Professor Wim Vanhaverbeke, University of Hasselt, Belgium, presented the InterTradeIreland Innovation Lecture entitled "Open Innovation Fails Because Companies Are Not Prepared to Open Up!" at the Whitaker Institute on 8th May 2014
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
The Commercialising Metamaterials Innovation Network brings you its next workshop in our winter series. This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise.
Once an aspect of metamaterials technology has been identified with the potential in a particular application, there is a need to look to scale up the production to develop demonstrators and prototypes. This activity is often associated with a start-up or SME since the technology is brought in from research. The needs of these small enterprises in progressing, from this first step to commercialisation, can include a variety of services offered from academia to investors. Very often investors will only be interested in further steps to commercialise or upscale.
This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise. This includes modelling services from academia; advanced manufacturing scale up from catapults and academia; innovation funding and investor access from Government-funded organisations; early-stage design expertise to ensure capture of best product and application, to name just a few.
Open innovation fast forward seminar jg 2013Alan Scrase
Open Innovation Seminar (29th January 2013):
The “Open Innovation” paradigm is being widely proclaimed as the answer to the issues of expediting commercial success from technology and strengthening industrial competitiveness. However, the term can mean different things to different people according to their sector of industry, place in value chain, and company size. Open innovation sounds very attractive in theory, but in practice, unless well planned by all participants, can give rise to some unanticipated logistical and management issues. Different real scenarios from the speaker’s experience are presented and discussed.
Dr. James Green
Director of Intellectual Property, Ilika plc
Dr Green graduated from Bristol University. He has 42 years experience of innovation and IP. Initially, in industry and contract research, he was later appointed Secretary of the CBI Research & Technology Committee. In 1984, he joined Research Corporation’s venture with 3i plc. He then moved to Ohio as Vice President, Competitive Technologies Inc, returning later to Britain at ANGLE Technology. He relocated to the US in 2001, as Director of Development at Cumberland Pharmaceuticals Inc. Returning to the UK, he set up Seges Development Company Ltd, and is currently Director of Intellectual Property at Ilika plc.
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
The Commercialising Metamaterials Innovation Network brings you its next workshop in our winter series. This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise.
Once an aspect of metamaterials technology has been identified with the potential in a particular application, there is a need to look to scale up the production to develop demonstrators and prototypes. This activity is often associated with a start-up or SME since the technology is brought in from research. The needs of these small enterprises in progressing, from this first step to commercialisation, can include a variety of services offered from academia to investors. Very often investors will only be interested in further steps to commercialise or upscale.
This webinar will bring together a variety of experts who can offer organisations the support they need to successfully scale up and commercialise. This includes modelling services from academia; advanced manufacturing scale up from catapults and academia; innovation funding and investor access from Government-funded organisations; early-stage design expertise to ensure capture of best product and application, to name just a few.
Open innovation fast forward seminar jg 2013Alan Scrase
Open Innovation Seminar (29th January 2013):
The “Open Innovation” paradigm is being widely proclaimed as the answer to the issues of expediting commercial success from technology and strengthening industrial competitiveness. However, the term can mean different things to different people according to their sector of industry, place in value chain, and company size. Open innovation sounds very attractive in theory, but in practice, unless well planned by all participants, can give rise to some unanticipated logistical and management issues. Different real scenarios from the speaker’s experience are presented and discussed.
Dr. James Green
Director of Intellectual Property, Ilika plc
Dr Green graduated from Bristol University. He has 42 years experience of innovation and IP. Initially, in industry and contract research, he was later appointed Secretary of the CBI Research & Technology Committee. In 1984, he joined Research Corporation’s venture with 3i plc. He then moved to Ohio as Vice President, Competitive Technologies Inc, returning later to Britain at ANGLE Technology. He relocated to the US in 2001, as Director of Development at Cumberland Pharmaceuticals Inc. Returning to the UK, he set up Seges Development Company Ltd, and is currently Director of Intellectual Property at Ilika plc.
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
Although IP ownership and freedom to operate is critical to the ROI of innovation processes, few innovation teams incorporate patent information in the front end of their processes. This presentation, made at Papercon 2010 in Atlanta, presents reasons why patents are critical features in innovation processes.
