Rodpol is presented as a new organization designed for the 21st century that utilizes open innovation and technology scouting. It aims to become a world leader in enhancing productivity and minimizing poverty in underdeveloped countries through connecting experts via online platforms. Rodpol's organizational structure is flat and flexible with three layers: agency leaders, program management, and resource management. It uses an engagement model and open innovation techniques like crowd-sourcing to solve problems. Performance is measured using metrics like budget accuracy, on-time delivery, and project effectiveness. The organization provides incentives like stock options and job security to reward innovation.
Project Portfolio Management (PPM) is a combination of projects or a set of business practices that integrates
projects under the sponsorship organizations. These require different approaches, strategies, models, and practices
when managing projects and programs within the portfolio. In Nigeria, many organizations have projects,
subsidiaries, and branches in many cities across the country. However, they fold, abandoned, temporarily suspended
or close within a decade or two, which is worrisome. These are linked to their PPM practices. As such, the aim of
this paper is to identify, assess and discuss the PPM practices in Nigeria’s construction organizations with a view to
examining the effects of such practices on the project portfolios. The research reviewed data from journals,
conference/seminar/workshop papers, the internet etc. on the Project Portfolio Management (PPM) related fields and
areas that help to identify, and narrow fourteen-PPM practices within the Nigerian and Global Context. These
identified practices form the backbone of the research questionnaire, randomly administered to various professionals
in Nigeria’s construction industry. In the overall analyses, these fourteen-PPM practices are significantly effective in
terms of good performances in PPM organizations in Nigeria’s construction industry. These practices provide
positive results on the overall PPM performances in achieving the organizational objectives in the portfolios.
This document provides a final evaluation report for a project on developing Corporate Sustainable-Developmental Responsibility (CSdR) standards and guidelines. The project worked with three companies in Singapore - Senoko Energy, Davis Langdon & Seah, and SKF Asia Pacific - to help them implement sustainability indicators and set short, medium, and long-term goals. Overall, the project was successful in developing relevant CSdR indicators and building the companies' capacities to continue sustainability efforts on their own. Key lessons included the importance of a collaborative approach and flexibility to accommodate different companies' experiences and needs.
van Bavel, R., Voigt, P., Rodriguez, V. (Eds.) 2008. Role and Dynamics of Corporate R&D: Summary Report of the First European Conference on Corporate R&D. Seville: European Commission.
The document discusses research and development (R&D) efforts in the oil and gas industry. It outlines how R&D creates new technologies to preserve the environment and ensure safety across extraction, distribution, and product sale. It provides examples of R&D organizations and projects focused on issues like offshore exploration, marginal oilfield development, and heavy oil extraction. Companies discussed conduct R&D to remain innovative leaders in production and maintenance technologies.
Modeling Dynamic Capabilities and Corporate Entrepreneurship for Innovation ...Ruta Aidis
With limited resources and the need for constant innovation, entrepreneurship is perceived as an important factor for assuring economic growth and development at the venture and national levels. In this conceptual paper, we focus our analysis to corporate entrepreneurship as it contributes to the innovative processes within a venture. Though corporate entrepreneurship is a quite well explored phenomenon, few efforts have been made to elaborate on the antecedents and cohesion between dynamic capabilities and corporate entrepreneurship especially for high growth economies. This paper aims to explore the role of the dynamic capabilities as the antecedent of corporate entrepreneurship and the nature of the cohesion between them. The authors model the cohesion between dynamic capabilities and corporate entrepreneurship and argue that it generates business innovations that in turn generate aggregate demand and growth of the economy.
Ivan F. Rodriguez is a conference speaker from Matamoros, Mexico with a background in innovative thinking, team building, results orientation, operational excellence, and experience developing international businesses in the US, Mexico, Asia, and Eastern Europe. He is bilingual and an expert in Lean Six Sigma philosophy. He has degrees from several prestigious universities and specializations in fields such as finance, global operations, mathematics, and engineering. He has achieved significant cost savings through Lean Six Sigma certifications. The document discusses Rodriguez's professional strengths and educational background.
This document summarizes cytopathology findings of lytic bone lesions. It describes how lytic lesions can be aspirated using a Jam Shedi needle and discusses common causes including metastatic tumors, infections like tuberculosis and opportunistic infections due to HIV/AIDS, and metabolic diseases. Several case studies are presented including an aneurysmal bone cyst, hydatid disease, siderosis from iron accumulation, and tuberculosis involving the vertebrae. Cytology and histology slides are shown and findings described.
This document discusses alternative solutions to economic recession and slow global recovery from 2001-2015. It analyzes two main objectives: fighting unemployment and reducing public deficit. For the first objective, it recommends using Keynes' model of increasing global demand through reduced taxes, lower interest rates, higher public expenditure, and reduced exchange rates. However, it also notes that under some models, demand can negatively impact unemployment. For the second objective, it suggests increasing taxes and reducing public expenditure. The document also discusses Mundell's optimal currency zone model and concludes that during high unemployment, countries should use Keynes' model combined with salary flexibility linked to productivity rather than inflation.
Project Portfolio Management (PPM) is a combination of projects or a set of business practices that integrates
projects under the sponsorship organizations. These require different approaches, strategies, models, and practices
when managing projects and programs within the portfolio. In Nigeria, many organizations have projects,
subsidiaries, and branches in many cities across the country. However, they fold, abandoned, temporarily suspended
or close within a decade or two, which is worrisome. These are linked to their PPM practices. As such, the aim of
this paper is to identify, assess and discuss the PPM practices in Nigeria’s construction organizations with a view to
examining the effects of such practices on the project portfolios. The research reviewed data from journals,
conference/seminar/workshop papers, the internet etc. on the Project Portfolio Management (PPM) related fields and
areas that help to identify, and narrow fourteen-PPM practices within the Nigerian and Global Context. These
identified practices form the backbone of the research questionnaire, randomly administered to various professionals
in Nigeria’s construction industry. In the overall analyses, these fourteen-PPM practices are significantly effective in
terms of good performances in PPM organizations in Nigeria’s construction industry. These practices provide
positive results on the overall PPM performances in achieving the organizational objectives in the portfolios.
This document provides a final evaluation report for a project on developing Corporate Sustainable-Developmental Responsibility (CSdR) standards and guidelines. The project worked with three companies in Singapore - Senoko Energy, Davis Langdon & Seah, and SKF Asia Pacific - to help them implement sustainability indicators and set short, medium, and long-term goals. Overall, the project was successful in developing relevant CSdR indicators and building the companies' capacities to continue sustainability efforts on their own. Key lessons included the importance of a collaborative approach and flexibility to accommodate different companies' experiences and needs.
van Bavel, R., Voigt, P., Rodriguez, V. (Eds.) 2008. Role and Dynamics of Corporate R&D: Summary Report of the First European Conference on Corporate R&D. Seville: European Commission.
The document discusses research and development (R&D) efforts in the oil and gas industry. It outlines how R&D creates new technologies to preserve the environment and ensure safety across extraction, distribution, and product sale. It provides examples of R&D organizations and projects focused on issues like offshore exploration, marginal oilfield development, and heavy oil extraction. Companies discussed conduct R&D to remain innovative leaders in production and maintenance technologies.
Modeling Dynamic Capabilities and Corporate Entrepreneurship for Innovation ...Ruta Aidis
With limited resources and the need for constant innovation, entrepreneurship is perceived as an important factor for assuring economic growth and development at the venture and national levels. In this conceptual paper, we focus our analysis to corporate entrepreneurship as it contributes to the innovative processes within a venture. Though corporate entrepreneurship is a quite well explored phenomenon, few efforts have been made to elaborate on the antecedents and cohesion between dynamic capabilities and corporate entrepreneurship especially for high growth economies. This paper aims to explore the role of the dynamic capabilities as the antecedent of corporate entrepreneurship and the nature of the cohesion between them. The authors model the cohesion between dynamic capabilities and corporate entrepreneurship and argue that it generates business innovations that in turn generate aggregate demand and growth of the economy.
