Silicon Valley is recognized globally as the birthplace of some of today’s most popular and iconic technologies. Many of its startups have a particular dynamic to thank for their success: the formation of clusters, or groups of companies and organizations that congregate in a region around a particular field.
Brett Gilbert, an associate professor in Rutgers Business School’s department of management and global business (and @ProfGilbert on Twitter), studies the formation and influence of these clusters. When a prominent university or a powerhouse company draws other, smaller organizations to its region, a tech cluster forms, supporting entrepreneurs as they develop their own breakthroughs. This model has been observed for decades in the United States. Now, emerging markets such as South Africa are seeing nascent cluster formation. And the success of these nations in the global economy may depend, at least in part, on their ability to make clusters work.
Gilbert, who has a Ph.D. in entrepreneurship from Indiana University and served a gubernatorial appointment as an advisory committee member for the Texas Emerging Technology Fund from 2008 to 2010, recently spoke with strategy+business about her research in the U.S. and abroad.
UK marketing executives are keen to explore the possibilities of marketing in context, but encouraging customers to share contextual information is the key challenge.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
The Fintech 100 includes leading 50 fintech
companies across the globe, and the most intriguing
50 ‘emerging stars’ – exciting new fintechs with bold,
disruptive and potentially game-changing ideas –
expanding on the success of last year’s list. Presented here strictly for academic purposes...
UK marketing executives are keen to explore the possibilities of marketing in context, but encouraging customers to share contextual information is the key challenge.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
The Fintech 100 includes leading 50 fintech
companies across the globe, and the most intriguing
50 ‘emerging stars’ – exciting new fintechs with bold,
disruptive and potentially game-changing ideas –
expanding on the success of last year’s list. Presented here strictly for academic purposes...
Social Data Intelligence: Integrating Social and Enterprise Data for Competit...Susan Etlinger
This report lays out a mandate for enterprise organizations to integrate social data into other enterprise data streams, or risk building a "social silo." Includes best practices, frameworks, and a social data maturity map.
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
What Is the Future of Data Sharing? - Consumer Mindsets and the Power of BrandsDavid Rogers
READ an OVERVIEW: https://www.linkedin.com/pulse/new-research-what-future-data-sharing-david-rogers
This research study was produced by Columbia Business School’s Center on Global Brand Leadership, in conjunction with the Aimia Institute.
As data becomes an increasingly important asset for any business, access to accurate data from customers—about their interests, behaviors, and identity—is vital to successful, durable relationships. Our research explores how businesses can make data sharing a “win-win” for both companies and the customers they serve.
Co-authors David Rogers and Matthew Quint surveyed attitudes towards sharing data with business in six different industries, talking with 8,000 consumers from the US, UK, Canada, France, and India.
Our surprising findings show that even consumers who are actively protective of their data are often happy to share it for relevant offers and value. The study revealed four distinct “mindsets” that consumers have towards sharing data. And we uncovered clear opportunities for business to use data to add more value to their relationships with consumers.
The State (and Future) of Digital Marketplaces by Brian SolisBrian Solis
The rise of digital marketplaces is an overnight success more than twenty years in the making. Today, their potential for growth and diversity is outpacing traditional e-commerce in every respect. Marketplaces are more than platforms for hosting sellers and attracting customers. Marketplaces as platforms are changing market dynamics and pushing sellers and service providers to rethink their mission, value propositions and overall experience.
Marketplaces will only continue to expand and diversify, introducing new retail and service experiences to sellers and buyers alike. As they do, marketplaces will open doors to new breeds of sellers and service providers, broaden customer choice for more varied product and service offerings, foster healthy competition and promote continuous innovation.
With their phenomenal growth, and the promising future of marketplaces and their role in shaping the future of retail, Kahuna and Altimeter set out to capture the state of digital marketplaces. We surveyed 100 executives and managers of mar- ketplaces across the US and across eight market segments. What we learned in this research, through a quantitative survey and third-party analysis, is that marketplac- es have been underappreciated in their role in reshaping retail and are set to define next generation experiences.
The goal of this report is to provide a lens into the rising marketplace segment to guide incumbent brands and inspire emergent marketplaces as they pave the way for the future of retail, services and customer experiences.
