Lungile Shoba-Zikhali presented on industrial biotechnologies and the Technology Innovation Agency's (TIA) role in supporting their development in South Africa. The presentation discussed (1) the challenges of bridging the innovation chasm; (2) TIA's mandate to stimulate technological innovation; (3) TIA's focus on high-risk projects along the innovation value chain through partnerships; and (4) examples of TIA's investments in industrial biotechnology subsectors like bioenergy, bioremediation, and biomaterials. The goal is to support environmentally friendly and sustainable production that creates jobs and economic benefits for South Africa.
Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’
Presentation by Mr Sridhar Venkiteswaran, Director - Avalon Consulting, on addressing issues which prevent innovation from being adopted and pursued seriously within organisations
Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
This document discusses the need for radical innovation to drive future business success. It suggests that companies maintain a portfolio of both evolutionary and radical innovations, with radical innovations having the potential for exponential growth. To succeed, companies must be willing to undergo significant change and overhaul operations to lead the next wave of innovation.
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
Simon Ellis from IDC Manufacturing Insights on ‘Worldwide Supply Chain 2010 T...eyefortransport
The document summarizes a presentation by IDC on trends for global supply chains in 2010. IDC is an advisory firm that provides market intelligence on technology and industry trends. The presentation discusses:
1) Economic conditions in 2010 showing signs of recovery from the recession.
2) The results of an IDC survey on business objectives, supply chain priorities, and technology investments of manufacturers.
3) The overall theme that manufacturers are rethinking supply chain structures from a fixed-cost to variable-cost model in response to the recession.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’
Presentation by Mr Sridhar Venkiteswaran, Director - Avalon Consulting, on addressing issues which prevent innovation from being adopted and pursued seriously within organisations
Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
This document discusses the need for radical innovation to drive future business success. It suggests that companies maintain a portfolio of both evolutionary and radical innovations, with radical innovations having the potential for exponential growth. To succeed, companies must be willing to undergo significant change and overhaul operations to lead the next wave of innovation.
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
Simon Ellis from IDC Manufacturing Insights on ‘Worldwide Supply Chain 2010 T...eyefortransport
The document summarizes a presentation by IDC on trends for global supply chains in 2010. IDC is an advisory firm that provides market intelligence on technology and industry trends. The presentation discusses:
1) Economic conditions in 2010 showing signs of recovery from the recession.
2) The results of an IDC survey on business objectives, supply chain priorities, and technology investments of manufacturers.
3) The overall theme that manufacturers are rethinking supply chain structures from a fixed-cost to variable-cost model in response to the recession.
Prof. Henry Chesbrough's speech at the Open Innovation Seminar 2008, the first event about the subject in Brazil, promoted by Allagi. The event took place at the World Trade Center São Paulo in June 16, 2008.
The document discusses several opportunities for entrepreneurship and innovation:
1. Focusing on modeling and simulation (M&S) in STEM education by releasing an M&S "flexbook" and lesson plans.
2. Launching "crowdfunding" platforms to help startups raise capital from many small individual investments.
3. Supporting startups focused on high-growth markets like energy efficiency and value-based healthcare IT.
Open innovation fast forward seminar jg 2013Alan Scrase
Open Innovation Seminar (29th January 2013):
The “Open Innovation” paradigm is being widely proclaimed as the answer to the issues of expediting commercial success from technology and strengthening industrial competitiveness. However, the term can mean different things to different people according to their sector of industry, place in value chain, and company size. Open innovation sounds very attractive in theory, but in practice, unless well planned by all participants, can give rise to some unanticipated logistical and management issues. Different real scenarios from the speaker’s experience are presented and discussed.
Dr. James Green
Director of Intellectual Property, Ilika plc
Dr Green graduated from Bristol University. He has 42 years experience of innovation and IP. Initially, in industry and contract research, he was later appointed Secretary of the CBI Research & Technology Committee. In 1984, he joined Research Corporation’s venture with 3i plc. He then moved to Ohio as Vice President, Competitive Technologies Inc, returning later to Britain at ANGLE Technology. He relocated to the US in 2001, as Director of Development at Cumberland Pharmaceuticals Inc. Returning to the UK, he set up Seges Development Company Ltd, and is currently Director of Intellectual Property at Ilika plc.
