Steven A. Rodriguez, startup community manager at GEN, on the new Startup Compete platform for business plan competitions at the Global Entrepreneurship Congress in Medellin, Colombia.
The presentation was held at the International Competitive Intelligence Conference - 5th European Symposium and 3rd Best Practice Confernce. April 5, 2011 in Bad Nauheim.
It provides an insight into how Alcatel-Lucent is using web2.0 tools to improve Competitive Intelligence.
Key take-aways:
- Web2.0 tools can support the CI-Analysts and improve the quality of the CI
- Key success factors are project planning, management support and your own engagement
- The tools are not the most important factor
You may have the best idea in the world for social change, but if you're unable to raise funds to manifest your visions of grandeur, you're sunk. The good news is that there are some new, exciting ways to fundraise that didn't exist just a few years back, including social impact bonds, program-related investments from foundations, developments in donor-advised funds, and the entire field of impact investing. Join us to learn more about these promising developments, and discover how your cause can benefit from tapping into these resources.
Creating a Global Competitive Intelligence Community with non-CI personelAlexandra Nelles
The presentation was held at the International Competitive Intelligence Conference, March 28, 2012 in Bad Nauheim. It provides and insight into how Alcatel-Lucent set up its global CI Knowledge Community in the Web 2.0 world not only with dedicated CI professionals but also including non-CI personnel incl. sales and product R&D employees.
Key topics
- Learn about the key roles when establishing a global CI Community
- What are the 5 steps you should take to get your CI community up and running
- How to make your only community a success?
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Leadcapper is an initiative that helps people to evolve as a leader,to help represent themselves in a community of like-minded people,connected through the unique concept of Action Networking (TM)
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Steven A. Rodriguez, startup community manager at GEN, on the new Startup Compete platform for business plan competitions at the Global Entrepreneurship Congress in Medellin, Colombia.
The presentation was held at the International Competitive Intelligence Conference - 5th European Symposium and 3rd Best Practice Confernce. April 5, 2011 in Bad Nauheim.
It provides an insight into how Alcatel-Lucent is using web2.0 tools to improve Competitive Intelligence.
Key take-aways:
- Web2.0 tools can support the CI-Analysts and improve the quality of the CI
- Key success factors are project planning, management support and your own engagement
- The tools are not the most important factor
You may have the best idea in the world for social change, but if you're unable to raise funds to manifest your visions of grandeur, you're sunk. The good news is that there are some new, exciting ways to fundraise that didn't exist just a few years back, including social impact bonds, program-related investments from foundations, developments in donor-advised funds, and the entire field of impact investing. Join us to learn more about these promising developments, and discover how your cause can benefit from tapping into these resources.
Creating a Global Competitive Intelligence Community with non-CI personelAlexandra Nelles
The presentation was held at the International Competitive Intelligence Conference, March 28, 2012 in Bad Nauheim. It provides and insight into how Alcatel-Lucent set up its global CI Knowledge Community in the Web 2.0 world not only with dedicated CI professionals but also including non-CI personnel incl. sales and product R&D employees.
Key topics
- Learn about the key roles when establishing a global CI Community
- What are the 5 steps you should take to get your CI community up and running
- How to make your only community a success?
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Leadcapper is an initiative that helps people to evolve as a leader,to help represent themselves in a community of like-minded people,connected through the unique concept of Action Networking (TM)
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
APC receives substantial funds from donors which it shares among its global network of member organizations through subgranting. Subgranting allows member organizations to receive funding for projects that strengthen existing work, experiment with new programs, and participate in advocacy discussions. It serves as seed funding for new organizations or programs and empowers organizations to seek additional funding after gaining experience and knowledge.
APC has tried different approaches to subgranting including a centralized model, a decentralized thematic model working with members and partners, and a collective issue-based model working with activists. Transparency is essential when deciding how to disburse funds. APC's subgranting aims to not just distribute money but also share resources and foster growth together.
The Urban Youth Fund document discusses:
1) The Urban Youth Fund provides small grants to youth groups to test new models of youth empowerment and inform UN-Habitat's research.
2) Studies show that small grants under $25,000 can be just as effective as larger grants.
3) Over 38% of funded projects focus on community development, showing youth-led development tackles many interconnected issues.
The document discusses strategies for clubs to effectively plan and implement community service projects. It emphasizes conducting a community needs assessment, creating a detailed project plan, acquiring necessary resources, implementing projects, and evaluating their impact. The document also discusses how to form and support Rotary Community Corps to expand community partnerships. It provides tips for effective communication, volunteer motivation, and promoting projects to maximize community impact.
This document discusses digital transformation for charities. It begins by defining key terms related to digital transformation and innovation. It then addresses common barriers to digital transformation like culture, fear, lack of knowledge and funds. The document advocates developing a digital strategy and integrated plan. It also discusses the benefits of digital including cost savings, increased income and impact. The document introduces the Digital Charities North East Programme which aims to increase charities' capacity for digital innovation. It envisions the program leading to new partnerships and case studies that demonstrate benefits of digital transformation.
