This document summarizes a report by Nesta on young people's attitudes and opportunities for digital creativity in the UK. It begins with forewords from Martha Lane Fox and Tony Hall emphasizing the importance of nurturing young people's interest in digital making and ensuring everyone has access to opportunities. The executive summary then outlines key findings, including that most young people have made something online but many lack awareness of local opportunities. It recommends expanding provision, particularly in rural areas, and ensuring all young people can develop skills and confidence as digital makers.
Accenture United Nations Global Compact: Communication on Progress 2020Accenture Italia
This document provides an overview of Accenture's 2020 Communication on Progress report regarding its support of the United Nations Global Compact and progress toward sustainability goals. It summarizes Accenture's actions over the past year to care for employees during the pandemic, promote racial equality and gender balance, invest in reskilling employees, set ambitious climate goals including net-zero emissions by 2025, engage suppliers on sustainability, and maintain high ethical standards. The report highlights Accenture's commitment to the UN Sustainable Development Goals and its leadership in sustainability as a UN Global Compact LEAD member.
Optimum Lightpath is changing the way the metro area utilizes telecommunications by delivering fiber optics to your office on our dollar providing voice and data services in a fashion that is highly reliable, cost effective and resilient - It would behoove all businesses to learn about what we are offering.
BrandZ Top 50 Most Valuable Indonesian Brands 2015Kantar
Millward Brown and WPP released the first annual BrandZ Top 50 Most Valuable Indonesian Brands report and ranking, Wednesday, August 19. The report identifies the key forces driving brand growth in Indonesia, and is an addition to the BrandZ annual rankings which include the Global Top100 Brands as well as rankings for China, India, and Latin America. - See more at: http://www.millwardbrown.com/mb-global/brand-strategy/brand-equity/brandz/top-indonesian-brands/2015
The document discusses how the customer experience should evolve for a world in lockdown due to the COVID-19 pandemic. It describes 8 ways that the human experience has fundamentally changed, including a loss of control, renewed health and safety concerns, physical distance from others, shifting priorities, disrupted habits, uncertainty, lack of variation in daily life. It provides examples of how people are responding to these changes and opportunities for brands to understand and address customers' new needs and behaviors during this period.
Founder of Ekipa.co, Hugo Messer is one of the speakers at the renowned conference Voxxed Days in Singapore. His topic is 'running a boss-less organization'; if you are curious about how to do that, have a look at our Ekipa Reinvented principles: http://pub.lucidpress.com/46630220-695a-4a2d-8f8a-69a5358a6f25/#_0
Check out his presentation for #VoxxeddaysSingapore
The document discusses using social media to engage attendees before, during, and after events. It recommends incorporating social media into daily routines as social media is now a key part of online activity and competition. Several social media tools are mentioned that can help build attendee value by identifying and engaging prospects earlier, personalizing the event experience, and empowering attendees. Metrics from a past event demonstrate the reach that various social media platforms can provide.
This document summarizes a report by Nesta on young people's attitudes and opportunities for digital creativity in the UK. It begins with forewords from Martha Lane Fox and Tony Hall emphasizing the importance of nurturing young people's interest in digital making and ensuring everyone has access to opportunities. The executive summary then outlines key findings, including that most young people have made something online but many lack awareness of local opportunities. It recommends expanding provision, particularly in rural areas, and ensuring all young people can develop skills and confidence as digital makers.
Accenture United Nations Global Compact: Communication on Progress 2020Accenture Italia
This document provides an overview of Accenture's 2020 Communication on Progress report regarding its support of the United Nations Global Compact and progress toward sustainability goals. It summarizes Accenture's actions over the past year to care for employees during the pandemic, promote racial equality and gender balance, invest in reskilling employees, set ambitious climate goals including net-zero emissions by 2025, engage suppliers on sustainability, and maintain high ethical standards. The report highlights Accenture's commitment to the UN Sustainable Development Goals and its leadership in sustainability as a UN Global Compact LEAD member.
Optimum Lightpath is changing the way the metro area utilizes telecommunications by delivering fiber optics to your office on our dollar providing voice and data services in a fashion that is highly reliable, cost effective and resilient - It would behoove all businesses to learn about what we are offering.
BrandZ Top 50 Most Valuable Indonesian Brands 2015Kantar
Millward Brown and WPP released the first annual BrandZ Top 50 Most Valuable Indonesian Brands report and ranking, Wednesday, August 19. The report identifies the key forces driving brand growth in Indonesia, and is an addition to the BrandZ annual rankings which include the Global Top100 Brands as well as rankings for China, India, and Latin America. - See more at: http://www.millwardbrown.com/mb-global/brand-strategy/brand-equity/brandz/top-indonesian-brands/2015
The document discusses how the customer experience should evolve for a world in lockdown due to the COVID-19 pandemic. It describes 8 ways that the human experience has fundamentally changed, including a loss of control, renewed health and safety concerns, physical distance from others, shifting priorities, disrupted habits, uncertainty, lack of variation in daily life. It provides examples of how people are responding to these changes and opportunities for brands to understand and address customers' new needs and behaviors during this period.
Founder of Ekipa.co, Hugo Messer is one of the speakers at the renowned conference Voxxed Days in Singapore. His topic is 'running a boss-less organization'; if you are curious about how to do that, have a look at our Ekipa Reinvented principles: http://pub.lucidpress.com/46630220-695a-4a2d-8f8a-69a5358a6f25/#_0
Check out his presentation for #VoxxeddaysSingapore
The document discusses using social media to engage attendees before, during, and after events. It recommends incorporating social media into daily routines as social media is now a key part of online activity and competition. Several social media tools are mentioned that can help build attendee value by identifying and engaging prospects earlier, personalizing the event experience, and empowering attendees. Metrics from a past event demonstrate the reach that various social media platforms can provide.
La rilevanza è stato il tema trattato durante la terza edizione del Products Day di Accenture, The Age of Relevance, tenutosi il 29 maggio 2019 presso l'Accenture Customer Innovation Network di Milano #ACINMilan. Nella sua presentazione, Mark Curtis, Co-Founder e COO di Fjord, ha illustrato il concetto di rilevanza, nell’era in cui i dati, lo spazio e i mercati sono costruiti intorno alle persone.
