Building a Startup Ecosystem: The London StoryBINDI KARIA
One of my signature keynote talks is "Building a Startup Ecosystem: The London Story", which I've lived and worked in first hand from 2000-present. I wrote this chapter for a book released last week by Lloyds Bank and Bank of Scotland called "Yes Business Can", which is provides insights for every entrepreneur - from securing funding, improving productivity and investing in intellectual property, to trading overseas and safeguarding mental health in the workplace.
My chapter is posted here on Slideshare, and you can download the entire book via this link: https://resources.lloydsbank.com/yes-business-can/
Enjoy my chapter and I encourage you to download the entire book - loads of great insights from so many talented people across the UK Tech ecosystem.
This document summarizes articles on the future of management and the world of work from the Boostzone Institute's July 2012 web review. It discusses demographic changes including growth in emerging economy cities and challenges of megacities. It also covers resource optimization issues and the potential of shale gas to change energy geopolitics. Finally, it summarizes pieces on new technologies like gesture control and the legacy of Alan Turing as well as the limitations of data.
We extracted the information stored in our head and laid it on papers. 23 slides to grasp the Systemic Economy model with its 2 cornerstones: Stakeholders ecosystem and 7D-Value(c).
Two very powerful concepts (ie. and tools) to create more value in your business or company, to survive or to grow.
Pointless to say that one of the purpose is to expand the company's playfield and place it in best position to cover more grounds than competitors.
1. Ray Kurzweil predicted that the rate of technological change in the 21st century will far exceed that of the 20th century.
2. The document discusses how globalization, information technology, and the need for innovation are forcing companies to adopt more collaborative and innovative business strategies to survive.
3. Barriers to innovation within companies include an unwillingness to change, rigid management processes, and a short-term focus on quarterly performance over long-term strategies. Embracing innovation through strategic planning, internal collaboration, and global partnerships can help companies adapt to changes in the global marketplace.
Building and Sustaining Your Competitive Advantage by Handry SatriagoAkademi Berbagi
This document summarizes a presentation given by Dr. Handry Satriago on building and sustaining competitive advantage. The presentation discusses how the world is becoming increasingly globalized and flat, with interconnected supply chains and competition. It emphasizes that competitive advantage is difficult to sustain given globalization, turbulence in the business environment, and demanding customers. The presentation argues that nations and companies must focus on innovation, developing human capital and talent, and differentiating themselves through unique strategies to achieve and maintain competitive advantage in this challenging global context.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Global trends ten key trends to watch for 2015Tracey Keys
The document outlines 10 key trends to watch for in 2015, including: the rise of visual communication and social media; increased exposure in a connected world and fight for privacy; a transition towards a circular economy; the growth of impact investing; an entrepreneurial economy driven by startups; technological advances in healthcare; changes in the energy sector; geopolitical power plays and security issues; the rise of cities and city-states; and advances in brain-computer interfaces and artificial intelligence.
Challenges of 21st century managers and humanityRishabh Maity
The document outlines 20 major challenges facing humanity and managers in the 21st century: (1) saving the Earth from environmental degradation, (2) reversing extreme poverty worldwide, and (3) steadying unsustainable population growth. Other challenges include achieving sustainable lifestyles, preventing all-out war, dealing with globalization, protecting biodiversity, defusing terrorism, cultivating creativity, and conquering disease. Bridging the growing gap between technical skills and wisdom is also a concern, as is ensuring global food and health security amid a rising population and new health threats.
Building a Startup Ecosystem: The London StoryBINDI KARIA
One of my signature keynote talks is "Building a Startup Ecosystem: The London Story", which I've lived and worked in first hand from 2000-present. I wrote this chapter for a book released last week by Lloyds Bank and Bank of Scotland called "Yes Business Can", which is provides insights for every entrepreneur - from securing funding, improving productivity and investing in intellectual property, to trading overseas and safeguarding mental health in the workplace.
My chapter is posted here on Slideshare, and you can download the entire book via this link: https://resources.lloydsbank.com/yes-business-can/
Enjoy my chapter and I encourage you to download the entire book - loads of great insights from so many talented people across the UK Tech ecosystem.
This document summarizes articles on the future of management and the world of work from the Boostzone Institute's July 2012 web review. It discusses demographic changes including growth in emerging economy cities and challenges of megacities. It also covers resource optimization issues and the potential of shale gas to change energy geopolitics. Finally, it summarizes pieces on new technologies like gesture control and the legacy of Alan Turing as well as the limitations of data.
We extracted the information stored in our head and laid it on papers. 23 slides to grasp the Systemic Economy model with its 2 cornerstones: Stakeholders ecosystem and 7D-Value(c).
Two very powerful concepts (ie. and tools) to create more value in your business or company, to survive or to grow.
Pointless to say that one of the purpose is to expand the company's playfield and place it in best position to cover more grounds than competitors.
1. Ray Kurzweil predicted that the rate of technological change in the 21st century will far exceed that of the 20th century.
2. The document discusses how globalization, information technology, and the need for innovation are forcing companies to adopt more collaborative and innovative business strategies to survive.
3. Barriers to innovation within companies include an unwillingness to change, rigid management processes, and a short-term focus on quarterly performance over long-term strategies. Embracing innovation through strategic planning, internal collaboration, and global partnerships can help companies adapt to changes in the global marketplace.