Accessing the Power of Pro Bono Through the Readiness Roadmap Yvonne Turner
Have you ever wondered how you could help your nonprofit partners take their organization to the next level with pro bono support? On July 22, speakers from Points of Light, Taproot Foundation and Capital one led a training on a new tool-- the Readiness Roadmap—a one-stop shop designed to help nonprofits navigate and manage skills-based volunteering. Explore each stop on the Roadmap that will empower nonprofits to: improve their readiness to receive pro bono, identify their skills-based volunteer needs, find the right volunteers, and more!
Tech can spark social change by disrupting the status quo and traditional hierarchies. It enables new forms of collaboration across sectors through open data and co-design with communities. The future involves connecting sectors in an ecosystem approach to collectively address social issues like poverty through innovative digital solutions and rapid prototyping.
The document discusses how organizations can ignite an innovation culture to drive success. It recommends that organizations (1) adopt an innovation mindset that is resourceful, reflective, creative, and collaborative; (2) create spaces for partnerships across sectors to co-design solutions through methods like rapid prototyping; and (3) view their people and community as assets in developing human-centered innovations, using digital technologies as enablers rather than disruptors.
The document outlines plans to support existing scalable ventures in Milwaukee to generate growth. It discusses developing programs based on entrepreneurship ecosystem research to help stakeholders support revenue-generating companies. The goal is to generate quick wins and lessons. Initiatives include entrepreneur hangouts, highlighting local success stories, training programs, and events to improve connections between startups and corporations.
Scale Up Milwaukee is an action project focused on developing the entrepreneurial capacity in Milwaukee by bringing together the policies, structures, programs and climate that foster entrepreneurship.
Scale Up Milwaukee is based on a model developed by Daniel Isenberg, founding executive director of the Babson Entrepreneurship Ecosystem Projects. Isenberg has worked with entrepreneurship ecosystems abroad, including in Colombia, Brazil and Denmark, fostering policies, structures and cultures that stimulate long-term economic growth, development and prosperity through programs and workshops.
Milwaukee is the first community in the U.S. to develop an entrepreneurship program based on this model. The initiative is also backed by Governor Scott Walker and Mayor Tom Barrett as part of a bipartisan effort to grow the economy by stimulating high-growth ventures and encouraging job creation.
The long-term strategy for Scale Up Milwaukee is to create an integrated effort to simultaneously impact six domains of the entrepreneurial ecosystem in Milwaukee: Culture, Policy and Leadership, Finance, Human Capital, Markets, and Supports.
ELF14 Keynote Chris Jansen University of CanterburySmartNet
Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
A road map for leading change. How do I build engagement and motivation across our whole organisation?
The document discusses a new model of collaborative innovation that can improve productivity for people, projects, and organizations. It proposes that an innovation engine could find relevant knowledge and talent globally, build networks of experts into ecosystems, and enable collaboration. This would allow 360-degree access to expertise, accelerate innovation, and generate more ideas at lower cost through order-of-magnitude productivity gains and higher success rates. The innovation engine automates the process of forming customized innovation ecosystems for any challenge.
This webinar introduces the GlobalGiving online fundraising platform and discusses how it can help non-profits build fundraising capacity. GlobalGiving allows non-profits to create compelling project pages to raise funds from over 230,000 individual donors. It also partners with corporations to facilitate employee giving and cause marketing. Pact can help local partners by sharing information on GlobalGiving trainings and nominating them to join the platform.
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
APC receives substantial funds from donors which it shares among its global network of member organizations through subgranting. Subgranting allows member organizations to receive funding for projects that strengthen existing work, experiment with new programs, and participate in advocacy discussions. It serves as seed funding for new organizations or programs and empowers organizations to seek additional funding after gaining experience and knowledge.
APC has tried different approaches to subgranting including a centralized model, a decentralized thematic model working with members and partners, and a collective issue-based model working with activists. Transparency is essential when deciding how to disburse funds. APC's subgranting aims to not just distribute money but also share resources and foster growth together.
The Urban Youth Fund document discusses:
1) The Urban Youth Fund provides small grants to youth groups to test new models of youth empowerment and inform UN-Habitat's research.
2) Studies show that small grants under $25,000 can be just as effective as larger grants.
3) Over 38% of funded projects focus on community development, showing youth-led development tackles many interconnected issues.
The document discusses strategies for clubs to effectively plan and implement community service projects. It emphasizes conducting a community needs assessment, creating a detailed project plan, acquiring necessary resources, implementing projects, and evaluating their impact. The document also discusses how to form and support Rotary Community Corps to expand community partnerships. It provides tips for effective communication, volunteer motivation, and promoting projects to maximize community impact.
This document discusses digital transformation for charities. It begins by defining key terms related to digital transformation and innovation. It then addresses common barriers to digital transformation like culture, fear, lack of knowledge and funds. The document advocates developing a digital strategy and integrated plan. It also discusses the benefits of digital including cost savings, increased income and impact. The document introduces the Digital Charities North East Programme which aims to increase charities' capacity for digital innovation. It envisions the program leading to new partnerships and case studies that demonstrate benefits of digital transformation.