The document discusses the need for an inclusive innovation ecosystem in India to promote innovation at all levels of society. It notes that while Indians are innovative, there is currently an absence of an ecosystem to support innovation. Specifically, it notes that the current ecosystem lacks "Search & Share" capabilities, making it difficult for innovators and startups to find the right support for their ideas. The document proposes creating a National Innovators Network based on a National Innovation Number assigned to each project. This network would serve as a platform to help innovators more easily search for information and spread innovation throughout the ecosystem.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
Welcome to the Bubble: Understanding the Silicon Valley Ecosystemgbolles
The document discusses the Silicon Valley startup ecosystem. It describes how capital, education, infrastructure, culture and policy interact to support entrepreneurs and startups. It also examines how launchpads like accelerators and incubators have lowered the barrier to entry and how money flows to startups earlier than in the past. Emerging technology areas seen as promising include cloud, mobile, social, security, big data and quantified self. The concluding questions discuss potential implications of continued lowering of startup barriers and a strengthening global economy and capital availability.
Business Model Innovation By H ChesbroughNicolò Borghi
This document discusses business model innovation and open innovation. It begins by describing the traditional closed innovation system used by many companies. It then introduces the concept of open innovation, which uses both internal and external sources to create and capture value. The document argues that a better business model is more important than better technology alone. It provides examples of companies like IBM and Ryanair that have innovated their business models to be more open and capture more value. Finally, it provides a definition of a business model and discusses stages of business model maturity.
Innovation Landscape: Accelerating the rate of change Steve Pratt DeloittePistoia Alliance
The document discusses emerging technologies and their potential impacts. It describes several exponential technologies including artificial intelligence, robotics, cyber security, additive manufacturing, and advanced computing. These technologies represent both opportunities and threats as they experience unprecedented growth. The document also discusses how organizations can develop innovative strategies using approaches like industrialized crowdsourcing, and how they need to prepare for potential disruptions from exponential technologies.
The document introduces open innovation at Intuit, describing how it harnesses external resources to complement internal innovation. It discusses Intuit's internal innovation processes like unstructured time and Intuit Labs. It then outlines Intuit's engagement with external partners through open innovation, noting what Intuit offers and receives from such partnerships. Finally, it describes an assessment of Intuit's current open innovation practices across different dimensions, finding opportunities to better leverage open innovation.
1. The document discusses steps for Hong Kong to become a knowledge-based economy in line with an APEC leaders' statement, including leveraging its advantages as a bridge between China and the West.
2. It argues Hong Kong needs to do more to encourage innovation and IP utilization at the enterprise level, including demonstrating IP management tools and raising awareness of opportunities.
3. The document proposes promoting Intellectual Capital Management to help enterprises identify revenue opportunities from existing knowledge and minimize risks to their intellectual assets.
The document discusses using an open innovation network to manage ideas and innovation projects across multiple hospitals and provider groups. It introduces Induct Software, an innovation management platform that can help establish such a network. Induct allows hospitals to capture ideas from various stakeholders, manage innovation projects and portfolios, and facilitate collaboration both within and outside each organization through an open innovation portal. The document provides examples of how Induct has helped healthcare innovation consortiums like CIMIT to connect researchers, hospitals and funders.
1. Xi Technology operates an Innovation Partners Program to connect companies with new innovation opportunities through technology scouting.
2. The program identifies emerging technologies through networking with academic institutions, national laboratories, private laboratories, and early-stage companies. Relevant technologies are selected, assessed, and information is disseminated to partner companies.
3. The goal is to help companies gain early awareness of technological threats and opportunities to stimulate innovation through open collaboration and sourcing of external technologies.
A presentation on Hong Kong's potential as an "IP Trading Centre" alone vs a more complete picture of turning Hong Kong into an "IP and Technology Commercialization and Technology Tranfer Centre".
Steven Geiger - Skolkovo - International Best Practices in Innovation ManagementIshmidt
Skolkovo is a strategic initiative in Russia to grow the economy through innovation and entrepreneurship. It aims to close the "gap" between research and commercialization seen in Russia. The Skolkovo ecosystem drives innovation through the Skolkovo Institute of Science and Technology, five technology clusters in the Innovation Center, and partnerships with international companies. The Institute provides world-class education and research while clusters and partnerships help startups commercialize technologies and bring international best practices to Russia.
Skolkovo Innovation Center aims to close Russia's technology commercialization gap. It will create an innovation "ecosystem" including a Skolkovo Institute, Technopark, and partnerships with companies. This ecosystem will provide tools to efficiently move technologies from research to market. Skolkovo City is being developed as a sustainable site for the ecosystem, which will include residential and professional spaces. The goal is to develop human capital, diversify Russia's economy through innovation and entrepreneurship, and better integrate Russia into global technology networks.
1. Living Labs aim to provide structure and governance to user involvement in open innovation as an intermediary.
2. They observe user-led practices to identify tacit knowledge, which they then diffuse into ad-hoc innovation networks at mid-low levels of innovation.