Building and Sustaining Your Competitive Advantage by Handry SatriagoAkademi Berbagi
This document summarizes a presentation given by Dr. Handry Satriago on building and sustaining competitive advantage. The presentation discusses how the world is becoming increasingly globalized and flat, with interconnected supply chains and competition. It emphasizes that competitive advantage is difficult to sustain given globalization, turbulence in the business environment, and demanding customers. The presentation argues that nations and companies must focus on innovation, developing human capital and talent, and differentiating themselves through unique strategies to achieve and maintain competitive advantage in this challenging global context.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Global trends ten key trends to watch for 2015Tracey Keys
The document outlines 10 key trends to watch for in 2015, including: the rise of visual communication and social media; increased exposure in a connected world and fight for privacy; a transition towards a circular economy; the growth of impact investing; an entrepreneurial economy driven by startups; technological advances in healthcare; changes in the energy sector; geopolitical power plays and security issues; the rise of cities and city-states; and advances in brain-computer interfaces and artificial intelligence.
Challenges of 21st century managers and humanityRishabh Maity
The document outlines 20 major challenges facing humanity and managers in the 21st century: (1) saving the Earth from environmental degradation, (2) reversing extreme poverty worldwide, and (3) steadying unsustainable population growth. Other challenges include achieving sustainable lifestyles, preventing all-out war, dealing with globalization, protecting biodiversity, defusing terrorism, cultivating creativity, and conquering disease. Bridging the growing gap between technical skills and wisdom is also a concern, as is ensuring global food and health security amid a rising population and new health threats.
The End Of Control and the Future of Content: Futurist Gerd Leonhard Authors@...Gerd Leonhard
When every song, every movie, every book and every image can easily be found and shared via high-speed digital networks, and any actual control of the flow of content becomes a thing of the past, how will content creators and their respective industries generate growing revenues, in the future? When search becomes media, and advertising becomes content, what's the future of creativity? Which precise new generatives (>Kevin Kelly) can be nurtured to build this new ecosystem of search, content and communications, based on access to content rather than copies?
More at www.mediafuturist.com
Who: Matt Nemerson, President & CEO of the Connecticut Technology Council (CTC)
What: Building a World Class Innovation Ecosystem for Connecticut
Where: Fairfield University Dolan School of Business DINING ROOM (104A)
When: Tuesday, June 19, 2012; 7:00 PM. Admission is free.
Building a World Class Innovation Ecosystem for Connecticut
Brief
The presentation will identify what Connecticut is doing to start-up and grow new companies which has been a problem in the past. Matt will discuss what the state is, can and should be doing overall to catch up with Boston and New York City. This will provide insights to a topic important to all IACT members.
Bio
President & CEO of the Connecticut Technology Council (CTC), a trade association and public policy group dedicated to stimulating the growth of the state’s innovation economy. It manages the state’s “innovation ecosystem” under a contract and also produces over 50 programs and events as well as numerous policy reports and advocacy position papers each year.
Previously, he was Executive Vice President & COO of Netkey, Inc, a software firm which raised over $20 million in VC funds and was eventually acquired by NCR. In 1983, He became the founding VP of the Science Park Development Corporation, an incubator complex affiliated with Yale University. He left Science Park to become the president of the Greater New Haven Chamber of Commerce and the affiliated Regional Leadership Council.
Before Science Park he was publisher of the national policy magazine The Washington Monthly, a reporter for Fortune Magazine, a staff director for a committee of the Connecticut State Legislature and worked for the late U.S. Senator Abraham Ribicoff (D-CT).
Matthew is a graduate of Columbia College (AB) in the City of New York, the Yale School of Management (MPPM aka MBA) and is a graduate of the Center for Creative Leadership in North Carolina.
He lives in New Haven with his wife, Marian Chertow, professor of Industrial Ecology at the Yale School of Forestry and Environmental Studies and his two daughters. Among various volunteer activities Matthew is chairman of the New Haven Parking Authority, has been on the Connecticut United Way Board and a member of the Connecticut Transportation Strategy Board.
Third Industrial Revolution? Creating value beyond the firm's boundariesRobin Teigland
My presentation at the Network for Organizational Researcher in Norway (http://neonnet.no/Neondagen/index.html) in November 2009 as well as for Ånge County in Sweden March 2010
Future Trends Presentation Tim Jones Ppt 97Tim Jones
The document summarizes a presentation given by Innovaro and Shell GameChanger about identifying potential 20-year growth opportunities through technology futures. It discusses who the presenters were, why they are interested in future growth, how Shell uses technology futures to explore innovation areas, what future insights and catalysts were highlighted. Some of the future insights presented included that by 2020 China will have 150 million cars and that water scarcity may cause future wars. The document also lists several potential innovation areas and catalysts over the short, medium, and long term like carbon markets, biofuels, and water desalination.
Why the pace of change demands a new approach to labor
With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves combines all four of Rolf Kleiner's white papers exploring the four forces driving the uptake of HR outsourcing. For more information download your copies today:
- In Fast Company
- Strategy is Nothing Without Speed
- Survivability is Adaptability
- The Need to Find a New Workforce
The London Leadership Partnership advocates for an economic model called "Terra Firma Economics" to address climate change risks and opportunities. This model focuses on conserving natural capital and realizing prosperity through principles of asset management. The Partnership operates by licensing knowledge and technologies to governments and organizations seeking to attract investment while transitioning to more sustainable practices. It references theories from Adam Smith to Rifkin to advocate integrating systems that distribute benefits in an orderly way without unnecessary environmental impacts.