Presentation by Diego Useche, Associated Professor at the University of Rennes 1 (France), at the FogGuru training Business Modeling and Development in November 2019.
Open innovation is not a new phenomena. New online social tools increase the scope of opportunity and of potential contributions. A presentation by Jean-Yves Huwart, CEO of Global Enterprise.
While open innovation is a defined concept, its methodology differs based on what companies are using it. Two cases - Inwido and Tetra Pak - take an open innovation approach to solving their internal challenges. Having chosen different approach to implement open innovation practices, both projects arrive to successful outcomes. Success factors for open innovation include involvement of top management, setting clear strategy for openness and participation and creation of open ecosystem. his presentation was held at the "Hands On - Open Innovation" one day workshop arranged by Ideon Open in Lund, Sweden.
More information about the event is at http://www.ideonopen.com/events
Ημερίδα 3 Ιουνίου 2015
"Μεταφορά τεχνολογίας από την έρευνα στη βιομηχανία"
Αμφιθέατρο Α.Ε.Ι. Πειραιά Τ.Τ.
2ο workshop «Εκπαίδευση για τα στελέχη μεταφοράς τεχνογνωσίας»
Παρουσίαση: "Τα σεμινάρια στρατηγικής για την αξιοποίηση προϊόντων έρευνας" - Μάνος Σοφιανόπουλος, Σύμβουλος Μεταφοράς Τεχνολογίας- Διαχείρισης έργων
DRIVE | light.touch.matters the object is the interface (part 1)CLICKNL
Light.Touch.Matters is an EU-funded research project that heralds a new generation of smart interactive materials. It brings together product designers and materials scientists in a unique design-driven cooperative effort in which the new materials and their applications are developed in parallel. Learn about these materials and about how these will revolutionize product design, so that "the product becomes the interface".
Never before, since its start in 2013, has Project Light.Touch.Matters stepped into the spotlight as it does here. The latest news from its materials stream, design effort and methodological work is on display at DRIVE. Come and see how design-driven materials innovation can be done - and get ready to explore what this could mean for your own technologies, products, or both.
Talk by Joel West at a Academy of Management PDW (Professional Development Workshop) in Montréal, August 7, 2010. See http://www.openinnovation.net/Conference/AOM2010/ for full program
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
Through an open call, progressive organizations can fast-track R&D and traditional product development by reaching out to some of the world's most creative thinkers—icitizens who thrive on solving tough challenges and accelerating change.
2014.05.08 MC1 From Open Innovation to Innovation EcosystemsNUI Galway
Professor Wim Vanhaverbeke, University of Hasselt, Belgium, presented this InterTradeIreland Innovation master class entitled "From Open Innovation to Innovation Ecosystems" at the Whitaker Institute on 8th May 2014
Alberto Di Minin - Open Innovation 2.0 - Findings of JRC studyAlberto Minin
My presentation on findings of my recent study supported by JRC on Open Innovation across Europe, during the Open Innovation 2.0 Conference in Amsterdam. You can find the complete report of the study here: https://ec.europa.eu/jrc/en/publication/eur-scientific-and-technical-research-reports/case-studies-open-innovation-ict
Although IP ownership and freedom to operate is critical to the ROI of innovation processes, few innovation teams incorporate patent information in the front end of their processes. This presentation, made at Papercon 2010 in Atlanta, presents reasons why patents are critical features in innovation processes.
Presentation by Diego Useche, Associated Professor at the University of Rennes 1 (France), at the FogGuru training Business Modeling and Development in November 2019.
Open innovation is not a new phenomena. New online social tools increase the scope of opportunity and of potential contributions. A presentation by Jean-Yves Huwart, CEO of Global Enterprise.
While open innovation is a defined concept, its methodology differs based on what companies are using it. Two cases - Inwido and Tetra Pak - take an open innovation approach to solving their internal challenges. Having chosen different approach to implement open innovation practices, both projects arrive to successful outcomes. Success factors for open innovation include involvement of top management, setting clear strategy for openness and participation and creation of open ecosystem. his presentation was held at the "Hands On - Open Innovation" one day workshop arranged by Ideon Open in Lund, Sweden.
