This document summarizes a meeting of E4 Carolinas, a nonprofit organization focused on promoting economic growth through energy sector collaboration across North and South Carolina. It outlines E4 Carolinas' mission, vision, goals and strategic task forces. It also discusses concepts for achieving collaboration between organizations, including building trust, finding early wins and creating metrics. The document provides examples of how industry clusters form over multiple phases and benefits of city partnership programs, including cost savings, economic development and clear roadmaps.
3. napier supporting ecosystems for young scalable firmsOECD CFE
Glenda Napier presented on supporting ecosystems for young scalable firms at an OECD meeting. She outlined that while entrepreneurship has increased, most firms remain small. Successful ecosystems include serial entrepreneurs, risk capital, knowledge institutions, and dealmakers that provide added value. Policy should shift from checking framework conditions to facilitating collaboration between conditions and ecosystem actors. Recommendations include developing sector and geography specific ecosystems, engaging key players like serial entrepreneurs, and integrating ecosystem and cluster policies.
Megs-KT Interim report presentation October 2012Andrea Wheeler
The document summarizes an interim report on the MEGS-KT Research Project. It outlines the project's aims to address skills shortages and business development needs in the renewable energy sector through collaboration between SMEs and higher education. Methods used include literature reviews, interviews, surveys, and workshops. Initial findings revealed a lack of research on SME needs, difficulties engaging SMEs, and concerns about sharing commercial information. However, there was also positive support from academics and government. Next steps include further workshops and linking findings to training programs to overcome barriers to SME growth in renewable energy.
4. ebdrup understanding and benchmarking ecosystemsOECD CFE
This document discusses company startups and job creation in Denmark and the US. It finds that new companies account for 9% of employment in Denmark, but 25% in the US. It then analyzes the Danish biotech ecosystem, finding it is one of the largest in Europe but still smaller than leading US clusters. Interviews highlight that the Danish biotech sector benefited from access to venture capital and experienced professionals leaving large companies. The document concludes that strong innovation ecosystems can develop intentionally when large anchor companies and successful entrepreneurs reinvest in the region.
This document outlines a research study on barriers and enablers to the diffusion of best practices within UK supply chains. It notes that effective transfer of knowledge between supply chain tiers can improve productivity but gaps exist in adoption of best practices between tiers. The study aims to 1) identify how best practices are distributed across UK supply chains and adoption gaps, 2) determine barriers and enablers to knowledge diffusion, 3) examine mechanisms of diffusion along supply chains, and 4) inform policy to promote knowledge diffusion. A qualitative interview approach will be used with companies in selected supply chains to gather a rich picture of practice adoption, diffusion, and policy opportunities.
The document discusses what drives prosperity according to Christian Ketels. It notes that many factors matter and there is no single solution, as what matters depends on a location's existing assets. Success is driven by building on unique strengths, not just fixing weaknesses. Effective policy requires understanding a place's specific context, focusing on areas of existing competitive advantage, and coordinated action across policy areas to strengthen clusters over time. Key challenges include developing new strengths, improving cluster data, and integrating cluster initiatives with broader economic policies.
This document summarizes a meeting of E4 Carolinas, a nonprofit organization focused on promoting economic growth through energy sector collaboration across North and South Carolina. It outlines E4 Carolinas' mission, vision, goals and strategic task forces. It also discusses concepts for achieving collaboration between organizations, including building trust, finding early wins and creating metrics. The document provides examples of how industry clusters form over multiple phases and benefits of city partnership programs, including cost savings, economic development and clear roadmaps.
3. napier supporting ecosystems for young scalable firmsOECD CFE
Glenda Napier presented on supporting ecosystems for young scalable firms at an OECD meeting. She outlined that while entrepreneurship has increased, most firms remain small. Successful ecosystems include serial entrepreneurs, risk capital, knowledge institutions, and dealmakers that provide added value. Policy should shift from checking framework conditions to facilitating collaboration between conditions and ecosystem actors. Recommendations include developing sector and geography specific ecosystems, engaging key players like serial entrepreneurs, and integrating ecosystem and cluster policies.
Megs-KT Interim report presentation October 2012Andrea Wheeler
The document summarizes an interim report on the MEGS-KT Research Project. It outlines the project's aims to address skills shortages and business development needs in the renewable energy sector through collaboration between SMEs and higher education. Methods used include literature reviews, interviews, surveys, and workshops. Initial findings revealed a lack of research on SME needs, difficulties engaging SMEs, and concerns about sharing commercial information. However, there was also positive support from academics and government. Next steps include further workshops and linking findings to training programs to overcome barriers to SME growth in renewable energy.
