and the scientific evidence for our interdependence with the rest of life. As such, it is defining a new way of being and relating based on a fundamental shift in worldview acknowledging the valuable contributions of H1 and H2 perspectives and putting them into the context of wider eco-social transformation.

In charting a path to regenerative cultures that aims to avoid massive disruption and suffering, we need to value the bridge that certain types of H2 innovation offer. Most H1 systems might be in need of profound transformation, but still have to be valued as a basis from which innovation and transformation become possible while we avoid the often regressive rather than evolutionary effects of revolution and systemic collapse.

The H3 perspective itself is populated by many different visions of the future. In the context of this book I concentrate on those that value viability and regeneration, yet it is important to stay open for the lessons we can learn from all three horizons and the diversity of perspectives on the future they represent. Maintaining an open mind and learning from multiple perspectives can help us to develop 'future consciousness' as we chart our path into a future that will always be characterized by the emergence of novel conditions - some predetermined and inevitable, others unpredictable.

Diverse H3 visions and experiments are needed to take our collective conversation about the future to a level that is inclusive and participatory. We need to question our own cultural conditioning and the myopia caused by H1 education and cultural discourse. H1 managers can often be locked into a specific way of doing things and a specific mindset (the narrative of separation) - a kind of self-fulfilling prophecy. H3 visionaries remind us to see future potential and possibilities beyond the rigid H1 mindset that resists change, in particular those kinds of change that invite cultural transformation.

The bridge between H1 and H3 is constructed by paying discerning attention to the space of innovation and the period of transition that is opened up by the second horizon. The H2 perspective sees opportunities in the shortcomings of H1 and aims to ground the visionary possibilities of the third horizon with some practical next steps. Many of them are likely to be 'stepping stones' or transitional innovations. Since H2 innovation takes place in an economic climate and within power structures dominated by H1, many of the proposed H2 innovations are ultimately captured to serve H1 goals. As the second horizon is about experimentation and entrepreneurship, many of its initiatives fail, offering opportunities for learning. Only a small percentage of innovations succeed in building an effective bridge between H1 and H3, enabling implementation of H3's high visions in tangible, convincing and 'positively infectious' ways.

Three Horizons thinking allows us to acknowledge what is valuable in each of the three horizons' distinct perspectives and ways of relating to the future. It helps us to see the opportunities and future potential of the present moment. It can help us to ask deeper questions as we engage in conversations informed by 'future consciousness' that turn rigid mindsets into valuable perspectives.

Transformation happens as the emergent result of everything going on in the world - there is always an emerging third horizon at every scale of life from the individual to the planet and beyond. Some things will be the result of conscious intent, others will surprise us for good or ill. The way we live now was once the third horizon, partly imagined and intended, largely unknown. Future consciousness will not bring the future under control, but allows us to develop our capacity for transformational response to its possibilities. - Bill Sharpe (2013: 15)

Three Horizons thinking offers a methodology and practice of seeing things from multiple perspectives and valuing the contribution that each perspective makes to the way we bring forth the world together. Simply holding a facilitated conversation using the Three Horizons framework in your local community group, business, organization or local council already has the potential for transformative cultural innovation within it.

[This is an excerpt of a subchapter from Designing Regenerative Cultures, published by Triarchy Press, 2016.]

Note: Bill Sharpe and I co-taught a 5 day course at Schumacher College in November 2017 entitled ' Three Horizons: A pathways practice for sustainability and transformative innovation '.

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Daniel Christian Wahl - Catalyzing transformative innovation in the face of converging crises, advising on regenerative whole systems design, regenerative leadership, and education for regenerative development and bioregional regeneration.
Please consider supporting my ongoing work by becoming a patron:
Author of the internationally acclaimed book Designing Regenerative Cultures

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The Three Horizons of innovation and culture change

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In the autumn of 2009, I was invited to join the International Futures Forum (IFF) as one of a small group of 'next generation' members. The IFF is an international collaborative network of people...

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Meet the Baltimore Teacher Using Dirt Bikes to Teach STEM Education | Freethink

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Part of her intention: showing other Black women and girls that rest is as important as having tires on the ground.

She wanted to share the message that while Black women and girls can lay important groundwork for change, it's equally important the demographic take care of themselves.

Most people don't realize that B-360's work extends far beyond programming, Young noted.

"Our direct service program is also helping to reinforce public safety," Young said. "We've been helping to reduce the number of dirt bike riders in the streets, the number of non violent offenders and the number of youth that are involved in the criminal justice system."