More information about the event is at http://www.ideonopen.com/events
Ημερίδα 3 Ιουνίου 2015
"Μεταφορά τεχνολογίας από την έρευνα στη βιομηχανία"
Αμφιθέατρο Α.Ε.Ι. Πειραιά Τ.Τ.
2ο workshop «Εκπαίδευση για τα στελέχη μεταφοράς τεχνογνωσίας»
Παρουσίαση: "Τα σεμινάρια στρατηγικής για την αξιοποίηση προϊόντων έρευνας" - Μάνος Σοφιανόπουλος, Σύμβουλος Μεταφοράς Τεχνολογίας- Διαχείρισης έργων
DRIVE | light.touch.matters the object is the interface (part 1)CLICKNL
Light.Touch.Matters is an EU-funded research project that heralds a new generation of smart interactive materials. It brings together product designers and materials scientists in a unique design-driven cooperative effort in which the new materials and their applications are developed in parallel. Learn about these materials and about how these will revolutionize product design, so that "the product becomes the interface".
Never before, since its start in 2013, has Project Light.Touch.Matters stepped into the spotlight as it does here. The latest news from its materials stream, design effort and methodological work is on display at DRIVE. Come and see how design-driven materials innovation can be done - and get ready to explore what this could mean for your own technologies, products, or both.
Talk by Joel West at a Academy of Management PDW (Professional Development Workshop) in Montréal, August 7, 2010. See http://www.openinnovation.net/Conference/AOM2010/ for full program
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
Open Innovation: An Introduction and Overview (Chalmers)Marcel Bogers
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
Through an open call, progressive organizations can fast-track R&D and traditional product development by reaching out to some of the world's most creative thinkers—icitizens who thrive on solving tough challenges and accelerating change.
2014.05.08 MC1 From Open Innovation to Innovation EcosystemsNUI Galway
Professor Wim Vanhaverbeke, University of Hasselt, Belgium, presented this InterTradeIreland Innovation master class entitled "From Open Innovation to Innovation Ecosystems" at the Whitaker Institute on 8th May 2014
2014.05.09 MC3 Crafting Innovation Deals between Large and Small CompaniesNUI Galway
Professor Wim Vanhaverbeke, University of Hasselt, Belgium, presented this InterTradeIreland Innovation master class entitled "Crafting Innovation Deals between Large and Small Companies" at the Whitaker Institute on 9th May 2014
Ideon Science's Park approach to network-based innovationIdeon Open
Here's our approach to open sales process and open innovation examples.
1. Inspire
2. Identify challenges
3. Suggest open process
4. Guide, coach, or lead in open innovation
What does 'open innovation' mean for the Cambridge high tech cluster? Tim Minshall
This talk was given as part of the University of Cambridge Institute for Manufacturing (IfM) 'Manufacturing Thursday' seminar series. The aim was to stimulate discussion on the role of location on the successful implementation of open innovation. This topic is now being taken forward as a new research project at the Institute for Manufacturing.
Hello everybody and welcome to our new SlideShare post!
The slides you are seeing are taken from our 12th webinar: What Open Compute Project has in store for us all in 2020! (you can find the video here: https://www.youtube.com/watch?v=Iv02EGqI4ts).
Together with Lesya Dymyd and Adrien Badina of 2CRSi, and Steve Helvie of OCP we talked about innovation, standardisation, open source and we went through the roadmap of OCP for 2020.
Among the topics we covered:
- OCP in the world: how the integration and the adoption of OCP standards vary from one continent to another.
- The current challenges with OCP adoption and OCP organization.
- The path from innovation to standardization.
- The contemporary scenario: who’s innovating and who’s not?
- What are the hottest upcoming tech areas?
- Planning and executing: how a big organization should embrace innovation?
