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www_upscal_io_team_rohit-khatri | innovation | SIMILARITY: 0.4688
Most brands took their first technological step when they transitioned to e-commerce. Since then, they have leveraged technology to a much greater extent. From chatbots improving customer experience to logistical leaps allowing for one-day deliveries - tech innovation is directly helping brands increase their topline and cap their bottomline.
Read StoryIf selling online was the first step, brands have made many technological leaps since. With the rise of tools like video commerce, VR experiences, social listening, and in-store customer tracking - brands have a variety of options available at their disposal to adopt and further expand their footprint. It’s going to be a test of financial discipline and technological acumen to see how brands double down on leading technologies and create unmatched deltas for their business.
Read StoryGone are the days when entrepreneurs needed to break a sweat about acquiring a customer base, establishing a reliable distribution network, or financing options for their customers. Marketplaces have allowed them to focus singularly on developing great products, while they take care of the rest
Read Story |
in-focusindia_com_2023_12_04_roadmap-to-tomorrow-navigating-the-future-of-mobility-in-2024-and-beyon | innovation | SIMILARITY: 0.4494
With innovation firmly in the driver’s seat, we ponder the transformative forces at play, and how it will shape the forward movement of humankind
Words by Karan Karayi
To move forward is the ceaseless mantra of humankind, and it has been so since time immemorial. Today, perhaps more than at any other point in the history of humankind, we are witnessing a slew of innovations reshaping the future of mobility as we know it, or never have. Across startups and traditional OEMs, some of the sharpest minds are looking to push the boundaries of possibilities.
However, as Indians everywhere would loudly attest, having a 1.4 billion strong population (and counting) comes with its own unique set of challenges, chief among which are congested cities. With approx. 1.45 billion cars to be found across the world, one might imagine India’s per capita car penetration would be strong, but you’d be wrong. India’s car penetration is less than 35 per thousand in 2023, which is less than half the average for emerging markets. By comparison, there are 868 vehicles per 1,000 capita in the United States, 635 in Norway, 391 in Mexico, and 219 in China.
However, according to TomTom Traffic Index data on the time wasted in rush hour traffic in 390 major urban areas worldwide, India has two cities in the top 10 most congested cities in the world, as measured by time wasted in rush hour traffic (slow clap for Bengaluru and Mumbai). Ralf-Peter Schäfer, Vice President of traffic at TomTom, explains that the fundamental problem is that “too many people want to drive at the same time in the road network”. With a growing numbers of cars on the road and a lack of public transport infrastructure, “If you don’t make a massive investment in transit [systems], then the consequences are higher congestion,” he adds.
While a conscious effort is being made to move away from the legacy of privately owned vehicles towards public transportation or shared mobility options, it is not one that will be swift. This can be seen in the enduring popularity of four and two-wheelers of all stripes owned across India.
Trends to keep an eye on
Change can often be a funny thing. Sometimes, it can be upon us in a flash, becoming commonplace before we know it. At other times, it takes years to take root, and before we realise it, the world as we know it is altered.
The events of the last few years encapsulate both of these characteristics of change amply. The pandemic made us realise just how problematic commuting (especially in urban areas) detracted from the overall quality of life, with many being open to the idea of greater flexibility and peace of mind in the manner in which they get around.
The rise of micromobility
Unless you’ve been living under a rock, you’ve no doubt noticed the surge of two-wheelers dotting the Indian landscape. Expect this to grow unabated; according to a report by CRISIL, two-wheeler sales are expected to grow more rapidly than all other automobile categories between 2023 and 2028, at a CAGR of 9% to 11%, ultimately reaching a total of 25.9 million to 26.1 million units during this period. By FY32, sales are expected to nearly double to 30.7-30.9 million units from 16.3 million units in FY23. Put it down to buoyant consumer sentiments and rising disposable incomes, as also a desire for more flexible and palatable mobility options.
Electric mobility on a charge
The biggest beneficiary of the small-is-big switch in mentality has been the EV two-wheeler space, which has come to life in the last few years. Studies by equity research firm Elara Capital showed that the average monthly registration rate for electric two-wheelers for the first half of 2023-24 stood at 66,600 units, a figure that represents an upward swing after the blip brought about by the government slashing subsidies on electric two-wheelers. In comparison, the average monthly registration rate for all of 2022-23 was slightly lower at 60,500 units.
“Electric two-wheeler volumes continue to see a steady improvement. We expect this contribution to inch up further in H2 this fiscal and in FY25 as companies launch models at a competitive price to offset the subsidy reduction impact, and by reducing the battery capacity and implementing cost reduction measures from suppliers to benefit from scale,” said Jay Kale, an analyst at Elara Capital.
Autonomous mobility, the new norm
With the advent of technologies such as Artificial Intelligence, Machine Learning, computer vision, and robotics, autonomous mobility is no longer in the realm of science fiction. We’ve already seen these technologies start to become mainstream, and it will continue to be so as our understanding of its application and expertise in the underlying technology grows. This will allow vehicles to reliably navigate even complex environments with great accuracy and minimal human intervention, thus ensuring convenience and comfort without compromising on safety.
Currently, most vehicles sold with autonomous capabilities in India and the globe come with Level 2 or Level 3 ADAS features. This means the vehicle can self-adjust speed, brake when necessary, and even switch lanes, but the “driver” must periodically have his or her hand on the steering wheel for rapid intervention if needed. In time, Level 4 (being able to operate without driver input in most situations) will be commonplace, with the aim being to create Level 5 (or fully autonomous) vehicles.
And it’s not just autonomous mobility; expect these advances to also impact consumer-oriented products and services, such as self-driving delivery services, drones, and ride-sharing apps with autonomous capabilities, as we can already see happening in the Western world.
The unstoppable march of technology
It’s not just AI either; a motley cocktail of digital technologies are making an intoxicating case for cars as computers on wheels. A mix of the ubiquity of 5G, advanced robotics and cobots, the cloud, and edge computing are reshaping the dynamics of the automotive industry. From powering pre-sales, to monitoring manufacturing quality, streamlining the purchase process, and more, technology is equipping industries with an array of functionalities to drive data-driven decision-making and deliver incredible value. Suddenly, the whole idea of vehicles as software on the move isn’t that far-fetched an idea.
Together, these changes are painting a picture of change that is rooted in being smart, sustainable, efficient, and forward-thinking. Straddling the new-age and the traditional, these opportunities across the mobility landscape offer the chance to dive headlong into a brave new world with great velocity, and it is one that must be focused on with great intent. |
www_smartcompany_com_au_technology_web-2-0s-bold-pioneers_ | innovation | SIMILARITY: 0.4199
Web 2.0 is shaping up as the internet’s Next Big Thing, but who are the entrepreneurs blazing the trail? We went looking. By MIKE PRESTON and JACQUI WALKER
By Mike Preston and Jacqui Walker
Who are Australia’s emerging Web 2.0 entrepreneurs, taking on the world with clever new business models for the interactive internet in which users generate the content and site-owners just build the tools?
SmartCompany set out to find the top eight emerging Web 2.0 businesses and their creators. We discovered that most are yet to make a profit. Some haven’t made any revenue and one hasn’t even worked out a business model that will make money!
But their founders are young, technology savvy and globally ambitious. They have managed to convince their investors they have a great idea with potential. Many are hoping to scale up their operations by licensing their technology to others.
But it’s early days. These Web 2.0 companies are relatively cheap to start and venture capital companies with pockets bulging are looking for the next big thing. It is a great time to be starting a new site.
They are all focused on a global market. Just as well. Mike Canon-Brookes is co-founder and CEO of Atlassian, a fast-growing software company that sells wikis to enterprises and turned over about $20 million in 2006-07. Atlassian is one of the few Australian Web 2.0 companies that is making money.
He says Australian Web 2.0 companies must aim to be global to succeed. “You are really going struggle to build a Web 2.0 company in Australia if you’re just going for an Australian audience.”
Some of our Web 2.0 entrepreneurs may be spectacularly successful like YouTube and Facebook but most will sink without a trace. Here are eight emerging Australian Web 2.0 businesses fighting to get ahead.
Minti
Founders: Matthew Macfarlane, Clay Cook and Rachel Cook. They remain controlling shareholders in Minti’s parent company, VibeCapital.
Established: Minti went live in March 2006.
Revenue/profit 2006-07: Not telling, but chief executive Matthew Macfarlane says he expects to be become profitable next year.
What is it? Minti is an advice and discussion forum for parents. Parents who are registered on the site contribute and respond to content, rank advice other parents have posted and meet and talk online with other parents.
Global or local? About 40% of Minti’s 6000 daily unique visitors come from Australia, 40% from the US and 20% from the rest of the world. Macfarlane says Vibe Capital’s outlook and focus is global.
How does it make money? Minti is built on an advertising model, but Macfarlane says the big earner for Vibe Capital will be charging third parties for a license to use its “advice-o-pedia” website engine.
Where is it going? Vibe has sold three licences to its technology and two weeks ago launched its second website, a site for DIY renovators called refurber.com. Macfarlane says they also recently landed their biggest licensing deal to date with a yet-to-be-revealed Silicon Valley company that averages 30 million page views per month.
What are its chances? Macfarlane says Vibe Capital’s ranked advice model does not have any competitors, although sites such as Yahoo Answers and About.com are in that space. Parenting site Minti counts mumspace.net, parentsconnect.com and clubmom.com as competitors.
Booking Angel
Founders: Dean McEvoy and David Watson
Established: Eatability.com, the first restaurant rating website incorporating Booking Angel, went live in early 2005.
Revenue/profit 2006-07: Not telling, but McEvoy says Booking Angel made a small profit in 2006-07.
What is it? Booking Angel enables instant confirmation on online restaurant reservations. Its software, which is hosted on restaurant’s sites and review sites, converts online reservations into an instant voice message that is delivered over the phone to the restaurant. The restaurant can confirm or reject the booking or suggest an alternative time by using the telephone keypad, with the response instantly communicated to the booker.
Global or local? Booking Angel is currently only being used to make bookings in restaurants in Australia but the technology is patented around the world. McEvoy says he is exploring options for overseas expansion.
How does it make money? Booking Angel charges a small fee for embedding its software on restaurant and review sites and then receives a payment for each booking made – $5.90 for bookings through a review site and $1 for bookings through a restaurant’s own site.
Where is it going? McEvoy has raised some capital from unnamed investors to back expansion into the US, and says he has received offers to license the technology in Croatia and China. They are also looking at expanding into other appointment based industries such as health care. McEvoy says he wants to have a third of the Australian restaurant market signed up in two years, an achievement that he says would provide Booking Angel with a revenue stream of more than $3 million.
What are its chances? Booking Angel seated over 20,000 people in Australian restaurants last year and, according to McEvoy, has no direct competitors. A somewhat similar technology that may emerge as a competitor to Booking Angel is Google Click-to-Call.
Tangler
Founder: Martin Wells, the current chief executive and part owner with investors from Europe, the US and Hong Kong.
Established: A beta version of Tangler went live in April 2007.
Revenue/profit 2006-07: Tangler is still in its development phase and is yet to earn revenue.
What is it? Tangler hosts networked and searchable discussion forums on a huge range of topics that readers can use in real time or by delayed posts. Readers can incorporate audio and video in their posts and use an instant notification function to be immediately informed of new contributions to nominated forums. “We try to make online forums that are sexy, fast, colourful and networked to enable discussion to take place in a much richer way,” Tangler’s Mick Liubinskas says.
Global or local? Global focus – Tangler has offices in Sydney and Mountain View, the home of Google in California.
How does it make money? Tangler plans to operate on a mixed business model combining contextual advertising in its forums and partnerships with big companies that will use their technology to facilitate discussion within their own businesses.
Where is it going? Tangler plans to release a widget early next month that will allow people to access and participate in Tangler discussion groups from online platforms such as MySpace and Facebook.
What are its chances? Although it is still in beta, Tangler has 1000 individual discussion groups. But Tangler faces fierce competition from many thousands of topic or identity based discussion forums already online.
RedBubble.com
Founders: Peter Styles, Martin Hosking and Paul Vanzella, who continue hold a majority interest.
Established: Went online for private viewing in November 2006 and live to the public on 2 February 2007.
Revenue/profit 2006-07: Not telling. Styles says the business should become cash flow positive in 2008.
Global or local? “Absolutely global from day one,” Styles says. RedBubble recently launched multi-currency purchase facility to better enable international transactions.
What is it? RedBubble is an online art gallery and sales portal and a networking and discussion site for artists and designers. When visitors to the site purchase an image or design, RedBubble arranges for the manufacture of the physical product by printing on to a variety of media from framed canvases to greeting cards.
How does it make money? RedBubble charges artists a base price for each image sold, which varies depending on the cost of the materials required to make the physical artwork, and then forwards to remaining proceeds to the artist.
Where is it going? Aspires to be the leading online art gallery of its kind in the world. “We are determined to create an Australian brand that is known around the world,” Styles says.
What are its chances? RedBubble currently has close to 7000 registered member artists, has about 60,000 images for sale, and is growing both at the rate of 75% a month, according to Styles. However, the site has a major competitor in its niche, the slightly more youth-oriented deviantart.com.
PerthNorg
Founder: Bronwen Clune, chief executive.
Established: PerthNorg went live in August 2006.
Revenue/profit 2006-07: Clune won’t talk about PerthNorg’s revenue or that of its parent company NorgMedia. “Our focus at the moment is growing our community and getting the platform right,” Clune says.
What is it? PerthNorg (‘Norg’ is a contraction of News Organisation) is a community-driven news site for people in Perth. Registered users to the site, called Cit Js, contribute content and respond to stories. The more popular the story, the higher its profile on PerthNorg.
Global or local? “We consider ourselves a global company working in local news markets,” Clune says. Norg Media has plans for community news sites in other Australian cities and overseas cities “where we think we can add something,” she says.
How does it make money? NorgMedia plans to earn income through advertising and by building commercial sites for companies interested in using its website model as an internal communications tool. Clune says the local focus of sites such as PerthNorg means it can charge a premium to advertisers seeking to access particular geographical markets.
Where is it going? The next steps for NorgMedia are SydneyNorg and MelbourneNorg, which, Clune says, will be launched within three months. There are also plans for a vertically integrated site, focused on a product or idea rather than a geographical location, using the Norg web model in the near future. Clune is currently looking to raise about $500,000 to grow faster.
What are its chances? PerthNorg has almost 1000 registered Cit Js, and has grown purely from word-of-mouth referrals. It faces competition from conventional media and must show that geographically defined communities can work online.
3eep
Founders: Rob Antulov and Nic Gronios
Established: Went live in March 2007
Revenue/profit 2006-07: Not telling, but co-founder Antulov says 3eep is still in beta mode and is not currently profitable.
What is it? 3eep is a sport-oriented social network that sports players, fans and administrators can use to chat, post content, share audio or video, organise events and send team messages about things such as fixtures and training times.
Global or local? Sydney-based but with global aspirations. “We know for a Web 2.0 company to be successful you have to go global very quickly,” Antulov says. 3eep’s user base is overwhelmingly Australian but Antulov says they are very close to signing a deal to licence the technology behind the 3eep platform internationally.
How does it make money? The 3eep business model is advertising and sponsorship-based, but down the track they are looking at offering premium services that users would pay for, classified advertising and content syndication.
Where is it going? Still early days, but growth in Australian and internationally is the key. Antulov says rapid expansion will be important so that 3eep is as close to first mover in its target markets as possible.
What are its chances? In Australia, Antulov says 3eep’s key competitors are team management software packages and text messages, which is the method most teams currently use to communicate. Internationally, 3eep faces competition from the likes of tackle.com in the US and isporty.com in the UK.
Remember the milk
Founders: Emily Boyd and Omar Kilani
Established: October 2005
Revenue/profit 200607: No revenue in 2006-07
What is it? Web based task management software – in simple terms, an online to-do list that can be integrated a variety of platforms such as Google and that can be tailored to send the user reminder messages through SMS, email or instant messenger.
Global or local? Global – co-founder Kilani says Remember the Milk has users around the world and is particularly popular in Japan.
How does it make money? Kilani says Remember the Milk doesn’t have a business model at the moment and says while they intend to monetise the site, they do not have a concrete plan about how they will do that at this stage. In the meantime, Remember the Milk is being funded by Kilani and Boyd.
Where is it going? At the moment Remember the Milk is focused on expanding the user base and making the software compatible with as many different interfaces as possible – Twitter.com is a recent addition. Kilani says there is only one main competitor for Remember the Milk, but it is a doozy – Microsoft, through the task management functions in Outlook and Word.
What are its chances? Remember the Milk already has more than 250,000 users and has established a genuinely global user base. But it is not making any money. The challenge will be to concoct and implement a business model that works.
Scouta
Founders: Richard Giles and Graeme Sutherland
Established: Site went live in February 2007
Revenue/profit 2006-07: No revenue yet, but plans to have some revenue by the end of 2007 and become profitable within three years.
