This document discusses business ecosystems and how they emerge in some places but not others. It summarizes three reports on ecosystems:
1) A benchmark report comparing ecosystems in the US, Canada and Europe based on indicators like venture capital and patents. The best ecosystems are located in the US.
2) Travelogues interviewing people in strong and less strong ecosystems, finding that open companies and serial entrepreneurs who remain in the region are important.
3) A report on the Danish biotech ecosystem, which is large but behind US clusters due to a lack of experienced management teams to scale companies.
The document argues that ecosystems can be intentionally developed if large companies, venture capital, universities and politicians all actively
The document provides an introduction to business ecosystems. It discusses how strong ecosystems emerge in some places and not others, and whether ecosystems can be intentionally shaped. The study examined IT, biotech and cleantech ecosystems in the US, Canada and Europe. It found the best ecosystems have open and innovative "mother companies" and serial entrepreneurs who remain and reinvest in the region. The Danish biotech ecosystem lags top US clusters due to a lack of experienced management teams to scale new companies. To strengthen ecosystems, established companies, capital groups, universities and politicians need to actively support entrepreneurs and collaborations.
This annual report summarizes the activities of TechColumbus for 2009. It highlights that despite the economic downturn, Central Ohio's tech sector continued advancing that year, with expansions by major institutions like OSU, Battelle, OhioHealth and Nationwide Children's Hospital. Leadership from these institutions, the state government, and economic development groups like TechColumbus were crucial in helping the region's tech economy move forward through collaboration and promoting innovation. The report provides an overview of TechColumbus' partnerships and programs that supported local entrepreneurs and startups in 2009.
This document summarizes the 2012 annual meeting of the Portage Economic Development Corporation. It recognizes members and sponsors for their contributions. Several development projects from 2012 are highlighted, including expansions by local companies that brought new jobs. Goals for 2013 include educational opportunities for members, website development, and membership growth. The meeting thanked attendees and wished everyone happy holidays.
Our presentation at Sunbelt XXXII Conference in Redondo Beach, CA in March 2012. More information can be found here: http://nordicworlds.net/2012/03/14/round-two-of-academic-paper-on-opensimulator-community/.
Internet E-Business benefit benefit copy is predicated on the net and e-business ideas, principles, and terminologies. There square measure altogether four Tasks within the assignment. Task one would discuss on the surroundings during which e-business is conducted, advantages and barriers for the business on-line presence, security and legislative problems that continue A2Z Cosmetics. Task a pair of can study on the most options of hypertext markup language, uses of intranets and extranets, functions of servers, shoppers and browsers.
The document is a presentation by Mark Toth, Chief Legal Officer of North America for ManpowerGroup, providing an overview of key employment law topics. The presentation includes:
1) A competition to test knowledge of employment law statistics and developments, covering topics like common discrimination claims, EEOC activity, and social media issues.
2) Updates on the increasing number of employment lawsuits, larger lawsuit values, and growth areas for claims like wage/hour violations.
3) Discussion of legal issues around using social media to screen candidates, developing social media policies, and monitoring employee social media use.
4) Reviews of developments in disability, medical leave, and genetic information anti-discrimination laws.
The document discusses the need for innovation in thinking, leadership, strategy, management and organization before innovating products, services, and other areas. It argues that the world has changed significantly in just the past 25 years due to factors like technology, globalization and social trends. As a result, the document asserts that the 100 year old model of scientific management needs reinventing, and it proposes two methodologies - system thinking and Theory U - for facilitating deep change. Finally, it introduces the concept of a future competition system based on an integral protocol that utilizes system thinking and Theory U across five key areas to drive innovation and change.
The document provides an introduction to business ecosystems. It discusses how strong ecosystems emerge in some places and not others, and whether ecosystems can be intentionally shaped. The study examined IT, biotech and cleantech ecosystems in the US, Canada and Europe. It found the best ecosystems have open and innovative "mother companies" and serial entrepreneurs who remain and reinvest in the region. The Danish biotech ecosystem lags top US clusters due to a lack of experienced management teams to scale new companies. To strengthen ecosystems, established companies, capital groups, universities and politicians need to actively support entrepreneurs and collaborations.
This annual report summarizes the activities of TechColumbus for 2009. It highlights that despite the economic downturn, Central Ohio's tech sector continued advancing that year, with expansions by major institutions like OSU, Battelle, OhioHealth and Nationwide Children's Hospital. Leadership from these institutions, the state government, and economic development groups like TechColumbus were crucial in helping the region's tech economy move forward through collaboration and promoting innovation. The report provides an overview of TechColumbus' partnerships and programs that supported local entrepreneurs and startups in 2009.
This document summarizes the 2012 annual meeting of the Portage Economic Development Corporation. It recognizes members and sponsors for their contributions. Several development projects from 2012 are highlighted, including expansions by local companies that brought new jobs. Goals for 2013 include educational opportunities for members, website development, and membership growth. The meeting thanked attendees and wished everyone happy holidays.