Learn more about Immersion Cooling here:
Wikipedia https://en.wikipedia.org/wiki/Server_immersion_cooling
And in our Blog: https://submer.com/blog/what-is-immersion-cooling
—
Follow us online here:
YouTube: https://www.youtube.com/c/Submer
Twitter: https://twitter.com/submertech
Instagram: https://www.instagram.com/submertech/
Facebook: https://www.facebook.com/submertech/
Website: https://submer.com
LinkedIn: https://www.linkedin.com/company/submer-immersion-cooling/
This white paper explores the venture studio model. In doing so, we present the venture studio as a new generative framework central to boosting frontier tech ecosystems. Seen by many as an emerging asset class, venture studios efficiently reframe the dynamics between time to market, resources allocation, and capital structures that frontier tech startups need to become the next unicorns.
This white paper explores the venture studio model. In doing so, we present the venture studio as a new generative framework central to boosting frontier tech ecosystems. Seen by many as an emerging asset class, venture studios efficiently reframe the dynamics between time to market, resources allocation, and capital structures that frontier tech startups need to become the next unicorns.
Vincenzo MacCarrone, Explaining the trajectory of collective bargaining in Ir...NUI Galway
Vincenzo MacCarrone, UCD, Explaining the trajectory of collective bargaining in Ireland: 2000-2017 presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Tom Turner, Tipping the scales for labour in Ireland? NUI Galway
Dr Tom Turner, University of Limerick, Tipping the scales for labour in Ireland? Collective bargaining and the industrial relations amendment) act 2015 presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Tom McDonnell, Medium-term trends in the Irish labour market and possibilitie...NUI Galway
Dr Tom McDonnell, NERI, Medium-term trends in the Irish labour market and possibilities for reform presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Stephen Byrne, A non-employment index for IrelandNUI Galway
Stephen Byrne, Central Bank of Ireland, A non-employment index for Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Sorcha Foster, The risk of automation of work in IrelandNUI Galway
Sorcha Foster, Oxford University, The risk of automation of work in Ireland – both sides of the border presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Sinead Pembroke, Living with uncertainty: The social implications of precario...NUI Galway
Dr Sinéad Pembroke, TASC, Living with uncertainty: The social implications of precarious work presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Paul MacFlynn, A low skills equilibrium in Northern IrelandNUI Galway
Paul Mac Flynn, NERI, A low skills equilibrium in Northern Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Nuala Whelan, The role of labour market activation in building a healthy work...NUI Galway
Dr Nuala Whelan, Maynooth University & Ballymun Job Club, The role of labour market activation in building a healthy workforce: Enhancing well-being for the long-term unemployed through positive psychological interventions presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Michéal Collins, and Dr Michelle Maher, Auto enrolmentNUI Galway
Dr Michéal Collins, UCD and Dr Michelle Maher, Maynooth University, Auto enrolment: into what, for whom and how much? presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Michael Taft, SIPTU, A new enterprise model: The long march through the market economy presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Luke Rehill, Patterns of firm-level productivity in IrelandNUI Galway
Luke Rehill, Department of Finance, Patterns of firm-level productivity in Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Lucy Pyne, Evidence from the Social Inclusion and Community Activation ProgrammeNUI Galway
Ms Lucy Pyne, Pobal, Evidence from the Social Inclusion and Community Activation Programme (SICAP) presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Lisa Wilson, The gendered nature of job quality and job insecurityNUI Galway
Dr Lisa Wilson, NERI, The gendered nature of job quality and job insecurity presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Karina Doorley, axation, labour force participation and gender equality in Ir...NUI Galway
Dr Karina Doorley, ESRI, Taxation, labour force participation and gender equality in Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Jason Loughrey, Household income volatility in IrelandNUI Galway
Dr Jason Loughrey, Teagasc, Household income volatility in Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Ivan Privalko, What do Workers get from Mobility?NUI Galway
Ivan Privalko, Dublin City Council, What do Workers get from Mobility? presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Helen Johnston, Labour market transitions: barriers and enablersNUI Galway
Dr Helen Johnston, NESC, Labour market transitions: barriers and enablers presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Gail Irvine, Carnegie UK Trust, Fulfilling work in Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Frank Walsh, Assessing competing explanations for the decline in trade union ...NUI Galway
Dr Frank Walsh, UCD, Assessing competing explanations for the decline in trade union density in Ireland presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
Eamon Murphy, An overview of labour market participation in Ireland over the ...NUI Galway
Eamon Murphy, Social Justice Ireland, An overview of labour market participation in Ireland over the last two decades presented at the 6th Annual NERI Labour Market Conference in association with the Whitaker Institute, NUI Galway, 22nd May, 2018.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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1. 1
Open innovation fails because companies
are not prepared to open up
Prof. dr. Wim Vanhaverbeke
Hasselt University
ESADE Business School
National University of Singapore
May 6, 2014
What is open innovation (OI)?
