This presentation was provided by Raym Crow, representing SPARC, during the NISO webinar, Finding the Funding, Part Two, held on Wednesday, October 17, 2018.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
The document discusses governance needs for mega-projects. Mega-projects require "mega-governance" which involves increased oversight, communication, and management of risks, stakeholders, and decisions compared to standard projects. Effective governance focuses on outcomes, steers projects through change, and involves extensive communication. It requires skills like foresight, listening, leadership, and asking the right questions rather than command and control. The optimal level of governance is useful, organized, consistent, supportive, objective, and forward-looking. Governance can support informed risk-taking by maintaining a positive attitude toward risk and keeping risk management processes simple and focused on outcomes.
How to Advise Corporate Investors on GovernanceJordan Sandler
The CMC-ON-GTA Chapter hosted a session on advising corporate investors on governance in their investee companies. These investors are becoming more vocal and active in terms of the expectations of governance. The old model of “if you’re not happy with the company’s governance – sell” has been replaced by “if you’re not happy with the company’s governance – change it!”.
Here's the presentation from one of our speakers, Catherine Jackson, formerly of Ontario Teachers’ Pension Plan and PGGM in the Netherlands (206 billion Euros of assets).
To learn more about the CMC-Canada and the CMC designation, visit cmc-canada.ca
Facility Owners: Assessing Opportunities for Energy ManagementFrank Carnevale
Bridgepoint Group Ltd is a boutique consulting, advisory and merchant banking firm established in 1998 that focuses on sustainability, business development strategies and execution for energy and infrastructure solutions. They offer a range of services including sustainability consulting, business planning, project development, project finance, and mergers and acquisitions. Their experience includes originating over $120 million in energy efficiency transactions and securing pre-construction financing for a 230MW wind farm in Ontario. They take an award-winning approach to energy management that aims to maximize energy efficiency with less capital costs.
This document discusses ecosystems and how they differ from traditional networks. It defines an ecosystem as a network of organizations and individuals that co-evolve their capabilities to create additional value or improve efficiency. The key differences discussed are that in an ecosystem partners optimize the entire ecosystem rather than just themselves, there is co-evolution of capabilities between partners, and alignment with partners is at the core of strategy rather than just a firm's own competitive advantage. The document also discusses design questions for ecosystems, such as who does what and how open the ecosystem is. It provides examples of an ecosystem manager's role versus an alliance manager's more limited role. Finally, it discusses challenges in managing ecosystems and the importance of design and influence over direct control.
Hipercept Presentation at IGlobal\'s Private Equity SummitHCohen
This document summarizes a seminar given by Damien Georges on challenges with integrating information from various sources for portfolio management purposes and how a business intelligence and data governance framework can help address them. The framework would provide accurate portfolio-level information in one place to support risk management, debt management, and improving returns through scenario analysis. Implementing such a framework requires significant investment but results in better portfolio management, which is important in the current environment.
OW2con'14 - OW2 Big data initiative, SpagoBI Labs by EngineeringOW2
One of the actual values of the Big Data approach relies nowadays in the smart usage of data to support predictive and prescriptive analysis. In this context, many innovative techniques are becoming essential to properly collect, classify and visualize information, through brand new paradigms. The role of open source communities and ecosystems in this process is crucial and highly beneficial to drive and speed up the Big Data adoption and to foster innovation. The OW2 Big Data Initiative aims to collect and organize ideas and experiences from technological, industrial, scientific and business actors in order to foster the growth of a business ecosystem bringing new opportunities to different stakeholders exploiting the OW2 code base.
This document discusses the evolution of corporate access technology. It notes that Meetyl and CGI Glass Lewis are subsidiaries that provide governance services to institutional investors with over $25 trillion in assets. Meetyl specifically provides a direct shareholder engagement technology platform. The document also discusses how institutional investors face budget cuts while regulatory costs rise, reducing resources for corporate access. It explores how technology solutions are growing to help investors with corporate access needs, noting platforms that provide direct engagement between companies and investors versus aggregation platforms. The document predicts that both types of technologies will remain important and could potentially merge in the future, while traditional channels will continue to shrink. It recommends companies maximize their investor marketing by understanding different channel strengths.