3. By performing context-based experimentation, Living Labs can generate local modifications to existing meanings or new meanings for products and services.
The document discusses open innovation and its importance for organizations. It defines open innovation as utilizing both internal and external ideas and internal and external paths to market. It notes that open innovation allows companies to lower costs, bring in new ideas, generate new revenue streams, and accelerate innovation. The document provides an overview of open innovation strategies and principles, and emphasizes that preparing for open innovation requires changes to company culture, structures, and skills.
The document discusses how emerging technologies like mobile, cloud, social media, and big data are driving profound and rapid changes in business and society. These forces are blurring traditional boundaries and enabling new types of solutions. The world is changing faster than ever before, and businesses must become more dynamic, outside-in, social, mobile, and data-driven to navigate these changes and seize new opportunities. Innovation will be key to creating value for clients in this new environment.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
The document discusses challenges with research and innovation in India such as a lack of commercially viable research and innovation-driven R&D from the private sector. It proposes the creation of specialized industry-academia innovation clusters to address these issues. The clusters would facilitate collaboration between universities and private companies on high-risk, high-end technological research through jointly owned facilities and equipment. This would provide benefits like pre-competitive knowledge sharing, access to expertise, and opportunities to invest in promising but unproven technologies. The government would provide seed funding, while private companies would be invited to sponsor cluster development through agreements with the National Innovation Council.
The document discusses innovation and science in the Baltic states of Latvia, Lithuania, and Estonia from a European perspective. It provides backgrounds on the presenters Dr. Andrius Jarzemskis and Gints Turlajs. It then analyzes differences in economic performance between Northern European countries and the Baltics, with the "iron curtain" still impacting the region. Potential approaches for young Baltic companies to compete on global markets are explored, including through triple and quadruple helix innovation models emphasizing cooperation between academia, business, government, and financial systems. Metrics on innovation performance for each country are presented and analyzed.
The document discusses several opportunities for entrepreneurship and innovation:
1. Focusing on modeling and simulation (M&S) in STEM education by releasing an M&S "flexbook" and lesson plans.
2. Launching "crowdfunding" platforms to help startups raise capital from many small individual investments.
3. Supporting startups focused on high-growth markets like energy efficiency and value-based healthcare IT.
Open innovation fast forward seminar jg 2013Alan Scrase
Open Innovation Seminar (29th January 2013):
The “Open Innovation” paradigm is being widely proclaimed as the answer to the issues of expediting commercial success from technology and strengthening industrial competitiveness. However, the term can mean different things to different people according to their sector of industry, place in value chain, and company size. Open innovation sounds very attractive in theory, but in practice, unless well planned by all participants, can give rise to some unanticipated logistical and management issues. Different real scenarios from the speaker’s experience are presented and discussed.
Dr. James Green
Director of Intellectual Property, Ilika plc
Dr Green graduated from Bristol University. He has 42 years experience of innovation and IP. Initially, in industry and contract research, he was later appointed Secretary of the CBI Research & Technology Committee. In 1984, he joined Research Corporation’s venture with 3i plc. He then moved to Ohio as Vice President, Competitive Technologies Inc, returning later to Britain at ANGLE Technology. He relocated to the US in 2001, as Director of Development at Cumberland Pharmaceuticals Inc. Returning to the UK, he set up Seges Development Company Ltd, and is currently Director of Intellectual Property at Ilika plc.
The document discusses the need for an inclusive innovation ecosystem in India to promote innovation at all levels of society. It notes that while Indians are innovative, there is currently an absence of an ecosystem to support innovation. Specifically, it notes that the current ecosystem lacks "Search & Share" capabilities, making it difficult for innovators and startups to find the right support for their ideas. The document proposes creating a National Innovators Network based on a National Innovation Number assigned to each project. This network would serve as a platform to help innovators more easily search for information and spread innovation throughout the ecosystem.
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
Welcome to the Bubble: Understanding the Silicon Valley Ecosystemgbolles
The document discusses the Silicon Valley startup ecosystem. It describes how capital, education, infrastructure, culture and policy interact to support entrepreneurs and startups. It also examines how launchpads like accelerators and incubators have lowered the barrier to entry and how money flows to startups earlier than in the past. Emerging technology areas seen as promising include cloud, mobile, social, security, big data and quantified self. The concluding questions discuss potential implications of continued lowering of startup barriers and a strengthening global economy and capital availability.
Business Model Innovation By H ChesbroughNicolò Borghi
This document discusses business model innovation and open innovation. It begins by describing the traditional closed innovation system used by many companies. It then introduces the concept of open innovation, which uses both internal and external sources to create and capture value. The document argues that a better business model is more important than better technology alone. It provides examples of companies like IBM and Ryanair that have innovated their business models to be more open and capture more value. Finally, it provides a definition of a business model and discusses stages of business model maturity.