What is it? Scouta is a content aggregation and recommendation site. Users can post and recommend their favourite online content from the written word to YouTube and MySpace videos and podcasts.
Global or local? Global – it is all about recommending online content, which itself is global in nature.
How does it make money? Scouta will try to license its content to businesses who wish to include recommendations on their site. Scouta chief executive Richard Giles says companies will be able to choose to have recommendations relating to products in their category on their site or just in relation to products they sell. Advertising will provide a secondary revenue stream.
Where is it going? Scouta is about to launch an iTunes client, which allow Scouta users to interact through the iPod, Appletv and iPhone. As the line between online content and television/radio blurs, Scouta plans to become a comprehensive media recommendation site.
What are its chances? Scouta has competitors in particular content niches and also from the well-known aggregators such as Digg and De.lic.ious, although they differ in their ability to embed video or facilitate user interaction. Established recommendation based music services such as iLike and Last.fm loom as key competitors. |
blog_videate_io_tag_videate_page_2 | innovation | SIMILARITY: 0.4143
Automated Screenshots
Sometimes it’s quite amazing to learn that small things can make a huge difference when you build a new product. When Videate was founded, the...
Sometimes it’s quite amazing to learn that small things can make a huge difference when you build a new product. When Videate was founded, the...
Videate supports a number of document formats to help you automate the video production process. You can start with a Word or Google doc, or use... |
luvthefilm_com_author_holly | innovation | SIMILARITY: 0.4278
Net Growth ITS Tech World
It’s no doubt that the Internet and the social media are highly effective devices for
It’s no doubt that the Internet and the social media are highly effective devices for
Information Pty Limited Copyright © 2019. Jika perusahaan Anda melakukan sistem bisnis ke bisnis (B2B),
Computer programs technologists solve computer-related issues for companies, authorities businesses, utilities, law enforcement companies, health
This week we’ve learnt that extra time around the globe was spent consuming digital than
What is Computer : Computer is an electronic gadget that is designed to work with
TUT’s new promotional video titled Analysis is the key to the long run” takes you
TUT’s new promotional video titled Research is the important thing to the long run” takes
Lean manufacturing has dramatically reshaped the roles of enterprise engineers over the past decade. Nilai
TUT’s new promotional video titled Evaluation is the vital thing to the long run” takes
For frequent travellers, especially those covering long distances on highways, convenience is paramount. One of |
journalsajsse_com_index_php_SAJSSE_article_view_879 | innovation | SIMILARITY: 0.4337
Exploring Innovative Thinking Skills Among SME Owners in South Africa: Implications for Business Longevity
Sphesihle Ndlela *
Universität Siegen, Siegen, Germany.
Neil Barnes
MANCOSA, Durban, South Africa.
*Author to whom correspondence should be addressed.
Abstract
Aims: According to the SME South Africa study conducted in 2018, the survival rate of South African Small medium enterprises (SME) is low. The country’s policymakers have become increasingly aware of the need to support the cultivation and growth of resilient, innovative and agile entrepreneurs as can be seen in the National Integrated Small Enterprise Development (NISED) Masterplan. In addition, employees in innovative organizations are more likely to share knowledge to contribute to the improvement of organizational performance, as such environments require high levels of innovative activity. Therefore, the study aimed to assess the level of innovative thinking skills among SME owners in South Africa's construction and manufacturing industries and explore its impact on SME longevity.
Study Design: The study employed a descriptive quantitative design, focusing on 204 SME owners from the construction and manufacturing industries in South Africa, selected via quota sampling. Data was collected through an anonymous online questionnaire, which assessed the participants' levels of innovative thinking. The analysis, conducted using Python software, aimed to determine the prevalence of these skills and their implications for the longevity of SMEs.
Place and Duration of Study: The study was conducted in South Africa, focusing on the construction and manufacturing industries. The data collection and analysis took place over a period of two years June 2020 and July 2022.
Methodology: The study employed a descriptive quantitative approach, using quota sampling to select 204 SME owners from the construction and manufacturing industries in South Africa. Data was gathered through an anonymous online questionnaire and analyzed using Python software to assess innovative thinking levels. Python was selected for descriptive statistics due to its robust and mature libraries like Pandas and NumPy, which facilitate efficient data manipulation and analysis. It ensures consistency and reproducibility in research workflows.
Results: The results indicated that SME owners in both the construction and manufacturing sectors exhibited moderate levels of innovative thinking. This suggests that while innovative thinking is present, there is potential for further development to enhance SMEs' competitive edge and long-term viability.
Conclusion: The study concludes that while SME owners in South Africa demonstrate moderate levels of innovative thinking, there is significant room for improvement. Enhancing these skills could play a crucial role in boosting the competitive advantage and sustainability of SMEs. It is recommended that SME owners integrate innovative thinking more deeply into their management practices to effectively navigate complex challenges.
Keywords: Managerial cognitive ability, innovative thinking, SME management, longevity, competency, entrepreneurial skills, management |
ebn_eu_become-a-member_ | innovation | SIMILARITY: 0.4636
Our pan-European, global ecosystem brings together a wide variety of business innovation stakeholders from Government Organisations, Incubators, Accelerators, Chambers of Commerce, Universities and Business Schools, Corporates and Investors, and Clusters and Innovation Parks.
Led by EBN, the EU|BIC community finds, create and participate in relevant opportunities committed to the accelerating of both your and your client companies’ journey. |
www_verdantix_com_insights_webinars_who-are-the-smart-innovators-in-the-emerging-hybrid-workplace-so | innovation | SIMILARITY: 0.4259
Who Are The Smart Innovators In The Emerging Hybrid Workplace Software Market?
Who Are The Smart Innovators In The Emerging Hybrid Workplace Software Market?
Thursday, May 05, 2022
This webinar is based on a qualitative assessment of over 50 vendors and how they have innovated to keep new customer needs as the role of the physical workplace declines.
You should attend if you are a corporate looking to better understand how such software can help you address the challenges of the new world of work, such as enabling collaboration, support talent retention aims and keeping the office environment healthy.
Verdantix webinar access is made available to Verdantix research subscription clients based on the number of user licenses at the firm. A number of complimentary registrations are available to non-clients which are approved at Verdantix discretion. Confirmation of attendance will be sent via email 2 days prior to the event. |
theripplesguy_com_ripples-558-seizing-opportunities_ | innovation | SIMILARITY: 0.4039
Ripples #558: Seizing Opportunities!
Monday, Feb 1, 2010
The Ripples Project is a tribe of 24,189
who believe tiny actions create big possibilities
PEBBLE
Boldness rewards those who know how to seize their opportunities. -Marcel
Proust, submitted by Taylor W. Wauwatosa WI
_
BOULDER
We are all inventors, each sailing out on a voyage of discovery, guided
each by a private chart, of which there is no duplicate. The world is all
gates, all opportunities. -Ralph Waldo Emerson, submitted by Kelly L.,
Boston MA
PONDER
After a brief yet fun-filled journey to the Canadian Province of Alberta
for the Western Canadian Campus Recreation Conference, I am writing this
ponder on the flight home to my dog, my sweetie, and my own sweet bed.
I had some time on this trip to dive into Seth Godin’s new book “Linchpin:
Are you Indispensable?” As always, his provocative perspective and informal
writing style invite me to challenge how I think, feel, and behave in my
training business and beyond. I recommend it to anyone who might be ready
to seize new opportunities!
I hope you create the time and energy to claim the rewards of your boldness
this week!
Peace,
Paul |
officechai_com_ai_ai-will-require-rewriting-of-social-contracts-openai-ceo-sam-altman_ | innovation | SIMILARITY: 0.4734
AI is not only bringing with itself great technological change, but it appears that it will also change society as a whole.
OpenAI CEO Sam Altman says that AI could end up changing the whole structure of society. ”AI does more to help the poorest people than the richest people,” he said. “(This) is a huge part of why we want to built these tools. I think technology does a great deal to lift the world to more abundance and to better prosperity,” he said in an interview.
“I still expect — and this is over a long period of time, this is not a like next year or, you know, the year after that kind of thing — but over a long period of time, I still expect that there will be some change required to the social contract. Given how powerful we expect this technology to be,” he said in an interview.
“I’m not a believer that there won’t be any jobs (after AI). I think we always find new things to do, but I do think like the whole structure of society itself will be up for some degree of debate and reconfiguration,” he added.
Altman didn’t specify what social changes could be brought about by AI. But one factor that might play a role in reshaping society is how white collar jobs might end up being disrupted by AI — over the last few months, it’s become apparent that most jobs in coding, medicine, law, and even creative fields like movie scriptwriting could end up being made redundant by AI systems. These are some of the highest paid professions in the world, and could quickly lose their relevance in the coming years. On the other hand, it might be a while before AI disrupts blue-collar jobs like plumbing, carpentry and construction, so it’s possible that in the near term, the social value of blue-collar and white-collar jobs could flip, and blue-collar jobs could end up being paid a lot better than white-collar ones.
But AI is also making rapid advances in robotics, so it’s not inconceivable that at some point in the future, AI will be able to perform blue-collar jobs better than humans too. At that point, AI systems will be better than humans at all tasks, and this could again change the social order. It might require humans to get some sort of Universal Basic Income, which Altman has himself proposed, and the determining of who all is eligible for this income and who’ll get how much could also require a re-understanding of our existing social contracts. Thus far, humans were the apex predator on the food chain because they were more intelligent than every creature on earth. And losing that spot by creating a new species that is more intelligent than themselves could end up having profound changes in how humans deal with each other — and the rest of society as a whole. |
benjamincasteillo_medium_com_achieving-sustainability-a-call-to-redefine-our-global-economic-model-8 | innovation | SIMILARITY: 0.4066
Achieving Sustainability: A Call to Redefine Our Global Economic Model.
We will not resolve our sustainability problems with the same economic thinking that has created them.
After 10 years working in the corporate sector as a senior management and expert consultant, I have lost complete faith in the current economic paradigm’s ability to resolve the sustainability crisis it has caused.
Here are some of the reasons:
1- Improving social and environmental conditions is expensive, it generally means an increase in cost and a loss of profitability. It can be done on niche markets but not at the needed scale.
2- Exploitation is incentivized, regeneration isn’t. Eg: a dead fish on the market has market value, not a live fish in the ocean. So people are incentivized to exploit natural resources, not to let them regenerate. It logically ends up with planetary overshoot and a global-scale tragedy of the commons — what is happening today.
3- All economic actors are in competition for short-term profits, unlimited accumulation of capital, and growth. The most competitive actors are generally those who come with a high social and environmental footprint. Competition dominates, and collaboration is marginalized.
4- Profits/ money over everything: ultimately, the market economy only selects profitable solutions. Yet what we should do, such as stopping single-use plastics and overall reduction of consumption and waste is not profitable. Hence it is not done.
5- A thriving society is bad for the economy. A contented population is bad for consumerism. A healthy population is bad for the pharma industry. World peace is bad for the military-industrial complex. No financial debt is bad for banking etc. Decisively resolving our real-world problems would be catastrophic for GDP and the current economy.
Etc. etc.
I am not saying that we should not use the current economic models to design solutions, or that we should have a state-controlled communist dictatorship.
My point is that if we are serious about achieving a regenerative transition, we need to give time and space to consider, develop, and support new economic paradigms that are thought to respond to the great challenge of our times, such as:
- Degrowth Economy: abandoned GDP growth and focus on key social, ecological, and economic metrics.
- Well-being Economy: an economy designed to serve people and the planet, not the other way around.
- Doughnut Economy: an economy designed to respect social and ecological boundaries.
- Regenerative Economy: moving away from extractive business models and unlocking the potential for positive contributions to nature and society.
Embarking on this journey provides us with a chance to reassess our values and priorities, breaking free from the obsolete norms of our prevailing consumerist model. It’s a reconnection with our creative power, enabling us to redesign systems crafted for the challenges of a bygone era. This conscious transformation of our society is pivotal for unlocking new potential for the human species.
Let’s keep learning and acting together toward the future our hearts know is possible.
P.S: That message was posted on a large WhatsApp “sustainable business” group. It was deleted and it got me expelled from the group. By luck, I was able to save it. I believe it would be a pity to see it go to waste. |
occasionservicesevents_com_blog | innovation | SIMILARITY: 0.4269
Latest Trends in Technology The world of innovative technology trends is ever-evolving, with artificial intelligence (AI) and machine learning at its forefront. These technologies are[…]
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Latest Trends in Technology The world of innovative technology trends is ever-evolving, with artificial intelligence (AI) and machine learning at its forefront. These technologies are[…]
Eco-Friendly Fashion Practices Eco-Friendly Fashion involves the use of materials and production methods that reduce environmental impact. Sustainable practices are vital for a green wardrobe,[…]
Eco-Friendly Fashion Practices Eco-Friendly Fashion involves the use of materials and production methods that reduce environmental impact. Sustainable practices are vital for a green wardrobe,[…]
Eco-Friendly Fashion Practices Eco-Friendly Fashion involves the use of materials and production methods that reduce environmental impact. Sustainable practices are vital for a green wardrobe,[…] |
www_mckinsey_com_capabilities_mckinsey-digital_our-insights_buy-and-scale-how-incumbents-can-use-m-a | innovation | SIMILARITY: 0.4252
Most CEOs recognize that business building is fundamental to success. McKinsey’s annual new-business building survey shows that executives expect new products, new services, and new businesses to deliver almost 30 percent of their revenues by 2027.1
In line with that goal, business leaders report that their companies are currently building 50 percent more new businesses per year than they did two to five years ago.2 But as effective as building new businesses through internal innovation and organic growth can be, it’s often not sufficient for companies pursuing ambitious growth agendas.3 Instead, these companies could take a lesson from digital disruptors and embark on a series of well-considered acquisitions.
Large companies are no strangers to the benefits of M&A, but their focus tends to be on acquiring one or two businesses to leverage economies of scale and capture cost synergies. Digital disruptors, however, acquire many more companies to accelerate their growth, a strategy that has proven successful. Companies that make, on average, more than five deals per year grow at double the rate of companies that only selectively pursue M&A. They also spend 38 percent less on each acquisition deal,4 allowing them to pursue a more programmatic approach: building a portfolio of companies that help them scale rather than going all out for one or two big targets.
One of the compelling advantages of this programmatic “buy and scale” approach to M&A is that it can succeed even under seemingly adverse conditions. According to our research, the businesses that perform best are those that defy conventional wisdom and embark on bold M&A moves regardless of economic downturns.5 And as valuations have come down from their lofty heights, costs per acquisition are coming down, too. Start-ups with great talent and intellectual property (IP) are more open to acquisitions again.6
How incumbents can make buy and scale work for them
In our experience, successful buy-and-scale efforts have five things in common.
1. A broad range of M&A goals based on a clear strategy
Digital disruptors undertake acquisitions for four reasons, each dictated by clear strategic objectives (Exhibit 1).
- Tech- and IP-driven acquisition. Buying a start-up to obtain access to and control over critical technologies and IP can accelerate time to market for new businesses, especially in emerging fields such as cleantech.
- Acqui-hiring. By acquiring a business for its talent, incumbents can bypass time-consuming and costly recruitment and onboarding processes, gaining immediate access to a seasoned team with relevant capabilities who can hit the ground running, and thus reducing release times for new products and businesses by months.
- Product expansion. Incumbents that add complementary elements to their core products, such as digital services to hardware, help to create fuller ecosystem offerings that can drive growth.7
- Regional expansion. Entering a market by acquiring a local company gives incumbents access to the local infrastructure, supply chain, and customers, speeding up time to market.
Would you like to learn more about how to boost your business with Leap by McKinsey?
2. Governance structures to manage a portfolio of start-ups
Companies following a buy-and-scale approach typically establish a growth management office (GMO), an agile, growth-focused version of the IMO (integration management office) often used to manage acquisitions. In McKinsey’s latest survey on new-business building, most of the respondents who met or exceeded their revenue goals had in place formal governance structures, realistic expectations for required investments, and timelines to profitability.8
A typical GMO has three main tasks:
- The first is to define the strategy and scope of an integration well in advance of closing the deal.
- Second is to make the most of the acquisition’s unique assets, such as rapid innovation or fast growth, while protecting the incumbent’s core business. At one engineering firm, the GMO established a regime in which the acquired start-up had to comply with the incumbent’s supplier and security standards to mitigate reputational and legal risk but was free to maintain its own policies in matters such as hiring and the tech stack.
- Third is to define the respective responsibilities of the start-up and the incumbent and the interfaces between them. Some incumbents nominate a senior sponsor, often a board member, to manage communications with the start-up to help maintain its dynamism. They also offer incentives to their in-house teams to support the start-up, such as quotas for selling its products and services.
Once an acquisition is under way, the GMO sets up a lean M&A squad team to manage it, typically consisting of the senior business leader who drove the deal plus two or three working members. To get the effort off to the best start, functional and business experts from the incumbent spend time at the target to gain a deep understanding of its structure, assets, and needs.