Accessing the Power of Pro Bono Through the Readiness Roadmap Yvonne Turner
Have you ever wondered how you could help your nonprofit partners take their organization to the next level with pro bono support? On July 22, speakers from Points of Light, Taproot Foundation and Capital one led a training on a new tool-- the Readiness Roadmap—a one-stop shop designed to help nonprofits navigate and manage skills-based volunteering. Explore each stop on the Roadmap that will empower nonprofits to: improve their readiness to receive pro bono, identify their skills-based volunteer needs, find the right volunteers, and more!
Tech can spark social change by disrupting the status quo and traditional hierarchies. It enables new forms of collaboration across sectors through open data and co-design with communities. The future involves connecting sectors in an ecosystem approach to collectively address social issues like poverty through innovative digital solutions and rapid prototyping.
The document discusses how organizations can ignite an innovation culture to drive success. It recommends that organizations (1) adopt an innovation mindset that is resourceful, reflective, creative, and collaborative; (2) create spaces for partnerships across sectors to co-design solutions through methods like rapid prototyping; and (3) view their people and community as assets in developing human-centered innovations, using digital technologies as enablers rather than disruptors.
The document outlines plans to support existing scalable ventures in Milwaukee to generate growth. It discusses developing programs based on entrepreneurship ecosystem research to help stakeholders support revenue-generating companies. The goal is to generate quick wins and lessons. Initiatives include entrepreneur hangouts, highlighting local success stories, training programs, and events to improve connections between startups and corporations.
Scale Up Milwaukee is an action project focused on developing the entrepreneurial capacity in Milwaukee by bringing together the policies, structures, programs and climate that foster entrepreneurship.
Scale Up Milwaukee is based on a model developed by Daniel Isenberg, founding executive director of the Babson Entrepreneurship Ecosystem Projects. Isenberg has worked with entrepreneurship ecosystems abroad, including in Colombia, Brazil and Denmark, fostering policies, structures and cultures that stimulate long-term economic growth, development and prosperity through programs and workshops.
Milwaukee is the first community in the U.S. to develop an entrepreneurship program based on this model. The initiative is also backed by Governor Scott Walker and Mayor Tom Barrett as part of a bipartisan effort to grow the economy by stimulating high-growth ventures and encouraging job creation.
The long-term strategy for Scale Up Milwaukee is to create an integrated effort to simultaneously impact six domains of the entrepreneurial ecosystem in Milwaukee: Culture, Policy and Leadership, Finance, Human Capital, Markets, and Supports.
ELF14 Keynote Chris Jansen University of CanterburySmartNet
Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
A road map for leading change. How do I build engagement and motivation across our whole organisation?
The document discusses a new model of collaborative innovation that can improve productivity for people, projects, and organizations. It proposes that an innovation engine could find relevant knowledge and talent globally, build networks of experts into ecosystems, and enable collaboration. This would allow 360-degree access to expertise, accelerate innovation, and generate more ideas at lower cost through order-of-magnitude productivity gains and higher success rates. The innovation engine automates the process of forming customized innovation ecosystems for any challenge.
This webinar introduces the GlobalGiving online fundraising platform and discusses how it can help non-profits build fundraising capacity. GlobalGiving allows non-profits to create compelling project pages to raise funds from over 230,000 individual donors. It also partners with corporations to facilitate employee giving and cause marketing. Pact can help local partners by sharing information on GlobalGiving trainings and nominating them to join the platform.
Paving the road for efficient social finance communities:Tips for turning le...OECD CFE
This document provides tips for public policy measures to support social finance communities based on lessons learned. It recommends developing common definitions and frameworks, building evidence to understand the market size and needs, and supporting intermediaries to create efficient ecosystems. Public administrations should convene stakeholders, provide services, and facilitate sharing good practices. They can also generate public and private demand and introduce fiscal incentives to channel private funds to social enterprises. Transparency, coordination across levels of government, and enabling fiscal frameworks are important to maintain trust while allowing the private sector to develop sustainable markets.
BUILDING CONDUCIVE ECOSYSTEMS FOR SOCIAL ENTERPRISESOECD CFE
This document summarizes a presentation given at an OECD conference on building enabling ecosystems for social enterprises. The presentation discusses how social enterprises face barriers but policies can help them overcome these barriers. It also notes that social enterprises deliver both social and economic value. The presentation then outlines several key aspects of enabling policy ecosystems for social enterprises, including the importance of appropriate legal and regulatory frameworks, access to finance, access to markets, business support structures, and training and research. It emphasizes the need for coordination and cooperation across different levels of government and stakeholder participation to develop coherent social entrepreneurship policymaking.
Interact Excellence Awards 2019: Best-in-class intranets from around the globeInteract
The Annual Interact Excellence Awards recognize and celebrate outstanding achievements, innovations and contributions in the fields of digital workplaces and internal communications from range of organizations from around the world.
Now in their 9th year, these global awards uncover the stories behind some of the world's leading digital workplace solutions, and the individuals or teams who have inspired them.
