The document discusses Thomson Reuters' 2015 Top 100 Global Innovators report. It provides an overview of the methodology used to identify the top 100 innovators based on metrics like patent volume, success rates, geographic coverage, and influence. It also notes some key findings from the report, such as the industries that increased or decreased in innovation activity compared to the previous year. Additionally, it highlights how the Top 100 innovators outperformed other indices in terms of revenue, R&D spending, and other metrics, demonstrating the economic benefits of innovation.
Digital Leadership Interview : Michael A Osborne, Associate professor at the ...Capgemini
"More or less anything that does not require one of the three bottlenecks – i.e. creativity, social intelligence and the requirement to manipulate complex objects in an unstructured environment – will be potentially automatable."
Innovation represents for many companies the key to a successful future. Many CEOs around the globe are prioritizing and investing in innovation; however, the potential for innovation taking place within big organizations often goes unrealized.
Stefan Erschwendner, Managing Partner of LHBS, had the opportunity to speak at the Good School’s ‘Camp Digital’ on the topic of “Making Innovation Happen,” where he elaborated on the idea of innovation as well as its implementation inside of an organization.
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
For nine years in a row, Apple has been the most innovative company on the planet.
That designation comes care of Boston Consulting Group, the elite consultancy.
Since last year’s list, Google climbed over Samsung to take the second spot, sliding the South Korean manufacturer into third.
Three companies vaulted into the top 50: The Japanese conglomerate Hitachi landed at No. 37, Marc Benioff‘s SalesForce.com landed at No. 40, and the Chinese phone maker Xiaomi made it all the way to No. 35.
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
Digital Leadership Interview : Michael A Osborne, Associate professor at the ...Capgemini
"More or less anything that does not require one of the three bottlenecks – i.e. creativity, social intelligence and the requirement to manipulate complex objects in an unstructured environment – will be potentially automatable."
Innovation represents for many companies the key to a successful future. Many CEOs around the globe are prioritizing and investing in innovation; however, the potential for innovation taking place within big organizations often goes unrealized.
Stefan Erschwendner, Managing Partner of LHBS, had the opportunity to speak at the Good School’s ‘Camp Digital’ on the topic of “Making Innovation Happen,” where he elaborated on the idea of innovation as well as its implementation inside of an organization.
The Future of Corporate Learning: from Training to Learning ExperienceFabernovel
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google.
To download the full report: http://eepurl.com/guJvA5
For nine years in a row, Apple has been the most innovative company on the planet.
That designation comes care of Boston Consulting Group, the elite consultancy.
Since last year’s list, Google climbed over Samsung to take the second spot, sliding the South Korean manufacturer into third.
Three companies vaulted into the top 50: The Japanese conglomerate Hitachi landed at No. 37, Marc Benioff‘s SalesForce.com landed at No. 40, and the Chinese phone maker Xiaomi made it all the way to No. 35.
Quels dirigeants pour répondre aux défis de la transformation numérique ?
C’est désormais la direction générale qui doit avoir une vue claire des enjeux de la transformation numérique, ses modalités et ses conséquences pour prendre les décisions pertinentes. Cela implique une évolution majeure de leurs compétences, de leur vision même de la gouvernance de l’entreprise mais aussi de leur manière de décider.
Kienbaum a mené une étude auprès de plus de 100 dirigeants français issus d’industries différentes pour évaluer transversalement les nouveaux critères prévalant dans la recherche de dirigeants à l’heure de la transformation numérique.
Première conclusion : Le digital est un challenge avant tout humain. A l’ère de la transformation digitale, le bagage académique et le parcours professionnel comptent moins qu’un certain nombre de qualités « entrepreneuriales », notamment dans la prise de décision. Les critères qui désormais arrivent en premier rang sont nettement d’ordre comportemental et relèvent du capital humain. Le dirigeant à l’ère digitale présente des qualités spécifiques : « Preneur de risque, audacieux », « orienté client », « Ouvert, à l’écoute, humble et auto-apprenant », « Personnalité inspirante et fédératrice »
Le digital et l’innovation touchant directement au business model de l’entreprise, il y a un appel et une nécessité claire d’une volonté infaillible au plus haut niveau de l’entreprise.
Deuxième conclusion : Le changement est au cœur de la transformation digitale. C’est pourquoi les profils recherchés sont avant tout des profils vecteurs de changement. L’initiation, l’accompagnement et l’itération du changement sont les vrais moteurs en termes de discipline de cette transition/révolution numérique.
Troisième conclusion : Les compétences techniques ne sont pas premières. Les compétences ou traits de leadership primordiaux dans cet environnement de changement appartiennent plutôt à la famille des "soft skills" ou aptitudes interpersonnelles.
Quatrième conclusion : émergence d’un « leadership digital ». En phase avec ce que pense le marché aujourd’hui et ce qu’il attendra de ses leaders dans un avenir proche, Kienbaum a dégagé 4 dimensions de leadership qui semblent régir les enjeux des entreprises et des CEO dans ce nouveau paradigme digital.
Si les premières dimensions « réflexion stratégique & exécution » et « leadership & vision » sont les fondamentaux d’hier et d’aujourd’hui du profil type du leader recherché, l’association des dimensions « orientation humaine » et « conscience de soi & remise en cause » au même niveau de considération et d’impératif représentent une évolution qui redéfinit les exigences et attentes au plus haut niveau.
Ces conclusions réorientent de manière significative la recherche des leaders d’entreprise de demain.
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
InnoTrends is a semantic analysis on specific trends shared on We Are Innovation networks. As Millennials enter both labor and consumption markets, analysts and experts investigate the behaviors and expectations of Generation Y. By doing so, they describe a generation eager to give and challenge the world we live in.
taming the digital tiger: seizing opportunities from new ways of workingOrange Business Services
This paper describes why ways of working are changing, how the digital phenomenon
is transforming business and the impacts on different parts of the organization. It
offers inspiration through what others are doing to find their way and prosper.
For more information on the digital workspace visit http://oran.ge/1hfu4MV.
InnoTrends looks into the semantic and key themes developed by innovators from WAI social networks. It provides a view of the wording used to comment and analyze key developments occurring in the innovation world today.
A report on technology trends in 2017. Overview of activity by the big 5 (Alphabet, Apple, Amazon, Microsoft, Facebook) and the next 20 companies and Chinese challengers.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Kienbaum Consultants International introduces its 2016 updated study about the Executive Leadership Competency Models of the future: Next Generations CEOs.
Foreseeing what leaders will look like in the next decades
and the Leadership skills required at the top.
“New Leadership” profiles are and will increasingly be dictated by the Digital surge.
Intellectual Property refers to the creations of the mind. These include inventions, works of literature and art, designs or symbols as well as names or images used by businesses. Intellectual Property has to be the original work of the creator that is, he or she should be the one who invented the idea, wrote the book or created a particular symbol. Copy the link given below and paste it in new browser window to get more information on Intellectual Property:- http://www.transtutors.com/homework-help/economics/intellectual-property.aspx
In prior research, we showcased how digital leaders are using investments in digital technologies to transform key capabilities across customer experience and operations. However, in today’s volatile and disrupted world, capability leadership is not enough. As well as having the capabilities in place, organizations need to be nimble and flexible – dexterous – if they are to respond to ever-changing technology advances, emerging competitive disruptions, and changing customer needs. Enterprises that excel in both qualities – capability and dexterity – are digital organizations. This ‘digital elite’ reported that they outperformed their competitors on multiple key performance indicators including profitability, customer satisfaction, innovativeness and growth.
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
InnoTrends is a semantic analysis on specific trends shared on We Are Innovation networks. As Millennials enter both labor and consumption markets, analysts and experts investigate the behaviors and expectations of Generation Y. By doing so, they describe a generation eager to give and challenge the world we live in.
taming the digital tiger: seizing opportunities from new ways of workingOrange Business Services
This paper describes why ways of working are changing, how the digital phenomenon
is transforming business and the impacts on different parts of the organization. It
offers inspiration through what others are doing to find their way and prosper.
For more information on the digital workspace visit http://oran.ge/1hfu4MV.
InnoTrends looks into the semantic and key themes developed by innovators from WAI social networks. It provides a view of the wording used to comment and analyze key developments occurring in the innovation world today.