Our presentation at Sunbelt XXXII Conference in Redondo Beach, CA in March 2012. More information can be found here: http://nordicworlds.net/2012/03/14/round-two-of-academic-paper-on-opensimulator-community/.
Internet E-Business benefit benefit copy is predicated on the net and e-business ideas, principles, and terminologies. There square measure altogether four Tasks within the assignment. Task one would discuss on the surroundings during which e-business is conducted, advantages and barriers for the business on-line presence, security and legislative problems that continue A2Z Cosmetics. Task a pair of can study on the most options of hypertext markup language, uses of intranets and extranets, functions of servers, shoppers and browsers.
The document is a presentation by Mark Toth, Chief Legal Officer of North America for ManpowerGroup, providing an overview of key employment law topics. The presentation includes:
1) A competition to test knowledge of employment law statistics and developments, covering topics like common discrimination claims, EEOC activity, and social media issues.
2) Updates on the increasing number of employment lawsuits, larger lawsuit values, and growth areas for claims like wage/hour violations.
3) Discussion of legal issues around using social media to screen candidates, developing social media policies, and monitoring employee social media use.
4) Reviews of developments in disability, medical leave, and genetic information anti-discrimination laws.
The document discusses the need for innovation in thinking, leadership, strategy, management and organization before innovating products, services, and other areas. It argues that the world has changed significantly in just the past 25 years due to factors like technology, globalization and social trends. As a result, the document asserts that the 100 year old model of scientific management needs reinventing, and it proposes two methodologies - system thinking and Theory U - for facilitating deep change. Finally, it introduces the concept of a future competition system based on an integral protocol that utilizes system thinking and Theory U across five key areas to drive innovation and change.
Peter Schleidt outlines Danske Bank's "One Platform" strategy which aims to standardize concepts, practices, and systems across the bank for improved efficiency while allowing brands autonomy in customer interactions. The strategy seeks to create a single IT platform and shared services to develop products and processes once for use across all of Danske Bank. Danske Bank's development organization aims to be the most value-creating and efficient in financial services by prioritizing innovations, open standards, and outsourcing operations to reduce costs.
9th Inter-Parliamentary Meeting on Renewable Energy and Energy EfficiencyAlliance To Save Energy
The document summarizes a presentation by Kateri Callahan, President of the Alliance to Save Energy, on energy efficiency policy under the Obama Administration. Key points include:
- The Obama Administration has been a "game changer" for energy efficiency policy, allocating $65 billion for efficiency in the stimulus package and establishing new efficiency standards and programs.
- Major legislation like the stimulus package and proposed climate bills allocate significant funding for energy efficiency initiatives and are expected to create hundreds of thousands of new green jobs.
- International agreements on issues like clean energy research and codes and standards harmonization are helping set a framework for global cooperation on efficiency.
- Looking ahead, continued federal support for efficiency combined with
This document discusses using crowds to develop and assess business opportunities. It provides examples from TDC A/S of aggregating stakeholder insights to more accurately estimate performance measures than individuals. Crowds can predict issues better than firms and also assess business opportunities through a crowd approval model evaluating internal and external fit. An iterative process is described of using crowds for ideation, assessment, selection and development of initiatives to interact with management. The possibilities of using crowds in TDC A/S are discussed.
The document summarizes a corporate governance initiative in the Baltic states. It establishes the Baltic Institute of Corporate Governance to advance corporate governance principles, educate board members, and provide guidance to companies. It outlines the executive committee and board members, and describes executive education programs to certify professional board members. The programs are led by experienced international experts and focus on practical workshops and examinations. The goal is to improve understanding of corporate governance and its benefits, such as better access to capital and growth.
Rittel and Webber introduced the concept of "wicked problems" in 1973 to describe a certain type of complex problem that existing problem-solving approaches could not adequately address. They defined wicked problems as having unclear requirements and solutions that are difficult to identify and involve complex interdependencies. While others had previously discussed increasingly complex problems, Rittel and Webber distinguished wicked problems as a unique problem domain requiring a new approach focused on problem understanding rather than definitive solutions. Rittel suggested dialogue among stakeholders as a "second generation" approach to address wicked problems.
60969_Orsted2003-Morten Høgholm Pedersen-New Digital Techniques in Medical Ul...Morten Høgholm Pedersen
This document is a PhD thesis on new digital techniques in medical ultrasound scanning. It contains four main sections. The first section provides background on 3D ultrasound imaging, scanning techniques, and visualization methods. The second section describes a clinical trial using 3D ultrasound to stage cervical cancer in patients. Results showed 3D ultrasound was comparable to MRI and histology in evaluating tumor size and invasion. The third section discusses a pre-clinical trial using coded excitation to improve ultrasound image quality. Initial results found coded excitation increased penetration depth and reduced sidelobe artifacts. The fourth section concludes the thesis and discusses perspectives on using these new digital ultrasound techniques clinically.
1) This study compared long-term outcomes of 626 STEMI patients treated with primary PCI who were randomized to drug-eluting stents (DES, n=313) or bare-metal stents (BMS, n=313).
