Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
Steven Geiger - Skolkovo - International Best Practices in Innovation ManagementIshmidt
An overview of the new innovation center being built in Skolkovo, Russia. Describes the strategy, investment and infrastructure of this strategic initiative of the Russian government.
Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
Steven Geiger - Skolkovo - International Best Practices in Innovation ManagementIshmidt
An overview of the new innovation center being built in Skolkovo, Russia. Describes the strategy, investment and infrastructure of this strategic initiative of the Russian government.
This presentation was accompanying a keynote at COFES 2011 -- the Conference for the Future of Engineering -- Scottsdale, April 2011. A more compact version of the same presentation was given to a group of Israeli engineers & entrepreneurs in Tel Aviv, during COFES Israel, December 2010. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Dr Andrew Barnett, Director, Policy Practice Ltd gave a seminar in the Innovation, Sustainability, Development: A New Manifesto series. His seminar was entitled 'Innovation - re-labelling research or a shift in paradigm: the current debate in agricultural research for development'. Find out more at: http://www.steps-centre.org/manifesto/index.html
This presentation was accompanying a keynote at COFES 2011 -- the Conference for the Future of Engineering -- Scottsdale, April 2011. A more compact version of the same presentation was given to a group of Israeli engineers & entrepreneurs in Tel Aviv, during COFES Israel, December 2010. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Dr Andrew Barnett, Director, Policy Practice Ltd gave a seminar in the Innovation, Sustainability, Development: A New Manifesto series. His seminar was entitled 'Innovation - re-labelling research or a shift in paradigm: the current debate in agricultural research for development'. Find out more at: http://www.steps-centre.org/manifesto/index.html
PPP in Research Development and Innovation for the Southern MediterraneanWesley Schwalje
The European Investment Bank used our research as background for its presentation on PPPs in Research Development and Innovation for the Southern Mediterranean region citing our work as the rationale for improved skill creation; increased technology transfer through FDI; employment creation; and enhanced regulatory framework for business.
Mervi Käki — Creating world innovation centres. Skolkovo Summit of Innovation...Renata George
Summit of Innovation Economy Creators.
Mervi Käki.
2001-2008 - различные управляющие должности в компании Technopolis PLC. Создатель технопарка Отаниеми, Хельсинки. Запустила и координировала программы по развитию инноваций в регионе Вантаа. Координировала и реорганизовала технопарк Иннополи. Партнёр, управляющий директор и главный консультант в компании InnoPraxis International Ltd. Известный специалист по инновациям и участник международных конференций.
Presentation to Knowledge Innovation Network, University of Warwick 2009-12-03 focuses on the organizational aspects of successfully crowdsourcing ideas and creating value from collective intelligence in, across and beyond the enterprise
In the context of regional development, there is increasing interest in identifying industrial transformation processes that lead to the emergence of new clusters. This demand is further fu-elled by the concept of Smart Specialisation (S3), which concentrates its approach on transformative activities. Without doubt, traditional cluster mapping can be considered to be an important tool for the identification and monitoring of (existing) clusters but it often fails to identify new clusters that emerge as a result of industrial transformation processes. Conventional statistical approaches provide limited information about these emerging clusters. This is because they are based on statistics, which reflect the present situation or the recent past but do not provide information about the future. This paper introduces a new approach to predicting emerging clusters more effectively through the regional mapping and clustering of applied R&D activities. The methodology is based on the assumption that if a critical mass of regional actors independently invests in a same new area, with the objective of developing new products, technologies and services with high cross-sectoral innovation potential, this will likely lead to an emerging industry and the formation of a new cluster-once these products and technologies are successfully commercialised. The paper successfully verifies this approach by considering e-mobility cluster development in Germany. It also shows where traditional automotive clusters are transforming and becoming e-mobility clusters .