4. ebdrup understanding and benchmarking ecosystemsOECD CFE
This document discusses company startups and job creation in Denmark and the US. It finds that new companies account for 9% of employment in Denmark, but 25% in the US. It then analyzes the Danish biotech ecosystem, finding it is one of the largest in Europe but still smaller than leading US clusters. Interviews highlight that the Danish biotech sector benefited from access to venture capital and experienced professionals leaving large companies. The document concludes that strong innovation ecosystems can develop intentionally when large anchor companies and successful entrepreneurs reinvest in the region.
This document outlines a research study on barriers and enablers to the diffusion of best practices within UK supply chains. It notes that effective transfer of knowledge between supply chain tiers can improve productivity but gaps exist in adoption of best practices between tiers. The study aims to 1) identify how best practices are distributed across UK supply chains and adoption gaps, 2) determine barriers and enablers to knowledge diffusion, 3) examine mechanisms of diffusion along supply chains, and 4) inform policy to promote knowledge diffusion. A qualitative interview approach will be used with companies in selected supply chains to gather a rich picture of practice adoption, diffusion, and policy opportunities.
The document discusses what drives prosperity according to Christian Ketels. It notes that many factors matter and there is no single solution, as what matters depends on a location's existing assets. Success is driven by building on unique strengths, not just fixing weaknesses. Effective policy requires understanding a place's specific context, focusing on areas of existing competitive advantage, and coordinated action across policy areas to strengthen clusters over time. Key challenges include developing new strengths, improving cluster data, and integrating cluster initiatives with broader economic policies.
Mobilizing Talent and Diversity by Zabeen Hirji, Deloitte Canada, at TCI 2018TCI Network
This document discusses the importance of mobilizing talent and diversity. It notes that diversity and inclusion are important for attracting and retaining top talent, thriving in the future of work, closing skills gaps, and driving creativity, innovation and revenue growth. The document outlines some risks if diversity and inclusion are not properly addressed, such as exacerbating inequality and hindering inclusive growth. It then provides five accelerators for improving diversity and inclusion, such as developing inclusive leaders, embedding diversity in talent practices, cultivating an inclusive culture, addressing unconscious bias, and harnessing collaboration.
8. meijaard, brouwer and van der veen open and less open networksOECD CFE
1) The document analyzes entrepreneurial ecosystems at the macro, meso, and micro levels in the Netherlands.
2) It discusses frameworks for benchmarking conditions that support fast-growth firms, such as income tax rates and access to financing in the short term and attitudes toward entrepreneurship and smaller government in the long term.
3) The document presents a case study of the LED lighting ecosystem in the Netherlands, which involves around 260 SMEs collaborating and competing to develop innovative LED lighting products and share knowledge through a network supported by the government.
This document summarizes a presentation on entrepreneurial ecosystems and growth-oriented entrepreneurship. It discusses how ecosystems emerge over time based on preexisting place assets, incubator organizations that spur spin-offs, and trigger events. Successful spin-offs attract talent and spur the development of specialized service providers and institutions, creating a self-reinforcing ecosystem. Policymakers can help conditions but cannot force an ecosystem; it is better to build on existing clusters.
The document discusses how future business models and organizations may differ from current models. It suggests future organizations will have:
- Multiple metrics of success beyond just financials, with long-term purpose and legacy as key drivers.
- Circular models where value is shared openly in networks rather than owned. Access will be more important than possession.
- Fluid, dynamic structures resembling living networks more than static entities, with a focus on dynamic stability over individual stability.
- Purpose at their core to engage a new generation that values post-materialism and positive social impact in their work.
This document discusses leadership practices and innovation adoption in small and medium enterprises (SMEs). It introduces the concepts of closed innovation, open innovation, and absorptive capacity. The research aims to identify management practices that enable SMEs to adopt new innovations. It proposes three research questions around important adoption-enabling practices, how they differ by sector and size, and whether practices that enable exploration are the same as those that help exploitation. The document outlines plans to use existing datasets matched with performance data to analyze these questions over the project timeline.
TCI 2016 Change in Cities, Territories and SpacesTCI Network
This document outlines the structure and content of a workshop on understanding the dynamics of different territorial spaces. The workshop introduces a matrix that categorizes four types of spaces based on their physical infrastructure and economic situation. Participants then work in groups to identify the key characteristics and requirements for promoting change in each type of space. They also propose concrete initiatives that could serve as "safe to fail" experiments. The goal is to reflect on how different environments require different approaches, and one-size-fits-all solutions will not address the unique challenges of each context.
