Conferencia en el marco de los Seminarios Internacionales del Master en Estrategias y Tecnologías para el Desarrollo, impartida por Gorka Espiau el 14 de diciembre de 2017.
Presentación utilizada por Adrian Smith, investigador de la universidad de Sussex, en el diálogo (im)probable organizado en el itdUPM sobre la teoría de las transiciones
David Tyfield: Game-changing Innovation in China STEPS Centre
David Tyfield, Lancaster University.
Presentation to the UK-China Innovation Workshop for Sustainable and Equitable Development, Tsinghua University, 19 March 2010, co-organised by China Institute for Science and Technology Policy (CISTP) at Tsinghua University and the STEPS Centre.
http://anewmanifesto.org/news/china-workshop-presentationschina-workshop-presentations/
Presentación utilizada por Adrian Smith, investigador de la universidad de Sussex, en el diálogo (im)probable organizado en el itdUPM sobre la teoría de las transiciones
David Tyfield: Game-changing Innovation in China STEPS Centre
David Tyfield, Lancaster University.
Presentation to the UK-China Innovation Workshop for Sustainable and Equitable Development, Tsinghua University, 19 March 2010, co-organised by China Institute for Science and Technology Policy (CISTP) at Tsinghua University and the STEPS Centre.
http://anewmanifesto.org/news/china-workshop-presentationschina-workshop-presentations/
Innovation, Sustainabiity, Development: A New Manifesto was launched at the Royal Society in London on 15 June 2010. This presentation opened the event, given by STEPS Centre director Melissa Leach and Manifesto project convenor Adrian Ely. For more information about the project see: http://anewmanifesto.org/
Innovation districts and their impact on urban and regional devlopmentJakob Stoumann
At oxford Research we are looking into the emergence of innovation districts. What are they, how do they develop, how can we as policy makers and regional and city planners facilitate the growth of attractive, dynamic, livable and highly innovative urban spaces? This presentation takes you into some of the findings and learnings from our work with innovation districts, clusters, innovation systems and smart livable cities.
Brookings Trustee Antoine van Agtmael, senior advisor at public-policy advisory firm Garten Rothkopf and coiner of the term 'emerging market' presents his book, "The Smartest Places on Earth", written with Fred Bakker, former business and finance journalist for Holland’s Het Financieele Dagblad. Originally presented on April 6, 2016 at the Brookings Institution.
Future of government - Insights from discussions building on an initial persp...Future Agenda
The initial perspective on the Future of Government (by Cheryl Chung, Lead Strategist, Futures Division at Ministry of Transport, Government of Singapore) kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Systems Change: Facing Canada’s toughest challenges - MaRS Global LeadershipMaRS Discovery District
Around the world, societies are faced with complex challenges that require systems change. How do we develop solutions to address these challenges? Increasingly, labs – or dedicated experimental spaces – are helping to organize social innovation by bringing together multiple stakeholders to develop, test and scale new solutions. For 10 years, Joeri van den Steenhoven was CEO of Knowledgeland, one of the leading change labs in the Netherlands and Europe, where he helped to build capacity for this type of solutions seeking.
In April 2013, Joeri was named the first Director of the MaRS Solutions Lab. This new lab will tackle some of Canada’s toughest problems, including chronic disease, youth unemployment and unsustainable food systems. During this Global Leadership event, Joeri will share his perspective on systems change and why it is necessary, and discuss the strategy for the MaRS Solutions Lab and how it will work to bring about the change required.
On June 9 in Washington, DC, the Metropolitan Policy Program at Brookings released “The Rise of Innovation Districts,” a report analyzing the new geography of innovation in America. The authors of the paper, Brookings Vice President Bruce Katz and Nonresident Senior Fellow Julie Wagner, were joined by leaders from emerging innovation districts across the country to discuss this shift and provide guidance to U.S. metro areas on ways to harness its potential.
The report is available here: http://www.brookings.edu/about/programs/metro/innovation-districts
Jesper Christiansen, Head of Strategy and Development in Nesta’s Innovation Skills team, visited Sitra Lab's first HERÄÄMÖ breakfast event on 25.9.2019. His presentation is about platforms for public innovation.
