Academic research and practical experience
The methods that we use have a strong academic and practical basis. We maintain a close connection to relevant research communities, in order to be sure that our own frameworks and concepts are reliable and valid, both from a practical and theoretical perspective. Over the years, this tradition has produced a number of books, reports, and articles.
Innovation and collaboration for a harmonious world
by Johan Wallin and Jun Su. WSOY, 2010
This book presents a novel approach to solving the Grand Societal Challenges posed by truly global situations such as climate change. The book presents a collaborative approach for the formation of new innovation ecosystems which benefit from the unique resources, skills and expertise of organizations from the worlds of business, government and research.Read more
Liiketoiminnan orkestrointi; yhdistä tehokkuus ja luovuus
by Johan Wallin. WSOY, 2009
The benefits of employing an organization’s extended network in value creation are explored in this book. This enables the organization to outsource certain tasks to valued partners, thereby allowing the organization to focus on the essential. This improves the company’s competitiveness and its innovation capability, even in times of economic instability.
by Johan Wallin. John Wiley & Sons, 2006
Business Orchestration established the conceptual framework for the development of Synocus’ eco-orchestration approach. Business Orchestration serves as a strategic guide for harnessing the business opportunities created by digital convergence through mobilizing and integrating the resources of a company’s partners and customers.
by Rafael Ramírez and Johan Wallin. John Wiley & Sons, 2000
n Prime Movers Johan Wallin and Rafael Ramirez analyze a number of Prime Movers, or companies which have been strong enough to change the rules of the game, providing a comprehensive understanding of the components of their success.
Customer Orientation and Competence Building
Wallin, Johan. 31.3.2000. Doctoral dissertation.
This study explores how firms constantly question the way they work and, occasionally, change the way they operate. Particularly the focus is on changes in which the firm decides to increase the emphasis on cultivating and developing existing customer relationship, or become more customer oriented. The research problem of the dissertation is formulated to answer the question: What are the interrelationship between the adoption of a more customer-oriented business model and competence building?Download
The purpose of this study was to produce an evaluation of how Tekes had succeeded in reaching its objectives related to goals of an attractive innovation environment. The study also identified those factors of innovation environment that are essential to the Finnish economy and society to become attractive at the top level internationally.
This report presents the evaluation of the Centre of Expertise Program that served the Finish innovation community 1994-2013. The conclusion was that companies have increasingly come to perceive innovation development as a corporate-driven process conducted within ecosystems operating under global rules rather than national clusters.
This report describes how Tekes had succeeded in building capabilities for innovation activities, which was one of its key objectives. This objective was also strongly linked with those associated with competence base and internationalization of innovation activities. The study developed a conceptual model for understanding the role of development activities in innovation capability building.
As an outcome of a scenario project Synocus edited this scenario report to serve as a foundation for discussing future strategies concerning Swedish in Finland in a variety of contexts. The report gained significant attention when published.
Together with the City of Espoo, Nokia, Fortum and Valmet Automotive Synocus developed four scenarios for how the city of Espoo may evolve into a leading eco-friendly innovation hub by 2020. This report was used to strengthen the building of a network around the idea of making the so called T3-area, Otaniemi, Keilaniemi and Tapiola, a dynamic growth center for the City of Espoo.
Synocus facilitated an innovation strategy process in Eastern Finland in cooperation with Tekes and TE Centres, where companies and public sector actors were activated as clusters to identify new opportunities. The innovation strategy was a part of the preparatory work for the EU structural fund period 2007-2013.
The Regional Brain Gain project deepened the understanding of values and priorities that characterize knowledge holders in a particular region. By understanding the inner ambitions and goals of these individuals, it is possible to develop policies aiming at attracting and retaining skilled people to a geographic region.
This report introduces transcendent innovation as a new way for cities to combine the immediate and longer-term perspectives in their development work. There are different ways to drive change: visionary leadership, strategic management and enabling orchestration. By using examples from the Nordic capitals, we offer concrete suggestions for how the principles of transcendent innovation can be applied in urban mobility. We conclude that there is a common Nordic way of working that can lead the way when cities move to the next level of urban innovation.
This paper is based on clinical research of the evolving Nordic mobility ecosystem NUME (Nordic Urban Mobility Ecosystem), which was initiated with the support of Business Finland during spring 2017. NUME is a sub-community of the World Alliance for Low Carbon Cities (WALCC), supporting innovations in the Finnish transport sector. During its first two years of operation, the ecosystem has gone through different stages in the establishing of the more stable network, which ultimately has become a platform for new projects supporting the goal of promoting lower-carbon urban transport solutions. Business models and capability maps have been used as tools when orchestrating the evolving ecosystem.