7. stam entrepreneurial ecosystem in the nthlOECD CFE
This document summarizes a presentation by Prof. Dr. Erik Stam on entrepreneurial ecosystems in the Netherlands. It reflects shifts toward an entrepreneurial economy and complexity economics. An entrepreneurial ecosystem involves agents exploring and exploiting opportunities for new value creation. The Netherlands has experienced amazing entrepreneurship growth since 1987, but this is paradoxical as it mostly involves solo self-employment and mediocre growth-oriented entrepreneurship. There are likely multiple entrepreneurial systems in the Netherlands at the regional, sectoral, and corporate levels, with various systemic causes and consequences.
Sir Peter Gluckman - Evidence informed policy making - 27 June 2017OECD Governance
This document discusses the realities of providing science advice to governments. It notes that while governments are more likely to make better decisions using evidence, science alone does not determine policy as many values and political considerations also factor in. Effective science advice requires an ecosystem that combines skills in brokering, trust and diplomacy. The positioning of science in a post-trust world is changing, particularly as politics has also become post-expert. An effective advisory system is needed to navigate this complex landscape and ensure robust science is properly used, not misused or ignored in policymaking.
10.b. murray govt as risk capital provider revOECD CFE
The document discusses challenges with public/private venture capital programs within entrepreneurial ecosystems. It notes that while an entrepreneurial ecosystem perspective is useful, it also increases complexity and requires integrated policy approaches. It then provides observations on venture capital programs, including that governments need to build expertise to design effective programs, that experienced investment managers are critical, and that programs need sufficient scale. It also notes that both public and private interests must be balanced for the programs to be sustainable and achieve their objectives.
The document provides suggestions for forming successful research alliances between academia and industry to work on "wicked problems". It recommends that the alliance have a shared purpose and activity, commit resources, and interact at different levels. It also notes the differing missions and values between university research and industry applied research that need to be balanced. Case studies from both industry and academia perspectives are presented.
The document summarizes a presentation on whether expanding women's self-employment is a good thing. It notes that while self-employment can provide flexibility, it often results in poorer financial returns than employment and lacks welfare benefits. Women's self-employment tends to be in crowded, lower-margin sectors and many enter it out of necessity rather than opportunity. Pursuing both domestic and work responsibilities constrains business performance. Expanding women's self-employment should not be assumed to be universally positive without considering structural barriers they face.
TCI2012 The Cluster Initiative Greenbook – a Decade LaterTCI Network
Örjan Sölvell and Göran Lindqvist on the evolution of cluster initiatives since the publication of the Cluster Initiative Green Book in 2003, presented at TCI 2013 Global Conference, Basque Country 2012.
The document discusses the importance of use-inspired research and collaborative infrastructure to drive innovation. It notes that modern research requires large, multidisciplinary teams and access to world-class infrastructure. While Australia invests in collaborative research centers and infrastructure, there are still gaps, including in areas like ICT and bioinformatics. The document calls for defining infrastructure needs, improving access and governance, and strategically investing in capabilities to support priority research areas.
This document summarizes research on skills, management practices, and productivity in small and medium enterprises (SMEs). The main points are:
1. The research examines the links between managerial skills, practices adopted by SMEs, and productivity using survey and longitudinal data. It finds that higher entrepreneurial skills are associated with more structured managerial practices, and adopting more practices leads to higher productivity.
2. Key results show entrepreneurial skills, leadership skills, and organizational skills are positively correlated with productivity. Adopting additional human resource practices is also linked to around 2% higher productivity after 3 years.
3. The implications are that both skills development and coaching to help firms adopt practices are needed to
The document discusses the Russia Innovation Collaborative (RIC), an organization that aims to connect Russian innovators to the US business community. RIC has three lines of business: consulting with Russian regional governments on innovation policies, building cooperative programs between US and Russian universities, and facilitating tech transfer and market entry for private companies. The document then discusses innovation ecosystems and why they are important, noting that successful ecosystems in places like Silicon Valley and Boston emerged from regional collaboration rather than national programs alone. RIC looks to contribute to discussions around how Russia can develop its own regional innovation ecosystems.
This study examines how institutional change in Chinese universities through Project 985 influenced high-tech entrepreneurship. The researchers find that Project 985 was successful in strengthening beliefs around intellectual property and innovation among university alumni. However, firms founded by these alumni that invested heavily in technology performed worse, since China's institutional environment still lacked strong intellectual property protection and contract laws. While localized beliefs can change, for institutionalization to occur more broadly practices must be viable within the larger context.
This study, for SE WIsconsin, explores how to develop a new approach to stimulate innovation between education and employers.
Our approach focuses on identifying growth occupations and characterizing them in terms of 15 key Knowledge, Skills and Abilities.