ACSI is an initiative to address social challenges with proven innovations and catalyse the transfer of successful innovations among European cities. The five partner cities (Athens, Barcelona, Lisbon, Rotterdam and Stockholm) have searched together for the most efficient and scalable responses and then explore individually their local implementation. This one-page explains how the project works.
Can science fictioning, co-creation, and other innovative, design-centered foresight techniques find fertile ground within the marble halls of government? Find out in this critical examination of strategies, methods and lessons from the project, Economic Futures for Ontario 2032 (EFO). Led by Strategic Innovation Lab (sLab) at OCAD University, in close collaboration with an interdisciplinary governmental working group, EFO explores challenging futures for Canada’s most populous and diverse province. The project attracted hundreds of participants from public and private sectors.
Balancing creativity and surprise with evidence and policy relevance, EFO is a demonstration initiative designed to boost organizational learning through scanning, scenarios, and strategic implications. The joint sLab/government team co-authored together, producing unexpected ideas and exceptional stakeholder ownership. As governments cope with shifting public sentiment, dwindling coffers, and rising complexity, need has never been greater for innovative anticipatory planning. In this session we’ll interrogate a path with real risks and rewards.
First presented at WorldFutures 2013, Chicago.
Major Projects Association - Shifting major project practices to safeguard cr...The Resilience Shift
Presentation by Will Goode of the Resilience Shift to the Major Projects Association on 20 September 2018. Will explores what projects need to do in order to add resilience value all through the project lifecycle, taking into account STEEP factors and a NOW/NEXT/NEW time frame.
Aylett - Solarize Portland and Networked Urban Climate Governance Alex Aylett
Solarize Portland transformed the market for residential solar energy in Portland, OR. It's also an example of the key - but often overlooked - role of community and civil-society groups in creating more sustainable cities.
This talk looks more closely at how civil-society groups can drive innovation and push forward urban responses to climate change.
[Originally given in New York City as part of the 2012 Association of American Geographers annual conference.]
Innovation, Sustainabiity, Development: A New Manifesto was launched at the Royal Society in London on 15 June 2010. This presentation opened the event, given by STEPS Centre director Melissa Leach and Manifesto project convenor Adrian Ely. For more information about the project see: http://anewmanifesto.org/
Innovation districts and their impact on urban and regional devlopmentJakob Stoumann
At oxford Research we are looking into the emergence of innovation districts. What are they, how do they develop, how can we as policy makers and regional and city planners facilitate the growth of attractive, dynamic, livable and highly innovative urban spaces? This presentation takes you into some of the findings and learnings from our work with innovation districts, clusters, innovation systems and smart livable cities.
Brookings Trustee Antoine van Agtmael, senior advisor at public-policy advisory firm Garten Rothkopf and coiner of the term 'emerging market' presents his book, "The Smartest Places on Earth", written with Fred Bakker, former business and finance journalist for Holland’s Het Financieele Dagblad. Originally presented on April 6, 2016 at the Brookings Institution.
Future of government - Insights from discussions building on an initial persp...Future Agenda
The initial perspective on the Future of Government (by Cheryl Chung, Lead Strategist, Futures Division at Ministry of Transport, Government of Singapore) kicked off the Future Agenda 2.0 global discussions taking place through 2015. This summary builds on the initial view and is updated as we progress the futureagenda2.0 programme. www.futureagenda.org
Systems Change: Facing Canada’s toughest challenges - MaRS Global LeadershipMaRS Discovery District
Around the world, societies are faced with complex challenges that require systems change. How do we develop solutions to address these challenges? Increasingly, labs – or dedicated experimental spaces – are helping to organize social innovation by bringing together multiple stakeholders to develop, test and scale new solutions. For 10 years, Joeri van den Steenhoven was CEO of Knowledgeland, one of the leading change labs in the Netherlands and Europe, where he helped to build capacity for this type of solutions seeking.
In April 2013, Joeri was named the first Director of the MaRS Solutions Lab. This new lab will tackle some of Canada’s toughest problems, including chronic disease, youth unemployment and unsustainable food systems. During this Global Leadership event, Joeri will share his perspective on systems change and why it is necessary, and discuss the strategy for the MaRS Solutions Lab and how it will work to bring about the change required.