Advocating for safety without criminalization

Young and her team are scheduled to speak at Baltimore City Council's April 10 public safety hearing, describing B-360's impact to lawmakers, who officially included the organization in their public safety plan

There's another order of business Young plans to address: She wants Baltimore's to double down on the belief it demonstrated in her org by entrusting it with some of the bikes seized by police.

"There are hundreds of dirt bikes rotting away in the pound. And those can be used for programming," Young told me.

The in-kind donation would be a big money saver for B-360. The price of an average dirt bike has increased 143% since the organization started equipping Baltimore's youth with transferable dirt bike repair skills, according to Young. She believes the cost issue will be exacerbated by Baltimore's port closure following the Key Bridge collapse.

B-360 is also involved in policy making at the state level.

If not passed with the new language, Young believes the legislation will lead to the confiscation of dirt bikes without any concrete evidence of wrongdoing.

"Police can come out and take what I paid for, which is not fair," said Young. She also noted the bill excludes Baltimore from the option to register dirt bikes.

Chicago bound: Rested and raring to go

None of these achievements would be possible without a sabbatical, Young said, describing it as a crucial break before surviving what she termed a "working women's March."

While social capital gained from these panels doesn't always translate into tangible results, Young said, she welcomes the experience: "I'm really big on sharing my own story."

Engagement

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The founder of Baltimore's STEM-infused dirt bike program is pushing for policy change

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CEO Brittany Young says most people don't realize the organization's work extends far beyond the street and into legislation.

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Quorum 4 Conference Room (2nd floor)

University City Science Center

3675 Market St

Philadelphia, PA 19104

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In an age when innovation is key to business success and growth, you've likely come across the term "design thinking." Perhaps you've heard it mentioned by a senior leader as something that needs to be utilized more, or maybe you've seen it on a prospective employee's resume.

While design thinking is an ideology based on designers' workflows for mapping out stages of design, its purpose is to provide all professionals with a standardized innovation process to develop creative solutions to problems-design-related or not.

Why is design thinking needed? Innovation is defined as a product, process, service, or business model featuring two critical characteristics: novel and useful. Yet, there's no use in creating something new and novel if people won't use it. Design thinking offers innovation the upgrade it needs to inspire meaningful and impactful solutions.

But what is design thinking, and how does it benefit working professionals?

What Is Design Thinking?

Design thinking is a mindset and approach to problem-solving and innovation anchored around human-centered design. While it can be traced back centuries-and perhaps even longer-it gained traction in the modern business world after Tim Brown, CEO and president of design company IDEO, published an article about it in the Harvard Business Review.

Design thinking is different from other innovation and ideation processes in that it's solution-based and user-centric rather than problem-based. This means it focuses on the solution to a problem instead of the problem itself.

For example, if a team is struggling with transitioning to remote work, the design thinking methodology encourages them to consider how to increase employee engagement rather than focus on the problem (decreasing productivity).

The essence of design thinking is human-centric and user-specific. It's about the person behind the problem and solution, and requires asking questions such as "Who will be using this product?" and "How will this solution impact the user?"

The first, and arguably most important, step of design thinking is building empathy with users. By understanding the person affected by a problem, you can find a more impactful solution. On top of empathy, design thinking is centered on observing product interaction, drawing conclusions based on research, and ensuring the user remains the focus of the final implementation.

The Four Phases of Innovation

So, what does design thinking entail? There are many models of design thinking that range from three to seven steps.

In the online course Design Thinking and Innovation, Harvard Business School Dean Srikant Datar leverages a four-phase innovation framework. The phases venture from concrete to abstract thinking and back again as the process loops, reverses, and repeats. This is an important balance because abstract thinking increases the likelihood that an idea will be novel. It's essential, however, to anchor abstract ideas in concrete thinking to ensure the solution is valid and useful.

Here are the four phases for effective innovation and, by extension, design thinking.

1. Clarify

The first phase is about narrowing down the focus of the design thinking process. It involves identifying the problem statement to come up with the best outcome. This is done through observation and taking the time to determine the problem and the roadblocks that prevented a solution in the past.

Various tools and frameworks are available-and often needed-to make concrete observations about users and facts gathered through research. Regardless of which tools are implemented, the key is to observe without assumptions or biased expectations.

Once findings from your observations are collected, the next step is to shape insights by framing those observations. This is where you can venture into the abstract by reframing the problem in the form of a statement or question.