Presentations from 8 July 2015 CDE Innovation Network event. For more information see: https://www.gov.uk/government/news/cde-innovation-network-event-with-uk-defence-solutions-centre
The document discusses governance needs for mega-projects. Mega-projects require "mega-governance" which involves increased oversight, communication, and management of risks, stakeholders, and decisions compared to standard projects. Effective governance focuses on outcomes, steers projects through change, and involves extensive communication. It requires skills like foresight, listening, leadership, and asking the right questions rather than command and control. The optimal level of governance is useful, organized, consistent, supportive, objective, and forward-looking. Governance can support informed risk-taking by maintaining a positive attitude toward risk and keeping risk management processes simple and focused on outcomes.
How to Advise Corporate Investors on GovernanceJordan Sandler
The CMC-ON-GTA Chapter hosted a session on advising corporate investors on governance in their investee companies. These investors are becoming more vocal and active in terms of the expectations of governance. The old model of “if you’re not happy with the company’s governance – sell” has been replaced by “if you’re not happy with the company’s governance – change it!”.
Here's the presentation from one of our speakers, Catherine Jackson, formerly of Ontario Teachers’ Pension Plan and PGGM in the Netherlands (206 billion Euros of assets).
To learn more about the CMC-Canada and the CMC designation, visit cmc-canada.ca
Facility Owners: Assessing Opportunities for Energy ManagementFrank Carnevale
Bridgepoint Group Ltd is a boutique consulting, advisory and merchant banking firm established in 1998 that focuses on sustainability, business development strategies and execution for energy and infrastructure solutions. They offer a range of services including sustainability consulting, business planning, project development, project finance, and mergers and acquisitions. Their experience includes originating over $120 million in energy efficiency transactions and securing pre-construction financing for a 230MW wind farm in Ontario. They take an award-winning approach to energy management that aims to maximize energy efficiency with less capital costs.
This document discusses ecosystems and how they differ from traditional networks. It defines an ecosystem as a network of organizations and individuals that co-evolve their capabilities to create additional value or improve efficiency. The key differences discussed are that in an ecosystem partners optimize the entire ecosystem rather than just themselves, there is co-evolution of capabilities between partners, and alignment with partners is at the core of strategy rather than just a firm's own competitive advantage. The document also discusses design questions for ecosystems, such as who does what and how open the ecosystem is. It provides examples of an ecosystem manager's role versus an alliance manager's more limited role. Finally, it discusses challenges in managing ecosystems and the importance of design and influence over direct control.
Hipercept Presentation at IGlobal\'s Private Equity SummitHCohen
This document summarizes a seminar given by Damien Georges on challenges with integrating information from various sources for portfolio management purposes and how a business intelligence and data governance framework can help address them. The framework would provide accurate portfolio-level information in one place to support risk management, debt management, and improving returns through scenario analysis. Implementing such a framework requires significant investment but results in better portfolio management, which is important in the current environment.
OW2con'14 - OW2 Big data initiative, SpagoBI Labs by EngineeringOW2
One of the actual values of the Big Data approach relies nowadays in the smart usage of data to support predictive and prescriptive analysis. In this context, many innovative techniques are becoming essential to properly collect, classify and visualize information, through brand new paradigms. The role of open source communities and ecosystems in this process is crucial and highly beneficial to drive and speed up the Big Data adoption and to foster innovation. The OW2 Big Data Initiative aims to collect and organize ideas and experiences from technological, industrial, scientific and business actors in order to foster the growth of a business ecosystem bringing new opportunities to different stakeholders exploiting the OW2 code base.
This document discusses the evolution of corporate access technology. It notes that Meetyl and CGI Glass Lewis are subsidiaries that provide governance services to institutional investors with over $25 trillion in assets. Meetyl specifically provides a direct shareholder engagement technology platform. The document also discusses how institutional investors face budget cuts while regulatory costs rise, reducing resources for corporate access. It explores how technology solutions are growing to help investors with corporate access needs, noting platforms that provide direct engagement between companies and investors versus aggregation platforms. The document predicts that both types of technologies will remain important and could potentially merge in the future, while traditional channels will continue to shrink. It recommends companies maximize their investor marketing by understanding different channel strengths.
Evolution of Corporate Access TechnologiesJeffrey Tha
This document discusses the evolution of corporate access technology for institutional investors and investor relations teams. It notes that both investors and IR teams face budget constraints which is driving adoption of technology solutions. There are two main types of technologies - aggregation platforms that provide a unified calendar for scheduling meetings, and direct engagement platforms that allow direct outreach and scheduling between companies and investors. Direct engagement platforms are growing in popularity as they provide more control and transparency compared to traditional channels. Both technology types are expected to continue growing in importance for corporate access, and may eventually converge into a single solution. Maximizing the ROI on investor marketing will involve understanding the strengths and limitations of different channels.