2) At 3 years, the rate of major adverse cardiac events (MACE), including death, MI, and target lesion revascularization (TLR), was significantly lower in the DES group compared to the BMS group (10.5% vs 16.3%, p=0.024).
3) Rates of cardiac death (4.2% vs 6.1%), MI (6.1% vs 8.9%), and TLR (3
Value-oriented investment firm that commits people, capital, and fortitude to help address the critical issues facing public companies. Includes company, market and strategy overview.
Note: Confidential and proprietary information omitted from public version.
Qwest Communications reported first quarter earnings of $0.09 per diluted share. Total debt was reduced by $333 million in the first quarter and $500 million year-to-date through debt payments and exchanges. Operational highlights included signing up 530,000 access lines for long-distance service and a third consecutive quarter of improved consumer access line losses. Qwest provided updates on its financial restatement process and debt reduction activities.
Qwest reported third quarter 2004 results with improved revenue trends driven by wireline and wireless segments. Revenue increased slightly compared to last quarter but decreased year-over-year. Cost reduction initiatives expanded margins while cash from operations exceeded capital expenditures. Key growth areas like DSL subscribers and long-distance lines increased significantly.
The document discusses how fragility and fragile states will be addressed in the post-2015 development framework. It asks how fragile states fared in meeting the Millennium Development Goals, how fragility should be assessed post-2015, and what obstacles fragility may pose to achieving the new development agenda. It also examines sources of development finance available to fragile countries and how aid is currently allocated in fragile states and to reducing fragility. The document aims to inform policies on fragile states and ensure fragility remains a priority issue.
OECD LEED Benelux report on green growth - Hans BruyninckxOECD CFE
Presentation by Prof. Dr. Hans Bruyninckx, Catholic University Leuven, Belgium.
2013 REPORT - Green growth in the Benelux - Indicators of local transition to a low-carbon economy in cross-border regions.
The full report could be freely downloaded at http://www.oecd.org/cfe/leed/lowcarbon.htm
Marina Lønning er divisjonsdirektør i Telenor Norge med ansvar for bedriftsmarkedet. Hun vil presentere Telenors strategi med hovedfokus på hvordan Telenor møter endringene i bedriftsmarkedet hvor den enkelte medarbeider stadig får større makt og innflytelse.
Qwest reported improved second quarter results, with revenue increasing slightly both sequentially and year-over-year. Operating income and margins expanded due to ongoing cost reduction efforts. Key growth areas like high-speed internet, bundled services, and wireless saw subscriber increases. Cash flow from operations exceeded capital expenditures, and debt was reduced by over $850 million from the previous year.
This document summarizes a research paper that examines how different types of network structures within communities influence different economic development strategies. The document defines two main economic development strategies - industrial recruitment and self-development. It then defines four types of network structures: complete, factional, coalitional, and bridging. The document hypothesizes that more cohesive network structures like complete and coalitional are better for self-development strategies, while looser bridging structures are better for industrial recruitment by facilitating access to external resources. Factional structures are unlikely to aid either strategy due to lack of information sharing between factions.
The European Environment Agency (EEA) provides information to support environmental policy in Europe. It works through a network of organizations called Eionet that includes National Focal Points and European Topic Centres. One topic centre focuses on noise and advises the EEA and EU organizations on noise-related issues. This includes implementing the Environmental Noise Directive, developing common noise assessment methods, and publishing reports on recommended noise guidelines and health impacts of road traffic noise in Europe. The EEA also collaborates with the EPA Network, an informal group of environmental agencies, to share experiences and work towards harmonization of noise monitoring, reduction measures, and limit values across Europe.
The document discusses what is needed to create thriving entrepreneurial ecosystems, noting that only 0.001% of businesses in places like Denmark grow very large and become global brands, while 99% remain small, and examines factors like available capital, competencies, knowledge, universities, intermediaries, advisors, and support that contribute to startup and growth phases in successful ecosystems. It introduces the hypothesis that entrepreneurial hotbeds may be intentionally created anywhere, not just randomly depending on individuals, culture, and geography.
4. ebdrup understanding and benchmarking ecosystemsOECD CFE
This document discusses company startups and job creation in Denmark and the US. It finds that new companies account for 9% of employment in Denmark, but 25% in the US. It then analyzes the Danish biotech ecosystem, finding it is one of the largest in Europe but still smaller than leading US clusters. Interviews highlight that the Danish biotech sector benefited from access to venture capital and experienced professionals leaving large companies. The document concludes that strong innovation ecosystems can develop intentionally when large anchor companies and successful entrepreneurs reinvest in the region.
Peter Schleidt outlines Danske Bank's "One Platform" strategy which aims to standardize concepts, practices, and systems across the bank for improved efficiency while allowing brands autonomy in customer interactions. The strategy seeks to create a single IT platform and shared services to develop products and processes once for use across all of Danske Bank. Danske Bank's development organization aims to be the most value-creating and efficient in financial services by prioritizing innovations, open standards, and outsourcing operations to reduce costs.