On June 9 in Washington, DC, the Metropolitan Policy Program at Brookings released “The Rise of Innovation Districts,” a report analyzing the new geography of innovation in America. The authors of the paper, Brookings Vice President Bruce Katz and Nonresident Senior Fellow Julie Wagner, were joined by leaders from emerging innovation districts across the country to discuss this shift and provide guidance to U.S. metro areas on ways to harness its potential.
The report is available here: http://www.brookings.edu/about/programs/metro/innovation-districts
Jesper Christiansen, Head of Strategy and Development in Nesta’s Innovation Skills team, visited Sitra Lab's first HERÄÄMÖ breakfast event on 25.9.2019. His presentation is about platforms for public innovation.
ACSI is an initiative to address social challenges with proven innovations and catalyse the transfer of successful innovations among European cities. The five partner cities (Athens, Barcelona, Lisbon, Rotterdam and Stockholm) have searched together for the most efficient and scalable responses and then explore individually their local implementation. This one-page explains how the project works.
Can science fictioning, co-creation, and other innovative, design-centered foresight techniques find fertile ground within the marble halls of government? Find out in this critical examination of strategies, methods and lessons from the project, Economic Futures for Ontario 2032 (EFO). Led by Strategic Innovation Lab (sLab) at OCAD University, in close collaboration with an interdisciplinary governmental working group, EFO explores challenging futures for Canada’s most populous and diverse province. The project attracted hundreds of participants from public and private sectors.
Balancing creativity and surprise with evidence and policy relevance, EFO is a demonstration initiative designed to boost organizational learning through scanning, scenarios, and strategic implications. The joint sLab/government team co-authored together, producing unexpected ideas and exceptional stakeholder ownership. As governments cope with shifting public sentiment, dwindling coffers, and rising complexity, need has never been greater for innovative anticipatory planning. In this session we’ll interrogate a path with real risks and rewards.
First presented at WorldFutures 2013, Chicago.
Major Projects Association - Shifting major project practices to safeguard cr...The Resilience Shift
Presentation by Will Goode of the Resilience Shift to the Major Projects Association on 20 September 2018. Will explores what projects need to do in order to add resilience value all through the project lifecycle, taking into account STEEP factors and a NOW/NEXT/NEW time frame.
Aylett - Solarize Portland and Networked Urban Climate Governance Alex Aylett
Solarize Portland transformed the market for residential solar energy in Portland, OR. It's also an example of the key - but often overlooked - role of community and civil-society groups in creating more sustainable cities.
This talk looks more closely at how civil-society groups can drive innovation and push forward urban responses to climate change.
[Originally given in New York City as part of the 2012 Association of American Geographers annual conference.]
Chapter 15Organizing Communities for Public Health Practice-20.docxbartholomeocoombs
Chapter 15
Organizing Communities for Public Health Practice-2050: A Futuristic Perspective
Gentrification
Gentrification / An upward shift in income, house values, education and occupational levels (in class), which almost always means increasing inequality and a widening gap between the more and the less successful
Revitalization
Revitalization / a renewed pride and investment in a community, mainly on the part of the residents, without a big class shift
Defining the Feral Community
A metropolis with a population of more than a million people in a state
the government of which has lost the ability to maintain the rule of law within the city’s boundaries yet remains a functioning actor in the greater international system
The community’s structures range from great buildings symbolic of wealth to ghetto’s and massive unemployment.
These communities continue to grow and the majority of occupants do not voluntarily leave.
Threats posed by a feral community:
Potential for pandemics
Massive environmental degradation
Transmission points for illicit diseases & disasters
The Health of CitiesGovernmentEconomyServicesSecurityHealthy
“Green”Enacts effective legislation, directs resources, controls events in all portions of the city at all times. Not corrupt.Robust. Significant foreign investment. Provides goods and services. Possesses stable and adequate tax base.Complete range of services, including educational and cultural, available to all city residents.Well regulated by professional ethical police forces. Quick response to wide spectrum of requirements
The Health of CitiesGovernmentEconomyServicesSecurityMarginal
“Yellow”Exercises only “patchwork” or “diurnal” control. Highly corrupt.Limited/no foreign investment. Subsidized or decaying industries and growing deficits.Can manage minimal level of public health, hospital access, potable water, trash disposal.Little regard for legality/human rights. Police often matched/stymied by criminal “peers.”
