A more innovative Wales would incentivize sustainable products and services, create value through new sustainable business models, and develop lead markets for sustainable products through public procurement. Overcoming barriers like the narrow definition of innovation and lack of coordination will require broadening understanding of innovation, strengthening collaboration, and incentivizing sustainability. The Welsh Government should support stakeholders, learn from evaluations, and incentivize responsible multi-sector collaboration to develop Wales' innovation system and differentiate the country through its strengths in areas like sustainable development.
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
CMAD Group Workbook 2 Sustainable DevelopmentAlexander Doré
This document provides an overview of the Natural Step (TNS) framework for achieving sustainability. It discusses:
1. The core argument is for transforming IT practices into a more efficient, cyclical, and sustainability-oriented approach.
2. The TNS framework defines sustainability using four principles and provides tools for organizations to plan from a sustainable future state.
3. The five levels of the TNS framework guide understanding the current unsustainable system, defining success as sustainability, and developing strategies through backcasting from sustainability principles.
This document discusses integrating sustainability into corporate strategy and operations. It begins by outlining key concepts in corporate sustainability and ways for organizations to become more sustainable. It then provides an overview of the evolution of sustainability thinking over time. Next, it describes how sustainability relates to an organization's core values and impacts its various stakeholders. The document outlines a roadmap for creating sustainable value through stakeholder engagement, governance, and incorporating sustainability into business processes. It emphasizes measuring sustainability performance using a balanced scorecard approach. Finally, it discusses seven key benefit areas that result from more sustainable business practices.
Lecture: Embeddding Sustainability into StrategyMiles Weaver
This document provides an overview of a lecture on embedding sustainability into business strategy. It discusses evaluating generic strategic responses to sustainability, the difference between bolt-on and embedded sustainability strategies, and how corporate and business strategies can develop strategic capabilities through sustainability-driven initiatives. Key points covered include different levels of strategic response, frameworks for creating sustainable value, and the importance of moving from bolt-on to fully embedded sustainability strategies that transform core business activities.
Embedding Sustainability into Strategy II: Making Tracks on SafariMiles Weaver
This document discusses embedding sustainability into corporate strategy. It begins by outlining four levels of strategic response to sustainability issues: enterprise strategy, corporate strategy, business strategy, and functional strategy. It then discusses the differences between "bolt-on" and "embedded" sustainability strategies. The document also examines how firms can turn social and environmental issues into business opportunities through innovation, and how to incorporate sustainability concerns into strategy at different organizational levels. Finally, it previews next week's discussion of the Laszlo sustainability model and designing for sustainability across supply chains. The overall discussion focuses on developing a deeper understanding of strategic sustainability responses.
Business for Good: Balancing Purpose with Profit in a Post-Covid ScotlandMiles Weaver
Join Dr Miles Weaver and Dr Hock Tan, from Edinburgh Napier’s Business School on July 30th for Purpose-driven Organisations, will discuss that many businesses to emerge stronger in a post-covid Scotland will be purpose-driven. Using business as a force for good.
This webinar, hosted by Lorraine Thomson, who heads up Interface's Highlands and Islands team, examines the power of ‘purpose’ and the opportunities for SME’s in embracing the UN Sustainable Development Goals (SDGs) to create Sustainable Value (for all relevant stakeholders). ‘Profit’ is an output, not a ‘purpose’. Business exists beyond making money and maximising shareholder value. There is a growing consensus that businesses that place “purpose beyond profit” can generate greater returns. What does this mean for SME’s and where are the opportunities? We will first seek to understand what is meant by creating sustainable value and the power of purpose. Followed by taking an overview of the SDG Action Manager to help you to identify opportunities for growth while making an impact across environmental, social and governance landscape.
Sustainable supply chains - from theory to practiceiskandaruz
The document discusses sustainable supply chains from theory to practice. It introduces UnitedLog and defines sustainability in terms of balancing social, environmental and economic needs. Key drivers for more sustainable supply chains include increasing regulations and fuel prices. The document outlines measuring emissions, tools for sustainability improvements, and examples of sustainable initiatives from companies. It emphasizes the need for a holistic view to balance traditional efficiency and emissions reductions for long term profitability.
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
CMAD Group Workbook 2 Sustainable DevelopmentAlexander Doré
This document provides an overview of the Natural Step (TNS) framework for achieving sustainability. It discusses:
1. The core argument is for transforming IT practices into a more efficient, cyclical, and sustainability-oriented approach.
2. The TNS framework defines sustainability using four principles and provides tools for organizations to plan from a sustainable future state.
3. The five levels of the TNS framework guide understanding the current unsustainable system, defining success as sustainability, and developing strategies through backcasting from sustainability principles.
This document discusses integrating sustainability into corporate strategy and operations. It begins by outlining key concepts in corporate sustainability and ways for organizations to become more sustainable. It then provides an overview of the evolution of sustainability thinking over time. Next, it describes how sustainability relates to an organization's core values and impacts its various stakeholders. The document outlines a roadmap for creating sustainable value through stakeholder engagement, governance, and incorporating sustainability into business processes. It emphasizes measuring sustainability performance using a balanced scorecard approach. Finally, it discusses seven key benefit areas that result from more sustainable business practices.