Innovation Landscape: Accelerating the rate of change Steve Pratt DeloittePistoia Alliance
The document discusses emerging technologies and their potential impacts. It describes several exponential technologies including artificial intelligence, robotics, cyber security, additive manufacturing, and advanced computing. These technologies represent both opportunities and threats as they experience unprecedented growth. The document also discusses how organizations can develop innovative strategies using approaches like industrialized crowdsourcing, and how they need to prepare for potential disruptions from exponential technologies.
The document introduces open innovation at Intuit, describing how it harnesses external resources to complement internal innovation. It discusses Intuit's internal innovation processes like unstructured time and Intuit Labs. It then outlines Intuit's engagement with external partners through open innovation, noting what Intuit offers and receives from such partnerships. Finally, it describes an assessment of Intuit's current open innovation practices across different dimensions, finding opportunities to better leverage open innovation.
1. The document discusses steps for Hong Kong to become a knowledge-based economy in line with an APEC leaders' statement, including leveraging its advantages as a bridge between China and the West.
2. It argues Hong Kong needs to do more to encourage innovation and IP utilization at the enterprise level, including demonstrating IP management tools and raising awareness of opportunities.
3. The document proposes promoting Intellectual Capital Management to help enterprises identify revenue opportunities from existing knowledge and minimize risks to their intellectual assets.
The document discusses using an open innovation network to manage ideas and innovation projects across multiple hospitals and provider groups. It introduces Induct Software, an innovation management platform that can help establish such a network. Induct allows hospitals to capture ideas from various stakeholders, manage innovation projects and portfolios, and facilitate collaboration both within and outside each organization through an open innovation portal. The document provides examples of how Induct has helped healthcare innovation consortiums like CIMIT to connect researchers, hospitals and funders.
1. Xi Technology operates an Innovation Partners Program to connect companies with new innovation opportunities through technology scouting.
2. The program identifies emerging technologies through networking with academic institutions, national laboratories, private laboratories, and early-stage companies. Relevant technologies are selected, assessed, and information is disseminated to partner companies.
3. The goal is to help companies gain early awareness of technological threats and opportunities to stimulate innovation through open collaboration and sourcing of external technologies.
A presentation on Hong Kong's potential as an "IP Trading Centre" alone vs a more complete picture of turning Hong Kong into an "IP and Technology Commercialization and Technology Tranfer Centre".
Steven Geiger - Skolkovo - International Best Practices in Innovation ManagementIshmidt
Skolkovo is a strategic initiative in Russia to grow the economy through innovation and entrepreneurship. It aims to close the "gap" between research and commercialization seen in Russia. The Skolkovo ecosystem drives innovation through the Skolkovo Institute of Science and Technology, five technology clusters in the Innovation Center, and partnerships with international companies. The Institute provides world-class education and research while clusters and partnerships help startups commercialize technologies and bring international best practices to Russia.
Skolkovo Innovation Center aims to close Russia's technology commercialization gap. It will create an innovation "ecosystem" including a Skolkovo Institute, Technopark, and partnerships with companies. This ecosystem will provide tools to efficiently move technologies from research to market. Skolkovo City is being developed as a sustainable site for the ecosystem, which will include residential and professional spaces. The goal is to develop human capital, diversify Russia's economy through innovation and entrepreneurship, and better integrate Russia into global technology networks.
1. Living Labs aim to provide structure and governance to user involvement in open innovation as an intermediary.
2. They observe user-led practices to identify tacit knowledge, which they then diffuse into ad-hoc innovation networks at mid-low levels of innovation.
3. By performing context-based experimentation, Living Labs can generate local modifications to existing meanings or new meanings for products and services.
The document discusses open innovation and its importance for organizations. It defines open innovation as utilizing both internal and external ideas and internal and external paths to market. It notes that open innovation allows companies to lower costs, bring in new ideas, generate new revenue streams, and accelerate innovation. The document provides an overview of open innovation strategies and principles, and emphasizes that preparing for open innovation requires changes to company culture, structures, and skills.