9th Inter-Parliamentary Meeting on Renewable Energy and Energy EfficiencyAlliance To Save Energy
The document summarizes a presentation by Kateri Callahan, President of the Alliance to Save Energy, on energy efficiency policy under the Obama Administration. Key points include:
- The Obama Administration has been a "game changer" for energy efficiency policy, allocating $65 billion for efficiency in the stimulus package and establishing new efficiency standards and programs.
- Major legislation like the stimulus package and proposed climate bills allocate significant funding for energy efficiency initiatives and are expected to create hundreds of thousands of new green jobs.
- International agreements on issues like clean energy research and codes and standards harmonization are helping set a framework for global cooperation on efficiency.
- Looking ahead, continued federal support for efficiency combined with
This document discusses using crowds to develop and assess business opportunities. It provides examples from TDC A/S of aggregating stakeholder insights to more accurately estimate performance measures than individuals. Crowds can predict issues better than firms and also assess business opportunities through a crowd approval model evaluating internal and external fit. An iterative process is described of using crowds for ideation, assessment, selection and development of initiatives to interact with management. The possibilities of using crowds in TDC A/S are discussed.
The document summarizes a corporate governance initiative in the Baltic states. It establishes the Baltic Institute of Corporate Governance to advance corporate governance principles, educate board members, and provide guidance to companies. It outlines the executive committee and board members, and describes executive education programs to certify professional board members. The programs are led by experienced international experts and focus on practical workshops and examinations. The goal is to improve understanding of corporate governance and its benefits, such as better access to capital and growth.
Rittel and Webber introduced the concept of "wicked problems" in 1973 to describe a certain type of complex problem that existing problem-solving approaches could not adequately address. They defined wicked problems as having unclear requirements and solutions that are difficult to identify and involve complex interdependencies. While others had previously discussed increasingly complex problems, Rittel and Webber distinguished wicked problems as a unique problem domain requiring a new approach focused on problem understanding rather than definitive solutions. Rittel suggested dialogue among stakeholders as a "second generation" approach to address wicked problems.
60969_Orsted2003-Morten Høgholm Pedersen-New Digital Techniques in Medical Ul...Morten Høgholm Pedersen
This document is a PhD thesis on new digital techniques in medical ultrasound scanning. It contains four main sections. The first section provides background on 3D ultrasound imaging, scanning techniques, and visualization methods. The second section describes a clinical trial using 3D ultrasound to stage cervical cancer in patients. Results showed 3D ultrasound was comparable to MRI and histology in evaluating tumor size and invasion. The third section discusses a pre-clinical trial using coded excitation to improve ultrasound image quality. Initial results found coded excitation increased penetration depth and reduced sidelobe artifacts. The fourth section concludes the thesis and discusses perspectives on using these new digital ultrasound techniques clinically.
1) This study compared long-term outcomes of 626 STEMI patients treated with primary PCI who were randomized to drug-eluting stents (DES, n=313) or bare-metal stents (BMS, n=313).
2) At 3 years, the rate of major adverse cardiac events (MACE), including death, MI, and target lesion revascularization (TLR), was significantly lower in the DES group compared to the BMS group (10.5% vs 16.3%, p=0.024).
3) Rates of cardiac death (4.2% vs 6.1%), MI (6.1% vs 8.9%), and TLR (3
Value-oriented investment firm that commits people, capital, and fortitude to help address the critical issues facing public companies. Includes company, market and strategy overview.
Note: Confidential and proprietary information omitted from public version.
Qwest Communications reported first quarter earnings of $0.09 per diluted share. Total debt was reduced by $333 million in the first quarter and $500 million year-to-date through debt payments and exchanges. Operational highlights included signing up 530,000 access lines for long-distance service and a third consecutive quarter of improved consumer access line losses. Qwest provided updates on its financial restatement process and debt reduction activities.
Qwest reported third quarter 2004 results with improved revenue trends driven by wireline and wireless segments. Revenue increased slightly compared to last quarter but decreased year-over-year. Cost reduction initiatives expanded margins while cash from operations exceeded capital expenditures. Key growth areas like DSL subscribers and long-distance lines increased significantly.
The document discusses how fragility and fragile states will be addressed in the post-2015 development framework. It asks how fragile states fared in meeting the Millennium Development Goals, how fragility should be assessed post-2015, and what obstacles fragility may pose to achieving the new development agenda. It also examines sources of development finance available to fragile countries and how aid is currently allocated in fragile states and to reducing fragility. The document aims to inform policies on fragile states and ensure fragility remains a priority issue.
OECD LEED Benelux report on green growth - Hans BruyninckxOECD CFE
Presentation by Prof. Dr. Hans Bruyninckx, Catholic University Leuven, Belgium.
2013 REPORT - Green growth in the Benelux - Indicators of local transition to a low-carbon economy in cross-border regions.