Cluster Initiativen als Schrittmacher regionaler InnovationsentwicklungenGerd Meier zu Koecker
Aus Sicht der Akteure, die regionale Innovationsstrategien
vorantreiben wollen, existieren drei wesentliche Barrieren:
• Mangelndes Bewusstsein für die Notwendigkeit regionaler
Innovationsstrategien. Die Wirtschaft in Baden-
Württemberg entwickelt sich seit Jahren überaus
erfreulich; die Unternehmen können den nationalen
und internationalen Bedarf kaum decken. In solchen
Boom-Zeiten ist es schwierig, den regionalen Akteuren
zu vermitteln, warum regionale Entwicklungskonzepte
für eine nachhaltige wirtschaftliche Entwicklung
notwendig sind. Außerdem ist die Thematik für manche
Akteure noch vergleichsweise neu oder lässt sich
zum Tagesgeschäft dazu nicht verfolgen.
• Das fehlende Wissen, wie regionale Innovationskonzepte
entwickelt werden sollen. Da die Entwicklung
von regionalen Innovationsstrategien zur Steigerung
der Innovations- und Wettbewerbsfähigkeit bisher in
der Regel nicht im Verantwortungsbereich der regionalen
Akteure lag, existiert ein vergleichsweise geringes
Wissen, wie dieser Prozess zu gestalten ist und wie
die Ergebnisse in der Region zu kommunizieren sind.
• Fehlende Instrumente für die Konzeption und Implementierung
regionaler Innovationsstrategien.
Die zukünftige Herausforderung besteht also darin, diese
Barrieren und Unsicherheiten der potenziellen Akteure,
die für die Entwicklung und Umsetzung von derartigen
regionalen Entwicklungskonzepten im Sinne eines kontinuierlichen
regionalen Verbesserungsprozesses zuständig
sind, zu beseitigen.
Die Studie zeigt, welche Rolle Cluster Initiativen in diesem Kontext spielen können
10 YEARS CLUSTER MANAGEMENT EXCELLENCE
IN THE DANUBE REGION
Pan-European Snapshot of the Current Status of Cluster
Management Excellence in Europe
Excellent cluster management is crucial for maximizing the benefits that can be achieved through cluster initiatives in their efforts to support industry, research, and education in the regions. In parallel, these strategic cluster activities support public authorities in their regional development efforts focusing on im-provements in competitiveness.
Over the last 10 years, Cluster Management Excellence has moved up the policy agenda: Initially, most cluster programmes within the European Union paid dedicated attention to funding cluster (management) organisations due to their important role as drivers of innovation within the clusters (or within the regional networks). Funding of such cluster management organisations mainly meant financing the corresponding staff and related infrastructure. In general, key programme objectives were to strengthen the capacities of cluster management organisations. This approach has worked fairly well for many years now. However, when Cluster Management Excellence gained increasing relevance in all political discussions, new approaches were needed to better support cluster management organisations striving for excellence
The Bio-based sector is a comparable young and
emerging industry. It provide around 1,7 million
jobs all over Europe, whereas around 500.000
are located in the Danube Region. The report has
shown that the Danube Region is on the way to
become European hot spot. As shown in Appendix
II, many of the most competitive regions are located
in there. The number of Gazelles is, compared
to other sectors like Phytopharmaceuticals or Eco-Construction, comparable low, but there is
still a good growth dynamics in that region.
There are many cluster initiatives in the field of
Eco-Construction, many of them are well established
and have a good critical mass.
The Eco-construction sector in the Danube Region
employs more than 1.2 million workers. The findings
of the previous chapters illustrate that this region
belongs, besides the Baltic and the South-western
European region (South-west France, Portugal and
Spain), to the front-runners in the Eco-construction
sector. Especially regions in Romania and Serbia,
but also in Bosnia and Herzegovina and Bulgaria,
show strong economic data in different categories. More than 1250 high growth enterprises (Gazelles)
are located in the Danube Region.
There are many cluster initiatives in the field of
Eco-Construction, many of them well established
and have a good critical mass.
The previous results have shown that the Danube
Region has developed to become a hot spot
in the field of Phytopharma. Besides European
frontrunner regions, like Praha region, many
others show strong indicators in terms employ-
ment, number of enterprises, fast growing firms
(Gazelles), or terms of regional specialisation. 50 %
of all European regions with two or more Cluster
Stars are located in the Danube Region. 44 % of
all European workers in the Phytopharmaceutical
industry are employed by enterprises coming from
this region. All these figures provide good evidence for the economic strength of the Danube Region.