Ivan F. Rodriguez is a conference speaker from Matamoros, Mexico with a background in innovative thinking, team building, results orientation, operational excellence, and experience developing international businesses in the US, Mexico, Asia, and Eastern Europe. He is bilingual and an expert in Lean Six Sigma philosophy. He has degrees from several prestigious universities and specializations in fields such as finance, global operations, mathematics, and engineering. He has achieved significant cost savings through Lean Six Sigma certifications. The document discusses Rodriguez's professional strengths and educational background.
This document summarizes cytopathology findings of lytic bone lesions. It describes how lytic lesions can be aspirated using a Jam Shedi needle and discusses common causes including metastatic tumors, infections like tuberculosis and opportunistic infections due to HIV/AIDS, and metabolic diseases. Several case studies are presented including an aneurysmal bone cyst, hydatid disease, siderosis from iron accumulation, and tuberculosis involving the vertebrae. Cytology and histology slides are shown and findings described.
This document discusses alternative solutions to economic recession and slow global recovery from 2001-2015. It analyzes two main objectives: fighting unemployment and reducing public deficit. For the first objective, it recommends using Keynes' model of increasing global demand through reduced taxes, lower interest rates, higher public expenditure, and reduced exchange rates. However, it also notes that under some models, demand can negatively impact unemployment. For the second objective, it suggests increasing taxes and reducing public expenditure. The document also discusses Mundell's optimal currency zone model and concludes that during high unemployment, countries should use Keynes' model combined with salary flexibility linked to productivity rather than inflation.
EAP 6 comes with a Maven Repository - this means that you can now easily migrate from JBoss AS 7 to EAP 6 if your project follows good
best practices concerning use of Maven dependencies. But it is about much more than just easy migration.
The best practices we applied to the use of Enterprise Maven Repository is some that many jboss.org projects could and should consider using since it allows the projects to be easily available for productization and be easy to consume by users in tools like JBoss Tools, Forge and the many Quickstarts built around the Maven best practices.
In this talk I'll present how the Maven repository came to be, what concerns we wanted to address, how you as a user utilizes this maven repository best and how jboss.org projects can benefit from its best practices too.
The document discusses JPA tools provided by Dali and Hibernate Tools projects. Dali focuses on JPA specification support and provides mapping validation, intelligent mapping assistance, and integration with WTP. Hibernate Tools adds Hibernate support to Dali and provides unique features like query editors and code generation. Both aim to improve developer productivity for JPA and Hibernate applications. The tools are available in Eclipse and JBoss Developer Studio.
How to be effective with JBoss Developer StudioMax Andersen
Abstract from JBoss World 2011:
How do you use JBoss Developer Studio effectively while developing applications based on JBoss technology? In this session, Max Rydahl Andersen will cover how you can use pure Eclipse to build multi-module projects, and also how you can make it fit into a Maven world.
Max will explain how you can deploy applications quickly and efficiently into local, remote hosts and even into the cloud.
Red Hat Enterprise Application Platform 6 comes with Maven repository, meaning customers can now easily migrate from JBoss Application Server 7 to Red Hat JBoss Enterprise Application Platform 6. The Maven repository best practices can be used by many Maven-based projects and should be considered as they enable easy upgrades and migrations regardless of using Red Hat JBoss Enterprise Application Platform, Red Hat JBoss SOA Platform, or Red Hat JBoss Data Grid.
In this session, Max Rydahl Andersen will discuss these best practices and their benefits, as well as:
How the Maven repository came to be
What concerns the repository addresses
How a user can best utilize Maven repository
This document discusses making examples and tutorials more accessible. It notes that JBoss Tools had over 1 million starts from August to October 2011, with 81% of users on Windows, 15% on Linux, and 4% on Mac. It recommends the JBoss AS 7 Quick Starts on GitHub and the JBoss AS 7 Getting Started Developing Applications Guide as the most accessible examples for learning how to develop applications on JBoss AS 7.
Service-now.com SaaS vs. ASP vs. traditional softwareRhett Glauser
The document discusses the evolution of software delivery models from on-premise to ASP to SaaS. It notes that while ASPs aimed to address limitations of on-premise, they still relied on outdated client-server technologies. True SaaS delivers advantages like instant implementations and upgrades, lower TCO through predictable subscription pricing, and the ability for customers to customize without vendor involvement. ServiceNow is highlighted as an example of a SaaS provider that allows full customization, automated upgrades, and a low-cost and flexible financial model.
Research & development strategies across different industriesVaishakh PV
This document discusses research and development (R&D) strategies for various industries. It begins by defining R&D and providing examples of R&D strategies used in the automotive, pharmaceutical, food and beverage, and technology industries. Specific R&D approaches and elements of an effective R&D strategy are described, including architecture, processes, people, and portfolio. The document also discusses Toyota's global R&D vision and activities focused on environmental technology, safety technology, and intelligent transport systems.
Valuing organizational vision in the development of performance measurement f...Fbertrand
The document discusses two projects to develop performance measurement frameworks for science-based organizations based on their organizational visions.
For a provincial RTO aiming to be a world leader in innovation for its main client, the project used a focused and participatory approach, developing 25 indicators aligned with its strategic plan through workshops.
For a federal RTO aiming to be a top five global RTO, the project took an exploratory and comparative approach, profiling over 100 indicators used by peer RTOs and developing a benchmarking strategy through international consultations.
Key lessons highlighted how an organization's vision influences the project approach, methods and results, and implications for implementing and using the performance frameworks.
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
This document summarizes six case studies on adaptive management conducted by the ADAPT partnership between the International Rescue Committee and Mercy Corps. The case studies looked at humanitarian and development programs across different sectors, contexts, and levels of stability. They found that adaptive programs which allowed flexibility, learning, and adaptation were better able to deliver results in complex environments. Key themes included the need for procedures and staff to be flexible and adaptable, and the tensions between results-based management and adaptive approaches. The document aims to share lessons from these cases to advance effective aid delivery.
This document discusses two pillars of the Coordination & Change Project - adaptive management and innovation research.
Adaptive management involves regularly evaluating projects and using evidence to adjust research agendas and outcome pathways. The project is responsible for facilitating this learning and change. Innovation research studies how research does and does not trigger innovation, both internally within projects and externally. This research guides efforts to link research to development outcomes. Outcome logic models are used to form hypotheses about impact pathways that are then tested and reflected on through monitoring in order to enable adaptive management.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
An Exploration of the Imperatives for Successful Strategy Execution in ODL In...IOSRJBM
The study analysed the factors that influence the effectiveness of strategy execution in Open and Distance Learning institutions. The qualitative research methodology was employed with the research design taking a case study approach. Primary data were gathered through interviews and direct and participant observation methods. The study also utilized secondary data from journal publications mainly focusing on the area of strategy execution. The research population was composed of management in ODL universities in the SADC region. Respondents to the interviews were selected from ODL Universities in three SADC countries using the simple random sampling technique. The highest levels of confidentiality and ethical standards were adhered to so as to protect the integrity of the respondents and that of the Universities. The study revealed that strategy execution could be enhanced through the following; identification of institutional competences, translate strategy into explicit implementation guidelines, adapt to rapidly changing conditions, knowledgeable and engaged leadership, prudential use of resources and worker buy-in
This document summarizes the Portugal OPM3 Project. It establishes a scientific committee and international advisory panel for assessing organizational project management maturity in Portuguese industry. The first phase of the project involves conducting maturity assessments of participating organizations through meetings with managers and key staff. The goal is to analyze maturity, validate improvement plans, and help organizations better link projects to strategic objectives.
This document summarizes research on skills, management practices, and productivity in small and medium enterprises (SMEs). The main points are:
1. The research examines the links between managerial skills, practices adopted by SMEs, and productivity using survey and longitudinal data. It finds that higher entrepreneurial skills are associated with more structured managerial practices, and adopting more practices leads to higher productivity.
2. Key results show entrepreneurial skills, leadership skills, and organizational skills are positively correlated with productivity. Adopting additional human resource practices is also linked to around 2% higher productivity after 3 years.