Discussion presentation by Christian Ketels, Harvard Business School, for SITE event "All the Way to the Top: Innovation, Growth, and the Role of the State", with IMF experts Senior Economist Dr. Reda Cherif and Senior Economist Dr. Fuad Hasanov, International Monetary Fund (IMF).
More: https://www.hhs.se/site
Digital Opportunities - Proptech: Jon Lovell, HillbreakPlace North West
This document discusses emerging challenges and trends that will impact business planning over the next decade, including governance, demographics, urbanization, technology, connectivity, and climate change. It emphasizes the importance of using scenarios in strategic planning to prepare for an uncertain future and the central role of technology. The rest of the document provides a sample list of environmental, social, and governance issues that are important for property investment and ownership and discusses how technology could optimize asset performance, customer experience, health and safety, and more.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to enable cost-effective military capabilities. It provides 100% funding for opportunities through both enduring and themed competitions, totaling over £52 million invested in 875 funded proposals over six years. Going forward, CDE will continue networking events and advise opportunities to build social capital and access future funding.
Professor Rod Murray-Smith from the University of Glasgow presents at the University's Commonwealth Future Cities Business Networking event on the 24th July 2014
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects to develop cost-effective military capabilities. Over seven years, CDE received over 5,600 proposals, funded 931 of them totaling £57 million in investment. CDE seeks proposals from small- and medium-sized enterprises, academia, and wider industry through two routes: enduring competitions with £3 million annual funding and themed competitions focused on specific requirements. CDE operates under principles of applying innovation to develop future military capabilities through partnerships between government, industry, and investors.
This document discusses project governance and risk management. It covers the importance of strong legal frameworks and collaborative arrangements for governance. It also addresses different types of risks that can affect projects, both internal risks like staffing and budgets, and external risks like economic conditions. Finally, it provides lessons learned, emphasizing using experienced professionals, understanding risk profiles, having agreed positions before starting, and keeping records of changes simple.
Compliance is an Opportunity: Leveraging RegulationMediaPost
As the regulations surrounding data privacy are changing rapidly, much of the focus is on potential financial penalties and negative impacts. In this presentation we look at the regulations from a different perspective. How can these new regulatory risks create opportunities for your company’s communication flows and first-party data offerings?
This document discusses governing and managing collaborative applied research and development (R&D). It outlines three levels of collaboration - communication, coordination, and co-investment. It also describes three governance options for collaborative R&D - full co-investment, coordination, and communication. The full co-investment model involves pooled resources and integrated management, while the communication model keeps resources separate. Key aspects of governance include clarifying expectations, articulating the value of collaboration, setting decision-making processes, and using program management agreements and research contracts. Scoping research questions, understanding end-user contexts, and clarifying knowledge needs are also important strategies.
The document provides an introduction to agile project management. It discusses why agile project management is needed due to increased consumer expectations and work pressures. It then defines what agile project management is, covering the history and key principles of agile methodology. The rest of the document outlines an agenda for managing agile projects, discussing practices like using organic self-organizing teams, establishing a guiding vision, implementing simple rules, and providing open information.
Materiality Tool for Impactful Business ProjectsSasin SEC
This document provides an overview of a materiality tool for impactful business projects. It discusses sustainability failure rates and why addressing materiality matters for industries and companies. Common root causes of sustainability project failures are examined, including issues with market analysis, organizational planning, leadership, and stakeholder engagement. Mitigation strategies are proposed, such as understanding the type of company, mapping stakeholders, and developing impactful sustainability work. The 6 capitals model is introduced as a tool to evaluate projects across financial, manufactured, intellectual, human, social, and natural capital impacts. A case study of H&M's Conscious Collection initiative applies the 6 capitals framework to assess the program's materiality.
Stream A_Introduction to asset management workshop 2017 nxt_genplus_mancheste...BecarAsset
This document outlines an agenda for a workshop on asset management. The workshop will introduce participants to the core concepts of asset management and its anatomy through presentations and group exercises. It will start with an icebreaker activity where participants discuss asset management failures. Participants will then learn about what asset management is, why it's important, and how to develop their knowledge in the field. The conceptual model of asset management and its application to a case study will be demonstrated. Participants will break into groups to apply the anatomy framework to another case study and develop recommendations. The workshop aims to help participants develop an awareness and understanding of asset management principles.