Microsoft publishes an annual citizenship report to summarize its efforts to meet high standards for ethical business conduct, empower communities, respect human rights, source responsibly, and achieve environmental sustainability; highlights from fiscal year 2015 include surpassing a goal of creating opportunities for over 307 million youth, making over $922 million in technology donations, and maintaining carbon neutrality through renewable energy purchases and offsets. The report also outlines Microsoft's governance of citizenship issues, engagement with stakeholders, and performance against goals for improving diversity, supplying responsibly, and respecting privacy.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
BUILDING A FUTURE OF SHARED SUCCESS
In this report, we are pleased to share our progress for 2019 across the focus areas of the United Nations Global Compact.
This document provides an overview of the Sustainable Development Goals (SDGs) and outlines the purpose and audience of the SDG ICT Playbook. The playbook examines how investments in information and communications technology (ICT) can support achievement of the UN's 17 SDGs. It is intended for senior managers, advisors, and leaders of organizations involved in development work who want to understand how to leverage ICT to make progress on the global goals. The playbook provides information on relevant technology areas and makes recommendations.
Moving digital transformation forward: Findings from the 2016 digital busines...Deloitte United States
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.
To read more and download the full report, visit: http://deloi.tt/2fnahoe
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
The Age of Relevance - Accenture Customer Innovation Network MilanAccenture Italia
All’interno del mutevole panorama contemporaneo, in cui il lavoro e i ruoli sono in continua evoluzione, dove l’uso della robotica è in forte crescita, lo sviluppo di nuove capacità è diventato un fattore fondamentale.
L'Accenture Customer Innovation Network (ACIN) è il laboratorio dove è possibile riconfigurare la percezione del proprio brand per massimizzarne la rilevanza. ACIN lavora con i clienti per connetterli con l'ecosistema circostante, per ispirarli e per aiutarli a scoprire insight sui loro clienti.
Le sue risorse, le sue strutture e il suo know-how aiutano a posizionare i brand in uno spazio più rilevante per i loro clienti, co-creando innovazione e realizzando la loro nuova brand purpose e creando scalabilità durante il processo di trasformazione.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
The document discusses new advances in technology that provide opportunities and challenges for the technology, media, and telecommunications industries. It covers topics like streaming services growing rapidly among millennials, who spend more time streaming than watching live TV. Younger consumers also pay more attention to digital ads than TV ads. New technologies like virtual reality and advances in connectivity like 5G networks and small cells are discussed in the context of their impacts on these industries. Polls are included to gather readers' views on topics like media consumption habits and interest in 5G networks.
Fujitsu-ICT-Sustainability-Benchmark-2014 (1)Lee Stewart
The document summarizes the key findings of the 2014 New Zealand ICT Sustainability Benchmark report. The report found that New Zealand's performance in ICT sustainability declined across all areas measured. End user computing and equipment lifecycle management saw the largest drops, while metrics was the lowest scoring area overall. Heavy industry was the top performing sector, while government and retail/logistics performed poorly. The report recommends organizations prioritize improving power management, procurement standards, and metrics collection to enhance ICT sustainability.
Media consumption habits are shifting as evolving technology puts today’s empowered consumer in the driver’s seat. Find out how their attitudes and behaviors are impacting business models and economics across industries here: https://www2.deloitte.com/us/en/pages/technology-media-and-telecommunications/articles/digital-democracy-survey-generational-media-consumption-trends.html?id=us:2sm:3ss:dds11:eng:tmt:032817
In this presentation we will discuss what the state of the construction economy and employment will look like in 2017. Learn what your business can do about it and how to come up with a game plan.
Digital ecosystems will be the next big wave of enterprise disruption. Traditional boundaries between industry verticals are fading. The result? Unexpected newcomers are creating market power shifts.
Data driven communities in the Middle East: The Power and Potential of Analyticsaccenture
Cities use analytics in many ways, and one size does not fit all. What have we learned from the first movers? Being data driven requires a cultural shift. Learn more: https://accntu.re/2rGgyla
The start of the school year is near. While there is still a need to get back to the basics with pencils and textbooks, digital influences continue to increase and device ownership is at an all-time high. Parents’ household financial situation is holding consistent with last year, and so too is families’ average spending on school supplies. In addition, cyber security continues to be top of mind, as the majority of consumers demonstrate concerns about the protection of their personal data. These trends and more are highlighted in our latest surveys: www.deloitte.com/us/2015Back2School.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Artificial intelligence could significantly boost productivity in the U.S. federal workforce, potentially providing $532 billion in annual benefits by 2028. However, federal workers will need training to take full advantage of AI's benefits. The study found AI could automate around 30% of average federal workers' tasks by 2028 if investment increases as projected. To maximize AI's benefits, the document recommends federal agencies prioritize reskilling workers, aligning AI with strategic objectives, and ensuring accessible and trusted data.
The document discusses redesigning student lockers by analyzing the current lockers, exploring new alternatives, and finding the best options. It mentions looking at new aspects such as size, ergonomic design, how they open and close, internal layout, and security. Additional new aspects proposed are colors, using fun and ecological materials.
The document proposes developing a skills taxonomy to address problems recruiters face in evaluating job applicants. It discusses related work on skills taxonomies, which lacked comprehensive relationship information or public availability. As a motivating example, it describes using an individual's Stack Overflow posts and tags to create a skills cloud, but initial methods produced noisy results. A hybrid approach is proposed that seeds a taxonomy with public resources like Wikipedia and identifies skills and relationships through data mining. Experimental results showed a 98% classification rate.
La rilevanza è stato il tema trattato durante la terza edizione del Products Day di Accenture, The Age of Relevance, tenutosi il 29 maggio 2019 presso l'Accenture Customer Innovation Network di Milano #ACINMilan. Nella sua presentazione, Mark Curtis, Co-Founder e COO di Fjord, ha illustrato il concetto di rilevanza, nell’era in cui i dati, lo spazio e i mercati sono costruiti intorno alle persone.
Microsoft publishes an annual citizenship report to summarize its efforts to meet high standards for ethical business conduct, empower communities, respect human rights, source responsibly, and achieve environmental sustainability; highlights from fiscal year 2015 include surpassing a goal of creating opportunities for over 307 million youth, making over $922 million in technology donations, and maintaining carbon neutrality through renewable energy purchases and offsets. The report also outlines Microsoft's governance of citizenship issues, engagement with stakeholders, and performance against goals for improving diversity, supplying responsibly, and respecting privacy.