The work is both experimental and promising.
11.b. valtonen financing and accelerators for hg fs in finland_revOECD CFE
The document discusses Finland's government policies for financing high-growth firms. It aims to bring continuity to capital markets through a 1 billion euro fund. It also uses business accelerators called Vigo Accelerators, which are private companies run by experienced entrepreneurs that offer funding, expertise, and networks to support potential startups. The goal is to increase the number of successful growing companies and develop the entrepreneurial ecosystem through combining public and private funding with the expertise of serial entrepreneurs.
This document discusses how established enterprises are failing at innovation compared to startups, and proposes some hypotheses for why. It suggests that we have entered a new era of innovation where startups have many advantages over large companies, including easy access to funding, resources through incubators and accelerators, and a diverse range of entrepreneurs. It argues that large companies struggle with innovation due to challenges like rigid business models, risk aversion, and slow organizational processes. The document concludes that established companies need a new "innovation DNA" that embraces approaches like incubating at scale, pursuing multiple business models in parallel, and prioritizing ecosystem dominance over short-term financial returns.
The document summarizes key points from a presentation given by Professor Julian Webb at the Canadian Association of Law Teachers Annual Conference on legal education research and evidence-based policy making. It discusses:
1) The context of the Legal Education and Training Review (LETR) in England and Wales that examined legal education and training.
2) The challenges of implementing evidence-based policy making (EBPM) for legal education given issues like a lack of clear problem definitions, limited high-quality evidence, and the political nature of legal education.
3) The iterative, problem-based approach taken by the LETR to address these challenges, which included triangulating various sources of evidence and taking a transparent and collaborative process
Mobilizing Talent and Diversity by Zabeen Hirji, Deloitte Canada, at TCI 2018TCI Network
This document discusses the importance of mobilizing talent and diversity. It notes that diversity and inclusion are important for attracting and retaining top talent, thriving in the future of work, closing skills gaps, and driving creativity, innovation and revenue growth. The document outlines some risks if diversity and inclusion are not properly addressed, such as exacerbating inequality and hindering inclusive growth. It then provides five accelerators for improving diversity and inclusion, such as developing inclusive leaders, embedding diversity in talent practices, cultivating an inclusive culture, addressing unconscious bias, and harnessing collaboration.
8. meijaard, brouwer and van der veen open and less open networksOECD CFE
1) The document analyzes entrepreneurial ecosystems at the macro, meso, and micro levels in the Netherlands.
2) It discusses frameworks for benchmarking conditions that support fast-growth firms, such as income tax rates and access to financing in the short term and attitudes toward entrepreneurship and smaller government in the long term.
3) The document presents a case study of the LED lighting ecosystem in the Netherlands, which involves around 260 SMEs collaborating and competing to develop innovative LED lighting products and share knowledge through a network supported by the government.
This document summarizes a presentation on entrepreneurial ecosystems and growth-oriented entrepreneurship. It discusses how ecosystems emerge over time based on preexisting place assets, incubator organizations that spur spin-offs, and trigger events. Successful spin-offs attract talent and spur the development of specialized service providers and institutions, creating a self-reinforcing ecosystem. Policymakers can help conditions but cannot force an ecosystem; it is better to build on existing clusters.
The document discusses how future business models and organizations may differ from current models. It suggests future organizations will have:
- Multiple metrics of success beyond just financials, with long-term purpose and legacy as key drivers.
- Circular models where value is shared openly in networks rather than owned. Access will be more important than possession.
- Fluid, dynamic structures resembling living networks more than static entities, with a focus on dynamic stability over individual stability.
- Purpose at their core to engage a new generation that values post-materialism and positive social impact in their work.
This document discusses leadership practices and innovation adoption in small and medium enterprises (SMEs). It introduces the concepts of closed innovation, open innovation, and absorptive capacity. The research aims to identify management practices that enable SMEs to adopt new innovations. It proposes three research questions around important adoption-enabling practices, how they differ by sector and size, and whether practices that enable exploration are the same as those that help exploitation. The document outlines plans to use existing datasets matched with performance data to analyze these questions over the project timeline.
TCI 2016 Change in Cities, Territories and SpacesTCI Network
This document outlines the structure and content of a workshop on understanding the dynamics of different territorial spaces. The workshop introduces a matrix that categorizes four types of spaces based on their physical infrastructure and economic situation. Participants then work in groups to identify the key characteristics and requirements for promoting change in each type of space. They also propose concrete initiatives that could serve as "safe to fail" experiments. The goal is to reflect on how different environments require different approaches, and one-size-fits-all solutions will not address the unique challenges of each context.
