Points to consider in establishing an institutional (usually university) intellectual property policy. Presentation given as part of an ASEAN-USPTO Program on Technology Transfer in Bangkok, Thailand, July 1, 2009
Talk i did at the Summer School for Qld Department of Health about taking the Core to the Edge. You sort of had to e there to make sense of it but the crowd liked it
Chapter 8 provides tips for successfully implementing new virtual interactive environments (VIEs) in an organization. It recommends making the VIE attractive by demonstrating advantages and case studies. Pilot the VIE with a small, diverse group including legal and IT to get early feedback. Overcome obstacles by articulating goals, establishing rules, and marketing the VIE. Lessons from other implementations found improved productivity, innovation, revenue and cost savings with pilots costing under $25k. However, the chapter provides only general change management advice and lacks specifics for 3D environments.
A presentation given by Mark Williams of the JISC Access management Outrach Team at an RSC South east event at West Kent College on 16th May 2007. It looks at the key concepts of identity management as well as the technical benefits, issues of technical readiness and the choices available to learning providers.
This document summarizes a healthcare conference discussing how stranded health technologies can be combined into profitable mass-market offerings. The conference was led by Bill Smith and focused on opportunities in the growing consumer healthcare market. Key themes included the need for collaboration between industries to drive innovation, identifying consumer demand before products, and concerns over data privacy and security, particularly in Europe. Questions from attendees addressed issues like stimulating innovation, big players in the market, barriers to privacy, commercializing ideas, and regulatory challenges.
The 21st Century Lawyer: Utilizing Technology Competency as a Marketing ToolLegalTalkNet
Andrew Perlman, a professor at Suffolk University Law School, offers an overview of the new skills and competencies that lawyers should have today that they did not need only 20 or 25 years ago, especially with regard to the use of technology. The panelists will cover a number of issues, including cybersecurity, internet marketing and investigation, and e-discovery, but will focus most heavily on the Suffolk/Flaherty Legal Technology Audit, which was created to assess lawyers’ ability to use basic law practice technology, such as Microsoft Word and Excel, and how that demonstration of technological competence can be used as a marketing tool.
The document discusses the debate around whether CIOs should focus on sustaining existing business operations through incremental innovations using emerging technologies, or leading disruptive innovations that transform business models. Some arguments are that CIOs should prioritize efficiency and regulatory compliance, while others say they are well-positioned to help businesses capitalize on new technologies by disrupting the status quo. The author concludes that CIOs who understand disruptive innovation theory can help evaluate both sustaining and disruptive opportunities, guiding investments that achieve competitive advantage without neglecting core IT responsibilities.
The document discusses upcoming resource issues from a business perspective. It recommends that businesses not stay too long analyzing problems and see resource issues as opportunities rather than threats. It also stresses that businesses and industries are innovative enough to transform problems into opportunities. Additionally, it outlines areas where businesses and governments can cooperate, such as on geopolitical issues, sharing experiences, raising awareness, and facilitating substitutes and alternatives. The conclusion emphasizes that a partly biobased economy is part of the solution and urges speeding up cooperation between businesses and governments.
The document discusses best practices for streamlining document review and production in litigation. It emphasizes the importance of information governance and establishing protocols for data mapping, retention policies, and litigation holds. Effective preservation and identification of data sources is key. The use of technology like analytics and technology-assisted review can help reduce the cost and burden of document review, the most expensive part of the discovery process. Engaging with vendors and counsel about the latest tools is important for minimizing expenses throughout the litigation process.
Talk i did at the Summer School for Qld Department of Health about taking the Core to the Edge. You sort of had to e there to make sense of it but the crowd liked it
Chapter 8 provides tips for successfully implementing new virtual interactive environments (VIEs) in an organization. It recommends making the VIE attractive by demonstrating advantages and case studies. Pilot the VIE with a small, diverse group including legal and IT to get early feedback. Overcome obstacles by articulating goals, establishing rules, and marketing the VIE. Lessons from other implementations found improved productivity, innovation, revenue and cost savings with pilots costing under $25k. However, the chapter provides only general change management advice and lacks specifics for 3D environments.