We focus on finding new ways to apply technology and invention to create a positive and lasting impact for people and communities. Our 2017 Corporate Citizenship Report explores our goals, progress and performance across our global operations during our most recent fiscal year. Learn more: https://accntu.re/2GBVqoZ
BUILDING A FUTURE OF SHARED SUCCESS
In this report, we are pleased to share our progress for 2019 across the focus areas of the United Nations Global Compact.
This document provides an overview of the Sustainable Development Goals (SDGs) and outlines the purpose and audience of the SDG ICT Playbook. The playbook examines how investments in information and communications technology (ICT) can support achievement of the UN's 17 SDGs. It is intended for senior managers, advisors, and leaders of organizations involved in development work who want to understand how to leverage ICT to make progress on the global goals. The playbook provides information on relevant technology areas and makes recommendations.
Moving digital transformation forward: Findings from the 2016 digital busines...Deloitte United States
Are you ready for a digital future? Nearly 90 percent of managers and executives surveyed expect “great” or “moderate” digital disruption, but fewer than half say their organizations are adequately preparing. Companies can take steps toward digital maturity, though—without necessarily putting technologists in charge.
To read more and download the full report, visit: http://deloi.tt/2fnahoe
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
The Age of Relevance - Accenture Customer Innovation Network MilanAccenture Italia
All’interno del mutevole panorama contemporaneo, in cui il lavoro e i ruoli sono in continua evoluzione, dove l’uso della robotica è in forte crescita, lo sviluppo di nuove capacità è diventato un fattore fondamentale.
L'Accenture Customer Innovation Network (ACIN) è il laboratorio dove è possibile riconfigurare la percezione del proprio brand per massimizzarne la rilevanza. ACIN lavora con i clienti per connetterli con l'ecosistema circostante, per ispirarli e per aiutarli a scoprire insight sui loro clienti.
Le sue risorse, le sue strutture e il suo know-how aiutano a posizionare i brand in uno spazio più rilevante per i loro clienti, co-creando innovazione e realizzando la loro nuova brand purpose e creando scalabilità durante il processo di trasformazione.
TMT Outlook 2017: A new wave of advances offer opportunities and challengesDeloitte United States
The document discusses new advances in technology that provide opportunities and challenges for the technology, media, and telecommunications industries. It covers topics like streaming services growing rapidly among millennials, who spend more time streaming than watching live TV. Younger consumers also pay more attention to digital ads than TV ads. New technologies like virtual reality and advances in connectivity like 5G networks and small cells are discussed in the context of their impacts on these industries. Polls are included to gather readers' views on topics like media consumption habits and interest in 5G networks.
Fujitsu-ICT-Sustainability-Benchmark-2014 (1)Lee Stewart
The document summarizes the key findings of the 2014 New Zealand ICT Sustainability Benchmark report. The report found that New Zealand's performance in ICT sustainability declined across all areas measured. End user computing and equipment lifecycle management saw the largest drops, while metrics was the lowest scoring area overall. Heavy industry was the top performing sector, while government and retail/logistics performed poorly. The report recommends organizations prioritize improving power management, procurement standards, and metrics collection to enhance ICT sustainability.
Media consumption habits are shifting as evolving technology puts today’s empowered consumer in the driver’s seat. Find out how their attitudes and behaviors are impacting business models and economics across industries here: https://www2.deloitte.com/us/en/pages/technology-media-and-telecommunications/articles/digital-democracy-survey-generational-media-consumption-trends.html?id=us:2sm:3ss:dds11:eng:tmt:032817
In this presentation we will discuss what the state of the construction economy and employment will look like in 2017. Learn what your business can do about it and how to come up with a game plan.
Digital ecosystems will be the next big wave of enterprise disruption. Traditional boundaries between industry verticals are fading. The result? Unexpected newcomers are creating market power shifts.
Data driven communities in the Middle East: The Power and Potential of Analyticsaccenture
Cities use analytics in many ways, and one size does not fit all. What have we learned from the first movers? Being data driven requires a cultural shift. Learn more: https://accntu.re/2rGgyla
The start of the school year is near. While there is still a need to get back to the basics with pencils and textbooks, digital influences continue to increase and device ownership is at an all-time high. Parents’ household financial situation is holding consistent with last year, and so too is families’ average spending on school supplies. In addition, cyber security continues to be top of mind, as the majority of consumers demonstrate concerns about the protection of their personal data. These trends and more are highlighted in our latest surveys: www.deloitte.com/us/2015Back2School.
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
When, Where & How AI Will Boost Federal Workforce Productivityaccenture
Artificial intelligence could significantly boost productivity in the U.S. federal workforce, potentially providing $532 billion in annual benefits by 2028. However, federal workers will need training to take full advantage of AI's benefits. The study found AI could automate around 30% of average federal workers' tasks by 2028 if investment increases as projected. To maximize AI's benefits, the document recommends federal agencies prioritize reskilling workers, aligning AI with strategic objectives, and ensuring accessible and trusted data.
The document discusses redesigning student lockers by analyzing the current lockers, exploring new alternatives, and finding the best options. It mentions looking at new aspects such as size, ergonomic design, how they open and close, internal layout, and security. Additional new aspects proposed are colors, using fun and ecological materials.
The document proposes developing a skills taxonomy to address problems recruiters face in evaluating job applicants. It discusses related work on skills taxonomies, which lacked comprehensive relationship information or public availability. As a motivating example, it describes using an individual's Stack Overflow posts and tags to create a skills cloud, but initial methods produced noisy results. A hybrid approach is proposed that seeds a taxonomy with public resources like Wikipedia and identifies skills and relationships through data mining. Experimental results showed a 98% classification rate.
Este documento resume los resultados de un campeonato de billar para menores de 21 años en Sueca, España. Juan Luis Martí ganó el campeonato al vencer a Joan Benedito en la final. Martí tuvo el mejor desempeño general con 180 bolas y una media de 1.463. Benedito terminó en segundo lugar.
GoMetro.co.za is a service utility to Metrorail commuters to receive real-time information in Gauteng and the Western Cape.
It is a free service to the commuter, with only minimal data charges incurred.
The mobile site works perfectly on all mobile devices, from smart phones through to entry level phones.
O documento fornece informações sobre os projetos e operações da Alphaville Urbanismo, incluindo: (1) 93 empreendimentos em projeto, com 257 residenciais, 106 comerciais e presente em 25 estados; (2) Detalhes sobre os pilares do negócio como referência de moradia, conveniência, lazer, meio ambiente, segurança e qualidade; (3) Dados sobre a valorização de empreendimentos Alphaville ao longo dos anos.