Table 7 (s. Appendix) provides more information
about the strongest regions in this sector. Despite
of the significant industrial agglomerations in
the Phytopharmaceutical sector in the Danube
Region shown by this report, only a small number
of cluster initiatives exist. They can be character-
ised to be comparable small in terms of size and
young in terms of cluster management experi-
ence. In Appendix II the most relevant cluster initi-
atives are listed.
This discussion paper explores the role clusters, cluster initiatives and cluster organisations can play in the context of facilitating entrepreneurship within emerging industries. For the pupose of this paper clusters are understood as regional ecosystems of related industries represented through a group of firms, related economic actors and institutions that are located near each other and have reached a sufficient scale to develop specialised expertise etc. Cluster initiatives are organised efforts to support the competitiveness of a cluster and thus consist of practical actions related to the capacity of these clusters to self-organise and increasingly to pro-actively shape the future of the cluster. They usually follow a bottom-up approach, are implemented through a competitive process, and are often managed by specialised intermediaries, such as cluster organisations. Cluster organisations are the legal enti-ties that support the strengthening of collaboration, networking and learning in clusters, and act as innovation support providers by providing or channelling specialised and customised business support services to stimulate innovation activities, especially in SMEs. They are usually the actors that facilitate strategic partnering across clusters.1 Emerging industries can be understood as either new industrial sectors or existing industrial sectors that are evolving or merging into new industries. They are defined as “the establishment of an entirely new industrial value chain, or the radical reconfiguration of an existing one, driven by a disruptive idea (or convergence of ideas).
This discussion paper puts clusters and in particular cluster initiatives and cluster organisations into the spotlight as they constitute the players in the cluster ecosystem through which such an access can be provided.
The present discussion paper, serves to initiate a debate on the current and future role of clusters and cluster organisations in connection with skills development with a special focus on emerging indus-tries.
In recent years, “the cluster and skills” topic gained increasing importance among policy makers in Europe, notably in the context of the New skills Agenda, the Blueprint for sectoral cooperation on skills, Sector Skills Alliance under ERASMUS+, the Digital Skills and Jobs Coalition etc 1. As this paper will show, numerous cluster organisations have initiated actions related to education and training. The rationale for this trend is the emergence of new industries and increasing technological convergence which leads to continuously change of workforce skills by industry. The ongoing discussions point out that much more clarity is needed on how current training efforts are embedded in cluster development and by whom these measures can be implemented best. Also, more insights on what kind of role clus-ter organisations can or should play to assure that workforce skills match the ongoing needs of indus-try, markets, and society are required.
StressTesting Regional Approaches Conducive to Implement S3 through ClustersGerd Meier zu Koecker
The present Policy Report summarises the findings of the 11 Apline regions’ StressTest reports and provides reflections how to make more use of cluster-based approaches in mplementing S3 in practice.
The Interplay between S3 and Clusters - StressTesting Regional Approaches Con...Gerd Meier zu Koecker
Most European Union (EU) regions have developed Smart Specialisation Strategies (S3) as integrated part of their regional innovation strategies. The challenge is to implement S3 through clusters in order to gain sustainable and inclusive growth while generating critical mass of economically viable activities. StressTesting these approaches reveals value insights that go beyond existing knowledge and stimulates policy learning.
The presentation summarises the findings of 11 Alpine Region StressTest exercises and provides reflections how to make more use of cluster-based approaches in implementing S3
Do we need cluster in a digitalized world? What added value can they provide to SMEs? what do they already do? The presentation introduces in the topic of "clusters & digitalization" and provides good practices from Baden-Württemberg how cluster managements can help SMEs to better digitalize.