A presentation given by Mark Williams of the JISC Access management Outrach Team at an RSC South east event at West Kent College on 16th May 2007. It looks at the key concepts of identity management as well as the technical benefits, issues of technical readiness and the choices available to learning providers.
This document summarizes a healthcare conference discussing how stranded health technologies can be combined into profitable mass-market offerings. The conference was led by Bill Smith and focused on opportunities in the growing consumer healthcare market. Key themes included the need for collaboration between industries to drive innovation, identifying consumer demand before products, and concerns over data privacy and security, particularly in Europe. Questions from attendees addressed issues like stimulating innovation, big players in the market, barriers to privacy, commercializing ideas, and regulatory challenges.
The 21st Century Lawyer: Utilizing Technology Competency as a Marketing ToolLegalTalkNet
Andrew Perlman, a professor at Suffolk University Law School, offers an overview of the new skills and competencies that lawyers should have today that they did not need only 20 or 25 years ago, especially with regard to the use of technology. The panelists will cover a number of issues, including cybersecurity, internet marketing and investigation, and e-discovery, but will focus most heavily on the Suffolk/Flaherty Legal Technology Audit, which was created to assess lawyers’ ability to use basic law practice technology, such as Microsoft Word and Excel, and how that demonstration of technological competence can be used as a marketing tool.
The document discusses the debate around whether CIOs should focus on sustaining existing business operations through incremental innovations using emerging technologies, or leading disruptive innovations that transform business models. Some arguments are that CIOs should prioritize efficiency and regulatory compliance, while others say they are well-positioned to help businesses capitalize on new technologies by disrupting the status quo. The author concludes that CIOs who understand disruptive innovation theory can help evaluate both sustaining and disruptive opportunities, guiding investments that achieve competitive advantage without neglecting core IT responsibilities.
The document discusses upcoming resource issues from a business perspective. It recommends that businesses not stay too long analyzing problems and see resource issues as opportunities rather than threats. It also stresses that businesses and industries are innovative enough to transform problems into opportunities. Additionally, it outlines areas where businesses and governments can cooperate, such as on geopolitical issues, sharing experiences, raising awareness, and facilitating substitutes and alternatives. The conclusion emphasizes that a partly biobased economy is part of the solution and urges speeding up cooperation between businesses and governments.
The document discusses best practices for streamlining document review and production in litigation. It emphasizes the importance of information governance and establishing protocols for data mapping, retention policies, and litigation holds. Effective preservation and identification of data sources is key. The use of technology like analytics and technology-assisted review can help reduce the cost and burden of document review, the most expensive part of the discovery process. Engaging with vendors and counsel about the latest tools is important for minimizing expenses throughout the litigation process.
In response to increased compliance pressures and decreased resources, some contractors have found significant success and competitive advantages by implementing entire culture shifts to proactively address potential compliance issues with the government. Although the change may be perceived as difficult, this new proactive paradigm can ultimately create a true collaborative government and contractor relationship.
The document summarizes various funding options for tech startups, including bootstrapping, angel investors, venture capital, debt financing, and incubation centers. It discusses how bootstrapping involves self-financing through personal resources. It also explains that angel investors are high-net-worth individuals and former entrepreneurs who provide seed funding, while venture capital firms invest larger amounts across various stages but also seek control. Incubation centers provide initial support through subsidized office space and hardware.
The attorneys who lead Datalytics’ securities reporting and compliance operations have raised concerns about whether the company can accurately and consistently assess and report its litigation risks as required. To address this, the key steps are to:
1) Break down the litigation portfolio by identifying where cases are, how many there are, their types, and how many law firms are handling them.
2) Analyze spending on tasks like document review, depositions, and travel to find opportunities.