The document discusses how emerging technologies like mobile, cloud, social media, and big data are driving profound and rapid changes in business and society. These forces are blurring traditional boundaries and enabling new types of solutions. The world is changing faster than ever before, and businesses must become more dynamic, outside-in, social, mobile, and data-driven to navigate these changes and seize new opportunities. Innovation will be key to creating value for clients in this new environment.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
The document discusses challenges with research and innovation in India such as a lack of commercially viable research and innovation-driven R&D from the private sector. It proposes the creation of specialized industry-academia innovation clusters to address these issues. The clusters would facilitate collaboration between universities and private companies on high-risk, high-end technological research through jointly owned facilities and equipment. This would provide benefits like pre-competitive knowledge sharing, access to expertise, and opportunities to invest in promising but unproven technologies. The government would provide seed funding, while private companies would be invited to sponsor cluster development through agreements with the National Innovation Council.
The document discusses innovation and science in the Baltic states of Latvia, Lithuania, and Estonia from a European perspective. It provides backgrounds on the presenters Dr. Andrius Jarzemskis and Gints Turlajs. It then analyzes differences in economic performance between Northern European countries and the Baltics, with the "iron curtain" still impacting the region. Potential approaches for young Baltic companies to compete on global markets are explored, including through triple and quadruple helix innovation models emphasizing cooperation between academia, business, government, and financial systems. Metrics on innovation performance for each country are presented and analyzed.
OECD Science, Technology and Industry Outlook 2012: From the higher education...EduSkills OECD
The document summarizes key points from the OECD Science, Technology and Industry Outlook 2012. It discusses how the 2008 financial crisis negatively impacted innovation through reduced business R&D expenditures, patent applications, and trademarks. Government responses included recovery plans focusing on S&T and increased university budgets. Policy trends emphasized skills development in STEM and entrepreneurship, knowledge transfer, and internationalization of higher education. Looking ahead, uncertainties remain around demand while austerity pressures national innovation systems.
Pfizer Canada is exploring public-private partnerships and open innovation models to address gaps in drug innovation. These models include pre-competitive research partnerships and consortia involving multiple companies, universities, and research institutions. They aim to leverage diverse scientific capabilities and resources to make progress on understanding disease biology and developing new treatments. By sharing knowledge and resources in a pre-competitive space, these partnerships seek to accelerate innovation for the benefit of patients while also engaging industry, academia and government.
The Korean government invested heavily in developing world-class physical infrastructure like broadband internet to provide the foundation or "highway" for knowledge flow and innovation. This helped boost Korea's "REACH-factor".
Lecture 10 - Innovation studies and technology policyUNU.MERIT
This document discusses innovation policy, providing definitions and discussing trends over time. It covers the main objectives of innovation policy as promoting new products, services, and processes in markets and organizations. Innovation policy aims to impact economic performance and social cohesion. The document also outlines various policy instruments and trends in innovation policy from the 1960s to the 1990s, including a shift towards an innovation-driven economy.
The document discusses open source trends and their relevance to healthcare. It outlines how perceptions of open source have changed from seeing it as "socialist" to widespread adoption. It describes trends like increasing open source projects and investments, inner sourcing practices within companies, and the growth of "super communities" around industry platforms. Foundations that manage various open source projects are also discussed.
The document provides background on G. Nagesh Rao and summarizes his presentation on communicating innovation at an MIT workshop. It discusses the US government's interest in using prizes to spur innovation and entrepreneurship. It then provides examples of current federal programs that incentivize green technology development through competitive prizes and funding, including the i6 Green Challenge that awards funds for innovative regional projects in renewable energy, energy efficiency, manufacturing and other areas.
The document provides an overview of Israel's Technological Incubators Program. It discusses how the program supports innovative startups through various incubators located around Israel. The program provides funding, facilities, expertise and other resources to help projects develop technologies and form startups. It highlights the government's significant involvement and discusses privatization efforts to strengthen the incubators. Statistics are given on the numbers of projects supported, fields of activity, and success metrics like private investments raised. Several high-profile Israeli tech companies that graduated from the incubator program are profiled as success stories.
Enabling Innovation: A Strength In Any EconomyPhil McKinney
Innovation is not the sole responsibility of a single group within the organization. All groups play a role in enabling innovation.
This presentation challenges the CIO/CTO:
1) Think differently about their leadership role when it comes to enabling innovation.
2) Provide some insight into "whats coming" so they can express an opinion to their peers and CEO.
Don't set back and hope someone else is going to pick up the mantle. Take charge.
The document discusses financing innovation in early stage companies. It notes that in 2011 there were 3950 business angels in France, investing a total of 44.5 million euros. Most investments (45%) were in information and communication technology startups. It outlines the typical funding cycle for startups, with business angels investing between 100,000-3 million euros in the early stage. Due to declining venture capital funding, business angels and new players like corporate venture funds are playing a larger role in financing early stage companies. Regional co-investment funds have also been created to support innovation and development.