2. 2
What is Open Innovation?
“Open innovation is the use of purposive
inflows and outflows of knowledge to
accelerate internal innovation, and expand
the markets for external use of innovation,
respectively.”
Chesbrough, Vanhaverbeke, West
Open Innovation: Researching a New Paradigm
(OUP, 2006)
A Closed Innovation System
Research
Investigations
Development New Products
/Services
The
Market
Science
&
Technology
Base
R D
Source: Henry Chesbrough
3. 3
What changed?
New Division of Innovation Labor
n Increasingly mobile trained workers
n More capable universities
n Knowledge distributed more widely throughout
the world
n Diminished US hegemony in many leading
technology fields
n Erosion of oligopoly market positions
n Deregulation (EU-liberalization)
n Enormous increase in Venture Capital
Source: Henry Chesbrough
Current
Market
Internal
Technology
Base
R D
Inbound OI: Filling the gaps with external
technology
Technology Insourcing
New
Market
External
Technology
Base
External research projects
Venture investing
Technology in-licensing
Technology
acquisition
Source: H. Chesbrough, Sloan Management Review, Spring 2003
4. 4
Current
Market
Internal
Technology
Base
R D
Outbound OI: Profiting from others’ use of your
technology
Technology Insourcing
New
Market
Technology Spin-offs
External
Technology
Base
Other Firm’s
Market
Licensing
Source: H. Chesbrough, Sloan Management Review, Spring 2003
Extension of the original model
By combining open / closed innovation
with open / closed business models
5. 5
Business models - Chesbrough (2006)
n Performs two important functions:
u it creates value, and
u it captures a portion of that value
n Creation of value: by defining a range of activities
that will yield a new product or service valued by
a (target) customer group
n Value capturing: by establishing a unique
resource, asset or position within that series of
activities where the firm enjoys a competitive
advantage
Open business models- Chesbrough (2006)
Open business model:
u create greater value by leveraging more ideas (external
ideas)
u capture greater value by using key asset, resource, or
position not only in the company’s own business but
also in other companies’ businesses
6. 6
Innovation
Business Model
Outside in
Open
Closed
Closed
Inside out
Unused
technology
used by
others
(Glad at P&G)
Technology
licensed to
strengthen
own BM
(IBM- Linux)
Closed
innovation
model
(Tide in P&G -
Foat glass in
Pilkington)
Search for
assets
owned by
others
(iPhone)
Use others’
technology
for own
products
(iPod – Swiffer
at P&G)
Use others’
technology
for VNPs
(Orchestrator:
Curana / KLM
SkyNRG)
7. 7
Innovation
Business Model
Outside in
Open
Closed
Closed
Inside out
Unused
technology
used by
others
(Glad at P&G)
Technology
licensed to
strengthen
own BM
(IBM- Linux)
Closed
innovation
model
(Tide in P&G -
Foat glass in
Pilkington)
Search for
assets
owned by
others
(iPhone)
Use others’
technology
for own
products
(iPod – Swiffer
at P&G)
Use others’
technology
for VNPs
(Orchestrator:
Curana / KLM
SkyNRG)
• KLM Royal Dutch Airlines, the North Sea Group and Spring
Associates joined forces and founded SkyNRG in Nov 2009.