7. stam entrepreneurial ecosystem in the nthlOECD CFE
This document summarizes a presentation by Prof. Dr. Erik Stam on entrepreneurial ecosystems in the Netherlands. It reflects shifts toward an entrepreneurial economy and complexity economics. An entrepreneurial ecosystem involves agents exploring and exploiting opportunities for new value creation. The Netherlands has experienced amazing entrepreneurship growth since 1987, but this is paradoxical as it mostly involves solo self-employment and mediocre growth-oriented entrepreneurship. There are likely multiple entrepreneurial systems in the Netherlands at the regional, sectoral, and corporate levels, with various systemic causes and consequences.
Sir Peter Gluckman - Evidence informed policy making - 27 June 2017OECD Governance
This document discusses the realities of providing science advice to governments. It notes that while governments are more likely to make better decisions using evidence, science alone does not determine policy as many values and political considerations also factor in. Effective science advice requires an ecosystem that combines skills in brokering, trust and diplomacy. The positioning of science in a post-trust world is changing, particularly as politics has also become post-expert. An effective advisory system is needed to navigate this complex landscape and ensure robust science is properly used, not misused or ignored in policymaking.
10.b. murray govt as risk capital provider revOECD CFE
The document discusses challenges with public/private venture capital programs within entrepreneurial ecosystems. It notes that while an entrepreneurial ecosystem perspective is useful, it also increases complexity and requires integrated policy approaches. It then provides observations on venture capital programs, including that governments need to build expertise to design effective programs, that experienced investment managers are critical, and that programs need sufficient scale. It also notes that both public and private interests must be balanced for the programs to be sustainable and achieve their objectives.
The document provides suggestions for forming successful research alliances between academia and industry to work on "wicked problems". It recommends that the alliance have a shared purpose and activity, commit resources, and interact at different levels. It also notes the differing missions and values between university research and industry applied research that need to be balanced. Case studies from both industry and academia perspectives are presented.
The document summarizes a presentation on whether expanding women's self-employment is a good thing. It notes that while self-employment can provide flexibility, it often results in poorer financial returns than employment and lacks welfare benefits. Women's self-employment tends to be in crowded, lower-margin sectors and many enter it out of necessity rather than opportunity. Pursuing both domestic and work responsibilities constrains business performance. Expanding women's self-employment should not be assumed to be universally positive without considering structural barriers they face.
TCI2012 The Cluster Initiative Greenbook – a Decade LaterTCI Network
Örjan Sölvell and Göran Lindqvist on the evolution of cluster initiatives since the publication of the Cluster Initiative Green Book in 2003, presented at TCI 2013 Global Conference, Basque Country 2012.
The document discusses the importance of use-inspired research and collaborative infrastructure to drive innovation. It notes that modern research requires large, multidisciplinary teams and access to world-class infrastructure. While Australia invests in collaborative research centers and infrastructure, there are still gaps, including in areas like ICT and bioinformatics. The document calls for defining infrastructure needs, improving access and governance, and strategically investing in capabilities to support priority research areas.
This document summarizes research on skills, management practices, and productivity in small and medium enterprises (SMEs). The main points are:
1. The research examines the links between managerial skills, practices adopted by SMEs, and productivity using survey and longitudinal data. It finds that higher entrepreneurial skills are associated with more structured managerial practices, and adopting more practices leads to higher productivity.
2. Key results show entrepreneurial skills, leadership skills, and organizational skills are positively correlated with productivity. Adopting additional human resource practices is also linked to around 2% higher productivity after 3 years.
3. The implications are that both skills development and coaching to help firms adopt practices are needed to
The document discusses the Russia Innovation Collaborative (RIC), an organization that aims to connect Russian innovators to the US business community. RIC has three lines of business: consulting with Russian regional governments on innovation policies, building cooperative programs between US and Russian universities, and facilitating tech transfer and market entry for private companies. The document then discusses innovation ecosystems and why they are important, noting that successful ecosystems in places like Silicon Valley and Boston emerged from regional collaboration rather than national programs alone. RIC looks to contribute to discussions around how Russia can develop its own regional innovation ecosystems.
This study examines how institutional change in Chinese universities through Project 985 influenced high-tech entrepreneurship. The researchers find that Project 985 was successful in strengthening beliefs around intellectual property and innovation among university alumni. However, firms founded by these alumni that invested heavily in technology performed worse, since China's institutional environment still lacked strong intellectual property protection and contract laws. While localized beliefs can change, for institutionalization to occur more broadly practices must be viable within the larger context.
This study, for SE WIsconsin, explores how to develop a new approach to stimulate innovation between education and employers.