The Health of CitiesGovernmentEconomyServicesSecurityGoing Feral
“Red”At best has negotiated zones of control; at worst does not exist.Either local subsistence industries or industry based on illegal commerce.Intermittent to nonexistent power and water. Those who can afford to will privately contract.Nonexistent.Security is attained through private means or paying for protection.
Community Engagement Organization and Development and Communities Of the Future
Key questions for the future:
What are the main challenges & opportunities influencing public health practitioners (PHP)?
What are the strategies for establishing a healthy public health environment for ALL citizens and move the community forward?
What are the key elements of any inner-city community that must be addressed to establish a healthy community?
(Covers: people, knowledge, natural resources, technical infrastructure, finances, political aspects, and cultural values that a community e.
Social entrepreneurs and social developmentTapasya123
This area demonstrates the entrepreneurial efforts undertaken to change the underprivileged
society of the world which is popularly understood by Parhalad’s Bottom of the Pyramid.
Social enterprises are innovation since some years and these are capable to work with big
issues as satisfaction of business man or organizations. Innovation is actually a high-priced
division of an organization. Innovation is not just breakthrough in space science, satellite
communication, etc. but presenting a value proposition than past; when comes the idea of
society it provides the sustainability to innovation in the future instead of striving to be right
at high cost, it will be suitable to be flexible and plural at a lower cost. Social entrepreneurs
stand at the nexus between development, business and government. They open another
markets for the bottom-of-the-pyramid, innovate programs, empower the people they serve,
multiply resources and demonstrate their tangible effects for government and other bodies to
replicate which reveal how innovation and entrepreneurship at the very heart of
economically sustainable solutions. And, is a best solution for sustainable social development.
The common future can only be achieved with a better understanding of common concerns
and shared responsibilities.
Future Agenda are delighted to share this initial perspective on the future civic role of arts and arts organisations. The topic will be explored at a London event in June, hosted by the Calouste Gulbenkian Foundation. The event is part of a wider enquiry by Calouste Gulbenkian into the future civic role of arts and comments are very welcome here on slideshare.
This area demonstrates the entrepreneurial efforts undertaken to change the underprivileged
society of the world which is popularly understood by Parhalad’s Bottom of the Pyramid.
Social enterprises are innovation since some years and these are capable to work with big
issues as satisfaction of business man or organizations. Innovation is actually a high-priced
division of an organization. Innovation is not just breakthrough in space science, satellite
communication, etc. but presenting a value proposition than past; when comes the idea of
society it provides the sustainability to innovation in the future instead of striving to be right
at high cost, it will be suitable to be flexible and plural at a lower cost. Social entrepreneurs
stand at the nexus between development, business and government. They open another
markets for the bottom-of-the-pyramid, innovate programs, empower the people they serve,
multiply resources and demonstrate their tangible effects for government and other bodies to
replicate which reveal how innovation and entrepreneurship at the very heart of
economically sustainable solutions. And, is a best solution for sustainable social development.
The common future can only be achieved with a better understanding of common concerns
and shared responsibilities.
Keywords: Social Entrepreneur, Development, Opportunity
Abstract:
Public Relations have been an integral part of human communications, since time immoral. It developed as an art and science in the 20th century. Today, there is no sector, whether it be Government, Private or NGOs, who do edgy in their operations. The ever escalating cost of advertising too has contributed to the significant growth of this industry.
While Public Relations, known by other sophisticated names such as advocacy, spin doctor, spin in-spin out etc, has immensely contributed towards highlighting socio-cultural issues, development affairs, exploring the innovative inventions, maintaining and harnessing the organization goodwill in the market. As far as grassroots innovators are concerns they do have knowledge abundance, and some want to use this knowledge to try things out. Public Relations is the tool to promote and explore those knowledge abundance across the human being.
A series of graphics from integralMENTORS integral UrbanHub work on IMP and Thriveable Cities
These books show the graphics from a dynamic deck that accompany a presentation on Visions & WorldViews and Thriveable Cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in Urban Habitats and technology is presented in an integral framework.
Integral theory is simply explained as it relates to these themes see UH 2 & UH 3 for more detail.
These volumes are part of an ongoing series of guides to integrally inform practitioners.