A report on technology trends in 2017. Overview of activity by the big 5 (Alphabet, Apple, Amazon, Microsoft, Facebook) and the next 20 companies and Chinese challengers.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Kienbaum Consultants International introduces its 2016 updated study about the Executive Leadership Competency Models of the future: Next Generations CEOs.
Foreseeing what leaders will look like in the next decades
and the Leadership skills required at the top.
“New Leadership” profiles are and will increasingly be dictated by the Digital surge.
Intellectual Property refers to the creations of the mind. These include inventions, works of literature and art, designs or symbols as well as names or images used by businesses. Intellectual Property has to be the original work of the creator that is, he or she should be the one who invented the idea, wrote the book or created a particular symbol. Copy the link given below and paste it in new browser window to get more information on Intellectual Property:- http://www.transtutors.com/homework-help/economics/intellectual-property.aspx
It's usually not enough time for improving comfort of code writing and product monitoring. But this is an important thing for making software products with high quality. IT society even made awesome tools for making our life easier and culture of software engineering continue growing.
The world of venture capital has seen huge changes over the past decade. Ten years ago there were fewer than
20 known unicorns in the US5
; there are now over 2006
. Annual investment of global venture capital has increased
more than fivefold over the same period, rising to $264 billion by 2019. This investment has been dominated by the
tech sector harnessing digital frontiers to disrupt traditional industries – including cloud computing, mobile apps,
marketplaces, data platforms, machine learning and deep tech.7
It is an ecosystem that acts as the birthplace for
innovation and brands that can shape the future of consumerism, sectors and markets.
As COVID-19 has taken hold of the
world, the question of whether venture
capital, and early stage investing more
broadly, is backing and scaling the
innovations our world really needs has
never been more pertinent. Life science
and biotech investing is an asset class
perhaps most resilient and relevant to
the short-term impact of COVID-19,
but there is another impact-critical
investment area that is emerging as
an increasingly important investment
frontier: climate tech.
This research represents a first-ofits-kind analysis of the state of global
climate tech investing. We define what
it is and show how this new frontier
of venture investing is becoming a
standout investing opportunity for the
2020s. Representing 6% of global
annual venture capital funding in 2019,
our analysis finds this segment has
grown over 3750% in absolute terms
since 2013. This is on the order of 3
times the growth rate of VC investment
into AI, during a time period renowned
for its uptick in AI investment.8
Looking forward can climate tech in the
2020s follow a similar journey to the
artificial intelligence (AI) investing boom
in the 2010s? The substantial rates of
growth seen in climate tech in the late
2010s, and the overarching need for
new transformational solutions across
multiple sectors of the economy,
suggests yes. The stage appears set
for an explosion of climate tech into the
mainstream investment and corporate
landscape in the decade ahead.
beyond patents:scholars of innovation use patenting as an indicator of innova...Jeffrey Funk
This paper discusses the problems with using patents as a measure of innovation and papers as a measure of science. It also uses data to show the problems. for example, the number of patent applications and awards have grown by six times since 1984 while productivity growth has slowed.
In this article, we examined strategic issues in technology and innovation as they impact environmental scanning, strategy formulation, and strategy implementation. It also examines issues in creating new businesses by properly managing new technology and innovative concepts. It hopes to illuminate issues for Nigerian businesses as to be competitive in today‘s modern world.
The ultimate B2B list:
100 startups knocking on the door of the unicorn paddock
Additional reports: https://sifted.eu/intelligence/reports/europe-s-rising-100
Une start-up de Cherbourg, issue de la recherche universitaire, à l'assaut du business relié au développement de solutions ergonomiques pour la maintenance dans le secteur de la santé
Plateforme bio-informatique facilitant l’interprétation des résultats à l’échelle d’un patient par l’intermédiaire d’un rapport clinico-biologique unifié, complet et fiable.
Détection des survols illégaux de drones au dessus des sites sensiblesChristine Canet
L’utilisation de drones est désormais généralisée et encadrée par la loi. La démocratisation du marché pour ces appareils attractifs et accessibles, facilite leur usage à des fins malveillantes comme l’espionnage industriel ou l’intrusion sur des sites sensibles.
La surveillance des espaces publics, des propriétés privées et des sites industriels à risques devient par conséquent une préoccupation majeure pour les responsables en charge d’assurer la sécurité des personnes et des biens ou le respect de la vie privée. Une situation complexe à laquelle la société droneXTR et l’université Le Havre Normandie apporte aujourd’hui une réponse avec un système de surveillance breveté.
DETECT - Dimensions of Executive functioning TEsted with a Card game on your ...Christine Canet
Un nouveau jeu, le Stroop Switching Card Test, pour évaluer les capacités d’adaptation de votre cerveau aux situations imprévues.
Ce jeu de cartes, accessible à tout professionnel de santé (p. ex., pédiatres, gériatres, neurologues, neuropsychologues, neuro chirurgiens, addictologues, pharmacologues) est un outil de dépistage permettant d’établir un portrait de l’efficience globale du fonctionnement exécutif à des fins de prévention des pathologies affectant le cerveau et provoquant des troubles cognitifs.
La détection et le traitement de l'alcoolisation foetaleChristine Canet
Biomarqueurs placentaires d’atteintes cérébrales de l’enfant lors d’une alcoolisation in utero.
En associant chercheurs et cliniciens, AlcoBrain a permis d’identifier le premier biomarqueur pour un diagnostic précoce des enfants atteints de troubles causés par l’alcoolisation fœtale.
IA autonome pour la robotique de services en lieux publicsChristine Canet
A l’aube de l’ère de la proximité quasi quotidienne de l’homme et du robot, Vita développe une IA qui rendra ces robots socialement plus adaptés à l’humain et plus autonomes. Vita accroit sans cesse leur autonomie dans notre environnement quotidien qui - par nature - est densément peuplé et sujet à des changements imprévisibles. Elle permet également d'intégrer les normes sociales nécessaires pour naviguer au milieu d’une foule et pour interagir avec l'homme.
Détecter de façon simple et rapide un très grand nombre de marqueurs tumoraux pour adapter au mieux les traitement et sauver des vies.
Au diagnostic des leucémies, certains marqueurs tumoraux essentiels devait jusque-alors être recherché par des tests spécifiques, induisant des coûts élevé et un délai de rendu des résultats important.
La méthode développé se substitue à toutes ces analyses et permet en plus, pour chaque patient, de détecter de très nombreux marqueurs rares qui n’étaient jamais recherchés faute de temps et d’argent.
Rapide et simple, elle fournit des informations essentielles aux cliniciens en leur permettant de choisir rapidement le meilleur traitement.
NV fait de l'innovation dont la société a besoin et non l'innovation qui découle de nos projets de recherche!
Sa mission: protéger, développer et valoriser les actifs immatériels des établissements d'enseignement supérieur normands.
NV, un dispositif aux établissements normands, avec eux et pour eux!
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
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.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
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
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
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.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
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.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
1. Thomson Reuters
2015 Top 100
Global Innovators
Honoring the World Leaders
in Innovation
FINDINGS AND METHODOLOGY
Featuring a special supplement on the Top Bay Area Innovators
NOVEMBER 2015
REUTERS/RICK WILKING
2. “Innovation is the
key to growth and
prosperity. Measures
to effectively protect
intellectual property
rights are particularly
vital...”
German Chancellor Angela Merkel
G8 World Economic Summit 2007
REUTERS/UESLEIMARCELINO
3. 2
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Table of Contents
Message from David Brown................................................................................ 3
Methodology.................................................................................................. 4
Economic Impact & Findings.............................................................................. 5
Thomson Reuters 2015 Top 100 Global Innovators................................................... 7
Geographic Breakout.......................................................................................10
Industry Breakout........................................................................................... 14
Top Bay Area Innovators.................................................................................. 22
Thomson Reuters 2015 Top Bay Area Innovators................................................... 26
Conclusion................................................................................................... 30
Who We Are.................................................................................................. 31
4. 3
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Message from David Brown
Founding member of the Top 100 Global Innovators
Innovation. We hear and read about it every day, yet the word still
holds a certain mystique. With necessity as the mother of invention,
there’s no shortage of ideas for doing things better, faster or in
completely new ways, however the leap from idea to reality is long and
challenging. What does it take to be truly innovation and who are the
innovation leaders in our world today?
