The document provides templates for technological marketing studies and partner analyses used by the Commissariat à l’énergie atomique (CEA). The templates include specifications for marketing studies to analyze functions, applications, and markets of innovative technologies. A second template provides a framework for 48-hour analyses of potential industrial partners. Both studies identify business needs and support technology transfer. The templates were tested by Imperial College Business School and found to be comparable to their entrepreneurial market research approach, with some suggested modifications like integrating business models and in-market testing.
Learn how to manage the technology transfer process in universities, research organizations or companies to transform early technology opportunities into successful innovations. Full details at: http://www.thetransferinstitute.com/en/online-courses/technology-transfer/
This case present a knowledge transfer project, with the special focus on the methodology to perform the process assessment in IT Service Management. It goes through the history of the transfer project, the difficulties and the strategy adopted to share and commercialize the result of a research project. Methodology, more over one based on an ISO standard are often over looked by technology transfer officers, as there is rarely patents and hard IP involved. This case illustrates that a good product can also by built around a methodology and get to the market on business term.
www.FITT-for-Innovation.eu
Knowledge on Tap - is now a reality. While private, appropriated knowledge continues to be coveted , it is the stock of publicly accessible knowledge that changed the statuesque.Technological Complexity of innovation challenges on X Prize, Bill Gates Foundation stand testimony to the sophistication of widely scattered knowledge. Oversupply of research also places knowledge exploiters in position of strength.
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
Learn how to manage the technology transfer process in universities, research organizations or companies to transform early technology opportunities into successful innovations. Full details at: http://www.thetransferinstitute.com/en/online-courses/technology-transfer/
This case present a knowledge transfer project, with the special focus on the methodology to perform the process assessment in IT Service Management. It goes through the history of the transfer project, the difficulties and the strategy adopted to share and commercialize the result of a research project. Methodology, more over one based on an ISO standard are often over looked by technology transfer officers, as there is rarely patents and hard IP involved. This case illustrates that a good product can also by built around a methodology and get to the market on business term.
www.FITT-for-Innovation.eu
Knowledge on Tap - is now a reality. While private, appropriated knowledge continues to be coveted , it is the stock of publicly accessible knowledge that changed the statuesque.Technological Complexity of innovation challenges on X Prize, Bill Gates Foundation stand testimony to the sophistication of widely scattered knowledge. Oversupply of research also places knowledge exploiters in position of strength.
Clustering and networking activities are relationship-based activities that support sharing and developing of competences, knowledge and methods. The documents within the toolbox have a clear focus on activities in the area of technology transfer. Networking and clustering activities are critical leverages for all transfer activities presented in this toolbox, namely: opportunities identification, IP management, Human resources and focused value proposition.
www.FITT-for-Innovation.eu
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
In assessing the market opportunities of a particular technology, it is important to consider whether the technology should be patented or not, and whether the technology should be licensed or put in a spin-off. Commercial Services is a group of three people at Imperial Innovations that investigates the market potential of new incoming projects and idea proposals. They give advice with respect to commercialization based upon thorough market research which they perform in close collaboration with industry.
www.FITT-for-Innovation.eu
Professional tools for cluster or network management are more important than ever as the management plays a decisive role for the success or the failure of a cluster initiative/network. Today there are no general cluster/network management methods available to optimize the management. The presented practices use the Balanced Scorecard method which gives the mangers a tool to professionalize the management and to monitor activities including measuring successes.
www.FITT-for-Innovation.eu
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
The Balanced Scorecard methodology is used, to give mangers a tool for translating a strategy or a vision into actions and to reach the set targets. The MFG Balanced Scorecard gives cluster managers a tool for managing their cluster initiatives by defining concrete objectives based on their vision and strategy. The Balanced Scorecard methodology helps to clarify and translate vision and strategy, to communicate and link strategic objectives with actions, to plan, set and align strategic initiatives and to enhance strategic feedback and learning.