3. The implications are that both skills development and coaching to help firms adopt practices are needed to
EAP 6 comes with a Maven Repository - this means that you can now easily migrate from JBoss AS 7 to EAP 6 if your project follows good
best practices concerning use of Maven dependencies. But it is about much more than just easy migration.
The best practices we applied to the use of Enterprise Maven Repository is some that many jboss.org projects could and should consider using since it allows the projects to be easily available for productization and be easy to consume by users in tools like JBoss Tools, Forge and the many Quickstarts built around the Maven best practices.
In this talk I'll present how the Maven repository came to be, what concerns we wanted to address, how you as a user utilizes this maven repository best and how jboss.org projects can benefit from its best practices too.
The document discusses JPA tools provided by Dali and Hibernate Tools projects. Dali focuses on JPA specification support and provides mapping validation, intelligent mapping assistance, and integration with WTP. Hibernate Tools adds Hibernate support to Dali and provides unique features like query editors and code generation. Both aim to improve developer productivity for JPA and Hibernate applications. The tools are available in Eclipse and JBoss Developer Studio.
How to be effective with JBoss Developer StudioMax Andersen
Abstract from JBoss World 2011:
How do you use JBoss Developer Studio effectively while developing applications based on JBoss technology? In this session, Max Rydahl Andersen will cover how you can use pure Eclipse to build multi-module projects, and also how you can make it fit into a Maven world.
Max will explain how you can deploy applications quickly and efficiently into local, remote hosts and even into the cloud.
Red Hat Enterprise Application Platform 6 comes with Maven repository, meaning customers can now easily migrate from JBoss Application Server 7 to Red Hat JBoss Enterprise Application Platform 6. The Maven repository best practices can be used by many Maven-based projects and should be considered as they enable easy upgrades and migrations regardless of using Red Hat JBoss Enterprise Application Platform, Red Hat JBoss SOA Platform, or Red Hat JBoss Data Grid.
In this session, Max Rydahl Andersen will discuss these best practices and their benefits, as well as:
How the Maven repository came to be
What concerns the repository addresses
How a user can best utilize Maven repository
This document discusses making examples and tutorials more accessible. It notes that JBoss Tools had over 1 million starts from August to October 2011, with 81% of users on Windows, 15% on Linux, and 4% on Mac. It recommends the JBoss AS 7 Quick Starts on GitHub and the JBoss AS 7 Getting Started Developing Applications Guide as the most accessible examples for learning how to develop applications on JBoss AS 7.
Service-now.com SaaS vs. ASP vs. traditional softwareRhett Glauser
The document discusses the evolution of software delivery models from on-premise to ASP to SaaS. It notes that while ASPs aimed to address limitations of on-premise, they still relied on outdated client-server technologies. True SaaS delivers advantages like instant implementations and upgrades, lower TCO through predictable subscription pricing, and the ability for customers to customize without vendor involvement. ServiceNow is highlighted as an example of a SaaS provider that allows full customization, automated upgrades, and a low-cost and flexible financial model.
Research & development strategies across different industriesVaishakh PV
This document discusses research and development (R&D) strategies for various industries. It begins by defining R&D and providing examples of R&D strategies used in the automotive, pharmaceutical, food and beverage, and technology industries. Specific R&D approaches and elements of an effective R&D strategy are described, including architecture, processes, people, and portfolio. The document also discusses Toyota's global R&D vision and activities focused on environmental technology, safety technology, and intelligent transport systems.
Valuing organizational vision in the development of performance measurement f...Fbertrand
The document discusses two projects to develop performance measurement frameworks for science-based organizations based on their organizational visions.
For a provincial RTO aiming to be a world leader in innovation for its main client, the project used a focused and participatory approach, developing 25 indicators aligned with its strategic plan through workshops.
For a federal RTO aiming to be a top five global RTO, the project took an exploratory and comparative approach, profiling over 100 indicators used by peer RTOs and developing a benchmarking strategy through international consultations.
Key lessons highlighted how an organization's vision influences the project approach, methods and results, and implications for implementing and using the performance frameworks.
Using Machine Learning embedded in Organizational Responsibility Model, added to the ten characteristics of the CIO Master and the twelve competencies of the workforce can help lead the Digital Transformation of the traditional public organizations to the Exponential.
Knowledge Management in Project-Based OrganizationsOlivier Serrat
Projects ought to be vehicles for both practical benefits and organizational learning. However, if an organization is designed for the long term, a project exists only for its duration. Project-based organizations face an awkward dilemma: the project-centric nature of their work makes knowledge management, hence learning, difficult.
This document summarizes six case studies on adaptive management conducted by the ADAPT partnership between the International Rescue Committee and Mercy Corps. The case studies looked at humanitarian and development programs across different sectors, contexts, and levels of stability. They found that adaptive programs which allowed flexibility, learning, and adaptation were better able to deliver results in complex environments. Key themes included the need for procedures and staff to be flexible and adaptable, and the tensions between results-based management and adaptive approaches. The document aims to share lessons from these cases to advance effective aid delivery.
This document discusses two pillars of the Coordination & Change Project - adaptive management and innovation research.
Adaptive management involves regularly evaluating projects and using evidence to adjust research agendas and outcome pathways. The project is responsible for facilitating this learning and change. Innovation research studies how research does and does not trigger innovation, both internally within projects and externally. This research guides efforts to link research to development outcomes. Outcome logic models are used to form hypotheses about impact pathways that are then tested and reflected on through monitoring in order to enable adaptive management.
This document summarizes a study that examined the interrelationships between project management, organizational sustainability, and knowledge management. The study conducted a systematic review of literature on these topics in the Scopus database. The review resulted in 70 publications being identified. Charts in the results section show the concentration areas and yearly distribution of publications. The concluding remarks indicate that knowledge management and project management with a focus on sustainability can provide competitive advantages and that understanding the relationships between these topics is important for continuous organizational improvement.
How to Increase the Value of the PMMMs as a Business-oriented FrameworkYasmin AbdelAziz
An organization’s effectiveness partly depends
on the success of its projects. With this in mind, many
efforts have been spent in recent decades to enhance the
project management culture, but results are still highly
unsatisfactory. Project Management Maturity Models
(PMMMs) are seen by both the academic and the
industrial communities as a solid instrument to achieve
this goal. The point at issue is that surveys and researches
show PMMMs must be better linked to business and
financial performance. The aim of this paper is to explore
the scope for improvement to evolve PMMMs as
business-oriented frameworks.
This document provides an introduction to project, program, and portfolio management. It defines what a project is and key terms like the triple constraint of scope, time and cost. It describes the growing importance of project management and lists advantages like lower costs and higher quality. It outlines the project management knowledge areas and common tools. It also discusses what differentiates a program from individual projects and the role of portfolio management. Finally, it covers the project management profession and certifications.
An Exploration of the Imperatives for Successful Strategy Execution in ODL In...IOSRJBM
The study analysed the factors that influence the effectiveness of strategy execution in Open and Distance Learning institutions. The qualitative research methodology was employed with the research design taking a case study approach. Primary data were gathered through interviews and direct and participant observation methods. The study also utilized secondary data from journal publications mainly focusing on the area of strategy execution. The research population was composed of management in ODL universities in the SADC region. Respondents to the interviews were selected from ODL Universities in three SADC countries using the simple random sampling technique. The highest levels of confidentiality and ethical standards were adhered to so as to protect the integrity of the respondents and that of the Universities. The study revealed that strategy execution could be enhanced through the following; identification of institutional competences, translate strategy into explicit implementation guidelines, adapt to rapidly changing conditions, knowledgeable and engaged leadership, prudential use of resources and worker buy-in
This document summarizes the Portugal OPM3 Project. It establishes a scientific committee and international advisory panel for assessing organizational project management maturity in Portuguese industry. The first phase of the project involves conducting maturity assessments of participating organizations through meetings with managers and key staff. The goal is to analyze maturity, validate improvement plans, and help organizations better link projects to strategic objectives.