At Thomson Reuters, it is our belief that
patents are a proxy for innovation and
that innovation is a driver of economic
growth and success. The Thomson
Reuters Top 100 Global Innovator
program, now in its fifth year, is
evidence of this.
Our methodology is scientifically
rooted in patent data and analysis.
Looking at metrics involving patent
volume, application-to-grant success,
globalization and citation influence,
we’ve developed an objective formula
that identifies the companies around
the world that are discovering new
inventions, protecting them from
infringers and commercializing them.
This is what we call the “Lifecycle of
Innovation:” discovery, protection and
commercialization. Our philosophy
is that a great idea absent patent
protection and commercialization is
nothing more than, a great idea.
With intangible assets now comprising
more than 80 percent of the S&P
500 market value1
, understanding the
effect of these assets is critical. Proof
of the economic impact of intellectual
property (IP) can be found in statistics
like IP-intensive industries generating
more than $5 trillion in economic
activity and creating 40 million jobs
in the US.2
Similarly, companies with
larger patent portfolios receive up to
$12 million more in startup funding
than those without3
. And, the wages of
employees in R&D-intensive industries
are at least 30 percent higher than
those in non-R&D industries4
. We
also found that the higher a country’s
GDP, the larger its investment in R&D,
innovation, patenting and generally
the better its IPR (intellectual property
rights) protection.
Another proof point is that for five
consecutive years the Thomson Reuters
Top 100 companies have consistently
outperformed other indices in terms
of revenue and R&D spend. This year,
our Top 100 innovators outperform the
MSCI World Index in revenue by 6.01
percentage points and in employment
by 4.09 percentage points. We also
outperform the MSCI World Index in
market-cap-weighted R&D spend by
1.86 percentage points. The conclusion:
investment in R&D and innovation
results in higher revenue and
company success.
The Thomson Reuters 2015 Top 100
Global Innovators list starts on page
7 of this report. There are some
noteworthy shifts in year-over-year
activity. For instance, the Semiconductor
and Computer Hardware spaces each
decreased significantly over last year,
whereas the Oil & Gas space increased
300 percentage points, Chemicals
increased two-fold and Pharmaceuticals
jumped up 75 percent. There’s no doubt
that semiconductors continue to play
a significant role in the advancement
of technological trends such as
the Internet of Things and digital
everything, however it’s also clear that
industries that were less active in the
recent past have increased their volume,
bleeding into tangential sectors where
their expertise can be applied.
New in 2015 is the addition of a
regional top 100 innovator list for the
United States’ Bay Area, comprising
San Francisco, California and the
surrounding region. This area is known
as Silicon Valley and is home to some of
the world’s top technology companies,
such as Apple, Google, Intel, Oracle and
many others. We created a Top 100 list
to see how the Bay Area compares to
innovators on a global scale. See page
23 for the Top Bay Area Innovator list
and its similarities and differences to the
global Top 100 Innovators compilation.
Congratulations to all of the
organizations making the 2015 Top 100
lists. Their commitment to innovation
and dedication to ongoing R&D are
drivers of economic success, not only for
them but also for the countries in which
they reside.
David Brown
Global Head of Sales & Service
Thomson Reuters IP & Science
Founding member of the
Top 100 Global Innovator team
1
Ocean Tomo
2
Intellectual Property & the U.S. Economy: Industries in Focus, 2012
3
“Patents as Quality Signals for Entrepreneurial Ventures,” Academy of Management Journal, 2008
4
Global Intellectual Property Center, U.S. Chamber of Commerce
5. 4
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Methodology
The Thomson Reuters Top 100 Global Innovator methodology analyzes patent
and citation data across four main criteria: volume, success, globalization and
influence using Thomson Reuters solutions including Derwent World Patents
Index (DWPI), Thomson Innovation and Derwent Patent Citations Index (PCI).
Volume
Volume is the first criteria. An
organization must have at least
100 unique inventions protected
by a granted patent over the most
recent five year period to advance for
further analysis. A unique invention is
defined as one instance of a published
application or granted patent for an
idea for which protection is sought. In
DWPI, these are called “basic” patents.
DWPI provides access to 50 patent-
issuing authorities. Subsequent filings
for the same invention are recorded as
equivalents and collated into patent
families which, for this analysis, were
not included.
Once an organization passes the
volume stage gate, it is measured
across the next three criteria: success,
globalization and influence.
Success
The success metric covers the ratio
of inventions described in published
applications (those patents which are
filed and publicly published by the
patent office but not yet granted) to
inventions protected with granted
patents over the most recent five
years. Not all patent applications pass
through the examination process and
are granted.
Globalization
Globalization has to do with the value
an organization places on an invention
by protecting it across the major world
markets. The premise being that
inventions protected in all four of the
Thomson Reuters Quadrilateral Patent
Index authorities: the Chinese Patent
Office, the European Patent Office, the
Japanese Patent Office and the United
States Patent Trademark Office, are
deemed to be of significant value to
the organization. A ratio is created of
the inventions protected across the
Quadrilateral Patent Index authorities
versus the total volume for that period.
Influence
Finally, influence is the downstream
impact of an invention, measured
by how often it is cited by other
organizations. Via the Derwent
Patent Citation Index, citations to
an organization’s patents are counted
over the most recent five years,
excluding self citations.
Scores for each of these areas are tallied
and combined to produce the Top 100
Global Innovator list.
6. 5
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Economic Impact Findings
The 2015 Thomson Reuters Top 100 Global Innovators are a creative
and successful group. Together they generated more than 429 trillion
in revenue (in local currency) and invested more than 20 trillion in RD
(local currency) in 2014. They are the organizations leading us into the future,
by innovating, protecting their inventions with IP rights and commercializing
them. Without them, our world would be a very different place.
Proof of the Lifecycle of Innovation
concept embodied in the 2015 Top 100
Global Innovators (that the discovery,
protection and commercialization
of ideas leads to economic success)
can be found in the fact that the
Top 100 outperform the MSCI World
Index on several fronts. They beat
MSCI in year-over-year revenue and
employment figures by 6.01 and 4.09
percentage points, respectively. They
also outperform MSCI in their market
cap weighted RD spend by 1.86
percentage points. These are clear
indicators that companies that invest
in RD and convert their ideas into
protected, commercialized products
perform better than those that don’t
have such a focus.
Patent Reform
There’s been some influential intellectual
property legislation that is shaping how
companies innovate, where they seek
protection and when. Some of these
initiatives include the America Invents
Act and the Patent Trial Appeal
Board; the European unitary patent and
unified patent court; the UK’s Patent Box
legislation; and impactful court rulings,
such as Alice 101 in the US.
29
30%
Figure 1: Five-Time Top 100 Global Innovator Honorees
Source: Thomson Reuters Derwent World Patents Index
Japan
US
France
South Korea
Sweden
Switzerland
7. 6
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
The landscape is ripe with reform as
patent offices and filers grapple with
how best to implement these changes
given their goals and needs. Despite
these changes, one thing remains
certain: the patent system is vital
to protecting innovation and to the
economic wellbeing of organizations,
nations and our world. OECD statistics
confirm that nations with higher GDPs
have similarly high patent filing rates
(aka strong patent infrastructures),
whereas the converse holds equally
true. One way for developing nations
to propel their economies forward
is to invest in innovation and
building a reliable intellectual
property infrastructure.
Repeat Honorees
2015 marks the fifth consecutive
year of the Top 100 Global Innovator
program. There have been 40
consecutive, repeat honorees over this
time, with Japan providing 15 five-time
winners, the US contributing 14, and
four other countries comprising the
remaining 11 spots: France, South Korea,
Sweden and Switzerland (see Figure 1).
Absentees
The United Kingdom is absent from
the list yet again this year. Innovation
incentives introduced in the UK, such
as Patent Box legislation, do not have
enough legacy yet to have had an
impact. Additionally, the UK spends
much less on RD as a percentage of
Gross Domestic Product (GERD) than
the Top 100 Global Innovator countries
do. The UK’s GERDis 1.63 percent,
whereas, for example, Japan’s is 3.47
percent.5
The region’s underuse of its
patent system and lack of significant
commercialization keep the UK from
making the list once again.