Impact Hubs are coworking spaces that operate in over 50 cities globally and connect values-driven entrepreneurs and innovators. In 2013, over 300,000 hours of peer support was provided through these networks. Startups that use Impact Hubs are able to get online quickly, obtain feedback within minutes, and launch products for sale within days due to the rapid prototyping resources available. Marketers can learn from startups by getting faster market feedback in order to iterate and improve more efficiently.
The document discusses communities of practice (CoPs), including what they are, why they are useful, and attributes of successful CoPs. It notes that CoPs allow sharing of experiences and collaboration between like-minded colleagues. Key aspects of successful CoPs include having a clear purpose, committed members, and active facilitation to address members' needs through a blend of online and in-person activities. The document also provides an overview of CoPs implemented across UK local government agencies.
This document summarizes an enterprise and leadership development pilot program for Plymouth City Council leaders. The program is designed to help leaders create innovative solutions and entrepreneurial ventures that address major issues and create value for their communities. It involves forming teams around common challenges to develop new proposals and projects over six facilitated sessions. Between sessions, teams work to engage stakeholders, trial ideas, and maintain momentum. The program utilizes tools like psychometrics, coaching, creative thinking techniques, and business modeling to support the teams' work developing 11 new proposals to present to Plymouth City Council's executive team.
Tcsi presentation january 10th 2015 v4Omid Omidvar
The document provides information about the Tehran Centre for Social Innovation (TCSI) in Tehran, Iran. TCSI aims to be a self-sufficient platform for social innovation and entrepreneurship that contributes to socio-economic development. It plans to offer services like co-working spaces, incubation, acceleration, training, mentoring, networking, and funding access to support startups and social enterprises. TCSI outlines its vision, framework, services, team, timeline, budget, examples from other hubs, and appendices on the accelerator process, social enterprises, and types of social enterprises. The document seeks partners, funding, and government support to help launch TCSI and create an ecosystem for social innovation in Tehran.
Don Duval - NORCAT Innovation Centre - Our Path ForwardDon Duval
This keynote presentation highlighted the strategic plan for NORCAT', one of Canada's pre-eminent innovation and health and training centres focused on driving economic and social prosperity in Canada.
Campaign Accelerator: a new approach to campaign planning, inspired by Design...FairSay
The document introduces Campaign Accelerator, a program from Greenpeace's digital mobilization unit (MobLab) that aims to accelerate effective advocacy campaigns. It provides collaborative campaign planning tools to help organizations develop people-powered digital campaigns, with an emphasis on creative processes, design thinking, and building engagement. MobLab works with over 25 organizations and 3000 staff to research and share best practices in digital campaigning to enable impactful advocacy in today's world.
Net Impact is a global membership organization of students and professionals using business to promote social and environmental change. It has a central office and 224 chapters in 25 countries with 10,000 members. The central office supports chapters through online tools and programs, provides resources for socially impactful careers, and holds an annual conference. The local Net Impact chapter at Segal Graduate School aims to make a positive environmental and social impact in the local community through initiatives like recycling on campus and sustainability events. Membership offers access to educational resources, speaker opportunities, and career services focused on corporate social responsibility.
This document provides information and guidance for developing an impact-driven corporate pro bono program. It begins by outlining the benefits of pro bono programs for employees, businesses, and local clients. For employees, pro bono work provides leadership development, cultural awareness, and skills building opportunities. Businesses benefit from increased employee engagement, innovation, and market insights. Local clients gain access to new resources and capacity building support.
The document then discusses critical design considerations for pro bono programs, including objectives, geographic focus, participant selection, and impact measurement. It provides examples of different program models involving skills-based volunteering, project-based consulting, executive insights programs, virtual engagements, and multi-company collaborations.
Mobile web africa 2012 presentation loren treismanLoren Treisman
Presentation delivered by Dr Loren Treisman at Mobile Web Africa 2012 in Johannesburg. This presentation focuses on tech innovation hubs, social tech projects in the health, agriculture and democracy space, the impact of both hubs and social projects, with case studies from Indigo Trust's grantees as well as a role for Foundations and the private sector in supporting this work.
Silicon Valley has established itself as the leading global innovation ecosystem due to key factors such as transparency in venture capitalism funding, support from top universities, and a skilled workforce culture. However, strict immigration laws and high housing costs present challenges. While venture capital and university partnerships remain strengths, addressing foreign talent restrictions and infrastructure sustainability will help Silicon Valley maintain its edge in the face of global competition.
The ACTION network connects cleantech incubators across New England to support green businesses and job growth. It aims to accelerate startup success through collaboration between incubators, universities, investors, and other stakeholders. The network provides startups with services like office space, prototyping facilities, funding assistance, and introductions to potential partners and customers.
This document is a resource guide for Net Impact student chapter leaders from 2006-2007. It provides an overview of Net Impact, which is a 501c3 nonprofit that supports graduate student chapters focused on using business for positive social impact. The guide outlines Net Impact's mission and strategy, chapter requirements, and best practices and resources for chapter leaders to effectively manage their chapters. It is intended to help chapter leaders lead their chapters to be vibrant and successful.