Teigland 3D Learning Online Education ConferenceRobin Teigland
This document discusses bringing education and collaboration into virtual worlds like Second Life. It provides an introduction to virtual worlds and education/collaboration in them. It also highlights Tony O'Driscoll's new book "Learning in 3D" and how the University of Texas has established a presence in Second Life for educational purposes.
Virtual Worlds and Entrepreneurship _TeiglandRobin Teigland
A look at virtual worlds and entrepreneurship presented for organization such as ESBRI (Entrepreneurship and Small Business Research Institute), ALMI Företagspartner, and HHS Alumni Network in Stockholm, Sweden in late 2009.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
My presentation from the Reglab 2010 ThinkTank Workshop in Stockholm in November 2010, http://www.reglab.se/reglab/braingain-reglabs-forsta-framsynsseminarium
Globe And Mail Engineering Energys Next Big Breakthroughqingenuity
Derya Yinanc founded Quantum Ingenuity, a "lean startup" based in Calgary that is developing prototypes for innovations in energy extraction technologies. Some of the prototypes focus on upgrading oil sands, mining techniques, extracting methane hydrates, and biodiesel. Yinanc believes that energy extraction needs to become more technology-focused to drive down costs and compete with lower cost sources. He aims to commercialize innovations more quickly than traditional energy companies and sees opportunities to disrupt the industry through portfolio of prototype technologies.
Presentation by David Wood of London Futurists at Transvision 2014, Paris, 20th Nov: Accelerating technology and increasing inequality. With Appendix slide covering Q&A at the event.
Dynamics Day 2012 The Data driven businessIntergen
Rod Oram's presentation agenda included discussing the world, revolution, New Zealand opportunities and paradoxes facing companies. The key topics were around game-changing technologies, sustainable development, and business innovation strategies around issues like finite resources, positive footprints, and biomimicry. Oram argued that businesses need to radically transform operations through sustainability in order to meet human needs at global scale in complex, risky conditions.
This document provides an overview of Karen Cham and her work in the field of digital transformation design (DTD). It discusses DTD as a design-led, user-centered method for transforming complex human systems using digital technologies. The document outlines Karen Cham's experience in sectors like technology, media, education and more. It also summarizes some of her academic writings on topics like complexity theory, systems thinking, and designing complex systems.
Coming up to ten years on from the 2007 Technology Futures programme we conducted for Shell, several people have been asking how well the expert perspectives have played out. This is the summary of two sets of weeklong discussions that took place in Bangalore and London, each of which included around 20 experts from across multiple disciplines all looking out 20 years at how technology may, or may not influence society. This was the second run of the Technology Futures programme after the initial project in 2004 where similar discussions had taken place in Amsterdam and Houston.
At a time when oil accounted for over a third of the world’s energy supply and renewables for less than a tenth of that amount, core areas of future focus were on the potential rise of biofuels, nuclear, solar, wind and wave as well as the challenges in enabling a more electric world. Specific issues raised included the opportunities from second and third generation biofuels and the role of synthetic organisms in the mix; pebble bed nuclear reactors and the potential for fusion; concentrated solar power, the increasing efficiency of photovoltaics and associated cost reductions; energy storage, battery power and superconductivity; hydrogen and microbial fuel cells; the impact of maglev trains, autonomous vehicles as well as data mining and quantum computing. Nearly ten years on the summaries of each of these, the likely development paths and the associated constraints and enabling factors are a recommended read.
Personally, however, it is the later chapters that are most insightful, especially in the context of today’s challenges. Whereas many of the energy related technology shifts have played out, largely in line with some of the expert expectations, it is some of cross-cutting views from 2007 that still seem to be at the fore of our to-do list: How to better collaborate globally and locally, especially across multi-sector partnerships; how to manage distributed activities better than centralised ones; how to better share value from intellectual property; and how best to harness artificial intelligence are all questions as relevant today as they were when we first held the discussions.
While we spend more of our time continuing to look forward, seeking new opportunities and challenges to address, if you have a spare hour or so, I would recommend a flick through the summary report which is available for download here.
This document discusses how virtual worlds can be leveraged for real world results. It notes that virtual worlds allow people to build skills like managing virtual teams across cultures and resolving conflicts without face-to-face communication. Virtual worlds are moving out of the "hype cycle trough" with billions of dollars in virtual goods sales annually. Learning, creating, innovating, and organizing can all occur in virtual worlds. Emerging roles like "avapreneurs" and "born virtuals" may challenge traditional corporations by leveraging microemployees and pro-ams. Many professions and industries will likely be revolutionized by this increased mobility of labor through virtual worlds.