Lecture: Embeddding Sustainability into StrategyMiles Weaver
This document provides an overview of a lecture on embedding sustainability into business strategy. It discusses evaluating generic strategic responses to sustainability, the difference between bolt-on and embedded sustainability strategies, and how corporate and business strategies can develop strategic capabilities through sustainability-driven initiatives. Key points covered include different levels of strategic response, frameworks for creating sustainable value, and the importance of moving from bolt-on to fully embedded sustainability strategies that transform core business activities.
Embedding Sustainability into Strategy II: Making Tracks on SafariMiles Weaver
This document discusses embedding sustainability into corporate strategy. It begins by outlining four levels of strategic response to sustainability issues: enterprise strategy, corporate strategy, business strategy, and functional strategy. It then discusses the differences between "bolt-on" and "embedded" sustainability strategies. The document also examines how firms can turn social and environmental issues into business opportunities through innovation, and how to incorporate sustainability concerns into strategy at different organizational levels. Finally, it previews next week's discussion of the Laszlo sustainability model and designing for sustainability across supply chains. The overall discussion focuses on developing a deeper understanding of strategic sustainability responses.
Business for Good: Balancing Purpose with Profit in a Post-Covid ScotlandMiles Weaver
Join Dr Miles Weaver and Dr Hock Tan, from Edinburgh Napier’s Business School on July 30th for Purpose-driven Organisations, will discuss that many businesses to emerge stronger in a post-covid Scotland will be purpose-driven. Using business as a force for good.
This webinar, hosted by Lorraine Thomson, who heads up Interface's Highlands and Islands team, examines the power of ‘purpose’ and the opportunities for SME’s in embracing the UN Sustainable Development Goals (SDGs) to create Sustainable Value (for all relevant stakeholders). ‘Profit’ is an output, not a ‘purpose’. Business exists beyond making money and maximising shareholder value. There is a growing consensus that businesses that place “purpose beyond profit” can generate greater returns. What does this mean for SME’s and where are the opportunities? We will first seek to understand what is meant by creating sustainable value and the power of purpose. Followed by taking an overview of the SDG Action Manager to help you to identify opportunities for growth while making an impact across environmental, social and governance landscape.
Sustainable supply chains - from theory to practiceiskandaruz
The document discusses sustainable supply chains from theory to practice. It introduces UnitedLog and defines sustainability in terms of balancing social, environmental and economic needs. Key drivers for more sustainable supply chains include increasing regulations and fuel prices. The document outlines measuring emissions, tools for sustainability improvements, and examples of sustainable initiatives from companies. It emphasizes the need for a holistic view to balance traditional efficiency and emissions reductions for long term profitability.
The document describes the Cost driven Approach to Regulatory burdens (CAR) methodology developed by SIRA Consulting to quantify regulatory burdens on businesses. The CAR methodology takes a business's financial administration as a starting point to identify and quantify the costs of legal obligations. It expresses these regulatory burdens as a percentage of total business costs. The CAR methodology was developed to support the Dutch government's goal of reducing regulatory burdens on competitive sectors of the Dutch economy by €2.5 billion. It aims to scope solutions and identify measures that lead to tangible burden reduction and increased competitiveness.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
on innovation for/in public sector in Africamlepage
This document discusses innovation in the public sector in Africa. It begins by defining innovation as introducing new practices, processes, products or relationships to achieve specific objectives. The document outlines different types of innovation including at the service and policy levels. It notes some drivers of innovation include political push, competitive pressures, and new technologies. The document also discusses challenges to innovation in the public sector like size, risk aversion, and lack of resources. It provides recommendations to overcome barriers such as encouraging learning, entrepreneurship, and stakeholder involvement. The document aims to provide guidance on how the public sector can better support innovation.
Sustainable Supply -r Rio Tinto Pocurement - Phoenix Conference - 9 June 2007Lowell Fields Millburn
Rio Tinto is committed to sustainable development and sees it providing long term business benefits. The Sustainable Development Leadership Panel assists in developing business plans that include sustainable development initiatives. Rio Tinto Procurement's Sustainable Supply program aims to build long term commercial synergies with supplier communities by aligning supplier performance with Rio Tinto's policies and collaborating to improve quality. Key factors in sustainable supply include the influence of distance from operations, time for community development, and identifying opportunities. Initial focus areas include developing local communities and training through strategic sourcing and logistics projects.
Innovations in Institutional Arrangements: Towards Enabling Continuous Transi...LINKInnovationStudies
[Visit www.innovationstudies.org for more of our work.] Institutional innovation involves enabling new ways of working within an organisation. Two changes have been at centrestage in pressing for institutional innovation in agricultural research and development (ARD): stronger client orientation and greater use of partnerships. Further innovation in ARD Institutions is necessary to reach development goals. It is more sensible to enable institutional change to cope with an evolving situation in a specific context than prescribe changes. Therefore, there is a need to focus on transition rather than on destination in institutional arrangements.
Presentation at the APM Governance SIG conference: Governance and collaborative working 21st May 2013. Martin Samphire, Peter Hansford, Mark Sewell and Andy Murray.
This document provides an introduction to bullion trading in India through Harvest Futures Consultants India Pvt Limited. It discusses Harvest's vision, services, regulatory compliance, and offices worldwide. It also covers topics like how the global bullion market works, factors that influence commodity prices, technical analysis techniques, account security, and the steps to start trading forex. Risks are addressed, and qualifications for different levels of traders are outlined.