This document defines key concepts related to social networks, social media, and social business. It discusses how social networks are structures of individuals connected through relationships. Social media refers to web and mobile technologies that enable user-generated content and interactive communication. A social business is defined as an organization that systematically engages employees, customers, partners and other stakeholders through social technologies and strategies to maximize shared value. The effects of social business include more participatory decision making, prioritizing engagement over communication, and focusing on exchanging value across the entire ecosystem.
This document discusses the opportunity for social impact networks to engage businesses by delivering business value while also pursuing social goals. It outlines five models of social impact networks:
1) Networks that steward natural resources, which directly benefit businesses that rely on raw materials.
2) Networks that enable market-based solutions, benefiting businesses by developing new market opportunities or increasing supply chain stability.
3) Networks that raise industry standards, benefiting businesses by elevating practices within their industries.
4) Place-based networks that align solutions within communities, indirectly benefiting businesses through local improvements.
5) Networks that mobilize action on large-scale issues, indirectly benefiting businesses through helping address societal challenges.
strategic partnership and youth leadershipSashaKing4
AIESEC is the world's largest student-run organization with a presence in over 107 countries. The document outlines various opportunities for organizations to partner with AIESEC, including accessing a global talent pool through internship programs, expanding networks, participating in corporate social responsibility projects, and gaining brand exposure. Specific current and upcoming AIESEC activities at Universiti Utara Malaysia are also mentioned.
2015 Muskie Program Orientation - Advocacy CampaigningCultural Vistas
Points of Light is a large non-profit organization dedicated to volunteer service that works with companies and individuals. It provides resources and programs to mobilize volunteers, helps companies build effective employee volunteer programs, and addresses critical community needs through impact programs in areas like disaster relief, education, and economic opportunities. The organization measures the impact of its work and volunteers through research like The Civic 50, which recognizes the most community-minded companies each year. Service provides benefits to employees, companies, and communities by improving health, engagement, innovation, and nonprofit capacity.
Enabling Successful Communities Km World09priyabram
Accenture has over 186,000 professionals in 49 countries generating over $23.4 billion in revenue annually. It supports over 500 communities of practice with over 120,000 members to facilitate collaboration across industries, workforces, and geographies. Accenture focuses on outcome-focused collaboration, global networking, participation-based recognition, engaged leadership, and using technology to enable collaboration within communities.
Similar to Everyone has ideas for making the world a better place. But where does one go to make them happen? (20)
Servizio Civile Universale - Serena SUSIGANOECD CFE
Presentazione di Serena Susigan, Direttrice, ENDO-FAP, Servizio Civile Universale Don Orione, Liguria, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
Servizio Civile Universale - Federica DE LUCAOECD CFE
Presentazione di Federica De Luca, Ricercatrice all’Istituto Nazionale per l’Analisi delle Politiche Pubbliche (INAPP), Referente di progetto “Monitoraggio e Valutazione del Servizio Civile Universale”, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
Servizio Civile Universale - Cristina PASCHETTAOECD CFE
Presentazione di Cristina Paschetta, Responsabile Progettazione, gestione bandi e volontari, accreditamento nuove sedi, Consorzio Monviso solidale, Piemonte, all'evento OCSE "Scegliere il Servizio Civile Universale: un dialogo sulle opportunità di impiego dei giovani in Italia", tenutosi a Trento il 6 febbraio 2024.
Maggiori informazioni: https://www.oecd.org/cfe/leed/oecd-ucs-6-feb.htm
FDI and Superstar Spillovers: Evidence from Firm-to-Firm Transactions - Amit...OECD CFE
FDI and Superstar Spillovers: Evidence from Firm-to-Firm Transactions
Mary AMITI (FED New York, United States)
Despite competition concerns over the increasing dominance of global corporations, many argue that productivity spillovers from multinationals to domestic firms justify pro-FDI policies. For the first time, we use firm-to-firm transaction data in a developed country to examine the impact of forming a new relationship with a multinational, and find a TFP increase of about 8% three or more years after the event. Sales to other buyers, trade and customer quality also increase. However, we also document that starting to supply other “superstar firms” such as those who heavily export or are very large also increases performance by similar amounts, even if the superstar is a non-multinational. Placebos on starting relationships with smaller firms and novel identification strategies relying solely on demand shocks to superstar firms support a causal interpretation. In addition to productivity spillovers, we document the transmission of “relationship capabilities” and “dating agency” effects as the increase in new buyers is particularly strong within the superstar firm’s existing network. These results suggest an important role for raising productivity through the supply chains of superstar firms regardless of their multinational status.
Find out more at https://oe.cd/spl-mtg
E-invoicing data for functional territories definition: the use case of pharm...OECD CFE
E-invoicing data for functional territories definition: the use case of pharmacies
Maria AURINDO (National Institute of Statistics, Portugal)
The presentation illustrates how a new Business-to-Consumer (B2C) database extracted from the Portuguese E-invoice system can be an important tool to explore the functional territories concept taking the pharmacies catchment areas as an example. The discussion addresses data integration methodological options and how Statistics Portugal infrastructural information domains – Business register, Building and fraction register and Population register – were crucial for this exercise, developed within the CE-SIG – Map of facilities and services project.