China is also absent from the 2015 list.
It joined the innovation-leader ranks
in 2014, for the first time, via Huawei,
however wasn’t able to replicate that
performance to join again in 2015.
A big factor contributing to China’s
shortcoming is the fact that most of its
innovation is domestic and therefore
is not realized outside of its borders.
In fact, only about six percent of
China’s innovation activity is protected,
and commercialized, outside of
China. In order for China to see more
organizations join this prestigious
group, it will need to think more
internationally and look to bring its
inventions to market around the world.
There are 27 companies that dropped
from the prior year (see Table 1 on page
12), including ATT, IBM, Siemens and
Xerox. While these companies are
still innovating at noteworthy levels,
their respective scores across all of the
metrics did not advance them to the Top
100. It’s expected that we will see them
again in the future.
Bleeding into Tangential Areas
There is a bleeding of innovation into
tangential industries, as companies
expand their portfolios and apply their
inventions to related technologies or
applications. This is seen across all
sectors, and especially in some areas
with notable increases, such as in
Chemicals, where small molecules are
being used in new ways as related to
cosmetic applications, food chemistry,
flavoring, and otherwise.
YOY Changes
One of the most significant year-over-
year changes is in the Semiconductor
space. This category dominated the list
in the past, comprising nearly one-
quarter of the 100 companies.
However, there are just 12
Semiconductor companies this
year, a 43 percent drop from last year.
This is not to say that Semiconductors
have decreased in importance, but
rather that there are new technologies
or methods to make computers and
electronic devices faster, smarter and
capable of more functionality.
New in 2015:
Top Bay Area Innovators
For the first time, Thomson Reuters
analysts studied Silicon Valley, known
as the technology and innovation
corridor in the US, to see which
companies are leading there.
Following a methodology similar to
that of the Top 100 Global Innovators,
except for the Volume criteria, all
companies headquartered or with
a major subsidiary in that region
were investigated. The Top Bay Area
Innovators list can be found on page
19. There are 11 companies that overlap
with the Top 100 Global Innovators;
meaning 31 percent of the leading
US innovators and 11 percent of the
world’s top innovators are located
in the Bay Area.
5
2013 OECD data
8. 7
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Introducing the Thomson Reuters
2015 Top 100 Global Innovators
Organization Country Industry Previous Winners
3M Company USA Chemical 2011, 2012, 2013, 2014
Abbott Laboratories USA Pharmaceutical 2013, 2014
Advanced Micro Devices USA Semiconductor Electronic Components 2011, 2012, 2013, 2014
Air Products USA Chemical 2013
Aisin Seiki Japan Automotive 2014
Alcatel-Lucent France Telecommunication Equipment 2011, 2012, 2013, 2014
Alstom France Electrical Power
Amazon USA Media Internet Search Navigation Systems
Analog Devices USA Semiconductor Electronic Components 2011, 2012, 2013
Apple USA Telecommunication Equipment 2011, 2012, 2013, 2014
Arkema France Chemical 2011, 2012, 2013, 2014
Avago Technologies (previously LSI) USA Semiconductor Electronic Components
BASF Germany Chemical 2011, 2014
Bayer Germany Pharmaceutical 2011
Becton Dickinson USA Medical Devices
Blackberry Canada Telecommunication Equipment 2013, 2014
Boehringer Ingelheim Germany Pharmaceutical
Boeing USA Aerospace 2011, 2012, 2013, 2014
Bridgestone Japan Automotive
Bristol-Myers Squibb USA Pharmaceutical 2011
Canon Japan Imaging 2011, 2012, 2013, 2014
Casio Computer Japan Computer Hardware 2014
Chevron USA Oil Gas 2011, 2012, 2013
CNRS, The French National Center
for Scientific Research
France Scientific Research 2011, 2012, 2013, 2014
Commissariat à l'Energie Atomique France Scientific Research 2011, 2012, 2013, 2014
Daikin Industries Japan Industrial 2011, 2014
Dow Chemical Company USA Chemical 2011, 2012, 2013, 2014
DuPont USA Chemical 2011, 2012, 2013, 2014
Emerson Electric USA Electrical Products 2012, 2013, 2014
Ericsson Sweden Telecommunication Equipment 2011, 2012, 2013, 2014
Exxon Mobil USA Oil Gas 2011, 2012, 2013
Fraunhofer Germany Scientific Research 2013, 2014
Freescale Semiconductor USA Semiconductor Electronic Components 2013, 2014
Fujifilm Japan Imaging 2012, 2013, 2014
Fujitsu Japan Computer Hardware 2011, 2012, 2013, 2014
9. 8
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Organization Country Industry Previous Winners
Furukawa Electric Japan Electrical Products 2014
General Electric USA Consumer Products 2011, 2012, 2013, 2014
Google (now Alphabet Inc.) USA Media Internet Search Navigation Systems 2012, 2013, 2014
Hitachi Japan Computer Hardware 2011, 2012, 2013, 2014
Honda Motor Japan Automotive 2011, 2012, 2013, 2014
Honeywell International USA Electrical Products 2011, 2012, 2013, 2014
Idemitsu Kosan Japan Oil Gas
IFP Energies Nouvelles France Scientific Research 2011, 2012, 2013, 2014
Intel USA Semiconductor Electronic Components 2011, 2012, 2013, 2014
InterDigital USA Telecommunication Equipment
Japan Science and Technology
Agency (JST)
Japan Scientific Research
Johnson Johnson USA Pharmaceutical 2013, 2014
Johnson Controls USA Automotive
JTEKT Japan Automotive
Kawasaki Heavy Industries Japan Industrial
Kobe Steel Japan Primary Metals 2014
Komatsu Japan Industrial 2014
Kyocera Japan Electrical Products 2014
LG Electronics S Korea Consumer Products 2011, 2012, 2013, 2014
Lockheed Martin USA Transportation Equipment 2012, 2013, 2014
LSIS S Korea Electrical Power 2011, 2012, 2013, 2014
Makita Corporation Japan Machinery
Marvell USA Semiconductor Electronic Components 2012, 2013, 2014
MediaTek Taiwan Semiconductor Electronic Components 2014
Medtronic USA Medical Devices 2014
Micron USA Semiconductor Electronic Components 2012, 2013, 2014
Microsoft USA Computer Software 2011, 2012, 2013, 2014
Mitsubishi Electric Japan Electrical Products 2011, 2012, 2013, 2014
Mitsubishi Heavy Industries Japan Machinery 2012, 2013, 2014
Mitsui Chemicals Japan Chemical
NEC Japan Computer Hardware 2011, 2012, 2013, 2014
Nike USA Consumer Products 2012, 2013, 2014
Nippon Steel Sumitomo Metal Japan Primary Metals 2012, 2013, 2014
Nissan Motor Japan Automotive 2013, 2014
Nitto Denko Japan Chemical 2011, 2012, 2013, 2014
Novartis Switzerland Pharmaceutical 2014
2015 Top 100 Global Innovators
10. 9
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
2015 Top 100 Global Innovators
Organization Country Industry Previous Winners
NTT Japan Telecommunication Equipment 2011, 2012, 2013, 2014
Olympus Japan Healthcare Products 2011, 2012, 2013, 2014
Oracle USA Computer Software 2013, 2014
Panasonic Japan Consumer Products 2011, 2012, 2013, 2014
Philips Netherlands Electrical Products 2011, 2013, 2014
Qualcomm USA Semiconductor Electronic Components 2011, 2012, 2013, 2014
Roche Switzerland Pharmaceutical 2013, 2014
Safran France Transportation Equipment 2013, 2014
Saint-Gobain France Industrial 2011, 2012, 2013, 2014
Samsung Electronics S Korea Semiconductor Electronic Components 2011, 2012, 2013, 2014
Seagate USA Computer Hardware 2012, 2013, 2014
Seiko Epson Japan Imaging 2011, 2012, 2013, 2014
Shin-Etsu Chemical Japan Chemical 2011, 2012, 2013, 2014
Showa Denko Japan Chemical
Solvay Belgium Chemical 2012
Sony Japan Consumer Products 2011, 2012, 2013, 2014
Sumitomo Electric Japan Industrial 2011, 2013, 2014
Symantec USA Computer Software 2011, 2012, 2013, 2014
TE Connectivity Switzerland Semiconductor Electronic Components 2011, 2012, 2013, 2014
Thales France Transportation Equipment 2012, 2013
Toray Japan Chemical
Toshiba Japan Computer Hardware 2011, 2012, 2013, 2014
Toyota Motor Japan Automotive 2011, 2012, 2013, 2014
Valeo France Automotive 2012, 2013
Xilinx USA Semiconductor Electronic Components 2012, 2013, 2014
Yamaha Japan Consumer Products 2011, 2014
Yamaha Motor Japan Automotive
Yaskawa Electric Japan Industrial
Yazaki Japan Automotive
11. 10
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Geographic Breakout
Global
The 2015 Top 100 Global Innovators hail from three continents and
comprise eleven countries. Just two countries account for 75 percent of the
list: Japan and the US, making them the true innovation hubs of the world.
