RAMI in a nutshell

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RAMI in a nutshell

• 13.11.2009

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What is RAMI?
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How are radical innovations identified?
Core business
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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)
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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
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What are the outcomes from RAMI?
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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.

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Research projects
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Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
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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

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Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
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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

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Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
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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

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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

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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

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Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
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Industrial Networks and Financial Drivers
Packaging innovations as a solution to efficient
resource utilization
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Consumer practices
Capabilities
Value networks
Customer processes cost structures
Commercialization
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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.