A presentation made by Dr Gordon McConnachie, CTO of APICC on the development prospect of Innovation & Technology, Technology Transfer and Technology Commercialization in Hong Kong.
The document discusses managing innovation in Jordanian industry. It defines different types of innovation, from Innovation 1.0 which focuses on developing new products and selling them, to Innovation 2.0 which involves getting customer feedback to improve business models, to Innovation 3.0 which emphasizes collaboration both locally and globally to develop and refine ideas. The document argues that innovation can be managed by creating the right conditions to support it, such as investing in innovation and having regular innovative results, rather than trying to control the process. Barriers to innovation in Jordanian industry include problems developing new business models and convincing stakeholders of new ideas.
Indian IT, ITES industries have grown tremendously and today there are industries emerging that offer knowledge based services. The abundance of knowledge and the interest in global firms to tap the entrepreneurial capabilities in young entrepreneurs has resulted in an innovation culture emerging.
1. The document discusses challenges that financial institutions face when adopting external innovations from startups and vendors. It explores issues such as risk management, cultural differences, and long sales cycles.
2. It identifies "leaks" in the innovation process where collaboration is lacking between innovators and customers during problem identification and solution testing. It also finds issues with startups successfully adopting their solutions.
3. Potential solutions discussed include financial institutions being more open to startups they have existing relationships with, startups employing staff with customer knowledge, and partnering with companies that complement their solutions and have customer connections.
Smart Growth and Health Care City – to live a healthier life trough preventive care
The 7th World Technopolis Association International Conference,
Industrial Technology Research Institute, Hsinchu City, Taiwan R.O.C
The document discusses entrepreneurship and technology transition in Moldova. It summarizes a digital dermatology technology called TeleSkin that was developed in Serbia, which accurately identified all skin cancers in a large clinical study. It provides tips for entrepreneurial success, including starting today, testing ideas with customers, building prototypes, and taking risks. Government support for promising startups is discussed as a way to accelerate innovation.
Loftyinc Allied Partners Limited is a venture capital firm focused on incubating startups in four sectors: life sciences, technology, media, and energy. It provides resources like funding, management direction, and business development to startups and partner organizations. Its mission is to invest in innovative ideas and entrepreneurs to create jobs and economic growth while benefiting society. It has seeded three startups so far and has patents pending, with portfolio companies in various industries.
The document discusses Ontario Centres of Excellence (OCE), which was established in 1987 to drive industry-academic collaboration in Ontario. OCE invests in collaborative research projects between industry and academic partners and helps commercialize research. Last year, OCE invested $25.8 million in 503 projects that attracted $40.1 million from industry partners. OCE programs include Industry-Academic Collaborative Projects, the Centre for Commercialization of Research, and projects focused on brownfields remediation. OCE aims to help build globally competitive companies by leveraging research institutions and moving the innovation sector from good to great.
Similar to Cop17 ib lungile shoba zikhali 061211 (20)
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
FREE A4 Cyber Security Awareness Posters-Social Engineering part 3Data Hops
Free A4 downloadable and printable Cyber Security, Social Engineering Safety and security Training Posters . Promote security awareness in the home or workplace. Lock them Out From training providers datahops.com
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
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2. Technology Innovation Agency (TIA)
TIA VISION
www.akasan.com.tr/resimler/vision-mission-big.jpg
…A world class innovation agency that supports and enables
technological innovation to achieve socio-economic benefits for South
Africa through leveraging strategic partnerships.