This document summarizes research on skills, management practices, and productivity in small and medium enterprises (SMEs). The main points are:
1. The research examines the links between managerial skills, practices adopted by SMEs, and productivity using survey and longitudinal data. It finds that higher entrepreneurial skills are associated with more structured managerial practices, and adopting more practices leads to higher productivity.
2. Key results show entrepreneurial skills, leadership skills, and organizational skills are positively correlated with productivity. Adopting additional human resource practices is also linked to around 2% higher productivity after 3 years.
3. The implications are that both skills development and coaching to help firms adopt practices are needed to
This document discusses the establishment of a strategic project management office (PMO) within an organization. It begins by summarizing the research of Elinor Ostrom, who found that communities can sustainably manage common resources through cooperation and establishing rules, challenging the traditional "Tragedy of the Commons" view. The document argues that a PMO can help organizations manage limited project resources in a similar cooperative manner. It then discusses the functions and importance of various PMO roles, and presents a justification and systematic approach for creating an effective strategic PMO based on theories of organizational success.
This document provides an overview of project management. It defines a project as a temporary set of activities undertaken to achieve unique objectives within defined cost and time parameters. Key aspects of projects include their unique purpose, temporary nature, use of various resources, and involvement of uncertainty. The document distinguishes projects from operations and programs/portfolios. It also outlines the triple constraints of quality, cost, and time that define projects. Additionally, it describes different types of project products and components of project management based on the Project Management Body of Knowledge (PMBOK).
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
Organizational Development (OD) interventions refer to a set of planned and systematic activities intended to improve an organization's effectiveness and health. The application of OD interventions is crucial to ensure that an organization can adapt to changes in the internal and external environment. There are various types of OD interventions that organizations can apply, such as team building activities, leadership workshops, culture change programs, and performance management systems.
Team building activities are useful in developing and improving interpersonal relationships within teams, while leadership workshops aim to enhance the leadership skills of managers to effectively guide their teams. Culture change programs are effective in facilitating organizational change, while performance management systems help align individual efforts with organizational goals.
Overall, OD interventions are essential in ensuring that an organization continuously improves and adapts to changes in the environment. Therefore, organizations should prioritize the application of OD interventions to enhance their performance, productivity, and overall effectiveness.
Workshop proceedings of "Identifying contextualized indicators to measure SDGs"4th Wheel Social Impact
Keeping social impact management at the centre, 4th Wheel Social Impact is committed to strengthening social programs in India by improving the way they are designed, implemented, monitored and evaluated. The organization believes the integration of data, technology and partnerships will enable the achievement of the Sustainable Development Goals (SDGs).
The workshop focussed on Theory of Change, Indicator Development, SDG linkages of indicators.
This workshop was supported by Swedish Institute.
Similar to Ivan f rodriguez theory in action collaborative innovation (20)
Amazon faces major issues that threaten its leadership in e-commerce including increased competition, challenges with operational execution due to fast growth, and rising complexity. The document recommends optimization strategies across five areas: strategy, organizational structure, project management, leadership, and control systems. Specific proposals include increasing R&D spending to beat competition, implementing lean principles to minimize complexity, and applying customer surveys and advanced IT to improve operational execution. The comprehensive plan aims to resolve critical issues over 12-18 month timeframes requiring cross-functional collaboration.
This document provides guidance on assessing candidates for hiring. It outlines important qualities to evaluate such as integrity, intelligence, maturity, energy, ability to energize others, ability to make tough decisions, ability to execute, and passion. It also provides questions to ask and behaviors to observe to measure candidates on these qualities. For senior positions, it recommends evaluating authenticity, foresight, ability to build a smart team, and resilience after failures. The overall goal is to identify candidates that will perform well and have the right fit for the organization through a thorough qualitative and quantitative assessment.
La implementación efectiva de la filosofía Lean Company implica tres cambios fundamentales: 1) Los procesos departamentales funcionales se reemplazan por equipos multidimensionales que administran cadenas de valor completas; 2) Los oficios simples se vuelven trabajo multidimensional donde los trabajadores toman decisiones por sí mismos; 3) La estructura jerárquica se transforma en una estructura plana donde los gerentes son líderes que inspiran y entrenan a los equipos en lugar de supervisores.
Ivan Rodriguez é um executivo global sênior com experiência de liderança em grandes empresas de fabricação eletrônica e manufatura por contrato. Ele tem mais de 20 anos de experiência transformando operações e melhorando resultados financeiros através da implementação de práticas Lean/Six Sigma. Atualmente é Vice-Presidente e Gerente Geral da Invensys na América do Sul, liderando quatro fábricas e mais de 2.500 funcionários.
O documento lista 10 razões para o sucesso de um negócio: 1) experiência dos gestores, 2) energia dos gestores, 3) um produto superior com bom serviço, 4) marketing estratégico, 5) habilidades de vendas, 6) desenvolvimento contínuo de produtos, 7) redução de custos, 8) tratar todos com respeito, 9) boa localização e promoção, 10) mix de produtos para diferentes cenários econômicos.
Bz 1 o aprendizado em equipe, a essência da inovaçãoIvan F Rodriguez
Este documento discute como as organizações podem maximizar a inovação através da criação de equipes de aprendizagem, compartilhando conhecimento e permitindo experimentação. A inovação prospera quando os empregados em todos os níveis têm autonomia e são encorajados a desafiar o status quo. Líderes devem compartilhar conhecimento e recompensar novos pensamentos, não punir experimentação controlada. Quando uma organização aprende continuamente, ela aumenta seu valor e chances de sucesso contra ameaças como desempreg
Articulo 1 2014 - camino a la excelencia, como competirIvan F Rodriguez
El documento discute los efectos de la crisis financiera de 2007-2008 y las opciones para las personas a insertarse en la economía. La crisis fue causada por una falta de regulación en el sistema financiero que permitió instrumentos especulativos riesgosos. Esto afectó el empleo y la calidad de vida globalmente. Para sobrevivir en la economía, las personas deben diferenciarse a través de la inversión en I+D, resolución de problemas, adaptabilidad y velocidad ejecutiva impulsadas por la pasión y creatividad.
Articulo 2 camino a la excelencia, liderazgo transformacional irIvan F Rodriguez
El documento habla sobre el liderazgo transformacional y los elementos necesarios para lograr la excelencia y transformar la realidad de una persona u organización. Describe cuatro características clave del liderazgo transformacional: carisma, motivación inspiracional, estimulación intelectual y consideración individual. También destaca que para crear el futuro deseado se debe soñarlo, pensarlo, planearlo y ejecutarlo, y que la transformación comienza por uno mismo a través de la reflexión crítica.
Articulo 1 camino a la excelencia, organizaciones & aprendizajeIvan F Rodriguez
El documento habla sobre la importancia de los equipos de aprendizaje para fomentar la innovación dentro de las organizaciones. Explica que la diferenciación y creación de valor a través de la innovación son esenciales para mantener la preferencia de los clientes y lograr crecimiento. Señala que la innovación depende del talento de todos los colaboradores y ocurre cuando se combina la capacidad creativa con el conocimiento. Finalmente, propone que las organizaciones deben organizar su estructura en equipos de aprendizaje, cambiar el estilo de
This document summarizes the academic and professional achievements of Ivan F. Rodriguez. It lists his degrees from various universities in Mexico and the US, including an MBA and master's in engineering. It outlines his areas of expertise, including lean six sigma and operations, and experience in various industries. It also includes short quotes and presentations related to topics like culture, innovation, and vision.
Ivan f rodriguez wealth creation virtuous circleIvan F Rodriguez
The document presents a virtuous circle model showing how lack of corruption can lead to increased economic growth. The model illustrates that lack of corruption enables better leadership and policies, which improve education, skills, and innovation; this in turn increases patents, innovation capacity, and economic growth, thereby reducing corruption. The document aims to validate this virtuous circle quantitative problem statement.