3) Brainstorm solutions like using common lawyers for similar cases, centralized document review vendors, and alternative fee arrangements to incentivize cost reduction and better results.
4) Develop ways to accurately measure litigation risk.
This document summarizes a presentation on competition and firm strategy. It discusses how to build a company with durable competitive advantages like those Warren Buffett looks for. It explains that competitive advantages provide barriers to entry that allow firms to operate without constant price competition. Sources of advantage include government ties, large scale and network effects. The presentation outlines frameworks for analyzing industry attractiveness and a company's circle of competence. It warns against the institutional imperative to resist change and offers tactics like internal venturing, joint ventures and acquisitions to extend advantages.
The document describes a startup incubator called GreenHouse that provides early-stage companies with office space, mentoring, professional services, and networking opportunities at no initial cash cost, instead taking a small equity stake. GreenHouse aims to help startups become fully developed companies within 6 months. It addresses common pain points for early-stage entrepreneurs like social isolation, lack of support and funding access. Data on a similar incubator, Y Combinator, shows high potential returns, with some portfolio companies achieving 10-30x returns. GreenHouse is seeking 500,000 Euro in funding and has already received in-kind support from various partners.
The document discusses how IT and export compliance departments can work together more effectively to upgrade compliance strategies. It recommends convergence, coordination, and consensus between the two groups. Departments should educate each other, seek participation on committees, and assess shared capabilities and resources to develop realistic, attainable strategies while expanding what is possible over time through commitment. The future compliance department will increasingly be a blended IT/export function.
This document outlines lessons learned from 15 years of experience in higher education technology management and marketing. It discusses bringing business practices to higher education technology management, including treating it like a business with consumers, sales and marketing, costs and returns on investment. It suggests training staff differently, providing different tools, setting different goals, and prioritizing differently. It also emphasizes the importance of clear communication, accountability, empowering staff, and outsourcing non-core functions. Finally, it encourages rethinking traditional structures and embracing change.
Scenario is changing. The role of an IT department as well as CIO is getting transformed day by day. The dilemma between multiple strategies are being prominent and creating further challenges. IT partners also need to realize the same.
The document discusses four points of influence when seeking approval for a proposal from a decision maker:
1) Recruiting the potential approver early in the process so they are actively involved in co-designing the proposal as a stakeholder.
2) Having explicit respect for the approver's autonomy and how the proposal may impact their opportunities.
3) Making the relevance of the proposal to the approver's autonomy clear by addressing how it could impact their relationships, resources, risks, and requirements.
4) Preparing explicit messages around the proposal's agenda, the presenter's credibility, their competency, and permission in order to address potential objections before they are raised.
Joyce Shen (Thomson Reuters) – Why Enterprise is a Huge Opportunity for Easte...Techsylvania
This document discusses Thomson Reuters' businesses, how its CTO office works with emerging tech ecosystems, continued shifts in enterprises, opportunities in business-to-business technologies, the enterprise tech ecosystem, and building an ecosystem for Eastern Europe. Specifically, it outlines Thomson Reuters' tax, financial, intellectual property, legal, and risk management solutions. It also describes how the CTO office collaborates with startups on product innovation, technology adoption, and seed/early stage investments.
The document describes the CedarGlobalEquities ESG ETF, which aims to outperform peers through businesses that address ESG factors and impact investing. It takes a unique approach based on Austrian economics, assessing companies on 7 quantitative and 7 qualitative factors including social/environmental criteria. The fund seeks dual impact of helping society/environment while achieving financial outperformance at lower risk. It incorporates ESG, SRI and impact investing into the process.
This document discusses the importance of data-driven decision making. It contains quotes from experts emphasizing how data is a valuable asset and currency for companies. The document outlines the steps companies should take to become more data-driven, including understanding business goals, exploring available data and analytic capabilities, assessing skills, and selecting tools that align with goals and skills. It also provides an example of Handelsbanken, a Swedish bank that could benefit from these practices. The document discusses challenges like data silos and the need for communication and centralized strategies, and stresses the importance of learning from failures through a test-and-learn culture.