Find out more at https://oe.cd/spl-mtg
Mapping location and co-location of industries at the neighborhood level - A...OECD CFE
Mapping location and co-location of industries at the neighborhood level
Alessandro ALASIA, Dennis HUYNH (Statistics Canada)
In Canada, there is limited analysis on industry locations at the neighbourhood level; location and co-location of industries have been assessed primarily at the regional scale which results in an information gap for businesses. Recent evidence suggests that businesses do not just choose a city for their location, they choose specific business districts within a metropolitan area. Recent improvements in the geolocation of business microdata allow to address the information gap. This work, undertaken as part of the Business Data Lab and in collaboration with the Canadian Chamber of Commerce, is a first attempt to map industry locations at the neighbourhood level in major metropolitan areas of Canada. Using establishment-level microdata from the Business Register, we apply spatial kernel density estimations to identify neighbourhoods with high employment/revenue density for selected industries (2-digit NAICS) and industry clusters (grouping of 6-digits NAICS). The geographic delineation of business districts within metropolitan areas is the first step in understanding the evolution of industry location and co-location over time, and assessing local business dynamics at the neighbourhood level. Ultimately, these business districts can be analyzed in combination with additional data sources (e.g., mobility and road traffic) to derive further economic insights.
Find out more at https://oe.cd/spl-mtg
Advancing and democratizing business data in Canada- Patrick Gill & Stephen TappOECD CFE
Democratizing data through innovative data governance and visualizations
Patrick GILL, Stephen TAPP (Chambers of Commerce, Canada)
Small organizations in Canada struggle with accessing and leveraging data on business conditions and trends. These organizations have expressed difficulty in knowing what is available, accessing it and converting this information into actionable insights. To empower small organizations with more business-related information and insights, the Canadian Chamber of Commerce has built a suite of free tools that merge and visualize traditional statistics with powerful high-frequency data sets (e.g. payments and mobility). This work is enabled by innovate data governance (e.g. a data trust) and a collaborative partnership with Statistics Canada. The Canadian Chamber of Commerce is continuing work with Statistics Canada to release more local business information available through the agency’s Business Register (e.g. the mapping of local business districts), and is exploring how Generative AI can support small organizations’ navigation and understanding of the business information it has curated.
Find out more at https://oe.cd/spl-mtg
Firm-level production networks: evidence from Estonia - Louise GuillouetOECD CFE
The market microstructure of industrial ecosystems in the digital and green transitions: evidence from Estonia
Louise GUILLOUET (Science, Technology and Innovation Directorate, OECD)
Thanks to a unique combination of administrative and survey data matched to the Estonian VAT data, this project studies how information on transaction data can shed light on industrial policy making, through two different angles: 1/ Improving the understanding of the production network, industrial ecosystems and the relevant unit of analysis for industrial policy design and 2/ An application to the diffusion of the green and digital transitions, showing the role of production network in technology diffusion and how this can be leveraged to increase policy effectiveness.
Find out more at https://oe.cd/spl-mtg
Using B2B transactions data: teh Belgian experience - Emmanuel DhyneOECD CFE
The document discusses the Belgian business-to-business transactions dataset, which contains all transactions between Belgian firms above 250 euros annually from 2002-2021. It has been used in research on the internationalization of firms and organization of domestic production. The document also considers alternatives to collecting full transaction data, such as only collecting information on the largest customers and suppliers of each firm.
Horizon 2020 - research networks across borders - Rupert KawkaOECD CFE
Involvement of rural regions in European research networks
Rupert KAWKA, Torsten SCHUNDER (Federal Office for Building and regional Planning, Germany)
This study investigates the distribution of the European Union's Horizon 2020 funding programme on rural and urban regions between 2014 and 2020 and the resulting urban-rural links. Leveraging the Horizon 2020-database covering the 2014-20 programming period, which encompasses data on approximately 35,000 funded projects involving nearly 180,000 partners, the paper explores the participation of rural firms and organisations in the broader European research framework. By integrating the urban-rural classification of NUTS 3 regions, the research addresses key questions concerning the involvement of rural regions in Horizon 2020 projects, the structural differences in projects with and without rural participation, and the dynamics of urban-rural collaboration in research. The study further aims to identify potential clusters of rural innovation hubs across Europe and assess spatial disparities.
Find out more at https://oe.cd/spl-mtg
How can the social and solidarity economy help refugees along their journey?OECD CFE
Forcibly displaced people fleeing violent conflict and other forms of persecution find support from the social and solidarity economy (SSE) along their pathways, from their country of origin to asylum protection. The numbers are growing and new OECD work sheds light on how the specific values and characteristics of SSE entities provide high-quality responses to refugee needs and facilitate integration in host communities.
The SSE can support access to rights, empowerment, social and labour market inclusion of refugees. Join this webinar with the UNHCR, SINGA and NESsT Poland to discover how the SSE plays a role in the steps along the way of refugee’s journey.