Master file final ir tecnología e innovación para el desarrollo económico e...Ivan F Rodriguez
Ivan F. Rodriguez presentó una conferencia sobre tecnología e innovación para el desarrollo económico. El objetivo fue proponer estrategias para revertir la pérdida de competitividad en el país. Explicó cómo el mundo cambia rápidamente y la importancia de adaptarse. Luego describió los orígenes de los paradigmas físicos y económicos, y cuestionó si los métodos actuales de medir el éxito económico capturan realmente el bienestar de la sociedad. Finalmente, propuso soluciones como el pensamiento cr
This document profiles Ivan Rodriguez and his professional experience and education. It lists his degrees which include a bachelor's degree in engineering, two master's degrees in business administration and finance, and certifications in Lean Six Sigma. It also outlines some of his strengths such as innovative thinking, building high-performing teams, and being results-oriented.
This document discusses using mathematical programming to optimize operations scheduling in a high mix-low volume manufacturing environment. It presents a linear programming model that considers multiple costs and constraints to generate a production plan that maximizes profit. The model was developed using data from a metal fabrication plant in Mexico with over 500 multilevel products. The plant was struggling due to its batch production system and challenges adapting to changing demand. The proposed optimization aims to improve the plant's financial and operational metrics through a more flexible continuous flow production schedule.
Nos transformaremos en una empresa ágil lo que implica el rediseño radical de los procesos de negocios, a traves de la implementacion de la filosofia Lean Six Sigma, los oficios que eran estrechos y orientados a una tarea, como la exclusividad del personal calificado en SMT, Punzonado o Doblez, por ejemplo; pasan a ser multidimensionales. Individuos que antes hacían lo que se les ordenaba toman ahora decisiones por sí mismos; pues tienen la responsabilidad de administrar de principio a fin su cadena de valor y ganan conforme esos resultados. El trabajo en serie desaparece. Los departamentos funcionales pierden su razón de ser, no hay distancia entre planners, programs, finanzas, producción, ingenieria, calidad, etc. Los gerentes dejan de ser supervisores para convertirse en entrenadores. Los trabajadores piensan más en las necesidades de los clientes y menos en las de sus jefes. Actitudes y valores cambian en respuesta a nuevos planes de incentivos.
La programación eficiente permite a las empresas usar sus recursos de manera más efectiva y generar mayor capacidad con menos inversión, reduciendo costos. Esto permite una entrega más rápida y un mejor servicio al cliente. Una buena programación da una ventaja competitiva a través de una entrega confiable. Esto eleva la confianza del equipo, permite mantener el enfoque y el desempeño, estableciendo nuevos paradigmas que dan estabilidad a la empresa.
Presentacion sobre implementacion de Lean Manufacturing como estrategia de creacion de ventajas competitivas en el marco del Primer Congreso de Ingenieria Industrial y Cibernética de la Universidad Marista en GDL.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Main news related to the CCS TSI 2023 (2023/1695)Jakub Marek
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The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
The videorecording (in Czech) from the presentation is available here: https://youtu.be/WzjJWm4IyPk?si=SImb06tuXGb30BEH .
FREE A4 Cyber Security Awareness Posters-Social Engineering part 3Data Hops
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Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
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Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
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Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
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5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
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DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
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zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/temporal-event-neural-networks-a-more-efficient-alternative-to-the-transformer-a-presentation-from-brainchip/
Chris Jones, Director of Product Management at BrainChip , presents the “Temporal Event Neural Networks: A More Efficient Alternative to the Transformer” tutorial at the May 2024 Embedded Vision Summit.
The expansion of AI services necessitates enhanced computational capabilities on edge devices. Temporal Event Neural Networks (TENNs), developed by BrainChip, represent a novel and highly efficient state-space network. TENNs demonstrate exceptional proficiency in handling multi-dimensional streaming data, facilitating advancements in object detection, action recognition, speech enhancement and language model/sequence generation. Through the utilization of polynomial-based continuous convolutions, TENNs streamline models, expedite training processes and significantly diminish memory requirements, achieving notable reductions of up to 50x in parameters and 5,000x in energy consumption compared to prevailing methodologies like transformers.
Integration with BrainChip’s Akida neuromorphic hardware IP further enhances TENNs’ capabilities, enabling the realization of highly capable, portable and passively cooled edge devices. This presentation delves into the technical innovations underlying TENNs, presents real-world benchmarks, and elucidates how this cutting-edge approach is positioned to revolutionize edge AI across diverse applications.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Ivan f rodriguez theory in action collaborative innovation
1. Rodpol®: Open Innovation and
Technology Scouting
Ivan F Rodriguez
ORG711 21st Century Organizational Behavior
June 9, 2013
2. About this Presentation
• Objective: Apply learned theory to design a new organization in the 21st Century.
• Methodology: This presentation was developed using two sources, (1) Organization Theory
Taxonomy (week two assignment of this course), and (2) Peer-reviewed research. Each strategic
decision is supported in theoretical foundations, and structures described in the Organization Theory
Taxonomy Assignment. The presentation includes the following.
o Overview of the hypothetical enterprise developed.
o Organizational structure.
o Roles and responsibilities.
o Metrics and performance measurement.
o Incentives and reward programs.
o Leadership strategy.
o Detailed speaker notes.
o Proper APA in-text citations on the slides and in the speaker notes.
o An APA reference slide.
2Ivan F Rodriguez | ORG711 University of Phoenix
4. Rodpol® Overview
• Vision
To become the recognized world leader productivity
enhancer (n.) that creates core competencies in
underdeveloped countries and minimize poverty.
• Mission
To optimize human’s life quality in a sustainable manner
using internet based external crowd-sourcing platforms to
identify sources of poverty and connect the collective
knowledge of individuals to innovate products and
processes.
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5. Rodpol® Overview (cont.)
• Rodpol® Business Model Justification
The production of scientific knowledge is shifting from individuals
to groups, from single to multiple institutions, and from a national
to an international scope (West, 2012). Researchers are
increasingly networked across national and organizational
borders.
Rodpol® business model assumes that greater scientific
specialization and cross-border collaboration can result in
increased innovation. Because they draw on a larger pool of
expertise, international research collaborations can be expected
to have a bigger impact in terms of citations of scientific
publications.
Differences across countries suggest a positive relationship
between measures of research openness and scientific impact,
the latter proxied by the average normalized citation index.
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6. Rodpol® Overview (cont.)
• Rodpol® Business Model Execution
The objective of Rodpol®’ business model is to connect
expert contributors from multiple locations with a common
vision, minimize poverty though innovation, technology
development, and technology deployment.
In so doing, a three step approach has been defined: (1)
Using advanced quantitative and qualitative
methods, assess the competitiveness level of an
underdeveloped economy, (2) Apply the Rodpol®
Engagement Model to allocate resources to implement
qualified projects/innovations, and (3) Monitor
competitiveness and human development index to
measure projects’ effectiveness.
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7. Rodpol® Overview (cont.)
• Rodpol® Business Model Execution (cont.)
Rodpol® business model requires to expand routes for
open communication and create additional opportunities
for experts involvement, consequently, the concept of
Open Innovation Service Provider (OISP) platforms has
been incorporated as a tool within Rodpol®’ problem
solving strategy.
The goal of utilizing open innovation techniques, such as
crowd-sourcing, takes advantage of the power of groups of
people/experts outside one’s organization to help solve
problems or bring in new and novel ideas (West, 2012).
The goal is not to replace valued internal expertise, but to
add to the problem-solving capabilities of the global
specialized cohort.
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8. Rodpol® Organizational Structure
• Organizational Structure
According to Rassenfosse and Potterie (2009), operating in the information
era implies a shift in ―traditional strategies and philosophies for any
organization’s research and technology development efforts.‖ (p. 783)
Rodpol® organizational structure is designed to remained flat and flexible as
much as possible. It includes three layers:
1.Agency Leaders
2.Program Management
3. Resource Management
Rodpol® network of experts is designed to encompass as much of the world’s
expertise as possible. It is acknowledged harnessing the power, and
expertise of underdeveloped communities challenges long-standing cultural
barriers such as the not invented here philosophy, and opening the problem
solving space to diverse and talented individuals outside of the selected
country (see Appendix A).
