Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
The document discusses a collaboration between IBM Research Zurich and ETH Zurich to build a new type of water-cooled supercomputer, dubbed Aquasar, to directly reuse waste heat. The supercomputer is expected to reduce energy consumption by 40% and carbon dioxide emissions by up to 85% compared to typical air-cooled systems. It will be located at ETH Zurich and is planned to start operation in 2010.
The document discusses emerging industries and industrial transformation trends. It provides examples of the maritime and renewable energy industries emerging. Specifically, it discusses the development of tidal turbine technology by OpenHydro and DCNS's acquisition of stakes in OpenHydro to develop a new manufacturing process in Cherbourg and create hundreds of new jobs. The document analyzes characteristics of emerging industries and how they transform value chains and reconfigure traditional industries.
Lecture 2 - Sources of technological changeUNU.MERIT
The document discusses Abbott Usher's four steps to the innovation process: 1) perception of a problem, 2) setting the stage by bringing together necessary elements, 3) the act of insight where the solution is found, and 4) critical revision. It then provides an example of the microprocessor's development, noting Intel perceived a need from Busicom, brought together prior experience with memory devices, and Ted Hoff had the insight for a general purpose computer architecture to meet the need less expensively. The document also outlines an innovation funnel process and discusses key questions addressed at each phase to reduce risk and increase investment. Finally, it briefly discusses sources of technological change like R&D activities and actors, learning by doing, and
Presentation made by Caroline Gray-Stephens, Head of Enterprise Europe Network - Scotland (EEN-Scotland) at BIP Asia 2012 hosted by the Hong Kong Trade Development Council (7 December 2012)
Presentation made by Caroline Gray-Stephens, Head of Enterprise Europe Network-Scotland at BIP Asia 2012 hosted by the Hong Kong Trade Development Council (HKTDC), 7 December 2012.
Sources of innovations have considerably changed in the past. How can policy makers react? What are the key desing features of new innovation support schemes. Based on the so called ANIS approach, regional innovation systems can be analysed and appropriate innovation support schemes developed.
The document discusses a collaboration between IBM Research Zurich and ETH Zurich to build a new type of water-cooled supercomputer, dubbed Aquasar, to directly reuse waste heat. The supercomputer is expected to reduce energy consumption by 40% and carbon dioxide emissions by up to 85% compared to typical air-cooled systems. It will be located at ETH Zurich and is planned to start operation in 2010.
The document discusses emerging industries and industrial transformation trends. It provides examples of the maritime and renewable energy industries emerging. Specifically, it discusses the development of tidal turbine technology by OpenHydro and DCNS's acquisition of stakes in OpenHydro to develop a new manufacturing process in Cherbourg and create hundreds of new jobs. The document analyzes characteristics of emerging industries and how they transform value chains and reconfigure traditional industries.
Lecture 2 - Sources of technological changeUNU.MERIT
The document discusses Abbott Usher's four steps to the innovation process: 1) perception of a problem, 2) setting the stage by bringing together necessary elements, 3) the act of insight where the solution is found, and 4) critical revision. It then provides an example of the microprocessor's development, noting Intel perceived a need from Busicom, brought together prior experience with memory devices, and Ted Hoff had the insight for a general purpose computer architecture to meet the need less expensively. The document also outlines an innovation funnel process and discusses key questions addressed at each phase to reduce risk and increase investment. Finally, it briefly discusses sources of technological change like R&D activities and actors, learning by doing, and
Presentation made by Caroline Gray-Stephens, Head of Enterprise Europe Network - Scotland (EEN-Scotland) at BIP Asia 2012 hosted by the Hong Kong Trade Development Council (7 December 2012)
Presentation made by Caroline Gray-Stephens, Head of Enterprise Europe Network-Scotland at BIP Asia 2012 hosted by the Hong Kong Trade Development Council (HKTDC), 7 December 2012.
Innovare's Tech Explorer - Technology Discovery ServiceInnovare, Inc.
This presentation describes Innovare’s Tech Explorer a front-end of innovation process for Technology Discovery. The Tech Explorer provides for an externally focused and facilitated forum for innovation teams and technology experts. During the process, we explore current and emerging technologies; define how the technologies may impact customer needs, and how we can leverage the technologies to enable highly competitive innovations.
Maurizio Pilu - EU Meeting 18 July 2012Maurizio Pilu
Presentation given on July 18th 2012 meeting on EU collaboration at the Royal Society. Presenting Technology Strategy Board ICT / Digital activities and Connected Digital Economy Catapult.
Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’
Innhotep - Contribution of ICTs in Sustainable Development (2008) Innhotep
Les TIC sont une source notable d'émissions de GES et à la fois une composante majeure des solutions innovantes pour le développement durable, permettant des réductions de coûts et d'empreinte carbone. Qu'en est-il précisément ?