www.FITT-for-Innovation.eu
When the deal flow from the laboratories to the technology transfer office (TTO) is optimal, technology transfer officers are susceptible to receive many inventions with commercial interest. A lot of early-stage inventions require substantial human and financial resources to be developed into marketable products. In order to establish whether or not the resources of the TTO should be spent to seek a commercial exploitation, a first-stage evaluation is often performed shortly after an invention has been identified. The complex decision process that technology transfer officers go through in this regard is introduced below.
www.FITT-for-Innovation.eu
The presented case study is about Siruna NV, which has developed software for real time deployment of mobile websites through a dual Open Source business model. Although this model is not widely adapted, this model can be easily copied as far as it helps to cover development costs by the help of a large and free developer community, helps to market the product, quickly, sets a reference in a rapidly evolving market and succeeds in creating value within an open source setting.
www.FITT-for-Innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
The network support services support the networks' sustainability by providing a set of logistics and communication services. Access to these services is conditioned by an agreement between the technology transfer officer and the network and the compliance with a charter. This agreement creates the conditions for a long-term cooperation and a win win situation: the networks gain access to free logistics and communication services, while the transfer officer gains access to strategic information from the field, the opportunity to develop specific partnerships and legitimacy.
www.FITT-for-Innovation.eu
Dr. Carolina Garcia Rizo: Commercializing Innovative Technologies: The US Per...FITT
This presentation was held by Dr. Carolina Garcia Rizo during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
FITT Toolbox: Technology Transfer (TT) CollaborationFITT
The chapter TT collaboration addresses the topic of networking at two levels: Firstly, the added value of participating in networks for people active in technology transfer is highlighted at an international level. Additionally, at a local level, technology transfer network with local actors reinforces their local embeddings and grants a privileged, neutral and legitimate channel for two-ways transfer between transfer officers and other stakeholders.
www.FITT-for-Innovation.eu
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
Assessing the commercialization potential of research-grounded technology projects is necessitated by the high failure rate and resulting in high cost of technologies either prior to reaching the market or once in the market. As a result, technology transfer offices (TTO) resort to preliminary assessments to get a first idea of the technologies’ commercial potential and select the most promising ones in case of limited resources. A set of criteria to perform such evaluations is provided here, which can be used by the TTO either in a continuous manner or through punctual calls for proposal.
www.FITT-for-Innovation.eu
FITT Toolbox: International Technology Transfer NetworksFITT
Many international networks are active in the field of technology transfer and give the opportunity to: be in touch with pairs at the international level, access to training and seminars, exchange of good practices and experiences, find partners or investors, promote an innovation and much more. The choice of the network of which you could be a member can be a challenge. The goal of this practice is to give you a quick overview of the existing organisations, and can be a guide for the choice of such a network.
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
The presented Network Scorecard suite is a method aimed at supporting the strategic and operational management processes of networks. It relies on three principles: It is a participatory approach, where the networks key actors jointly define a shared vision of their networks performance. Moreover, its integrated approach covers the management cycle of the network including the definition of a strategy, a plan of action and a scorecard. And finally, it structures a network performance on four dimensions: the benefits to the members, implication of the members, external context and organization. The practice presents all necessary steps to involve the key actors of the network and structure the process.
www.FITT-for-Innovation.eu
In assessing the market opportunities of a particular technology, it is important to consider whether the technology should be patented or not, and whether the technology should be licensed or put in a spin-off. Commercial Services is a group of three people at Imperial Innovations that investigates the market potential of new incoming projects and idea proposals. They give advice with respect to commercialization based upon thorough market research which they perform in close collaboration with industry.
www.FITT-for-Innovation.eu
Professional tools for cluster or network management are more important than ever as the management plays a decisive role for the success or the failure of a cluster initiative/network. Today there are no general cluster/network management methods available to optimize the management. The presented practices use the Balanced Scorecard method which gives the mangers a tool to professionalize the management and to monitor activities including measuring successes.