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
We’re leaking, and everything’s fine: How and why companies deliberately leak...Ian McCarthy
Although the protection of secrets is often vital to the survival of organizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.
A survey of state and local government employees to identify the top challenges facing their organizations. Launched in conjunction with Route Fifty and the Government Business Council.
eMarketer Webinar: Key Digital Trends for 2011eMarketer
Join eMarketer Principal Analysts Noah Elkin, Debra Aho Williamson and David Hallerman to learn about key digital trends for 2011 in this eMarketer webinar.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
The most important small business trends in 2014Radius
The rise of mobile, the growth of local, the advent of crowdfunding–find out how 61 small business experts think the latest business trends will shape the future of small business in the next 12 months.
The benefits of a predictive online reputation management process, including a robust response mechanism, pay off in averting or smoothing any brand reputation crises. This whitepaper explains how to set up such a reputation management process.
Digital channels are 'on' 24/7, a fact that's as true for brands as it is for traditional media. Organizations struggle to keep up, not to mention remain relevant. All marketing organizations must now consider to what degree they will function in real time. New research from Industry Analyst Rebecca Lieb and Senior Researcher Jessica Groopman defines real time marketing (RTM), identifies the six RTM business scenarios, addresses the benefits, executional challenges and best practices of RTM and outlines how companies can move into real time readiness.
The 100 Leading Global Fintech Innovators 2015 H2 Ventures
We are pleased to present the second annual ‘Fintech 100’, the best fintech innovators, this year from 19 countries around the world.
The Fintech 100 are those companies using technology to the best advantage and driving disruption within the financial services industry. These companies have a commitment to excellence, superior customer experience and a demonstrated ability to do one thing in a market better than everyone else.
The Fintech 100 includes the leading 50 fintech companies across the globe, and the most intriguing 50 ‘emerging stars’ – exciting new fintechs with bold, disruptive and potentially game-changing ideas – expanding on the success of last year’s list.
Visit www.fintechinnovators.com for more information
An increased number of consumers are using the mobile web and native apps on their smartphones to research products and make purchases, however many mobile marketing efforts miss key opportunities to maximize their app ROI.
By focusing on a consumer-friendly app strategies, companies can increase their ROI, gain insight into consumers’ mobile behavior, and enhance their consumer appeal.
Download our white paper to learn more about how Gold Mobile can accelerate customer engagement, drive transactions, and reward your most loyal customers with our unique platform. Included are examples of how our platform has been utilized by other companies to help combat precise challenges and achieve specific goals.
For brands today, the complexity of social business is steadily compounding. For every additional variable — each account, customer conversation, business unit, location, language, distributor, etc. — social media becomes a greater challenge. Meanwhile, brands struggle to prepare appropriately and adopt the right technology. This report includes four case studies that demonstrate how brands are addressing social media proliferation.
By 2020 more than 7 billion people will be communicating and performing transactions over the web on over 35 billion devices. So how can companies effectively create a digital identity that promises security, ease and comfort for its customers? This study, sponsored by Oracle, assesses the role identity plays in the digital economy. Visit hub: http://bit.ly/1LKqXfN
More than 50% of government agencies now have employees who are using tablets for work. Find out how the transition to mobile can support increased productivity, accelerate decision-making and improve the service provided to the public in this white paper from Frost & Sullivan.
Social Data Intelligence: Integrating Social and Enterprise Data for Competit...Susan Etlinger
This report lays out a mandate for enterprise organizations to integrate social data into other enterprise data streams, or risk building a "social silo." Includes best practices, frameworks, and a social data maturity map.
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
What Is the Future of Data Sharing? - Consumer Mindsets and the Power of BrandsDavid Rogers
READ an OVERVIEW: https://www.linkedin.com/pulse/new-research-what-future-data-sharing-david-rogers
This research study was produced by Columbia Business School’s Center on Global Brand Leadership, in conjunction with the Aimia Institute.
As data becomes an increasingly important asset for any business, access to accurate data from customers—about their interests, behaviors, and identity—is vital to successful, durable relationships. Our research explores how businesses can make data sharing a “win-win” for both companies and the customers they serve.