Disruptive innovation refers to innovations that create new markets by either targeting customers at the bottom of the market who are not served by existing products, or targeting customers in new emerging markets. There are three main types of disruptive innovation: low-end disruption, new market disruption, and business model innovation. Examples include Toyota entering the US market with affordable cars, and Grameen Bank providing microloans to the poor without collateral. For companies to foster disruptive innovation, they need to create separate organizational structures, spin out new organizations, or acquire startups already pursuing disruptive strategies. Developing countries and non-consumers are ideal target markets. Grameen Bank and Grameen Phone are examples of disruptive
The document provides an overview of the European startup ecosystem and its progress in recent years. It notes that Europe has closed the gap with Silicon Valley in terms of startup formation and venture capital-backed exits. However, it will be critical to maintain this momentum to remain relevant globally. A new public data platform called EuropeanStartups.co will be launched in 2020 to provide data and intelligence to help stakeholders and inform policymaking. The initiative aims to showcase strengths and address weaknesses to help the ecosystem weather the current COVID-19 crisis and emerge stronger.
This document discusses innovations that could help address challenges facing the UK, including economic issues from the recession and longer term trends like an aging population and climate change. It proposes four types of innovations that could help: versatile technologies applicable to multiple needs; parsimonious technologies that use resources efficiently; decentralized technologies empowering individuals and communities; and purposive innovations aimed at broader social and environmental goals beyond just economic growth. The document calls for a new era of "purposive innovation" to guide technological progress in a way that creates a better society and world.
The End Of Control and the Future of Content: Futurist Gerd Leonhard Authors@...Gerd Leonhard
When every song, every movie, every book and every image can easily be found and shared via high-speed digital networks, and any actual control of the flow of content becomes a thing of the past, how will content creators and their respective industries generate growing revenues, in the future? When search becomes media, and advertising becomes content, what's the future of creativity? Which precise new generatives (>Kevin Kelly) can be nurtured to build this new ecosystem of search, content and communications, based on access to content rather than copies?
More at www.mediafuturist.com
Who: Matt Nemerson, President & CEO of the Connecticut Technology Council (CTC)
What: Building a World Class Innovation Ecosystem for Connecticut
Where: Fairfield University Dolan School of Business DINING ROOM (104A)
When: Tuesday, June 19, 2012; 7:00 PM. Admission is free.
Building a World Class Innovation Ecosystem for Connecticut
Brief
The presentation will identify what Connecticut is doing to start-up and grow new companies which has been a problem in the past. Matt will discuss what the state is, can and should be doing overall to catch up with Boston and New York City. This will provide insights to a topic important to all IACT members.
Bio
President & CEO of the Connecticut Technology Council (CTC), a trade association and public policy group dedicated to stimulating the growth of the state’s innovation economy. It manages the state’s “innovation ecosystem” under a contract and also produces over 50 programs and events as well as numerous policy reports and advocacy position papers each year.
Previously, he was Executive Vice President & COO of Netkey, Inc, a software firm which raised over $20 million in VC funds and was eventually acquired by NCR. In 1983, He became the founding VP of the Science Park Development Corporation, an incubator complex affiliated with Yale University. He left Science Park to become the president of the Greater New Haven Chamber of Commerce and the affiliated Regional Leadership Council.
Before Science Park he was publisher of the national policy magazine The Washington Monthly, a reporter for Fortune Magazine, a staff director for a committee of the Connecticut State Legislature and worked for the late U.S. Senator Abraham Ribicoff (D-CT).
Matthew is a graduate of Columbia College (AB) in the City of New York, the Yale School of Management (MPPM aka MBA) and is a graduate of the Center for Creative Leadership in North Carolina.
He lives in New Haven with his wife, Marian Chertow, professor of Industrial Ecology at the Yale School of Forestry and Environmental Studies and his two daughters. Among various volunteer activities Matthew is chairman of the New Haven Parking Authority, has been on the Connecticut United Way Board and a member of the Connecticut Transportation Strategy Board.
Third Industrial Revolution? Creating value beyond the firm's boundariesRobin Teigland
My presentation at the Network for Organizational Researcher in Norway (http://neonnet.no/Neondagen/index.html) in November 2009 as well as for Ånge County in Sweden March 2010
Future Trends Presentation Tim Jones Ppt 97Tim Jones
The document summarizes a presentation given by Innovaro and Shell GameChanger about identifying potential 20-year growth opportunities through technology futures. It discusses who the presenters were, why they are interested in future growth, how Shell uses technology futures to explore innovation areas, what future insights and catalysts were highlighted. Some of the future insights presented included that by 2020 China will have 150 million cars and that water scarcity may cause future wars. The document also lists several potential innovation areas and catalysts over the short, medium, and long term like carbon markets, biofuels, and water desalination.
Why the pace of change demands a new approach to labor
With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves combines all four of Rolf Kleiner's white papers exploring the four forces driving the uptake of HR outsourcing. For more information download your copies today:
- In Fast Company
- Strategy is Nothing Without Speed
- Survivability is Adaptability
- The Need to Find a New Workforce
The London Leadership Partnership advocates for an economic model called "Terra Firma Economics" to address climate change risks and opportunities. This model focuses on conserving natural capital and realizing prosperity through principles of asset management. The Partnership operates by licensing knowledge and technologies to governments and organizations seeking to attract investment while transitioning to more sustainable practices. It references theories from Adam Smith to Rifkin to advocate integrating systems that distribute benefits in an orderly way without unnecessary environmental impacts.