The present report identifies potential synergies among Smart Specialisation Strategies (S3) of the S3-4AlpClusters partners. It goes beyond the current state of discussion on S3 formulation and promotes a better understanding of what cross-regional collaboration and resulting synergies mean for the selected partners from the Alpine Region in the context of Smart Specialisation. The report is intended to shed light on sectors and industries which can be matched transnationally to gain critical mass for global success as well as on tools and policy instruments that can likely support such development. The report shifts away from traditional approaches to cluster matchmaking as a tool for cross-sectorial and cross-regional cooperation. It provides valuable insights into the forthcoming demands and dynamics of cross-regional cluster collaboration. It highlights the opportunities for joint innovation among regions of different population sizes as well as different investment capacities, and different areas of specialisation.
Most cluster initiatives around the globe still struggle to develop a sustainable business model to assure long term financing. Based on current data on financial sources of cluster initiatives, the presentation introduces how a sustainable model of financing could look like
The Alpine Macro Region is one of European Innovation Hotspots, especially in the field of Eco Innovation. However, cross-regional cooperation is still an exception
Cluster are going to play an important role in regional development, coordination and strategy development. There are plenty of upcoming financing opportunities to cluster organizations to play a more important role. Cluster initiatives from Danube Region shall not miss this opportunity
The management of cluster A1 carried out a so-called impact
analysis in co-operation with the Institute for Innovation and
Technology (iit) in April/May 2012. The objective of the investigations
was to find out in which fields and to which extent the
players of cluster A had particularly profited from the networking
and in which fields the members’ requirements, especially
those of the enterprises, could eventually not have been met.
The results of the study clearly show that the enterprises in cluster
A have generally been able to benefit well or even very well
from the net-working activities.
Equally important is the fact that the surveyed enterprises had
achieved excellent effects specifically in those fields that had
been considered particularly important for a large number of
cluster participants.
This fact illustrates that the management of cluster A had predominantly
focused its activities on the fields of high priority
and has been able to achieve very positive effects.
In the context of limited resources available to the cluster
management organisation, this finding is of high relevance.
The performance of the enterprises involved in cluster A can be
described as good.
At least half of the network’s players range above the general
industry average regarding typical indicators like turnover or
productivity.
The impact analysis shows that public investments generally
result in monetary benefits for the companies involved in a
cluster initiative. The monetary effect (output) hereby has turned
out to be larger than the public sector invest-ments (input)
made over the same period of time. The output/input leverage
amounts to 2.3. Thus, each euro invested to the cluster by
public authorities generates a monetary benefit of EUR 2.3
which is an encouraging result.
The overall analysis revealed that the sum of monetary effects
had been larger than the total number of investments made by
the public and private sector (the output-input-rate amounts
to 1.3).
This result can in fact be interpreted as consolidated legitimization to public investments in recent years.
Existing and well-functioning regional or national innovation systems designed to support scienceand
technology-based innovation have to be further developed in order to be able to meet new
challenges from emerging global markets for technology and new forms of global knowledgesharing.
Across all countries, governments have recently been involved in research and education;
hence a need for new knowledge and new business skills will also have to be in the focus of
governmental interest. Governments have constantly been called upon to react accordingly and to
adopt innovation-friendly framework conditions. New policy tools have been created to be able to
better meet this challenge.
The regional dimension has also become of increasing significance. Nowadays, regions have come
up with own innovation strategies considering the individual regional strengths instead of spreading
public investments thinly across several frontier technology research fields and, as a consequence,
not making much of an impact.
Innovation policy has to acknowledge that traditional boundaries between manufacturing and
services are increasingly being blurred. The success of manufacturing depends, for instance, very
much on innovative services, such as design, marketing and logistics as well as on product related
after-sales services, and vice versa. More and more service providers are manufacturing goods
that build upon or are related to their service portfolio or distribution channels. But regional and
industrial development policies and tools are still not sufficiently taking account of these changes.
Service innovation is in fact a driver for growth and structural change across the entire economy. It
helps to make the entire economy more productive and provides fuel for innovation in other
industries. It even has the potential to create new growth poles and to lead markets that have a
macro-economic impact.
The so called systematic innovation policy approach, which has recently been introduced in many
industrialised countries, is based on the assumption that an effective innovation policy has to
improve all determinants that influence a given sector-specific innovation system.