Crowdfunding for Sustainable Entrepreneurship and Innovation - PrefaceWalter Vassallo
Today, millions of people are bakers, in 2020 there will be billions in “Third Industrial Revolution”.
Crowdfunding for Sustainable Entrepreneurship and Innovation is the first all-round, most relevant and comprehensive book on crowdfunding which involves prestigious worldwide experts on crowdfunding, crowdsourcing, crowd-innovation, crowd-economy.
It is the latest pivotal source to enhance opportunities and benefits from the use of crowdfunding in modern society. The book is addressed to a wide audience which encompass: students, researchers, citizens and general public, entrepreneurs, startups, associations, cooperatives, public institutions and policy makers. It is an interdisciplinary publication that counts numerous research contributions from a wide variety of disciplines including applied sciences, information technology and innovation, sociology, marketing, economics, law, policy and regulatory frameworks. By reading this book anyone can become a “visionary thinker”, one who knows how to translate trends and changes into unique opportunities. The book is not limited to innovation. Innovation is a driver which results in a positive change, that makes life better. The book provides a precise view of the World to come, a broad view of the Knowledge Era in which we live, in order to understand the changes taking place to grasp opportunities and advantages.
https://www.igi-global.com/book/crowdfunding-sustainable-entrepreneurship-innovation/147126
Cities are fonts of ideas, opportunity, art and political movements. But urban enclaves can also generate inequality, epidemics and pollution. The rapid pace of urbanization in the coming decades brings these and other unprecedented opportunities and challenges to the fore. Will cities lose their vibrant potential if the challenges they face spiral out of control?
Similar to Conferencia de Gorka Espiau: nuevas tendencias de la innovación social (20)
Navegar por la complejidad de los sistemas modernos presenta desafíos únicos que requieren enfoques innovadores y no lineales. Por eso, exploramos cómo las carteras de proyectos de experimentación pueden ayudar a enfrentar problemas complejos que no tienen una solución única o tecnicista, como por ejemplo el cambio climático, la desigualdad social, la salud pública o la seguridad alimentaria.
Presentación del diálogo (im)probable con Giulio Quaggiotto.
Un diálogo (im)probable con Francisco Ferreira, profesor asociado de la Facultad de Ciencia y Tecnología de la Universidad de Nova de Lisboa e investigador del CENSE – Centro de Investigación en Medio Ambiente y Sostenibilidad.
Presentación de Yago Bermejo utilizada durante el diálogo (im)probable "La dimensión democrática de la transición justa: ¿se está escuchando a la ciudadanía?
¿Cómo puede la colaboración entre universidades, ayuntamientos y organizaciones de la sociedad civil de Europa y Ucrania impulsar una reconstrucción climáticamente neutra y equitativa de las ciudades ucranianas?
Presentación usada para el diálogo (im)probable del 31 de octobre de 2023 por Olga Kordas, de Viable Cities y Unicities
Documento compartido en el marco del diálogo (im)probable "Filantropía comunitaria para fortalecer vínculos desde lo local", celebrado el 14 de junio en el itdUPM.
Documento compartido en el marco del diálogo (im)probable "Entornos escolares como motores de cambio hacia la acción climática", celebrado el 10 de mayo en el itdUPM.
Documento compartido en el marco del diálogo (im)probable "Entornos escolares como motores de cambio hacia la acción climática", celebrado el 10 de mayo en el itdUPM.
Libro digital compartido en el marco del diálogo (im)probable "Barrios Productores: agricultura urbana y economía verde en Madrid", celebrado el 28 de febrero en el itdUPM.
Documento compartido en el marco del diálogo (im)probable "Barrios Productores: agricultura urbana y economía verde en Madrid", celebrado el 28 de febrero en el itdUPM.
Documento compartido en el marco del diálogo (im)probable "Barrios Productores: agricultura urbana y economía verde en Madrid", celebrado el 28 de febrero en el itdUPM.
Este estudio de la demanda de madera en Madrid Nuevo Norte (MNN) pretende estimar la demanda potencial de madera en el plan director de MNN para establecer las necesidades de suministro en un escenario idealizado de construcción con madera, simulando el volumen máximo de demanda de madera para las estructuras y fachadas para las diferentes tipologías edificatorias en base a la masa edificatoria actual.