Teigland 3D Learning Online Education ConferenceRobin Teigland
This document discusses bringing education and collaboration into virtual worlds like Second Life. It provides an introduction to virtual worlds and education/collaboration in them. It also highlights Tony O'Driscoll's new book "Learning in 3D" and how the University of Texas has established a presence in Second Life for educational purposes.
Virtual Worlds and Entrepreneurship _TeiglandRobin Teigland
A look at virtual worlds and entrepreneurship presented for organization such as ESBRI (Entrepreneurship and Small Business Research Institute), ALMI Företagspartner, and HHS Alumni Network in Stockholm, Sweden in late 2009.
The document discusses how mass collaboration, or "Wikinomics", is altering traditional business models and economics. It provides examples of how open sharing of intellectual property and collaborative problem solving, like with Linux and Goldcorp's gold mining challenge, can drive innovation. The airline industry in particular faces challenges that require new strategies leveraging mass collaboration through shared networks and processes to reduce costs while improving operations. Blue Water Solutions is an aviation consulting firm that helps clients address challenges through collaborative partnerships and leveraging subject matter experts.
My presentation from the Reglab 2010 ThinkTank Workshop in Stockholm in November 2010, http://www.reglab.se/reglab/braingain-reglabs-forsta-framsynsseminarium
Globe And Mail Engineering Energys Next Big Breakthroughqingenuity
Derya Yinanc founded Quantum Ingenuity, a "lean startup" based in Calgary that is developing prototypes for innovations in energy extraction technologies. Some of the prototypes focus on upgrading oil sands, mining techniques, extracting methane hydrates, and biodiesel. Yinanc believes that energy extraction needs to become more technology-focused to drive down costs and compete with lower cost sources. He aims to commercialize innovations more quickly than traditional energy companies and sees opportunities to disrupt the industry through portfolio of prototype technologies.
Presentation by David Wood of London Futurists at Transvision 2014, Paris, 20th Nov: Accelerating technology and increasing inequality. With Appendix slide covering Q&A at the event.
Dynamics Day 2012 The Data driven businessIntergen
Rod Oram's presentation agenda included discussing the world, revolution, New Zealand opportunities and paradoxes facing companies. The key topics were around game-changing technologies, sustainable development, and business innovation strategies around issues like finite resources, positive footprints, and biomimicry. Oram argued that businesses need to radically transform operations through sustainability in order to meet human needs at global scale in complex, risky conditions.
This document provides an overview of Karen Cham and her work in the field of digital transformation design (DTD). It discusses DTD as a design-led, user-centered method for transforming complex human systems using digital technologies. The document outlines Karen Cham's experience in sectors like technology, media, education and more. It also summarizes some of her academic writings on topics like complexity theory, systems thinking, and designing complex systems.
Coming up to ten years on from the 2007 Technology Futures programme we conducted for Shell, several people have been asking how well the expert perspectives have played out. This is the summary of two sets of weeklong discussions that took place in Bangalore and London, each of which included around 20 experts from across multiple disciplines all looking out 20 years at how technology may, or may not influence society. This was the second run of the Technology Futures programme after the initial project in 2004 where similar discussions had taken place in Amsterdam and Houston.
At a time when oil accounted for over a third of the world’s energy supply and renewables for less than a tenth of that amount, core areas of future focus were on the potential rise of biofuels, nuclear, solar, wind and wave as well as the challenges in enabling a more electric world. Specific issues raised included the opportunities from second and third generation biofuels and the role of synthetic organisms in the mix; pebble bed nuclear reactors and the potential for fusion; concentrated solar power, the increasing efficiency of photovoltaics and associated cost reductions; energy storage, battery power and superconductivity; hydrogen and microbial fuel cells; the impact of maglev trains, autonomous vehicles as well as data mining and quantum computing. Nearly ten years on the summaries of each of these, the likely development paths and the associated constraints and enabling factors are a recommended read.
Personally, however, it is the later chapters that are most insightful, especially in the context of today’s challenges. Whereas many of the energy related technology shifts have played out, largely in line with some of the expert expectations, it is some of cross-cutting views from 2007 that still seem to be at the fore of our to-do list: How to better collaborate globally and locally, especially across multi-sector partnerships; how to manage distributed activities better than centralised ones; how to better share value from intellectual property; and how best to harness artificial intelligence are all questions as relevant today as they were when we first held the discussions.
While we spend more of our time continuing to look forward, seeking new opportunities and challenges to address, if you have a spare hour or so, I would recommend a flick through the summary report which is available for download here.
This document discusses how virtual worlds can be leveraged for real world results. It notes that virtual worlds allow people to build skills like managing virtual teams across cultures and resolving conflicts without face-to-face communication. Virtual worlds are moving out of the "hype cycle trough" with billions of dollars in virtual goods sales annually. Learning, creating, innovating, and organizing can all occur in virtual worlds. Emerging roles like "avapreneurs" and "born virtuals" may challenge traditional corporations by leveraging microemployees and pro-ams. Many professions and industries will likely be revolutionized by this increased mobility of labor through virtual worlds.