Co-authors David Rogers and Matthew Quint surveyed attitudes towards sharing data with business in six different industries, talking with 8,000 consumers from the US, UK, Canada, France, and India.
Our surprising findings show that even consumers who are actively protective of their data are often happy to share it for relevant offers and value. The study revealed four distinct “mindsets” that consumers have towards sharing data. And we uncovered clear opportunities for business to use data to add more value to their relationships with consumers.
The State (and Future) of Digital Marketplaces by Brian SolisBrian Solis
The rise of digital marketplaces is an overnight success more than twenty years in the making. Today, their potential for growth and diversity is outpacing traditional e-commerce in every respect. Marketplaces are more than platforms for hosting sellers and attracting customers. Marketplaces as platforms are changing market dynamics and pushing sellers and service providers to rethink their mission, value propositions and overall experience.
Marketplaces will only continue to expand and diversify, introducing new retail and service experiences to sellers and buyers alike. As they do, marketplaces will open doors to new breeds of sellers and service providers, broaden customer choice for more varied product and service offerings, foster healthy competition and promote continuous innovation.
With their phenomenal growth, and the promising future of marketplaces and their role in shaping the future of retail, Kahuna and Altimeter set out to capture the state of digital marketplaces. We surveyed 100 executives and managers of mar- ketplaces across the US and across eight market segments. What we learned in this research, through a quantitative survey and third-party analysis, is that marketplac- es have been underappreciated in their role in reshaping retail and are set to define next generation experiences.
The goal of this report is to provide a lens into the rising marketplace segment to guide incumbent brands and inspire emergent marketplaces as they pave the way for the future of retail, services and customer experiences.
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
We’re leaking, and everything’s fine: How and why companies deliberately leak...Ian McCarthy
Although the protection of secrets is often vital to the survival of organizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.
A survey of state and local government employees to identify the top challenges facing their organizations. Launched in conjunction with Route Fifty and the Government Business Council.
eMarketer Webinar: Key Digital Trends for 2011eMarketer
Join eMarketer Principal Analysts Noah Elkin, Debra Aho Williamson and David Hallerman to learn about key digital trends for 2011 in this eMarketer webinar.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
The most important small business trends in 2014Radius
The rise of mobile, the growth of local, the advent of crowdfunding–find out how 61 small business experts think the latest business trends will shape the future of small business in the next 12 months.
The benefits of a predictive online reputation management process, including a robust response mechanism, pay off in averting or smoothing any brand reputation crises. This whitepaper explains how to set up such a reputation management process.
Digital channels are 'on' 24/7, a fact that's as true for brands as it is for traditional media. Organizations struggle to keep up, not to mention remain relevant. All marketing organizations must now consider to what degree they will function in real time. New research from Industry Analyst Rebecca Lieb and Senior Researcher Jessica Groopman defines real time marketing (RTM), identifies the six RTM business scenarios, addresses the benefits, executional challenges and best practices of RTM and outlines how companies can move into real time readiness.
The 100 Leading Global Fintech Innovators 2015 H2 Ventures
We are pleased to present the second annual ‘Fintech 100’, the best fintech innovators, this year from 19 countries around the world.
The Fintech 100 are those companies using technology to the best advantage and driving disruption within the financial services industry. These companies have a commitment to excellence, superior customer experience and a demonstrated ability to do one thing in a market better than everyone else.
The Fintech 100 includes the leading 50 fintech companies across the globe, and the most intriguing 50 ‘emerging stars’ – exciting new fintechs with bold, disruptive and potentially game-changing ideas – expanding on the success of last year’s list.
Visit www.fintechinnovators.com for more information
An increased number of consumers are using the mobile web and native apps on their smartphones to research products and make purchases, however many mobile marketing efforts miss key opportunities to maximize their app ROI.
By focusing on a consumer-friendly app strategies, companies can increase their ROI, gain insight into consumers’ mobile behavior, and enhance their consumer appeal.
Download our white paper to learn more about how Gold Mobile can accelerate customer engagement, drive transactions, and reward your most loyal customers with our unique platform. Included are examples of how our platform has been utilized by other companies to help combat precise challenges and achieve specific goals.