The remaining nine countries include Belgium, Canada, France, Germany,
the Netherlands, South Korea, Sweden, Switzerland and Taiwan (see
Figure 2). The majority of the nations in our world are absent from
hosting even one of the world’s leading innovators.
Figure 2: Composition of the 2015 Top 100
Global Innovators
Figure 3: 2015 versus 2014 Top 100 Global Innovator
Representation by Country
Source: Thomson Reuters Derwent World Patents Index
30%
Japan South Korea
US Switzerland
France Belgium
Germany Canada
Netherlands
Sweden
Taiwan
0
5
10
15
20
25
30
35
40
China
Taiwan
Sweden
Netherlands
Canada
Belgium
Switzerland
SouthKorea
Germany
France
US
Japan
2015
2014
12. 11
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Asia
Asia continues to be the regional
frontrunner in terms of its innovation
activity. Japan once again takes the spot
as the country with the most Top 100
Global Innovator representation, with
40 such companies on the 2015 list
(compared to 39 in 2014). South Korea
and Taiwan join Japan in solidifying
Asia’s innovation leadership position,
contributing three and one companies,
respectively. This cements Asia’s
leadership position in discovering,
protecting and commercializing ideas
with 44 percent of the top 100 slots
(see Figure 4).
Missing from the list this year is China.
There was one Chinese company in 2014:
Huawei, however its Globalization score
kept it from being a repeat honoree.
Similarly, the volume from South Korea
and Taiwan has decreased over the
prior year; South Korea dropped by
25 percent and Taiwan by 50 percent
over 2014 levels.
North America
North American representation of
the 2015 Top 100 Global Innovators
is exactly the same as it was in 2014:
35 companies from the United States
and one from Canada. However, the
US composition is much different, as
shown in Table 1, with new entrants such
as Amazon, InterDigital and Johnson
Controls all making the list for the first
time. The one company from Canada
remains the same: Blackberry.
29
30%
Japan
South Korea
Taiwan
North America
Europe
Figure 4: Asian Representation Compared to Rest of World for the 2015
Top 100 Global Innovators
Source: Thomson Reuters Derwent World Patents Index
13. 12
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Table 1: Change in Representation of the 2015 Top 100 Global Innovators
New 2015 Country Dropped from 2014 Country
Air Products US ABB Switzerland
Alstom France Altera US
Amazon US Asahi Glass Japan
Analog Devices US ATT US
Bayer Germany Bosch Germany
Becton Dickinson US Brother Industries Japan
Boehringer Ingelheim Germany Corning US
Bridgestone Japan Covidien (merged into Medtronic) US
Bristol-Myers Squibb US Denso Corporation Japan
Chevron US ETRI S Korea
Exxon Mobil US Hewlett-Packard US
Idemitsu Kosan Japan Huawei China
InterDigital US IBM US
Japan Science Technology Agency Japan ITRI Taiwan
Johnson Controls US Kao Corporation Japan
JTEKT Japan NGK Corporation Japan
Kawasaki Heavy Industries Japan Ricoh Japan
Makita Corporation Japan SanDisk US
Mitsui Chemicals Japan Semiconductor Energy Lab Japan
Showa Denko Japan Sharp Japan
Solvay Belgium Siemens Germany
Thales France STMicroelectronics Switzerland
Toray Japan Sumitomo Rubber Japan
Valeo France TDK Japan
Yamaha Motor Japan Texas Instruments US
Yaskawa Electric Japan Tokyo Electron Japan
Yazaki Japan Xerox US
Source: Thomson Reuters Derwent World Patents Index
14. 13
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Europe
Europe increased its overall share in
the Top 100 by two percent over 2014,
and now holds 20 percent of the overall
pie. Its country distribution has shifted
slightly as well. France continues to lead
the region, this year with 10 percent of
the 100, versus just seven percent last
year, adding Alstom, Thales and Valeo
to its roster. Germany stayed consistent
with four companies on the list, while
Belgium rejoined the group once
again with the reappearance of Solvay.
Switzerland contributed three (versus
five in 2014), while the Netherlands and
Sweden remain with one honoree each.
Figure 5 shows the regional contribution
of each country.
The United Kingdom is noticeably
absent from the list again this year, as
has been the case in the past. Several
factors contribute to this, one of the
most important of which is that the
UK’s investment in RD as a proportion
of GDP (GERD) is only 1.63 percent,
a noteworthy difference from the
2.73 percent in the US, 2.23 percent
in France, 2.85 percent in Germany,
and whopping 3.47 percent in Japan.
Initiatives such as the UK Patent Box,
which provides tax credits and incentives
to UK-based companies with profits
derived from sales of patented products
or processes, will take a couple of
years to take effect given the lag
time between discovery, protection
and commercialization.
29
30%
France
Germany
Switzerland
Belgium
Netherlands
Sweden
Figure 5: European Representation of the 2015 Top 100 Global Innovators
Source: Thomson Reuters Derwent World Patents Index
15. 14
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Industry Breakout
Industry representation across the 2015 Top 100 Global Innovator
companies covers all of the same industries as in 2014, as well as three
new ones: Electrical Power, Imaging and Oil Gas (previously Petroleum),
as shown in Table 2.
The biggest year-over-year jumps were
made in Chemicals, Media Internet
Search Navigation Systems, and
Oil Gas. The latter didn’t have any
representation in 2014, while this year
there are three such companies on the
list: Chevron, Exxon Mobil and Idemitsu
Kosan. The increase in Oil Gas is
influenced by the uptake of hydraulic
fracking as well as these companies
expanding from their traditional base
in petroleum to new areas of innovation
related to alternative energy.
Similarly, the Chemical sector saw a
large uptick, doubling its representation
over 2014. New entrants in this area
include: Air Products, Mitsui Chemicals,
Showa Denko, Solvay, Toray and
Nitto Denko (the latter of which was
reassigned from Industrial to Chemical).
This change is indicative of the growing
role chemicals play in our world, from
influencing drug development and
food chemistry to agriculture crops and
industrial solvents. And, these needs
are growing, as governments and
organizations grapple with multiple
issues related to caring for and feeding
the world’s growing population, at 7.2
billion and counting.
Media Internet Search Navigation
Systems is an emerging innovation
area, as traditional web-based search
companies expand from their original
base into tangential sectors that also
require patent protection.
Amazon joins the ranks of the Top
100 Global Innovators for the first
time, generating several handfuls
of new US inventions each month.
Its innovation falls into three broad
buckets: data centers, devices, and
electronic methods and systems. These
include everything from identifying and
responding to malicious or potentially
malicious activity (US9154515B1) to
headphones with asymmetric coupling
(US8891798B1), to carrying cases for
electronic readers, such as the Kindle
(US8915357B2), as shown in Figure 6.
These underscore the online shopping
giant’s plans to continue investing in the
manufacture and sale of its own goods.