Pour plus de publications d'Innhotep, veuillez vous rendre à cette adresse : http://www.innhotep.com/fr/publications
Driving Innovation in Utilities– The IBM Experiencebmarcoux
This document discusses driving innovation in utilities from IBM's perspective. It provides an overview of IBM Research, describing its global presence and accomplishments. It defines innovation as the process of transforming ideas into business value. The document contrasts incremental vs radical innovation and describes how the smarter grid represents a radical innovation. It advocates for open innovation and describes IBM's approach to managing radical innovation through an Innovation Board, Innovation Portfolio Management, and Stage-Gate Project Management. The document concludes by highlighting some of IBM's energy grand challenges and encouraging continued work to build smarter energy and utilities organizations.
Lecture 10 - Innovation studies and technology policyUNU.MERIT
This document discusses innovation policy, providing definitions and discussing trends over time. It covers the main objectives of innovation policy as promoting new products, services, and processes in markets and organizations. Innovation policy aims to impact economic performance and social cohesion. The document also outlines various policy instruments and trends in innovation policy from the 1960s to the 1990s, including a shift towards an innovation-driven economy.
This document discusses open innovation tools and methods used by yet2.com, a global leader in intellectual property licensing. It provides an overview of yet2.com's services including technology acquisition, licensing, and identification. It then discusses best practices for organizational groundwork, identifying technology needs, evaluating potential solutions, and getting started with open innovation pilots. Key aspects that contribute to successful deals and partnerships are also outlined.
A detailed overview of Sheffield City Region Local Economic Partnership's strategy for the Creative & Digital Industries sector, including ideas about the region's digital ecosystem and collaboration centre network. Follow more at http://collabojam.net.
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
The document discusses industry and research clusters in the Rhône-Alps region of France that were launched in 2005 to promote innovation and competitiveness among small and medium enterprises (SMEs). It describes the region's strong base of SMEs, universities, and major companies. Eight main industry clusters and seven research clusters were established to address strategic challenges through collaboration between businesses, universities, and public/private sectors. The clusters work to enhance members' competitive advantages through activities like training, technology innovation, and international promotion.
The document discusses strategies for high-technology industries. It covers managing intellectual property rights, establishing technical standards, exploiting first-mover advantages, and dealing with paradigm shifts caused by disruptive technologies. Companies must strategize around intellectual property, standards-setting, pioneering new markets or licensing innovations, and responding to threats from emerging disruptions.
This document discusses European Union funding opportunities for manufacturing innovation projects. It outlines objectives and topics for funding in 2011-2012 under the ICT for Factories of the Future Public-Private Partnership (FoF-ICT) and the Nanosciences, Nanotechnologies, Materials and new Production Technologies (NMP) workprogrammes. Key areas of focus include energy-efficient manufacturing, industrial robotics, smart sensors and metrology tools. The document also provides guidance on proposal submission, intellectual property rights, and access to foreground and background information from funded projects.
Lecture 7 - Sectoral characteristics of technological changeUNU.MERIT
This document discusses different levels of analysis for technological change: macro, meso, and micro. It also discusses sectoral characteristics of technological change and trajectories. Key concepts discussed include sources of technological change, paths of innovation, and determinants that shape technological development differently across sectors. Examples are given of sector-specific innovation in industries like semiconductors and pharmaceuticals to illustrate how technological trends influence market structures at the sector level over time.
Group 3 presented on Intel, the world's largest semiconductor chip maker based on revenue. Key points:
1. Intel was founded in 1968 and produces microchips, flash memory, motherboards, and other components. Their innovations in research, development, and manufacturing of microchips have transformed technology.
2. Intel uses both product-led and market-led approaches - researching manufacturing capabilities while also identifying customer needs. They serve both business and personal users.
3. Heavy investment in R&D allows Intel to continually introduce revolutionary products and maintain an advantage over competitors in chip production technology.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
Europe 2014-2020: programme de recherche & innovation Horizon 2020UNITEC
Horizon 2020 is the EU's proposed 80 billion euro research and innovation program for 2014-2020. It aims to strengthen the EU's global competitiveness and address economic, environmental and societal challenges through support for science, industrial technology, and addressing societal problems. The program consolidates separate existing initiatives and focuses on innovation across sectors. It emphasizes key technologies like ICT, and supports business innovation through measures like the SME instrument and access to risk finance.
1. Xi Technology operates an Innovation Partners Program to connect companies with new innovation opportunities through technology scouting.
2. The program identifies emerging technologies through networking with academic institutions, national laboratories, private laboratories, and early-stage companies. Relevant technologies are selected, assessed, and information is disseminated to partner companies.