3. Incentives tied to clear KPIs
Aligning incentives across the incumbent and start-up is critical in creating transparency on expectations for the path ahead. Road maps with clearly defined milestones and deliverables—such as revenue or customer targets or completion of a product-development stage—provide a mechanism for releasing additional funds and triggering bonus payments. Employee motivation and retention can be boosted through a range of measures tied to organizational goals, such as stock ownership plans. This approach requires the incumbent to develop a set of standards on bonuses, stock ownership plans, incentives, and performance management, which will be invaluable in getting alignment with the board and creating a consistent framework for integrating future acquired start-ups.
When one European cleantech company acquired several small businesses, for example, it offered their founders and executives vested equity in the newly merged entity to motivate them to continue to push for growth under the new ownership.
4. Retention of the start-up’s entrepreneurial drive and culture
When the primary purpose of M&A is to grow a start-up, the acquirer must curb any tendency to overcontrol the target, instead taking steps to uphold the acquisition’s entrepreneurial drive and decisiveness. Among mergers that take this approach, 72 percent avoid the typical first-year revenue dip.9 They do so by ensuring that the start-up’s leaders retain full decision-making authority in recruiting, product development, and other key areas, such as keeping office locations separate and dedicating each employee to either the incumbent or the start-up, with no overlapping responsibilities.
Since the value lies in accelerating the startup’s growth momentum rather than capturing cost synergies, they don’t attempt to integrate complex systems. McKinsey research shows that growth businesses that are separated from the incumbent’s core IT, marketing, data, and analytics functions and processes are significantly more likely to exceed growth expectations than those that are not.10 At a portfolio scale, this approach also simplifies integrations and allows the start-ups to move quickly. However, the incumbent will need to establish standards, such as APIs, so that start-ups can integrate with each other as needed. These standards can vary depending on the needed depth of integrations, and the incumbent will need to review them often to ensure that they have systems in place to support scale and mutual benefit for the acquired businesses.
This separation of functions can take many different forms. For instance, when a global car manufacturer acquired a Silicon Valley start-up, it stipulated that operational requests from the parent company must be routed via its CEO so that tech talent could stay focused on the job at hand and not be flooded with unnecessary daily challenges.
Cultural fit is critical to the success of an integration, according to 95 percent of executives in a McKinsey survey.11 Similarly, 25 percent of survey respondents cited a lack of cultural alignment as the primary reason for integration failure. Poor cultural cohesion can have a detrimental effect on retention rates, as Niklas Östberg, CEO of Delivery Hero, points out: “Younger companies often employ a young workforce who are quick to jump to the next company if they don’t like the new direction.”12 Our experience suggests that if a company has retained more than half of the new talent three years after an acquisition, that counts as a big success. To keep employees on board, incumbents need to show sensitivity and respect for cultural differences.
New-business building in 2022: Driving growth in volatile times
5. Start-up access to incumbent’s assets
In successful buy-and-scale efforts, incumbents deploy their own assets—sales force, customer base, brand, capital, scale, knowledge, and so on—to accelerate an acquisition’s growth. They don’t wait until the deal is done to define the nature of the collaboration but use the acquisition contract to specify how the start-up will access the acquirer’s five core assets:
- Customers: sales quotas to ensure the startup’s products and services benefit from the incumbent’s access to customers and are sold and distributed effectively alongside its own offerings
- IP and technology infrastructure: APIs and log-in tools to enable the start-up to connect with the incumbent’s IT systems, especially access to scalable infrastructure and unique IP such as tools and algorithms (while remaining free to maintain its own tech stack)
- Purchasing: dedicated representatives in the procurement department to give the start-up more bargaining clout and reduce sourcing costs
- Operations and manufacturing: dedicated machines or production slots in manufacturing plants to ease any start-up production bottlenecks
- Global footprint and legal support: standardized service-level agreements that take advantage of the incumbent’s legal resources to enable, for example, faster international expansion by navigating the different jurisdictions across regions
Sharing financial assets can be critical, too. Many incumbents provide working capital or funds for business building to help start-ups access low-cost capital and skip funding stages.
Developing buy and scale as a strategic muscle
Top companies look at M&A as an innovation engine.13 With this approach, M&A becomes a powerful means of competitive differentiation as acquirers build organizational capabilities and establish best practices across all stages of the M&A process.14 Successful acquirers build their M&A muscle by constantly identifying, pursuing, and integrating high-potential targets and embedding this capability in their business strategy. Such an effort works best when a company takes the following two steps.
Set up a venture-building board to oversee all new business and growth initiatives
A venture-building board should be made up of members from in-house strategy, innovation, and M&A teams; a venture-capital investor with an objective view of the business; and external experts to fill any knowledge gaps.15 This board typically meets monthly to review and approve budgets for new businesses launched by the incumbent (which are presented by representatives from the in-house incubator or accelerator) and to assess and approve M&A opportunities (presented by the GMO) (Exhibit 2).
The GMO is in constant contact with the internal incubator or accelerator team that focuses on organic growth initiatives and what the company needs to accelerate them (talent, technology, IP, market access, or other assets), so that it can seek out acquisitions that provide these elements. One key requirement of the venture-building board is to ensure that M&A activities support the business’s overall strategic objectives and are complementary assets to the new businesses that the incumbent itself has launched.
Create deal-management tools
Successful companies create tools that the GMO can use to identify targets, assess their potential for accelerating growth initiatives, and help inform decisions on whether to acquire them. To identify targets, successful acquirers use tools that automatically scan databases such as patent registers, commercial registers, GitHub, and LinkedIn for possible deals in line with specific criteria. To assess a target’s potential fit, they score it against criteria such as how many developers it has (for acqui-hiring) or how many regions and customers it covers (for international expansion). And to help with decisions to invest, they use predictive models that evaluate factors such as team experience (professional and educational), funding (including the presence of anchor investors), digital footprint (through web traffic and semantic analyses of keywords), and financial data (drawn from company reports and press statements).
At one international consumer goods company, the venture-building board meets monthly to assess, prioritize, and make funding decisions for new growth opportunities, both M&A and organic.16 It evaluates potential targets and new-business-building ventures via an “opportunity funnel” that extends from idea sourcing to opportunity identification, prioritization, diligence, action, and portfolio management. Taking this approach, the company has built an engine that is able to successfully manage up to ten acquisitions per year to drive growth.
We see other companies taking a slightly different approach—for example, keeping a list of potential acquisition candidates that are prioritized by the GMO and reaching out to cultivate them for fit and a possible deal. Once a deal is approved, the GMO sets up a dedicated M&A squad to take responsibility for every stage of the acquisition, from due diligence to integration.
For approaches like these to work, senior leaders need to carve out blocks of time to cultivate targets and develop long-term relationships that may eventually lead to acquisition.
Strategic M&A is a catalyst for growth. That doesn’t mean making one big game-changing acquisition. Rather, it means pursuing frequent small acquisitions that fuel innovation across multiple areas and support in-house businessbuilding efforts in line with corporate growth objectives. |
ignite-group_com_news_leading-rd-tax-credit-and-grant-advisory-and-software-provider-vindsubsidies-r | innovation | SIMILARITY: 0.4269
Deventer, May 15, 2024 – leading pure-play R&D tax credit and grant advisory and software provider, Vindsubsidies, is unveiling its new company rebrand, marking the significant progress on international expansion and strong organic and inorganic growth. Proud to partner with entrepreneurs, education institutions, large enterprise and governments, Ignite Group is building toward its vision to be the category-leading, AI -powered advisory and technology partner to the European innovation economy.
- Over the last 3 years, the Group’s global turnover has consistently grown at a 50%+ CAGR
- The global workforce has increased by >3x in 3 years
- The group has grown to be present in 4 countries with 10 offices
- Ignite has successfully submitted >20,000 RD tax credit applications for >2,500 organization
More than 25 years of experience with over 190 experts
In the past 2.5 years, Vindsubsidies has successfully executed on its buy-and-build thesis, acquiring 6 companies to solidify its market position and deliver enhanced customer value. CEO Henk Heerink states, “With 10 branches in the Netherlands and Germany, it is time to bring the underlying brands together under one name. Ignite Group combines the in-depth expertise of a number of renowned players in the R&D tax credit and grant market.” This results in a unique full-service offering covering the full R&D tax credit and grant application lifecycle.
A new level of full-service
Ignite Group provides advice on provincial, national, and European grants and has various vertical-specific teams covering sectors including IT, life sciences, energy and manufacturing. In addition to R&D tax credit and grant advisory services, Ignite Group offers a suite of proprietary workflow management solutions. Leveraging its tech-enablement and employee base of 190 R&D tax credit and grant experts, Ignite Group can effectively support its customers in navigating the increasingly complex subsidy landscape.
Proprietary suite of digital solutions
One of Ignite Group’s differentiating factors, alongside its full-service offering, are its proprietary digital solutions. “We are amongst the leading tech-enabled R&D tax credit and grant advisory firms in Europe,” Henk continues. “Our leading database provides insight into and unlocks thousands of regional, national, and European grants.”
Prepared for the future
Over the last few years, Ignite Group has significantly invested in talent and innovation to enhance the customer value proposition, create a great place to work and enable accelerated growth. SilverTree Managing Partner, John Messamore comments “Ignite Group is set to continue to deliver mission-critical software and services to Europe’s most innovative companies, leveraging its talented consultants and proprietary technology.” Nicholas Theuerkauf, Managing Partner of SilverTree, adds “the rebranding to Ignite Group provides a strong foundation for further growth toward building a European-wide, tech-enabled innovation leader,” Cees van den Heijkant, Chair of the Board, further adds: “It is great to see what happens when you bring together so much expertise. A team of professionals truly delivering expert work to deliver value for their customers across the entire subsidy landscape”
For more information, please contact our Commercial Director Ron Coenen via
+31 (0)6-17672484 & [email protected]. |
synbee_eu_the_european_project_will_enhance_the_commercial_potential_of_one_of_todays_most_disruptiv | innovation | SIMILARITY: 0.4069
Paris, France – 1st of February 2023
The SYNBEE project – SYNthetic Biology Entrepreneurial Ecosystem, funded under the European Commission’s Horizon Europe Research and Innovation Programme, with an aim to expand entrepreneurial ecosystems built around synthetic biology.
Coordinated by eureKARE from Paris (France), the SYNBEE network brings together 14 leading business, research and academic institutions from 8 countries (France, Finland, Latvia, Ireland, Germany, United Kingdom, United States) with the ambition to harness the entrepreneurial potential of synthetic biology as an industry.
Synthetic biology is a disruptive technology that enables completely new processes and products for industry, medical applications and food production, while making them cheaper and more sustainable. Leading European research organizations have a proven scientific track record of excellence in the field, but remain largely under-exploited commercially.
Over the next 2 years, the main goal of the SYNBEE initiative will be to enhance entrepreneurial education of young synthetic biology professionals across European innovation ecosystems, thus improving their employability while empowering entrepreneurs to build synthetic biology companies in Europe and potentially create future unicorns.
SYNBEE’s unique methodology will be implemented by key synthetic biology players, including academic centers of excellence and their accelerators, incubators, and technology transfer offices, as well as industry partners and investors from 25 European countries who share this common goal.
Project details:
Project No: 101100509
Start date: 15/01/2023
Project duration: 24 months
Beneficiaries:
EUREKARE (FR)
HAMEEN AMMATTIKORKEAKOULU OY (FI)
TECHNISCHE UNIVERSITEIT DELFT (NL)
INRAE TRANSFERT SAS (FR)
BIOCATALYST NODIBINAJUMS (LV)
F6S NETWORK IRELAND LIMITED (IR)
RIGAS TEHNISKA UNIVERSITATE (LV)
Associated Partners:
MAX-PLANCK-GESELLSCHAFT ZUR FORDERUNG DER WISSENSCHAFTEN EV (DE)
IMPERIAL COLLEGE OF SCIENCE TECHNOLOGY AND MEDICINE (UK)
Potter Clarkson LLP (UK)
Start Codon Limited (UK)
iGEM Foundation, Inc. (US)
COMMISSARIAT A L ENERGIE ATOMIQUE ET AUX ENERGIES ALTERNATIVES (FR)
German Association for Synthetic Biology e. V. (DE)
Horizon Europe Research and Innovation Programme:
Horizon Europe is the EU’s key funding programme for research and innovation with a budget of €95.5 billion. It tackles climate change, helps to achieve the UN’s Sustainable Development Goals and boosts the EU’s competitiveness and growth. The programme facilitates collaboration and strengthens the impact of research and innovation in developing, supporting and implementing EU policies while tackling global challenges. It supports creating and better dispersing of excellent knowledge and technologies. It creates jobs, fully engages the EU’s talent pool, boosts economic growth, promotes industrial competitiveness and optimizes investment impact within a strengthened European Research Area.
Project coordination contact point:
Alexandra Chukas, European Grant Coordinator Da Vinci Labs (alexandra.chukas@davincilabs.eu )
PR contact point:
Andréia Santos, EU Project Manager at F6S
( andreia@f6s.com )
Sara Canedo, Communications Manager at F6S
( sarafc@f6s.com )
Disclaimer: Funded by the European Union under the Grant Agreement No 101100509. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Innovation Council and SMEs Executive Agency (EISMEA). Neither the European Union nor the granting authorities can be held responsible for them. |
www_coil_osaka-cu_ac_jp_en_ocu-coil-019_ | innovation | SIMILARITY: 0.4658
SI (Social Innovation) Course
SIGLOC
Language Tables
（Language & Cultural Exchange)
Social Innovation
Exchange Platform |
vestnikmai_ru_eng_publications_php_ID_63921 | innovation | SIMILARITY: 0.4511
Economics
Аuthors
United Engine Corporation “Saturn”, 163, Lenin av., Rybinsk, Yaroslavl region, 152903, Russia
e-mail: nadyamih@yandex.ru
Abstract
The paper considers some specifics of small innovative enterprises foundation in Russian gas-turbine engineering.
The percentage of small innovation enterprises (SIE) that pertain to the space-rocket hardware and gas turbine equipment in Russia is currently low. This can be explained by the fact, that commercialization of the results of scientific research in such a science-consuming industry as gas turbine engineering, where prospects are of no guarantee, presents high risks.
The author considered the example of a small innovation enterprise foundation in Russian gas turbine engineering with participation of a large gas-turbine engineering company and venture capital. SIE 1 has for its object development and commercialization one of the advanced competences in the sphere of parts design, development of industrial technologies and short-run production for gas-turbine engines.
At a project startup stage in gas-turbine engineering, Russian practice is characterized by common mistakes, which may turn into a real threat of risk situations occurrence in the sequel. These threats involve insufficient presentation; incompleteness of the products and services; the absence of unbiased price-quality relationship; low efficiency of labor caused by its wrong organization; ignoring legal questions of the case; irresponsiveness for the project executing; input barriers and volume of investment underestimation.
The set of methods for economic risk assessment, suggested by the author, allows get reliable information about the risk in tome. Such information is necessary for risk management, and can be recommended to assess investment qualities of investment objects during foundation of innovative small economic environment of Russian gas-turbine engineering companies.
Keywords:
gas turbine engineering, small innovation enterprise, economic risk assessment, effectiveness of investmentsReferences
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Klimov D.A., Ivanova I.V. Sbornik trudov Vserossiiskoi nauchno-prakticheskoi konferentsii «Sovremennaya Rossiya: problemy sotsialno-ekonomicheskogo i dukhovno-politicheskogo razvitiya», Volgograd, 2010, pp. 160-162.
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Napravleniya raboty OAO «RVK» na 2014-2016 gody, available at:http://www.rusventure.ru/ru/company/legal_basis/directions_RVC_2014_2016.pdf, 2013
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Smirnov N.V., Dunin-Barkovskii I.V. Kurs teorii veroyatnostei i matematicheskoi statistiki dlya tekhnicheskikh Prilozhenii (Course of probability theory and mathematical statistics for technical applications), Moscow, Nauka, 1965, 511 p.
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Limitovskii M.A., Minasyan V.B. Upravlenie finansovymi riskami, 2011, no. 2 (26), pp. 132-150.
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Derevyanko P.M. Korporativnyi menedzhment, 2006, available at: http://www.cfin.ru/finanalysis/invest/fuzzy_analysis.shtml
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Barton T., Shenkir W., Walker P. Making enterprise risk management pay off: how leading companies implement risk management. FT Press, 2002, 265 p.
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Irduganova L.I., Nikolaeva N.G., Priimak E.V Kompetentnost, 2011, no. 1, pp. 48-55.
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Nedosekin A.O. Primenenie teorii nechetkikh mnozhestv v biznese, ekonomike i finansakh, available at: http://fsscef.narod.ru
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Nedosekin A.O. Audit i finansovyi analiz, 2000, no. 2, available at: http://www.cfin.ru/press/afa/2000-2/08-2.html
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Zimmerman H.-J. Fuzzy Set Theory and its Applications, Dordrecht, Kluwer Academic Publishers, 1996, 315 p.
|
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victorgbengaafolabi_com_news_art-of-technology-lagos-5-0-to-unveil-the-creative-economy-digital-lago | innovation | SIMILARITY: 0.4878
Art of Technology Lagos 5.0 to Unveil The Creative Economy, Digital LagosBy Maria Jumbo / January 7, 2024 |
innovationvillage_africa_tag_design_ | innovation | SIMILARITY: 0.5274
We create environments where innovation can flourish by equipping communities of practice, extracting insights through deep analytics, and activating interdisciplinary think tanks.