Our approach focuses on identifying growth occupations and characterizing them in terms of 15 key Knowledge, Skills and Abilities.
The work is both experimental and promising.
11.b. valtonen financing and accelerators for hg fs in finland_revOECD CFE
The document discusses Finland's government policies for financing high-growth firms. It aims to bring continuity to capital markets through a 1 billion euro fund. It also uses business accelerators called Vigo Accelerators, which are private companies run by experienced entrepreneurs that offer funding, expertise, and networks to support potential startups. The goal is to increase the number of successful growing companies and develop the entrepreneurial ecosystem through combining public and private funding with the expertise of serial entrepreneurs.
This document discusses how established enterprises are failing at innovation compared to startups, and proposes some hypotheses for why. It suggests that we have entered a new era of innovation where startups have many advantages over large companies, including easy access to funding, resources through incubators and accelerators, and a diverse range of entrepreneurs. It argues that large companies struggle with innovation due to challenges like rigid business models, risk aversion, and slow organizational processes. The document concludes that established companies need a new "innovation DNA" that embraces approaches like incubating at scale, pursuing multiple business models in parallel, and prioritizing ecosystem dominance over short-term financial returns.
The document summarizes key points from a presentation given by Professor Julian Webb at the Canadian Association of Law Teachers Annual Conference on legal education research and evidence-based policy making. It discusses:
1) The context of the Legal Education and Training Review (LETR) in England and Wales that examined legal education and training.
2) The challenges of implementing evidence-based policy making (EBPM) for legal education given issues like a lack of clear problem definitions, limited high-quality evidence, and the political nature of legal education.
3) The iterative, problem-based approach taken by the LETR to address these challenges, which included triangulating various sources of evidence and taking a transparent and collaborative process
Jane Frost is the Chief Executive Officer of MRS from 2017-2019. The document outlines MRS's commitments to inclusion and diversity, including conducting annual inclusion surveys, achieving 50:50 gender representation on stage, and developing apprenticeship programs. It also summarizes talks on Brexit preparedness, expanding access to resources for company partners, and MRS's new data analytics proposition. Updates to the MRS Code of Conduct are proposed to incorporate new data protection regulations and account for technological advances.
The document discusses taking an evidence-based approach to decision making. It explains that an evidence-based approach involves using the best available evidence from multiple sources to increase the likelihood of a favorable outcome. It outlines four sources of evidence: scientific literature, organizational data, practitioner experience, and stakeholder values. The document provides an example decision around improving graduate productivity and engagement and walks through analyzing different evidence sources to determine the most trustworthy information to make the best decision.
Group Dynamics and Collaboration in TechnologyOmar Ha-Redeye
Group dynamics and collaboration are important for innovation in the legal field. Law has traditionally been a hierarchical and individualistic profession that is resistant to change. However, changes in the market are pushing law firms to innovate. Effective teams require optimal design considering factors like size, diversity and whether members are specialists or generalists. Cross-practice collaboration allows firms to create more sophisticated work commanding higher prices. Technology can help overcome regulatory barriers and enable new models emphasizing collaboration, learning and stakeholder interests.
Family Business - Research Impact on Practice and Vice Versa - FFI Presentati...Wittenberg University
Family Firm Institute (FFI) encourages collaboration between researchers and practitioners. Bringing together educators, family business researchers and practitioners who directly serve family businesses can assist in both dissemination of knowledge but the creation of knowledge (Rousseau, 2006). The concept of the practitioner-scholar (Salipante & Aram, 2003) would seem to fit well into the family business field as well.
The document discusses strategic leadership in turbulent times for higher education. It notes the changing policy landscape for universities with increasing division globally and within countries. It outlines some of the demands being placed on higher education institutions, such as greater efficiencies, preventing extremism, and acting as engines of economic growth. This is leading to an increasingly marketized and stratified system of higher education. It emphasizes the importance of strategic leadership to set a distinctive institutional offer and lead across boundaries during this time of change.
This document discusses governance trends in higher education, including increasing accountability, transparency, and focus on culture and succession planning at the board level. It outlines principles of good governance practice, including defining roles and responsibilities, balancing short and long-term priorities, and focusing on both external stakeholders and internal organizational health. Academic governance is one of the primary responsibilities of governing bodies, and there is a focus on assuring teaching quality and student outcomes. Effective boards evaluate their own performance and avoid common pitfalls like lack of teamwork or imbalance between oversight functions. The document also notes current issues around board diversity and professionalization.
This presentation stems from a CLE webinar on organizing, analyzing and presenting the key pieces of electronically stored information. How can you pull it all together—without pulling out your hair? Get tips, techniques and best practices at this information-packed and practical Webinar presented by three specialists in case analysis techniques and litigation technology.