3. The goal is to help companies gain early awareness of technological threats and opportunities to stimulate innovation through open collaboration and sourcing of external technologies.
Affiliate Marketing Council - July 2012kedwards100
The Affiliate Marketing Council assembly meeting discussed the following:
1. The status of the 2012 AMC programme including the A4UExpo conference in London and a proposed performance marketing industry study.
2. Updates from the IAB on upcoming events, training, and the annual online advertising spend study.
3. A regulation and policy update regarding EU data protection proposals from the legislation committee.
4. Best practice initiatives including a voucher code audit, updated best practice documents, and the AMC blog.
5. A proposed Innovation Forum to cultivate industry growth by attracting new ideas and providing support to innovators.
The meeting concluded with an invitation for drinks afterwards.
OptoGaN is a developer of white LED technology for applications requiring high brightness, such as lighting, automotive, and LCD backlighting. It operates a research center in Helsinki, Finland and a pilot production line in Dortmund, Germany. OptoGaN was founded in 2004 by researchers from Russia with the goal of overcoming limitations on LED performance. It utilized Finnish university facilities and government funding to prove its basic technology.
This document discusses collaboration between science and industry for innovation. It presents different sources of innovation, both internal and external. It also classifies innovations as incremental, radical, new to the company, or new to the world. The document addresses the challenges of collaboration between policy, science, and industry, known as the "triple helix." It analyzes how setting the right framework conditions through funding programs can encourage cooperation. Examples of successful collaborative R&D programs between academia and industry in Germany are provided. The document concludes that the program design is key to stimulating cooperation and provides recommendations.
Accelerating innovation and diffusion of renewable energy technologies: techn...CambridgeIP Ltd
There is a need for innovation and industrial upgrade policies to be co-ordinated with renewable energy capacity obligations for Bulgaria and other accession member states to the EU: that was the main message of a presentation by CambridgeIP’s CEO Ilian Iliev at a recent workshop on The Costs and Benefits of Renewables: Biomass organised by the Center for Study of Democracy in Sofia, Bulgaria.
Innovare's Tech Explorer - Technology Discovery ServiceInnovare, Inc.
This presentation describes Innovare’s Tech Explorer a front-end of innovation process for Technology Discovery. The Tech Explorer provides for an externally focused and facilitated forum for innovation teams and technology experts. During the process, we explore current and emerging technologies; define how the technologies may impact customer needs, and how we can leverage the technologies to enable highly competitive innovations.
Maurizio Pilu - EU Meeting 18 July 2012Maurizio Pilu
Presentation given on July 18th 2012 meeting on EU collaboration at the Royal Society. Presenting Technology Strategy Board ICT / Digital activities and Connected Digital Economy Catapult.
Presentation by Dr. Larry Schmitt, CEO - Inovo, specifically elaborating the ADOPTS process and concepts like ‘Mind of the Customer’ and ‘Persona Modeling’
Innhotep - Contribution of ICTs in Sustainable Development (2008) Innhotep
Les TIC sont une source notable d'émissions de GES et à la fois une composante majeure des solutions innovantes pour le développement durable, permettant des réductions de coûts et d'empreinte carbone. Qu'en est-il précisément ?
Pour plus de publications d'Innhotep, veuillez vous rendre à cette adresse : http://www.innhotep.com/fr/publications
Driving Innovation in Utilities– The IBM Experiencebmarcoux
This document discusses driving innovation in utilities from IBM's perspective. It provides an overview of IBM Research, describing its global presence and accomplishments. It defines innovation as the process of transforming ideas into business value. The document contrasts incremental vs radical innovation and describes how the smarter grid represents a radical innovation. It advocates for open innovation and describes IBM's approach to managing radical innovation through an Innovation Board, Innovation Portfolio Management, and Stage-Gate Project Management. The document concludes by highlighting some of IBM's energy grand challenges and encouraging continued work to build smarter energy and utilities organizations.
Lecture 10 - Innovation studies and technology policyUNU.MERIT
This document discusses innovation policy, providing definitions and discussing trends over time. It covers the main objectives of innovation policy as promoting new products, services, and processes in markets and organizations. Innovation policy aims to impact economic performance and social cohesion. The document also outlines various policy instruments and trends in innovation policy from the 1960s to the 1990s, including a shift towards an innovation-driven economy.
This document discusses open innovation tools and methods used by yet2.com, a global leader in intellectual property licensing. It provides an overview of yet2.com's services including technology acquisition, licensing, and identification. It then discusses best practices for organizational groundwork, identifying technology needs, evaluating potential solutions, and getting started with open innovation pilots. Key aspects that contribute to successful deals and partnerships are also outlined.