n Goal: to help create and accelerate the development of a
market for sustainable jet fuel (safe, sustainable and
affordable) & avoid large price swings in petro-based
kerosene
n Creating a viable market for sustainable jet fuels for aviation
can only be achieved by combining expertise and experience
in the fields of air transport, product knowledge, R & D,
regulation and effective sustainability criteria
n SkyNRG is the hub firm in the ecosystem
9. 9
Broadening the scope
n OI when it is not related to your NPD:
u You are a service company with no technical
expertise
u SME with insufficient technological expertise
u Government agency:
t Nasa: new technologies may help you a lot in
your mission as space agency
n Insourcing knowledge of others in an indirect way
through an open business model (OBM)
What if your products are commodities?
n BP pumps crude oil from wells and produces
petro products (commodities)
n Product innovation is not a value driver
n Oil well exploration and extraction are major
value drivers
n Collaborate with Schlumberger and others
technology services to advance their technology in
order to find the best wells earlier than
competitors.
10. 10
Strategy as ecosystem building
n Multiple partners in a network innovation
ecosystem
n Health of your company depends in the health of
your ecosystem
n Nurturing your ecosystem is necessary
n Nambisan and Sawhney; Network-centric
innovation, AMP, 2011
u Tasks: - Innovation leverage
– Innovation coherence
– Innovation appropriability
n The wide lens – Ron Adner
OI and SMEs
11. 11
Low tech industries:
A fruitful place for OI by SMEs
Jaga
n Differentiation vs. competition through:
u Eco-radiators
u Design-radiators
n The company is not selling products but
experiences, ideas, values, etc….
n Differences:
u radiators as heating machines
u radiators to reduce carbon-footprint
u radiator as a creative part of the house, heating
the "soul"
12. 12
Some JAGA products
48
Jaga Oxygen :
controlling temperature,
moisture and oxygen in the
house
Wearable heating?
Some JAGA products
13. 13
Jaga Experience Lab : JEL
- Product: test-facility
- Experience: test and develop
your own products
- Jaga invites professors &
engineers worldwide
- Low cost form of publicity: new
projects as Federation Tower /
Telefonica
Open innovation # 1
Experience
Strategy
14. 14
Open innovation #2
Jaga Product days 2007
n Total number of projects: 119
n Total number of products by 1 or more designers/engineers: 70
n Total number of products created by non professionals: 49
n Total number of solo projects*: 95
u created by a designer/engineer: 47
u made by non professionals: 48
n Number of Jaga Product days ideas taken into production within 6
months: 6
*= Created by only one person
25/05/14 Wim Vanhaverbeke 52
Jaga products days
16. 16
• Birth of an entire city BLACK ROCK CITY in the Black
Rock Desert in Nevada
• 40.000 people
• a cross-pollination of art, music, theatre, sensation
• wonderful creations > go up in flames at the end of the 3
weeks
Open innovation #3
Uchronians and the Burning Man
17. 17
www.uchronians.org
Start of the creative (internet) community
Open innovation in services:
Example: Pet insurance!
Example: KLM jet service!
§ New technological applications +
redesigning the VC
18. 18
How to manage OI?
An example:
How to cooperate with high-tech
start-ups?
How to manage open innovation
How to source external technology? An
example of corporate venturing
u BM / strategy but not organization
structure, culture, dynamics of corporate
strategy, routines, internal technology
transfers
t External Venturing @ DSM
19. 19
How to organize for OI?
External Venturing at XYZ
§ Pitfall : Large firm invests in a start-up and uses its
financial participation as a power tool to enforce
cooperation on terms of the investing company
Start-up
XYZ-BU
XYZ-V
Is it an interesting investment?
Yes? Then a minority participation
Once there is a financial
participation there is no ex ante
deal how to handle the transfer
of technology!
How to organize for OI?
External Venturing at DSM
§ Rationale:
§ Strategic return, not a financial return
§ One of the BU should benefit from it
§ Therefore: Negotiation is a three way negotiation
There are two deals packaged into one
overall deal
Start-up
DSM-BUDSM-V
1.
Option creation:
Is it an interesting investment?
2.
Option exercising:
Can the new technology create
a new business in the future?