Survivorship Care Plans in the U.S.: Current Status and Future ChallengesCarevive
On Q Health's Chief Clinical Officer, Dr. Carrie Tompkins Stricker, gave a presentation on survivorship care plans in Tokyo, Japan during the 1st International Seminar on Cancer Nursing. The seminar theme was "The Role of Cancer Nursing in Improving Quality of Cancer Care: The Current Situation and Outlook for Developments 10 Years from Now".
Learn more about survivorship and On Q Health's Care Planning System™: http://bit.ly/onqcareplans
The document discusses the cardoon plant, a perennial plant from the Mediterranean origin well-adapted to European climates. It has a deep root system and can grow up to 4 meters tall. Cardoon is cultivated from October through August, taking advantage of autumn, winter, and spring rains until soil moisture levels drop in early summer. When harvested in June through August, the dried above-ground part can be used as biomass for electricity production or processing into pellets for burning. Cardoon fodder has high nutritional value as a forage, containing protein, fiber, and digestible organic matter. The cost to cultivate one acre of cardoon is approximately 38 euros for seed, herbicides, and
Enjeux de pouvoir au cœur de la ville intelligenteOPcyberland
Communication réalisée en binôme avec Olivier Kempf lors du colloque "Cybersécurité des villes intelligentes" - 15 octobre 2015, Musée de l'Armée, Hôtel des Invalides Paris.
Agrobalkan77 L.T.D. is an export company owned by Constantinos Avgerinidis that specializes in high quality, certified, bio-organic products including powders of fresh vegetables and fruits, various sugars, quinoa seeds and products, chocolate nuts, natural toothpaste, and juices made from buffalo, goat and sheep products. The company aims to provide people with access to diverse, quality products and can be contacted via email or LinkedIn.
El documento trata sobre la evolución tecnológica y la sociedad a través de la historia. Explica los diferentes períodos como la prehistoria, la edad de los metales, la edad media y moderna. También habla sobre el progreso de la tecnología en los siglos XIX y XX, el aprovechamiento de las materias primas y los nuevos materiales. Por último, explica brevemente sobre la normalización y los organismos encargados de ello.
Optimization of International student expenses at Wayne state pptParag Kapile
This document presents an optimization model to minimize the total annual expenses for international students at Wayne State University. It defines decision variables for tuition costs based on academic program, living expenses based on housing options, food expenses based on meal plans, recreational costs, and health insurance costs. The objective function is to minimize total costs subject to constraints that the student can only choose one option for each category. The model was formulated and solved for 250 unique student cases to find the optimal allocation of expenses.
1. Shinji Mine presented on the current status of open access policies at the 2nd SPARC Japan Seminar in 2014.
2. He discussed the benefits of open access policies for institutions, including increased visibility and rankings.
3. Mine also reviewed data from ROARMAP and Sherpa/Juliet on the growing number of open access policies implemented by universities, governments, and funders around the world.
Dhirubhai Ambani was an Indian business tycoon who founded Reliance Industries. Some key details:
- He was born in 1932 in Gujarat and had a demanding childhood where he showed early signs of intelligence and energy.
- After schooling, he moved to Aden at age 16 to support his family, where he learned about commodity trading.
- In 1958, he returned to Mumbai and founded Reliance in 1966, starting with a textile mill. The company grew rapidly and diversified into petroleum under his leadership.
- Ambani was a visionary leader who motivated his team through hard work and empowerment. He established social initiatives like the Dhirub
This project applies the Six Sigma DMAIC methodology to improve a sand casting process at a foundry in Southern India that manufactures flywheel outer casings. In the Define phase, the problem of high defect rates is stated. In the Measure phase, defect data is collected and the baseline sigma level is calculated. In the Analyze phase, statistical tools like Pareto charts and fishbone diagrams are used to identify sources of variation. In the Improve phase, solutions are implemented to reduce defects. Experimental results show the optimized process reduced defects and increased sigma levels, validating the Six Sigma approach.
A lumbar puncture, or spinal tap, is a procedure where cerebrospinal fluid is collected from the lower back for diagnostic purposes. It is indicated for conditions like meningitis, subarachnoid hemorrhage, and certain CNS diseases. Contraindications include infected skin at the needle site, brain abnormalities, or increased intracranial pressure. The procedure involves locating the interspace between vertebrae, inserting a needle at a slight upward angle, and checking for fluid return. Potential complications are local pain, infection, bleeding, spinal fluid leak, or spinal headache.
The document discusses key trends in data management identified by global research. It finds organizations are increasingly focused on understanding customers as individuals to offer personalized service. However, inaccurate and incomplete data undermines customer experience for many. Experts recommend using data to develop a single view of each customer by linking all available information. This would allow real-time insights and responses tailored to individual customers, improving relationships and sales. Achieving accurate and comprehensive customer data remains a challenge for most organizations.
"Big data in western europe today" Forrester / Xerox 2015yann le gigan
The document summarizes the findings of a survey conducted by Forrester Consulting on behalf of Xerox regarding big data usage in Western Europe. The key findings are:
1) Senior decision-makers see big data as a top priority and have extensive plans to implement big data initiatives across a wide range of use cases in 2015.
2) Companies expect to see returns on their big data investments within 12 months and are using big data to improve efficiency and manage risk.
3) While big data offers opportunities, respondents acknowledge challenges such as ensuring data quality and integrating big data into decision-making.
The document discusses how companies can build a data-driven culture by engaging employees. It argues that becoming data-driven happens in three stages - focusing first on technology, then talent, and most importantly transforming the corporate culture. Two key factors are needed for cultural transformation - strong leadership from the top to establish a vision, and bottom-up employee engagement through training, incentives and making data accessible and relevant to employees' daily work. Companies that are truly data-driven report better performance, innovation, collaboration, and employee satisfaction compared to those that are not.
The data directive is an Economist Intelligence Unit (EIU) report which seeks to explore the degree to which the ongoing data revolution within business is delivering truly strategic change within companies, as opposed to more incremental optimisation gains. Although many of the issues discussed here stray into the realm of so-called “big data”, this report is not explicitly focussed on that topic and not deal with any technology-related issues. Instead, it seeks to explore how the wider trend toward a greater reliance on data is affecting the strategic management of businesses at a C-suite level, across a range of industries. There is also a supplement to this report available that focuses on the strategic impact of data on CFO's and the finance function. http://bit.ly/thedatadirective_mt
The document discusses the findings of a survey of 144 CFOs and CIOs about their companies' use of data and analytics (D&A). It finds that while most companies recognize D&A's importance, many are still struggling to realize its full potential benefits. Specifically, the majority have difficulty integrating data technology, analyzing data accurately, and identifying the right data to collect for their D&A strategies. The document maintains that fully leveraging D&A can provide significant competitive advantages but many companies have yet to develop the right environment and understanding to do so.