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9. Rodpol® Engagement Model
9 University of PhoenixIvan F Rodriguez | ORG711
Create IAA
Develop Game
Plan
Approve
IAA
Authorize
Start
Post
(challenge.gov,
etc)
Review
Funding
Order
Resource
Management
Program
Management
Agency
Leaders
DevelopPlan
Establish
Scope
Time
Project
Execution
Figure 1. Rodpol® Engagement Model (Executing the Business Model)
Figure 1. This flow diagram describes the interactions between the three core functions within Rodpol®. It indicates the
actions, sequence, and interdependency between the areas to evaluate a project and define if it will be executed
(implemented or not). IAA stands for Initial Analysis Approval.
10. Rodpol® Organizational Supportive
Theory
• Global Organizational Theory: Knowledge Base Theory
Rodpol® organization structured is supported by this global
theory. Knowledge management research needs a consistent
and cohesive theory supported by empirical evidence to
provide sound and stable foundations for the field (Edwards et
al., 2003).
Knowledge management is an increasing concern in the
design of organizations. Knowledge generation, transfer, and
sharing are becoming increasingly important for scholars
attempting to explain dynamic flows of knowledge that enable
workflow processes (and hence organizational
performance, e.g., Nonaka & Takeuchi,1995; Mason, 2007).
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11. Rodpol® Organizational Supportive
Theory (cont.)
• Global Organizational Theory: Knowledge Base Theory
Rodpol® organization structured is based on the knowledge
base theory and attempts to devise mechanisms for integrating
individuals’ specialized knowledge. Grant (1996) proposes four
mechanisms to coordinate the integration of knowledge within
an enterprise: (a) possessing rules and directives to enable the
conversion of tacit knowledge to explicit knowledge; (b)
sequencing of workflow processes that minimize
communication but ensure the input of expertise at different
times; (c) creating routines to support complex patterns of
interactions between individuals in the absence of rules,
directives, or even significant verbal communication; and (d)
establishing group problem-solving and decision-making
routines (see Appendix B).
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12. Rodpol® Roles and Responsibilities
• Resource Manager
Responsible for defining the amount, allocating budget to
projects, and controlling it (e.g., do not exceed the
allocated resources).
• Program Manager
Responsible for defining the scope of the project,
assigning priorities, and executing the project throughout
established phases.
• Agency Leader
Responsible for evaluating the Initial Analysis Approval
(IAA), assessing project viability, and approving the
project execution.
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13. Rodpol® Core Metrics and Performance
Measurement
• Knowledge based organizations
Knowledge flows enable workflows, and workflows drive
performance, theory suggests the organization of knowledge—
particularly tacit knowledge—is critical for competitive advantage
(Nonaka, 1994).
The knowledge-based organizational performance model takes into
consideration the practical aspects of knowledge transfer among
temporal members. It has implications on future methods of
transferring knowledge in temporal organizations (Mason, 2007).
The extension of transactive memory theory to include knowledge
access to another member who is not present in the current team
can help improve how organizations manage and train their
knowledge resources (see Appendix B).
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14. Rodpol® Core Metrics and Performance
Measurement (cont.)
• Resource Manager
Budget Accuracy (BA) measured by the ratio between
Expend Amount (EA) and Defined Budget (DB)
[BA=EA/DB]
• Program Manager
On Time Delivery (OTD) measured by the ratio between
Actions Closed on Time (AC) and Total Actions Opened (TA)
[OTD=AC/TA]
• Agency Leader
Project Effectiveness (PE) measured by the ratio between
Actual Patents Registered (AP) and Planned Patents (PP)
[PE=AP/PP]
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15. Rodpol® Incentives and Reward
Programs
• Rodpol® Incentive program
In the context of executive compensation, the optimal contract
that motivates innovation can be implemented via a
combination of (1) stock options with long vesting periods, (2)
option re-pricing, (3) golden parachutes, and (4) managerial
entrenchment (Mason, 2007).
Stock options with long vesting periods combined with option
re-pricing and golden parachutes bring on tolerance for early
failure and reward for long-term success, so that compensation
depends not only on total performance but also on the path of
performance as described above. Managerial entrenchment
gives the manager job security, since an entrenched manager
may keep his job even if it is ex-post efficient for the
shareholders of the firm to fire him (Mason , 2007).
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16. Rodpol® Incentives and Reward
Programs (cont.)
• Rodpol® Incentive program
The bulk of the compensation of the general partner is in the
form of carried interest, which is effectively a call option on the
projects being financed. This provides incentives for the
general partner to keep projects alive beyond the point under
which it would be efficient to terminate them.
Francis, Hasan, and Sharma (2009) show that golden
parachutes as well as long-term incentives in the form of
vested and unvested options have a positive and significant
effect on patents and citations to patents.
Rodpol® will rely extensively on explicit long-term contracts to
overcome the commitment problem and induce exploration.
Knowing that they will not lose their jobs, researchers are
wiling to explore new research directions that are likely to fail
but may lead to breakthroughs (Sutton, 2009).
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18. Rodpol® The 21st Century Innovation
Approach
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Figure 2. Scientific articles and co-authorship in 1998
Figure 2. The size of the bubble reflects the number of scientific publications. The thickness of the link reflects the
intensity of collaboration, i.e. co-authorships (OECD, 2010).
19. Rodpol® The 21st Century Innovation
Approach
19 University of PhoenixIvan F Rodriguez | ORG711
Figure 3. Scientific articles and co-authorship in 2009
Figure 3. The size of the bubble reflects the number of scientific publications. The thickness of the link reflects the
intensity of collaboration, i.e. co-authorships (OECD, 2010).
21. Effectiveness of Virtual Teams
• Definition of Virtual Teams
Virtual Teams (n.) are a group or collaboration of online
students working toward a common goal or
assignment.
• Overcoming the Environment
According to Lipnack & Stamps (2000), ―Virtual teams
can use computer-mediated communication
technologies to work interdependently across
space, time and organization boundaries‖ (p.18).
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22. Effectiveness of Virtual Teams (cont.)
• Purpose of Virtual Teams:
1. Teams are created to fulfill a need.
2. Collaboration of team members is key in responding
to customer needs.
3. Using virtual teams creates fair competition in and
outside the classroom.
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23. Effectiveness of Virtual Teams (cont.)
• Advantages of Virtual Teams in Business:
1. Promotes a Cost-Effective Strategy
• Saves travel time & costs (DeRosa, 2011).
• Increases employment of foreign-based
subcontractors.
• Allows maximization of companies’ investments.
• Improves time consumption in the development of
products.
• Conveniently accessible from anywhere.
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24. Effectiveness of Virtual Teams (cont.)
• Advantages of Virtual Teams in Business (cont.):
2. Performance measurement & Sharing of information
• Varied Opinions
• Diversified backgrounds
• Geographic influences
• Easy to trace talent & document participation
3. Disadvantages of Virtual Teams
• Multiple Time zone differences
• Cultural differences & Language barriers
• A weak link can contribute to team conflict.
• Exclusion of tone and mannerisms.
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25. Effectiveness of Virtual Teams (cont.)
• Conclusion:
• Are virtual teams effective?
Virtual team’s advantages vastly outweigh their disadvantages and been
proven effective in all geographic regions worldwide (Berry , 2011). With
the constant increases in the development technology virtual teams are
the future of learning.
• Can virtual teams yield success?
Virtual teams have been clinically proven to yield success and are
currently being adopted in classrooms worldwide. Their advantages of
being cost-effective and performance based contribute greatly to their
worldwide success.
25 University of PhoenixIvan F Rodriguez | ORG711
26. Conflict Management
Definition of Conflict
• Conflict (n.) - is when a disagreement occurs between
values, perspectives, or opinions that are contradictory
and a agreement cannot be reached among cohorts
(Jetly 2003).
Disagreement Models
• Displaying avoidance or withdrawal.
• Exercising accommodation or smoothing over.
• Exerting a authoritative command.
• Engaging in collaboration or problem solving (Berry
2011).