A detailed overview of Sheffield City Region Local Economic Partnership's strategy for the Creative & Digital Industries sector, including ideas about the region's digital ecosystem and collaboration centre network. Follow more at http://collabojam.net.
Mario Cameron: Turning Science into Business: From Research to Market – the E...FITT
This presentation was held by Dr. Mario T. Cameron during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
The document discusses industry and research clusters in the Rhône-Alps region of France that were launched in 2005 to promote innovation and competitiveness among small and medium enterprises (SMEs). It describes the region's strong base of SMEs, universities, and major companies. Eight main industry clusters and seven research clusters were established to address strategic challenges through collaboration between businesses, universities, and public/private sectors. The clusters work to enhance members' competitive advantages through activities like training, technology innovation, and international promotion.
The document discusses strategies for high-technology industries. It covers managing intellectual property rights, establishing technical standards, exploiting first-mover advantages, and dealing with paradigm shifts caused by disruptive technologies. Companies must strategize around intellectual property, standards-setting, pioneering new markets or licensing innovations, and responding to threats from emerging disruptions.
This document discusses European Union funding opportunities for manufacturing innovation projects. It outlines objectives and topics for funding in 2011-2012 under the ICT for Factories of the Future Public-Private Partnership (FoF-ICT) and the Nanosciences, Nanotechnologies, Materials and new Production Technologies (NMP) workprogrammes. Key areas of focus include energy-efficient manufacturing, industrial robotics, smart sensors and metrology tools. The document also provides guidance on proposal submission, intellectual property rights, and access to foreground and background information from funded projects.
Lecture 7 - Sectoral characteristics of technological changeUNU.MERIT
This document discusses different levels of analysis for technological change: macro, meso, and micro. It also discusses sectoral characteristics of technological change and trajectories. Key concepts discussed include sources of technological change, paths of innovation, and determinants that shape technological development differently across sectors. Examples are given of sector-specific innovation in industries like semiconductors and pharmaceuticals to illustrate how technological trends influence market structures at the sector level over time.
Group 3 presented on Intel, the world's largest semiconductor chip maker based on revenue. Key points:
1. Intel was founded in 1968 and produces microchips, flash memory, motherboards, and other components. Their innovations in research, development, and manufacturing of microchips have transformed technology.
2. Intel uses both product-led and market-led approaches - researching manufacturing capabilities while also identifying customer needs. They serve both business and personal users.
3. Heavy investment in R&D allows Intel to continually introduce revolutionary products and maintain an advantage over competitors in chip production technology.
The Technology Radar - a Tool of Technology Intelligence and Innovation StrategyRené Rohrbeck
The document describes the Technology Radar tool used by Deutsche Telekom Laboratories to foster technology intelligence and innovation strategy. The Technology Radar identifies emerging technologies, assesses their relevance, and disseminates the information throughout the company. It aims to raise awareness of opportunities and threats, stimulate innovation, and increase absorptive capacity. Technologies are selected by scouts and evaluated based on factors like market impact and complexity. Results are shared as technology profiles, trends, workshops, and papers. The tool creates value by gaining executive attention, stimulating cross-unit collaboration, and introducing external perspectives to help guide innovation strategy. Lessons learned include choosing skilled scouts and using a portfolio approach to technology assessment.
Europe 2014-2020: programme de recherche & innovation Horizon 2020UNITEC
Horizon 2020 is the EU's proposed 80 billion euro research and innovation program for 2014-2020. It aims to strengthen the EU's global competitiveness and address economic, environmental and societal challenges through support for science, industrial technology, and addressing societal problems. The program consolidates separate existing initiatives and focuses on innovation across sectors. It emphasizes key technologies like ICT, and supports business innovation through measures like the SME instrument and access to risk finance.
1. Xi Technology operates an Innovation Partners Program to connect companies with new innovation opportunities through technology scouting.
2. The program identifies emerging technologies through networking with academic institutions, national laboratories, private laboratories, and early-stage companies. Relevant technologies are selected, assessed, and information is disseminated to partner companies.
3. The goal is to help companies gain early awareness of technological threats and opportunities to stimulate innovation through open collaboration and sourcing of external technologies.
Affiliate Marketing Council - July 2012kedwards100
The Affiliate Marketing Council assembly meeting discussed the following:
1. The status of the 2012 AMC programme including the A4UExpo conference in London and a proposed performance marketing industry study.
2. Updates from the IAB on upcoming events, training, and the annual online advertising spend study.
3. A regulation and policy update regarding EU data protection proposals from the legislation committee.
4. Best practice initiatives including a voucher code audit, updated best practice documents, and the AMC blog.
5. A proposed Innovation Forum to cultivate industry growth by attracting new ideas and providing support to innovators.
The meeting concluded with an invitation for drinks afterwards.