20. 20
Strategic use of IP
in open innovation
Some non ICT-examples
License scheme of Bekaert & Continental
(technical standards)
Bekaert Continental
Other
clients
Other
suppliers
Proposal:
• X = …% of net sales value of supplied product
• Supplier collects royalties
• Cross-license agreement between client and supplier implying:
• Bekaert to supply "other clients" at X%
• "Other suppliers" to supply the Continental at X%
• Bekaert grants sublicenses to "other suppliers". The latter can supply to
"other clients" at 2X%
0%
x %
2x %
100%100% 60%: compensation for licensing activities 40%
21. 21
embryonic potential growth mature declining/
obsolete
Collaborative research Own Research
technology life cycle
potential
generic
technology
application
oriented
IP policy: IMEC’s position in the technology life cycle
time
Long term –
many options
short term
applications
low high R&D
expenditures
Know-
ledge
Know-
ledgefocus
academic
institutions
focus
industrial actors
IP policy: Imec's bridge function between
academic institutions and industry
22. 22
IP policy: IMEC Industrial Affiliation
Program
n What
u R&D cooperation in generic technologies
u Strategic program develop by IMEC and executed in IMEC
u IIAP partners send guest researcher(s) to IMEC
n Advantages
u Sharing costs, risks, research infrastructure, IP
u IIAP partners get access to:
- IMEC’s background knowledge
- selected results of other partners in IIAP
u bilateral contract within the framework of IIAP
n Leverages
u resources
u knowledge
u cross-fertilization of research of different partners
u shortening time to market
IIAP
foreground
knowledge
partner B
partner C
partner …
partner A
IMEC
IIAP
background
knowledge
knowledge developed
within the program
common IP (R1 - R1
*)
co-owned – non-exclusive license partner IP (R2)
exclusive license
IMEC IP (Ro)
non-exclusive
licensing
IP policy: IIAP – Generic framework
24. 24
Lewin’s organizational change model
1. Unfreezing:
u The first phase is concerned with the establishment of a sense of urgency
for change, the establishment of a ‘guiding coalition’ for championing it
and the creation and communication of the new vision to both internal
and external stakeholders.
2. Moving:
u The second phase concerns the actual implementation of change, through
the establishment of new procedures and patterns of behavior consistent
with the new vision, eventually acting on budget constraints, targets,
schedules and reward systems. Characterized by an experimental
approach.
3. Institutionalizing:
u The third phase involves the institutionalization of the new order, through
consolidating improvements achieved to prevent a slip back to the
antecedent status quo
103
Managerial levers for OI
n Understanding the anatomy of the process from Closed to
Open Innovation requires identification of the dimensions
along which change occurs identifies four dimensions
n Dimensions:
u Networks,
u Organizational structures
u Evaluation processes and knowledge
u Knowledge management systems
104
25. 25
Phasing open innovation
Outside-in dimension
Unfreezing Moving Institutionalizing
Networks Exploitation of individual
social networks,
particularly for developing
relationships with
universities and research
centres
Creation of an exploration
network, through a switch
of existing individual social
networks to the firm level
Establishment of long-term
forms of collaboration
with universities and
research centres
Organizational
structures
Evaluation
processes
Knowledge
management systems
105
Phasing open innovation
Outside-in dimension
Unfreezing Moving Institutionalizing
Networks
Organizational
structures
Achievement of a strong
commitment from the firm’s
top management..
Separation of R&D activities
from existing technical
assistance.
Creation of an independent
IP Office within the firm
Identification of an OI
champion
Establishment of a dedicated
organizational unit for
managing collaborations
with
universities.
Identification of a pilot
project (well defined and
separate from the rest of the
firm’s innovation
activities) to serve as
experimental field for the
implementation of OI.
Creation of the role of
gatekeepers for monitoring
the
development of technologies
and scientific advances in the
areas of interest for the firm.
Identification of the main
areas of research and
establishment of innovation
champions for each of them.