Disruptive innovation refers to innovations that create new markets by either targeting customers at the bottom of the market who are not served by existing products, or targeting customers in new emerging markets. There are three main types of disruptive innovation: low-end disruption, new market disruption, and business model innovation. Examples include Toyota entering the US market with affordable cars, and Grameen Bank providing microloans to the poor without collateral. For companies to foster disruptive innovation, they need to create separate organizational structures, spin out new organizations, or acquire startups already pursuing disruptive strategies. Developing countries and non-consumers are ideal target markets. Grameen Bank and Grameen Phone are examples of disruptive
The document provides an overview of the European startup ecosystem and its progress in recent years. It notes that Europe has closed the gap with Silicon Valley in terms of startup formation and venture capital-backed exits. However, it will be critical to maintain this momentum to remain relevant globally. A new public data platform called EuropeanStartups.co will be launched in 2020 to provide data and intelligence to help stakeholders and inform policymaking. The initiative aims to showcase strengths and address weaknesses to help the ecosystem weather the current COVID-19 crisis and emerge stronger.
This document discusses innovations that could help address challenges facing the UK, including economic issues from the recession and longer term trends like an aging population and climate change. It proposes four types of innovations that could help: versatile technologies applicable to multiple needs; parsimonious technologies that use resources efficiently; decentralized technologies empowering individuals and communities; and purposive innovations aimed at broader social and environmental goals beyond just economic growth. The document calls for a new era of "purposive innovation" to guide technological progress in a way that creates a better society and world.
This document discusses innovations that could help address challenges facing the UK, including economic issues from the recession and longer term trends like an aging population and climate change. It proposes four types of innovations that could help: versatile technologies applicable to multiple problems, parsimonious technologies that use resources efficiently, decentralized technologies empowering individuals and communities, and purposive innovations aimed at social and environmental goals rather than just profits. The document calls for using the recession as an opportunity to pursue these kinds of innovations and guide technological progress toward creating a better society and world.
The document summarizes an entrepreneurship presentation given by Julie Meyer on the future of entrepreneurship. Some key points from the presentation include:
1) Entrepreneurs are well-positioned to understand how markets are evolving by being "in the eye of the storm" of daily market changes.
2) Factors like open source software, cloud applications, voice interfaces, and a global flow of talent are changing the business landscape for entrepreneurs.
3) European governments need to support rather than hinder entrepreneurs by reducing taxes and regulations in order to help drive economic growth.
4) Entrepreneurs who take risks to create new products and start new companies despite challenges should be admired.
Etude 2016 par EY & ChairEEEE : "Au-delà des licornes : l’industrialisation de la rupture"
Ces dernières années, le phénomène des licornes s’est amplifié à une vitesse phénoménale. En janvier 2011, le monde en comptait 9 valorisées à plus d’un milliard de dollars. En septembre 2016, il y en avait 176.
Les licornes ne sont que la partie émergée de l'iceberg de la dynamique de rupture.
Le défi majeur est de comprendre comment certains territoires favorisent la création d’entreprises qui bouleversent nos économies et nos sociétés. S’il y a 176 licornes dans le monde, il y a en revanche des milliers de Future Power Companies (FPC), pour la plupart non recensées. Or, elles aussi contribuent à initier des ruptures à un rythme rapide.
Good Tech Lab explores the frontiers of technology, entrepreneurship and venture finance, where pioneers tackle the world's biggest problems. This slidedeck presents our inaugural research, leading up to a final report published in september 2018. If you like it, get in touch with us!
The document discusses disruption in the financial services industry due to technological and societal changes. It notes that exponential changes in computing, communication, storage and networking have reset the business environment. Traditional competitive advantages and business models are challenged. Innovation will be key to success as fuzzy sector borders emerge and customer expectations change. Culture and the ability to attract the right professionals will determine competitive advantage more than financial metrics.
Who Will Be the Rock Stars of Corporate Sustainability?Victoria Zelin
This article was written in January, 2010, based on my presentation at the conference, Science, Wisdom, and the Future: Humanity's Quest for a Flourishing Earth in 2009. Published as a book of the same name in 2012 by Collins Foundation Press as a compilation of essays by scientists, philosophers, economists, educators, activists, artists and business people.
http://www.collinsfoundationpress.com/
January 2012 creating value in entreprenurial venture capitaljimdewilde
(1) The document discusses trends in venture capital and value creation, including reinventing capitalism through entrepreneurship.
(2) It provides examples of areas for venture capital opportunities, such as digital innovations in Tunisia and environmental technologies in Amsterdam.
(3) The author argues that value creation will be highly valued going forward, and lists three necessary conditions for entrepreneurial growth: a talent pool around universities, a venture capital community linked to best practices, and local success stories to serve as examples.
Leadership For Unprecedented Times (White Paper)Belfaz
1) The document discusses leadership challenges in unprecedented times and the opportunities that can arise from addressing global issues like climate change and poverty.
2) It argues that exploring opportunities posed by world issues can uncover new sources of competitive advantage while also engaging talent through corporate social responsibility initiatives.
3) Successful leaders will need to look beyond short-term gains, take risks by challenging the status quo, and integrate social and environmental issues into their organization's core values and operations.
English Translation Of Go Forward Plan, Harvard Bus ReviewThomas Nastas
This document discusses strategies for scaling up innovation and supporting small and medium enterprises (SMEs) in attacking global technology markets. It presents a seven-point "GoForward" plan for building domestic technology platforms around a country's strategic assets and industries in order to catalyze more technology absorption and position SMEs for global markets. Emerging country governments are encouraged to support SMEs' innovation and venture capital investments to replicate the success of countries like Israel and Singapore in creating and exporting knowledge.