www.FITT-for-Innovation.eu
The presented online cooperation platform was developed to give cluster managers and other cluster stakeholders access to current information and trends. It is set up in form of a Social Network on the topic ‘cluster management’ and offers users/members a central information tool, where knowledge is documented and exchange is fostered. Therefore it is an efficient way to foster exchange between experts, to build up a repository of knowledge including success stories and to present the topic to a broader public.
www.FITT-for-Innovation.eu
The Balanced Scorecard methodology is used, to give mangers a tool for translating a strategy or a vision into actions and to reach the set targets. The MFG Balanced Scorecard gives cluster managers a tool for managing their cluster initiatives by defining concrete objectives based on their vision and strategy. The Balanced Scorecard methodology helps to clarify and translate vision and strategy, to communicate and link strategic objectives with actions, to plan, set and align strategic initiatives and to enhance strategic feedback and learning.
www.FITT-for-Innovation.eu
When the deal flow from the laboratories to the technology transfer office (TTO) is optimal, technology transfer officers are susceptible to receive many inventions with commercial interest. A lot of early-stage inventions require substantial human and financial resources to be developed into marketable products. In order to establish whether or not the resources of the TTO should be spent to seek a commercial exploitation, a first-stage evaluation is often performed shortly after an invention has been identified. The complex decision process that technology transfer officers go through in this regard is introduced below.
www.FITT-for-Innovation.eu
The presented case study is about Siruna NV, which has developed software for real time deployment of mobile websites through a dual Open Source business model. Although this model is not widely adapted, this model can be easily copied as far as it helps to cover development costs by the help of a large and free developer community, helps to market the product, quickly, sets a reference in a rapidly evolving market and succeeds in creating value within an open source setting.
www.FITT-for-Innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
The network support services support the networks' sustainability by providing a set of logistics and communication services. Access to these services is conditioned by an agreement between the technology transfer officer and the network and the compliance with a charter. This agreement creates the conditions for a long-term cooperation and a win win situation: the networks gain access to free logistics and communication services, while the transfer officer gains access to strategic information from the field, the opportunity to develop specific partnerships and legitimacy.
www.FITT-for-Innovation.eu
Dr. Carolina Garcia Rizo: Commercializing Innovative Technologies: The US Per...FITT
This presentation was held by Dr. Carolina Garcia Rizo during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
FITT Toolbox: Technology Transfer (TT) CollaborationFITT
The chapter TT collaboration addresses the topic of networking at two levels: Firstly, the added value of participating in networks for people active in technology transfer is highlighted at an international level. Additionally, at a local level, technology transfer network with local actors reinforces their local embeddings and grants a privileged, neutral and legitimate channel for two-ways transfer between transfer officers and other stakeholders.
www.FITT-for-Innovation.eu
Cluster Managers have expressed their interest in innovative tools that bundle knowledge and is continuously updated. To meet their demands, MFG has implemented an interactive Cluster Manual based on the Wiki principle. The Cluster Manual gives cluster newbies a ‘basic’ guideline and offers cluster managers an in-depth source for every aspect of cluster issues. Additionally, it documents success stories and best practice examples to build up a repository of internal generated knowledge (‘learn from the best’), gives an overview of the most important literature in the area of Cluster Management and combines all this with the knowledge of experts.
www.FITT-for-Innovation.eu
Assessing the commercialization potential of research-grounded technology projects is necessitated by the high failure rate and resulting in high cost of technologies either prior to reaching the market or once in the market. As a result, technology transfer offices (TTO) resort to preliminary assessments to get a first idea of the technologies’ commercial potential and select the most promising ones in case of limited resources. A set of criteria to perform such evaluations is provided here, which can be used by the TTO either in a continuous manner or through punctual calls for proposal.
www.FITT-for-Innovation.eu
FITT Toolbox: International Technology Transfer NetworksFITT
Many international networks are active in the field of technology transfer and give the opportunity to: be in touch with pairs at the international level, access to training and seminars, exchange of good practices and experiences, find partners or investors, promote an innovation and much more. The choice of the network of which you could be a member can be a challenge. The goal of this practice is to give you a quick overview of the existing organisations, and can be a guide for the choice of such a network.