The indicator-based Analysis of National Innovation Systems Approach (ANIS), developed by the
Institute for Innovation and Technology (iit Berlin) includes a comprehensive examination and
evaluation of the status of national innovation systems. It is mainly intended for emerging and
developing countries for which standard innovation benchmarking and monitoring approaches
might not be sufficient as statistical data is often missing or outdated. Policy-makers of these
countries can benefit from clear advice on how to overcome weaknesses within their national
innovation system and to identify determinants of specific relevance.
Forschungsatlas Elektromobilität - Prioritäre Forschungsthemen und regionale ...Gerd Meier zu Koecker
Vor dem Hintergrund der künftigen Bedeutung von Elektromobilität für den Industriestandort Deutschland ist es nicht verwunderlich, dass sich Wissenschaft, Wirtschaft und Politik seit Jahren in diesem Thema engagieren. Allein die Bundesregierung hat in den vergangenen Jahren mehr als 1.3 Mrd. € in Forschung, Bildung und Innovation investiert. Gleichzeitig hat die Industrie ebenfalls in mindestens gleicher Größenordnung investiert. Diese Zahlen zeigen, dass die Elektromobilität ein wichtiges Forschungsfeld
in Deutschland darstellt.
Gleichzeitig haben sich über die Jahre in verschiedenen Bereichen in Deutschland erste Anzeichen einer regionalen
Spezialisierung gezeigt. So spezialisieren sich die Akteure in
Berlin / Brandenburg und in der Region Rhein-Ruhr auf „Mobilitätskonzepte“, während die klassischen Automobilstandorte vor allem in den Bereichen „Produktion und Fertigung“ sowie „Fahrzeuge / Fahrzeugkomponenten“ aktiv sind. Niedersachsen und Dresden fokussieren sich auf den Bereich „Laden und Speichern“. In Sachsen sind besonders viele Forschungsaktivitäten im Bereich „Hybridbusse“ zu verzeichnen. Der Forschungsatlas gibt hier einen umfassenden Überblick.
Cluster funding in Germany has a long tradition, on Federal State as well as on Federal Level. The graphs displays the most relevant cluster and network support schemes over the last 15 years
Implementation RIS3 through Clusters - New Role of Clusters in Regional Devel...Gerd Meier zu Koecker
In recent years, cluster policy has gained increased importance in improving the competitiveness of local industries and in facilitating industrial transformation processes. The majority of European regions has developed regional Smart Specialisation Strategies (S3) to stimulate more strategic and more focused investments in the regions to create more jobs and economic growth. These growth strategies, based on clusters in the respective regions, demand comprehensive efforts for mobilising resources for accelerating innovation and industrial transformation efforts. Regions are a driving force in this endeavour, as favourable place-based business conditions are making a difference to incentivise actors in the real economy, notably small and medium-sized enterprises (SMEs). Industrial transformation is a significant challenge for regional policy makers to adapt existing cluster policies accordingly. Requirements for enterprises, clusters as well as for cluster policy are changing dramatically. The challenge is to implement S3 through clusters to gain sustainable and inclusive growth. Not much experiences exist due to a lack of knowledge about S3 in other regions.
The presentation shows new ways how to make better use of clusters and how to measure the systematic of the related approach.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
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2. The Morocco Case
- Dream or Nightmare for Policy Makers -
Governmental task:
Improve national competitiveness in Solar Energy
Funds available: EUR 10 Mio
Measurable impact: 3 – 5 years
2
4. Sources for Innovation – Today -
External Sources Internal Sources
Persons
Relationships
Organisations
Source: IBM CEO Study
4
5. Sources for Innovation – Today -
External Sources Internal Sources
Persons
Relationships
Organisations
Hot spot for innovation
Source: IBM CEO Study
5
7. Organisational Innovability
- A Self-assessment -
Innovation strategy
5
4
3
2 Organisation and
Innovation results
1 culture
0
Enabling Factors Product life cycle
Basierend auf dem House of Innovation Konzept von A. T. Kearney 7
Delmenhorst, 9. Dezember 2010
11. Different Disciplines Have to Co-operate for Polymer-Based
Innovations
New generation of
polymer-based
Material
PV panels
Science
Production
technologies
Analytics
11
12. Innovations for Emerging Markets (I)
Injection pumps for cars
Challenge
Down-Scaling of existing highly sophisticated injection pumps to enter Indian market
Why?