Evaluation processes
Knowledge
management systems
106
26. 26
Phasing open innovation
Outside-in dimension
Unfreezing Moving Institutionalizing
Networks
Organizational
structures
Evaluation
processes
Establishment of regular
meetings for validating and
monitoring innovation
projects
developed within the firm
Introduction of explicit
evaluation procedures to
assess the potential for
accessing external sources
of knowledge, particularly
within the existing
exploration network
Adoption of general
indicators and eventually
of derived innovation
performance measures for
project managers
Knowledge
management
systems
107
Phasing open innovation
Outside-in dimension
Unfreezing Moving Institutionalizing
Networks
Organizational
structures
Evaluation
processes
Knowledge
management
systems
Start to file patents
leveraging knowledge
already existing within the
firm.
Adoption of ICT systems
(intranet, videoconference,
project management tools)
for
increasing project team
interoperability
Assessment of internal
knowledge, eventually
explicitly included into the
firm’s strategic plan
108
27. 27
Phasing open innovation
Inside-out dimension
Unfreezing Moving Institutionalizing
Networks Using personal networks to
explore potentially
interested parties for
licensing deals, spin-offs,
sale of technology,
divestments
Creation of an firm level
exploitation network,
involving key customers
---
Organizational
structures
Creation of a new
organizational unit for
better linking R&D and
commercial functions
Evaluation
processes
Involvement of a new unit
linking R&D and
commercial functions into
the initial screening of
innovation projects
Introduction of a formal
evaluation procedure for
co-development projects
with customers or other
value partners
Knowledge
management
systems
Assessment of individual
R&D projects that can find
and external route to market
Assessment of licensing
competences into the IP
Office Filing
109
AN OI MANAGEMENT
MATURITY FRAMEWORKS
Frank Mattes / Forrester
(www.innovationmanagement.se )
Ellen Enkel, John Bell and Hannah Hogenkamp, (2011), OI maturity
framework, IJIM, 15 (6), 1161–1189
110
28. 28
Open Innovation maturity model
with four stages (1/2)
n Stage I: Experimentation.
u This stage is characterized by initiatives driven by single
Business Units, by a project-based resource allocation and by
pilot runs with selected new open approaches to innovation.
60% of firms are in this stage (Forrester).
n Stage II: Commitment.
u The second stage is achieved, when there is a CxO support for
Open Innovation, formal resources are reserved for Open
Innovation, the first steps towards organizational embedding
are taken and preliminary cost-benefit analyses are done. 30%
of firms are in this stage (Forrester).
Open Innovation maturity model
with four stages (2/2)
n Stage III: Sustainable state.
u This stage is characterized by a CxO mandate for OI,
significant formal resources allocated to OI, solid cost-benefit
analyses in place and continuous use of new open approaches to
innovation. 9% of firms have achieved this stage (Forrester).
n Stage IV: Full integration.
u The final stage of Open Innovation maturity is characterized by
the traits of stage III plus cultural embedding of OI, well-
defined and well-managed innovation networks, seamless
integration of Open Innovation, and shareholder value
justification of the investment in Open Innovation. Maximal 1%
of the firms are in this stage (Forrester).
29. 29
Elements in the maturity analysis
117
OI Maturity analysis: immature firm
118
30. 30
OI Maturity analysis: mature firm
119
Restructuring companies as a silent
driver of OI
Philips
Natlab
R&D center Applied
technologies
Running
businesses
R&D
OI campus Applied
technologies
Running
businesses
• Downsizing
• Other functions
• Inbound OI
• Lic & spin-offs
• OI campus
• Profit center
• Downsizing
• Ext & int clients
• Manage rel. with BU
• In-sourcing
• Looser link with R&D
and AT
• Manage rel. with AT
31. 31
OI: New
frontiers and
applications
Edited by:
Henry Chesbrough,
Wim Vanhaverbeke
Joel West
2003
2006
2006 2008
2011
20132011
Exnovate as a network of excellence
for OI-practitioners and scholars?
n www.exnovate.org
n An international network of excellence on Open and
Collaborative Innovation
n Projects
u PhD course OI in ESADE (5th time – 20-22 Janaury
Barcelona, 2014)
u CE and OI Masterclass 10 times already; 12th time at
ESADE Barcelona last week of May 2014)
u Study on open innovation metrics
u Using best practices to improve OI in SMEs
u …