For brands today, the complexity of social business is steadily compounding. For every additional variable — each account, customer conversation, business unit, location, language, distributor, etc. — social media becomes a greater challenge. Meanwhile, brands struggle to prepare appropriately and adopt the right technology. This report includes four case studies that demonstrate how brands are addressing social media proliferation.
By 2020 more than 7 billion people will be communicating and performing transactions over the web on over 35 billion devices. So how can companies effectively create a digital identity that promises security, ease and comfort for its customers? This study, sponsored by Oracle, assesses the role identity plays in the digital economy. Visit hub: http://bit.ly/1LKqXfN
More than 50% of government agencies now have employees who are using tablets for work. Find out how the transition to mobile can support increased productivity, accelerate decision-making and improve the service provided to the public in this white paper from Frost & Sullivan.
Self-employed, "1099" workers represent the new face of America's economy. Here, Core Innovation Capital examines this fundamental shift in the nature of work, the ramifications that 1099 status has on Americans' financial lives, and the technology companies that are rising to address novel financial pain points.
The Coolest Espionage Gadgets Throughout HistoryMashable
You don't have to be a James Bond junkie to enjoy a crafty spy gadget.
To appreciate spy gadgetry, though, you must be able to separate fact from fiction, meaning it's important to know what tools are thought up by Hollywood studios and what ones are actually used in the field.
Check out the infographic to discover some interesting facts about real-life spy gadgets and the histories behind these innovative tools.
Read more: http://on.mash.to/O9WTTU
Welcome to the May edition of the Symantec Intelligence report. Symantec Intelligence aims to provide the latest analysis of cyber security threats, trends, and insights concerning malware, spam, and other potentially harmful business risks.
Symantec has established the most comprehensive source of Internet threat data in the world through the Symantec Global Intelligence Network, which is made up of more than 57.6 million attack sensors and records thousands of events per second. This network monitors threat activity in over 157 countries and territories through a combination of Symantec products and services such as Symantec DeepSight Intelligence, Symantec Managed Security Services, Norton consumer products, and other third-party data sources.
Today’s cyber-criminals are skilled enough and sufficiently resourced to have the persistence and patience to carry out highly successful attacks on consumers, businesses and governments around the world.
Evolution of Entrepreneurship over decades AmeyaKshatriya
This presentation consists of the development and evolution of entrepreneurship over decades. Hope you will find it useful. Thank you !!!
You could also find this information on the link provided below.
https://www.vz.ae/blog/past-versus-present-how-has-entrepreneurship-evolved-with-the-times
How large corporates improve the way they innovateCapgemini
Mick Liubinskas is Entrepreneur in residence at muru-D – a startup accelerator backed
by Telstra, Australia’s leading telecommunications and technology company. Mick
has a successful track record of startup creation. He was the co-Founder & Director
of Pollenizer, Australia’s first digital incubator, and was a co-founder of Startmate. At
muru-D, he is responsible for attracting and selecting high-potential technology startups
and then working with them to drive significant, global, long-term success. After many
years in Australia, Mick recently moved to Silicon Valley.
We spoke to him to understand how large corporates can improve the
way they innovate. Mick explains why entrepreneurs need to lead innovation initiatives at big corporates.
He also highlights the importance of proximity to tech hubs: “Innovation and entrepreneurship are about the 10,000 tiny discussions that are greatly helped
by proximity.”
An interview with Mick Liubinskas, entrepreneur-in-residence at muru-D, on the nature of innovation in large companies and how to build a culture of innovation.
Fostering a Startup and Innovation EcosystemTechstars
We are on a mission to make the world a more innovative and prosperous place, one community at a time.
We believe that entrepreneurs are critical to driving a strong global economy and a better world. We do our part by supporting the grassroots leaders who are at the core of every strong entrepreneurial community
The output of a roundtable with 40 European, US and Chinese Corporate innovation leaders and practitioners. The roundtable was held in early May, 2019 in London
China’s business & start-up incubators are adopting different models than those popularized from Silicon Valley and other mature, Western ecosystems. The drivers developing a different incubator model are rooted in a different local context, but the successful application of these models can have global implications.