Entering new markets
Discovering new applications
12
17. Analysis: What Determinant(s) Shall be Improved?
30 Determinants of a National Innovation Systems
Policy Institutional Programmatic Innovation Innovation Capacity Level
Level Innovation Support Level Support Level
National Innovation Technology Transfer Universities
STI Funding Schemes
Policy Centres
Fundamental R&D Institutions for
Regional Innovation Technology Parks Programmes Fundamental R&D
Policies
Incubators Applied R&D Private R&D Institutions
Master Plans Programmes
Clusters Innovators
Joint Funding Schemes
Training & Education
Business Promotion Private Investors
Accompanying
Foresight R&D Agenda Agencies Measures to Support STI
Entrepreneurs
Cluster Policy Innovation Service
Providers Entrepreneurial Support SMEs
Innovation Friendly
Funding Agencies Cluster Development Large Companies
Regulations
Programmes
Internationalisation
Support
17
18. Status of Development of the Institutional Innovation Support
Providers in Zambia
18
24. Design:
New Role of Academia Due to the New Nature of Innovation
Key programme design figures
24
25. Setting the Framework Conditions for better Cooperation
between Science and Technology
Turning major parts of the fixed annual budgets of universities …
1970 / 1980 Nowadays
Collaborative
R&D projects
Competitive programmes / calls
Collaborative R&D projects
Fixed
budget
Fixed
budget
… in competitive programme calls for collaborative R&D
25
26. Development of Annual Budget of FhG-IDG
Federal level – collaborative
projects
Collaborative
EU – collaborative projects projects with
industry
Industry
Fixed budget
Source: Fraunhofer Institute IGD
26
27. Design:
Key Outline of Programme Design Features
….how to do it ?
… what has to be funded ?
….who has to be funded ?
… which instruments
27
28. Design:
Funding Schemes for Microsystem Technology in Germany
high
Mobility & Exchange
Programs
Basic
average funding rate
Research
Accompanying
Applied
Research
Company
Specific Innovation-related Measures
Innovation
low
Support
1 2 3 4 5 6 7 8 9 10 …… 15 years
Period of time for exploitation / commercialization 28
29. Design:
Linking Programs to Other Innovation Support Schemes
Weak linkages between
cluster and other innovation support
programs in some European countries
29
32. Erfolgsfaktoren bei FuE-Verbundvorhaben
Technische Kompetenz und Know-how des Konsortialführers (58 %)
Integration der Endanwender ins Konsortium (54 %)
Kenntnisse der wesentlichen Industrieprozesse (33 %)
Klarheit der Projektziele (32 %)
Technische Kompetenz des gesamten Konsortiums (27 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung
von rund 5.000 Verbundvorhaben
Delmenhorst, 9. 32
33. Versagensgründe bei FuE-Verbundvorhaben
Zu ehrgeizige Zielsetzungen, zu hohe technische Komplexität der angestrebten
Problemlösung (30 %)
Fehlen eines klaren Verwertungs- und / oder Geschäftsplans (24 %)
Zu hohe Einführungs- oder Produktionskosten (19 %)
Falsche Einschätzung der Marktbedürfnisse (12 %)
Änderungen der Bedürfnisse des Marktes während der Projektlaufzeit (11 %)
Andere Gründe (20 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000
Verbundvorhaben
Delmenhorst, 9. 33
34. Einfluss der Projektmanagement-
erfahrung vor Projektbeginn
Delmenhorst, 9.