OptoGaN is a developer of white LED technology for applications requiring high brightness, such as lighting, automotive, and LCD backlighting. It operates a research center in Helsinki, Finland and a pilot production line in Dortmund, Germany. OptoGaN was founded in 2004 by researchers from Russia with the goal of overcoming limitations on LED performance. It utilized Finnish university facilities and government funding to prove its basic technology.
This document discusses collaboration between science and industry for innovation. It presents different sources of innovation, both internal and external. It also classifies innovations as incremental, radical, new to the company, or new to the world. The document addresses the challenges of collaboration between policy, science, and industry, known as the "triple helix." It analyzes how setting the right framework conditions through funding programs can encourage cooperation. Examples of successful collaborative R&D programs between academia and industry in Germany are provided. The document concludes that the program design is key to stimulating cooperation and provides recommendations.
Accelerating innovation and diffusion of renewable energy technologies: techn...CambridgeIP Ltd
There is a need for innovation and industrial upgrade policies to be co-ordinated with renewable energy capacity obligations for Bulgaria and other accession member states to the EU: that was the main message of a presentation by CambridgeIP’s CEO Ilian Iliev at a recent workshop on The Costs and Benefits of Renewables: Biomass organised by the Center for Study of Democracy in Sofia, Bulgaria.
1) The document discusses how high-performance computing (HPC) can drive innovation by allowing firms to manage risks through modeling, simulation, and analytics.
2) HPC provides powerful tools like distributed computing, virtualization, and graphics processing units that can lower costs and accelerate processes like design, testing, and production.
3) For HPC to fully enable innovation, barriers like skills gaps and viewing HPC as only a cost must be addressed, and HPC use should be considered within a national innovation system framework involving collaboration between public and private sectors.
IBM promotes collaboration and open innovation to drive growth. It has partnerships with academia, businesses, governments and through programs like Innovation Jams. IBM uses collaborative research centers, predictive tools, and partnerships to identify trends and develop solutions for societal issues. The company helps clients build smarter planet systems using real-time data, sensors and analytics.
AOM 2010 PDW Piller Case Study Supplier Open InnovationFrank Piller
Case study of sullpier engaging in open innovation. Case study for illustrative purposes only and no actual judgement of real or good management practice.
The document discusses challenges and opportunities for successful innovation through the use of information systems and technology, providing examples of how organizations have maximized their innovation investments, expertise, and data through various initiatives. It also examines factors that contribute to successful innovation, such as clear sponsorship, diversity, engagement, and alignment of IT and business strategies. The document advocates using a portfolio approach to assess opportunities and prioritize initiatives to improve realization of benefits from innovation investments.
PMG Oct 2011 Patents and intellectual property 101 for product managers finalDerek Pettingale
The document discusses intellectual property strategy, protection, and valuation. Recent high-profile sales of patent portfolios for billions of dollars are prompting executives to reevaluate the potential value of dormant intellectual property assets. As a result, product managers are now being challenged to understand basic patent protection strategies and how to value intellectual property. The event will feature presentations on growth in intangible asset value, intellectual property strategy frameworks, patent portfolio roles and examples, protection requirements and alternatives to patenting, and approaches to intellectual property valuation.
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Sustainable Brands
Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal value creation, and expand the markets for external use of innovation. The paradigm assumes that for invention and scientific advancement, firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. Dr. Henry Chesborough provides a look at the idea of open innovation as a backdrop to this year's launch of GreenXChange, an open sustainable intellectual property platform and coalition launched at Davos in January.
This document summarizes opportunities for energy research and development (R&D) collaboration between Mexico and the European Union. It outlines several Mexican government R&D funding programs focused on energy sustainability through the National Council of Science and Technology (CONACYT) and the Ministry of Energy (SENER). Specific opportunities discussed include the CONACYT-SENER Sustainable Energy Fund and calls for wind energy and smart grid proposals. Business opportunities in wind energy development and the industrial supply chain in Mexico are also highlighted.
The document analyzes the five forces of the computer industry: threat of new entrants, threat of substitutes, bargaining power of suppliers, bargaining power of buyers, and industry rivalry. It finds low impact from new entrants and substitutes due to barriers to entry and lack of strong alternatives. Supplier power is also low due to mass production and manufacturer dominance. Buyer power and industry rivalry have high impact due to pricing influence, product selection, and competitive pressures. Overall, the industry is rated moderately profitable with average competitiveness.