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
When researchers come to the Technology Transfer Office with a brilliant idea, it is often not clear what the commercialization possibilities are. The idea is often very technical in nature, making it difficult to align in with potential commercialization options. Therefore, it is important for Technology Transfer Officers to assess the commercialization opportunities of these technologies. They can decide to perform market research themselves or to rather rely on marketing agencies such as BEM in France. However, in case the market is still emerging, it might be more useful to test the technology and its potential applications in a living lab.
www.FITT-for-Innovation.eu
How to better implement innovation management support and assessment through a new practical tool: the Innovation Strategy Canvas. Presentation at the Enterprise Europe Network Annual Conference 2017.
Chapter 2
The New Products Process
*
The Procter & Gamble Cosmetics SagaStarting point: senior management commitment to new products.P&G’s Cosmetics business unit had no clear product strategy, unfocused product initiatives, and too many customer segments being targeted – in short, a lack of focus.P&G Cosmetics skillfully used all three strategic elements and made the weak business unit profitable.
*
P&G Cosmetics and the PICSituation Assessment:Underserved consumer market that wanted quality facial product such as cleansers, eye products, etc.Supply chain was uncoordinated as production and shipments were not tied to demand; market forecasts were not driving shipping schedules.PIC recommended a strategic focus on products for the face – other opportunities would not be pursued.
*
P&G Cosmetics and the New Products ProcessP&G Cosmetics used a phased process like that of Chapter 1.Project teams established early in process.Consumer research done early and used in the process (the voice of the customer).Tough evaluation steps were carefully implemented as new products were compared to best practices and benchmarks.
*
P&G Cosmetics and the New Product PortfolioP&G Cosmetics systematically added new products such that maximum buzz and excitement was created in the marketplace.If already several eye makeup products on the market, they would not immediately launch another. Management called this an “initiative rhythm” for product launch.
*
P&G Cosmetics and the Role of Effective Team ManagementSenior Cosmetics executives were committed to success as was corporate level management.Initiative Success Managers were hired to lead strategy development, manage evaluation meetings, train employees, etc.The best team leaders were sought and rewarded based on performance.
*
The Phases of the New Products Process
Phase 1: Opportunity Identification/Selection
Phase 2: Concept Generation
Phase 3: Concept/Project Evaluation
Phase 4: Development
Phase 5: Launch
Figure 2.1
The Evaluation Tasks in the New Products Process
Figure 2.2
Opportunity Identification/
Selection
Concept Generation
Concept/Project Evaluation
Development
Launch
Direction;
Where should we look?
Initial Review:
Is the idea worth screening?
Full Screen:
Should we try to develop it?
Progress Reports:
Have we developed it?
Market Testing:
Should we market it?
*
Phase 1: Opportunity Identification/Selection
Active and passive generation of new product opportunities as spinouts of the ongoing business operation. New product suggestions, changes in marketing plan, resource changes, and new needs/wants in the marketplace. Research, evaluate, validate, and rank them (as opportunities, not specific product concepts). Give major ones a preliminary strategic statement to guide further work on it.
*
Activities that Feed Strategic Planning for New ProductsOngoing marketing planning (e.g., need to meet new aggressive competitor)Ongoing corporate plan ...
Project Schedule
Name
Institutional Affiliation
Set-up of Microsoft Project
The project that will be set up by the entire team will be the creation of the entire project schedule that will play a pivotal role in the sake of a new product in the market. The project schedule will focus on the CRM implementation, marketing program and training. The name of the project would be the SPM Project Schedule and will be handled by two departments namely the Marketing and the Information Technology departments.
The SPM Project Schedule will be in two parts. One is the sales and training program in which the objectives of the sales training will be determined. In addition, there would be the determination of then various activities that the sales training program will entails including Identifying focus group targets, Preparing focus group objectives, Performing focus group, Performing survey, Performance analysis, Creating market research findings and Review market research findings among other tasks (Norman, Brotherton & Fried, 2008). .