KM Chicago: Organisational Network AnalysisKM Chicago
The document discusses a presentation about organizational network analysis (ONA). It provides an overview of the key points:
1. ONA can be used to map informal networks, identify brokers and central people, and understand knowledge flows within organizations.
2. Conducting ONA involves developing a hypothesis, designing survey questions, distributing the survey, analyzing results, and identifying interventions based on findings.
3. An example ONA project with a Chinese organization is described to identify opportunities to improve knowledge sharing and organizational structure.
EY -- What's it worth__Measuring the value of knowledgeMarti Callahan
This document summarizes an EY presentation on measuring the value of knowledge. It provides an overview of EY and its knowledge organization, approaches to measuring knowledge usage and culture through tools like a global survey, and findings around content value, knowledge enabling job performance, and knowledge-sharing goals. Key performance indicators are used to track metrics and inform decisions to improve EY's knowledge resources and culture.
Building an Ethical Culture: Conduct Training Best PracticesKyle Brown
This webinar discusses best practices for building an ethical culture and conducting compliance training. It notes that an effective ethics and compliance program protects a company's reputation, ensures investor confidence, and reduces risks. The presenters discuss the importance of company commitment, transparency, accountability, and establishing standards. They examine the "fraud triangle" and how pressure, opportunity, and rationalization can lead to misconduct. Case examples like Wells Fargo are analyzed. Effective training considers risk areas, scenario-based content, and measuring retention. An engaging presentation style tied to perceptions of misconduct is also important.
This document discusses building networking strategies. It begins by posing questions about what makes a good network and how networks can provide competitive advantages. It then covers various networking themes like power dynamics, reciprocity, and open vs closed networks. The document discusses how power is distributed in organizations and how to develop soft power through networks by following the law of reciprocity. It emphasizes the importance of managing relationships laterally and upwards. Finally, it provides advice on developing different types of networks for operational, personal, and strategic purposes to extend one's impact.
Meaningful Measures: Why size (and volume) doesn't matterRebecca Jones
This document provides a framework for developing a performance measurement system for libraries. It begins by outlining key underlying assumptions, such as the difficulty of establishing a "culture of assessment" in libraries. It then presents a multi-step framework for defining and implementing meaningful performance measures. The steps include understanding the context, aligning strategies and objectives, identifying services and programs, defining measures, managing measurement data, translating data into outcomes and impacts, and communicating results. Examples are provided for each step to illustrate how to apply the framework. The overall goal is to select measures that demonstrate the library's impact and value to its stakeholders.
Research Process and Methodology FA10 class 1v15Jeffrey Keefer
The document provides an overview of research processes and methodology for a business ethics course. It includes the following key points:
1. The agenda covers introductions, expectations, the syllabus, an overview of business research, ethics in research involving human subjects, and thinking like a researcher.
2. Business research is defined as acquiring, analyzing, and disseminating relevant business data, information, and insights to guide business decisions and maximize performance. It is driven by business planning goals.
3. Research methods are discussed, including applied versus basic research, descriptive, explanatory, predictive, and reporting studies. Ethical considerations are also covered.
Handout presentatie nationale vakdag dialogue and digital marketing (net mar...Ronald Verschueren
1. The document discusses online marketing from a psychological perspective, focusing on conversion, usability, persuasion, emotion, and trust.
2. It provides examples of website optimizations that led to significant increases in key metrics like conversion rates. One example led to over 400% increase in conversion.
3. The key is taking a thorough, integrated approach that focuses on user needs and behavior by understanding things like mental models, perceptions, and the user process through research methods like eye tracking and user testing. Persuasion techniques can then be applied appropriately based on the research findings.
Ponencia impartida por Melani Oliver, directora del programa Innovación en el Gobierno Local de Nesta, el 5 de julio de 2013 en la II European Summer School of Social Innovation
2021 international franchising research overview Ilan Alon
This document provides an overview and agenda for Ilan Alon's research on global franchising. It summarizes Alon's past research areas including domestic and international franchising research. For domestic franchising, it discusses topics like franchising proportions, success rates, and social franchising. For international franchising, it outlines research on internationalization strategies, country-specific studies, and emerging markets. It proposes future research directions in areas like emerging markets, ownership structures, and the impacts of COVID-19. It suggests theoretical lenses like signaling theory, institutional theory, and internalization theory could provide new explanations. Overall, the document outlines Alon's extensive work in the field of franchising research and proposes additional topics and frameworks for future study.