We are initiating coverage of 1-800-Flowers with a Buy rating and a $5 price target. 1-800-Flowers is the domestic leader in consumer floral sales and has an iconic brand and compelling marketing strategy. The company has seen improving revenue, EBITDA, and customer metrics in recent quarters. We estimate the company will grow EBITDA by 19% and 16% in fiscal 2012 and 2013, driven by higher floral sales and increased operating leverage. Despite improved fundamentals, FLWS shares trade at depressed multiples and we believe represent an attractive investment opportunity.
Pryce Warner International Group is a leading provider of financial services for expats and non-domiciled individuals. They have over 40 years of experience and work with high net worth clients and leading global financial institutions. They are seeking applicants to join their market leading company and work from a location of choice providing services like pensions, estate planning, education funds, and tax planning. Benefits include excellent earning potential and working with a proven company committed to high quality client service.
Showcasing my career spanning over 6 years being an empirical professional with a proactive approach in delivering profitable and effective marketing solutions across brands as varied as Consumer Electronics, Automotive branded audio, Infotainment, FMCG/CPG, IT & Telecom, Banking and Infrastructure.
Harman India launched several marketing campaigns for their JBL brand in India, including a TV, print, outdoor, and digital campaign to promote their new JBL campaign. They also engaged in various retail expansion efforts such as opening franchise stores and store-in-stores. Additionally, Harman conducted training workshops for dealers and implemented in-store branding and signage for retailers carrying JBL products. Their marketing efforts achieved over 100 million impressions and received positive press and product review coverage.
Recent meetings with Rentrak management strengthened the analyst's conviction in the company. Rentrak's TV Essentials business is on track to double revenue in 2013 and appears poised for continued strong growth. The company also has more upside potential in its box office measurement business than previously expected. The analyst reiterates a Buy rating and $24 price target for Rentrak shares.
HARMAN provides premium audio, video, and lighting solutions for cruise ships, including brands like JBL, Crown, Martin, and AKG. They offer a full-service approach with integrated systems designed for high quality and reliability. Their solutions simplify deployment and management across entertainment, communications, and other applications. HARMAN also provides unmatched support through their expertise in large-scale system planning, operation, and service worldwide.
Pryce Warner International Group is a leading provider of financial services for expats and non-domiciled individuals worldwide. They offer services including pensions, estate planning, education funds, tax planning, and property services. The company has over 40 years of experience in global finance and works with high net worth clients and leading financial institutions. They are seeking applicants to join their market-leading team in providing the highest quality services to clients around the world.
Salary data for more than 125 interactive, design, marketing, advertising and public relations positions
A formula for localizing salaries for your market
Hiring trends and best practices
Job descriptions for in-demand creative positions
How to Use New Age Communications Tools to Educate the PublicMike Pina
This presentation shows how the U.S. Department of Transportation is using a variety of communications tools to educate the public about the benefits of Connected Vehicle Technology. See our video at http://www.its.dot.gov/library/media/15cv_future.htm
What Great Looks Like - The Key to Unlocking Performance through PeoplePhill Bolland
Businesses have long relied on subjective processes and past performance to identify top talent, which often led them to make poor hiring decisions that resulted in cultural misfits with the wrong capabilities. As a result, only 16% of employees identified as high potential actually make it to senior roles, and a single mis-hire can cost companies 4-14 times an employee's base salary in wasted talent, energy, and money. To address this, companies need to define what high-performance talent looks like for their unique objectives, culture, and customers rather than relying solely on psychometric tests. This process of defining "What Great Looks Like" underpins the services that The Chemistry Group provides to accurately predict human performance in the workplace.
The document is a catalogue from harman kardon that describes their various home audio products for the 2010-2011 period. It includes integrated home theater systems, A/V receivers, Blu-ray players, high-performance music systems, stereo components, speakers and other products. The catalogue emphasizes harman kardon's focus on high quality sound reproduction and new technologies to enhance the entertainment experience in the home.
HARMAN-SolutionGuide-Education-Conference Rooms Final 6915Mark Josiah Henkin
The document provides information on audio visual system solutions for conference rooms, including descriptions of common conference room activities and the core components of AV control & automation systems, sound reinforcement systems, collaboration & conferencing systems, and room scheduling & AV asset management systems. It also includes tips and concepts for designing integrated AV solutions for conference rooms using Harman's portfolio of professional audio and video technologies.
Harman International announces two acquisitions, Symphony Teleca and Red Bend Software, for a total of approximately $780 million and $170 million respectively. Symphony Teleca is an outsourced product development and software services company that will expand Harman's capabilities in cloud, mobility, and analytics. Red Bend provides over-the-air update technology for internet of things and automotive devices, allowing for continued upgrades and cybersecurity improvements. Both acquisitions will help accelerate Harman's innovation and growth in connected vehicle technologies.
Read more on www.harmaninnovation.com
Learn how infotainment options controlled through gestures and systems that can read your facial features opens up new avenues for connected car technology.