The second part would involve the creation or the preparation of the work breakdown structure given the fact that it is the epitome of the entire project schedule and as such, it musts be prepared to offer direction on how the various tasks and activities in the schedule will be conducted on the time frame that the same will be completed and by who. The work breakdown structure will be the representation of the hierarchical decomposition of the work to be executed by the two project teams. It should be noted that it is a work breakdown structure that will determine the phases of the project schedule (Haugan, 2002). The development of the sales and training program will be by an individual while the work breakdown structure will be developed by the entire project team.
Phases
There will be five crucial phases of the entire project Schedule to address the marketability and salability of the new product which forms the reason for the project scheduling (Dyché, 2001).
new product
market research
product design
product development
marketing
project management
design
bill of
production design
marketing strategy
focus group
research
materials
production testing
marketing plan
surveys
evaluation
initial prototype
production QA
marketing collateral
research analysis
design
prototype testing
design
brochures
market research findings
documentation
production
production
advertising
concept
dev. Sign off
plan sign off
commercials
models
design
selection
Phase 1: Market research
Under phase one of the project schedules, focus will be on finding out what the customers want and how their needs can be satisfied (Robinson, 1959). The market Research phase of the project schedule will have different variables namely survey conduction, research analysis, and market research analysis.
The first variable which is conduction of the survey will aim a ...
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.
www.FITT-for-Innovation.eu
At Imperial Innovation, the decision regarding the business model is taken by the technology transfer officers. The reason is that researchers often lack market knowledge and commercial skills and are therefore not always able to see the full potential of a certain technology. To enhance the commercial skills of researchers, Imperial College London has set up the Innovation, Entrepreneurship and Design program. The program gives students and researchers the opportunity to follow an entrepreneurial journey that provide them with insights into the challenge of introducing novel products and services to market.
www.FITT-for-Innovation.eu
The Technology Transfer Officers often need to develop a whole business idea to rightly exploit an interesting opportunity, generally along with its owner. This process therefore proposes guidelines for driving strategic decisions and designing a sustainable business model. It builds upon practical situations to propose practices that work. The variety of initial contexts is such that some will obviously be of interest to you.
www.FITT-for-Innovation.eu
A Living Lab is a method for user-centric innovation by providing the testing facility in a real life user environment, able to feed back all essential customer experience and make appropriate decisions about the final go to market or even to detect an shape new opportunities. A Living lab operates as an open innovation platform for all economic players in the field, transcending systematic failures thanks to continuous and iterative user feedback. Living Labs are widely applicable for all applications in need of wide and truly user feedback, taking into account all stakeholders.
www.FITT-for-Innovation.eu
The document describes the design and implementation of an eLearning platform to capture and archive the practical knowledge gained by entrepreneurs while running their companies. The main goal is always to assist entrepreneurs in acquiring business competences and to provide coaches with a powerful and helpful tool to support their coaching activity by formalizing the business knowledge, practices and lessons learned in entrepreneurship. The platform is not only a learning tool but also a marketing tool that can be used by the Incubator/Institution to attract new tenants.
www.FITT-for-Innovation.eu
Training is the process by which researchers are triggered to learn additional skills, whereas team construction is the process by which researchers are triggered to complement their team to find additional, missing skills. The goal of training initiatives is to teach new skills to its participants in the hope that they will master them after finishing the program. The goal of team construction is to try to find a balance between technological capabilities and business expertise of the team members. The most difficult challenge within team formation is often to find the complementary business skills.
www.FITT-for-Innovation.eu
The iBootcamp is an intensive personal development program for entrepreneurial researchers. It is limited in time and the primary purpose is to guide researchers or business partners staff who want to found their own company starting from a concrete business idea. The program is a set of focused workshops in which an entrepreneurial multidisciplinary team is created and coached. The workshops are a balanced combination of teaching, coaching and doing with a strong exposure to business executives, industry and financial experts.
www.FITT-for-Innovation.eu
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
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FITT Toolbox: Templates for Technological Marketing
1. Templates for Technological Marketing
FITT
– Fostering Interregional Exchange in ICT Technology Transfer –
www.FITT-for-Innovation.eu
Except where otherwise noted, this work is licensed under a Creative Commons Attribution 3.0 License.