Our goal is to build ecosystems that support the full lifecycle of innovation.
Our venture studios provide the structure and resources needed to develop innovative ideas into market-ready products. Through a collaborative process, we support our partners to refine their concepts, build prototypes, and scale their products.
Our Catalytic Capital Funds provide the financial backing needed to scale impactful innovations. By offering milestone-based funding, we ensure that ventures have the resources they need to grow sustainably.
An ecosystem of innovation spaces dedicated to fostering social impact and community development. We empower innovators and changemakers by providing resources, mentorship, and collaborative spaces to create sustainable solutions for pressing social challenges.
MOTIV
A vibrant creative hub that nurtures and scales the potential of Africa’s most promising creators and innovators. With state-of-the-art facilities, expert mentorship, and a collaborative community, MoTIV empowers creatives to transform their ideas into impactful solutions
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At the forefront of transforming groundbreaking ideas into successful ventures. Through a structured innovation process, we support entrepreneurs, innovators and industry leaders from concept to market-ready solutions.
97 Capital
Our venture studios provide the structure and resources needed to develop innovative ideas into market-ready products.
From the start, we’ve focused on making an impact through innovation and collaboration, growing into an organization that supports ventures and communities. |
invamed_com_blog_ | innovation | SIMILARITY: 0.4591
Global MedTech Perspectives
Our official blog with news, medical technologies
Legacy of Innovation: Milestones That Shaped INVAMED’s Robotic Revolution
In today’s fast-paced world, healthcare innovation is no longer achieved through isolated efforts. Instead, meaningful progress arises when companies, research institutions, governments, and non-governmental organizations
Legacy of Innovation: Milestones That Shaped INVAMED’s Robotic Revolution
In today’s fast-paced world, healthcare innovation is no longer achieved through isolated efforts. Instead, meaningful progress arises when companies, research institutions, governments, and non-governmental organizations
Stepping into the Future: How INVAMED’s Founding Principles Still Drive Modern Tech
In the fast-paced world of healthcare innovation, it’s easy to focus on the newest AI, robotics, or diagnostics solutions. Yet, behind every great advance lies
Legacy of Innovation: Milestones That Shaped INVAMED’s Robotic Revolution
A legacy of innovation is never built overnight. It takes vision, perseverance, and strategic leaps of faith. INVAMED, a global frontrunner in healthcare technology, exemplifies
Global Collaborations: INVAMED’s Partnerships for a Healthier Tomorrow
In today’s fast-paced world, healthcare innovation is no longer achieved through isolated efforts. Instead, meaningful progress arises when companies, research institutions, governments, and non-governmental organizations
Meet the Minds Behind INVAMED: Experts Driving Digital Transformation
In the fast-paced world of healthcare, success is often the result of combining visionary ideas with hands-on expertise. At INVAMED, our accomplishments in digital transformation
The INVAMED Identity: Pioneering AI and Robotics in Global Healthcare
In an era defined by digital transformation, healthcare organizations around the world are leveraging cutting-edge technology to deliver better, faster, and more precise care. At
INVAMED Timeline: Significant Breakthroughs in Global Healthcare Outreach
When it comes to healthcare outreach, the story is never just about technology—it’s about the people, the vision, and the global communities impacted along the
Join the Revolution: How INVAMED Attracts World-Class Talent in AI & Robotics
As the world pivots towards advanced, tech-enabled medical solutions, INVAMED stands at the center of a new era—one marked by healthcare innovation that improves patient
From AI Research to Real-World Impact: How INVAMED Supports Community Health
In a world where healthcare challenges are increasingly complex and interlinked, INVAMED stands out by leveraging AI research and innovative medical technologies to bridge healthcare
Building Tomorrow’s Healthcare: AI, Robotics & Career Opportunities at INVAMED
Healthcare is entering a bold new era, driven by cutting-edge technologies like artificial intelligence (AI) and robotics. At INVAMED, we believe these advancements have the |
kalemaaten_com_cat_prophet-of-islampbuh | innovation | SIMILARITY: 0.4065
Author: Khalid Yaghi Zahi The Greatest Among Men in the Annals of History (Part One) Introduction: Throughout human history, numerous personalities have emerged, profoundly impacting human…
Browsing: Prophet of Islam(PBUH)
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (part 11) Effects of innovation: Innovation has destructive and deadly effects and consequences for the individual and…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part Nine) The Ruling on Bid’ah (Innovation) in Religion Undoubtedly, introducing any kind of innovation in religion…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part 8) Hadith 1. Hazrat Ayesha, may Allah be pleased with her, narrated from the Holy Prophet,…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part 7) In the Quran and Sunnah, numerous verses and hadiths have been narrated regarding the condemnation…
Author: Shukran Criteria for Distinguishing Sunnah and Bid’ah (Part 6) Selected Definition of Bid’ah (Innovation) Among the two definitions, the definition of the first group is…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part Five) Terminological Definition of Bid’ah (Innovation) Scholars are divided into two groups regarding the terminological definition…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part 4) The Literal Definition of Bid’ah (Innovation) “Bid’ah” is the infinitive noun of “Ibtedah” and comes…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part Three) The Place of Sunnah in Religion The Sunnah holds a significant position in our religion,…
Author: Shukran Ahmadi Criteria for Distinguishing Sunnah and Bid’ah (Part Two) The Lexical meaning of Sunnah The word “Sunnah” means way and method, regardless of whether… |
aco_my_id_tag_leaders | innovation | SIMILARITY: 0.4363
How pharma leaders are approaching digital transformation
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Jodie™, the first Inclusive Generative AI platform to combine artificial intelligence with a curated expert network, has entered into an...
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getty Each generation of business leaders faces a unique set of challenges. In the last few years alone, leaders have... |
www_tecopti_com_blank-1 | innovation | SIMILARITY: 0.4199
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About Our Business
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At TecOpti (Pty) Ltd, we understand that change is not always easy. Our team members have been helping companies of all sizes respond to industry transitions to stay competitive since 1990. Our years of experience have taught us constantly to make your business success our priority.
Our expert team is ready to help you develop strategies for surviving and thriving in the future.
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The accompanying podcast was created with NotebookLM
This article is the second in a five-part series based on common business problems discussed in the popular Fish Food for Thought newsletters, The Human Condition. In response to the widespread interest generated by that piece, we are diving deeper into these problems, with this article focusing on the balance between big, transformative ideas and incremental improvements, a theme that resonates strongly across industries and leadership discussions.
The Allure of the Big Idea
Big ideas have an undeniable allure. Whether it’s Steve Jobs introducing the iPhone in 2007 and transforming not just the mobile phone industry but music, photography, and personal computing, or Elon Musk’s vision of colonizing Mars, bold, disruptive ideas have a way of capturing imaginations. They promise breakthrough innovations, market dominance, and lasting legacy.
Why do companies chase big ideas? There are several reasons, ranging from external market pressures to internal leadership desires. Venture capitalists often reward companies with potential for exponential growth, and executives want to lead organizations that will be remembered for transforming industries. The excitement of disruption, the thrill of being first-to-market, and the potential for massive profits all make big ideas an attractive pursuit.
Take Apple’s iPhone launch, for example. When Steve Jobs stood on stage to unveil the iPhone, he wasn’t just introducing another phone. He was declaring a bold vision for the future, one where this single device would fundamentally change how we communicate, work, and entertain ourselves. The success of the iPhone exemplifies how a big idea, when executed properly, can reshape industries and drive innovation. However, as we’ll explore, not every big idea has this success story. Chasing big, bold ideas without sufficient groundwork can be risky, especially if they fail to meet market needs or operational feasibility.
The Risk of Overcommitting to the Big Idea
While big ideas can lead to success, they also carry significant risk, particularly when businesses place too much emphasis on a single transformative concept. The case of Juicero serves as a cautionary tale. This Silicon Valley startup raised $120 million to develop a high-tech juicing machine, only to see the product flop when consumers realized they could squeeze the juice packs by hand, rendering the expensive machine unnecessary. Juicero is a prime example of betting too heavily on a big idea that lacked practical value.
Similarly, Google Glass, which promised to revolutionize wearable technology, failed to resonate with the public due to privacy concerns and an unclear value proposition. In 2014, Google set out to change the way people interact with the world through a revolutionary piece of wearable technology: Google Glass. It was supposed to be the next step in the fusion of the digital and physical worlds, a product that would seamlessly integrate augmented reality into everyday life. The device, a pair of sleek, futuristic-looking glasses, came equipped with a tiny display mounted in the corner of the user’s vision. By using voice commands or subtle head movements, wearers could take photos, get directions, send messages, and access the internet, all without needing to pull out a smartphone. But just two years later, Google Glass was quietly pulled from the consumer market. What was supposed to be the future of wearable tech had instead become a cautionary tale of misjudged timing, privacy concerns, and consumer hesitation. These examples demonstrate the danger of becoming enamored with a bold vision while neglecting to address fundamental market needs and consumer readiness.
The Power of Incremental Improvements
In contrast, businesses that pursue continuous, incremental improvements often find greater long-term success. While big ideas promise radical transformation, small steps deliver sustainable progress over time. This approach allows businesses to experiment, gather feedback, and gradually refine their offerings without the high-stakes gamble of betting on one grand idea.
Amazon’s rise from an online bookstore to the world’s largest e-commerce platform illustrates the power of incremental improvements. Jeff Bezos didn’t start with a vision of selling everything from books to cloud services. Instead, Amazon’s growth was fueled by a series of small, calculated steps. Each step, whether adding customer reviews, personalizing shopping experiences, or optimizing its supply chain, was grounded in a deep understanding of customer needs. This culture of constant iteration is what allowed Amazon to launch initiatives like Amazon Prime and become a leader in cloud computing through Amazon Web Services (AWS).
Case Study: Quibi – The Rise and Fall of a Big Idea
In 2020, Quibi launched with all the fanfare one might expect for a platform backed by $1.75 billion in funding and led by two industry titans. Jeffrey Katzenberg, a former Disney chairman and co-founder of DreamWorks Animation, and Meg Whitman, former CEO of eBay and Hewlett-Packard, were at the helm. With their combined experience and vision, Quibi promised to revolutionize mobile video streaming with an innovative concept: short-form content specifically designed for mobile phones, or as they branded it, "quick bites" of entertainment.
The timing seemed perfect. Mobile consumption was booming, and people were consuming more content on their phones than ever before. Katzenberg and Whitman envisioned a world where viewers would watch high-quality, bite-sized episodes on the go, whether they were waiting in line at a coffee shop or commuting on public transportation. With an impressive war chest of funds and top-tier talent producing original shows, including Steven Spielberg, Reese Witherspoon, and Chrissy Teigen, Quibi looked poised to make a splash in the streaming market.
But despite its star-studded beginnings, Quibi’s fate was sealed before it truly had a chance to establish itself. What seemed like a winning concept on paper quickly unraveled in the face of unforeseen obstacles, misjudgments about consumer behavior, and a stubborn reliance on the big idea.
At the heart of Quibi's bold concept was a new format for storytelling. Katzenberg and Whitman believed that the future of video entertainment would be defined by short-form, high-quality content created exclusively for mobile phones. These "quick bites" were episodes lasting between 5 to 10 minutes, perfect for the modern viewer with a busy, on-the-go lifestyle. They envisioned people watching on their phones during those spare moments in their day when they had a few minutes to kill but didn't have time for a full-length TV episode or movie.
Quibi's content was designed to be consumed vertically or horizontally, with each viewing mode offering a slightly different perspective. The platform was optimized for mobile, meaning there was no TV or desktop viewing option. Everything about Quibi was built around the idea that consumers wanted quick, polished stories designed for the small screen, tailored to fit into the tiny gaps of their everyday lives.
With content spanning genres like comedy, drama, news, and reality, Quibi secured a roster of Hollywood's best talent. The buzz was undeniable. The entertainment world held its breath as Quibi prepared for its April 2020 launch, eager to see if this new format would usher in the next evolution of mobile entertainment.
Despite its initial promise, Quibi stumbled almost immediately out of the gate. Katzenberg and Whitman had envisioned people watching Quibi on the go. But when the pandemic hit and the world went into lockdown, there was no longer a commuter crowd looking for quick, mobile-friendly content. People were stuck at home, with far more time to consume long-form entertainment on larger screens. Services like Netflix, Disney+, and YouTube thrived as audiences sought out more immersive experiences. Meanwhile, Quibi’s rigid mobile-only format felt increasingly out of place.
Another critical miscalculation was the way Quibi underestimated its competition. While Quibi was banking on viewers to pay for short-form content, platforms like YouTube and TikTok were already offering millions of free videos that catered to the same quick-hit viewing habit. Moreover, these platforms had a major advantage: community and interaction. Viewers on YouTube and TikTok were part of a larger ecosystem where they could comment, share, and engage with content creators. Quibi, by contrast, offered no way for viewers to interact with the shows or each other, making the platform feel isolated and disconnected from the social aspect of modern digital consumption.
The final nail in the coffin was the pricing model. Quibi offered a 90-day free trial, after which it charged users $4.99 a month with ads or $7.99 for an ad-free experience. But with so much free content available on other platforms, consumers were hesitant to pay for something they could easily get elsewhere at no cost. Quibi’s premium pricing for short-form content didn’t align with what viewers were willing to pay for in a market where long-form, high-budget shows were available for roughly the same price.
Quibi’s downfall was not simply the result of bad timing or competition; it was the product of a rigid focus on its big idea. Katzenberg and Whitman believed so deeply in their vision of mobile-only, short-form content that they failed to adapt when warning signs began to appear. They ignored the shifting consumption habits during the pandemic, clinging to the belief that their content would resonate even as viewers gravitated toward longer, more immersive formats.
Even more telling was Quibi’s failure to recognize that the idea of short, premium content wasn’t as revolutionary as they had thought. Viewers had already shown that they valued interaction, community, and the flexibility to watch content on multiple devices. By refusing to deviate from its mobile-only approach, Quibi alienated potential users who would have gladly watched the same content on their TVs or computers.
The platform’s inability to pivot quickly in the face of changing circumstances revealed a major flaw in its strategy. Had Quibi been more flexible, more willing to listen to market feedback, and less committed to the grandeur of its initial concept, it might have had a chance to evolve and find its place in a crowded streaming market.
By October 2020, just six months after launch, Quibi shut down operations. Katzenberg and Whitman admitted defeat, returning what remained of their investors' money and pulling the plug on a project that had once been hailed as the future of mobile entertainment.
Quibi’s failure serves as a cautionary tale about the risks of betting everything on a single, big idea. While bold visions can certainly lead to success, they must be grounded in an understanding of market dynamics and consumer behavior. When a company becomes too fixated on its original concept, it runs the risk of ignoring the very people it’s trying to reach. In Quibi’s case, the inability to adapt to changing conditions and consumer expectations was the fatal flaw.
Balancing Big Ideas with Incremental Progress: The Case of Netflix
Perhaps the best example of a company that has successfully balanced bold ideas with incremental improvements is Netflix. When Reed Hastings founded Netflix in 1997, it started as a DVD rental service, a relatively simple concept. But Hastings had a bigger vision. He saw the future of entertainment in streaming, but rather than making an all-or-nothing bet on streaming from the outset, Netflix took a measured approach.
In 2007, when the technology and infrastructure for streaming video were mature enough, Netflix made its shift, initially offering a limited catalog of streaming content alongside its DVD rental service. Over the next decade, Netflix continually improved its service through iterative changes, enhancing its content library, refining its recommendation algorithms, and investing in original programming.
One of Netflix’s most important incremental improvements was its focus on data-driven decision-making. By analyzing viewer habits, Netflix fine-tuned its user interface and content offerings, ensuring that each improvement was informed by real customer feedback. This iterative approach allowed Netflix to scale up its streaming service without alienating its user base, turning it into the entertainment powerhouse it is today.
Why Incremental Progress is Often Overlooked
Despite its advantages, incremental progress is often undervalued in favor of bold, attention-grabbing initiatives. This stems from the fact that small improvements don’t generate the same excitement or media attention as big ideas. Leaders and investors are often more drawn to the potential of major disruptions rather than steady, continuous advancements. Take Brian Chesky’s “new playbook” which moved Airbnb to semi-annual releases as a prime example.
However, companies that embrace incremental improvements are more likely to stay flexible and resilient. They can adapt to changes in the market, test new ideas without overwhelming their resources, and make course corrections as needed. This adaptability is particularly crucial in fast-moving industries like technology, where consumer preferences and market conditions can shift rapidly.