The full report could be freely downloaded at http://www.oecd.org/cfe/leed/lowcarbon.htm
Marina Lønning er divisjonsdirektør i Telenor Norge med ansvar for bedriftsmarkedet. Hun vil presentere Telenors strategi med hovedfokus på hvordan Telenor møter endringene i bedriftsmarkedet hvor den enkelte medarbeider stadig får større makt og innflytelse.
Qwest reported improved second quarter results, with revenue increasing slightly both sequentially and year-over-year. Operating income and margins expanded due to ongoing cost reduction efforts. Key growth areas like high-speed internet, bundled services, and wireless saw subscriber increases. Cash flow from operations exceeded capital expenditures, and debt was reduced by over $850 million from the previous year.
This document summarizes a research paper that examines how different types of network structures within communities influence different economic development strategies. The document defines two main economic development strategies - industrial recruitment and self-development. It then defines four types of network structures: complete, factional, coalitional, and bridging. The document hypothesizes that more cohesive network structures like complete and coalitional are better for self-development strategies, while looser bridging structures are better for industrial recruitment by facilitating access to external resources. Factional structures are unlikely to aid either strategy due to lack of information sharing between factions.
The European Environment Agency (EEA) provides information to support environmental policy in Europe. It works through a network of organizations called Eionet that includes National Focal Points and European Topic Centres. One topic centre focuses on noise and advises the EEA and EU organizations on noise-related issues. This includes implementing the Environmental Noise Directive, developing common noise assessment methods, and publishing reports on recommended noise guidelines and health impacts of road traffic noise in Europe. The EEA also collaborates with the EPA Network, an informal group of environmental agencies, to share experiences and work towards harmonization of noise monitoring, reduction measures, and limit values across Europe.
The document discusses what is needed to create thriving entrepreneurial ecosystems, noting that only 0.001% of businesses in places like Denmark grow very large and become global brands, while 99% remain small, and examines factors like available capital, competencies, knowledge, universities, intermediaries, advisors, and support that contribute to startup and growth phases in successful ecosystems. It introduces the hypothesis that entrepreneurial hotbeds may be intentionally created anywhere, not just randomly depending on individuals, culture, and geography.
4. ebdrup understanding and benchmarking ecosystemsOECD CFE
This document discusses company startups and job creation in Denmark and the US. It finds that new companies account for 9% of employment in Denmark, but 25% in the US. It then analyzes the Danish biotech ecosystem, finding it is one of the largest in Europe but still smaller than leading US clusters. Interviews highlight that the Danish biotech sector benefited from access to venture capital and experienced professionals leaving large companies. The document concludes that strong innovation ecosystems can develop intentionally when large anchor companies and successful entrepreneurs reinvest in the region.
This document outlines the top 10 business sustainability challenges for 2012 as identified by a council of sustainability executives from leading Canadian organizations.
1) How can businesses redefine the traditional business case to include sustainability, as sustainability initiatives may have longer payback periods than typically expected, making them appear less attractive.
2) How can sustainability drive innovation (and vice-versa) within companies? While innovation and sustainability are often linked, more understanding is needed on how to create a virtuous cycle between them.
3) The Network for Business Sustainability will systematically review the challenges of how sustainability can drive innovation, and how businesses can mobilize citizens to take more sustainable actions.
The report is intended to help businesses
Tecna jobs and innovation ecosystems 6-1-2011Paige Rasid
This document discusses the development of regional innovation ecosystems to create jobs. It defines key terms like assets, regions, and organizations. Regions are typically defined as within 25 miles of a hub city. Assets include tangible resources like capital and human capital, as well as intangible factors like culture. Organizations that can support innovation ecosystems are described, like venture development organizations and enabling organizations. The goal is to learn from regions that have successfully developed innovation ecosystems and create models to help other regions.
The document discusses the changing role of EHS professionals and the profession moving forward. It notes that EHS used to focus on legal compliance but now sustainability is driving business decisions. EHS professionals need to expand their skills to include sustainability to remain relevant and ensure the future of the profession. Embracing sustainability provides opportunities to help companies optimize resources and make money.
The document summarizes a presentation about corporate sustainability and social responsibility. It discusses concepts like the triple bottom line and CSR. It provides examples of sustainability reporting and initiatives from companies like Dell, Walmart, Patagonia and others. It addresses benefits of sustainability and stresses that protecting people and the environment is an expectation for businesses.
This document summarizes a two-day workshop on sustainable value and profit. The workshop will explore how social and environmental issues can create business opportunities through cases studies of companies like GE, Walmart, and Unilever. Participants will discuss innovations in sustainable value using Appreciative Inquiry methods to identify organizational strengths. The goal is to envision what business and sustainability will look like in 2014.
David Cooperrider and Chris Laszlo team up for an executive education leadership program on creating sustainable value through whole system Appreciative Inquiry methods. The course is taught at the Weatherhead School of Management at Case Western Reserve University and in companies around the world.
Presentation given by Prof. Mervyn King during the International Federation of Accountants (IFAC) integrated reporting seminar, A Fundamental Shift in Corporate Reporting, November 14, 2012.
Prof. Mervyn King's presentation on integrated reporting during the International Federation of Accountants’ Council Seminar, A Fundamental Shift in Corporate Reporting.