Documento en inglés. Elaborado por Arup.
Este informe de análisis de impacto ofrece una visión general del potencial de aumento del uso de la madera en España desde la perspectiva del aumento de la oferta de madera y sus posibles beneficios indirectos, recopilando y presentando datos estructurados sobre el estado de los bosques españoles y de la UE.
Documento en inglés. Elaborado por Dark Matter Labs.
El objetivo de este Manual es compartir lecciones aprendidas del proyecto Ciudades limpias y saludables: ciudades europeas para la construcción climáticamente neutra, en inglés Healthy, Clean Cities: EUropean CIties for climate-Neutral COnstruction (HCC EU CINCO), (2021-2022), liderado por EIT Climate-KIC y financiado por la Fundación Laudes.
More from Innovation and Technology for Development Centre (20)
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
2. The context for social innovation
Intractable social problems
The classic tools of government policy on the one hand, and market solutions on the other, have proved grossly inadequate to solve social problems. The market, by itself, lacks the
incentives and appropriate models to solve many of these issues. Where there are market failures (due to non-competitive markets, externalities or public goods), these tasks have
fallen either to the state or civil society. However, current policies and structures of government have tended to reinforce old rather than new models. The silos of government
departments are poorly suited to tackling complex problems which cut across sectors and nation states. Traditional approaches understand that “Civil society lacks the capital, skills
and resources to take promising ideas to scale”.
Rising costs
The prospective cost of dealing with these issues threatens to swamp public budgets. As in climate change, pollution control, waste reduction, poverty and welfare programmes, the
most effective policies are preventative. But effective prevention has been notoriously difficult to introduce, in spite of its apparent economic and social benefits.
Old paradigms
As during earlier technological and social transformations, there is a disjunction between existing structures and institutions and what’s needed now. This is as true for the private as
for the social economy. New paradigms tend to flourish in areas where the institutions are most open to them, and where the forces of the old are weak. So, for example, there is
more innovation around self-management of diseases and public health than around hospitals; more innovation around recycling and energy efficiency than around large scale
energy production; more innovation around public participation than in parliaments and assemblies; and more innovation around active ageing than around pension provision.
3. Beyond the smart city
Urban territories are facing tremendous challenges in being able to offer socially sustainable environments. Technology is not the only solution when cities in particular
are becoming the natural ecosystem for inequality. (MIT Technology Review).
The wealthiest, the “squeezed middle” and the growing poorest couldn’t live physically closer to each other.
Whilst there are huge amounts of innovative and creative work within urban areas, many of society’s most complex problems also manifest themselves here –
unemployment, poverty, pollution and social mobility to name but a few.
4. Complex system approach
The consequences of inequality in urban contexts, often described as ‘wicked’ problems for their complex, entrenched, and interconnected nature are too often
addressed in a short-term or fragmented way. Even the most successful interventions always acknowledged that the challenges we are tackling are too complex
and interrelated to be transformed applying a technical “project delivery” mentality.
‘The more demanding the innovation challenges like poverty, ill health or environmental damage, the greater becomes the importance of effective policy. This is
not a question of “picking winners”. Instead, it is about engaging widely across society, in order to build the most fruitful conditions for deciding what “winning”
even means’. Stirling (2014)
5. Incremental V. disruptive innovation
INCREMENTAL
Incremental social innovation operates within existing frameworks in order to deliver
new solutions to address ‘market failures’
STRUCTURAL
Structural social innovation reconfigures markets, structures, institutions or
organisations in the process of innovating
DISRUPTIVE
Disruptive social innovation provides entirely new models for organising markets
and/or social interactions. Instead of operating within or adapting existing models it
creates entirely new ones which come to change our frameworks of understanding.
6. Urban social innovation
Many city leaders share the aspiration of generating socially sustainable ecosystems with the potential to incubate disruptive innovations that will tackle the
structural causes of inequality. Social Innovation and Social entrepreneurship are the new “buzz words” but most of the time we are renaming existing fields. Are
we looking for incremental or disruptive innovation?
7. An entrepreneurial city
“A City/Region/State is entrepreneurial when it is able and willing to invest in areas of extreme uncertainty, courageously envisioning the direction of change across
public agencies and departments.