16. 15
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Table 2: 2015 versus 2014 Industry Comparison of Top 100 Global Innovators
Industry 2015 2014 % Change
Chemical 12 6 100%
Semiconductors
Electronic Components
12 21 (43%)
Automotive 10 6 67%
Pharmaceutical 7 4 75%
Computer Hardware 6 13 (54%)*
Consumer Products 6 7 (14%)
Electrical Products 6 5 20%
Industrial 6 8 (25%)
Telecommunication Equipment 6 7 (14%)
Scientific Research 5 6 (17%)
Transportation Equipment 3 3 0%
Computer Software 3 3 0%
Imaging (new) 3 n/a
Oil Gas (previously Petroleum) 3 - 300%
Electrical Power (new) 2 n/a
Machinery 2 4 (50%)*
Media Internet Search Navigation Systems 2 1 100%
Medical Devices 2 2 0%
Primary Metals 2 2 0%
Aerospace 1 1 0%
Healthcare Products 1 1 0%
Figure 6: Amazon Technology Inc.’s US Patents
8891798B1 for headphones and 8915357B2 for a
carrying case for electronic readers
Source: Thomson Reuters Derwent World Patents Index
* Declines in Computer Hardware Machinery are partially due to a re-assignment of
companies to more appropriate sectors.
Source: Thomson Innovation
17. 16
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
The full distribution of the Top 100
Global Innovators, Figure 7, shows
that despite the increases in Chemical,
Media Internet Search Navigation
Systems, and Oil Gas, the largest
industry sectors continue to be
led by Semiconductor Electronic
Components, Automotive and
Pharmaceuticals. And this is still despite
the fact that the Semiconductor sector
experienced a 43 percent year-over-year
decline, dropping from 21 representative
companies in 2014 to just 12 in 2015.
This is the lowest Semiconductor
representation since the inception of the
Top 100 Global Innovators, which have
ranged from 14 to 23 companies over
the course of the program (see Table 3).
12
12
10
7
6
6
6
6
6
3
3
3
3
112 2
2
2
2
5
Chemical
Scientific Research
Semiconductor Electronic Components
Transportation Equipment
Automotive
Computer Software
Pharmaceutical
Document Imaging
Computer Hardware
Oil Gas
Consumer Products
Electrical Power
Electrical Products
Machinery
Industrial
Medical Devices
Telecommunications Equipment
Primary Metals
Healthcare Products
Aerospace
Aerospace
Figure 7: Industry Representation across 2015 Top 100 Global Innovators
Source: Thomson Reuters Derwent World Patents Index
19. 18
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Semiconductors
The Semiconductor Electronics
Components space is evolving, with
decreased representation on the overall
Top 100 list, despite it being one of the
largest categories again this year. The
US leads the world in Semiconductor
activity with nine companies or 75
percent of the sector’s representation.
The remaining three are from South
Korea, Switzerland and Taiwan, each
contributing one to the overall list, as
shown in Figure 8. Silicon Valley, in the
Bay Area of California, is the world’s hub
for Semiconductor innovation, as all
nine of the companies are from
that region.
Two New Categories
There are two new categories on the
2015 Top 100 Global Innovator list:
Document Imaging and Electrical
Power. The former is a compilation of
three repeat honorees re-assigned to
this category from either Computer
Hardware or Machinery. Document
Imaging is a much clearer designation
for Canon, Fujifilm and Seiko Epson,
all of which hail from Japan. The latter,
Electrical Power, is indicative of the
increase in activity to find alternative
sources of power for our planet. Alstom
Power (France) is brand new to the Top
100 list whereas LSIS of South Korea
was reassigned to this category.
Figure 8: Semiconductor Electronic Component 2015 Top 100 Global Innovator Regional Distribution
Source: Thomson Reuters Derwent World Patents Index
%
South Korea
Switzerland
Taiwan
US
20. 19
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Automotive
The Automotive sector has its
largest representation on the Top
100 Global Innovator list ever, a 233
percent increase since the inception
of the program. In addition to there
being more auto manufacturers, the
composition of those companies has
also changed somewhat. Five years ago,
the three representative companies
were from Japan (Honda and Toyota)
and Sweden (Volvo). Now, Japan
continues to dominate with 80 percent
representation, including Honda and
Toyota, while France (Valeo) and the US
(Johnson Controls) each contribute one,
as shown in Figure 9.
As automobiles transition to their new
existence: computers on wheels, more
of the traditional manufacturers are
being replaced by other companies
on the Top 100 list that supply new
technology and innovation to cars.
Additionally, the advent of autonomous
driving vehicles and smarter, more fuel-
efficient cars have brought new players
into this space, such as Alphabet
(Google) and Tesla, among others.
Pharmaceuticals
The pharmaceutical sector has seen
consistent growth over the past four
years and has its largest representation
on this list to date. This area is fairly
evenly split, with three companies from
the US, and two each from Germany
and Switzerland, as shown in Figure 10.
As genomics drives the era of precision
medicine and more and more therapies
are being developed to specifically
target mutant cells, especially as
witnessed in oncology, in addition to
the use of biologics in developing new
treatments, the pharmaceutical space
is experiencing a pseudo rebirth, despite
the decline of the Blockbuster drug era.
Figure 9: Automotive 2015 Top 100 Global Innovator
Regional Distribution
Figure 10: Pharmaceutical 2015 Top 100 Global
Innovator Regional Distribution
Source: Thomson Reuters Derwent World Patents Index
30%
29
30%
France GermanyJapan SwitzerlandUS US
22. “Protecting intellectual
property fosters innovative
growth and not protecting
it stifles opportunity.”
U.S. Vice President Joseph Biden
U.S.-India Bilateral Investment Treaty Meeting
July 2015
REUTERS/JONATHANERNST
23. 22
TOP BAY AREA INNOVATORSTHOMSON REUTERS
Top Bay Area Innovators
The Bay Area. For those in the technology space, up on the hottest startups,
following venture capital funders or tracking America’s top universities,
saying “the Bay Area” needs no additional explanation. It’s that stretch
of land in northern California, occupying approximately 7,000 square
miles, that’s home to many of the world’s leading high-tech companies,
entrepreneurial startups, best-in-class universities and a burgeoning
“disruptive-innovation” mindset. The Bay Area’s southernmost region is
dubbed Silicon Valley, given the abundance of silicon chip (semiconductor)
manufacturers that comprise this section of Santa Clara Valley.
Japan’s Prime Minister Shinzo Abe
recently traveled to the region, in
search of the secret recipe for innovation
success that he deemed unparalleled
anywhere else in the world. During his
trip, Mr. Abe said, “I want to soak up all
that Silicon Valley has to offer and take
the lessons to [the] Japanese.”1
Considered the high-tech innovation
hub of the world, the Silicon Valley is
home to many global powerhouses,
a number of which are, or have been,
Thomson Reuters Top 100 Global
Innovators.
Given the dynamic composition of the
region, Thomson Reuters analysts with
a passion for identifying innovation
hotspots took a regional view of
innovation for the very first time this
year, focusing just on the Bay Area. They
looked for the innovation leaders in “the
Valley,” to see how they compare to the
global Top 100. Here’s what they found.
Semiconductor Valley
More than a quarter of the Top Bay Area
Innovators are from the Semiconductor
Electronic Components space. This is
also an industry that tends to lead in the
Top 100 Global Innovators list, however
the overall representation is more than
double the Top-100 rate for the Bay
Area group (26 percent, to be exact),
as shown in Figure 11.
Well-known Semiconductor companies
on the list include some present
and past Top 100 Global Innovators,
such as Advanced Micro Devices,
Applied Materials, Avago, Intel, LSI
Corporation, Marvel Semiconductor
Inc., Qualcomm and Xilinx, as well as
some new entrants specific just to the
top Bay Area innovator listing, such as
Analog Bits Inc., Cypress Semiconductor
Corporation, Invensense, and Tessera
Inc., among others.
Categories Unique to the Bay Area
Some of the industries represented
in the Top Bay Area Innovators list
are unique to this region; they don’t
also appear on the Top 100 Global
Innovators listing. For example, LED
Lighting Technologies ranks high on the
Bay Area list, whereas there is no such
category for the Global comparison.
Additionally, Banking Financial
Services, Biotechnology, Data Storage
Management, Electronic Payments,
Renewable Energy, and Social Media
Internet all appear on the Bay Area list
but not the Global one (see Table 4).
The sectors unique to the Bay Area give
a glimpse of some of the growing fields
of importance in the technology space
and are ones to watch for how and when
they propagate globally.
