Innovation Ecosystems

Michel Saloff-Coste is the Director of Foresight at the Université Catholique de Lille (UCL), France, and a consultant to public and private organizations. His research focuses on futures studies, as well as technological, economic, social and ecological challenges of the contemporary world.

• Foreword xiPreface xvAcknowledgments xxviiIntroduction xxixChapter 1 Looking Backwards To Look Forwards: Why a Change of Civilization? 11.1 What is a civilization? 11.2 The great waves of civilization in history 11.2.1 The notion of dominant activity 21.2.2 The characteristic domains of each era 31.2.3 The evolution grid 41.2.4 The era of creation and communication 101.3 Considerations on the evolution of civilizations 181.3.1 An exponential evolution 181.3.2 From mass duplication to customized production 211.3.3 Questions around the creation–communication era 221.3.4 Evolution and fragmentation of value systems and representations of the world 251.3.5 The couple as a matrix of societal transformations 291.3.6 The alternative of blocking or fleeing 311.3.7 Moving towards the future 32Chapter 2 Creation and Communication as the Basis of the Civilization of the Future 352.1 The value of otherness 352.2 The creative strategy 402.3 Personal development, knowing how to create and communicate around our vocation: the mutation of professions 452.4 Information literacy and creativity 482.4.1 Freeing up time to be 492.4.2 Differentiation of ego, personality and genius in the creative process 492.4.3 The three levels of consciousness 512.4.4 Materialism and idealism back to back 53Chapter 3 The Transformation of Organizations Towards More Collective Intelligence 553.1 Let human imagination and inspiration take over 553.1.1 The evolution of human beings’ position and their reference points 573.1.2 The four relational principles 583.1.3 Culture, management, systems and structures 593.1.4 Evolution of companies 613.1.5 Missions of the human resources function 623.1.6 Attitudes towards the customer 623.1.7 Old laws and avant-garde organization 633.2 Mimicry and singularity 653.2.1 Mimicry, a still under-exploited force 653.2.2 A mimicry that benefits the leader, but for how long? 673.3 Singularity and creative strategy 693.3.1 Ideological enterprises 703.3.2 How can we develop creative emergences? 713.3.3 The leader between mimicry and singularity: the art of overcoming paradoxes 723.4 The extended enterprise 74Chapter 4 International Foresight on Innovative Ecosystems 774.1 Why a forward-looking view? 794.2 Why innovation? 794.3 Why have an international foresight institute on innovative ecosystems? 834.4 Introduction to innovative ecosystems 844.5 The importance of startups and venture capital 934.6 Criteria for measuring innovative startup ecosystems 944.6.1 Rankings to measure the dynamics of territorial innovation 96Chapter 5 A Global Overview of Innovative Ecosystems 975.1 Silicon Valley, the digital capital 975.1.1 Spectacular and preserved nature 985.1.2 An international reference and an outstanding position 985.1.3 The largest concentration of start-ups and venture capital in the world 1005.1.4 Focus on Palo Alto 1015.1.5 The home of GAFAM 1035.1.6 Focus on San Francisco 1035.1.7 The cradle of an emerging culture: a culture of adventure and exploration 1045.1.8 The cost of living and soaring real estate prices 1045.2 New York: the capital of the world of finance, media, art, publishing and advertising 1045.2.1 History 1065.2.2 General description 1075.2.3 Museums 1085.2.4 Talents 1095.2.5 Universities 1105.3 London, capital of the British Empire 1115.4 Beijing: capital of the Chinese Empire 1135.5 Boston: the capital of strategy and consulting 1165.6 Berlin: capital of the German Empire 1175.7 Shanghai: the international capital of Asia 1195.8 Los Angeles: the film capital of the world 1215.9 Seattle: capital of the Microsoft empire 1235.10 Paris: capital of culture, humanism and luxury 1245.11 Singapore: the financial capital of Asia 1275.12 Tokyo: capital of Japan 1295.13 Stockholm: capital of perfectionism 1305.14 Munich: the capital of expertise 1315.15 Copenhagen: capital of happiness 1345.16 Taipei: capital of manufacturing 1365.17 Geneva: the international capital of NGOs 139Chapter 6 Learning from Global Innovation Systems 1436.1 Digitalization: technological convergence and artificial intelligence 1436.2 Concentration 1436.3 The Triad: epicenter of global innovation 1446.3.1 North America 1446.3.2 Western Europe 1456.3.3 East Asia 1466.3.4 What do the poles of the Triad have in common? 