Re-Innovating Innovation: The Case for Emerging MarketsInfosys
Market players that have learnt to compete on volume despite low margins in a tough environment have also developed a lethal capability to explode premium market barriers in mature markets. Western incumbents will only be able to win this race as long as they can compete and excel not only at home, but more importantly, in the rough-and-tumble of emerging markets.
Know more: http://www.infosys.com/building-tomorrows-enterprise/emerging-economies/Pages/index.aspx
The document defines key terms related to startup companies such as startups, business incubators, venture capital, angel investors, and liquidity events. It also profiles successful entrepreneurs such as Sean Parker, Elon Musk, and Larry Ellison and their companies Napster, Tesla Motors, and Oracle. The document explores various aspects of starting and growing new businesses.
The document discusses new types of innovation emerging in the global economy, including crowdsourcing, reverse innovation, and grassroots/frugal innovation. It notes that known types of innovation have come to the forefront and new, previously unknown types have emerged. Crowdsourcing involves mass participation and networking in innovation processes. Reverse innovation refers to innovation flows from developing to developed countries. Both leverage global networks and involve users/consumers. Traditional innovation models are being replaced by more decentralized and inclusive models.
Small And Medium Enterprise In BangladeshSheri Elliott
This document discusses small and medium enterprises (SMEs) in Bangladesh and provides recommendations to support their growth and development. SMEs are recognized as engines of economic growth and provide many benefits like job creation and entrepreneurship development. However, SMEs in Bangladesh face challenges accessing financial services like loans and venture capital. The document recommends establishing a uniform definition of SME categories, improving access to seed money, leasing, venture capital and long-term loans, and creating a specialized lending corporation to support SME financing.
Public Engagement In The Conversation AgePiaras Kelly
This document discusses several topics related to public engagement in the conversation age, including:
1. Trust in financial institutions and governments has collapsed due to the global economic crisis, and restoring confidence and trust will be key to recovery.
2. The financial services sector has seen a significant decline in trust, particularly banks, and rebuilding trust with citizens will require adapting communications strategies to new digital channels.
3. Other industries like hedge funds and insurance have been less directly impacted but still face challenges in engaging external stakeholders and avoiding excessive regulation due to negative perceptions.
4. Public relations is evolving towards a model of public engagement that converges different communications disciplines and emphasizes constructive dialogue between citizens, businesses, and governments.
Public Engagement in the Conversation Age - 2008Edelman Digital
Public Engagement in the Conversation Age is a series of essays written by senior members of the Edelman UK team, which set out to capture what our Communications world looks like today and what it might look like tomorrow, contextualised by today’s harsher economic reality. They are designed to provoke thought, stimulate debate and provide content. They speak directly to The Conversation Economy. They hopefully illustrate that PR can – and should – be at the vanguard of change.
The keynote speech by HE Ali bin Ibrahim Al Naimi argued that economic power is shifting from developed to emerging markets like Asia and the Middle East. As the top oil producer, Saudi Arabia is ready to meet global energy demands. However, he warned of threats to price stability from commodity speculation.
The panel on "Global Risks in 2011" expressed a cautious optimism for recovery but noted it will be uneven. Tony Blair stressed the need for international cooperation rather than competition to manage challenges. Jean Chretien believed optimism can boost economies by encouraging consumption.
The panel on "Power of Social Media" discussed its growth and potential for innovation but also risks to privacy and security. Jared Cohen of Google
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
Tdasx: Unveiling the Trillion-Dollar Potential of Bitcoin DeFi
CSR International 2010-02 Schulz
1. CLEANTECH
A Call for
Urgency and Passion
Cleantech Venture Capital in Silicon Valley and Germany
To teach the dangers of exponential growth, this riddle is told in France: A water lily plant is growing on a pond. Every day, the water
lily covers twice the area it has covered the day before. If you let it grow over the whole water surface, all other plants and fish in the
pond will die. So you decide to let it grow until the lily covers only half the surface. Question: How long do you have to avoid disaster?
Answer: Only one day.
by Tom Schulz
Cleantech is the ideal combination of Challenges” by the masterminds in not developed enough sensitivity,
technology and meaning. It connects the Valley. These challenges are recog- and thus are dangerously undere-
information technology, the Internet, nized and formulated by international stimating them. When the Internet
semiconductor technology, chemical, organizations like the Copenhagen seemingly appeared all of a sudden
and biotechnology to save the world. Consensus, the WFUNA Millennium in the 1990’s, it was, in fact, a con-
Following the new trend, thousands Goals, and the U.S. National Aca- tinuous, and exponential growth,
of professionals in Silicon Valley, Cali- demy of Engineering. They all agree which had been evident for years to
fornia, are changing their career paths that humanity needs to address the those who could recognize it. The
to access the “Green Jobs” market. effects of exponential growth that are world-renowned inventor-scientist
Venture capitalists, like Vinod Khosla, getting out of control. These include Ray Kurzweil pointed out in his book
are seizing the opportunity and are population growth, energy consump- published in 2005, `The Singularity
raising new cleantech funds. Khosla, tion, the climate crisis, destruction is Near: When Humans Transcend
who is a pioneer in inventing whole of biodiversity, or the exploitation Biology‘, that we will experience a
market segments, recently closed a of natural resources including land “singularity” in less than 35 years.