While there are clear advantages to focusing on incremental improvements, the best approach often lies in finding the right balance between big ideas and small steps. Companies like Amazon and Netflix have succeeded because they didn’t rely solely on bold, transformative concepts. They paired their big visions with a commitment to iterative progress.
While admittedly the iPhone was a big idea, even Apple didn’t stop innovating after the initial success. Each new iPhone release brought incremental improvements, better cameras, faster processors, longer battery life, that built on the success of the previous model. This steady refinement kept customers engaged and ensured that Apple stayed ahead of its competition.
Conclusion: The Sustainable Path Forward
Both big ideas and incremental improvements play critical roles in driving business success. Bold visions can inspire breakthroughs, disrupt industries, and create new markets. However, without the disciplined pursuit of continuous, customer-centered improvements, even the most transformative ideas can falter.
For businesses looking to innovate while mitigating risk, the key is to strike a balance. Big ideas should be grounded in reality, informed by data, and paired with an iterative approach to execution. By combining the excitement of bold concepts with the discipline of small steps, companies can build the foundation for long-term success, ensuring that they not only disrupt markets but also sustain their leadership over time.
As we continue this series, we’ll explore the next challenge in the Five Common Business Problems series: "The Brilliant Jerk vs. Team Performance." This issue addresses a frequent dilemma faced by many organizations, how to deal with high-performing individuals who may be exceptional in their personal contributions but toxic to team dynamics. These so-called “brilliant jerks” can often seem indispensable due to their expertise or results, but their negative impact on collaboration, morale, and overall team productivity can be far-reaching. In the next article, we’ll delve into the trade-offs businesses face when managing such individuals, examine the long-term consequences of prioritizing individual talent over team harmony, and explore strategies for building a high-performing team culture where collaboration and mutual respect are paramount. Stay tuned for a deeper look into this critical business challenge and how to strike the right balance between talent and teamwork.
The iPhone wasn't as revolutionary as we like to think. It was absolutely a tipping point moment, but it was also an iteration from predecessors. I was an avid Palm Pilot user in the early days, and later a Palm Treo user. The Blackberry and HP's iPAQ are arguably predecessors that influenced the iPhones design. I still use Swype as the main mode of text entry for my Android phone, and Swype was originally inspired by Palm's Graffiti. Each of these predecessors had, in retrospect, some significant flaws, but that's what incrementalism is all about -- learning and adapting, which is what the iPhone represented. |
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Focus on entrepreneurship and competitive advantages
(SGH Publishing House, 2023)
The goal of this monograph with regard to theory is to broaden knowledge about
entrepreneurship as a factor of the competitiveness of economies and to identify the
directions of research on competitiveness, which emerged ... |
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Work With Us
As we innovate and grow as a brand specializes in the bags and accessories categories, we are always on the lookout for passionate talents to join our journey to achieve greater goals ahead.
As we innovate and grow as a brand specializes in the bags and accessories categories, we are always on the lookout for passionate talents to join our journey to achieve greater goals ahead.
The ideal candidate can build and manage the current and long-term value of the brand by implementing strategic and tactical marketing and campaign plans that translate into brand profitability and volume.
They will lead a team that consists of a Senior Exec, Exec and a Copywriter, with sharp talent to think out of the box and identify new opportunities for the present and future brand growth.
- Develop and manage the end-to-end brand innovation/campaigns, both thematic and tactical from ideation, and conceptualization to launch, to achieve the company’s visions and missions.
- Lead the marketing team and work with various internal (Creative Lead, Digital Lead, Business Operations Lead etc) and external parties (Agencies, KOLs etc) to execute o2o marketing campaigns across multiple platforms that include social media, e-commerce, marketplaces, retail trade channels etc.
- Identify, develop, and evaluate creative marketing strategies and opportunities that will make an impact on the brand and forecast projected business and KPIs to ensure the sales and profitability of products.
- Continuously innovate and develop the position of the brand while observing the fashion market trends, analysing competitors and market reactions as a result of marketing activities
- Responsible for retail expansion and led the retail team in formulating and implementing marketing activities that promote and support sales plans for the retail outlets.
- Create, manage and creatively update content of all company’s assets while constantly explore ideas to increase followers on all of the company’s social media accounts such as Facebook, Instagram, Tik Tok, etc.
- Source and negotiate with external parties for collaboration.
- Keep abreast of new and emerging marketing resources and techniques that can impact our business, vet them and test as appropriate.
- Report directly to the CEO - Develop budgets, including expenditures, track KPIs and ROI of campaigns against spend, and prepare post-mortems and monthly marketing and sales analysis.
The ideal candidate is responsible for every aspect of the day-to-day supervision of all retail outlets, including sales, staff, stock and resources management to ensure that both the operational and commercial sides run smoothly.
- Complete store operational requirements by scheduling and assigning employees’ shifts.
- Lead retail operation by initiating, coordinating, and enforcing standard operating procedures that ensure maximum efficiency, such as revising opening hours to ensure the store can compete effectively in the local market.
- Monitor and maintain appropriate stock levels for all stores.
- Update inventory records regularly to ensure timely processing and replenishment of stock.
- A sharp eye for the aesthetic appeal of the store and ensuring products are always presented as per creative directions confirmed by HQ.
- Tour all the stores regularly and identify or resolve urgent issues.
- Drive high levels of customer satisfaction by identifying and addressing customer requirements.
- Deal with complaints from customers to maintain the store’s reputation.
- Prepare monthly sales forecasts and sales targets to achieve financial objectives.
- Support in marketing strategy by providing relevant insights from observing the latest marketing trends in the retail industry such as advertising, sales and promotions as well as monitoring what competitors are doing.
- Maintain staff by recruiting, selecting, orienting, and training employees.
- Promote optimum staff performance by coaching, counseling, and disciplining employees.
The ideal candidate will be in charge of all warehouse operations in terms of supervising, tracking, and working closely with business and operation teams.
- Accountable for the movement of stocks in the warehouse.
- Proactively recommend, implement, and improve warehousing processes with SOP and automation.
- Coordinate the end-to-end warehouse processes, from inbound management to stock handling, storing, order dispatching on a timely basis and stock fulfilment.
- Manage and plan weekly cycle count (stock count). Conduct cycle counts to verify physical inventory vs system inventory.
- Track and monitor stock balance discrepancies and conduct root cause analysis.
- Manage the housekeeping of the warehouse and ensure proper space utilization.
The ideal candidate is responsible for providing support to the Brand department in the overall brand development by ensuring best marketing execution.
- Assisting in executing all marketing communication campaigns
- Assist supervisor/ co-lead on all campaigns roll out
- Implement the day-to-day operations/ tasks assigned by supervisor within given timeline
- Manage timeline for day-to-day tasks
- Deliver tasks assigned effectively and efficiently
- Work closely with Creative team, Business team and Product team and communicate effectively.
- Analyze marketing activities, prepare reports, and suggest improvement measurements from time to time.
- Monitor competitor's activities through print, TVC advertisements and data analysis, as well as current market performance and trends.
The ideal candidate is a creative individual with experience and a passion for building community and connections through engaging social media content.
- Responsible for researching, creating and implementing industry-leading social publishing best practices with engagement benchmarks for all social channels.
- Responsible for all social content planning, publishing and tagging.
- Works with the brand and creative departments to develop social content strategy and social media timelines coinciding with new product releases, ad campaigns, or other brand messages.
- Ensure content direction engages audiences in new and unique ways that promote brand-focused messages and build our audience.
- Analyze and track campaign performance to make real-time recommendations.
- Able to source and identify new digital channels / social media trends to expand Sometime’s branding mileage, reach out to new prospects and generate new leads for the business.
- Responsible for handling customer comments within our agreed response time.
- Monitors and develops reports on competitor activity within social media spaces.
- Performs other duties as assigned.
The ideal candidate must have strong will to learn about fashion accessories production processes, be able to take on challenges and naturally very detail oriented.
- Work hand-in-hand with Product Designers and Artists to conceptualize and develop bags and accessories from scratch.
- Support and assist in technical drawing and prototype development.
- Support the team in dealing with production teams and factories. Always ready to deal with ad hoc tasks from time to time.
- Fresh graduates or juniors are encouraged to apply. No prior experience is needed but must able to learn fast and ready to work in a fast-paced environment with challenging deadlines.
The ideal candidates must be meticulous, hardworking and highly reliable to handle our products.
- Check and ensure quality of each product is met.
- Ensure inventory is arranged and updated accordingly.
- Pick and pack products for delivery.
- Conduct inventory stock count from time to time.
The ideal candidate must learn our modus operandi, manage customers' enquiries and ensure an enjoyable shopping experience.
- Possess good interpersonal and communication skills.
- Able to learn new things quickly and adapt to new procedures and processes.
- Must be able to work in a fast-paced environment and multi-task.
- Maintain a clean, organized, and comfortable retail store all the time.
- Attentive to customers and make recommendations when needed.
- Well equipped with knowledge of the brand, designers, and services to provide accurate answers to customers’ questions.
- Handle customer complaints and concerns with constructive solutions.
- Assist with inventory count and placement of new products, including new in-store or window displays.
- Reports to the Retail Manager.
- Candidates with retail experience will be prioritized.
All positions are based in Malaysia. If you're interested in any of the available positions above, please forward your resume to hr@sometime.asia.
Shortlisted candidates will be contacted. |
www_iogp_org_blog_news_why-perfect-is-the-enemy-of-the-very-good-in-the-energy-transition_ | innovation | SIMILARITY: 0.4560
Why perfect is the enemy of the (very) good in the energy transition
This article, by Iman Hill, IOGP Executive Director, was recently published on LinkedIn
I’ve always said that when it comes to innovation, perfect is the enemy of the (very) good.
At the recent World Economic Forum meeting at Davos, decarbonization technologies and the need to accelerate them was on the agenda. Given that I have been talking about this subject at APPEA and the World Gas Conference recently, I thought it apt to add my views.
In a nutshell, the Paris goals are achievable with the technologies that exist today, but we need to acknowledge that none of us can do it alone.
If we wait for silver bullet solutions we can miss the opportunities to make progress with what we already have. And as we sit and wait around for game-changing solutions to solve everything, it will ultimately lead to ‘game over’.
Take nuclear fusion for example. Some see this as something of a holy grail in energy. But it is unlikely to be deployed at scale before 2050, and we can’t afford to wait that long.
That’s why CCUS is so important. It offers an opportunity to make a difference now, in our transition to a low carbon system.
From 40 MTPA today, the IEA’s net zero emissions by 2050 pathway assesses that the world needs to capture 4 GT of CO2 by 2030 and 7.6 GT CO2 by 2050.
Put simply, by 2030, which is only 8 years away, we need to store 100 times more CO2 globally than we have already! Put this into the context of the recent IPCC report that frames this as ‘now or never’, achieving that goal is a very tall order.
But, the real change that needs to occur to deliver on its potential is not in the technology itself, but in the ecosystem that supports it.
And that’s where IOGP comes in. Working with a global Membership that develops good practice that can be instantly deployed, we believe we provide the shortest and fastest route to the adoption of tech innovation and recommended practice on the energy frontline.
To help CCUS (and hydrogen, another key technology) deliver on its promise we’re following three principles.
The first is collaboration, which is a prerequisite for innovation in our industry due to the complexity of the energy transition, and the fact that no one has all the answers.
Collaboration must go beyond the industry too. It requires policy makers and organisations working very closely together to define any remaining hurdles, identify the best technological solutions, and establish the most efficient financial supports.
Second is maintaining a multidisciplinary, portfolio approach given that the most attractive new solutions may be found at the interface of several different disciplines, such as between the energy and digital sectors.
As innovation can be an uncertain process, we also need to ensure that innovation policy frameworks are balanced between potentially competing sectors and approaches, and are accompanied by investment in basic research and robust intellectual property rules.
And finally we have flexibility.
Because the portfolio of low-carbon technologies may change as technology progresses and transition pathways evolve, and we need to continuously monitor and adapt to them.
That means we should never take a narrow view or place all our bets on only a few technologies, and risk losing out on other ideas that could really make a change.
The transition remains a challenging task, but I’m confident that if we stick to our principles and focus on delivering the already very good solutions available to us, rather than waiting for the perfect ideals of the future, we’ll get there much quicker.
This article is also published on LinkedIn. |
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Digital innovation strategy: Framework for diagnosing and improving digital product and service innovation
The perils and promises of the digital world. Digital technology has become increasingly important as companies seek to achieve their business goals. However, recent research has highlighted difficulties in evaluating the value generated by digital technology investments. In the 1990s, the first generation of IT applications enabled companies to streamline their internal operations while providing opportunities for process innovation. More recently, digital technology expanded beyond internal dimensions, penetrating companies’ product and service offerings.
The unique properties of digital technology enable new types of innovation processes that are particularly rapid and difficult to control and predict. Therefore, companies need dynamic tools to support them in managing their digital innovation efforts. To this end, the framework identified five key areas to be measured and evaluated in seeking to manage digital product and service innovation:
- Digital products and services must not only be efficient to use and easy to learn, but also provide a rich user experience. Such user experience can be measured on its levels of usability, aesthetics and engagement.
- Companies need to clearly articulate the value proposition of each digital product and service: How do they create value for the users? The quality of such value propositions is assessed on the dynamics of customer segmentation, product and service bundling, and commissions to channel owners.
- Digital evolution scanning involves gathering intelligence on new devices; digital channels such as web services, mobile operating systems, and social media; and app stores – as well as standards and APIs – in order to identify and exploit opportunities for innovation across emerging use contexts and new user behaviours.
- As digital innovation requires new skills, companies need to evaluate their mechanisms for supporting continuous learning of the unique properties of digital technologies in order to set up dynamic innovation teams.
- As digital innovation processes are often ignited when organisational members extemporise with digital technology in a learning-by-doing fashion, assessing the available space and time for improvisation and the mechanisms for co-ordinating such efforts is key.
The process of implementing the framework presented involved making informed decisions that cut across three dimensions:
- the company’s products,
- its digital environment, and
- its organisational properties.
Digital innovation strategy: Framework for digital innovation
Learn how we can help you:
Speak to a Datanova Digital Business Architect on 1300 552 166.
By obtaining composite measures for each area, the framework enables companies to effectively manage their digital product and service portfolio over time. While implementing the framework enables companies to harness an expanded scope of digital innovation benefits, such an effort requires planning and preparation. Sufficient time must be allocated for the process, and because it involves change throughout the organisation, unintended consequences are likely to occur along the way. To support the first step of the implementation process, Nylen and Holmstrom presented a diagnostic tool that allows organisational members to score their current operations. This enables the firm to get started in evaluating and measuring its digital innovation efforts. The outcome of implementing the framework is a readiness for digital innovation whereby companies continuously adjust their operations in order to harness the benefits of digital innovation.
Digital innovation: What’s new?
As information is increasingly digitised and mobile devices accelerate in pervasiveness and processing power, an arena and architecture for innovation are opened up – one in which physical and digital components are combined. The unique properties of digital technology enable new types of innovation processes that are distinctively different from the analogue innovation processes of the Industrial Era.
Can digital innovation be managed?
Digital technology generates highly complex innovation challenges. Therefore, the question arises: How can digital innovation be managed? Or, rather, can it be managed at all?
A rich body of management research has investigated the relationship between technological innovation and radical change. New technologies can profoundly challenge existing markets. However, the competencies of established companies actually stand in the way of innovations. Scholars have elaborated on macro-level strategic models that can enable companies to overcome this dilemma. For example, companies can learn how to deal with radical and incremental innovation simultaneously by building ambidextrous structures and accumulating dynamic capabilities. While these established strategic models for technological innovation management are useful, recent studies use new digital technologies, such as digital cameras, as objects of research. Still, the distinct and unique characteristics of digital technology tend to fade into the background. To this end, extant research on digital technology and organisations suffers from two limitations:
- It tends to not fully open up the black box of technology. When working towards managing digital innovation, this is an important first step to take; companies that seek to innovate their product and service offerings with digital technology need managers well-versed in the specific nature of digital technology.
- Research on technological innovation tends to adopt a macro-level perspective on its object of study, often resulting in high-level descriptions of strategic recommendations. To address this gap, Nylen and Holmstrom turned their attention to the key areas to be addressed when managing digital innovation processes as they unfold in practice.
Digital innovation processes
While digital innovation is a means for new entrants to leverage digital technology in order to challenge incumbent companies – ultimately causing radical industry-level transformation – it also provides opportunities for incumbent companies to enhance and expand their product and service portfolios. However, a key challenge for any business seeking to manage digital innovation entails understanding the unique properties of digital innovation processes.
When engaging in digital innovation, incumbents and new entrants face challenges and opportunities that showcase an exceptional complexity. One key aspect of this complexity is the rapid pace of digital innovation processes. Ultimately, this rapid pace is enabled by the malleability (the ease with which something can be reconfigured) of digital technologies. The rapid pace of digital innovation processes is particularly challenging as companies engage in the design of ‘hybrid’ or ‘smart’ products, via which digital components are embedded in traditional products. An example can be found in the ways in which a major car manufacturer faced complex challenges when embedding GPS systems while separate analogue and digital innovation processes unfolded simultaneously at a radically different pace.