1476.4 Center and periphery 1476.4.1 Africa 1486.4.2 South America 1496.4.3 India 1496.4.4 Australia 1506.4.5 Living in the ocean? 1516.4.6 The conquest of space: colonizing the Moon and Mars 1526.5 The shared values of the Triad 1526.5.1 Think global and act local 1526.5.2 Team and process 1536.5.3 The importance of the pitch 1546.6 The “11 Fs” culture 1546.6.1 The “5 F’s” according to Rosabeth Moss Kanter 1556.6.2 The other “Fs” observed 1586.6.3 The dark side of the “Fs” 1606.7 The middleground 1616.8 The triple helix 1626.8.1 Repetitive innovation 1646.8.2 From closed to open innovation 1646.8.3 From technological innovation to systemic innovation 1656.8.4 From individual innovation to collaborative and interdisciplinary innovation 1656.8.5 From spontaneous to systematic innovation 1666.8.6 From exchange-based innovation to co-creation in innovation spaces 1676.8.7 Innovation projects with common innovation cultures 1676.9 The one-man band 168Chapter 7 Systemic Risks and the Emergence of the New Civilization 1697.1 Demography, urbanization and economic disparities 1697.2 The Anthropocene 1727.3 The end of oil 1737.4 Global governance and the rise of extremes 1747.5 The limits of planetary resources 1767.6 Evolutionary scenarios 1787.6.1 The scenarios of decline 1817.6.2 Scenarios that do not have an environmental priority 1817.6.3 Voluntary scenarios with an environmental priority 181Chapter 8 The Beginnings of the New Civilization 1838.1 How should we respond to existential systemic risks? 1838.2 Towards a clash of civilizations or a new civilization? 1848.3 Draw me a happy and sustainable humanity 1858.3.1 Infinite exponential growth? 1888.3.2 Present and future manifestations of the crisis 1918.3.3 What can be done? 1918.3.4 Imagining a new sustainable social and ecological economic system 1928.4 Six axes of development for an ecological civilization 1958.4.1 Radically increase raw material productivity 1958.4.2 Practicing production models inspired by nature: biomimicry 1958.4.3 Establishing a service and rental economy 1968.4.4 Investing in natural capital 1968.4.5 Dematerialization of production 1968.4.6 Digital virtualization 1978.5 Reconciling economic, social and ecological objectives 1978.6 A plural interpretation of the civilization of the future 1998.7 Innovative ecosystems as the cradle of the new civilization, but how? 2008.8 The new civilization: a puzzle in the making 2018.8.1 Seventeen goals for sustainable development 2018.8.2 Auroville 2018.8.3 Information society 2028.8.4 Biomimicry 2028.8.5 Circular economy 2048.8.6 Sharing economy 2058.8.7 Complementary and alternative currencies 2058.8.8 Basic income 2078.8.9 Club of Rome 2078.8.10 Fondation 2100 2088.8.11 Drawdown organization 2098.8.12 Global Ecovillage Network (GEN) 2098.8.13 Transhumanism 2108.8.14 Burning Man 2128.8.15 The Factory of the Future 2138.8.16 Tellus Institute 2148.8.17 Mosaic 2148.8.18 Université Catholique de Lille 2158.9 The new civilization: a patchwork of eclectic personalities 2158.9.1 Sri Aurobindo 2158.9.2 Pierre Teilhard de Chardin 2168.9.3 Alvin Toffler 2168.9.4 Edgar Morin 2178.9.5 Ervin László 2188.9.6 Manuel Castells 2188.9.7 Jarett Diamond 2198.9.8 Duane Elgin 2198.9.9 Gunter Pauli 2198.9.10 Bruno Latour 2208.9.11 Joël de Rosnay 2208.9.12 Jeremy Rifkin 2208.9.13 Paul Hawken 2218.9.14 Kenneth Wilber 2228.9.15 Yuval Noah Harari 223Conclusion 225References 245Index 263