26 University of PhoenixIvan F Rodriguez | ORG711
27. Conflict Management (cont.)
According to Ellis and Abbott (2012),
“There are a number of reasons to take a proactive stance in the
management of conflict” (p.138).
Recognizing Types of Conflict
• Substantive Conflict
Disagreement over
goals, resources, rewards, policies, procedures and
assignments.
• Emotional Conflict
Results from feelings of anger, distrust, dislike, fear, and
resentment.
• Dysfunctional Conflict
Destructive actions that hurt task performance.27 University of PhoenixIvan F Rodriguez | ORG711
28. Conflict Management (cont.)
Outcomes of Conflict
• Win-Win
The conflict is resolved to benefit the entire team.
• Win-Lose
One party achieves its desires and the other team members do not.
• Compromise
Occurs when each team member in the conflict gives up something of value
to the other.
• Collaboration
Involves working through conflict differences and solving problems so the
entire team wins (Berry, 2011; Ma, Lee, & Yu, 2008).
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29. Conflict Management (cont.)
Conflict Resolution
• Encourage
Embracing the other team member to share his or her issues as fully as possible. Clarify the real
issues, rather than making assumptions. Ask questions that allow team members to gain from the
information, and let the other team member know the team trying to understand them.
• Restate
Reiterate what was stated, so the team is able to see what has been understood so far - it may be that
the other team member will then realize that additional information is needed.
• Reflect
Think about other team members feelings - be as clear as possible.
• Validate
Corroborate the concerns of the other team member, even if a solution is elusive at this time.
Expressing appreciation can be a very powerful message if it is conveyed with integrity and respect.
***Disclaimer: In addressing conflict management to UPOX standards any and all strategies should be exercised to foster a solution. In the event a solution cannot
occur UPOX personnel should be contacted to appropriately to discuss possible solutions to the problem and how to handle it.
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30. References
Audretsch, D., & Feldman, M. (2011). Knowledge spillovers and the geography of innovation.
Amsterdam: Elsevier Press.
Bell, B.S. & Kozlowski, S.W. (2002). A typology of virtual teams. Group and Organization
Management, 27(0), 14-49.
Berle, A., & Means, G. (1932), The modern corporation and private property. New York: Macmillan
Press
Bell, B.S. & Kozlowski, S.W. (2002). A typology of virtual teams. Group and Organization
Management, 27(0), 14-49.
Bergie, B.J., Bergiel, E.B., & Balsmeier, P.W. (2008). Nature of virtual teams: A summary of their
advantages and disadvantages. Management Research News, 31(2), 99-110.
doi:10.1108/01409170810846821
Berry, G. (2011). Enhancing effectiveness on virtual teams. Journal Of Business
Communication, 48(2), 186-206. doi:10.1177/0021943610397270
30 University of PhoenixIvan F Rodriguez | ORG711
31. References (cont.)
DeRosa, D., & Lepsinger, R. (2011, July). Five ways to create successful virtual teams
509128. Baseline. Retrieved from
http://go.galegroup.com.ezproxy.apollolibrary.com/ps/i.do?id=GALE%7CA262760468&v=2.1&u=
uphoenix&it=r&p=GPS&sw=w
Davis, J.R., & Richard, E.E. (2011). Advancing innovation through collaboration: Implementation of
the NASA space life science strategy. International Astronautical Federation, 1(11), 16-32.
Retrieved from http://www.nasa.gov/pdf/649978main_IAC-11E612x9614AdvInnov.pdf
Edwards, J., Handzic, H., Carlsson, S., & Nissen. M. (2003). Knowledge management research and
practice: Visions and directions. Knowledge Management Research & Practice 1(1): 49-60.
Ellis, P., & Abbott, J. (2012). Strategies for managing conflict within the team. British Journal of
Cardiac Nursing, 7(3), 138-140.
Farson, R., & Keyes, R. (2002). Whoever makes the most mistakes wins: The paradox of innovation.
New York, NY: The Free Press.
Francis, B., Hasan, I., & Sharma, Z. (2009). Do incentives create innovation? Evidence from CEO
compensation contracts. Rensselaer Polytechnic Institute, 2(1), 2-20.
31 University of PhoenixIvan F Rodriguez | ORG711
32. References (cont.)
Grant, R. M. (1996). Toward a knowledge-based theory of the firm. Strategic Management
Journal, 17, 109-122.
Jetly, R. (2003). Conflict management strategies in ASEAN: Perspectives for SAARC. Pacific Review
, 16(1), 53-76. Retrieved from
http://web.ebscohost.com.ezproxy.apollolibrary.com/ehost/pdfviewer/pdfviewer?sid=99fd285d-
cebe-4f6b-bdc2-f34e4e80524d%40sessionmgr15&vid=7&hid=10.
Jungalwalla, R. (2000). Transforming groups into teams. Executive Excellence, 17(2), 8-23.
Lipnack, J.S., & Stamps, J. (2000). Virtual teams: People working across boundaries with
technology . New York, NY: John Wiley.
Ma, Z., Lee, Y., & Yu, K. (2008). Ten years of conflict management studies: Themes, concepts and
relationships. International Journal of Conflict Management, 19(3), 234-248. doi:
10.1108/10444060810875796
March, J. G., & Simon, H. A. (1958). Organizations. New York: John Wiley & Sons, Inc.
Mason, R. (2007). The external environment’s effect on management and strategy. A complexity
theory approach. Management Decision, 45(1), 10-28.
32 University of PhoenixIvan F Rodriguez | ORG711
33. References (cont.)
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization Science
5(1), 14-37.
OECD (2012), OECD Science, Technology and Industry Scoreboard. Paris: OECD Publications.
Retrieved from http://dx.doi.org/10.1787/sti_scoreboard-2012-en
Rassenfosse, G., & Potterie, B.P. (2009). A policy insight into the R&D–patent relationship. Res
Policy, 38, 779–792.
Simonen, J., McCann, P. (2008). Firm innovation− The influence of R&D cooperation and the
geography of human capital inputs, Journal of Urban Economics, 64 1): 146-154.
Sutton, R. (2002). Weird ideas that work: 11 1/2 practices for promoting, managing, and sustaining
Innovation. New York, NY):The Free Press.
University of Phoenix (2012, August 1). Having problems with your learning team? [Video file].
Retrieved from University of Phoenix website:
https://portal.phoenix.edu/medialibrary/videodetails.01V110821214428871.html
33 University of PhoenixIvan F Rodriguez | ORG711
34. References (cont.)
University of Phoenix (2012, August 1). How’s it going with your learning team? [Video file]. Retrieved
from University of Phoenix website:
https://portal.phoenix.edu/medialibrary/videodetails.01V110821210625870.html
University of Phoenix (2012, August 1). New to University of Phoenix learning teams? [Video file].
Retrieved from University of Phoenix website:
https://portal.phoenix.edu/medialibrary/videodetails.01V110821151528869.html
Weber, M. (1947). The theory of social and economic organization. Glencoe, IL: Free Press.
West, M.A. (2002). Sparkling fountains or stagnant ponds: An integrative model of creativity and
innovation in work groups. Applied Psychology: An International Review, 51, 355–386.
34 University of PhoenixIvan F Rodriguez | ORG711
Editor's Notes
Author: Ivan F Rodriguez. Doctoral Learner. University of PhoenixDate: June 9, 2013
APA 6th Edition is used on this presentation for properly formatting of in-text citation and the references.
The definition of productivity enhancer is an entity (private or public) focused to improve the return on investment (the ratio between inputs and outputs) of human structures (Bell & Kozlowski, 2002). Recent developments reinforce the observation that economic growth is unequally distributed and highlight the shift of balance of economic activity. According to Davis & Richard (2011), “Strategies and goals focused on driving innovation in human life will continue be the heart of the modern economy” (p.18).