How technology and innovative processes can make your legal team more efficientEversheds Sutherland
It has never been a more exciting or challenging time to be an in-house lawyer or delivering legal work in-house. We will explore some of the key challenges and latest trends for delivering in-house legal work including; delivering more for less, increasing strategic focus, risk management, the use of technology, future planning and the increasing demand from the business to demonstrate value.
Technology can help attorneys do much more than just review and produce documents. It helps attorneys understand their case, test theories and develop litigation strategies—as soon as data is collected. By utilizing technology to its best advantage, attorneys zero in on the information they need early on, even before a review has begun.
Running an institutional (usually university) technology transfer office. Presentation given in Bangkok, Thailand as part of an ASEAN-USPTO Program on Technology Transfer - July 1, 2009
Model Intellectual Property Rights (IPR) policy for Engineering InstitutionsRavindra Dastikop
Description
Engineering institutions need to recognize that the successful creation of IPR ecosystem starts with the development and deployment of institutional IPR policy. The Institute recognizes the need for encouraging the practical application and economic use of the results of research carried out at the Institute for the benefit of the general public. This webinar covers the general issues to be considered while drawing up such an IPR policy and provides some specific hints towards that.
An IP policy provides the framework for strategically managing intellectual property rights. It integrates an institution's mission with national laws and international treaties, and provides clarity for researchers and companies. An IP policy should be developed before negotiations involving IP begin. It must address ownership of IP, the obligations of researchers and the institution, and administration of the policy. Developing an accepted policy requires consultation and establishing incentives while applying the policy consistently.
A summary of terms that should be included in licence agreements. Presented at an ASEAN-USPTO Program on Technology Transfer in Bangkok, Thailand, July 2, 2009.
Technology Transfer in an Emerging EconomyMarcel Mongeon
Presentation made on August 13, 2009 in Nairobi Kenya. Sponsored by the Institute of Economic Affairs, this presentation highlights the improtant of engaging in technology transfer to being the results of publicly-funded research into actual use. Tips and traps of the process were highlighted.
In response to increased compliance pressures and decreased resources, some contractors have found significant success and competitive advantages by implementing entire culture shifts to proactively address potential compliance issues with the government. Although the change may be perceived as difficult, this new proactive paradigm can ultimately create a true collaborative government and contractor relationship.
The document summarizes various funding options for tech startups, including bootstrapping, angel investors, venture capital, debt financing, and incubation centers. It discusses how bootstrapping involves self-financing through personal resources. It also explains that angel investors are high-net-worth individuals and former entrepreneurs who provide seed funding, while venture capital firms invest larger amounts across various stages but also seek control. Incubation centers provide initial support through subsidized office space and hardware.
The attorneys who lead Datalytics’ securities reporting and compliance operations have raised concerns about whether the company can accurately and consistently assess and report its litigation risks as required. To address this, the key steps are to:
1) Break down the litigation portfolio by identifying where cases are, how many there are, their types, and how many law firms are handling them.
2) Analyze spending on tasks like document review, depositions, and travel to find opportunities.
3) Brainstorm solutions like using common lawyers for similar cases, centralized document review vendors, and alternative fee arrangements to incentivize cost reduction and better results.
4) Develop ways to accurately measure litigation risk.
This document summarizes a presentation on competition and firm strategy. It discusses how to build a company with durable competitive advantages like those Warren Buffett looks for. It explains that competitive advantages provide barriers to entry that allow firms to operate without constant price competition. Sources of advantage include government ties, large scale and network effects. The presentation outlines frameworks for analyzing industry attractiveness and a company's circle of competence. It warns against the institutional imperative to resist change and offers tactics like internal venturing, joint ventures and acquisitions to extend advantages.