As startups grow, they shelve their breakthrough innovations and move toward incremental releases such as feature updates. This problem is generally attributed to lags in market demand for new products. It takes time for the relatively small number of early adopters to expand into a broad base of customers.
But market demand is not always the main problem. Startups face internal challenges that hold them back even more. Once a company expands beyond a few hundred people, the informal, entrepreneurial management style of the early days no longer works. Fledgling companies need to grow large but keep the fluidity and productivity of a startup, and it’s not obvious how to do so; first-time founders typically have little experience running bigger companies. Add to that the vagaries of competition and the challenges associated with recruiting and retaining good people, and it is no surprise that so few companies grow past the start-up phase.
You could call this the “chrysalis effect.” Several years after it’s founded, an organization experiences something like the metamorphosis of a larva into a full-grown butterfly. Even for the insect world, this is a brutal transition; the caterpillar molts its skin four or five times and then, as a pupa, literally digests itself. Its old body becomes broth. Formerly dormant cells called imaginal discs, released by new hormones, replicate rapidly, forming eyes, wings, and color patterns. Only one in 400 caterpillar eggs survives to take flight.
The chrysalis metaphor is apt because the process of maturation for startups also involves severe winnowing. In 2015, startups died at a rate of one per week, according to the venture capital database CB Insights. When it comes to "scale-ups," the chances of survival are even lower. The survivors become famous: Google, Amazon, Facebook, Netflix, and Apple are among them. But to get through the transition successfully, leaders have to radically change their organizations and the way they manage, while still growing. During this necessary transition, many companies are sold or taken over. But if the upstart leaders have anticipated the transition — for example, by creating new roles for the founders, attracting people who have experience with similar transitions, developing collaborative networks, and borrowing established practices in their own deliberate way — they can restructure and soar.
Many of the major disruptions in media and communications have been driven by nimble, entrepreneurial companies, coming out of nowhere to completely decimate established business models. Companies that spin into existence to solve one problem or commercialize a single idea can scale almost instantly if they find a solution that sticks. That’s what’s happening all over the marketing industry today: hundreds of tech-savvy startups are reinventing business from the bottom up.
An Conghui, president of Zhejiang Geely Holding Group and CEO of Geely Auto Group, explains the future of flying cars and the value of an international brand.
For Greg Lehmkuhl, president and CEO of Lineage Logistics, temperature-controlled supply chains for perishables are one of the world’s next great platforms.
As more and more companies in a range of industries adopt machine learning and more advanced AI algorithms, the ability to provide understandable explanations for different stakeholders becomes critical. If people don’t know why an AI system made a decision, they may not trust the outcome.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
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1. strategy+business
ISSUE 80 AUTUMN 2015
REPRINT 00349
BY CHRISTIE RIZK
How Tech Clusters Form
Rutgers professor Brett Gilbert describes the development of
entrepreneurial communities, from Silicon Valley to Johannesburg.
2. leadingideas
How Tech
Clusters
Form
Rutgers professor Brett
Gilbert describes the
development of entre-
preneurial communi-
ties, from Silicon Valley
to Johannesburg.
by Christie Rizk
Silicon Valley is recognized
globally as the birthplace
of some of today’s most
popular and iconic technologies.
Many of its startups have a particu-
lar dynamic to thank for their suc-
cess: the formation of clusters, or
groups of companies and organiza-
tions that congregate in a region
around a particular field.
Brett Gilbert, an associate pro-
fessor in Rutgers Business School’s
department of management and
global business (and @ProfGilbert
on Twitter), studies the formation
and influence of
these clusters.
When a promi-
nent university
or a powerhouse
company draws
other, smaller organizations to its
region, a tech cluster forms, sup-
porting entrepreneurs as they de-
velop their own breakthroughs.
This model has been observed for
decades in the United States. Now,
emerging markets such as South
Africa are seeing nascent cluster
formation. And the success of these
nations in the global economy may
depend, at least in part, on their
ability to make clusters work.
Gilbert, who has a Ph.D. in en-
trepreneurship from Indiana Uni-
versity and served a gubernatorial
appointment as an advisory com-
mittee member for the Texas Emerg-
ing Technology Fund from 2008
to 2010, recently spoke with
strategy+business about her research
in the U.S. and abroad. She says
South Africa is on the right track to-
ward building its own vibrant tech
community, though it will face
challenges unique to the country’s
history and economy. Gilbert also
explains why clean-energy tech
companies looking to form clusters
may not find themselves with the
same support other technology-
focused communities have.