2. Ideate

Once the problem statement or question has been solidified-not finalized-the next step is ideation. You can use a tool such as systematic inventive thinking (SIT) in this stage, which is useful for creating an innovative process that can be replicated in the future.

The goal is to ultimately overcome cognitive fixedness and devise new and innovative ideas that solve the problems you identified. Continue to actively avoid assumptions and keep the user at the forefront of your mind during ideation sessions.

3. Develop

The third phase involves developing concepts by critiquing a range of possible solutions. This includes multiple rounds of prototyping, testing, and experimenting to answer critical questions about a concept's viability.

Remember: This step isn't about perfection, but rather, experimenting with different ideas and seeing which parts work and which don't.

4. Implement

The fourth and final phase, implementation, is when the entire process comes together. As an extension of the develop phase, implementation starts with testing, reflecting on results, reiterating, and testing again. This may require going back to a prior phase to iterate and refine until you find a successful solution. Such an approach is recommended because design thinking is often a nonlinear, iterative process.

In this phase, don't forget to share results with stakeholders and reflect on the innovation management strategies implemented during the design thinking process. Learning from experience is an innovation process and design thinking project all its own.

Why Design Thinking Skills Matter

The main value of design thinking is that it offers a defined process for innovation. While trial and error is a good way to test and experiment what works and what doesn't, it's often time-consuming, expensive, and ultimately ineffective. On the other hand, following the concrete steps of design thinking is an efficient way to develop new, innovative solutions.

On top of a clear, defined process that enables strategic innovation, design thinking can have immensely positive outcomes for your career-in terms of both advancement and salary.

Source: Emsi Burning Glass 2021

As of December 2021, the most common occupations requiring design thinking skills were:

Marketing managers

Executives

Industrial engineers

Graphic designers

Software developers

General and operations managers

Management analysts

Personal service managers

Architectural and engineering managers

Computer and information systems managers

In addition, jobs that require design thinking statistically have higher salaries. Take a marketing manager position, for example. The median annual salary is $107,900. Marketing manager job postings that require design thinking skills, however, have a median annual salary of $133,900-a 24 percent increase.

Source: Emsi Burning Glass 2021

Overall, businesses are looking for talent with design thinking skills. As of November 2021, there were 29,648 job postings in the United States advertising design thinking as a necessary skill-a 153 percent increase from November 2020, and a 637 percent increase from November 2017.

As businesses continue to recognize the need for design thinking and innovation, they'll likely create more demand for employees with those skills.

Learning Design Thinking

Design thinking is an extension of innovation that allows you to design solutions for end users with a single problem statement in mind. It not only imparts valuable skills but can help advance your career.

It's also a collaborative endeavor that can only be mastered through practice with peers. As Datar says in the introduction to Design Thinking and Innovation: "Just as with learning how to swim, the best way to practice is to jump in and try."

If you want to learn design thinking, take an active role in your education. Start polls, problem-solving exercises, and debates with peers to get a taste of the process. It's also important to seek out diverse viewpoints to prepare yourself for the business world.

In addition, if you're considering adding design thinking to your skill set, think about your goals and why you want to learn about it. What else might you need to be successful?

You might consider developing your communication, innovation, leadership, research, and management skills, as those are often listed alongside design thinking in job postings and professional profiles.

Source: Emsi Burning Glass 2021

You may also notice skills like agile methodology, user experience, and prototyping in job postings, along with non-design skills, such as product management, strategic planning, and new product development.

Source: Emsi Burning Glass 2021

Is Design Thinking Right for You?

There are many ways to approach problem-solving and innovation. Design thinking is just one of them. While it's beneficial to learn how others have approached problems and evaluate if you have the same tools at your disposal, it can be more important to chart your own course to deliver what users and customers truly need.

You can also pursue an online course or workshop that dives deeper into design thinking methodology. This can be a practical path if you want to improve your design thinking skills or require a more collaborative environment.
Are you ready to develop your design thinking skills? Explore our online course Design Thinking and Innovation to discover how to leverage fundamental design thinking principles and innovative problem-solving tools to address business challenges.

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What Is Design Thinking & Why Is It Important? | HBS Online

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Innovation is increasingly important in the modern business world. This article details the design thinking process and why it's important.

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2024 iRISE Summit and Workshop Feedback Form

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2024 iRISE Summit and Workshop Feedback Form.

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2024 iRISE Summit and Workshop Feedback Form - Sharedexplore - Public-view

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Summary of Meeting Outcomes and Next Steps