The document discusses Ontario Centres of Excellence (OCE), which was established in 1987 to drive industry-academic collaboration in Ontario. OCE invests in collaborative research projects between industry and academic partners and helps commercialize research. Last year, OCE invested $25.8 million in 503 projects that attracted $40.1 million from industry partners. OCE programs include Industry-Academic Collaborative Projects, the Centre for Commercialization of Research, and projects focused on brownfields remediation. OCE aims to help build globally competitive companies by leveraging research institutions and moving the innovation sector from good to great.
This document discusses different models for innovation centers. It identifies two main models:
[1] Model 1 focuses on developing unique knowledge and intellectual assets through strong university partnerships and knowledge creation. This model requires recruitment of companies, startups, and intellectual capital.
[2] Model 2 focuses more on accessing markets and specialized development. This model requires infrastructure development and recruitment of talents.
Within these two models, the document outlines three types of innovation centers: [1] incubation centers that support small businesses, [2] acceleration centers that focus on commercialization, and [3] industrial parks that focus on product manufacturing. The social policy and services provided depends on the economic model and goals of the specific innovation center
This document summarizes a presentation given by Prof. Dr. Ellen Enkel on how to boost innovation in an economic region. The key points discussed include: (1) Companies need to open up and cooperate with internal and external partners to survive and be innovative; (2) Regions need to foster connectivity between companies, industries, and regions to illustrate available knowledge; and (3) Regions must enable companies to prepare for changing environments and leverage new opportunities arising from technologies, business models, and other factors.
This document discusses emerging trends in globalized innovation including the rise of Asia and offshore research and development. It proposes a virtual incubation environment application that would allow small companies within business incubators to access advanced new product development and marketing services remotely. Specifically, the application aims to provide a test bed for turning all elements of cities into smart, connected systems through both top-down planning of innovation systems and virtual collaboration spaces as well as bottom-up approaches.
Bio singapore talk pauline tay ipi_(distribution)BioSingapore2011
The document proposes an open innovation concept for Singapore enterprises to acquire technologies and know-how for business growth. It outlines a model involving ideation, R&D, and product launch phases. The approach involves scoping needs, scanning available solutions, and sourcing matches through IPI's network and marketplace. Services include assessing technology options, identifying emerging opportunities, and facilitating partnerships between technology providers and seekers. The goal is to complement IPI's intermediation services and create an IP marketplace connecting global partners.
This document discusses strategies for managing technology and innovation, specifically regarding customization, speed, knowhow, and time pacing. It provides examples of how companies like Toyota, Dell, and Motorola quickly customize and deliver products to customers. It also discusses how standardization strategies can enable customization through approaches like part, process, and product standardization. The development of the video cassette recorder industry is presented as a case study showing the stages of competition for industry foresight, shortening migration paths, and market position.
This document discusses strategies for transitioning communities to more sustainable energy systems. It begins by showing projections for increasing global temperatures if carbon dioxide levels continue rising. It then outlines some options for decarbonizing energy systems by 2030 compared to business as usual scenarios. The rest of the document discusses various policies, programs, technologies and strategies that can be implemented to promote energy efficiency and sustainable energy, including setting targets, improving building standards, developing new business models, addressing customer perceptions, and promoting technology learning and integration. The overall message is that transitioning to sustainable energy will require a combination of effective policies, efficient programs, and engaging all stakeholders.
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.
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.
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.
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.
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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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!
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.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...
Innovation Hubs are part of 4G Innovation
1. Innovation Hubs –
What, Why, Who, Where, When and How
Industrial Research Institute
Emeriti Activity Group Webinar
August 22, 2012
Bill Miller, PhD
President, 4G Innovation LLC
CEO, Strategic Radical Innovation LLC
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2. Agenda of Webinar
Why & What are Innovation Hubs (iHubs)
Describe the Gaps filled by New Core Principles of iHubs
Describe the New Principles an how they are applied in iHubs
Describe the Genealogy of Innovation Theory and Practice in iHubs
Describe Who, Where & When is an Example of an Innovation Hub (iHub)
Department of Energy’s (DOE) Innovation Hub Program begins in 2010
Innovation Hub on Energy Efficient Buildings
iHub built in an Energy Regional Innovation Cluster (E-RIC)
$122 million competitive award from DOE; 754 page grant proposal
Awarded in 2011 to the greater Philadelphia Innovation Center (GPIC)
GPIC has 22 member organizations in a large regional public/private partnership
Goal – Radical Innovation: reduce energy consumption in US Buildings (USB) sector by
50% within 20 years (USB 40% of US energy) ; target retrofit of commercial buildings of
less than 100K SF (58% of commercial USB energy and 99% of all commercial buildings)
with 50% reduction by 2020
Describe How the E-RIC’s iHub is Organized and Governed by Who
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3. Why an Innovation Hub?