S+B: How do tech clusters form?
GILBERT: Technology companies
tend to group and develop in the
same location. Some clusters have
emerged from the work of a univer-
sity: Stanford was very instrumental
in the development of Silicon Valley,
for example. A cluster can also start
with a company. Consider Seattle,
which has a somewhat small, but
very influential, software develop-
ment and information technology
cluster. Microsoft had an important
role in spawning that cluster, and
most of the firms located there tend
to develop products that largely
build on or support Microsoft offer-
ings. They essentially position them-
selves within the value chain of the
dominant firm.
Recently, I’ve started looking at
how clusters form in emerging mar-
kets, with a focus on South Africa.
The government is in the process
of trying to develop a cluster of IT
firms in Johannesburg in hopes of
spurring more economic growth
and development. It’s still in the
very early stages, and at this point
much of the effort has been in estab-
lishing tech incubators [enterprises
that assist startups with office space,
guidance, and services].
The South African government
has some tools at its disposal. For ex-
ample, it has laws mandating that
multinationals operating in the
country contribute back to the econ-
omy. They are required to help de-
velop small and medium-sized en-
terprises, and to contribute a certain
percentage of their profits to em-
ployee development. Thus far, such
rules have mostly been used by the
government to support entrepre-
neurial firms, rather than as a delib-
erate attempt to forge clusters. How-
ever, the city of Johannesburg now
11
Brett Gilbert
PhotographcourtesyofBrettGilbert
“When you have a cluster with a single dominant
firm, the other companies often tend to
service that larger firm rather than focus on
breakthrough innovations of their own.”
3. 2
leadingideas
has an official who is responsible for
supporting cluster development, so
it’s moving in that direction.
S+B: Do new clusters tend to
emerge near venture capital money,
or does money come to the cluster?
GILBERT: They coevolve to a cer-
tain extent. Silicon Valley, for ex-
ample, didn’t necessarily have ven-
ture capitalists first — the U.S.
government funded early research
in the 1950s that led to the found-
ing of many Silicon Valley compa-
nies. That said, I think there’s still a
tendency for venture capital to con-
centrate in certain areas in the same
way that firms tend to concentrate
in certain areas. And venture capi-
talists, of course, tend to have a pref-
erence for financing companies that
are within their geographic region,
or at least within a certain distance,
so they are able to get to the compa-
nies for mentoring and other activi-
ties. I think a viable cluster requires
a little bit of private- or public-sector
funding early on, along with a
steady stream of self-generated en-
trepreneurship. Once those two
things feed off each other, we begin
to see more investment happening
within clusters and more venture
capital being attracted to the area.
S+B: How are clusters in emerging
markets such as South Africa
different from those in more
established countries?
GILBERT: In emerging markets,
other factors are often at play. For
example, many multinational tech-
nology companies are operating in
Johannesburg, but they may actu-
ally be a hindrance to seeing a tech-
nology cluster emerge there. Many
people would rather have the stable
job with a large multinational, as
opposed to venturing out on their
own. Under the current government
system, if you are a white South Af-
rican, it’s risky to leave a job. The
country’s post-apartheid employ-
ment policies ensure that a percent-
age of jobs go to black South Afri-
cans, which means that leaving a
job increases the risk for a white
South African that he or she may
not get another one down the road.
Black South Africans, meanwhile,
having been shut out from the econ-
omy for so long, are now able to en-
joy a middle-class lifestyle. Walking
away from this life to start a busi-
ness isn’t easy for many to do.
However, although having
large, multinational corporations in
the country isn’t necessarily help-
ing an entrepreneurial community
emerge, I think it’s still fairly early
in terms of the long-term impact. I
know that Microsoft, in particular,
has been actively involved with try-
ing to help grow the cluster in Jo-
hannesburg. But from what I can
tell, as far as the company’s interac-
tion with the entrepreneurial com-
munity goes, a lot of it is focused on
building technologies using Micro-
soft products.