Going Beyond the Data 2014: Achieving actionable insights with data and analy...ANTS
The document discusses the findings of a survey of 144 CFOs and CIOs about their companies' use of data and analytics (D&A). It finds that while most companies see D&A as important, many are still struggling to realize its full potential benefits. Specifically, the majority have difficulty integrating data technology, analyzing data accurately, and identifying what data to collect for a D&A strategy. Despite the importance placed on D&A, nearly all respondents agree they could better utilize it with their organizations.
The document summarizes the findings of a study conducted by IBM on how organizations are using emerging technologies like big data, analytics, cloud computing, mobile, and social media. It finds that while these technologies are now mainstream, companies labeled "Pacesetters" that adopted them early still maintain competitive advantages. Pacesetters differentiate themselves through partnering innovatively, making analytics integral to decision-making, and combining multiple technologies for greater impact. The study indicates Pacesetters will continue investing heavily in these areas to stay ahead of competitors as adoption becomes more widespread.
Financial planning and analysis (FP&A) functions are at the forefront of guiding organizational performance and supporting the decision-making process. Over the years, the challenges faced by management have required different planning approaches and techniques. Some have stayed and become ‘the norm’, for example driver-based planning. Yet, at the same time, the technological systems that underpin FP&A’s work have been constantly evolving to support faster decision-making, more scenarios and increasing volumes of data.
Data-Analytics-Resource-updated for analysisBhavinGada5
Data analytics is the analysis of large volumes of data to draw insights. It is important for cost reduction, faster decision making, revenue growth, and risk management. There are four main types: descriptive analyzes what happened, diagnostic analyzes why it happened, predictive analyzes what will happen, and prescriptive recommends actions. Data analytics helps financial reporting and auditing through risk understanding, process improvements, and continuous monitoring. Businesses use analytics for insights to transform models and gain deeper customer insights. While investment in analytics is widespread, cultural challenges of people and processes are a larger barrier than technology.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Driving A Data-Centric Culture: The Leadership ChallengePlatfora
Embracing data as a corporate asset—and a source of competitive advantage—is not just a “good idea” that companies should consider. Such adoption will help determine the winners and losers across multiple markets and industries in the future.
In the last couple of years, corporate focus has shifted: first, from investing in the right technology and tools; then to acquiring the right talent and skills; and now to building the right organizational culture that can realize the business value of powerful big-data analytic tools.
Most organizations today are still focused on putting in place the right technology and talent, but others have evolved further and are working toward fostering a data-centric corporate culture.
We conducted a groundbreaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Find out:
Why nearly a third of IT Directors feel their organisation uses data poorly
What the hybrid data manager of the future will look like
Why understanding customer behaviour remains the holy grail for so many
We conducted a ground-breaking survey of the UK’s data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
We conducted a survey of the UK's data and business professionals to get a snapshot of the state of the world of data, uncover some of the issues facing the industry and get a sense of the changes on the horizon. The results were enlightening, and in some cases, very surprising.
Survey Results Age Of Unbounded Data June 03 10nhaque
Enterprises today can generate, collect and consider more data than ever before. New types of data can provide insight into previously opaque processes and motivations, but prodigious quantities of data present opportunity, as well as complexity and distraction. nGenera Insight’s 2010 Leading in an Age of Unbounded Data survey garnered responses from over 70 major organizations, including many global corporations, to provide a cross-industry pulse of the state of enterprise data.
1) The document discusses the Integrated Insights Platform, which breaks down data silos and integrates data from multiple sources to generate insights.
2) It addresses the challenges organizations face with data complexity and silos, and how doing nothing can be costly as it risks the organization becoming irrelevant.
3) The platform employs best-of-breed technology to source data internally and externally, apply advanced analytics, and provide real-time insights through customizable dashboards.
Disruption: Data and Analytics Modernization in the COVID-19 EraCognizant
COVID-19 has changed the world – and many companies are gaining benefits by rethinking their analytics models and data management processes to keep pace with the new realities of business, our latest research reveals.
The document summarizes 10 technologies that can help businesses predict and deal with peaks in demand. It discusses the results of a survey on how businesses cope with seasonal fluctuations. While experience and judgment are still important, many businesses are now using technologies like business intelligence, website analytics, social media analytics, capacity planning tools, and cloud bursting to help predict customer behavior and optimize supply chains to better manage varying sales and demand.
The document discusses a survey of 300 enterprise organizations about data ownership and big data initiatives. It finds that marketing and sales are most involved in purchase decisions, but sales, business development, and insights/analytics have the most influence. Most functions see their involvement peaking late in the purchase process. Organizations need strategies to align functional areas and determine influence. Data initiatives are being driven by needs for better analytics, marketing intelligence, and predictive capabilities rather than just data quality issues.
Big and Fast Data: The Rise of Insight-Driven BusinessMichael Bailey
The document discusses how big data is enabling business disruption in four key ways:
1) Using insights from big data to drive efficiency and cost reduction.
2) Leveraging insights to grow existing business streams by better understanding customers.
3) Tapping insights to pursue new revenue streams by disrupting markets through non-traditional business models.
4) Direct monetization of data itself by creating new data-focused business lines.
Similar to Digital Catapult's Innovation Optimism Index (20)
The document outlines the goals and activities of the Catalyst Scheme, a UK program that provided grants to arts organizations to build fundraising capacity. It provided over £55 million to 18 organizations and consortia, with funding used for consultant services, staff hiring, training, strategic planning and collaboration. The goals were to help organizations diversify revenues and become more financially resilient through sustainable private giving. Outcomes included increased private donations, stronger advocacy, and more strategic and collaborative fundraising. The document also discusses factors like organization type and size that influence results.
Arts and Culture Strategy for the Olympic ParkCallum Lee
This document outlines an arts and culture strategy for Queen Elizabeth Olympic Park in London. It summarizes the success of cultural activities during the 2012 Olympics, which helped establish London as a leading cultural destination. It describes projects already underway from the strategy, including initiatives reaching over 43,000 people and supporting over 30 jobs. Future plans include a carnival connecting communities to Rio, mobile art vehicles converging on the park, and recreating a historic lock keeper's cottage. The strategy aims to ensure arts and culture are at the heart of the new park and help regenerate east London.