This document discusses platform cooperatives, which are defined as digital platforms that are owned and controlled democratically by their users. There are over 500 platform cooperatives currently operating in various sectors such as culture, catering, cleaning, delivery, home services, care, transportation and tourism. The document outlines how platform cooperatives emerged in reaction to issues with the sharing and gig economies. It also discusses the contributions of platform cooperatives to local development and working conditions, as well as challenges they face related to funding, legal frameworks, capacity, and decision-making. Finally, it proposes some policy options for governments to help support platform cooperatives through increasing awareness, improving evidence, facilitating funding, assessing legal frameworks, and providing capacity building support
Data-driven regional productivity scorecards in the United Kingdom - Raquel O...OECD CFE
Presentation by Raquel Ortega-Argilés, Professor of Economics, Manchester University and Director of the Productivity Laboratory, The Productivity Institute, United Kingdom at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Competitiveness for Wellbeing - Basque Country - James Wilson.pdfOECD CFE
Presentation by James Wilson, Research Director, Orkestra, Basque Institute for Competitiveness, Spain at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
The productivity board of the autonomous province of Trento - Carlo Menon.pdfOECD CFE
Presentation by Carlo Menon, Economist, Trento Centre for Local Development, CFE, OECD at the 21st OECD Spatial Productivity Lab meeting on "Rebooting regional productivity: from analysis to policy", held in virtual format on 18 October 2023.
This webinar focused on recent initiatives from the Basque Country in Spain, the United Kingdom, and Trentino in Italy, where the analysis of subnational economic data is used to compare productivity performance across regions, understand which economic and social factors drive regional productivity, and how regional productivity links to other economic and social outcomes.
More OECD information: https://oe.cd/SPL
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Rafforzare il partenariato e la cooperazione internazionale in Friuli Venezia...OECD CFE
Presentazione di Mattia Corbetta, Policy Analyst al Centro OCSE di Trento per lo Sviluppo Locale per il lancio del rapporto OCSE "Rafforzare il partenariato e la cooperazione internazionale in Friuli Venezia Giulia", 4 ottobre 2023, Trieste.
Maggiori informazioni www.trento.oecd.org
Immersive technologies and new audiences for classical ballet-RogersOECD CFE
Presentation by Tom Rogers, Creative Digital Producer, Birmingham Royal Ballet, United Kingdom at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Data-driven art residencies to reshape the media value chain-BlotOECD CFE
Presentation by Manon Blot, Project Manager, Cultural and Artistic activities and EU projects, France at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Presentation by Lara Assi, United Kingdom, & Natalie Lama, Jordan at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
Presentation by Harry Verwayen, General Director, Europeana Foundation, the Netherlands at the 6th Summer Academy on Cultural and Creative Industries and Local Development "Disrupting tradition: How digital technology is changing the cultural and creative processes", 18-20 Sept. 2023 ONLINE and 27-29 Sept. 2023 ONSITE (Trento, Italy).
More info: https://oe.cd/sacci
Visit our website: www.oecd.org/cfe
Follow us on Twitter: @OECD_local
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
https://36crypto.com/the-future-of-dogecoin-how-high-can-this-cryptocurrency-reach/
Applying the Global Internal Audit Standards_AIS.pdf
Everyone has ideas for making the world a better place. But where does one go to make them happen?
1. 1
Everyone has ideas for making the
world a better place. But where does
one go to make them happen?
2. 2
Impact Hub Network
An innovation lab. A business incubator. A social
enterprise community center. Impact Hub offers its
members a unique ecosystem of resources, inspiration,
and collaboration opportunities to grow the positive
impact of their work.
Impact Hubs make up a global network of collaborative
spaces, entrepreneurial communities, and capacity
building programs that inspire, connect and enable
impact.
From Amsterdam to Johannesburg, Singapore to San
Francisco, Impact Hub is a rapidly expanding, diverse
global network of over 11,000 members in 60 cities in 31
countries.
At a glimpse
OPEN
COMING SOON
3. 3
Impact Hubs operate in
60 cities in 31 countries
on 6 continents
63
Valuable connections
made and over 300 000
hours of peer to peer
support provided in
2013
100K
11,000Values-driven impact
makers seeding & scaling
ideas that might just
change the world
3,500 New jobs (FTEs) created
by our members in 2013
500 Highly skilled Impact
Hub founders and
team members
making the magic
happen
2.2MCustomers purchased
our members’
products and services
1 Rapidly expanding global
network to inspire, connect
and enable people to
sustainably and
collaboratively impact
society
54M People have been informed,
influenced or inspired by
our members’ activities and
campaigns
3
4. 4
Our purpose and impact aspiration
Stages of venture development
Number of
people
Intention Idea Start-up Running operations Scaling
1) Increase the number of individuals taking action
2) Build a collaborative community that tackles issues as a whole
3) Increase the relative number and success of individuals at later, high-impact
stages
Increased engagement and effective support on the journey from intention to impact
“Inspire, connect and enable people to sustainably and collaboratively impact society.”