The document describes a startup incubator called GreenHouse that provides early-stage companies with office space, mentoring, professional services, and networking opportunities at no initial cash cost, instead taking a small equity stake. GreenHouse aims to help startups become fully developed companies within 6 months. It addresses common pain points for early-stage entrepreneurs like social isolation, lack of support and funding access. Data on a similar incubator, Y Combinator, shows high potential returns, with some portfolio companies achieving 10-30x returns. GreenHouse is seeking 500,000 Euro in funding and has already received in-kind support from various partners.
The document discusses how IT and export compliance departments can work together more effectively to upgrade compliance strategies. It recommends convergence, coordination, and consensus between the two groups. Departments should educate each other, seek participation on committees, and assess shared capabilities and resources to develop realistic, attainable strategies while expanding what is possible over time through commitment. The future compliance department will increasingly be a blended IT/export function.
This document outlines lessons learned from 15 years of experience in higher education technology management and marketing. It discusses bringing business practices to higher education technology management, including treating it like a business with consumers, sales and marketing, costs and returns on investment. It suggests training staff differently, providing different tools, setting different goals, and prioritizing differently. It also emphasizes the importance of clear communication, accountability, empowering staff, and outsourcing non-core functions. Finally, it encourages rethinking traditional structures and embracing change.
Scenario is changing. The role of an IT department as well as CIO is getting transformed day by day. The dilemma between multiple strategies are being prominent and creating further challenges. IT partners also need to realize the same.
The document discusses four points of influence when seeking approval for a proposal from a decision maker:
1) Recruiting the potential approver early in the process so they are actively involved in co-designing the proposal as a stakeholder.
2) Having explicit respect for the approver's autonomy and how the proposal may impact their opportunities.
3) Making the relevance of the proposal to the approver's autonomy clear by addressing how it could impact their relationships, resources, risks, and requirements.
4) Preparing explicit messages around the proposal's agenda, the presenter's credibility, their competency, and permission in order to address potential objections before they are raised.
Joyce Shen (Thomson Reuters) – Why Enterprise is a Huge Opportunity for Easte...Techsylvania
This document discusses Thomson Reuters' businesses, how its CTO office works with emerging tech ecosystems, continued shifts in enterprises, opportunities in business-to-business technologies, the enterprise tech ecosystem, and building an ecosystem for Eastern Europe. Specifically, it outlines Thomson Reuters' tax, financial, intellectual property, legal, and risk management solutions. It also describes how the CTO office collaborates with startups on product innovation, technology adoption, and seed/early stage investments.
The document describes the CedarGlobalEquities ESG ETF, which aims to outperform peers through businesses that address ESG factors and impact investing. It takes a unique approach based on Austrian economics, assessing companies on 7 quantitative and 7 qualitative factors including social/environmental criteria. The fund seeks dual impact of helping society/environment while achieving financial outperformance at lower risk. It incorporates ESG, SRI and impact investing into the process.
This document discusses the importance of data-driven decision making. It contains quotes from experts emphasizing how data is a valuable asset and currency for companies. The document outlines the steps companies should take to become more data-driven, including understanding business goals, exploring available data and analytic capabilities, assessing skills, and selecting tools that align with goals and skills. It also provides an example of Handelsbanken, a Swedish bank that could benefit from these practices. The document discusses challenges like data silos and the need for communication and centralized strategies, and stresses the importance of learning from failures through a test-and-learn culture.
How technology and innovative processes can make your legal team more efficientEversheds Sutherland
It has never been a more exciting or challenging time to be an in-house lawyer or delivering legal work in-house. We will explore some of the key challenges and latest trends for delivering in-house legal work including; delivering more for less, increasing strategic focus, risk management, the use of technology, future planning and the increasing demand from the business to demonstrate value.
Technology can help attorneys do much more than just review and produce documents. It helps attorneys understand their case, test theories and develop litigation strategies—as soon as data is collected. By utilizing technology to its best advantage, attorneys zero in on the information they need early on, even before a review has begun.