Gap Problem: low business growth and weak demand
Gap Cause: poor innovation methods that don’t effectively
create radical innovation that transforms industries for growth
Gap Solution is a new generation of innovation with Hubs which
practice a new approach to R&D and Sales
Example of new sales approach (Insight Selling) :
July – August HBR cover story is The Secret to Smarter Sales
HBR Article “The End of Solution Sales” says
“The old playbook no longer works. Star salespeople now seek to
upend the customer’s current approach to doing business.” And
Hubs are part of the new Insight Selling.
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4. What is an Innovation Hub?
(What) A new type of fourth generation (4G) innovation
LARGE SCALE private–public partnership and project
integrated with Insight Selling with many members and
linked laboratories in multiple industries with a specific
problem-solving focus, collaboration and funding
(Why) To TRANSFORM A SET OF LINKED INDUSTRIES with
RADICAL INNOVATION –
Modeled after the Manhattan Project of WWII, but using
extended 4G methods
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5. Who forms an Innovation Hub?
(Who) Multiple members from government, academia and industry
centered in a regional cluster with a new goal and who create and
operate a commercial/technical LARGE SCALE test bed
Typically focused on overcoming commercial, technical and regulatory
barriers that block achieving a specific radical innovation goal that
would transform an industry to achieve a new level of economic
performance and other value metrics
Example of a Hub Goal: reduce energy consumption in the USA
commercial building sector by 50% with retrofit of about one million
buildings within 20 years – demonstrate the 50% in a real building
retrofit within three years
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6. 4G Integrates Sales with R&D in Hub
Core
Industry
Problem
New
4G R&D 4G
project Dominant
Design
Partners from Multiple industries Insight Selling
Government & Academia
4G Innovation Hub –
4G Sales
Demonstrates a New Way of
Doing Business in an Industry
as a new Dominant Design
6
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7. Sample of USA Regional clusters
Innovation Hubs are located in Clusters
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8. Targeted Industries for
Innovation Hubs on the DOC EDA(1) Roadmap
These industries or sectors of the economy
need radical innovation
to improve productivity and quality,
and reduce costs that have been increasing for decades
Energy (supply, distribution and consumption …)
Healthcare … life sciences
Building Systems …Design, Build (retrofit) Industries are linked
in the Construction Industry
(Buildings consume 40% of energy in the USA)
(1) Reference EDA paper in Science Progress 2009
“The Geography of Innovation”
http://scienceprogress.org/2009/09/the-geography-of-innovation/
8
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9. 4G Hubs enable Radical Innovation
in Linked Industries
Economic value
Regulations
Goal: 50% reduction in consumption
Construction
Energy Buildings
Barrier: Retrofit Capability -
People with knowledge, tools,
technology and processes
Information HVAC, windows,
lighting and
Technology (IT) other building
9 materials
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10. Five (5) Department of Energy
Innovation Hubs (to date)
Formed since 2010
Fuels from Sunlight – Joint Center for Artificial Photosynthesis (JCAP) :
Cal Tech & LBNL …
Goal: Fuels from Sun 10 times more efficient than current crops
Energy Efficient Building Systems - Greater Philadelphia Innovation
Center (GPIC) – a hub in a regional cluster
http://energy.gov/articles/energy-efficient-buildings-hub
http://www.eebhub.org/
Nuclear Simulation & Modeling – Consortium for Advance Simulation
of LWRs (CASL): Oak Ridge (ORNL) is lead, NC State, Los
Alamos, EPRI, MIT, Sandia, UofM, TVA, INL, Westinghouse …
Batteries and Energy Storage – Feb 2012 FOA; award pending
Critical Materials Research – May 31, 2012 FOA
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11. Michael Porter’s Model of the Forces of Change
in an Industry is Modified with Hubs
Michael Porter’s Model of an Industry controlled by Five Forces
lacks two forces that block radical innovation and also
lacks linkages in supply chains and between industries
These two missing forces and linkages are managed with Hubs
which create a larger scale of 4G effort following a new 4G
process that is required to create and validate a new 4G
dominant design to transform linked industries
Uncertainty of new market demand for a new dominant
design candidate that can transform linked industries
Lack of individual and coordinated group capability of new
entrants, suppliers, buyers, and substitutes to do radical
innovation that requires creating and validating a new
dominant design with linkages within and between industries
11
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12. Hubs manage New Forces added to
Michael Porter’s Model
6th
With 4G, Manage Uncertainty of
New Market Demand for a New Dominant Design (DD) candidate linking industries
7th
With 4G, Manage Capability
to do Radical Innovation which requires
creating a new DD from
entrants, suppliers, buyers and substitutes
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13. Genealogy of Innovation Hubs
reveals the 4G Principles & Practices
Application of
1. 1998: Michael Porters’s Regional Cluster Theory and Practice
2. 1998 & 2001: Fourth Generation (4G) R&D and Innovation Theory and Practice
• Apply Part of 4G’s 10th principle
• Create new Innovation Application Labs to facilitate