06 Dec 2011 Lungile Shoba-Zikhali 2
4. The Innovation chasm challenge
OVERSEAS TECHNOLOGY SOURCES
Research Development Production
Large balance of
payment
IP Lost
Innovation Local Industry
Local
Knowledge “Chasm”
Research Development Manufacturing
06 Dec 2011 Lungile Shoba-Zikhali 4
5. The innovation chasm- the strategic
challenge continued
COMMERCIAL
THE
INDUSTRIES AND
IDEAS, RESEARC
MANUFACTURING
H AND
DEVELOPMENT
06 Dec 2011 Lungile Shoba-Zikhali 5
VALLEY OF DEATH
6. TIA: Bridging the innovation chasm
TIA
COMMERCIAL
THE IDEAS, INDUSTRIALISTRIES
RESEARCH AND AND
DEVELOPMENT MANUFACTURING
06 Dec 2011 Lungile Shoba-Zikhali 6
7. The TIA Mandate
MANDATE:
“…to support the State in stimulating and intensifying technological
innovation in order to improve economic growth and the quality of life
of all South Africans by „supporting & facilitating‟ the development and
exploitation of technological innovations”
The TIA Act [No 26 of 2008]
06 Dec 2011 Lungile Shoba-Zikhali 7
8. TIA Funding Focus
TIA geared towards addressing “market failure”
and building bridges and institutional linkages
along the innovation value chain:
Private
Equity
High Risk/
Uncertain Return
Low Risk/
High Return
IP Value
TIA Funding Focus Partnerships
Partnerships (e.g. IDC, NEF)
(e.g. NRF)
PPP‟s
CoCs
Basic Research Applied Research Tech Development Manufacturing
The TIA focuses its financial and non-financial offerings along the innovation chasm, and
operates with the required flexibility across the innovation value chain through mobilising
and leveraging national, regional and international partnerships
06 Dec 2011 Lungile Shoba-Zikhali 8
9. TIA Sectors
TIA SECTORS
Biotechnology Industrial
Sectors Sectors
Industrial Advanced
Agro Health Biotechnology Mining Energy Manufacturing ICT …Other
… Fund Management; Expert Services; IP; Finance; PPM&E…
06 Dec 2011 Lungile Shoba-Zikhali 9
10. Industrial Biotechnology (IB)
INDUSTRIAL
BIOTECHNOLOGY
Source:http://www.istockphoto.com/file_thumbview_approve/8453530/2/istockphoto_8453530-green-biofuel.jpg
Working definition:
“the application of biotechnology for the environmentally friendly
production of products and processing of chemicals, pharmaceuticals,
materials and bio-energy”.
(OECD Workshop on “Outlook on Industrial Biotechnology”. Discussion paper –Session II “Industry Structure and Business Models for Industrial Biotechnology”. 13-15 Jan 2010)
06 Dec 2011 Lungile Shoba-Zikhali 10
11. Industrial Biotechnology (IB)
• Provides an opportunity to develop a sustainable, bio-based economy that uses
eco-efficient bio-processes and renewable bio-resources.
• Focuses on development of processes and production systems that:
- save costs and are more profitable since they do not waste material
-enable greater and more efficient utilization of renewable resources.
• Products that are:
-better performing, more durable and don’t persist after their useful life
-less toxic, more easily recyclable and biodegradable
-are derived from renewable resources
-contribute minimally to net greenhouse gas emission
06 Dec 2011 Lungile Shoba-Zikhali 11
12. Why Industrial Biotechnology?
…Greening the SA economy for sustainable industrial
development
Drivers
• Knowledge-based quality jobs …to achieve the „Triple Bottom Line‟
• Social responsibility
Hurdles
…3Ps of Sustainability
• Unawareness
• Acceptance
SUSTAINABILITY
Drivers
• Cost reduction Drivers
• Novel products • Less energy
Hurdles • Less waste
• Regulations - i.e. Cleaner production
• Further technology development Hurdles
• Feedstock prices • Further technology development
• Investments • Waste management
06 Dec 2011 Lungile Shoba-Zikhali 12
14. Application of IB
IB = cross-cutting „technology sector‟ e.g. Sectors where
IB plays a roles
Pharmaceutical
…applies biotechnologies (microbial, plant and animal) for:
Agriculture
1. processing and Energy
2. production of: Food & Beverage
Chemicals
(Bio) Chemicals
Pulp & Paper
(Bio) Materials
Plastics
(Bio) Energy
Mining
across a diverse range of industry/economic sectors: Textiles
06 Dec 2011 Lungile Shoba-Zikhali 14
17. IB Sector Unit Objectives
1. Stimulate and support the development of industrial biotechnology-
based innovations for the environmentally friendly processing and
production of chemicals, materials and energy
2. Stimulate and support the development of industrial biotechnology-
based private and/or public enterprises
3. Leverage the TIA funds for co-investment into industrial biotechnology-
based innovations
06 Dec 2011 Lungile Shoba-Zikhali 17
18. IB Sector Unit Objectives
4. Facilitate the development of human capital for technology innovation
within industrial biotechnology investments to ensure sufficient firm and/or
industry absorptive capacity* for new technologies
5. Promote and support activities and events that facilitate the building of a
culture of technology innovation and entrepreneurship
*“ability to recognize the value of a new „technology‟, assimilate it, and apply it to commercial ends” Cohen and Levinthal
(1990), "Absorptive capacity: A new perspective on learning and innovation", Administrative Science Quarterly, Volume 35, Issue 1 pg.
128-152.