Training on harassment and discrimination prevention is critical to set clear rules and to establish important legal protections. But to remain competitive in today’s diverse and global workplace, organizations must also focus on their culture, and the ability of employees to effectively collaborate. In a diverse workplace, even subtle personal differences (including those not protected by employment laws) impact employee productivity and engagement.
This interactive webinar will be a live, guided demo of ELT’s new online Diversity & Inclusion training course for managers and employees. We will cover how diversity training supports business and cultural goals, discuss the benefits of training beyond legal compliance, and provide a practical overview of diversity training best practices.
Similar to Improving knowledge sharing for lawyers (20)
Random Coffee Trials (RCTs) are a simple way to encourage knowledge sharing through informal conversations across organizational boundaries. The RCT program randomly matches employees for brief coffee meetings to transfer tacit knowledge and break down silos. While simple to implement, RCTs provide significant benefits like sharing best practices, uncovering synergies, building trust and networks, and increasing innovation. The document outlines how to set up an RCT program with either a DIY or outsourced approach, measure its success through participant surveys, and find inspiration from similar programs used by other organizations.
This document summarizes research on what motivates knowledge sharing among lawyers at law firms. The research found that:
1) Knowledge sharing is important for law firms to gain competitive advantages but can be difficult due to barriers like lack of trust and incentives for billable work over sharing.
2) Intrinsic motivations like enjoyment in helping others and satisfaction from sharing knowledge may encourage sharing more than extrinsic rewards like bonuses.
3) High trust within law firms and among colleagues can improve knowledge sharing by reducing fears of losing competitive advantages and increasing perceptions of personal benefits from sharing.
1) The research studied knowledge sharing behaviors and motivations among UK law firm employees. It found they are primarily intrinsically motivated to share knowledge for personal satisfaction rather than external rewards.
2) While extrinsic reward systems were associated with more frequent knowledge sharing, respondents did not attribute their sharing to these rewards. Setting knowledge sharing targets could increase its priority but may not be the most effective approach.
3) The most common barriers to knowledge sharing were lack of time due to high billable hour expectations. Firms should make space for knowledge sharing by reducing billable targets or giving it equal priority to chargeable work.
RCTs - serendipitous conversation for knowledge sharing, a how-to guideThe Knowledge Business
This is a practical how-to guide.
How you can introduce serendipity and conversation into your Knowledge Management Strategy in a simple cost-effective way.
These are slides from a talk I gave to Allice (Association of law librarians in central England) about how to understand lawyers better so that they can improve engagement with them, market their services better by explaining to lawyers how their services can help them with their challenges.
A presentation about how lawyers, law firms and individuals can use twitter for learning, sharing, networking and marketing.
This was a presentation to Knowledge Network West, the networking and knowledge-sharing group in Bristol UK.
This document discusses developing knowledge management strategies at three levels - corporate, business unit, and team. It emphasizes aligning KM strategies horizontally and vertically with business strategies. The document provides tips for getting started, such as using analysis tools to understand how KM can further business strategies. It also notes potential danger points like strategies becoming obsolete or not being used. Finally, it addresses developing implicit and departmental KM strategies when no overarching strategy exists.
The document discusses how lawyers and knowledge teams can use LinkedIn effectively. It covers building a complete profile and company page, engaging with others through endorsements, comments, groups, and discussions. The key benefits highlighted are its focus on business and networking. The document suggests being strategic by focusing on goals, setting time for LinkedIn, and measuring results from engagement on the platform.
If your firm is a small to medium-sized firm experiencing or anticipating a period of growth, you may wonder how KM can help you with your firm's efficacy. This article, originally in Solicitors Journal, will explain.
This is the presentation from September 2012 Butterworths KM conference about using free social media tools for learning, collaboration and sharing knowledge.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
6. Intro Theory Research Next steps
Barriers to
knowledge-
sharing
- Nature of Knowledge
- Organisation Structures
- Trust and relationships
7. Intro Theory Research Next steps
Research
Wide sample:
Nationwide UK & single firm
Subjective, primarily
quantitative, self-
reported, with qualitative
elements
8. Data analysis
Intro Theory Research Next steps
• Quantitative
• Most recent k-s event & k-s over past year
• Qualitative – common themes
• Cross-comparison of sub-groups
• Fee earners – varying proportions
• Nationwide & single firm
• Those with existing k-s targets & those without
• Prolific knowledge sharers & non-sharers
k-s = knowledge sharing
9. Next steps
Intro Theory Research Next steps
1. Awareness through training
2. Recruitment and selection
3. Holistic approach to reward systems
10. Next steps
Intro Theory Research Next steps
Taking a holistic approach
• Understand existing research
• Understand your fee earners
• Holistic approach to reward systems
• Pilot group/reassessment