collaborative open innovation involving customers and suppliers
• Apply Part of 4G’s 12th principle
• Create Scalable Radical Innovation Projects to Transform Linked Industries
3. 2009: Federal Government’s DOC EDA Regional Innovation Cluster Initiative
Initial Focus: Energy
Energy - a federal government identified “national challenge”
DOE creates Innovation Hubs …
Example: Energy Efficient Buildings Hub with $122M DOE grant
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14. Hub Principles adopted from
fourth generation (4G) innovation
Begin with a Large Problem (Opportunity) in an industry and a goal to
radically transform that industry and linked industries with rapid learning
of customers and suppliers in a large scale collaborative project that pulls
solutions from multiple suppliers in linked industries and regulators
To achieve radical goals - Apply a fast, iterative, prototyping process of
discovering and testing the market needs and business models of both
customers and suppliers that pulls solutions from many suppliers and
regulators – Recognize this effort is much more than open innovation
Have a realistic large scale test bed as a geographic HUB in one location to
“learn by doing” and test revised industry practices and demonstrate
achieved goals and stakeholder values
Involve customers, suppliers and regulators in all the learning and tests
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15. Fast 4G Process with iterative
prototyping of interim objectives
Interim Objective
4G is a NON-linear model of innovation
or process
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16. 3G Linear Model of Innovation –
now obsolete
Time
Technology
Transfer Market
Product
Basic Applied Or
Research Research Service
Development
Entrepreneurship
With a Business Plan
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17. 3G Linear Model of Innovation
Time
Technology
Transfer Market
Product
Basic Applied Or
Research Research Service
Development
Entrepreneurship
With a Business Plan
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18. The Linear Model even with “use –
inspired” research is replaced in Hubs
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18
19. The Linear Model even with “use –
inspired” research is replaced in Hubs
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20. Limited University Research Funding
by Industry – Why?
According to NSF data
Only 6% of the $55 million of university science
and engineering research funding in 2009 came
from industry
Conclusion
“Open innovation” is being blocked by the 3G
linear model of innovation promoted by
universities as technology transfer and licensing
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21. Paradigm Shift in 4G Hubs
4G
21
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22. What are NOT Hubs
Research parks, incubators, federal
labs, venture capital funded
entrepreneurship, proof-of-concept
centers, any R&D organization like
SEMATECH OR NIH , P&G “CONNECT AND
DEVELOP”, ATP/TIP projects, SBIR
projects
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23. Example – Energy Efficient Buildings
4G: Begin with an Core INDUSTRY problem and need to
change the dominant design in that industry
Energy Energy
Sources Consumption
Sinks
Problem #1 is low energy efficiency
23
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24. Analysis of Energy Use
in Buildings
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25. 4G Dominant Design (DD)
To Achieve the Goal of 50% Reduction in Building Energy Consumption
Radical Innovation is Required to Change the DD
DD has Four Layers:
Top – Economy model consisting of
multiple linked industries (traded and non-traded)
Industry model with linked supply chains & networks
Business models of customer and suppliers in the markets
and market segments in the industry
Capabilities of customers and suppliers
People with knowledge, tools ,technology and processes
influenced by workforce education, regulations …
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26. 4G Process: Identify the Root Causes of an
Industry Problem and Define a Solution
Hypothesis as a new 4G Dominant Design
Root cause of the energy efficient buildings problem (high
consumption and cost) is fragmentation of the
construction industry and an inefficient collection of
design, build , operate and maintenance processes
Solution Hypothesis (to be tested) is
New industry structure and practices : “virtual vertical
integration” and “integrated process” enabled with new
information technology (new industry dominant design)
Plus new technologies, education and regulations
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27. Hub Project: Break the Project into
Parts of the Solution as Task Teams
Overall leadership by Penn State University Architecture Department
1. Design Tools – led by IBM
2. Integrated Technologies – led by UTC
3. Policy, Markets and Behavior – led by U of Penn
4. Education and Workforce Development –
led by Ben Franklin Technology Partners
5. Commercialization and Deployment –
led by Princeton U – Plasma Physics Lab
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28. Example: Hub Test Bed
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29. HUB Organization & Governance
Public-private partnership
Industry, Academia,
Government
other partners
Regional Innovation Center
Greater Philadelphia Innovation Center
National Problem: Energy Goal #1: Reduce Energy Consumption
DOE Grant: Energy Efficient Buildings – Innovation Hub
22 members
Executive Board
Operating Committee
Task Team Leaders
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