This document provides a summary of a report reviewing the film sector in Scotland. It finds that while Scotland produces some successful films, the overall level of film production is too low to sustain a viable domestic industry. It sets out the current state of watching, learning about, making and earning a living from film in Scotland. It also examines the role of public agencies in supporting the sector. The review concludes by proposing a vision for the future where Scotland celebrates and is renowned for film internationally, and has a clear screen agency and strategy to develop a sustainable film industry over the next decade.
UK Creative Industries – International StrategyCallum Lee
This document outlines a strategy to drive global growth for the UK's creative industries through 2022. It aims to double exports from the creative industries, double the number of UK creative businesses using government trade services, and increase foreign direct investment in the sector. The strategy was developed through industry consultation and focuses on partnerships to generate new business opportunities, maximizing supply chain opportunities from major global projects, and targeted inward investment.
This report summarizes the findings of an impact assessment study of the 12 festivals represented by Festivals Edinburgh. Through extensive primary research including over 15,000 respondents across various surveys, the study evaluated the festivals' cultural, social, economic, environmental, and media impacts. Key findings include:
1) The festivals provide an incredibly rich variety of cultural experiences and develop audiences for culture. Audiences reported high satisfaction and felt festivals deepened their engagement with cultural forms.
2) The festivals deliver significant social impacts such as community cohesion, understanding between cultures, and quality of life improvements. They also support skills development and career opportunities.
3) Economically, the festivals generate substantial expenditure and tourism revenue for Edinburgh and Scotland.
The Economic, Social and Cultural Impact of the City Arts and Culture ClusterCallum Lee
This report analyzes the economic, social, and cultural impact of arts and culture organizations located in the City of London. It finds that in 2011/12, these organizations generated £225 million for the City of London economy and supported over 6,700 jobs. Their economic impact comes from direct operations, spending in supply chains, and audience spending in other local businesses. They also provide significant social benefits through educational programs that engaged over 300,000 people, and over 1,100 volunteer opportunities. Surveys show that audiences feel the organizations offer high quality, innovative experiences and international artists not otherwise accessible. The report concludes that the arts cluster enhances the City's appeal and London's status as a global city.
1) Many UK heritage assets were in poor condition by the late 20th century due to underinvestment and neglect. HLF Major Grants of over £5 million helped fund critical repair work for over 170 projects, totaling over £1 billion spent on conserving historic buildings.
2) The grants not only addressed deferred maintenance but also modernized facilities, improving access, education spaces, and revenue-generating areas like cafes and shops. Some projects involved new construction to better showcase collections and meet rising visitor demand.
3) The repairs and upgrades funded by Major Grants brought properties up to modern standards, positioning them for long-term stability and success in attracting broader audiences into the future.
This research – based on 100+ survey responses, 12 depth interviews, and analysis of nearly 200 other Hubs – provides the starting point for understanding Europe’s Creative Hubs. It sets out who they are, what they do, and what support they need.
The European Creative Business Network's Annual Report for 2014.
- Four new board members
- Three new EU applications won for our members
- Two study tours and a strong presence at the major EU events on the creative industries
The Risky City: 2014 ASEM workshop on creative citiesCallum Lee
Experts from Europe and Asia met to discuss how cities can foster creativity and innovation. They outlined three phases to develop a "Risky City" where people are encouraged to take risks and try new ideas: 1) Identifying and nurturing potential through diversity and creative learning. 2) Growing potential via incubators and removing barriers. 3) Harnessing potential by developing international strategies and using universities to attract talent and investment. The goal is to integrate creativity across all sectors and empower citizens to shape their city.
The document provides information about various creative centres visited by participants in the European Creative Business Network and Dutch Creative Residency Network study tour of London from May 29-31, 2014. It discusses centres focused on cultural and social impact like Shoreditch Trust East Road, Somerset House, Southbank Centre, and Ravensbourne. It also discusses centres focused on incubation and investment readiness like Club Workspace, Central Working, Microsoft Ventures Accelerator, and Impact Hub. The document summarizes the activities, ownership structures, and business models of each centre.
The Role of Creative Industries in Innovation - ECBN's response to DG EnterpriseCallum Lee
How the Creative Industries should be used to boost innovation.
The European Creative Business Network’s response to DG Enterprise’s Concept Note on Boosting the Role of Creative Industries in Innovation
This document provides an introduction, definitions, objectives, research methods, findings, recommendations, and limitations for a study on the internationalization of Dutch small and medium enterprises in the film production industry. The objectives are to understand the conditions under which a Dutch SME film company would go international and identify approaches for entering international markets. Research methods included desk research, surveys, and interviews. Key recommendations include assessing risks and resources before choosing a market to enter internationally and considering joint ventures or exporting to enter new markets with lower investment.
Ecbn Government support in Netherlands FInalCallum Lee
This document analyzes government support for the creative industry in the Netherlands. It examines different industry segments through a SWOT analysis and determines that the film and TV segment benefits most from support. The key ways the Dutch government currently supports the industry are analyzed. The impact of policies is proposed to be measured through employment rates. The document finds that while the design industry is declining, the film and TV industry is growing with government support, as shown through increasing employment and market share.
The challenge for cultural organisations isn't winning European funding, it is finding value in it.
Presented at the conference: Engagement between the Higher Education and the Arts Sectors - Why is it important, how does it happen, and how do we benefit?
Dublin, 09 May 2014
The challenge for cultural organisations isn't winning European funding, it is finding value in it.
Presented at the conference: Engagement between the Higher Education and the Arts Sectors - Why is it important, how does it happen, and how do we benefit?
Dublin, 09 May 2014
ECBN - A Manifesto for InternationalisationCallum Lee
The document outlines 5 principles for effective internationalization of cultural and creative industries in Europe according to the European Creative Business Network (ECBN). The principles are: 1) Internationalization must be led by individual businesses, 2) Face-to-face interaction is important, 3) Internationalization can benefit businesses of any size or sector, 4) Internationalization needs European support through programs and regulations, and 5) Better data and evidence is needed to understand effective internationalization strategies. ECBN and the European Commission should adopt these principles to most effectively support growth of cultural and creative industries internationally.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
About Potato, The scientific name of the plant is Solanum tuberosum (L).Christina Parmionova
The potato is a starchy root vegetable native to the Americas that is consumed as a staple food in many parts of the world. Potatoes are tubers of the plant Solanum tuberosum, a perennial in the nightshade family Solanaceae. Wild potato species can be found from the southern United States to southern Chile
Synopsis (short abstract) In December 2023, the UN General Assembly proclaimed 30 May as the International Day of Potato.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2. Contents
1: How are Businesses Using Data Today?