The document discusses strategies for accelerating rural business growth. It advocates moving beyond traditional startup services to focus on growth, such as helping businesses expand markets, stimulate growth sectors, and link to global networks. Specific strategies proposed include developing accelerator programs based on the boot camp model, exploiting new financing tools like angel funds and crowdfunding, and better utilizing existing capital pools. The document also discusses targeting "second stage" businesses between 10-99 employees through focused growth services providing information, infrastructure, and connections.
The document summarizes findings from the 2012 Nordic Growth Entrepreneurship Review (NGER). It finds that the Nordic region has high levels of startup activity and gazelles, defined as firms with 20% annual growth over 3 years that are less than 2 years old. Gazelles have contributed positively to job creation from 2006-2009, though individual gazelles are small. Finnish gazelles are better job creators. The Nordic region has strong framework conditions for entrepreneurship, second only to the US, UK, and Canada, with Finland ranking highest among Nordic countries. The document recommends developing better data on startups and serial entrepreneurs, as well as creating a diagnostic tool and Nordic partnership to strengthen entrepreneurial ecosystems
The document discusses the evolution of entrepreneurship in India over the past 100 years. It describes how only family businesses thrived in the early 1990s due to an absence of role models and venture capital funding. As the economy liberalized in the late 1990s, more entrepreneurs emerged but still faced challenges raising funds. The document outlines the journey of Anant Koppar in founding three successful technology companies and provides tips for aspiring entrepreneurs in India.
John M. Dionisio
Chief Financial Officer
Chief Operating Officer
Michael S. Burke
Troy Rudd
Chief Sustainability Officer
Gary Lawrence
Geographies
Americas
Europe
Middle East
Africa
Asia
Australia/NZ
Capabilities
Design + Planning
Program + Construction
Management
Environment
Transportation
Water
Facilities
Energy + Industrial
Management Support
Services
Support Functions
Human Resources
Legal
Marketing + Communications
Information Technology
Finance
Strategy + Business Development
Our global operations are organized
into six geographic regions: Americas,
No time to waste - the state of the circular economy innovation in the chemic...Finch & Beak
Between April and July 2016 Finch & Beak conducted a research on the maturity of circularity in the chemical sector. The methodology consisted of a combination of desk research, an online questionnaire, in-depth interviews, and
meta-data from Dow Jones Sustainability Index composer, RobecoSAM and eRevalue.
The key findings of our study are that frontrunners are more often specialty chemicals companies, positioned at the end of the value chain. Their approach towards a circular model is characterized through a higher innovation success rate, more value chain collaboration and higher leadership commitment.
CEO Rock Stars for Sustainability: Help Yours Become OneVictoria Zelin
Help Your CEO Become a Corporate Sustainability Rock Star, and Everyone Wins! by Victoria Zelin, Sustainable Leadership Forum,
Presented at Annual Sharing Day of the NJ Organization Development Network, May 7, 2010.
Wal-Mart and Interface collaborated on sustainability initiatives, with Interface mentoring Wal-Mart. Interface transformed itself from a carpet manufacturer into a sustainability leader after its CEO had an epiphany about the environmental impacts of industry. Interface advised Wal-Mart and helped shift its culture towards sustainability. In 2005, Wal-Mart's CEO announced ambitious sustainability goals to be powered by renewable energy and produce zero waste, looking to Interface for guidance on this transformation.
What is Corporate Social Responsibility? Why CSR? How can you effectively deliver CSR...? etc. Enjoy this CSR Presentation we did in 2012 at le Bistro Latin in Douala.
This document discusses strategies for spurring rural entrepreneurship and business growth. It notes that while rural startups are common, they often grow more slowly than urban counterparts due to smaller markets, lower growth sectors, and less access to business services. To accelerate rural growth, the document recommends providing linkages to growth opportunities, capital sources, and talent as well as developing peer networks and engaging students and independent workers. Specific strategies include coworking spaces, angel funds, crowdfunding, and linking clusters to economic anchors.
2. INTRO
Fast growing new companies are important for jobs
and wealth
Entrepreneurs are a key mechanism for
turning knowledge into products and jobs
Entrepreneurs are a key driver for
competition
2012
3. INTRO
Denmark has a major challenge in scaling up
new companies
We need to meet this challenge to create jobs
in the global knowledge economy.
2012
4. INTRO
In Denmark, very few companies realise their
global potential compared to the US
Source Nordic Entrepreneurship Monitor, Fora 2010
2012
5. INTRO
In Denmark, new companies account for 9% of the
employment. In the US, new companies account for
25% of the employment.
DK USA
More than 10 years old 1-10 years old 0-1 years old
Source Ibsen og Westergaard-Nielsen (2010): Job creation by Firm in Denmark & Haitiwanger og Miranda (2010): Who Creates Jobs? Small vs. Large vs. Young.
Se FORA (2010): Den danske produktivitetsudfordring.
2012
6. INTRO
In the US about 90 young companies each year
reach more than 1000 employees.