Running an institutional (usually university) technology transfer office. Presentation given in Bangkok, Thailand as part of an ASEAN-USPTO Program on Technology Transfer - July 1, 2009
Model Intellectual Property Rights (IPR) policy for Engineering InstitutionsRavindra Dastikop
Description
Engineering institutions need to recognize that the successful creation of IPR ecosystem starts with the development and deployment of institutional IPR policy. The Institute recognizes the need for encouraging the practical application and economic use of the results of research carried out at the Institute for the benefit of the general public. This webinar covers the general issues to be considered while drawing up such an IPR policy and provides some specific hints towards that.
An IP policy provides the framework for strategically managing intellectual property rights. It integrates an institution's mission with national laws and international treaties, and provides clarity for researchers and companies. An IP policy should be developed before negotiations involving IP begin. It must address ownership of IP, the obligations of researchers and the institution, and administration of the policy. Developing an accepted policy requires consultation and establishing incentives while applying the policy consistently.
A summary of terms that should be included in licence agreements. Presented at an ASEAN-USPTO Program on Technology Transfer in Bangkok, Thailand, July 2, 2009.
Technology Transfer in an Emerging EconomyMarcel Mongeon
Presentation made on August 13, 2009 in Nairobi Kenya. Sponsored by the Institute of Economic Affairs, this presentation highlights the improtant of engaging in technology transfer to being the results of publicly-funded research into actual use. Tips and traps of the process were highlighted.
Overcoming Reluctance to Pursuing Grant Funds in AcademiaShalin Hai-Jew
Starting as an organization’s new grant writer can be a challenge, especially in a case where there has been a time lapse since the last one left. People get out of the habit of pursuing grant funds. This slideshow addresses some of the reasons for such reluctance and proposes some ways to mitigate these.
Presented by Dr. Tom Corr, CEO – Waterloo Research and Technology Park Accelerator Centre & Associate Vice President, Commercialization – University of Waterloo
Part of the Ontario Post Doctoral Fellowship Networking Event, October 6, 2008
TOPICS
Research Funding
Who Owns the Intellectual Property?
Commercialization Options
Dealing with VCs
Outcomes of Commercialization Efforts
The document discusses five common barriers to innovation: inadequate funding, risk avoidance, organizational "silos", time commitments, and incorrect measures of success. It provides questions to consider for each barrier and potential strategies to overcome them, such as leveraging networks, prototyping ideas quickly, and developing new measures of success beyond financial metrics alone. Overcoming these barriers requires understanding stakeholders, managing risks, and freeing up time for innovative work.
Whole Foods was issued a warning letter by the FDA for finding Listeria bacteria at multiple manufacturing facilities and preparing foods under insanitary conditions. They also paid a $3.5 million penalty resulting from a deal with the EPA over improper handling and disposal of hazardous wastes. The documents outline issues Whole Foods faced regarding food safety violations and environmental protection regulations.
Garlic has been used for medicinal purposes for thousands of years. It contains compounds like allicin that may help lower blood pressure and cholesterol. Garlic is also thought to have antimicrobial properties and may help strengthen the immune system. While research on garlic's health benefits is still ongoing, it is considered a healthy addition to meals and diets when consumed in moderation.
Why Unstructured Processes are Critical to an Organization's SuccessEverteam
We pay a lot of attention to structured business processes because they are easily identified, modeled and automated. But they comprise only a small portion of the processes that happen in most organizations today. As digital transformation continues to take on a more critical role for success, organizations need to focus on the unstructured processes that drive innovation and creativity and keep customers happy.
MIST.601 Management Information SystemsResearch Project Proposal.docxannandleola
MIST.601 Management Information Systems
Research Project Proposal
Name
Ryan Schwalbe
Title
Robot Lawyers – The Future of Artificial Intelligence in Law
Synopsis
(Briefly describe your research proposal with the following criteria.)
Purpose
The purpose of this project is to discuss how artificial intelligence (AI), also referred to as machine based learning, is currently being used in the legal industry. Furthermore, the project intends to discuss the benefits of this technology in addition to the challenges clients and attorneys face both working with and against it.