06 Dec 2011 Lungile Shoba-Zikhali 18
19. IB Sub-sectors
1. BioChemicals:
Products/processes with superior cost/performance ratio, e.g. enzymes in
bioprocesses
2. BioMaterials:
Production of eco-efficient materials e.g. biodegradable
3. BioEnergy:
Technologies for efficient conversion of biomass feedstock for energy production
4. BioRemediation:
Technologies for effective & cost-efficient treatment and recycling of wastewater
for improved water quality and reduced pollution/toxicity
5. BioMinerals:
Technologies for efficient & cost-effective bio-leaching/mining processes for
extracting mineral resources
06 Dec 2011 Lungile Shoba-Zikhali 19
20. Expected Outcomes & Impact
of IB Innovation in SA
OUTCOMES IMPACT
Increased application of biotechnology Enhanced competitiveness of industries
1 in the process steps for the production of Eco-efficient use of the renewable raw
chemicals and materials materials
Increased use of renewable resources
2 Sustainable industries less reliant on limited
as raw materials for industrial applications
Increased application of biotechnology fossil fuels
3 in the manufacture of products across Economically & environmentally sustainable
various industries manufacture of products
Increased production of biomass- SA’s dependency on fossil fuels reduced
4 derived energy based on biotechnology SA’s import of fuels reduced
for everyday consumption Meaningful job creation
Increased rural development that
Improved standards of living for all SAs
5 contributes to the supply of raw renewable
materials Reduced waste generation
Reduced production of greenhouse gases
Increased cooperation, collaboration Increased contribution to the national GDP
6 and support between researchers,
Enhanced global competitiveness of South
industry, government & civil society
African firms & industries
06 Dec 2011 Lungile Shoba-Zikhali 20
21. Distribution by Focus Area
35 All
Current
30
Completed
25
Pipeline
20
15
10
5
0
Biochemicals Biomaterials Bioenergy Bioremediation Other
06 Dec 2011 Lungile Shoba-Zikhali 21
22. Examples of TIA IB Investments
Production of anti-bodies in plant systems for the
1. Rabivir Green Pharm
development of therapeutics & diagnostics
2. AzarGen Production of high value therapeutic peptides in plants
Development & optimisation of a fermentation technology for
3. FemTech
the production of human recombinant proteins
Development & optimization of a recombinant technology for
4. Halodurans
the production of therapeutic peptides.
5. Enzyme Technologies Production of bromelain enzyme from pineapples
Commercialisation of locally produced enzymes and
6. ZA Biotech
proprietary enzyme immobilisation technologies
7. Lactase Enzyme Development of a fermentation bioprocess technology for
(SLIEK) lactase production
06 Dec 2011 Lungile Shoba-Zikhali 22
23. Examples of TIA IB Investments
Explore & characterize SA’s algal biodiversity and development
8. Algal Bioprospecting a collection and database of algal strains for the production of
biofuels
Screening & classifying (database) fungi culture collections for
9. Indigenous Fungi
value adding products
Validation of initial techno-economics of EPA/Omega 3
10. Algal Omega 3
production by SA's algal strains
Validation of technology for fish waste beneficiation (omega 3 oil
11. OM3 Oils
extraction)
12. Food and Cosmetic
Development of novel formulation of low glycemic index sugar
Technologies
Development of technology for the neutralisation of acid mine
13. Acid Mine Drainage water and the biological removal of sulphate using sulphate
06 Dec 2011 reducing bacteriaShoba-Zikhali
Lungile 23
24. Stage in the Innovation & Funding Value Chain
Phase 1 Phase 2 Phase 3 Phase 4
Early Expansion
Seed Start-up Expansion
Technical
Product & Business start
Basic Idea Proof of development/ Business
business up
Research Generation Concept commercial growth
development (tech based)
planning
AzarGen RabiVir Femtech
Halodurans
Enzyme
ZA Biotech
Technologies
Lactase Enzyme
(SLIEK)
Algal
Bioprospecting
Indigenous
Fungi
Algal Food & Cosmetic
Omega-3 OM3 Oils Technologies
Acid Mine
Drainage
06 Dec 2011 Lungile Shoba-Zikhali 24
DoE, NRF, DST TIA Support IDC , NEF
25. What the IB Sector Unit is looking for
in Opportunities
1. Technology Innovation opportunity – Science-based product/process/service
offering with strong potential for market capitalisation
2. Strong alignment with the TIA mandate, Corporate and Sector Strategic objectives
3. Stage of technology development is beyond basic research (validated post-proof
of concept)
4. Potential for high socio-economic impact – addresses national imperatives e.g.
job creation
5. Strong potential to enhance industry competitiveness
6. Presence of an industry commercialisation partner where relevant
7. Co-Investment opportunity presented to allow risk-sharing
06 Dec 2011 Lungile Shoba-Zikhali 25
26. Thank you
www.tia.org.za
06 Dec 2011 Lungile Shoba-Zikhali 26