The document describes the Cost driven Approach to Regulatory burdens (CAR) methodology developed by SIRA Consulting to quantify regulatory burdens on businesses. The CAR methodology takes a business's financial administration as a starting point to identify and quantify the costs of legal obligations. It expresses these regulatory burdens as a percentage of total business costs. The CAR methodology was developed to support the Dutch government's goal of reducing regulatory burdens on competitive sectors of the Dutch economy by €2.5 billion. It aims to scope solutions and identify measures that lead to tangible burden reduction and increased competitiveness.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
on innovation for/in public sector in Africamlepage
This document discusses innovation in the public sector in Africa. It begins by defining innovation as introducing new practices, processes, products or relationships to achieve specific objectives. The document outlines different types of innovation including at the service and policy levels. It notes some drivers of innovation include political push, competitive pressures, and new technologies. The document also discusses challenges to innovation in the public sector like size, risk aversion, and lack of resources. It provides recommendations to overcome barriers such as encouraging learning, entrepreneurship, and stakeholder involvement. The document aims to provide guidance on how the public sector can better support innovation.
Sustainable Supply -r Rio Tinto Pocurement - Phoenix Conference - 9 June 2007Lowell Fields Millburn
Rio Tinto is committed to sustainable development and sees it providing long term business benefits. The Sustainable Development Leadership Panel assists in developing business plans that include sustainable development initiatives. Rio Tinto Procurement's Sustainable Supply program aims to build long term commercial synergies with supplier communities by aligning supplier performance with Rio Tinto's policies and collaborating to improve quality. Key factors in sustainable supply include the influence of distance from operations, time for community development, and identifying opportunities. Initial focus areas include developing local communities and training through strategic sourcing and logistics projects.
Innovations in Institutional Arrangements: Towards Enabling Continuous Transi...LINKInnovationStudies
[Visit www.innovationstudies.org for more of our work.] Institutional innovation involves enabling new ways of working within an organisation. Two changes have been at centrestage in pressing for institutional innovation in agricultural research and development (ARD): stronger client orientation and greater use of partnerships. Further innovation in ARD Institutions is necessary to reach development goals. It is more sensible to enable institutional change to cope with an evolving situation in a specific context than prescribe changes. Therefore, there is a need to focus on transition rather than on destination in institutional arrangements.
Presentation at the APM Governance SIG conference: Governance and collaborative working 21st May 2013. Martin Samphire, Peter Hansford, Mark Sewell and Andy Murray.
This document provides an introduction to bullion trading in India through Harvest Futures Consultants India Pvt Limited. It discusses Harvest's vision, services, regulatory compliance, and offices worldwide. It also covers topics like how the global bullion market works, factors that influence commodity prices, technical analysis techniques, account security, and the steps to start trading forex. Risks are addressed, and qualifications for different levels of traders are outlined.
We are initiating coverage of 1-800-Flowers with a Buy rating and a $5 price target. 1-800-Flowers is the domestic leader in consumer floral sales and has an iconic brand and compelling marketing strategy. The company has seen improving revenue, EBITDA, and customer metrics in recent quarters. We estimate the company will grow EBITDA by 19% and 16% in fiscal 2012 and 2013, driven by higher floral sales and increased operating leverage. Despite improved fundamentals, FLWS shares trade at depressed multiples and we believe represent an attractive investment opportunity.
Pryce Warner International Group is a leading provider of financial services for expats and non-domiciled individuals. They have over 40 years of experience and work with high net worth clients and leading global financial institutions. They are seeking applicants to join their market leading company and work from a location of choice providing services like pensions, estate planning, education funds, and tax planning. Benefits include excellent earning potential and working with a proven company committed to high quality client service.
Showcasing my career spanning over 6 years being an empirical professional with a proactive approach in delivering profitable and effective marketing solutions across brands as varied as Consumer Electronics, Automotive branded audio, Infotainment, FMCG/CPG, IT & Telecom, Banking and Infrastructure.
Harman India launched several marketing campaigns for their JBL brand in India, including a TV, print, outdoor, and digital campaign to promote their new JBL campaign. They also engaged in various retail expansion efforts such as opening franchise stores and store-in-stores. Additionally, Harman conducted training workshops for dealers and implemented in-store branding and signage for retailers carrying JBL products. Their marketing efforts achieved over 100 million impressions and received positive press and product review coverage.
Recent meetings with Rentrak management strengthened the analyst's conviction in the company. Rentrak's TV Essentials business is on track to double revenue in 2013 and appears poised for continued strong growth. The company also has more upside potential in its box office measurement business than previously expected. The analyst reiterates a Buy rating and $24 price target for Rentrak shares.
HARMAN provides premium audio, video, and lighting solutions for cruise ships, including brands like JBL, Crown, Martin, and AKG. They offer a full-service approach with integrated systems designed for high quality and reliability. Their solutions simplify deployment and management across entertainment, communications, and other applications. HARMAN also provides unmatched support through their expertise in large-scale system planning, operation, and service worldwide.
Pryce Warner International Group is a leading provider of financial services for expats and non-domiciled individuals worldwide. They offer services including pensions, estate planning, education funds, tax planning, and property services. The company has over 40 years of experience in global finance and works with high net worth clients and leading financial institutions. They are seeking applicants to join their market-leading team in providing the highest quality services to clients around the world.