Problems & Issues
One of the various issues the industry is facing with AI technology is the general adoption and implementation into traditional document review models. Many clients and senior attorneys are still hesitant to rely on computers for document review calls without the validation by human lawyers. The technology also requires a technical understanding of computer science and statistical methodologies used in machine based workflows, which many lawyers do not have experience in. AI methods can also reduce the number of human attorneys necessary to facilitate electronic document reviews. As the technology continues to evolve this could potentially create a drought for attorneys that would have otherwise been needed for the review work.
Organizational Impacts
It’s already been proven that large scale document reviews leveraging AI software can significantly reduce the legal spend when compared to traditional search term and linear based human review models. Courts are now more accepting of this approach due mostly to the controversy surrounding e-discovery related costs proportional to the financial damage merits of many law suits. The technology has also been proven to increase the accuracy and consistency of document reviews which reduce the associated risks of missing key documents and producing sensitive privilege materials inadvertently.
Suggestions
Companies, law firms and governing bodies alike need to continue evaluating the needs and uses of this learning technology for practical legal applications. Currently, there are many private vendor companies with expertise in this area but the lack of standardizations in the industry has created a diverse range of AI software and practices which has in turn has caused confusion through complexity. Industry standard practices should be developed so that training can be standardized, implemented and adopted across the legal community more rapidly.
Future Implications & Directions
As the AI technology in legal review continues to develop the need for human review and even second level validation will continue to decrease. Courts will become more accepting of the process and corporate clients will be less tolerant of expensive, bloated document review costs. Attorneys will need to be armed with both the legal and technical knowledge necessary in order to stay relevant in next generation law firms.
Other ...
The document discusses establishing a formal litigation support group within a law firm to better manage the litigation process, maximize returns, and minimize risks. It covers topics like assessing current technology investments, challenges in building an organized group, and exploring options to formalize processes, identify internal and external capabilities, and establish best practices and standards. The goal is to understand processes, manage expectations, avoid sanctions, and justify resources to improve services for clients and the firm.
The document discusses electronic medical records (EMRs) and provides guidance on how to manage their implementation and complexity. It recommends starting with establishing a small team to define the scope, status, and strategy for EMRs. The team should focus on the current records processes, systems, infrastructure, and regulatory requirements. It also advises managing EMRs at both a high strategic level and low system level to control quality and coordinate evolution.
This document provides an introduction to the ITES (Information Technology Enabled Services) industry and business process outsourcing (BPO). It discusses how companies outsource business functions like call centers, finance, and human resources. The document then covers investment patterns among ITES employees, including their sources of income, expenditures, savings, and investment options. It introduces the objectives and importance of the study, which is to understand how ITES employees allocate their earnings across spending, savings, and different investment avenues.
Essay On Favourite Game Hockey. Online assignment writing service.Diana Hole
This document discusses Derrida's seminal work "Structure, Sign and Play in the Discourse of Human Sciences". It provides context around existentialism, phenomenology and structuralism being prominent at the time. It explains that deconstruction is a technique developed by Derrida to question unquestioned metaphysical notions and hierarchies in language. Specifically, that the relationship between signifier and signified in linguistics privileges one part of a binary over the other, such as spoken over written text.
How Business Alignment Is The Relationship Between It...Robin Anderson
The document discusses IT-business alignment, which refers to the relationship between IT professionals and business professionals within an organization. Good IT-business alignment involves effective communication and the ability of both groups to work together to achieve company objectives. It is most successful when the postures of IT and the rest of the business are aligned. The development of Boston Scientific's datacenter was a result of good alignment, with IT professionals collaborating directly with facility heads. Poor alignment wastes money and hurts employee morale.
This interview summary provides details about Dr. Jeanne Ross and her work on IT governance:
- Dr. Ross is a principal researcher at MIT's Center for Information Systems Research and has focused her work on issues of IT management, governance, enterprise architecture, and organizational change.