In Denmark, it has not happened in many years.
For Denmark to match the US
1 or 2 young companies must every year reach
more than 1000 employees
Source Nordic Entrepreneurship Monitor, Fora 2010
2012
7. INTRO
In the US, some regions are good in creating fast
growing new companies while some regions are not.
Why do these new high-tech clusters
emerge in some places and not in others?
2012
8. INTRO
Because new companies succeed in
good business ecosystems
which only exist in some regions
2012
10. INTRO ECOSYSTEMS
Can the ecosystems in nature help our
understanding of business ecosystems?
2012
11. INTRO ECOSYSTEMS
We asked three questions
about business ecosystems
Why do strong business ecosytems emerge
in some places and not in others?
How strong are the Danish business ecoystems
compared to best practice?
How can business ecosystems be reshaped?
2012
12. INTRO ECOSYSTEMS REPORTS
This study has been summarized in
3 reports
Benchmark Report
Travelogues
Danish Biotech Ecosystem
2012
13. INTRO ECOSYSTEMS REPORTS
Benchmark Report
We have benchmarked regional
ecosystems in IT, Biotech and Cleantech
in USA, Canada and Europe
The benchmarks are based on 4 indicators:
Dealmakers, Venture capital,
Patents, Location coefficient
2012
14. INTRO ECOSYSTEMS REPORTS
It seems possible to make a valid ranking of
ecosystems based on the four indicators.
The best ecosystems are located in the US.
Europe has no ecosystems that match the best
ecosystems in USA
2012
15. INTRO ECOSYSTEMS REPORTS
Seattle
Northern Europe
Minneapolis
Boston
Chicago
Denver
Silicon Valley
Research Triangle Park,
Raleigh-Durham
San Diego
Phoenix
Austin
USA Stockholm
Copenhagen
IT & Tele Biotech Cambridge
Ecosystem ratings for USA and Northern Europe
Source: Own calculations London
2012
16. INTRO ECOSYSTEMS REPORTS
Travelogues
We have interviewed people in
strong and less strong ecosystems in US.
Some of the interviewed have helped
create the ecosystem or have been
key players in the ecosystem.
2012
17. INTRO ECOSYSTEMS REPORTS
Strong ecosystems emerge when open and
innovative companies - mother companies - are
active in the ecosystem
AND
When successful entrepreneurs -
serial entrepreneurs - remain in the region and
reinvest time and resources
2012
18. INTRO ECOSYSTEMS REPORTS
Groupon has been a big success, and the
Seattle, Washington
company founders are Chicago guys who
will stay and invest in Chicago.
CHK Conversation with Craig C. Bradley,
“The ecosystem in Seattle started Edwars Wildman
growing only when Amazon and
Starbucks started with their open
and innovative culture.”
Conversation with Franck Nouyrigat, Chicago,Illinois
Start-up Weekend Seattle
Denver, Colorado
”The serial entrepreneurs are an
Research Triangle Park, North Carolina
important element in the ecosystem.”
Paul Jerde, Leeds School of Business
“If SAS Institute and RedHat had the same open
and innovative culture as many companies in
SiliconValley and Austin, RTP could have been
one of America's very successful entrepreneurial
regions.”
Amit Singh, entrepreneur of Indian origin, 800
employees, including 50 in RTP
2012
19. INTRO ECOSYSTEMS REPORTS
Danish Biotech Ecosystem
We interviewed key players from the emergence of
Danish biotech
International data on employment, venture capital
and university research illustrates the standing of
the Danish biotech cluster
2012
20. INTRO ECOSYSTEMS REPORTS
The biotech cluster in Copenhagen is one of
the biggest in Europe, but far behind the best
clusters in the US
The reason for the relative success was access to
venture capital and experienced professionals
from established companies e.g. Novo Nordisk
2012
21. INTRO ECOSYSTEMS REPORTS
The reason Copenhagen is behind the best
US clusters is a lack of experienced
management teams to scale the new
biotech companies
2012
22. INTRO ECOSYSTEMS REPORTS
“In the late 1990s there was relatively easy
access to venture capital. There was a "It can be a challenge to become CEO of a
strong belief in the new technology, and new biotech company for an employee e.g.
there was access to public financing from from Novo or Lundbeck if they have not been
the Danish Growth Fund. Zealand Pharma part of the management team where the
managed to raise 175 million in seed strategic overview is often developed."
capital in 1998.”
Eva Steiness, newpharma.dk
Eva Steiness, newpharma.dk
“Many of the leading Danish biotech companies
started from 1998 to 2001. It was especially
talented people from Novo, who had some great
ideas and got a pat on the shoulder from the
company. This has undoubtedly contributed to
the Danish biotech cluster being among the
world's largest clusters today.”
Vækstfonden New Pharma
Christian Motzfeldt, Vækstfonden Copenhagen Business School
"The culture in the big companies play an important role in Danish biotech. It is
important that employees can go out in a new business during a period without the door
being closed behind them. Established companies can be important birth attendants
when their employees want to break new ground and start their own business."