1 billion dollar fund to finance for and water; but also social issues such That means that both the positive as
instance the production of biofuels as human rights violations, the gap well as the negative growth effects
such as cellulosic ethanol. between rich and poor, the lack of will lead humanity into a future that
democracy, pandemics or the equal we cannot yet imagine.
Venture Capital treatment of women.
for Grand Challenges One thing, however, is certain: we
All of these developments are gro- can counteract the negative progres-
The greatest challenges humanity wing exponentially, a process for sions only through enormous effort.
faces today have been named “Grand which we, as human beings, have Minor improvements or patch-up
58 forum CSR international
2. CLEANTECH
jobs will achieve no meaningful has had traditionally strong engi- ticians, scientists, philosophers, artists,
change on a global scale because neers, but startup financing occurs and other opinion leaders must take
we’re faced with inter-dependent rather through personal loans from their responsibility at the global scale
systemic challenges. To paraphrase a local savings banks than through very seriously. We do not need local
quote by Vinod Khosla from Khosla venture capital. In consequence, evolutions, but global revolutions.
Ventures: “It is completely irrelevant technology companies are either The question is no longer how do we
how many people drive a Toyota outrun by VC financed competitors create more German jobs but rather
Prius (hybrid car) here in California; from USA or Asia, or being sold at how do German exports help India
what counts is what kind of car low valuations to Siemens or other and China reduce their CO2 emissions.
the millions of new car owners in market leaders. The upside for the German industry
China or India will drive”. Applied is obvious. Yet, in order to become
to Germany’s car manufacturing Are foreign investors interested in significant global players, German
industry, this means that it does not German cleantech? Yes, but their engineers and entrepreneurs need
matter whether a German car manu- appetite seems to be even bigger for much more money than the current
facturer adds an extra electric motor the Asian market, especially China, allocated private equity, because a
to its 350 horse power SUV, but India, and Singapore. Frank Levin- cleantech business requires consi-
whether the German automotive son, investor and founder of Finisar derably more capital than an Internet
parts supplier will, or even can, pro- and an incubator in Singapore, justi- start-up.
vide a technology that finds its way fied his Asian investments by stating,
into a $2,000 Tata automobile. “China has cheaper labor, more en- We need a campaign for urgency
gineers, more entrepreneurs, more and passion. Today, we are not th-
Venture Capital in Germany of everything – including money.” reatened by sudden destruction, but
For obvious reasons, VCs like to be by a gradual decline into trivialities,
Starting a business in cleantech is close to their portfolio companies. insignifi cance, and self preoccup-
expensive and takes a long time, es- Thus, they have to open offices at ation.
pecially in comparison with software great expense and risk a great deal
or Internet businesses. Thus, there are when they expand internationally.
significantly larger funds raised; how- Some American VCs are indirectly
ever, all of them in the U.S. rather than investing in Germany, often as co-
in Europe. Three super-funds started investors, if they have a local VC Profile
the race in 2009: Khosla Ventures partner in Germany who focuses
($1.1 billion), NEA New Enterprise on local portfolio management.
Associates ($2.5 billion), and Norwest However, they often perceive the
Venture Partners ($1.2 billion). Each of European markets in general and the
these funds has allocated a large share German markets in particular often
of money to cleantech and keeps a as stagnant, infl exible, expensive,
close eye on the developments in India and conservative. In consequence,
and China. they often skip the old world and
go to Asia directly.
Cleantech VC investments in North
America have increased rapidly from Innovation, Entrepreneurship,
$1.33 billion in 2005 to $2.88 billion Venture Capital The serial-social entrepreneur Thomas
in 2006, and $4.21 billion in 2007. Schulz is the founder of Cybernet AG, the
The highest level was achieved in As we could experience during the first nationwide Internet service provider
2008 with $6.09 billion. The European dot.com boom, when innovation, that became the first publicly traded in-
ternet company on the German stock ex-
(including Israel) investments with its entrepreneurship, and venture capital
change in 1997. Moreover, he is co-founder
$1.83 billion invested in 2008 pale in work in unison, they can become a
of the Cleantech Circle in San Francisco, a
comparison. powerful economic driver. On the group of serial entrepreneurs and business
other hand, if research findings are angels focusing on cleantech investments.
When asked for their opinion on not practice-relevant, or are not ad- After spending the past ten years in Silicon
Germany, the cleantech insiders in opted by entrepreneurs, or if start-ups Valley as an investor and entrepreneur, the
Silicon Valley give the usual answers: do not receive the necessary funding, venture philanthropist relocated back in
Germany may be technology leader the system is blocked. Munich, where he recently co-founded a
in many areas, but they are barely new smart grid/energy efficiency start-up
known in the international scene. So, if we want to address any of the and is raising a cleantech fund.
Hardly anyone inside or outside Ger- Grand Challenges facing humanity
tom@cleantechcircle.com
many knows that the region Berlin- today and live a life of meaning and
www.tomschulz.name
Brandenburg constitutes the world’s fulfillment, we must think globally
www.cleantechcircle.com
biggest cleantech cluster. Germany more than ever before. German poli-
www.forum-csr.net 59