This document discusses models of competitive advantage and the resource-based view of sustained competitive advantage. It contrasts the environmental model, which assumes resources are homogeneous and mobile, with the resource-based model wherein differences between firm resources can provide long-lasting competitive differentiation. The resource-based model argues competitive advantage results from resources that are valuable, rare, imperfectly imitable, and have no strategically equivalent substitutes. Sustained competitive advantage arises when a firm exploits its unique internal resources through valuable strategies not duplicated by competitors.
This document discusses repurposing assets and some of the key issues involved. It begins by noting that being stuck with an unwanted asset poses risks to finances, safety, environment and reputation. Key issues for repurposing include assessing if the asset still has value, and identifying options like relocating, holding as a spare, selling, recycling or repurposing. Repurposing must be considered in whole life modeling at both creation and end of life. Lessons can be learned from adaptive re-use of buildings. Failure to prepare for repurposing may have major consequences, and application depends on various factors. More case histories on repurposing plant and equipment are needed.
This document provides an overview of various agile methods and frameworks. It discusses Scrum, Extreme Programming, Crystal, DSDM, RAD/ASD, Evolutionary Project Management, Lean, Kanban, Lean Startup, SAFe, Disciplined Agile and others. For each, it summarizes the originators, key principles, benefits and criticisms. It also covers hybrid and scaled frameworks that combine multiple agile approaches. The document aims to concisely explain this landscape of agile methods.
The document discusses redefining relationships in the supply chain and adapting supply chain management to changing business environments. It outlines trends toward partnerships over contracts between best-in-class firms and evaluates how these trends may impact strategies. It also discusses how industry leadership will require relentless innovation and how new competitiveness will be driven by satisfying unique customer demands from global resources. Adaptive supply chain management is presented as a learning environment to develop staff competencies needed to meet these new challenges.
The document discusses industry disruption and the opportunities it creates. It explains that disruption invalidates earlier industry assumptions and requires reconfiguring the system. Disruption can occur by removing, inserting, or replacing something. This causes production, distribution, and demand to be addressed with a new logic. Innovation enables the new logic and makes it economically viable. Disruption also creates new resources that enable further innovation and value creation. New opportunities emerge for meeting latent or dormant demands in novel ways.
Evolution of Corporate Access TechnologiesJeffrey Tha
This document discusses the evolution of corporate access technology for institutional investors and investor relations teams. It notes that both investors and IR teams face budget constraints which is driving adoption of technology solutions. There are two main types of technologies - aggregation platforms that provide a unified calendar for scheduling meetings, and direct engagement platforms that allow direct outreach and scheduling between companies and investors. Direct engagement platforms are growing in popularity as they provide more control and transparency compared to traditional channels. Both technology types are expected to continue growing in importance for corporate access, and may eventually converge into a single solution. Maximizing the ROI on investor marketing will involve understanding the strengths and limitations of different channels.
Discussion presentation by Christian Ketels, Harvard Business School, for SITE event "All the Way to the Top: Innovation, Growth, and the Role of the State", with IMF experts Senior Economist Dr. Reda Cherif and Senior Economist Dr. Fuad Hasanov, International Monetary Fund (IMF).
More: https://www.hhs.se/site
Digital Opportunities - Proptech: Jon Lovell, HillbreakPlace North West
This document discusses emerging challenges and trends that will impact business planning over the next decade, including governance, demographics, urbanization, technology, connectivity, and climate change. It emphasizes the importance of using scenarios in strategic planning to prepare for an uncertain future and the central role of technology. The rest of the document provides a sample list of environmental, social, and governance issues that are important for property investment and ownership and discusses how technology could optimize asset performance, customer experience, health and safety, and more.
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research to enable cost-effective military capabilities. It provides 100% funding for opportunities through both enduring and themed competitions, totaling over £52 million invested in 875 funded proposals over six years. Going forward, CDE will continue networking events and advise opportunities to build social capital and access future funding.
Professor Rod Murray-Smith from the University of Glasgow presents at the University's Commonwealth Future Cities Business Networking event on the 24th July 2014
The Centre for Defence Enterprise (CDE) aims to fund innovative, high-risk research projects to develop cost-effective military capabilities. Over seven years, CDE received over 5,600 proposals, funded 931 of them totaling £57 million in investment. CDE seeks proposals from small- and medium-sized enterprises, academia, and wider industry through two routes: enduring competitions with £3 million annual funding and themed competitions focused on specific requirements. CDE operates under principles of applying innovation to develop future military capabilities through partnerships between government, industry, and investors.