An entrepreneurial City/Region/State must welcome, rather than fear, the high risk and uncertainty across the entire innovation chain (from basic research to
commercialization) and the experimentation processes required for organisational learning along the way (Hirschman, 1967; Rodrik, 2013). Most importantly, an
entrepreneurial state must ‘think big.”
“Beyond Market Failures: shaping and creating the digital market”. Mariana Mazzucato 2014
8. New tools
More interconnected and larger scale interventions need to be co-created until a genuine movement of transformation is generated at the city/region level. Projects
need to be incorporated as necessary tools of the “transformation movement” but always integrated within a deeper aspirational goal.
These city movements can only be co-created generating a new narrative of transformation capable of connecting the identity of the territory with a “collective
decision” to build a socially sustainable city, proud to be associated with, proud to be living in.
9. Culture and Identity building
Identity building is therefore an evolving process that can be positively or negatively channelled through collective action. Those cities and territories who have been able
to associate themselves with a positive narrative of transformation are more resilient and socially sustainable, even more competitive.
Projects need to be incorporated as necessary tools of the “transformation movement” but always integrated within a deeper aspirational goal.
10. 10
Strategic projects, policies and decisions can be described as Innovation Hardware, but local culture provides the necessary Transformation Software.
Culture is understood as the set of values, principles and narratives that inform and condition the strategic decisions and projects that makes city transformation possible. Projects, policies and
decisions can be replicated but they will never work if they are not intrinsically connected, inspired by and responding to the demands of the local culture and identity.
City hardware is, therefore, useless without the proper social innovation software.
Social Innovation Software and Hardware
13. Gorka Espiau. J. W. McConnell Professor of Practice at CIRM/CRIEM. McGill University.
14. Gorka Espiau. J. W. McConnell Professor of Practice at CIRM/CRIEM. McGill University.
15. Gorka Espiau. J. W. McConnell Professor of Practice at CIRM/CRIEM. McGill University.
16. El Caso Vasco
Challenging the
current innovation
paradigm
Gorka Espiau. J. W. McConnell Professor of Practice at CIRM/CRIEM. McGill University.
17. Social Permission to Innovate
In some communities, even when people try to make change happen or to socially innovate, it is not recognised by others as a valid action, or is not given
‘permission to act’. People perceive they cannot do things because people like them are not responsible. They are acting to make change happen all the
time but it isn’t recognised.
But we have also documented that in different contexts communities – individuals or people – have not always gone along with this idea that they
shouldn’t act or cannot help themselves. One way in which communities engage with inequality narratives is by actively countering them. They tell a
different story, share a different vision, and ascribe different meaning to the same facts. We call these counter-narratives. Counter narratives emerge
independently of the dominant narrative and in spite of it. They draw on community knowledge and community-centric values.
In certain situations, people can generate the permission to act for themselves, through social means: self-belief, acting on shared values, and by
supporting each other. They can tell themselves that they and others can do something .They don’t need specific skills or authority. They just need an
attitude to be willing to help make change happen.
This gives them the ‘social permission to act’. It is based and driven by shared values and actions. The success of community-led innovation is that it is
social and community-based. People take actions and are supported by the community, who often join them because they trust them and believe in their
ideas. (Hodgson 2016)
20. DRAFT – Confidential. Do Not Distribute.
Amplifier Montreal Innovation Platform
2.- Co-creation
Percolab
MIS
Amplifier Mtl
Projects
Intermediary
Intermediary
4.-Amplifier-X Fund
Investment$
Ethnography + Exeko(inclusion) + Grand Tournée
+ Other participatory research methods
Community actions
Small and Medium size
innovation projects
Large Scale initiatives
(Enfants)
Mapping of listening initiatives
3.-Acceleration
1.- Listening Platform/ Montreal Observatory
Policy actions
22. A mplify
Northern Ireland
1-5pm Monday 22 June
Ulster Museum
24 Innovations
9 stories of a better NI
One movement for change
4 Hours
“If wechangethestory wetell ourselvesthen
it leaveseverything open to possibilities”
Charity worker, Derry-Londonderry
BO O K YO UR FREE PLACE BY 14 JUNE AT www.eventbrite.co.uk/e/170 548 0 0 3 6 7
www.facebook.com/groups/amplifyni
@AmplifyNI