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
34
35. Einflussfaktor: Konsortialstruktur
Delmenhorst, 9. 35
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
36. Einflussfaktor: Verwertungsrisiko bzw.
Verwertungskompetenz der Konsortialpartner
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000 Verbundvorhaben
Delmenhorst, 9. 36
37. Erfolgsfaktoren bei FuE-Verbundvorhaben
Technische Kompetenz und Know-how des Konsortialführers (58 %)
Integration der Endanwender ins Konsortium (54 %)
Kenntnisse der wesentlichen Industrieprozesse (33 %)
Klarheit der Projektziele (32 %)
Technische Kompetenz des gesamten Konsortiums (27 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung
von rund 5.000 Verbundvorhaben
Delmenhorst, 9. 37
38. Versagensgründe bei FuE-Verbundvorhaben
Zu ehrgeizige Zielsetzungen, zu hohe technische Komplexität der angestrebten
Problemlösung (30 %)
Fehlen eines klaren Verwertungs- und / oder Geschäftsplans (24 %)
Zu hohe Einführungs- oder Produktionskosten (19 %)
Falsche Einschätzung der Marktbedürfnisse (12 %)
Änderungen der Bedürfnisse des Marktes während der Projektlaufzeit (11 %)
Andere Gründe (20 %)
Quelle: eigene Untersuchungen, basierend auf einer Auswertung von rund 5.000
Verbundvorhaben
Delmenhorst, 9. 38
39. Thank you very much for your attention
Dr. Gerd Meier zu Köcker
Chairman of the Board
Institute for Innovation and Technology
Steinplatz 1
10623 Berlin
Tel.: +49 (0) 30 310078-118
Fax: +49 (0) 30 310078-222
E-Mail: mzk@iit-berlin.de
www.iit-berlin.de
39
40. The aim of this conference is to convene a commemorative series of activities
on the intellectual legacy of Schumpeter with specific reference to developing
countries. Specific objectives of the initiative are to:
(a)outline the essential features of Schumpeter's ideas of relevance to
development policy and practice; (b) explore the role of innovation in polymer
research in addressing development challenges such as industry, agriculture,
health, water, shelter and environmental management; (c) disseminate the
results among development policymakers, scholars, and practitioners; and(d)
identify new research directions on innovation and development.
(b)Vortrag Vietnam und Budapest
(c)IBM einleitung
(d)ANIS
(e)Innovation nicht gleich research !!
(f)New nature of innovation
(g)Knowlege triangle
40
42. Selected Success Factors of a Competitive
National Innovation System – Policy Level
National policy makers are committed to long-term
public investments in innovation
High demand orientation and tailor-made
National Innovation Strategy focus’ on competitive
advantages of a nation (appropriate level of innovation
sought)
Implementation of National Innovation Policy with all
relevant stake holders
Regulatory and fiscal measures are fully utilised for innovation
(CSP innovation boost in Algeria or China through feed-in laws)
Design features of innovation support measures are
demand-oriented (smart money, high impact)
42
43. Selected Success Factors of a Competitive
National Innovation System – Meso Level
Many different actors of a national innovation system
are available
know and fulfil their tasks and duties
are fully operational (staff, budget, equipment, etc.)
operate in an innovation friendly surrounding
Funding agencies are responsible for the design and management
of public funding measures (on behalf of Ministries, low
administration)
Close co-operation and communication between industry and
science (e. g. stimulated by public funding)
Innovation actors on meso-level are be open for transnational co-
operation
Innovation friendly surrounding (e. g. Public Understanding of Science)
43
Berlin, January 6 ,l 2009
th
44. Selected Success Factors of a Competitive
National Innovation System – Micro Level
Sufficient educational and vocational training system into force
Low barriers towards funding and financing R&D, even for SME
Public innovation actors can operate in a flexible and customer
oriented way
Close co-operation between industry & science (stimulated by public
funding)
Universities, public R&D-institutions and innovation agencies do not
have a fixed budget
Incentives for exploitation and commercialisation of R&D results are given
44
Berlin, January 6 ,l 2009
th
45. Key Expectation from Clients in the Field of
Polymer Injection Molding
De-forming velocity
Flexibility of application
Support in material construction
Overall costs
Productivity
Price per kilo
Innovation
0 10 20 30 40 50 60 70 80 90 100
Percentage
45
Editor's Notes
Innovationsprozess früher
Mare R&D means innovation Universicties are drivers for innovation Isolated entrepreneurial support