2. Templates for Technological Marketing
Within the Commissariat à l’énergie atomique (CEA) specialised in energy, health
technologies, ICT and defense R&D, the marketing department provides support
in market research and business development to the research teams. One of its
missions is the realisation of strategic marketing studies upon request.
Two templates related to marketing are provided here:
Specifications for marketing studies, to be drafted jointly by the “Bureau
d’Etudes Marketing” (BEM) and the laboratory concerned
Template for ’48 hour flash’ analysis of industrial partner
Generic case : the templates can be adapted by other technology transfer offices.
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2 | 05.01.2009
April 2011 TemplatesName / Event
for Technological Marketing
3. Templates for Technological Marketing
Technological marketing can be defined as “marketing for markets that do not exist
yet”. The marketing studies analyse the functions of a technology, identify
applications and potential markets, as well as parts of the market to be explored.
Innovative technologies coming from the labs are upstream customers’ expectations.
‘48h flash” partner analysis gathers data on a company, supporting the lab strategy
on partnerships for instance.
Both studies are key elements of CEA’s methodology, delivering a combination a
business needs ‘pull’ and technology ‘push’.
Stakeholders involved :
• laboratory commissioning the study
• marketing engineers of the BEM performing the study
• third parties to be interviewed (researchers, experts, industrials)
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3 | 05.01.2009
April 2011 TemplatesName / Event
for Technological Marketing
4. Process of technological marketing studies at
Pre-study CEA
Agreement
• Definition of the issue, scope of the study
Specifications • Objectives, expected results, timing, cost Template for specifications
Preliminary analysis
• Value chain, segmentation, legislation
Phase 1 : • Way to find information
Data collection • Interview guide, doc of presentation,,….
Interviews
• Face to face, phone, focus group
Study
Phase 2
:interviews
Synthesis and data analysis
• Minutes of the interviews
Phase 3 : • Market segmentation
Synthesis • Demand and offer analysis
• Recommendations
Post-study
After the study
• Satisfaction questionnaire directly after the presentation of the study and also 4 months later
Follow up and • Letters to the interviewed TTO thanks them
satisfaction • Follow up of the contacts and of the action plan decided
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April 2011 TemplatesName / Event
for Technological Marketing
4
5. Template for marketing study specifications (1)
Marketing study « XXX » Objective: detailed analysis
Date: of a technology to identify
Objet: Marketing Study applications/potential markets
From: Marketing manager and foster the transfer.
To: Laboratory commissioning the study
31 studies performed by CEA
BEM in 2008
1. CONTEXT OF THE STUDY
1) The market of …
2) Stakes for the research organisation …
3) Project team
Pilot laboratory and associate labs, names of the persons involved
2. OBJECTIVE OF THE STUDY
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April 2011 TemplatesName / Event
for Technological Marketing
6. Template for marketing study specifications (2)
3. METHODOLOGY AND DELIVERABLES
1) Phase 1 : analysis
Launch:
Duration:
Realisation:
Supervision:
This phase of the study will target/help to….
Deliverables:
- List of stakeholders to contact during phase 2
- Interview guide
- Presentation for the stakeholders interviewed in phase 2
- X
2) Phase 2 : field work
Duration:
Realisation:
Supervision:
Deliverables:
- Regularly communicate the information gathered from industrials
- Minutes of the interviews
- Meeting when 2/3 of the interviews is completed
- X
2) Phase 3 : synthesis
Duration:
Realisation:
Supervision:
This final phase of the study will target/help to….