One of the reasons why digital innovation processes are particularly difficult to control and predict is the ‘generativity’ of digital technology. When users leverage digital technologies as components or platforms to create new products and services beyond the original design intent, it can result in cascades of innovation, whereby each innovation provides a platform for the next cascade. Finally, digital technologies constantly evolve towards higher processing capacity and lower cost. As digital technology becomes increasingly ubiquitous and affordable, hindrances are removed for engaging in digital innovation, thus enabling new constellations of actors to generate, develop, and fund novel digital products and services.
When exploring how companies can address the complexities associated with digital innovation, the characteristics of digital technology need to be put in the foreground. These unique properties of digital innovation processes call for companies to challenge established views and assumptions about the role and configuration of their product and service portfolio, their relationships to the digital environment, and how organisational properties are configured to support innovation work.
Digital innovation strategy: Framework for digital innovation
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Digital innovation in context
The first online shopping websites were often poor translations of printed mail-order catalogues. E-commerce has since evolved, expanding the frontiers of digital service innovation. Now, online retailers such as Amazon offer more than convenience and cheaper products – by offering recommender systems as well as products at the far end of the long tail, they provide truly novel retail goods consumption. Online digital service innovation investments have also enabled traditional companies to gain strategic competitive advantage.
A new family of products is currently emerging as digital components are embedded in traditional products such as toothbrushes and heat pumps. Frequently referred to as ‘smart products,’ the embedded digital components enable companies to complement physical goods with online and mobile services that use the data generated. While the promises of smart products and ‘the internet of things’ is hotly contested, it is predominantly discussed in the context of home appliances. However, smart products are also emerging in the context of industrial manufacturing equipment. Here, embedded digital capabilities enable real-time monitoring and service forecasting instead of scheduled servicing.
The effects of digital innovation are particularly pervasive for companies that engage in information-based products that can be fully digitised. While the mainstream media industry is in the midst of such a restructuring process, it seems the music industry has somewhat stabilised after a transformation that was ignited at the turn of the millennium. Record labels had optimised their operations by selling one product – vinyl albums (and later CDs) – and then distributing copies. It was an efficient means of delivering music artists’ recorded work to the public from the 1940s onward. In the late 1990s, the emergence of peer-to-peer networks such as Napster confronted the music industry with unexpected challenges. When the audience wanted to listen to new music in novel ways, the industry’s somewhat closed approach to innovation was exposed. Although customers were moving in another direction, many major record labels continued to consider their core business the production and sale of music CDs. Historically, labels controlled their own value chain from end to end: from signing new artists to distributing his or her music to record stores. Unwillingness to challenge this definition, along with certain insensitivity towards customers’ interest in MP3 files, hampered digital innovation.
The music industry failed to manage digital innovation. As did Kodak, which failed to re-orient its business as digital cameras emerged. We have, however, also seen how digital innovation can enable established companies to move into new domains. A classic case of such digital portfolio expansion is IBM’s shift in focus from hardware to software and services as PC diffusion accelerated in the early 1990s. Another example of such digital portfolio expansion is Apple effectively becoming a music distributor with iTunes. Along with new entrant Spotify, Apple contributed to energising the business ecosystem in the music industry through digital service innovation. Although the internet once seemed hopeless as an arena for paid content, Netflix rebutted such notions while invigorating the film and television industries. Netflix took digital service innovation a step further by not only distributing digital content but also producing it. Going back to the music industry, additional links in the value chain were eventually reconfigured due to digital innovation. For example, software such as Garageband enables cheaper and highly mobile music production, while free-of-charge alternatives such as Soundcloud illustrate that iTunes and Spotify are not the only gateways.
As companies engage in digital innovation, they face a number of uncertainties. For example, questions arise about what factors govern the adoption of digital products and services. In addition to defining the boundaries between different products and services, companies need to consider how each product and service can generate revenue in different ways through balancing free and premium components. Companies are also challenged to keep constantly up-to-date with how new digital technologies relate to their business and to identify new opportunities for innovation. In organising their digital innovation efforts, companies need to cultivate and source new skills both internally and externally while co-ordinating improvisational efforts in multiple digital innovation projects.
A managerial framework for digital innovation strategy
In seeking to manage digital product and service innovation, there is uncertainty occurs across three dimensions:
- the company’s products,
- its digital environment, and
- its organisational properties.
Therefore, companies need a holistic view of digital innovation when navigating the rapidly changing digital innovation landscape. The framework presented by Nylen and Holmstrom enables companies to gain such a holistic view of digital innovation, helping them to motivate and keep track of their digital innovation efforts. The five key areas included in the framework are:
- user experience
- value proposition
- digital evolution scanning
- skills
- improvisation.
Digital innovation strategy: Framework for digital innovation
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Digital innovation strategy: User experience
Since the late 1990s, consumer goods and services such as home appliances and air travel have been increasingly purchased via e-commerce websites, which compete on more than just price. Here, website navigation has to be smooth, while based on filtering functionalities that allow users to seamlessly navigate massive product databases and arrive at the desired product in a few clicks. Measuring efficient browsing and usability is, however, not enough – the customers’ experience of interacting with these sites is key. While the user experience design is a central differentiator and competitive force, most websites have a substandard user experience design. In digital innovation, measuring the user experience involves not only usability issues, but also the aesthetic properties of digital products and services. Users are affected by appearance, so these aspects need to be carefully leveraged and aimed at evoking a positive emotional response from the user.
It could be argued that the consistent aesthetics of Apple’s hardware and software under the reign of head designer Jonathan Ive contributed to raising the user experience high above competitors, thereby contributing to Apple’s market dominance.
The user experience can be measured by the way the company’s digital products and services evoke engagement. When seeking a way to create digital products and services that are engaging, companies need to explore and tap into values that can make the experience of their digital products and services meaningful to users. Creating an integrated user experience that evokes engagement is particularly important when moving beyond websites and desktop applications. The smartphone application Foursquare is a successful example of the role of engagement in the user experience design. While supporting location-based check-ins, Foursquare rewards the user with both virtual badges and titles while showing the user how she is doing compared with friends. User experience is the first key area that companies need to measure in order to motivate and keep track of their digital innovation efforts. This is done through obtaining a composite measure of the levels of usability, aesthetics, and engagement in companies’ digital products and services.
Digital innovation strategy: Value proposition
In the Industrial Era, dominant designs provided a structure that enabled benchmarking and unified pricing. In the digital age, however, companies increasingly innovate on malleable intangibles that can be rapidly reconfigured. Therefore, while digital product categories are fragile and negotiable, the ongoing reconfiguration of the firm’s business model has been highlighted as critical in a context of digital innovation. In this context, the business model defines the ‘architecture of the revenue’ while addressing the processes of value creation involving the value network around the firm, including suppliers, customers and third parties.
Indeed, digital innovation has contributed to demolishing several established Industrial Era business models. Digital innovation is associated with new logic and configuration of revenue streams. In Nylen and Holmstrom’s framework, the value proposition of digital products and services is evaluated by assessing three elements, beginning with customer segmentation. This involves analysing the customer base in order to make strategic decisions about how to reach different groups of customers with the products and services in the firm’s digital portfolio. Customer segmentation enables companies to start reflecting on the pricing and positioning of their digital products and services.
Having segmented the customer base, companies need to decide how the products and services in their digital portfolio can be differentiated and bundled. This includes the specific configuration of the balancing of premium and free, and the role of advertising in each of the firm’s digital products and services. iTunes, for example, challenged the music industry’s established bundling model by pricing tracks instead of albums.
In contrast to traditional product licensing models, companies engaging in digital innovation are faced with commissions of channel owners. For example, the Apple Store and Google Play both take a 30 per cent commission on sales, while e-commerce storefront services vary in their commissions. Therefore, companies need to consider how the commission of channel owners can be negotiated.
Digital innovation strategy: Digital evolution scanning
Digital technology seems to evolve out of itself, starting with a few simple hardware and software components, combined in several rounds over time into more and more sophisticated and integrated ones, forming systems of increasing complexity.
During the past decade we have seen how this evolutionary process is constantly speeding up. This is not only manifested in ever-shorter release cycles of digital devices, but also in the explosion of social media and communication services and applications. Companies need to monitor these developments in order to ensure compatibility by implementing timely upgrades of their digital products and services. However, this monitoring moves beyond compatibility concerns when companies seek to harness the full scope of digital innovation.
Digital evolution scanning involves identifying new opportunities for innovation. As digital innovation emerges in these acts of recombination, companies need to continuously consider how they can be active participants. That is, how can they exploit these opportunities and generate an aggregated value through creating digital products and services that use existing components?
In doing so, companies need to keep up-to-date with and analyse the progress of digital technology and associated usage patterns. This is done through gathering intelligence on which new hardware devices are on their way to market, including components such as memory, processors and chips, and devices such as PCs, smartphones, and tablets. Companies need to expect this evolution to continue and assess how it relates to their business.
Furthermore, digital technology has enabled a reinvention of sales and distribution channels. Companies can now position and integrate their products and services with an abundance of mobile operating systems, social media sites, and app stores. Facebook is currently a key actor for many companies that use the platform to a varying degree, ranging from small businesses that push information out to their customers, to large players that use Facebook to pull new customers in through formalised partnerships. Finally, digital evolution scanning involves observing new user behaviours. To this end, new markets can emerge as users sometimes unexpectedly adopt a digital technology into a new use context.
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Digital innovation strategy: Skills
Skills
The core competencies of incumbent companies can actually stand in the way of innovating when entering new markets. This is also a challenge in digital innovation, but as production of quality products and content remains key, digital innovation requires new skills without making all existing skills obsolete.
Industrial Era companies should seek to leverage and translate skills obtained from developing analogue products. Measuring this key area involves taking stock of the ways in which learning is supported and promoted throughout the organisation. Digital innovation involves continuous learning whereby new digital technologies are explored in order to create an understanding of their unique properties. This can involve establishing conditions for retraining and incentives for existing staff to acquire digital skills. Companies should be alert and identify organisational members that are drifting from their established roles towards improvising with digital technologies. Such talent is important to pick up in order to secure the appropriate skillsets for future projects, ultimately achieving sustainable digital innovation management.
While new roles can emerge from within the organisation, companies may recruit externally for specialised digital staff that complement existing staff. In combining such roles, it is a key challenge for managers to assess the current status of organisational members’ skills, ensuring that they can be fruitfully assembled in dynamic innovation teams with the right combination of skills for each project.
While managers may engage consultants to achieve quality digital service designs in individual projects, developing in-house skills ensures the agility needed to handle the rapid pace of digital innovation processes.
Digital innovation strategy: Improvisation
In the Industrial Era, product development was a slow and costly procedure. Trained organisational members in formal engineering and designer roles exclusively handled this activity. In contrast, digital technologies are ubiquitous in contemporary companies. By promoting improvisation throughout the organisation rather than trying to impose central control on all digital innovation processes, contemporary companies can harness complexity through combinatorial innovation.
In the digital realm, an improvisation is often an act of reconfiguration. The malleability of digital technologies affords a higher degree of improvisation than their analogue counterparts. Improvisation involves risk-taking, and the low cost of digital technology also means a lower cost of failure. Therefore, managers need to ensure they provide staff with an improvisational space in which structure and flexibility are balanced in such a way that the constraints maximise creativity while evoking ‘generativity’. Google, for example, allocates 20% of employees’ working hours to individually initiated projects.
It is critical for companies to establish mechanisms for capturing the successful outcomes of such efforts. Meanwhile, in order to deal with overlaps and waste, co-ordination is a key measure.
Digital innovation strategy: Delivering digital innovation
When successfully implemented, Nylen and Holmstrom’s framework enables companies to continuously adjust their operations in order to optimise digital innovation efforts. It should be noted, however, that because each company is unique, the ways in which each measure is operationalised and deployed may differ substantially. Tailoring the framework involves deciding whether to use quantitative or qualitative measures. Indeed, digital technology opens up multiple ways of capturing data. For example, in the product dimension, companies can negotiate with customers to share their data in order to gain insight regarding usage and purchasing patterns. In terms of the environment, companies need to investigate how they can capture or ‘scrape’ web data from technology blogs and similar venues to obtain intelligence on developments in digital technology that complements their existing business intelligence practices.
Many factors influence companies’ digital innovation efforts. While factors such as political policies and regulations were always important in a context of innovation, this is also the case in digital innovation. Nylen and Holmstrom’s framework, however, focuses on the new key areas to be prioritised due to the unique properties of digital technology. Another limitation of the framework is that it does not cover internal process innovation enabled by digital technology.
While being able to deal with the rapid change associated with digital innovation processes is key in contemporary companies, this is clearly still unchartered territory for many businesses. This fact underlines the importance for all companies to have in place appropriate tools for managing digital innovation. And while Nylen and Holmstrom’s framework is informed by recent research and industry developments, the academics hope to inspire additional managerial accounts and further scholarly study in this exciting domain.
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References:
Cunha, M. P., Cunha, J. V., & Kamoche, K. (1999). Organizational improvisation: What, when, how, and why. International Journal of Management Reviews, 1(3), 299—341.
Hassenzahl, M., & Tractinsky, N. (2006). User experience–—a research agenda. Behavior and Information Technology, 25(2), 91—97.
Henfridsson, O., Mathiassen, L., & Svahn, F. (2014). Managing technological change in the digital age: The role of architec- tural frames. Journal of Information Technology, 29(1), 27—43.
Nyle´n, D., Holmstro¨m, J., & Lyytinen, K. (2014). Oscillating between four orders of design: The case of digital magazines. Design Issues, 30(3), 53—68.
O’Reilly, C. A., III, & Tushman, M. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185—206.
Westergren, U. H., & Holmstro¨m, J. (2012). Exploring precondi- tions for open innovation: Value networks in industrial companies. Information and Organization, 22(4), 209—226.
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E-Pitching Session: Showcasing Cleantech and Edtech Innovations
ESIL and EuroQuity E-PITCHING SESSION: Showcasing Cleantech and Edtech Innovations ESIL recently hosted a virtual event on the 26th of [...]
ESIL and EuroQuity E-PITCHING SESSION: Showcasing Cleantech and Edtech Innovations ESIL recently hosted a virtual event on the 26th of [...]
ESIL at the Big Angels Day in Croatia, powered by EuroQuity The ESIL initiative aims to enhance the innovation and investment [...]
STORY | Meet Luigi Amati, Director of META Group and Archangel for Poland Luigi Amati is a seasoned Business Angel and [...]
ANGEL INVESTING TRAINING COURSE | CROATIA| October 1 & 15, 2024 Become an Effective Business Angel Are you already a [...]
ANGEL INVESTING TRAINING COURSE | Bulgaria | October 3-4, 2024 Become an Effective Business Angel Are you already a Business [...]
The Effective Business Angel Programme arrives in Poland on October 11-13! Are you already a Business Angel looking to increase [...]
IN THE PRESS | Moves to boost the ranks of angel investors in Widening countries Article published in Sciences | Business, [...]
MATCHMAKING EVENT | Wednesday 10th July 2024 Building Business Angel & AI: Between Prospects for Investment and a Necessary Knowledge [...]
ONLINE WORKSHOP | Thursday 11 July 2024 Building Sustainable Gender Focused Angel Investment Across Europe: the Role of ESIL Next [...]
IN THE PRESS | ESIL is empowering Business Angels in Eastern Europe Article published in WITNEWS, 4 June 2024. Read the [...] |
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A year and a half into the pandemic, we’re just beginning to understand how it changed everything around us. Analysts are still struggling to see the impact the pandemic had (and still has) on our society and the way we do business. But one thing is certain: nothing so far has accelerated digital transformation the way the pandemic has.
A McKinsey report showed that, in just a few months, businesses have made digital leaps that would otherwise have taken years to complete. And these changes are by no means temporary or passing trends. They are here to stay.
Let’s take a closer look at how the COVID-19 pandemic changed the enterprise approach to IT and data storage.
More Remote Work, But with Extra Emphasis on Availability and Security
The first wave of the pandemic sent people to work from home and their employers to find new ways to keep them productive and to keep their networks secure. Even the expected “big comeback” to the office was delayed, in light of the Delta variant. Giants like Apple and Google announced that their employees will likely not come back to the office until early 2022—in the most optimistic of scenarios.
Of course, when employees were sent to work from outside the office, on less-than-secure networks, the number of cyberattacks (many of them successful) grew exponentially. Thus, employers were left with two major problems to solve:
- Network availability for employees working outside the office
- Cybersecurity for the same employees
More importantly, they needed to solve these issues fast. The first step of the solution was obvious: on-premise storage was no longer optimal or cost-effective with a geo-diverse workforce.
From On-Premise to Cloud and Colocation
The IT changes most companies had to implement can be equated with building a highway in a month. With a key differentiator: we’re talking about a data highway.