2: How Optimistic Are They About
Innovating with Data?
3: What Is Stopping Them Doing More?
Background and Findings from Literature Review
Process / Methodology
Executive Summary
The Businesses We Interviewed
Findings
The Innovation Optimism Index
Appendix and Bibliography
7
11
15
4
5
3
6
17
21
3. Executive Summary
through encouraging and nurturing innovative activity by others. In order to target
with data.
this distribution can now be used as a benchmark for future editions of the
Innovation Optimism Index
innovative data-led companies.
A. Proactive Optimists: 29%
B. Inactive Optimists: 23%
C. Active Pessimists: 27%
D. Inactive Pessimists: 20%
3
4. Background and Findings from Literature Review
“There’s some valuable activity already taking
place to map innovation investment and SME
support across the UK, but nothing which directly
assesses the mood of the UK’s SME innovators
who are driving so much of our business growth.
How often are SME innovators themselves offered
the opportunity to collectively inform the
organisations and networks that exist to help
them about what they need most to grow?”
The Challenge
along the data value chain. But success in this endeavour is dependent on
The knowledge gap
4
5. Process / Methodology
Defining the target sector
was how to sensibly direct their resources as an organisation towards
were:
• publishing;
• digital design;
• audio-visual content;
6. The Businesses We Interviewed
with another sizeable cluster in the North West.
Age of company
20+ years 145
10-20 years 168
85
67
0-2 years 35
Size of company
10-24
Location of company
12112
1015
484
4010
4027
Scotland 3032
2674
Wales 25336
20
20
15
Northern Ireland 12
2
7. ‘Human-generated data’
was exemplified as ‘e.g.
emails, application forms’,
and so represents fairly
basic use of of data.
‘Cloud data’, ‘public
datasets’ and ‘website
analytics’ were three of
the more common
spontaneous answers
given under ‘other’, so
have been separated out
in the analysis.
How Are Businesses Using Data Today?
74%
70%
60%
46%
45%
Scotland 38%
33%
Wales 31%
5%
4%
2%
Northern Ireland 1%
1%
1A: Data sources that companies are making use of currently (q3)
8. CRM 59%
Billing and rating 57%
Campaign optimisation 48%
Grouping & relationship analysis 37%
34%
31%
Behavioural analysis 25%
Sentiment analysis 24%
None 8%
Other 3%
1B: Current applications of data within businesses (q6)
How Are Businesses Using Data Today?
The majority of businesses
are using data in a fairly
simple way – more
sophisticated analysis,
such as behavioural
analysis and social media
sentiment mining, is rarer.
8
9. Very important
Important
Overall 81% of businesses
questioned in this survey
said data was either
‘important’, or ‘very
important’ to their
success.
Businesses in ‘publishing’,
‘advertising and
marketing’, and ‘computer
software and database
development’, were 9-12
percentage points more
likely than the average to
say data was ‘very
important’.
How Are Businesses Using Data Today?
All 50%
31%
60%
24%
38%
40%
39%
37%
62%
19%
40%
35%
59%
30%
Publishing
Digital design
database development
1C: How businesses rate the importance of data to their success (q4)
10. This chart records those
issues deemed ‘high
priority’. Businesses are
currently marginally more
focused on how to
improve data
management and
security, rather than data
analysis, or the
development of new
products / services based
on data.
How Are Businesses Using Data Today?
Improve how we store
and manage data
58%
56%
54%
48%
44%
Increase data security
Develop new products and
services based on data
Improve the analysis
response times
1D: Companies most pressing priorities around how they use data (q5)
10
11. Perhaps unsurprisingly,
‘finance’ and ‘political
support’ are the two areas
respondents are least
likely to be optimistic
about.
These two categories also
have the greatest variance
between sub-sectors:
digital design is most
optimistic about political
climate, publishing least;
advertising most optimistic
about finance;
audio-visual least.
How Optimistic Are Businesses About Innovating with Data?
2A: Optimism about a range of conditions for innovation and growth (q2)
88%
87%
77%
75%
70%
Scotland 66%
65%
Wales 54%
53%
11
12. Internet, security and
network technologies,
computer software and
database development,
and advertising and
marketing are currently
most likely to be offering
one or more product or
service based on the
exploitation of data.
Digital design is the sector
most likely to be doing
nothing.
How Optimistic Are Businesses About Innovating with Data?
2B: Innovation activity based on the exploitation of data (q7)
Publishing
technologies
Digital design
development
41%
12%
17%
29%
40%
10%
13%
37%
51%
14%
11%
24%
38%
10%
16%
36%
48%
14%
14%
23%
55%
5%
15%
24%
With regard to new
products or services
based on exploiting
data, is your company
currently;
product/service
Seriously planning to
start doing so
investigations
Doing nothing
12
13. Perhaps unsurprisingly,
‘finance’ and ‘political
support’ are the two areas
respondents are least
likely to be optimistic
about.
These two categories also
have the greatest variance
between sub-sectors:
digital design is most
optimistic about political
climate, publishing least;
advertising most optimistic
about finance;
audio-visual least.
How Optimistic Are Businesses About Innovating with Data?
2C: Perception of attitudes to innovation within own company (q8)
Innovator 28%
36%
23%
5%
4%
13
14. A large number of
companies either
struggled or refused to
answer the question:
‘what do you see as the
market opportunity for
products and services
based on exploiting data?’
which is interesting in
itself, suggesting it’s either
viewed as sensitive
information, or not
something they readily
think about.
Only a small number
mentioned data-driven
decision making. Only one
person said ‘connected
physical products’.
How Optimistic Are Businesses About Innovating with Data?
2D: Perceived market opportunities for new products / services based on exploiting data (q9)
27%
See opportunities but currently unclear about what they are 15%
10%
9%
Customer insight / tailoring products and services 8%
Other 8%
Other specialist application 7%
5%
4%
3%
3%
Internal data management 2%
14
15. Overall, there is a fairly
even split here between
deficiency in skills,
knowledge and
stakeholder buy-in.