Deliverables:
- Final presentation of the results and conclusions of the study
- Final report (PowerPoint format)
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April 2011 TemplatesName / Event
for Technological Marketing
7. Template for marketing study specifications (3)
4. MEANS AND TIMING
1) Planning
Duration:
Realisation:
Supervision:
Launch date:
End date:
2) Costs
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April 2011 TemplatesName / Event
for Technological Marketing
8. Template for partner analysis (1)
Objective: data collection on
Partner information [Insert name of the company]
a company to support the
Date:
Person/ Unit ordering the analysis:
commercial actions of the labs
Realisation: 59 partner analysis performed
Diffusion: by CEA BEM in 2008
SIREN number (French registration code for
companies)
Address
Phone number
Fax
Stock exchange quotation/ cotation en bourse
Legal status/ forme juridique
Capital stock/ capital social
Board chairman/ président du CA
2009 workforce/ effectif
2009 turnover/ chiffre d’affaires
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April 2011 TemplatesName / Event
for Technological Marketing
9. Template for partner analysis (2)
Website of the company:
1. CONTEXT
The company X is interacting with the [own research organisation] within the framework of… in order to….
2. COMPANY HISTORY
Source:
3. FINANCIAL ORGANISATION
1) Leaders
Name Title
Source:
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April 2011 TemplatesName / Event
for Technological Marketing
10. Template for partner analysis (3)
2) Shareholding
Name %
Source:
3) Subsidiaries
Name Country
Source:
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April 2011 TemplatesName / Event
for Technological Marketing
11. Template for partner analysis (4)
4) ORGANISATION AND ACTIVITIES
1) Organisation (division, business unit etc.)
Schema:
Source:
2) Presentation of the activity/ products
Products:
Services:
The turnover is distributed among the business units for year X, as follows:
Source:
5. POSITIONING ON THE MARKET
1) Clients
Source:
2) Partnerships
Industrial partners:
R&D partners:
Source:
Competition/ market shares:
Global positioning
Source:
Positioning of the main products
Source:
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April 2011 TemplatesName / Event
for Technological Marketing
12. Template for partner analysis (6)
3) Geographical repartition of main indicators
Geographical repartition of turnover
Source
Geographical repartition of workforce
Source
Geographical repartition of the production zones
Source
4) R&D investments
R&D investments
Source
Geographical repartition of R&D
Source
5) Strategy
5) Memorable facts
6) CONCLUSION
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April 2011 TemplatesName / Event
for Technological Marketing
13. Templates for technological marketing:
tested by Imperial College Business School (ICBS)
Context :
The IE&D program is part of an MBA course. Students embark on a live entrepreneurial
journey and investigate the commercial potential of their own idea or one being
developed by Imperial Innovations or Innovations Royal College of Art
Difference in context:
IE&D: pedagogical context
Objective: value the IPR of the IE&D projects
Modification of the practice needed before testing:
The calendar of the IE&D program does not allow to conduct a full market research by
the students and no budget is available to outsource their market research
The coaches compared the templates for technological marketing with the approach
normally used during the workshops to conduct entrepreneurial market research
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13 | 05.01.2009
April 2011 TemplatesName / Event
for Technological Marketing
14. Lessons learned
Remarks after testing:
The approach used in the templates of marketing are very comparable to the approach
used by ICBS
The fact that a similar approach is used in ICBS adds to the validity of the approach
explained in the templates for technological marketing
Making use of a specialized external agency/specific department is beneficial for
following reasons:
Experienced in this type of market research
Fine-tuned method
Access to network
Suggested Changes: it would be useful to include following topics in analysis:
Business model as a function of value chain and appropriability
Integrate in-market testing aspect (prototype and user centric design)
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April 2011 TemplatesName / Event
for Technological Marketing
15. Suggested Readings
Links to code book
Technological marketing; Innovation marketing, Strategic marketing, Marketing study, Technology positioning
Company profile/ analysis
Link to related websites
http://www.cea.fr/english_portal
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April 2011 TemplatesName / Event
for Technological Marketing