Salary data for more than 125 interactive, design, marketing, advertising and public relations positions
A formula for localizing salaries for your market
Hiring trends and best practices
Job descriptions for in-demand creative positions
How to Use New Age Communications Tools to Educate the PublicMike Pina
This presentation shows how the U.S. Department of Transportation is using a variety of communications tools to educate the public about the benefits of Connected Vehicle Technology. See our video at http://www.its.dot.gov/library/media/15cv_future.htm
What Great Looks Like - The Key to Unlocking Performance through PeoplePhill Bolland
Businesses have long relied on subjective processes and past performance to identify top talent, which often led them to make poor hiring decisions that resulted in cultural misfits with the wrong capabilities. As a result, only 16% of employees identified as high potential actually make it to senior roles, and a single mis-hire can cost companies 4-14 times an employee's base salary in wasted talent, energy, and money. To address this, companies need to define what high-performance talent looks like for their unique objectives, culture, and customers rather than relying solely on psychometric tests. This process of defining "What Great Looks Like" underpins the services that The Chemistry Group provides to accurately predict human performance in the workplace.
The document is a catalogue from harman kardon that describes their various home audio products for the 2010-2011 period. It includes integrated home theater systems, A/V receivers, Blu-ray players, high-performance music systems, stereo components, speakers and other products. The catalogue emphasizes harman kardon's focus on high quality sound reproduction and new technologies to enhance the entertainment experience in the home.
HARMAN-SolutionGuide-Education-Conference Rooms Final 6915Mark Josiah Henkin
The document provides information on audio visual system solutions for conference rooms, including descriptions of common conference room activities and the core components of AV control & automation systems, sound reinforcement systems, collaboration & conferencing systems, and room scheduling & AV asset management systems. It also includes tips and concepts for designing integrated AV solutions for conference rooms using Harman's portfolio of professional audio and video technologies.
Harman International announces two acquisitions, Symphony Teleca and Red Bend Software, for a total of approximately $780 million and $170 million respectively. Symphony Teleca is an outsourced product development and software services company that will expand Harman's capabilities in cloud, mobility, and analytics. Red Bend provides over-the-air update technology for internet of things and automotive devices, allowing for continued upgrades and cybersecurity improvements. Both acquisitions will help accelerate Harman's innovation and growth in connected vehicle technologies.
Read more on www.harmaninnovation.com
Learn how infotainment options controlled through gestures and systems that can read your facial features opens up new avenues for connected car technology.
Introduction to the connected vehicle imsa 2015 annual conferenceJim Frazer
This document provides an overview of connected vehicle technology. It begins with learning objectives about understanding the connected vehicle program, technologies, and key issues. It then defines connected vehicles as enabling wireless connectivity among vehicles, infrastructure, and devices to improve safety, mobility, and environmental impacts. The document discusses the history and evolution of the connected vehicle program in the US. It outlines several connected vehicle pilot programs focused on safety and mobility applications. Finally, it provides details on connected vehicle technologies including dedicated short range communications and cellular communications.
This short document discusses a song called "Time to said goodbye" performed by Sarah Brightman and Andrea Bocelli. It mentions the song and artists but does not provide any other details about the content or meaning of the song. The document is labeled as being from Switzerland and consists primarily of blank lines with the artists and song title listed.
This document discusses sustainability, social entrepreneurship, and the role of leadership in driving innovation through sustainability. It defines key terms like sustainability and social entrepreneurship. It argues that adopting sustainable practices can help drive innovation in areas like product design, business models, and platforms. Leading this transformation requires visionary leadership that can champion the cause and gain buy-in across the organization. Traits of effective leaders include emotional stability, dominance, and the ability to inspire others. The document provides the example of the Smart Village Living Lab in India as an initiative applying these principles.
This document provides an overview of corporate responsibility, sustainability, and sustainability reporting. It defines key terms, discusses drivers and challenges, and outlines frameworks for implementing sustainability strategies. The key messages are that sustainability is important for managing risks and opportunities, meeting stakeholder demands, and gaining competitive advantages through innovation. Frameworks emphasize understanding impacts across economic, social, and environmental dimensions.
The document discusses how manufacturing companies are increasingly integrating innovation into their corporate strategies and collaborating across organizational boundaries to drive innovation. Some key findings include:
1) Innovation is becoming a more integral part of corporate growth strategies and is embedded in more functions beyond just R&D.
2) Companies are looking at innovation as an important lever for improving business performance and top-line growth, in addition to developing new products.
3) R&D collaboration, customer collaboration, and supplier collaboration are seen as key ways to support localized products while leveraging synergies globally. However, challenges remain in capitalizing on customer insights and shifting supplier relationships from cost reduction to shared value creation.
US Office of Innovation and Entrepreneurship overview 3helix
The document provides an overview of the Office of Innovation and Entrepreneurship (OIE). It discusses the OIE's history, mission, and vision of supporting economic growth through entrepreneurship and regional clusters. It outlines several of OIE's key programs, including the i6 Challenge grant program, i6 Winners Conference, the National Advisory Council on Innovation and Entrepreneurship, and efforts to facilitate university-industry collaboration and engagement with regional economic development.
This document describes a 10-month university course called "Leading Change for a Sustainable Chemical Industry" that aims to develop sustainability leadership skills for chemical industry professionals. The course uses a blended learning approach with online and in-person components. It teaches a proven framework for strategic sustainable development and helps participants apply it to drive innovation within their organizations and across the industry. Past participants found that the course increased their competence and confidence in sustainability issues while connecting them with a growing network of sustainability leaders.