Companies of all sizes needed better access to their data, better security, scalable solutions, and spread out networks. Their employees needed access to data from all over the world, and this access needed to be secure.
This prompted increased demand for two types of solutions: cloud storage and colocation. Cloud storage comes with an attractive price tag, but, as always, things are more complicated. Some of the security risks associated with cloud storage have yet to be mitigated, while data access in case of an outage is a major problem for companies who need to be up and running constantly—and who doesn’t these days, right?
Thus, colocation and edge computing have become the solutions that more and more companies are choosing. Colocation comes with real scalability, better data access, and an easily enforceable disaster data recovery plan. You can read more about what makes colocation a better alternative to cloud here.
Colocation goes hand in hand with edge computing, so it’s no wonder that the demand for the latter grew exponentially and is projected to reach $250.6 billion by 2024. The prime attraction of edge computing is the fact that it cuts the “middle man” in data processing and, instead of routing your data all over the world, processes it where the data is generated or as close to that location as possible.
In turn, this means that, wherever they may work from, employees can enjoy better data streams and a much higher speed. All without sacrificing security, of course.
You can read more about the benefits of edge computing here.
What’s Next in Data Storage and IT Infrastructure?
Sooner or later, the pandemic is going to be over and we’re going to be in a “new normal.” While no one knows exactly when that will happen, what we do know is that some of the changes it prompted are here to stay.
Take remote work, for instance. Even if the majority of big employers want their staff to come back to work, a mentality shift happened in the meantime and most of these employees prefer the flexibility of remote working, even at the cost of lower wages.
Cybercrime is on the rise and will be hard to contain any time soon. This means that companies will still need access to their data from anywhere in the world, with speed and flexibility, while maintaining improved security.
Colocation and edge computing have passed the hardest test: they became the solutions of choice in a moment of worldwide crisis, when better alternatives were needed and they were needed fast. No matter when the current crisis ends, savvy businessmen and IT managers know that there are countless types of crises that can impact an organization, and they need to be prepared for whatever comes their way.
With colocation, you get more than a flexible storage solution and better security. You get a disaster recovery plan that could save your company millions of dollars and the expertise of security and storage teams ready to jump in and help you whenever you need it.
Want to know more about how colocation can help your business thrive—during the best of times and during the worst of times? Schedule a tour of our Midwest facility and talk to our storage experts. |
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A UK executive training and coaching company pursues new growth in Central and Eastern Europe thanks to the Network.
A Spanish technology SME expands internationally thanks to the Enterprise Europe Network. Read more!
A Scottish spirits start-up makes a splash by getting advice on intellectual property and product development from the Network.
A top UK design company finds the expertise it needs in the Czech Republic's oldest glass factory thanks to the Network's local contacts.
Great potential for new stem cell research for diagnostics and therapeutics.
Tailor-made software solutions to help pioneer applications for the visually impaired.
Enterprise Europe Network recruits a museum for an EU-funded research project that will use state-of-the-art technology to delve below the surface of ancient artefacts.
The Enterprise Europe Network helps a Polish SME shift its focus from IT to beauty and hooks it up with a Spanish niche supplier. |
www_exampleessays_com_viewpaper_5986_html | innovation | SIMILARITY: 0.4037
Technology seems to be an asset in our modern day life styles. It serves to make our life easier and better by the minute. E-mail, internet, automated machines all seem to serve one purpose to improve human life. .
Lets take On line banking. Before one would have to go to bank, stand in line, pay service fees etc. But nowadays with on line banking one can just stay in the comfort oh his or her home and pay bills and make other transcations in minutes! Everything with technology makes life soo much easier. Especailly for the 21st century man. The growing population it would take us hours to do anything manually or to wait up in line. Technology however seems to solve this problem. From kitchen appliances to cars to tele med, techinology seems to be ruling our world. .
There is a drawback to this, as everything seems to come with a price. Technology has created the lazy man and not to mention ways to destroy our planet even more. With people hacking accounts, miss using data and invading others privacy. Extensive use of household appliances and fumes all over the place. Not an effective way of saving the planet is it?.
In anyway, something or the other is lost to achieve something. In our todays world, we may have the comforts which the stone age people didnt have. But we have the dark smoked up sky they didnt have either. . |
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Top technology trends: Cybersecurity, clean technologies, multifunctional robots and a lot of artificial intelligence. These are the main trends that will characterise 2025, at least according to several consultancy firms that outline the guidelines for the next twelve months every year. There is a risk of repetition because we are still in a transitional phase, but it is clear that everything, or almost everything, revolves around the developments of GenAI, which will influence the choices and objectives of companies, as well as impact a long list of sectors, not only industrial ones. Considering just a few of the best-known and most widespread forecasts, such as those drawn up by Gartner and Capgemini, it is always from AI that we must start in order to try to understand the trends that will take place in the coming months.
The GenAI quantum leap
If so far we have scraped the first layers of a surface that promises to be very deep, we are about to gradually sink our hand into the cauldron of GenAI. The watchword is ‘agentification’, which sums up the evolution of AI systems, which will be increasingly specialised. The transition from isolated and limited activities to interconnected and more complex domains will be accompanied by the ability to plan and act autonomously in order to achieve the user’s predefined goals with reliable results based on concrete data.
This would complete the transformation that, for many insiders, would mark the real beginning of a new era. For it will no longer be man who will have to guide AI, but AI that will guide operations within a system to facilitate and speed up tasks according to the user’s needs. It remains to be seen whether 2025 will be the decisive year for this leap, but the premises for it are there.
Especially in the corporate world, multi-agent systems could prove to be the decisive virtual assistant for making complex decisions quickly, even in unforeseen scenarios. This is a potentially crucial detail for sensitive areas such as healthcare and financial services. The last stage of evolution, then, would be the AI super-agent, capable of managing multiple systems, optimising operations according to the user’s needs. But for this, there is time. The important thing is to go step by step.
Clean technology
Progress, yes, but on condition that the process is sustainable. It is the most heard refrain of recent years, so time is short, and the need to improve things is very urgent. The growth of renewables, biofuels and low-emission hydrogen are tangible results, as is the rise of nuclear energy, which will be a central topic of debate in 2025. Because there is an extreme need for clean energy that can support the huge demand for energy consumption coming from the AI front.
Many chips have been staked on the development of small modular nuclear reactors, although time is needed before concrete results are achieved. In the meantime, investing in invisible ambient intelligence is gaining ground. It is a model made up of low-cost smart mini-sensors that can be used to achieve real-time tracking and sensing solutions that are accessible on a large scale. Again, we are in preliminary tests, but during the first phase, the innovation could simplify stock control and logistics of perishable products, improving efficiency. And that would be no small thing.
Multifunctional robots and cobots
From robots to cobots, the step is short because it is precisely thanks to AI improvements that collaborative robots are already emerging, capable of adapting to different scenarios and constantly learning from the environment in which they operate. That 2025 could be the year of the consecration of the robot metamorphosis is also indicated by the confidence of venture capitalists and corporate executives towards AI-powered robotics, considered by almost half of the sample surveyed by Capgemini Research as one of the top three tech trends of the year. Numbers also depend on the expansion of the sectors in which robots are used, which are particularly important in areas such as agriculture and manufacturing.
Great expectations also concern multifunctional robots designed to operate close to and together with humans. In the medium to long term, their success will depend on the gradual disappearance of traditional robots designed to perform one task identically. It will take time, but the road is marked.
Post-quantum cybersecurity
AI has been disrupting the industry for months now, as it makes it easier for cybercriminals to attack. However, on the corporate and private sides, it also increases the difficulty of hacking a system. Thanks to GenAI, the threats orchestrated by hackers will become increasingly sophisticated in the coming months, with the response of companies shifting from increased investment to automated threat detection. To do this, the emerging solution is post-quantum cryptography, which can protect data from the decryption risks of quantum computing. This shift will force many companies to change their encryption methods. |
www_cachhaynhat_com_en_profile_lauraknowles_blog-comments | innovation | SIMILARITY: 0.4106
Batista DaveMar 29, 2024What are the advantages of outsourcing enterprise software development to specialized service providers? |
www_springerprofessional_de_en_ein-dorf-entwickelt-eine-zukunftsstrategie_50198584 | innovation | SIMILARITY: 0.4921
01-11-2024 | Titel
Ein Dorf entwickelt eine Zukunftsstrategie
Published in: Innovative Verwaltung | Issue 11/2024
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vanj_jp_events-en_vanj2022_reports06_civileng_ | innovation | SIMILARITY: 0.4014
Innovation for Eco-friendly and Long-life Infrastructures
Session introduction: https://conf.vanj.jp/2022/timetable/event/civil/
On the morning of November 27, 2022, a session with the topic “Innovation for Eco-friendly and Long-life Infrastructures” took place lively and effectively with interesting presentations related to original investigations on innovative materials, structure and construction methods, risk assessment and management approaches for sustainable development of infrastructures from invited prestigious scientists and researchers in the field of Civil Engineering.
Opening the session, Dr. Nguyen Minh Hai, the University of Danang – University of Science and Technology expressed his wish that the conference would be a forum for academic exchanges between researchers with common interests to promote collaborative research in the near future.
The first guest, Prof. Hosoda Akira from the Concrete Laboratory, the Institute of Urban Innovation, Yokohama National University (YNU) and the director of the YNU disaster prevention center, Japan gave a keynote presentation about several advanced applications in Japan of “long-life” and “eco-friendly” concrete structures with industrial wastes and by-products. The presentation consists of three main parts including invention of innovative porous concrete and liquified stabilized soil, the durability design of RC deck slab utilizing ground granulated blast furnace slag (GGBS) and expansive additive (EA), and the utilization of fly-ash (FA) for mitigating corrosion and alkali-silica reaction (ASR) in concrete structures.
Next, Dr. Phan Hoang Nam, Faculty of Road and Bridge Engineering, the University of Danang – University of Science and Technology gave an overview of seismic vulnerability and risk assessment of fuel storage tanks in petrochemical plants using different analytical methods for deriving fragility functions. In addition, a framework for the seismic risk assessment of fuel storage tanks in petrochemical plants was also presented.
The third guest speaker, Dr. Hoang Phuong Tung, Faculty of Road and Bridge Engineering, the University of Danang – University of Science and Technology gave a presentation on applications of bio-carbonation for low carbon construction materials. He proposed using a unique technique which led to the enhancement of the hydration and carbonation processes via the synergistic combination of microbial carbonation process (MCP) with a hydration agent that enabled the self-carbonation of RMC-based mixes without the use of any special curing environments.
The fourth guest speaker, Dr. Vo Duy Hai, postdoctoral researcher at the Department of Civil and Construction Engineering, National Taiwan University of Science and Technology (NTUST), Taiwan introduced his research on recycling waste materials in concrete production. The presentation showed the solution to produce green concrete using construction demolition wastes as a partial replacement for natural aggregate.
Lastly, a researcher, Dr. Nguyen Trung Kien, Faculty of Civil Engineering, Ho Chi Minh City University of Technology, VNU-HCM, Ho Chi Minh City, Vietnam gave a presentation on scattering of transient Rayleigh waves and its effect on buried pipelines. Several effects of scattering waves on the spatiotemporal response of the structure using parametric studies were mentioned.
The discussion session attracted more than 30 online and on-site attendees. The issues discussed in the program were not only from the online audiences but also had a special interaction between the guest speakers and students, researchers who are interested in the field of Civil Engineering.
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nexforeconsulting_com_elements-media-container_ | innovation | SIMILARITY: 0.4525
Synergistically leverage other's premier synergy for prospective communities. Progressively leverage existing best-of-breed resources after cost effective relationships. Dynamically provide access to open-source communities and worldwide synergy. Continually underwhelm pandemic ROI with ubiquitous ideas. Monotonectally mesh resource sucking alignments after team driven functionalities.
Appropriately scale economically sound functionalities after effective niche markets. Rapidiously re-engineer 24/365 convergence for effective materials.
Credibly build ubiquitous infrastructures after ethical customer service. Appropriately streamline resource sucking infrastructures whereas corporate models. Interactively iterate wireless e-services via collaborative models. |
rogerstringer_com_blog_apple-celebrates-a-groundbreaking-year-in-entertainment | innovation | SIMILARITY: 0.4108
Eddie Cue on Apple's year of original content
Eddy Cue, in a rare personally-signed post to Apple Newsroom (“Thoughts on Services”?):
2022 was a groundbreaking year for entertainment. At some point over the past year, you probably discovered a new app, a new song, a new TV show or movie, or game. An experience that made you laugh, taught you something new, or helped you see the world in a new way — and moved you to share it with others.
At Apple, we have the privilege of partnering with creators of all kinds, while building products and services that enable even more creativity. Our mission has always been to enrich people’s lives and to leave the world better than we found it, and we know that takes more than technical skill. It requires leading with our values in everything we do. We believe that our products and services should be made for everyone. We believe that privacy is a fundamental human right, and that our highest obligation to our customers is security. We believe that a culture where everybody belongs can drive innovation, and that we must stand up for the change we want to see in the world.
When we started Apple TV+ a few years ago, we did so to tell stories that reflect our broader humanity. And whether it was CODA winning the Oscar for Best Picture or Ted Lasso winning back-to-back Emmys for Best Comedy, we have seen, in so many ways, the validation of this kind of storytelling and the strong desire for more of it. |
news_sap_com_africa_author_sapcoinnovationlabafrica_ | innovation | SIMILARITY: 0.4357
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kisti_re_kr_eng_about_pageView_245_jsessionid_D21pChnXMEZZiCs7hFiMIUIcNiap58ka6ecQEtiXaciS2NH7vzJMhX | innovation | SIMILARITY: 0.4516
"A leading institute transforming R&D with AI and HPC"
Greetings,
I am Sik Lee, president of the Korea Institute of Science and Technology Information (KISTI).
We warmly welcome you to the KISTI website.
For over 60 years, KISTI has played a pivotal role in advancing national science and technology by leading the fields of supercomputing and science and technology information in Korea.
Amid the rapidly evolving digital revolution, KISTI is dedicated to achieving sustainable development based on core technologies that will shape the future, including AI, big data, and quantum computing.
Guided by our vision of becoming "a leading institute transforming R&D with AI and HPC," KISTI aims to:
1. Advance as an AI and big data-oriented research institute based on world-class AI computing resources;
2. Realize a global KISTI through openness and collaboration;
3. Establish a rapid support system to solve pressing national and societal issues.
Through these efforts, KISTI will contribute to enhancing national competitiveness.
KISTI envisions an era where data shapes our future, and technology creates new value.
We are committed to leading change and innovation alongside the people, striving to become a trusted research institute.
Thank you.
Sik Lee |
ziengineering_com_tag_it-security_ | innovation | SIMILARITY: 0.4195
Ideas for High Returns on Investment
Using the profit accumulator is one such way, and you should understand why it increases your chances of the profits. …
How Technology Made Businesses More Efficient
They play a role in making operations more seamless, bridging the gap between authorities, consumers and businesses. …
Data Secure on Transitioning to a New Office
It is far wiser to do your own installations and ensure that all data flowing through the organization has end-to-end encryption. …
The Keys to Persuading Customers Nowadays
The middle part is called the emotional, brain-controlled feeling. The outer part controls logical reasoning. …
Blockchain Technology Effects on Logistics Sector?
Changing or adding information to the “chain” requires the authentication of everyone who is in the network. …
How Wireless Technology is Changing Business
If there’s one way that wireless technology has changed the way we work, it’s that everyone is now connected. …
5 Ways Technology Has Improved Business Today
Today, it is uncommon to not have access to high-speed wireless internet, regardless of your location on Earth. … |
english_sta_si_3026369_businesses-expect-strategic-r-d-from-new-government | innovation | SIMILARITY: 0.4401
Businesses expect strategic R&D from new government
Ljubljana, 14 April - Slovenian businesses expect that the new government will draw up a strategic development plan for a green transition in cooperation with experts and a clear and long-term development policy, Chamber of Commerce and Industry (GZS) director Aleš Cantarutti said on Thursday.
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www_thevoicemaster_com_search_updated-max_2016-02-08T05_58_00-08_00_max-results_1_reverse-paginate_t | innovation | SIMILARITY: 0.4176
The Manila leg of the 21st STI College National Youth Convention was held on February 2-5 at the Aliw Theater in CCP Complex, Pasay City. Tens of thousands of STI students from all over NCR and nearby provinces in Northern and Southern Luzon gathered to learn about the convention’s theme “I Will Innovate.” Each session featured 3 speakers, each one speaking about different facets of innovation: spirit, character, and creativity.
Pocholo “The VoiceMaster” Gonzales has inspired more than 5,000 STI students as one of the speakers on both morning and afternoon sessions of the convention’s third and fourth day. With the topic, “Innovator’s Creativity,” the VoiceMaster talked about how innovation is a mindset more than it is an idea executed into a product or service. His talk was a combination of energetic humor, inspiring stories, memorable “hugot lines” and lessons to develop the mindset of an innovator. He motivated the audience to innovate not only their ideas, but also their own personality. He set himself as an example as to how he has continually developed himself especially when it comes to the voice – expanding his capabilities not only in voice acting, but also in broadcasting, training and motivational speaking.