- Her book on IT governance was inspired by research identifying a link between clarified IT decision rights and improved business value. The book aimed to provide a quantitative and qualitative understanding of effective IT governance frameworks.
- IT governance is commonly misunderstood as being about individual IT decisions rather than the overall framework for assigning accountability and responsibility for decisions. The interview provides Dr. Ross' definition of IT governance as the "decision rights and accountability framework for encouraging
Here are different Types of Open Innovation, Let's look into them in detail: https://mitidinnovation.com/recreation/know-about-type-of-open-innovation/
The document summarizes a group presentation on implementing Enterprise 2.0 technology in a case study. It discusses business drivers for change including economic, demographic, labor market, and technology conditions. It then outlines best practices for a 2.0 implementation including change management, communication strategy, budget, meeting user needs, and executive support. Finally, it discusses challenges of implementing these technologies in a Canadian government environment such as procurement challenges, employment policies and agreements, an aging workforce averse to change, and the difficulties of implementation in a large organization.
Universities are breeding grounds for innovative ideas. Companies that align with early-stage research, benefit from shared ideas and acquire a higher competitive advantage
Companies are hungry for ideas, and the actual technologies and intellectual properties to commercialize those ideas. And, companies are also hungry for talent.
The benefits for industries include access to a network of faculty, key opinion leaders, and lead scientists, and the ability to team up with other companies interested in the same research.
With the constant pressures on resources and the ever-increasing expectations of the stakeholders, facing it alone is no longer an option
No organization can be the best, the smartest, or the most cost-effective at everything
Working together to bring the right combination of skills, experience, and resources is the sure way to solve the conundrum ravaging the industries
Together, Everybody Achieves More (TEAM)
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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.
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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.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
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.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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Institutional IP Policy
1.
2. What should an institutional
policy touch on?
How to decide these issues?
How to implement?
3. IP that is included
Who is covered
Ownership of IP
Disclosures
Dispute resolution
Protection of certain
communities/Conflicts
Responsibility for Management
Splitting the money
4. Traditional division between Copyrights
and Patents
Ignoring of Trade-marks
Good arguments to be made now that
all IP should be brought into a policy
Who decides when IP will be
commercialized? (Researcher, funder,
administration?)
5. Researchers
Students
Staff members
How about visitors?
Members of the local community
allowed to use facilities?
How to reconcile issues over
collaborating partners?
6. Clear statement that IP is owned by X
[Inventors; Funding Organization;
Institution?]
› Choice should be based on: who is best
capable of doing the work?
Obligations to sign patent documents
› Need for institutional and individual signatures
Consider ‘relief valve’ that lets researchers
get ownership back
8. Most important special case
› transfer of ownership only when paid “full
economic costs”
› Meaning of FEC
Publication limits
Other issues related to working with
industry
9. Can’t manage what you don’t know
Initial information gathering
Gather information relevant
to initial valuation
Need to balance information
required and complexity to
complete
10. Initiates management
Can be used to pass information to:
› Internal stakeholders (academic
management)
› External stakeholders
When is something truly a disclosure?
11. Who is an Inventor?
› Patent attorneys can answer
to a point
Useful to have some type of
internal committee to arbitrate
disputes
Can also help with revenue splits
12. Inherent conflicts between supervisors
and students
How to protect students?
Conflict between granting agency and
host institutions
Use of an intermediate
authority
Conflicts between
inventors and institutions
13. They say: “It’s not the money, it’s the
principle”
They mean: “It’s the money!”
How to determine?
Institutional portion generally at least 50%
after ‘costs’
What do costs mean?
Include overhead, time etc? or just
patents and outside personnel?
14. Does TT get a portion of
revenues automatically?
What other functions will
they be given
How to fund over
‘dry spells’?
15. Communication plan
Also needs to see almost immediate
services being available
Practices (next section) are a critical
piece of the puzzle