The document discusses a scenarios project conducted by Universities UK (UUK) to explore potential long-term futures for higher education in the UK. The project developed four scenarios through workshops and discussions with universities. It aimed to start a conversation around securing the long-term success of the higher education sector. UUK has created an online toolkit summarizing the project to help others conduct similar scenario planning exercises for strategic decision making. The document raises questions about implications for universities and how UUK can continue supporting strategic foresight work.
A presentation looking at trends, drivers, actions, strategy and business ethics, why they matter, who does them well and what the business case is today
seminar on top down knowledge transfer vs co creation Pk N
1) The document discusses top-down knowledge transfer versus co-creation approaches for supporting agricultural innovation. It notes the limitations of top-down linear technology transfer models.
2) Co-creation is defined as active collaboration between producers and users initiated by firms to co-construct services and solutions. It allows for dialogue, access, and transparency between stakeholders.
3) Advantages of co-creation include adaptive innovation through learning cycles, building strategic relationships, and creating exceptional experiences through provocative leadership that focuses on customer needs.
Katie Mandes of C2ES and Make an Impact: Sustainable Leadership Forum - Dalla...tapleya
This document discusses engaging employees to support corporate sustainability efforts. It notes that employee engagement is critical to sustainability success and can lead to efficiency savings, stronger customer relations, innovation, and other benefits. The document recommends empowering employees by creating meaningful opportunities to contribute and sharing business sustainability progress. It also outlines challenges to employee engagement like competing priorities and solutions like integrating sustainability into existing processes and communications channels.
Module 4 Professional Ethics & Social ResponsibilityNancy Girdhar
This document outlines the modules, content, objectives, and assessments of a course on Professional Ethics and Social Responsibility. The course consists of 5 modules that cover philosophy and ethics, ethical issues in the workplace, codes of ethics, sustainable practices, and ethics in different domains. Assessments include tests, case studies, assignments, and a project. The document also provides examples of sustainable business practices and discusses the importance of sustainability, corporate social responsibility, and inclusive development.
Designers are well-positioned to spearhead the circular economy movement by rethinking the afterlife of products and integrating maintenance and repair into designs. The circular economy starts with circular business models that create value through new propositions like product-service systems. Pilot programs pairing businesses with designers generate concrete circular economy solutions and value propositions, provide tools and experience to replicate the process, and build cross-sector networks to further implementation. The programs benefit all stakeholders by disseminating research, informing government policy, and developing the next generation of circular designers.
Everyone knows that Australia and the world needs sustainable innovation to combat the global challenges we are facing and achieve the SDGs, but not enough companies know how. Futureye is developing a program to breach this gap and is looking for partners.
The document discusses three different strategies for social innovators: developing fields, innovations, and places. Developing fields involves building practitioner networks and standards within a defined practice area. Developing innovations focuses on creating and scaling new solutions. Developing places aims to build a community's capacity for continuous innovation by importing and integrating multiple innovations. Each strategy requires different skills, partners, investments, and time horizons to achieve different goals of advancing a field, portfolio of solutions, or local innovation capacity.
The document outlines Wales' proposed Energy Efficiency Strategy, which will focus on reducing carbon emissions, tackling poverty, and supporting jobs and growth through greater energy efficiency. It will cover public, private and domestic sectors over the next 10 years. The strategy aims to make Wales a leader in energy efficiency through developing skills and innovation in its supply chain to deliver efficiency improvements. It seeks input on barriers and opportunities to drive behavior change among households, businesses and the public sector to increase uptake of efficiency solutions. The strategy will undergo consultation and be finalized in late 2015.
This position paper from the Ecodesign Centre discusses links between Wales' proposed Sustainable Development Bill and Innovation Strategy. It argues that ecodesign can play a key role by helping businesses reduce costs and risks from rising resource prices while driving innovation. The paper outlines several strategic levers where ecodesign links the two policies, such as addressing energy demand and facilitating sustainable consumption. It recommends actions for the Welsh government, including leveraging procurement to create sustainable markets and aligning R&D funding to support sustainable products and services.
1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
This document summarizes efforts to support sustainable regional innovation and ecodesign among small and medium enterprises (SMEs) in Wales. It discusses the context in Wales including its devolved government and industrial history. It then describes the establishment of the Ecodesign Centre Wales, a small team aimed to build SME capacity for ecodesign. The document reviews perspectives on supporting ecodesign in SMEs and shares insights from workshops with Welsh SMEs. It concludes by recommending a focus on knowledge sharing, capacity building, education, and establishing a culture of policy learning to further support ecodesign among SMEs in Wales.
This document is a slide deck for a workshop aimed at co-creating innovation hubs in Beirut, Lebanon. The workshop will have two objectives: 1) define actions to strengthen the mobile internet ecosystem through collaboration with stakeholders, and 2) brainstorm a year of innovation activities among ecosystem stakeholders to support job growth and competitiveness. The slide deck covers topics like defining innovation and ecosystems, the importance of users in ecosystems, how business models are shifting to platforms and networks, components of entrepreneurial ecosystems, and roles within innovation ecosystems. It also outlines exercises for participants to analyze and map the key actors, attitudes, and connections within the mobile internet innovation ecosystem in Lebanon.