This document discusses project governance and risk management. It covers the importance of strong legal frameworks and collaborative arrangements for governance. It also addresses different types of risks that can affect projects, both internal risks like staffing and budgets, and external risks like economic conditions. Finally, it provides lessons learned, emphasizing using experienced professionals, understanding risk profiles, having agreed positions before starting, and keeping records of changes simple.
Compliance is an Opportunity: Leveraging RegulationMediaPost
As the regulations surrounding data privacy are changing rapidly, much of the focus is on potential financial penalties and negative impacts. In this presentation we look at the regulations from a different perspective. How can these new regulatory risks create opportunities for your company’s communication flows and first-party data offerings?
This document discusses governing and managing collaborative applied research and development (R&D). It outlines three levels of collaboration - communication, coordination, and co-investment. It also describes three governance options for collaborative R&D - full co-investment, coordination, and communication. The full co-investment model involves pooled resources and integrated management, while the communication model keeps resources separate. Key aspects of governance include clarifying expectations, articulating the value of collaboration, setting decision-making processes, and using program management agreements and research contracts. Scoping research questions, understanding end-user contexts, and clarifying knowledge needs are also important strategies.
The document provides an introduction to agile project management. It discusses why agile project management is needed due to increased consumer expectations and work pressures. It then defines what agile project management is, covering the history and key principles of agile methodology. The rest of the document outlines an agenda for managing agile projects, discussing practices like using organic self-organizing teams, establishing a guiding vision, implementing simple rules, and providing open information.
Materiality Tool for Impactful Business ProjectsSasin SEC
This document provides an overview of a materiality tool for impactful business projects. It discusses sustainability failure rates and why addressing materiality matters for industries and companies. Common root causes of sustainability project failures are examined, including issues with market analysis, organizational planning, leadership, and stakeholder engagement. Mitigation strategies are proposed, such as understanding the type of company, mapping stakeholders, and developing impactful sustainability work. The 6 capitals model is introduced as a tool to evaluate projects across financial, manufactured, intellectual, human, social, and natural capital impacts. A case study of H&M's Conscious Collection initiative applies the 6 capitals framework to assess the program's materiality.
Stream A_Introduction to asset management workshop 2017 nxt_genplus_mancheste...BecarAsset
This document outlines an agenda for a workshop on asset management. The workshop will introduce participants to the core concepts of asset management and its anatomy through presentations and group exercises. It will start with an icebreaker activity where participants discuss asset management failures. Participants will then learn about what asset management is, why it's important, and how to develop their knowledge in the field. The conceptual model of asset management and its application to a case study will be demonstrated. Participants will break into groups to apply the anatomy framework to another case study and develop recommendations. The workshop aims to help participants develop an awareness and understanding of asset management principles.
This document discusses models of competitive advantage and the resource-based view of sustained competitive advantage. It contrasts the environmental model, which assumes resources are homogeneous and mobile, with the resource-based model wherein differences between firm resources can provide long-lasting competitive differentiation. The resource-based model argues competitive advantage results from resources that are valuable, rare, imperfectly imitable, and have no strategically equivalent substitutes. Sustained competitive advantage arises when a firm exploits its unique internal resources through valuable strategies not duplicated by competitors.
This document discusses repurposing assets and some of the key issues involved. It begins by noting that being stuck with an unwanted asset poses risks to finances, safety, environment and reputation. Key issues for repurposing include assessing if the asset still has value, and identifying options like relocating, holding as a spare, selling, recycling or repurposing. Repurposing must be considered in whole life modeling at both creation and end of life. Lessons can be learned from adaptive re-use of buildings. Failure to prepare for repurposing may have major consequences, and application depends on various factors. More case histories on repurposing plant and equipment are needed.
This document provides an overview of various agile methods and frameworks. It discusses Scrum, Extreme Programming, Crystal, DSDM, RAD/ASD, Evolutionary Project Management, Lean, Kanban, Lean Startup, SAFe, Disciplined Agile and others. For each, it summarizes the originators, key principles, benefits and criticisms. It also covers hybrid and scaled frameworks that combine multiple agile approaches. The document aims to concisely explain this landscape of agile methods.