To measure the impact of scientific publications it is possible either to use the citations received by an article or to assess its quality on the basis of the level of citations relative to the record of the journal in which the article is published (West, 2012). Here, the focus is on publications and citations received. The normalized impact is the ratio between the average number of citations received by the documents published by a specific unit (country, institution and author) and the world average of citations of the same time period, document type and subject area. The normalization of citation values is item-oriented, i.e. carried out at the level of the individual article. If an article belongs to several subject areas, a mean value of the areas is calculated. The values show the relationship of the unit’s average impact to the world average, which is 1, i.e. a score of 0.8 means the unit is cited 20% below average and 1.3 means the unit is cited 30% above average. Although article citation has the advantage of focusing directly on the impact of the articles examined, citation takes time, particularly in some disciplines. The more time allowed to measure the impact, the less timely the indicator becomes (OECD, 2012).
Diversity is a key driver of innovation and is a critical component of being successful on a global scale (West, 2012). Senior executives are recognizing that a diverse set of experiences, perspectives, and backgrounds is crucial to innovation and the development of new ideas. Diversity is crucial to encouraging different perspectives and ideas that foster innovation (Simonen & McCann, 2008).
The OISPs will be chosen based on multiple factors including: (1) network size and knowledge area span, (2) established process, (3) methodology, (4) experience base, and (5) cost. A benchmark preliminary analysis allowed the identification of two potential business partners (InnoCentive and Yet2.com). Each seems to meet the desired criteria; however, each company’s approach to Open Innovation Services (OISP) is distinctly different. InnoCentivefocuses on posting individual challenges to an established web-based network of ~200,000 solvers; viable solutions are sought and granted a financial award if found. Based on a specific technological need, Yet2.com acts as a “technology scout” providing a broad external network of experts as potential collaborators for Rodpol®. A relationship can be established with these contacts to develop technologies and maintained as an established network of future collaborators.
According to Rassenfosse and Potterie (2009), open innovation philosophy is that “innovation comes from where you least expect it.” (p. 782) This means that someone from an unrelated field may have a novel approach to solving the problem, which is unbiased and unconventional but very applicable. One of the major mechanisms for the transfer and diffusion of knowledge is the mobility of people. The geographic mobility of high-skilled labor causes a relocation of human capital that essentially contains embodied knowledge combined with personal experiences (Döring & Schnellenbach, 2006). Moreover,multinational firms also play a specific role in transmitting institutionalized knowledge in the form of the experience and work practices of internationally transferred employees.
The engagement model is a synthesis of the qualitative and quantitative literature review performed on this research. The model reflects the flow that Rodpol® will follow to maintain an effective flow of projects that affects positively a community innovation capacity and consequently, its competitiveness level.
Most researchers focus upon hierarchy as the basic structure for organizing complex social activity. Cooperation among members is achieved through vertically imposed bureaucratic processes (Grant, 1996; Weber, 1947). Rules and programs to coordinate behavior between interdependent subtasks are used (March & Simon, 1958).
Organizational membership plays a critical role in articulating and amplifying knowledge. Nonaka (1994) proposes four modes of knowledge transfer—socialization, externalization, combination, and internalization (SECI)—in a dynamic spiral of interactions between knowledge type (termed epistemological, e.g., tacit, explicit) and organizational reach (termed ontological, e.g., individual, inter-organizational).
Berle and Means’ (1932) seminal contribution brought to light the potential drawbacks associated with the separation of ownership and control. For example, in large corporations, shareholders delegate decision rights to a manager, who has the ability to manage resources to his own advantage. To alleviate possible conflicts of interest between share-holders and managers, incentive plans that align their interests are commonly used in practice.
Nurturing a corporate culture that allows freedom to experiment and tolerates failures is essential to motivate innovation among employees of large corporations. Farson and Keyes (2002) and Sutton (2002) provide several examples of innovative corporations, such as IBM and 3M, that adopt such a culture.
Conflict management is crucial to maintaining a cohesive team atmosphere. Being able to exercise and implement the strategies of conflict management are key in developing unity in a team.
According to OECD (2012) new indicators on trademarks point to large numbers of incremental and marketing innovations and suggest that countries perform both technological and non-R&D-based innovation. Countries with a large manufacturing sector have a greater propensity to patent than to trademark. Countries with a large services sector tend to engage more in trademark protection. Countries in the process of catching-up have a lower propensity to innovate or to seek protection for their innovations (via patents or trademarks) than OECD countries.
According to Audretsch& Feldman (2011), intensity of collaboration in research has grown exponentially in the last decade, “new players are emerging in the research landscape” (p. 29).
Conflict management is crucial to maintaining a cohesive team atmosphere. Being able to exercise and implement the strategies of conflict management are key in developing unity in a team.
The definition of virtual teams is a group or collaboration of students working toward a common goal or assignment (Bell & Kozlowski, 2002). According to Lipnack & Stamps (2000), “Virtual teams can use computer-mediated communication technologies to work interdependently across space, time and organization boundaries” (p.18).
There are many reasons why businesses set up virtual teams. The most popular reasons are to fulfill a need, accomplish a goal or to solve a problem. Formation of virtual teams are popular among retailers who try to predict the future needs of their customers (Bergiel 2008). According to Jungalwalla (2000), “Forward thinking companies have readily embraced the underlying principles of virtual teaming, enabling such organizations to become agile and compete more robustly in the global market place” (p.15).
Advantages of virtual teams include: the convenience of never having to leave your home, office, library, etc. Accessibility is available from anywhere. Companies are constantly striving to become lean. Saving time and money is an optimal advantage of incorporating virtual teams for projects. Companies that do not use may lose ground to their competitors that do (DeRosa 2011).Because all information received from virtual teams are documented it is easy to recognize talent as well as the weakest link or links (Berry, 2011).
Time zone differences can cause delays in operation and function. Cultural differences may cause disparity among teammates due to sexism and customs. Because all communication is through technology, tone and mannerisms may not be conveyed, allowing for miscommunication to frequently occur. Virtual teams operate individually to produce as a whole and if a team member is inefficient and not pulling their weight, the team will suffer. The inability to indicate tone and mannerisms cause team members to use “soft skills” (communication skill development) in order to effectively communicate to other team members electronically (DeRosa 2011).
Summary: Virtual teams can be extremely effective. According to Berry (2011), “Virtual teams that are designed, managed and implemented effectively can harness talent and knowledge from anywhere in the world to solve problems and complete work tasks on a 24/7 schedule” (p.135). Virtual teams can yield success and an example of a successful outcome is the high scores received on Team A’s Team Charter. There were four teammates, each providing contributory information and each with specific roles and the score received was 5 out of 5. Individually, I have never received that high of a score for this class and the results from my first team project in secondary education achieved the highest success possible. The conclusion is virtual teams yield success.
Conflict is inevitable it occurs in every aspect of our lives and effectively managing it requires mediation and communication (Jetly 2003). According to Ma, Lee,and Yu, “Mediation is a common way to conflict resolution” (p.243). Ma, Lee,and Yu show conflict is always conceived as a direct result of a disagreement and recognizing disagreement styles are key in exercising effective conflict management.
Different types of conflict that need to be addressed in different ways. According to Ellis and Abbott (2012), “There is always a temptation to let conflict run and ignore it where possible. However, as a manager there are a number of reasons to take a proactive stance in the management of conflict” (p.138).Recognizing what type of conflict a group is facing is essential in overcoming it. Substantive, emotional, and dysfunctional conflicts are all counter-productive to team goals and should be resolved quickly and swiftly if they do occur.
Exercising different models of conflict is essential in overcoming them. Having the ability to recognize and assess potential conflicts before they escalate is a key aspect of overcoming them. Maintaining the mind-set that there is multiple solutions to a goal is key in building collaboration to overcome conflict. Recognizing conflict before it escalates, embracing the possibility of multiple outcomes, and building collaboration are all key in the development of exercising effective conflict management.
In exercising conflict resolution it is important to recognize the types of conflict that are being confronted. Placing a emphasis on the strategy of encouragement, reflection, restatement, or validation all depend on the type of conflict being examined. All four steps are essential in contributing to the final goal of resolution and being able to decipher the appropriate one to emphasize is key in being able to solve all types of conflicts.