1
http://www.reuters.com/article/2015/05/01/us-usa-japan-abe-idUSKBN0NL0A420150501
24. 23
THOMSON REUTERSTOP BAY AREA INNOVATORS
5
8
10
7
411
4
3
26
1
3 1 1
1
1
2
2
2
2
5
1
Advanced Materials
Electrical Power
Automotive
Electronic Payments
Banking Financial Services
LED Lighting Technologies
Biotechnology
Media Internet Search Navigation Systems
Chemicals
Medical Devices
Computer Hardware
Pharmaceuticals
Computer Software
Renewable Energy
Consumer Products
Scientific Research
Data Storage Management
Social Media Internet
University
Semiconductors Electronic Components
Telecommunications Equipment
Source: Thomson Reuters Derwent World Patents Index
Figure 11: Thomson Reuters 2015 Top Bay Area Innovators by Industry
25. 24
TOP BAY AREA INNOVATORSTHOMSON REUTERS
Table 4: 2015 Top Bay Area Innovator vs. Top 100 Global Innovator Industry Comparison
Industries Bay Area Organizations Top 100 Global Innovator Organizations
Aerospace 1
Advanced Materials 3
Automotive 1 10
Banking Financial Services 1
Biotechnology 5
Chemicals 2 12
Computer Hardware 8 6
Computer Software 10 3
Consumer Products 1 6
Data Storage Management 2
Document Imagaing 3
Electrical Power 1 2
Electrical Products 6
Electronic Payments 2
Healthcare Products 1
Industrial 6
LED Lighting Technologies 7
Machinery 2
Media Internet Search Navigation Systems 4 2
Medical Devices 11 2
Oil Gas 3
Pharmaceuticals 4 7
Primary Metals 2
Renewable Energy 3
Scientific Research 1 5
Semiconductor Electronic Components 26 12
Social Media Internet 1
Telecommunication Equipment 5 6
Transportation Equipment 3
University 2
Source: Thomson Reuters Derwent World Patents Index
26. 25
THOMSON REUTERSTOP BAY AREA INNOVATORS
It’s said that necessity is the mother of
invention. Comparison of the two lists
sheds light on the differing needs and
innovation activity at the regional versus
global level. Regionally, Silicon Valley
is known for its high-tech prowess. The
prevalence of semiconductor, medical
device, biotech and other technology-
related companies part of the Top Bay
Area Innovators are evidence of this.
Conversely, innovation needs are
different when you look across the
planet. Industrial, Machinery, Oil Gas,
Primary Metals, and Transportation
Equipment companies appear on the
Top 100 Global Innovator list but not
on the Bay Area one, and some sectors
are much more active globally, like
Automotive and Chemicals. This makes
sense, as Global innovators represent
the whole world, which reflects needs of
both developed and developing nations.
From energy to industrial products and
equipment that drive development,
the world as a whole has an innovation
footprint that extends well beyond just
high tech.
Synergies
While there are differences between the
two groups of top innovators, there are
also several noteworthy synergies. In
addition to semiconductors being
an important driver of technological
advancement, both regionally and
globally, we see how technology is
also a strong driver for related fields,
like Medical Devices, Biotechnology
and Telecommunication Equipment,
among others.
The high number of Pharmaceuticals
both in the Bay Area and on the Global
list is indicative of the importance of this
sector and the evolving role pharmas
play related to precision medicine,
genomics and drug repurposing.
It’s also proof of how medically drug-
dependent humans have become.
According to a recent Mayo Clinic study,
nearly 70 percent of Americans take at
least one prescription medication, and
approximately 50 percent take two. The
prospect for continued pharmaceutical
growth appears to be strong.
The Bay Area is undoubtedly a key
innovation hub for the US and the
world. It’s paving the way for high-tech
advancements and leading our planet
through the technological evolution of
the 21st century. “California’s Bay Area
is the world’s high tech hub, which is
why our business has established an
office here,” said Bahman Koohestani,
chief technology officer, Thomson
Reuters IP Science. “We utilized
our core assets and tech platforms
to shine an important light on the
leading innovators in the region
and their global influence.”
“We utilized our
core assets and
tech platforms to
shine an important
light on the leading
innovators in the
region and their
global influence.”
Bahman Koohestani,
Chief Technology Officer,
Thomson Reuters IP Science
27. 26
TOP BAY AREA INNOVATORSTHOMSON REUTERS
Introducing the Thomson Reuters
2015 Top Bay Area Innovators
Company Industry Town
A9.com Inc. Media Internet Search Navigation Systems Palo Alto
Abbott Cardiovascular Systems Inc. Medical Devices Santa Clara
Abbott Diabetes Care Inc. Medical Devices Alameda
Acclarent Inc. Medical Devices Menlo Park
Accuray Incorporated Medical Devices Sunnyvale
Adobe Systems Incorporated Computer Software San Jose
Advanced Micro Devices Inc. Semiconductors Electronic Components Sunnyvale
Agilent Technologies Inc. Medical Devices Santa Clara
Altera Corporation Semiconductors Electronic Components San Jose
Alza Corporation Pharmaceuticals Vacaville
Amyris Inc. Renewable Energy Emeryville
Analog Bits Inc. Semiconductors Electronic Components Mountain View
Apple Inc. Telecommunication Equipment Cupertino
Applied Materials Inc. Semiconductors Electronic Components Santa Clara
Avago Semiconductors Electronic Components San Jose
Avaya Inc. Telecommunication Equipment Santa Clara
Bio-Rad Laboratories Inc. Medical Devices Hercules
Bridgelux Inc. LED Lighting Technologies Livermore
Brocade Communications Systems Inc. Computer Hardware San Jose
Chevron Chemicals San Ramon
Cisco Technology Inc. Computer Hardware San Jose
Coherent Inc. LED Lighting Technologies Santa Clara
Cordis Corporation Medical Devices Fremont
Cypress Semiconductor Corporation Semiconductors Electronic Components San Jose
Danisco US Inc. Chemicals Palo Alto
Dolby Laboratories Licensing Corporation Consumer Products San Francisco
eBay Inc. Media Internet Search Navigation Systems San Jose
Extreme Networks Inc. Telecommunication Equipment Santa Clara
Facebook Inc. Social Media Internet Menlo Park
Finisar Corporation Telecommunication Equipment Sunnyvale
Genentech Inc. Biotechnology South San Francisco
Gilead Sciences Inc. Biotechnology Foster City
Google (now Alphabet Inc.) Media Internet Search Navigation Systems Mountain View
Headway Technologies Inc. Semiconductors Electronic Components Milpitas
Hewlett-Packard Company Computer Hardware Palo Alto
28. 27
THOMSON REUTERSTOP BAY AREA INNOVATORS
2015 Top Bay Area Innovators
Company Industry Town
Hexcel Corporation Advanced Materials Dublin
Ikanos Communications Inc. Semiconductors Electronic Components Fremont
Immersion Corporation Computer Software San Jose
Infineon Technologies North America Corp. Semiconductors Electronic Components Milpitas
Integrated Device Technology Inc. Semiconductors Electronic Components San Jose
Intel Corporation Semiconductors Electronic Components Santa Clara
Intematix Corporation LED Lighting Technologies Fremont
Intuitive Surgical Operations Inc. Medical Devices Sunnyvale
Invensense Semiconductors Electronic Components San Jose
KLA Tencor Semiconductors Electronic Components Milpitas
Lam Research Corporation Semiconductors Electronic Components Fremont
LED Engin LED Lighting Technologies San Jose
Linear Technology Corporation Semiconductors Electronic Components Milpitas
Livermore Software Technology Corporation Computer Software Livermore
LSI Corporation Semiconductors Electronic Components Milpitas
Marvell Semiconductor Inc. Semiconductors Electronic Components Santa Clara
Maxim Integrated Products Inc. Semiconductors Electronic Components San Jose
Medtronic Vascular Inc. Medical Devices Santa Rosa
Micrel Inc. (pending acquisition by Microchip
Technology)
Semiconductors Electronic Components San Jose
Nanosys Inc. Advanced Materials Palo Alto
NetApp (previously Network Appliance Inc.) Data Storage Management Sunnyvale
O2 Micro Inc. LED Lighting Technologies Santa Clara
Oracle Computer Software Redwood City
Palo Alto Research Center Computer Hardware Palo Alto
Philips Lumileds Lighting Company LLC LED Lighting Technologies San Jose
Polycom Inc. Telecommunication Equipment Pleasanton
Power Integrations Inc. Semiconductors Electronic Components San Jose
