The university system is critical to the Innovation Economy in Boston. Not only do schools supply the region with well-trained creative class workers in fields like engineering, science, design, and architecture; they also serve as R&D labs, generating new technology research; and as catalysts for the marketplace of ideas that fuels entrepreneurialism and a growing ecosystem of start-up companies. In addition, universities provide a place for that all important cross-pollination of ideas across industries and practices, which drives ongoing and sometimes unexpected innovation.

Nowhere is this more apparent than at events like "Tech, Drugs and Rock n' Roll" presented by Boston University's Office of Technology Development last week — a great example of the power of the university as catalyst. The TDRR event brought together academic scientists, industry representatives, investors, service providers, and students in a relaxed setting that showcased impressive technologies from the Fraunhofer Institute, and BU's Life Sciences, Physical Sciences, Engineering, and Photonics departments.

Energy is the industry that IT forgot — or at least until recently. While sectors as varied as finance and healthcare, entertainment and communications have roared ahead with digitization, automation, and analytics, the energy industry has not evolved as rapidly. Despite this fact, it's clear that the future of energy lies in software. In both conservation and sustainability, software offers great possibilities for innovation — enabling companies to understand consumption trends, make better decisions about energy usage, and improve efficiency and performance over time.

Last week, at the Massachusetts Technology Leadership Council seminar "New Tools for the Energy Challenge", panelists discussed the opportunities and challenges facing the fledgling energy software space. The panel, moderated by Gabe Cole, SVP Transformation Services at technology consulting firm Telwares, included: Badri Raghaven, CTO of FirstFuel; Ganesan Ravishanker, CIO of Wellesley College; Lillian Smith, Principal User Experience Designer at Autodesk; and Kevin Johnson, CEO of Outsmart Power Systems.

Today, Microsoft fired a significant salvo in the war for a Unified User Experience, with the debut of its Surface tablet. Taking a page from the Apple playbook, Microsoft is creating both the hardware and software for the Surface, a strategy it once executed successfully, with the Xbox 360 gaming console; and twice not so successfully, with the Zune MP3 player and Kin smart phone going down in flames.

Last year, Internet luminary and entrepreneur Marc Andreessen wrote a significant essay in the Wall Street Journal, outlining the many ways in which software has become absolutely vital to our world. Software allows us to extend our reach even further than we did before, automating processes, accelerating the rate of change, and providing the sinews between people and data. It seems only natural then, that software has come to the forefront of business technology.

We're at the very beginnings of a significant evolution in the way we work — not just in from a technical perspective, although that's a significant driver — but in the culture and nature of work and organizational relationships. The way we work today is markedly different from the way our parents worked, and even more distant from the way their parents worked. The shift is so pronounced in part because knowledge work requires that we manipulate digital objects — be they words, videos, designs, figures, models, or code — rather than physical ones, and that these digital objects represent our production. However, for knowledge workers — designers, engineers, architects, scientists, writers, etc. — while the tools of the trade may have become digital decades ago, the process of working with others, the structure and the framework of engagement, is still catching up. And all the while, the technology continues to race forward.

While digital communication and production tools have made it possible that we no longer need be in the same physical location to collaborate, from a human interaction perspective, it still helps to meet face-to-face, read body language around the table, and share a meal. So, now we exist in a hybrid space where colleagues from across the world can meet up to kick off a project, and then continue working separately, only to meet again at critical moments in the process. Into this new digital world of possibilities, we step with the baggage of the industrial age, whether it's organizational structure, or contract language, or work culture. We're still finding our way and inventing new ways to work together to produce new things.

At the Microsoft New England Research and Development Center last Wednesday evening, software innovators came together for a series of presentations and conversation about the opportunity for technology and design to effect positive change in healthcare.

At Involution, as a part of our commitment to learning and growing as a company, we conduct semi-regular studio critiques. This kind of critique is important to our ongoing evolution as an organization and helps everyone, from leadership to staff, understand the broad vision and values of the studio. As a part of that ongoing discussion, we're drafting a set of principles that we believe apply to great companies, especially great design companies. Some of these principles are inspired by "Achieving Excellence in Your Design Practice" by Stuart Rose. While the book was first written in 1987 for architectural firms, the principles within it apply to modern design practices in the digital and software realms, as well. Here, then, are nine principles we believe are characteristic of great companies.

On Thursday, the US Senate passed the Jumpstart Our Business Startups (JOBS) Act (73-26), which allows start-up companies for the first time to solicit early stage investments from the general public. The Senate version added some protections and requirements to the original bill previously passed by the House on March 8. For instance, in the Senate version, the Securities and Exchange Commission (SEC) will now have the authority to review and register Web sites that wish to act as start-up investment platforms. Start-ups can raise up to $1 million via this crowdfunding method, with individual investments limited to a range of $2,000 - $100,000, depending on annual income.

One of my all time favorite books on innovation and the ecosystems that support it is Richard Florida's "The Rise of the Creative Class". Using census and economic data, Florida examines the factors that make Creative Class jobs — in science, engineering, technology, architecture, and the arts — primary drivers for economic growth. He also identifies a number of Creative Class cities that have the right kind of assets — like a strong university system, technological infrastructure, and a tolerant culture — to attract talent and support this kind of economic activity. Boston, of course rates high in Florida's evaluation. And even though Florida published this book in 2002, I think the analysis holds true today: There's no question that Boston is a top-notch Creative Class city. What's most interesting, however, is how Boston, over the past few years, has gained recognition as a world class city for innovation.

A recent study published by The Economist ranked Boston as the 10th most competitive city in the world, out of 120 major cities examined. For the study, the Economist defined competitiveness as "the demonstrated ability to attract capital, businesses, talent and visitors." And last year, Boston ranked number one on the Innovation Cities Index.

Earlier this week, we released our Predicting Major League Baseball 2012 interactive information visualization with our picks for the playoffs this year. The visualization made its debut in the inaugural post on our recently launched channel on BostInno.