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1. July 2012
Response to consultation on the
development of an Innovation
Strategy for Wales
Ecodesign Centre
not for circulation, any content from this document needs to be cited as work of authors
2. We make ecodesign happen
through collaborative projects
with design-led companies,
policy-makers, industry
associations, research
centres, educators and social
enterprises.
3. Consultation on the development of an Innovation Strategy for Wales
Innovation has always been a cornerstone of national strategies for growth
and competitiveness but there is a growing emphasis in policy, business and
academia on how the innovation system responds to the grand challenges of
society. Some of these grand challenges include emerging technologies, climate
change, new domains of health care, ageing population, global poverty, material
security and resource efficiency.
This consultation on the development of an Innovation Strategy for Wales
provides and excellent opportunity to rethink and redesign innovation in light of
these grand challenges.
01. In what ways do you •driving social innovation in key areas
think innovation can help such as public health, social inclusion,
improve the economic and active ageing 4
prospects and well being of •bring innovation into the functioning
the people of Wales? of government and Improve the delivery
of public services 5
Innovation can help improve the
economic prospects and well being •providing sustainable mobility and
of the people of Wales by tackling transport 6
these grand challenges and enabling
sustainable development. Innovation It must be stressed that these grand
can enable a sustainable Wales by; challenges mentioned above change
the context of innovation. For example,
•facilitating ecodesign and sustainable the last decade alone has witnessed
consumption and production (products a combination of transformations in
and services)1 economic, geopolitical, societal and
technological and ecological systems
•addressing climate change and clean that have driven a greater level of
energy 2 economic and social interdependency.
These deeper interdependencies have
•contribute to a “circular economy” given rise to risks that are challenging
by improving resource efficiency, existing systems of innovation
conserving raw materials and reducing governance (e.g. norms, standards,
the business risk of critical materials 3 policies) and existing approaches to
1 http://www.orangebox.com/responsibility/no_green_bull 4 http://www.participle.net
2 http://thecleanrevolution.org 5 http://www.mind-lab.dk
3 http://www.interfaceflor.com/default.aspx?section=3&sub=4 6 www.wbcsdmobility.org
4. Consultation on the development of an Innovation Strategy for Wales
innovation. The recent financial crisis 02. What would a more
is a potent example of this issue of risk innovative Wales look
and complexity. like?
Global companies are already A more innovative Wales will incentivise
integrating sustainable and responsible the production of more sustainable
business practices. For example, in July products and services, create and
2011 McKinsey surveyed over 3200 deliver value through new sustainable
executives from a wide range of regions, business models and social innovation.
industries, company sizes and functional
specialities on attitudes and actions A more innovative Wales will develop
related to sustainability and corporate lead markets for sustainable products
social responsibility. and services through better public
procurement.
They found that, compared with
the previous year, a larger shares of A more innovative Wales will bring
executives say sustainability programs innovation into the functioning of
are making a tangible positive government to improve the delivery of
contribution to their companies’ short- public services through co-production
and long-term value. Some of the key and service innovation.
drivers for this have been the need to
protect businesses reputation and brand A more innovative Wales will be
equity but also to improve processes less wasteful and develop a ‘circular
and drive business growth. economy’ by designing out waste and
viewing any waste that is generated as a
The study identifies three different resource.
levers that companies can use to create
value. These are growth, return on A more innovative Wales will build on
capital and risk management. existing strengths and future potential
to provide;
According to Mc Kinsey, a growth
strategy may involve innovation •Effective partnerships between public,
and new products or reaching new private, third sectors and academia to
customers and markets, a strategy of co-create a better place to live and work
improving returns on capital might
feature increasing environmental •more resilient private and third sectors
performance and a risk management
strategy could entail regulatory or •a better understanding of assets,
reputational management. resources, value
•an attractive place to work and live
5. Consultation on the development of an Innovation Strategy for Wales
with flexible working practices and •a focus on technological innovation
flexible living environments at the expense of design and social
innovation
•robust and internationally recognised
creative industries •perceived lack of structured
coordination of existing research
Resulting in; programmes (e.g. framework
programmes)
•better quality of life and livelihoods
•relatively low levels of ecodesign and
•reduced overall inequality and sustainable innovation research (outside
increased well-being of the built environment and energy)
•better opportunities for entrepreneurs •demand side measures (e.g.
and spin-out businesses procurement) not driving innovation
03. What are the •weak ties between current research,
barriers preventing society and the market
Wales becoming more
•governance problems related to
innovative? What needs to innovation for sustainability and
be done to overcome these competing policy rationales
barriers?
•difficulty in providing and accessing
One of the biggest barriers to Wales appropriate finance
being more innovative is how we
currently define innovation. There is a •unfavourable global conditions for
need to broaden our understanding of innovation (emerging market dynamics)
innovation in terms of how we enable
it, measure it and what we expect the •imbalance of sustainability capabilities,
outcomes of innovation to be. There is including within policy, intermediary
a need to better understand innovation organisations and existing supply chains
in terms of strategy, inputs, process,
outputs and outcomes. Key barriers for businesses in Wales
In addition to the above we identify a •lack of resource (finance, capabilities,
series of broad barriers; skills) within the enterprise
•a low level of understanding or •(Apparent) low levels of collaboration
appreciation of the pivotal role design with regional and transnational research
plays in bringing innovations to market institutes and universities
6. Consultation on the development of an Innovation Strategy for Wales
•lack of external financing for 04. What experience do
sustainable innovation you or your organisation
have of the initiatives that
•insufficient or restricted access to and
poor uptake of existing subsidies and
support innovation? How
fiscal incentives accessible and effective
are the various forms
•existing regulations and structures not of innovation support
incentivising sustainability programmes?