Proteus Biomedical Inc. Biotechnology Redwood City
Qualcomm Atheros Inc. Semiconductors Electronic Components San Jose
Rambus Inc. Semiconductors Electronic Components Sunnyvale
Rigel Pharmaceuticals Inc. Pharmaceuticals South San Francisco
Roche Molecular Systems Inc. Pharmaceuticals Pleasanton
Rovi Technologies Corporation Computer Software Santa Clara
SanDisk Data Storage Management Milpitas
29. 28
TOP BAY AREA INNOVATORSTHOMSON REUTERS
2015 Top Bay Area Innovators
Company Industry Town
Seagate Technology LLC Computer Hardware Cupertino
Silicon Image Inc. Semiconductors Electronic Components Sunnyvale
Silicon Storage Technology Inc. (now called
Microchip Technology)
Semiconductors Electronic Components Sunnyvale
Silver Spring Networks Inc. Electrical Power Redwood City
Sling Media Inc. Computer Hardware Foster City
Solazyme Inc. Biotechnology South San Francisco
Solexel Inc. Renewable Energy Milpitas
Square Inc. Electronic Payments San Francisco
SRI International Scientific Research Menlo Park
Stanford University University Palo Alto
Stryker Corporation Medical Devices San Jose
Sun Microsystems Inc. (now Oracle) Computer Hardware Santa Clara
SunPower Corporation Renewable Energy San Jose
Symantec Corporation Computer Software Mountain View
Synopsys Inc. Computer Software Mountain View
Tela Innovations Inc. Advanced Materials Campbell
Tesla Motors Inc. Automotive Palo Alto
Tessera Inc. Semiconductors Electronic Components San Jose
Theravance Inc. Pharmaceuticals South San Francisco
TiVo Inc. Computer Hardware Alviso
University of California University Oakland
Varian Medical Systems Inc. Medical Devices Palo Alto
Virage Inc. Computer Software San Francisco
Visa U.S.A. Inc. Electronic Payments San Francisco
VMware Inc. Computer Software Palo Alto
Wells Fargo Bank N.A. Banking Financial Services San Francisco
Xicato Inc. LED Lighting Technologies San Jose
Xilinx Inc. Semiconductors Electronic Components San Jose
XOMA Technology Ltd. Biotechnology Berkeley
Yahoo Inc. Media Internet Search Navigation Systems Sunnyvale
31. 30
TOP 100 GLOBAL INNOVATORSTHOMSON REUTERS
Conclusion
There’s no disputing it. Innovation is a driver of economic success
and patents are a proxy for innovation. Inventions can’t be successfully
commercialized without protecting them with patenting rights. This is why,
when looking at ways to measure innovation, Thomson Reuters deemed it
essential to start by looking at patent data, the foundation of the Top 100
Global Innovator methodology.
That patents drive economic success
can be found in the five consecutive
years the Top 100 Global Innovators
have outperformed leading financial
indices. Using data and analytic
capabilities from the Thomson Reuters
Eikon platform, analysts confirmed
that the 100 leading organizations
outperform the MSCI World Index
in year-over-year revenue and
employment figures by 6.01 and 4.09
percentage points, respectively, and in
market-cap-weighted RD spend by
1.86 percentage points. The MSCI Index
is a global benchmark that comprises
23 developed-markets countries
representing large and mid-cap
equity performance.
Knowing the important role intellectual
property (IP) rights play across the
Lifecycle of Innovation, from discovery
to protection and commercialization of
an idea, it’s no surprise that countries
with stable IP infrastructures and
supporting legislation are more
economically successful and advanced
than those without such measures.
A driving force in the transition
of a country from a developing
nation to a knowledge economy is
a strong IP system, to protect ideas
generated in the region so they can be
commercialized and licensed, nationally
and around the world.
The juxtaposition of the Top 100 Global
Innovators against the Top Bay Area
Innovators in this year’s analysis is
additional evidence of the importance
of innovation and patent protection.
Not only is the Bay Area home to some
of the US’s and world’s top technology
companies and leading universities, but
it also has the highest GDP per capita
in America, at $74,815, ranking ahead
of London at $56,997 and Singapore at
$43,867.6
San Jose, California, a Silicon
Valley city, has the third highest GDP
per capita in the world, at $77,440,
behind only Zurich, Switzerland,
and Oslo, Norway.7
It is no wonder that Prime Minister
Shinzo Abe wants to bring the magic
and mystique of the Valley back to
Japan. Imagine the possibilities for his
nation, already a frontrunner in Top
100 Global Innovator representation,
with the additional insight and applied
lessons from the Bay Area.
As 2015 draws to a close, the Top 100
Global Innovators provide a snapshot
of the state of the world’s innovation
performance. Notable increases
in chemical and pharmaceutical
innovation support the growing use
of chemicals and pharmaceuticals
in adjacent industries, such as with
cosmeceuticals in the cosmetics space,
as well as the increasing dependence
on prescription medication. People may
be living longer, but not without various
support measures that extend and
improve the quality of life.
Also noteworthy is the emergence of
leading, global innovators championing
in new sources of energy and power for
our planet. The emergence of Electrical
Power companies is a first for the list, as
is the evidence of Oil Gas companies
innovating outside of traditional areas
on alternative fuel sources.
As we move through this century,
unparalleled in its opportunities for
technological advancement and
breakthrough discoveries, it is essential
that we take a moment to recognize
and honor the organizations that are
shepherding us into this fascinating
time in history. Innovation knows no
boundaries, it just requires a passion
for “finding a better way” (as Thomas
Edison would say) and the intellectual
fortitude to protect inventions with the
proper IP rights.
Congratulations to the Thomson
Reuters 2015 Top 100 Global Innovators
and the Top Bay Area Innovators!
Keep on innovating!
Basil Moftah
President
Thomson Reuters IP Science
6
http://www.bayareaeconomy.org/bay-area-fast-facts/
7
http://www.brookings.edu/~/media/Research/Files/Reports/2015/01/22%20global%20metro%20monitor/bmpp_GMM_final.pdf
32. 31
THOMSON REUTERSTOP 100 GLOBAL INNOVATORS
Who We Are
The IP Science business of Thomson Reuters is a team of 4,000 people
passionate about science, innovation and improving our planet. Our detailed
knowledge of intellectual property, life sciences and scholarly research,
coupled with deep vertical-industry expertise, feed our genuine interest
in helping our customers achieve their goals and make our world better.
Our backgrounds as scientists, lawyers,
engineers and academics allow us to
virtually walk beside our clients—in
research labs, courtrooms and university
classrooms—in all the actions they
perform each day.
From urban innovation centers
to remote farmland fields, we are
committed to raising the bar, pushing
the envelope and going the extra mile.
We bring the right technology, content
and services to those who need them,
where they need them, for the decisions
that matter most.
A series of small steps, each day,
every day, every year, across all 4,000
members of our team, amount to giant
leaps in science and innovation for our
clients—and the world.
We know we wouldn’t exist at
Thomson Reuters without our
customers. That’s why we’re committed
to walking beside them, understanding
their needs and strategizing together—
so we can collectively make a difference
in this world.
We promise our best, so you can
be at yours.
33. “Innovations that create
groundbreaking ‘value’ and
which can be called ‘a major
encounter between the market
and technologies’ will not come
about unless the public and
private sectors act in cooperation
in an integrated manner.”
Shinzo Abe, Prime Minister, Japan
Speech on the Growth Strategy in Japan,
April 2013
REUTERS/AKIOSUGA
34. “We can never rest, never let
ourselves get comfortable. The
world is constantly changing, and
those that don’t adapt don’t stay
on top for long. That really raises
the bar on our teams, and it drives
us to think differently about how
we bring innovation to life in our
markets, or in other words, how
we commercialize it.”
John Tracy,
Chief Technology Officer, Boeing