The VoiceMaster also motivated the participants to be innovators not only for themselves but for the good of the country. He also encouraged them to become like Dr. Jose Rizal, and to use their available resources to be able to make a difference in the society, just like our national hero did despite his lack of technology and freedom.
The VoiceMaster also entertained the audience with his voice acting superpowers, imitating their favorite cartoon characters and celebrities.
Towards the end of each session, the VoiceMaster gave his last message to the audience and reminded them to pursue their passion while they are young, and to never waste an opportunity to be an inspiration to their fellow youth. |
www_athenarc_gr_en_events_node_node_en_en_node_node_node_node_en_en_en_node_node_node_4892_page_1 | innovation | SIMILARITY: 0.4210
On Friday, February 18th , Dr. Konstantinos Dellis participated at the conference: “Innovation in Crete and the entities that support it 4.0” which took...
The two-day conference “Innovation in Greece and the agencies that support it 4.0” took place on Friday, January 20, and Saturday, January 21, 2023 at ACEin, AUEB premises.
The Conference was co-organized by the NBG...
A COMPETITIVE INTELLIGENCE CLOUD/HPC PLATFORM FOR AI-BASED STI POLICY MAKING
2nd General Assembly Meeting December 14-15, 2022
...On the 8th of December 2022, a workshop of the Adaptation to Climate Change Living Lab took place, titled "IntelComp STI Viewer tool for Academia & Industry" organised by ATHENA RC team. The goal of the workshop was...
It is our great pleasure and honour to invite you to be a part of this year’s Balkans Go Circular Conference, of our Circular Economy Beacons project, which will take place on the 15th and 16th...
Is the world ready to go fully water-circular by 2050?
This is the debate question for the EIT Climate-KIC pitching event, co-organised with ...
Model: Hybrid.
Place: Belgrade, Athens, Sophia, Timisoara, Podgorica, Sarajevo (the exact address will be sent to you upon registration)
Zoom link: ... |
habarileo_co_tz_the-ultimate-gaming-setup-essential-gear-for-serious-gamers_ | innovation | SIMILARITY: 0.5444
In the vast expanse of the cosmos, humanity has always been driven by an insatiable curiosity to unravel the mysteries of the universe. Science, innovation, and space exploration stand as the pillars of our progress, propelling us into a future filled with endless possibilities. In this blog article, we delve into the thrilling world where these three elements converge, shaping the way we perceive the universe and revolutionizing the world we live in.
Innovation, the practical application of creative ideas, bridges the gap between knowledge and tangible solutions. In recent years, innovations such as artificial intelligence, renewable energy sources, and advanced healthcare systems have reshaped societies, offering glimpses into a future where the impossible becomes attainable.
Gadgets: Bridging the Gap Between Science and Society
Gadgets, the everyday marvels that shape our lives, bridge the gap between scientific discoveries and society. From smartphones and wearable devices to smart home appliances and virtual reality headsets, gadgets have become an integral part of modern existence. These devices not only facilitate communication and entertainment but also serve as essential tools for scientific research and space exploration.
Imagine a world where space tourism is as accessible as a plane ticket, where innovative gadgets enable us to explore the farthest reaches of the universe from the comfort of our homes. Picture a future where sustainable technologies mitigate the impact of climate change and preserve our planet for generations to come. This vision of the future is not a distant dream but a tangible reality on the horizon, waiting to be shaped by the brilliant minds and innovative spirit of humanity.
Innovation: Transforming Ideas into Reality
- Problem-Solving: Innovation is not just about inventing new gadgets or technologies; it is primarily about creative problem-solving. Innovators identify existing challenges and develop novel solutions to address them.
- Interdisciplinary Approach: Innovation flourishes when diverse minds collaborate and share their expertise. It thrives on interdisciplinary approaches that bring together individuals from various fields such as science, engineering, design, and business.
- Continuous Improvement: Innovation is a dynamic and ongoing process that demands adaptability and a willingness to embrace change. Successful innovators understand the importance of continuous improvement.
As the world becomes increasingly aware of environmental issues, technology developers are focusing on creating gadgets that are not only advanced but also environmentally conscious. Solar-powered chargers, energy-efficient smart home devices, and biodegradable phone cases are just a few examples of how gadgets are evolving to reduce their ecological footprint.
These innovations represent a significant shift in the tech industry, highlighting the potential for gadgets to not only improve our daily lives but also contribute positively to environmental conservation. By integrating green technologies into everyday devices, we are stepping into an era where gadgets not only bridge the gap between science and society but also play a vital role in fostering a sustainable future. |
spa_ac_in_research_research-centres_design-innovation-centre-dic | innovation | SIMILARITY: 0.4679
Coordinator: Prof. Dr. Sanjukkta Bhaduri
Year of Establishment: 2015
Design Innovation Centres (DICs) have been established in government institutions under National Initiative for Design Innovation (NIDI) Scheme as a flagship programme by MHRD (as per Twelfth Plan) under a Hub and Spoke model with the lead institution acting as the mentor while synergising and leveraging the potential of the institutes.
DIC is a platform for product or process innovations for students, faculty and citizens to give ideas that can be developed as products/processes. The mandate of DIC is also to act as an enabling centre/incubation centre for start-ups. Presently, there are 92 institutions that are involved in design and innovation; 20 institutions are Design Innovation Centres (DIC) Hubs and 70 institutions are Spokes. The DIC hubs include SPA-New Delhi, 10 IIT’s and 9 Central Government Universities. Apart from that there is 1 Open Design School (ODS) and 1 National Design Innovation Network (NDIN) linking the institutions.
Objectives
- Promote and enhance interdisciplinary design-focused innovation and creativity problem solving through design based education and projects in the complete value chain from process to product.
- Promote knowledge sharing and collaboration amongst industry, academia, Government Institutions, research laboratories, etc. for entrepreneurship and marketing of products.
- To promote increased interaction/collaboration with institutes/ organizations worldwide and to build a flagship programme in the areas of design and innovation. |
www_darkgenic_com_mockup-94cad37a-jpg_ | innovation | SIMILARITY: 0.4053
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ttncc_com__b_35346998726 | innovation | SIMILARITY: 0.4244
[ our skills ]
The Core Company Values
We are constantly growing, learning, and improving and our
partners are steadily increasing. 200 projects is a sizable number.
partners are steadily increasing. 200 projects is a sizable number.
Quality
Innovation
Customer-Centricity
Luxury and Minimalism
Value for Money |
wire2wolves_com_video-conferencing-cloud-calling-screen-sharing_html | innovation | SIMILARITY: 0.4004
A group of directors and other technical staffers deploy and manage a company’s IT infrastructure and property. IT teams depend upon a spread of specialised data and technology abilities and knowledge to assist equipment, functions and activities. Third-party contractors and IT vendor help personnel increase the IT staff. Computer scientists could participate within the hardware and software engineering work required to develop merchandise.
Man’s technological ascent began in earnest in what is identified as the Neolithic period (“New stone age”). The invention of polished stone axes was a serious advance because it allowed forest clearance on a large scale to create farms. Additionally, kids might contribute labor to the elevating of crops extra readily than they might to the hunter-gatherer lifestyle. To make a stone software, a “core” of hard stone with particular flaking properties was struck with a hammerstone. This flaking produced a pointy edge on the core stone as properly as on the flakes, either of which could be used as instruments, primarily in the form of choppers or scrapers. If your people work on Chromebooks, you’ll be glad to know that Intel vPro® now brings its signature safety, flexibility, and efficiency advantages to the Chrome platform.
_ Hudson Technologies Inc. on Tuesday reported fourth-quarter net earnings of $6.2 million, after reporting a loss in the same period a year earlier. The Pearl River, New York-based company mentioned it had profit of thirteen cents per share. LONDON — Car factories idled, beer stopped flowing, furniture and trend orders ceased, and energy firms fled oil and gas initiatives. WASHINGTON — Hackers working on behalf of the Chinese authorities broke into the computer networks of a minimum of six state governments in the United States in the final year, in accordance with a report released Tuesday by a private cybersecurity agency.
Therefore, the goals of this research are to research the sorts of technology tools used by high school students and their beliefs towards the utilization of technology in English lesson. Mix technique strategy is used on this analysis to achieve more comprehensive and representative information. The results present that there are eight activities that contain fve kinds of technology that the scholars regularly used. Those instruments are MP3 participant, internet browser, cellphone, social networking site, and television. All respondents agree that the usage of technology in English lesson is effective.
On the more progressive and technologically-advanced Human colonies, these psykers — no much less than till the menace of daemonic possession turned apparent — had been protected by legislation and allowed to develop and discover their abilities. On different, much less sophisticated Human worlds, they have been often killed in literal witch-hunts and anti-psyker pogroms. The type and nature of this unified authorities stays unknown within the remaining records. Of major significance to the era and Humanity generally through the Age of Technology was the invention of the Standard Template Construct database system.
Reuters, the information and media division of Thomson Reuters, is the world’s largest multimedia information provider, reaching billions of people worldwide daily. Reuters provides enterprise, monetary, nationwide and worldwide information to professionals via desktop terminals, the world’s media organizations, trade events and directly to customers. Technology is the use of scientific knowledge for practical functions or purposes, whether in business or in our everyday lives.
Communication improved with the invention of the telegraph, phone, radio and television. The late-19th and early-20th centuries noticed a revolution in transportation with the invention of the airplane and automobile. The earliest identified use of wind energy is the sailing ship; the earliest record of a ship beneath sail is that of a Nile boat courting to the 8th-millennium BCE. From prehistoric occasions, Egyptians in all probability used the ability Technology of the annual flooding of the Nile to irrigate their lands, progressively learning to regulate a lot of it through purposely constructed irrigation channels and “catch” basins. The historical Sumerians in Mesopotamia used a fancy system of canals and levees to divert water from the Tigris and Euphrates rivers for irrigation. The use of tools by early people was partly a strategy of discovery and of evolution.
Make a notice of when your permission to enter into the UK is as a end result of of expire, and permit enough time to complete the ATAS and permission to stay utility processes before your current permission expires. We recommend making use of a minimal of 4 months before your current permission expires. The ATAS certificates must precisely reflect the HEI/research institute which employs/hosts your research, and the analysis project, job title and period. If any of those details change you must examine whether or not you require anATAS certificate and apply for a model new certificate if you want one. You should make an observation of when your permission to enter into the UK is due to expire, to permit enough time to complete your ATAS and permission to remain functions earlier than your current permission expires.
Operations staff posts each iteration of the model new cell application for download and deploy the back-end parts of the app to the organization’s infrastructure. That could also be hyperbole, but few businesses — giant or small — can stay aggressive without the ability to collect knowledge and switch it into useful info. IT supplies the means to develop, process, analyze, exchange, store and secure info. Oversees the security and governance of purposes, providers and infrastructure. Our curriculum combines knowledge and research with hands-on practical skills.
Last year’s 5G business rollout and deployment might be a great begin for the 5G technology improvement to maneuver forward and drive the country’s digital transformation. As part of a wider digital technique, University Hospitals Bristol and Weston NHS Foundation Trust started upgrading to Intel vPro® in 2020, to assist in its response to the COVID-19 pandemic. Thanks to the distinctive remote management capabilities of the Intel vPro® platform, the UHBW IT group has been able to answer technical issues in healthcare amenities extra rapidly, decreasing downtime for critical departments such as ICUs. PCs powered by Intel vPro® are constructed for business—with forward-looking options designed that can help you confidently navigate the way ahead for security and empower your staff to attach and collaborate extra seamlessly. |
finearts-m_academickeys_com_job_gm89aylt_Research-Associate-Creative-Producer-of-an-Immersive-Experi | innovation | SIMILARITY: 0.4142
Are you a creative visionary with bold ideas waiting to come alive? Do you thrive on turning imagination into impactful experiences? If so, we’re looking for you!
Join the School of Art, Design and Media as a Research Associate and Creative Producer for a part-time, three-year journey in Singapore, where you’ll collaborate with an extraordinary team of artists, creatives, and technologists. Together, we will craft high-quality, immersive experiences that inspire, captivate, and innovate.
If you are a seasoned professional or someone with fresh, bold ideas, this is your chance to make a difference in a dynamic, interdisciplinary environment.
Why Join Us?
-
Be at the heart of a groundbreaking creative team that fuses research, artistry, and technology.
-
Work on impactful projects with flexibility and freedom to unleash your creativity.
-
Enjoy a collaborative, inclusive, and forward-thinking work culture.
Your Role
As a Research Associate and Creative Producer, you will:
-
Build meaningful partnerships and grow our creative network.
-
Manage press activities, craft engaging press releases, and ensure seamless dissemination.
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Contribute to cutting-edge creative production and interdisciplinary research projects.
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Coordinate field research and scout locations to bring ideas to life.
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Effectively share and disseminate project findings and updates.
What You will Bring
-
Qualifications: Master’s Degree in a relevant field.
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Skills: Strong organizational skills, exceptional communication abilities, and a passion for creative exploration.
-
Mindset: Open-minded, reliable, adaptable, and eager to collaborate in diverse environments.
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Experience: Background in research coordination, outreach, or creative production is highly valued.
What We Offer
-
Flexibility: A half-time schedule tailored to support your creativity and lifestyle.
-
Opportunity: Work on pioneering projects that challenge norms and redefine creativity.
-
Impact: Be part of a team making meaningful contributions to the creative and technological landscape.
How to Apply
Ready to channel your creativity into meaningful work? We want to hear from you!
We regret to inform that only shortlisted candidates will be notified. |
sciences_ucf_edu_news_tag_school-of-visual-arts-design_ | innovation | SIMILARITY: 0.4130
For the last 11 years Otronicon, or the (O)rlando Elec(tron)ic (I)nteractive Entertainment (Con)vention, has explored the science, art, technology, careers and fun behind simulation, robotics, videogames, virtual reality and digital media. Each year, various industry partners join the Orlando Science Center to promote STEM careers and celebrate how digital media technologies impact the way we live, […] |
www_jennycapondraws_com_post_listen-to-the-young-people-they-know | innovation | SIMILARITY: 0.4119
Hello! Happy new year for 2023. Without expectation of regularity, or any kind of accidental declaration of specific intentions, I'm going to put some of my news, scribblings projects and the occasional ramble (both kinds) here. Sometimes as a graphic recorder, I'm lucky enough to listen in to people's conversations and ideas about some really interesting things. Often hopeful and inspirational things. And it's a total privilege to be a fly on the wall.
Like this insight from some brilliant young people, who as part of the Triumph Network of research, came together in Edinburgh to envision what a mentally healthy society for young people could look like. 'No more I should be' they said. 'Keep to your values'. 'Recognise the impact of social media' and 'we all have different paths - celebrate them'. 'Listen to young people - they know best'. I think they do. Full image here.
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blog_venindia_com_tag_7dimensionalcube_ | innovation | SIMILARITY: 0.4003
Work from home will hit the retail Industry, and the repercussions will affect the garment factories, and this, in turn, will influence the lives of lakhs of people associated with the Industry developing chaos further.
Generally, we groomed ourselves or embraced a lifestyle to influence and impress people around us. Now that the audience will decrease drastically, the things we’ve purchased till now will last all our lifetime, if the same lifestyle continues.
The economy will prosper because of our spending on luxuries and not necessaries. So what luxuries to be promoted by our marketing folks to support the economy.
People are losing jobs; schools aren’t entirely functional. Since there are online classes, the fee is reduced. But the staff and Infrastructure cost cannot be circumvented. Schools are forced to declare pay cuts for teachers. So, a series of outcomes on various Industry and professionals due to three reasons lockdown, job- loss, and social distancing.
Many such impacts are passing down from our post-COVID lifestyle, which will impact a series of industries passing down from one tier to another.
How do we safeguard these industries?
All our focus is on Industries, which are having an immediate effect- Airlines, Aerospace, Automotive, etc.. Our level of thought process hasn’t reached to the extent of different industries in a row which will be impacted due to the result on one Industry.
We generally have pursued an approach of post-mortem or analysis limited to a specific area, timeline, department, Industry, business, set of people, or society for most of the problems. COVID has forced us to collate all of the issues and find solutions at one go with zero downtime.
We need to analyze the Industry, which will initiate a chain reaction to many other industries involving most populations and affecting the economy the most. Prioritize them. Find addressal towards the same.
Let us see the unseen, envision beyond visibility, and initiate solutions for the forthcoming issues sooner with a seven-dimension perspective.
A viewpoint which will include collective analysis of impacts on all the associated departments, industries, demographics, geographical areas, culture, Governing authority rules and regulations at all layers. A blue print for predictive progress every year and decade for next five decades has to be put forth by the Thinkers from all Industries, area and at all levels. |
www_publicinnovation_net_blog_categories_survey-design | innovation | SIMILARITY: 0.4741
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