•transition and technological lock-ins We have developed and delivered
(e.g. technologies and infrastructure) ecodesign initiatives and have
experience in working with SMEs.
•limited access to external information
and knowledge regarding sustainability We are also involved in a number of
European funded projects including FP7
•limited access to well-developed and Interreg so we have good insights
sustainability support services into the initiatives in other parts of
Europe.
•uncertain return on investment or
too long a payback period for some Wales has had a series of interventions
technologies focussed on but there has been issues in
supply and demand side coherence. This
•risk averse culture with an is evidenced in the following;
unwillingness of actors to embrace
change •smilar cohorts of companies applying
to programmes – possibly related to
•lack of confidence, low trust in absorptive capacity
government and academia and poor
empathy across sectors •a focus on traditional innovation or at
least innovation in incumbent sectors
•low levels of investment in R&D and and not enough support for sustainable
by extension innovation of actors do or responsible innovation
not view innovation as something they
should do - exclusive nature/element •a focus on input additionality at the
expense of behavioural additionality
•a relatively narrow, regional focus of
some activities
7. Consultation on the development of an Innovation Strategy for Wales
05. How should innovation •ensure all levels of education provide a
in Wales be better deeper range of innovative capabilities
supported in the future? e.g. responsible innovation
What should be the role of •support the nurturing of an
Government? entrepreneurial and innovative mindset
from as early an age as possible.
We believe that all innovation needs to
contribute to sustainable development •measure behavioral additionality
and that Wales can lead but needs to from interventions alongside input and
learn from other regions. In developing output additionality – this will require
this strategy the Welsh Government improvements in monitoring and
should; evaluation
•evaluate Wales’ Innovation system •disincentivise irresponsible innovation
characteristics (strengths, weaknesses,
problems, development potential) •incentivise multi-disciplinary, cross
sector collaboration
•define focus and the topics for action
(agenda setting) •innovation policy in Wales needs to
be build on the innovations systems
•support stakeholders/actors to co- perspective
ordinate their activities in and beyond
their policy field (horizontalisation) •build capacity in the design sector
•learn from previous experience
06. What facilities or
e.g. from evaluation results and
international best practice resources exist which may
help differentiate Wales
•enhance interventions by taking into and provide a potential
account the richness and complexity of competitive advantage?
innovation processes
•size of country and existing natural
•create innovative platforms for resources e.g. bio-economy, large
the open sharing of knowledge and coastline with potential for sustainable
experiences e.g. living labs 7 energy, eco-tourism etc.
•facilitate interactive learning (policy •sustainable development already
learning, inter-firm learning, education) in constitution and SD Bill under
development
•relatively high levels of transparency
7 http://www.openlivinglabs.eu
8. Consultation on the development of an Innovation Strategy for Wales
between government and business comments you would
like to make or are you
•strong third sector, network of co- aware of any information
operatives and existing culture of
mutualism
which might be useful to
the Welsh Government
•some internationally recognised in formulating a new
designers, design-led businesses and Innovation Strategy?
design organisations
We have provided a supporting
07. What should be the role position paper with this consultation
and we recommend you review this for
for knowledge transfer
additional information.
from Higher and Further
Education and the use of The Ecodesign Centre is engaged in a
intellectual property in number of European funded research
supporting innovation? projects – e.g. FP7 and Interreg with
partners ranging from the Fraunhofer
Typically, industry has not regarded Institute, universities across Europe
universities as an important source and large comanies such as Philips.
of information for innovation 8.
These statistics could tell a few We also regularly engaging with the
stories. The initial assumption is that TSB, Knowledge Transfer Networks,
universities are under-performing in British Council, United Nations
terms of knowledge exchange and and other internationally focussed
applied research. It may also suggest organisations.
that companies have relatively low
absorptive capacity leading to a lack of We can share experiences on these
knowledge on the various knowledge specific activities if required.
inputs to the innovation systems.
There should be a continued focus on We can also provide case studies and
knowledge exchange (i.e. 2-way) but examples of ecodesign in companies,
through an innovation culture which is social innovation projects, and wider
open, transparent, focuses on sharing sustainable innovation activities if
and has co-creation embedded requested.
08. Do you have any other
8 http://www.bis.gov.uk/assets/biscore/science/
docs/f/12-p107-first-findings-uk-innovation-survey-2011
9. Position Paper on links between proposed SD Bill and proposed Wales Innovation Strategy
for more information
Ecodesign Centre (EDC),
Cardiff Business Technology Centre,
Senghennydd Road,
Cardiff,
CF24 4AY,
United Kingdom
Web: www.edcw.org
Telephone: +44 (0)29 2064 7034
Fax: +44 (0)29 2064 7009
Email: info@edcw.org