The document discusses redefining relationships in the supply chain and adapting supply chain management to changing business environments. It outlines trends toward partnerships over contracts between best-in-class firms and evaluates how these trends may impact strategies. It also discusses how industry leadership will require relentless innovation and how new competitiveness will be driven by satisfying unique customer demands from global resources. Adaptive supply chain management is presented as a learning environment to develop staff competencies needed to meet these new challenges.
The document discusses industry disruption and the opportunities it creates. It explains that disruption invalidates earlier industry assumptions and requires reconfiguring the system. Disruption can occur by removing, inserting, or replacing something. This causes production, distribution, and demand to be addressed with a new logic. Innovation enables the new logic and makes it economically viable. Disruption also creates new resources that enable further innovation and value creation. New opportunities emerge for meeting latent or dormant demands in novel ways.
The document discusses project management concepts and best practices. It covers topics such as the importance of defining project scope and requirements, developing a work breakdown structure and schedule, managing resources and staffing, addressing risks, and learning from past projects. It emphasizes that project management is about applying fundamental principles like planning, tracking progress, and addressing issues early.
090911b Challenge Managers Training 24 September 2009 EffxchangeDr Gordon Murray
The document discusses the IDeA Efficiency Exchange, a tool to facilitate collaborative knowledge sharing, benchmarking, and problem solving for local councils in the UK. It describes current challenges councils face in achieving efficiency gains and examples of notable practices. It provides a vision for the Efficiency Exchange in March 2011, including a culture of collaborative knowledge sharing, an easy-to-use technology platform, and a benchmarking tool. The role of Challenge Managers is discussed, who could help document good practices, emerging issues, and lessons learned to further support efficiency efforts across councils.
A presentation to the Alliance for Permanent Access to the Records of Science on the ongoing work of the Blue Ribbon Task Force on Sustainable Digital Preservation and Access
How to deliver: a dozen principles for sustainable business successMike Townsend
That companies need to become more sustainable is no longer the debate, but there is a need to understand (in easy terms) what companies could be doing - and, how this action will deliver sustainable business success, as well as helping to save the planet...
[Written almost five years ago, but still a useful set of principles to reflect on - for any organisation - feedback most welcome!]
Lecture: Design for Embedding Systemic SustainabilityMiles Weaver
This document discusses embedding sustainability throughout an organization and its supply chain. It begins by defining systems thinking and the importance of taking a holistic view to manage sustainability across the entire value chain, from suppliers to customers. Next, it contrasts "bolting on" sustainability superficially versus truly embedding it through goals, activities, and competencies across the business and supply chain. Finally, it examines specific functional strategies for marketing, manufacturing, and employees that can help drive sustainability. The overall message is that organizations need to manage sustainability holistically through their entire supply chain to create long-term sustainable value.
Introduction to Agile Project ManagementSemen Arslan
This document provides an overview of project management methodologies, including Waterfall, SDLC, RAD, and Agile. It discusses the key aspects of each methodology such as phases, pros and cons. The Waterfall methodology is explained in more detail covering its linear phases from requirements to maintenance. Agile project management is also summarized, outlining its key principles of focusing on customer value, working in small batches with integrated teams, and making continuous improvements. Complexity theory and how Agile projects can be viewed as complex adaptive systems is briefly introduced.
The entrepreneurship course is divided into three segments covering innovation and design thinking, business models, and actual entrepreneurship. The course aims to provide tools for experience in developing innovative business ideas for profit or non-profit ventures. Students will work in teams to develop a business plan which they will present for evaluation. The course covers topics like innovation, creativity, business models, and case studies of successful entrepreneurs.
Using the Analytic Hierarchy Process (AHP) to Select and Prioritize Project...Ricardo Viana Vargas
The objective of this paper is to present, discuss and apply the principles and techniques of the Analytic Hierarchy Process (AHP) in the prioritization and selection of projects in a portfolio. AHP is one of the main mathematical models currently available to support the decision theory.
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Crow Sustaining Open Resources - A Very Brief Overview
1. Sustaining Open Resources:
A Very Brief Overview
Raym Crow
Senior Consultant, SPARC Consulting Group
NISO Webinar
October 17, 2018
2. What we’ll cover—
Focus on operating support
Sustainability model logic
Challenges of sustaining open resources
Collective support design issues
7. Risks of delayed planning—
Separates operating cost from value
Undercapitalizes initiatives
Wastes scarce resources
Reduces leverage in coordinating support
8. Open resource challenges—
Public goods: non-excludable &
non-rivalrous
Collective social benefit vs.
individual self-interest
Leads to suboptimal provision
High collective coordination costs