5. 5
Value proposition for our members
IV. Enable impact
ecosystem
• Impact Hub acts as a
neutral platform where key
actors from different
sectors feel confident and
supported to collaborate on
common issues and
challenges
III. Build a collaborative
community
• Hosting a diverse
community of
entrepreneurs,
practitioners, investors,
and organizations
II. Provide entrepreneurial
support
• Business skills training
• Incubation & acceleration
programs
• Networking opportunities
& events
I. Offer working
infrastructure
Key services offered by local Impact Hubs
• Inspiring collaborative
working space
• Essential business services
• Attractive spot for events &
meetings
7. 7
Stages of venture development
An “average” member is
34 years old
Worked 11 years in related industry
Has 3 years of entrepreneurship experience
Holds a university degree…
Impact focus
Average blend of returns as rated by our members
7%
4%
8%
24%
35%
17%
Who are our members
Diverse, locally-driven, collaborative community as a hotbed for impactful innovations
8. 8
Member stories
A few examples from thousands of member stories
Globally Agua Inc is working to
revolutionize wastewater treatment
and drinking water purification by
overcoming conventional water
treatment limitations, while raising
the standards for sustainability..
To date, Agua Inc has installed over
4M treatment plants around the
world
Member of: IH Boulder, IH Madrid
Website: www.aguainc.com
Video:
http://youtu.be/TAmcmCxAKkM
A grassroots organization to support
the sharing economy movement. By
sharing what we already have (cars,
homes, skills and time), everyone
benefits.
Consuming directly from people we
can trust is more affordable, more
social, and less wasteful.
2x revenue stays in the local
economy
75% people who share say they have
greater trust in their community
Member of: IH San Francisco
Website: www.peers.org
Video: http://youtu.be/UzdSKHA-FvI
South African/Dutch family business
that, with its factory in Lesotho,
produces cookstoves using African
components and African labour..
In order to make them affordable for
even the very poor, ACE uses a
micro financing model.
In ACE’s first production year
(2013), 25 000 stoves were produced
and exported across Africa.
Member: Amsterdam, San Francisco
Website:
www.africancleanenergy.com
Video: http://youtu.be/6Ybq9qIpTK4
9. 9
FTEs worth of
peer support
leveraged
Highly valuable
professional
connections made
What our members value about Impact Hub’s support
High levels of support in inspiring, connecting and enabling our membership
Would
highly recommend
Impact Hub
10. 10
What is the impact of our members?
750+
new start-ups
founded
3,500+
new full-time jobs
created
(4400 jobs in total)
41%
year on year
increase of our
members’ median
revenue
2.2M
customers
purchased our
members’ products
and services
54M
people have been
informed,
influenced or
inspired by our
members’ activities
and campaigns
Aggregated effects on the broader society and economy
11. 11
How do we work as a network?
Co-owned, distributed, and lean network structure
Locally embedded and globally distributed
• Impact Hubs are initiated, run and owned by a local entrepreneurial team and thus are deeply embedded in local communities and
contexts where we operate
• Impact Hubs share the same brand, identity, and core services (space, community, content)
• Key processes (e.g. onboarding new Impact Hubs) and initiatives (e.g. strategy development) are distributed across the network
Co-owned global network
• Local Impact Hubs co-own the key assets of the network (e.g. Brand, IP)
• All key decisions are made in the Impact Hub Association on the principle of “1 vote per Impact Hub”
• Delivery of shared services are executed by Impact Hub Company which is 100% owned by the Association
Innovation from the edges
• Key local best practices, lessons learned from failures, tools, programs and resources are shared and transferred effectively across
the network
• Time-proven methodology of collecting, codifying and sharing key local practices via thematic Communities of Practice
Impact Hub’s values
Start with explaining the founding idea of Impact Hub – where do we come from?
Continue with how the network has transformed into a global movement
500 000 – estimated size of our broader community that attends events, meetings and programs at Impact Hubs every year
Gender neutral (members, Impact Makers, leadership)
Increasing the overall number of individuals taking entrepreneurial actions driven by impact
Increasing the relative number and success of individuals at later and high-impact development stage
Building a collaborative community that tackles issues as a whole and not just through individual actions
Link to collaboration – tangible value exchange
110,000 valuable professional connections made
300,000 hours of peer-to-peer support provided(translates to 150+ FTEs)
Count only those for whom it is important.
Inspired
Connecting
87% feel to be a part of a larger community
72% connect to advisors and expert
72% partner and collaborate with others
Enabling impact
80% Access better working facilities and infrastructure
65% Gain visibility and recognition
59% Develop new skills and capabilities
56% Access new clients or beneficiaries
37% Obtain equity, debt, or grant capital
Attribution of importance and success
- 51% important (67% including 5?)
32% attribute success (might not have been there) – 52% including 5?
Impact Hub’s Net Promoters Score: 47.2(on a scale from -100 to +100)
Promoters – Detractors
Compared to Apple’s NPS of 42, and Google’s NPS of 41
Values: Trust, Collaboration, Courage
Trust: We trust each other to do what we say we do. We may have different approaches but share an underlying positive intention and set of values.
Collaboration: Collaboration is the key to solving the issues of our time. We welcome diversity and partner with like-minded organizations to make a meaningful difference.
Courage: We have the courage to walk the path less travelled. We honor the past and pioneer new solutions.