‘Lack of finance’, and
‘amount of time available’,
have been separated out
as two of the most
common spontaneous
responses given under
‘other’.
It’s interesting to note that
12% of respondents
reported ‘no internal
obstacles’.
What’s Stopping Them Do More?
3A: Internal obstacles to innovating with data (q10)
35%
33%
33%
31%
Data is not relevant to our business 15%
No internal obstacles 12%
Other 3%
2%
1%
16. This set of responses is
one of the most important
for the Catapult in
informing how its efforts
are directed.
At the moment businesses
are facing some fairly
fundamental issues:
‘finding the right
companies to partner
with’ and ‘finding the
space and resources to
experiment’ are seen as
more pressing than
‘access to diverse
datasets’.
What’s Stopping Them Do More?
3B: External obstacles to innovating with data (q11)
39%
34%
33%
Trust / privacy / security issues 32%
Access to next generation connectivity 29%
29%
25%
Other 4%
1%
No external obstacles 17%
17. Innovation Optimism Index: Methodology
To create the IOI, we scored all companies on the basis of their answers to 4 key questions:
Optimism
Actions
Internal Challenges
External Challenges
All the scores were normalised so that the average equals 100. This will constitute a benchmark for all our analysis but
it will also serve as the base point for future surveys
18. Innovation Optimism Index
We created 4 different clusters based on ‘optimism’ and ‘action’ scores,
and mapped the 500 companies across them.
Companies in quadrant A
have a higher than
average optimism score
and are likely to be
‘currently offering one or
more product/ service’
based on the exploitation
of data.
The ideal scenario would
be to move as many
companies as possible
into A from other
quadrants. But the most
obvious immediate
opportunity for the
Catapult is in converting
the ‘inactive optimists’ to
be ‘proactive optimists’.
This distribution can now
be used as a benchmark
for future editions of the
Innovation Optimism
Index.
100
A. Proactive OptimistsB. Inactive Optimists
C. Active PessimistsD. Inactive Pessimists
140
130
120
110
80
80 100 110 120 130 140
18
Optimism
Action
19. Innovation Optimism Index: Regional Variations
We plotted the regional breakdown of 500 companies across the 4 clusters
Optimism
Action
A. Proactive OptimistsB. Inactive Optimists
C. Active PessimistsD. Inactive Pessimists
This set of responses is
one of the most important
for the Catapult in
informing how its efforts
are directed.
At the moment businesses
are facing some fairly
fundamental issues:
‘finding the right
companies to partner
with’ and ‘finding the
space and resources to
experiment’ are seen as
more pressing than
‘access to diverse
datasets’.
100
140
130
120
110
80
80 100 110 120 130 140
Cumbria
W. Midlands
Dorset
Derbyshire
West Wales
N.Ireland
Highlands
20. Innovation Optimism Index: Perception of Challenges
We incorporated an analysis of how companies in each quadrant perceive
external and internal obstacles to innovation and growth.
A. Proactive Optimists
Difference -5
B. Inactive Optimists
Difference -7
C. Active Pessimists
Difference 3
D. Inactive Pessimists
Difference 12
Businesses with a higher
average score in optimism
tend to perceive external
obstacles to growth as
more significant than
internal obstacles.
The less optimistic
businesses are more likely
to see internal challenges
as the most acute.
In general, the optimists
perceive fewer challenges
overall than the
pessimists.
100
140
130
120
110
80
80 100 110 120 130 140
20
Optimism
Action
21. Appendix
The IOI Questionnaire
Q1. What does your company do?
Q2. Are you feeling optimistic or pessimistic with regard to the following?
Q3. Which of the following internal and external data sources do you currently make business use of?
1 Image content
2 Audio content
3 Social media data
21
22. Appendix
The IOI Questionnaire
Q4. How important to the success of your business is how you use and exploit data?
1 Not important
2 Important
3 Very important
Q5. Which of the following goals related to data are a High priority, Low priority or Not a priority for your company?
Improve how we store and manage data
Increase data security
Develop new products and services based on data
Q6. In which of the following ways are you using data in your business?
1 Customer Relationship Management
2 Billing and rating
4 Campaign optimisation; Cross-sell / up-sell recommendation
22
23. Appendix
The IOI Questionnaire
Q7. With regard to new products or services based on exploiting data, is your company…?
2 Seriously planning to start doing so
4 Doing nothing
Q9. What does your company see as the market opportunity for products and services based on exploiting data?
Q8. Would you describe your company as:
Q10. Which of the following internal obstacles apply to your company in implementing data projects that would achieve a step change
in your business?
23
24. Appendix
The IOI Questionnaire
Q11. Which of the following external obstacles apply to your company in implementing data projects that would achieve a step change
in your business?
4 Trust/ privacy/ security issues
Q13. Is your company multi-site or single-site?
Q12. Before today, had you heard of the Connected Digital Economy Catapult?
Other
24
25. Appendix
The IOI Questionnaire
Q15. Approximately how many Full Time equivalent Employees (FTEs) are employed across the company as a whole?
2 10-24
Q17. What is the postcode of your current business location?
Q16. How many years has the company been in business?
1 0-2
4 10-20
Q18. A version of this survey will be repeated annually so we would like to keep your contact details on file to contact you again
in a year’s time – are you happy for us to do so?
Q19. If you’d like to sign up to the Connected Digital Economy Catapult email list, to be the first to find out about how to
participate in demonstrator projects, free events and funding opportunities, please provide us with your email address.
26. Appendix
Bibliography
BIS: Innovation Research and Growth paper (2012)
BIS: Seizing the data opportunity (2013)
BIS: First findings from the UK Innovation Survey 2011 (2013)
Deloitte: CFO Survey (2013)
EMA & 9sight Consulting: Operationalising the Buzz, Big Data 2013 (2013)
EU: Seventh Community Innovation Survey (2013)
EU: Innovation Union Scoreboard
FSB / Intellect: Small business & technology (2013)
GfK: Tech City Futures (2013)
Lloyds Banking Group: Business Confidence Index (2014)
Markit/CIPS: UK Services PMI (2013)
Nesta: Innovation Index (2012)
Nesta: The Rise of the Datavores (2012)
PwC: Unleashing the power of innovation (2013)
PwC: Innovation Survey (date unknown)
TCIO: 3rd Anniversary Report (2013)
University of Brighton/ University of Sussex: Brighton Fuse Report (2013)