Mads Øvlisen,Copenhagen Business School
2012
23. INTRO ECOSYSTEMS REPORTS
The key question is:
Why do ecosystems emerge in some places
and not in others?
2012
24. INTRO ECOSYSTEMS REPORTS
There must be good framework conditions
for entrepreneurship including access to the
necessary resources in terms of knowledge,
skills and capital
This is the case in many places in the world
2012
25. INTRO ECOSYSTEMS REPORTS
But
to make a difference
Large established companies must be open and
play an active role in the ecosystem
And successful entrepreneurs must stay in the
region and reinvest their time and resources in
the ecosystem
2012
26. INTRO ECOSYSTEMS REPORTS
A model of the Ecosystem
option 1 option 2
Scalable phase
Competencies Knowledge
500+ 5 years +
Support
Capital
Growth phase
10-40 2-5 years Competencies Knowledge
Support
CAPITAL
Start-up phase COMPETENCIES Venturecapitalists
KNOWLEDGE
Companies Universities
3-10 1-2 years
SUPPORT
Advisors
2012
27. INTRO ECOSYSTEMS REPORTS
A model of the Ecosystem
Scalable phase option 3
Competencies Knowledge
500+ 5 years +
Support
Capital
Growth phase
10-40 2-5 years Competencies Knowledge
Support
CAPITAL
Start-up phase COMPETENCIES Venturecapitalists
KNOWLEDGE
Companies Universities
3-10 1-2 years
SUPPORT
Advisors
2012
28. INTRO ECOSYSTEMS REPORTS
A model of the Ecosystem
Scalable phase
500+ 5 years +
Growth phase
10-40 2-5 years
Start-up phase
3-10 1-2 years
2012
29. INTRO ECOSYSTEMS REPORTS
A model of the Ecosystem
Scalable phase
Competencies Knowledge
500+ 5 years +
Support
Capital
Growth phase
10-40 2-5 years Competencies Knowledge
Support
CAPITAL
Start-up phase COMPETENCIES Venturecapitalists
KNOWLEDGE
Companies Universities
3-10 1-2 years
SUPPORT
Advisors
2012
30. INTRO ECOSYSTEMS REPORTS
A model of the Ecosystem
Scalable phase
Competencies Knowledge
500+ 5 years +
Support
Capital
Growth phase
10-40 2-5 years Competencies Knowledge
Support
CAPITAL
Start-up phase COMPETENCIES Venturecapitalists
KNOWLEDGE
Companies Universities
3-10 1-2 years
SUPPORT
Advisors
2012
31. INTRO ECOSYSTEMS REPORTS
A model of the Ecosystem
2012
32. INTRO ECOSYSTEMS REPORTS
Until now it has been a widespread assumption
that strong ecosystems develop
randomly -
BUT
based on our findings, we will argue that
this could happen by intent anywhere
2012
33. INTRO ECO-SYSTEMS REPORTS ACTION
CALL FOR ACTION
Who should act?
Established companies
Venture capitalists
Universities
Politicians
2012
34. INTRO ECO-SYSTEMS REPORTS ACTION
Established companies
Established companies gain from being located
in a strong ecosystem
Partnerships and collaborations between
established companies and entrepreneurs are
beneficial for both
2012
35. INTRO ECO-SYSTEMS REPORTS ACTION
Circulation of employees is an
advantage for both entrepreneurs and
established companies
Spin-outs are an important building block in the
ecosystem
Support and collaboration with
universities fertilises the whole ecosystem
2012
36. INTRO ECO-SYSTEMS REPORTS ACTION
Capital
Capital has more investment opportunities in
strong ecosystems
Capital has a special responsibility to get the right
management team in place
Venture capital has an important role to
secure that the founder is part of the
whole journey
2012
37. INTRO ECO-SYSTEMS REPORTS ACTION
Entrepreneurship is a repeated business, and
venture capital has a special responsibility to
bring the experience further
Venture capital plays a crucial role in creating
successful entrepreneurs with financial
resources that stay in the region and bind
the ecosystem together
Pension funds have a long term interest in a
strong venture capital industry
2012
38. INTRO ECO-SYSTEMS REPORTS ACTION
Building a new industry
requires large investments from pensions funds
and other capital funds
2012
39. INTRO ECO-SYSTEMS REPORTS ACTION
Universities
Universities benefit from taking an active part in
strong ecosystems
Universities gain from
partnerships and collaborations with
entrepreneurs and established companies
University spin-outs are important for developing
the ecosystem
2012
40. INTRO ECO-SYSTEMS REPORTS ACTION
Universities can benefit from
dedicated entrepreneurship centers
with the task of interacting with the ecosystem
2012
41. INTRO ECO-SYSTEMS REPORTS ACTION
Politicians
Politicians have an unique opportunity to put
ecosystems on the agenda and raise awareness
about the importance of strong ecosystems
Politicians can encourage public owned
companies and institutions to be active in
the ecosystems
Politicians can ensure that public owned
universities are active in the ecosystems
2012