S+B: What are the advantages and
disadvantages of being in a cluster?
GILBERT: In the United States, clus-
ters do tend to be very beneficial for
startups in the early stages, primar-
ily because if the startups survive,
they have access to resources,
knowledge about industry trends,
and maybe even technological de-
velopments that are useful for them
in terms of developing their own
concepts. And whether they form
around a university or a company,
clusters can ultimately result in both
job creation and wealth creation in
a region.
One thing I’ve found, however,
is that startups that are founded in
clusters have a tendency to over-
emphasize their existing products.
I think what happens within the
cluster is that, because they’re con-
stantly learning about what other
firms are doing, they’re taking that
knowledge and incorporating it into
their current portfolio, as opposed
to using it to develop new products.
For example, when you have a clus-
ter with a single dominant firm, the
other companies often tend to
service that larger firm rather than
focus on breakthrough innovations
of their own. And if you have a lot
of companies that are thoroughly
dependent on one dominant firm,
they’re vulnerable to changes to that
firm’s economic state.
It’s still very early to speculate
on whether we’ll see these same ad-
vantages and disadvantages in South
Africa. But African culture is very
relational and communal in nature.
Given that clusters require strong
knowledge-sharing and a level of
“African culture is very relational and communal.
Given that clusters require strong knowledge-
sharing and a level of trust between actors, I see
no reason they wouldn’t thrive in South Africa.”
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at strategy-business.com/youngprofs.
4. 3
leadingideas
strategy+businessissue80
trust between actors, I see no reason
they wouldn’t thrive in South Afri-
ca. In fact, Kenya started down this
path a few years back and is seeing
strong success with the development
of a tech hub near Nairobi [dubbed
“the Silicon Savannah”]. Moreover,
in a developing country context,
some of the disadvantages of clusters
in established markets — such as
firms being overly focused on their
existing products and technologies
— may not be a disadvantage when
the business environment has so
much room for improvement.
I also think that multinationals
realize that they can’t move into
emerging markets without adapt-
ing to the local culture. This pres-
ents a unique opportunity for start-
ups in clusters: They can learn what
they need from the larger corpora-
tions, in terms of developing tech-
nologies, and then learn what
unique offering they can bring to
the market that the corporation
hasn’t thought of.
It’s also worth noting that there
are regional clusters that actually
discourage the emergence of new
technological paradigms. In my re-
search on clean-energy technology,
for example, I found that universi-
ties have been instrumental in the
development of some newer tech-
nologies, such as fuel cells [technol-
ogy that converts a fuel such as hy-
drogen into electricity to power a
vehicle]. However, in regions where
established industries may slow or
even prevent the development of
innovative technology — as the oil
and gas industry might do for a fuel-
cell company in the United States,
for example — universities haven’t
been as involved. Just because there’s
an energy cluster doesn’t mean that
it’ll be good for all types of energy
tech companies.
S+B: What does that mean for
clean-tech clusters?
GILBERT: Clean-tech clusters are
harder to form because these types
of companies have more challenges
to deal with than a software com-
pany might. I’ve found that incum-
bent technologies are dominant in
the minds of a lot of stakeholders.
As entrepreneurs are trying to bring
green technologies to the market-
place, they have to compete not
only against one another, but also
against the existing energy systems.
Fuel-cell technology companies, for
example, are having a difficult time
even being able to make their value
proposition in the marketplace.
They came after solar and wind,
and many people don’t necessarily
see the need for any other options.
There are also other complica-
tions: If we’re going to have fuel-cell
cars, for example, changes will be
required within the automotive in-
dustry and related infrastructure.
Fuel-cell cars are designed to run on
hydrogen fuel, which means you
need hydrogen fueling stations in
places where people can access
them. It’s kind of a chicken-and-egg
situation, in which the automotive
manufacturers would like to see the
energy companies investing in hy-
drogen fueling stations, and the en-
ergy companies would like to see
the automotive manufacturers put
these cars on the road before they
make the investment in the fueling
stations. As a result, they’re at a bit
of a standstill. +
Reprint No. 00349
Christie Rizk
christie.rizk@strategyand.pwc.com
is associate editor of strategy+business.
33