Julian kawohl 2015_0528_vienna_final
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This document discusses the relationship between startups and corporations. It presents four scenarios for how they interact: as separate worlds competing against each other; startups supporting corporate business through innovative solutions; startups challenging corporations as substantial competitors; and increased cooperation through partnership approaches. The document advocates for corporations and startups to work together more closely by addressing each other's value chains, shifting business models, and developing conceptual partnership approaches to foster innovation and transformation.
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Open Innovation: The First Decade
Open keynote presented 19 Sept 2013 at workshop “Strategizing open innovation: foundations for new approaches” at the University of Bath, School of Management.
Chapter 2 Schilling 2017 Sources of Innovation
Individuals, firms, universities, government laboratories, and private non-profit organizations can all be sources of innovation. Firms are well-suited for innovation activities because they have greater resources than individuals and a system to direct those resources. Innovation can come from individuals, either as lone inventors or users designing solutions to meet their own needs. Universities and government laboratories also contribute to innovation through research efforts. Regional clusters can spur innovation through proximity that facilitates knowledge exchange, as seen in technology hubs like Silicon Valley.
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• the essentials: What open innovation is and why it matters?
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Ppt 1 sources of innovation
Innovation can arise from many sources, including individuals, universities, government labs, non-profits, and firms. An even more important source is the linkages between these entities through networks and collaboration. Any innovation may emerge from one source or from the connections between sources. Sources of innovation can be thought of as a complex system with innovations coming from individual components or their interactions.
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Open innovation: only two things to remember
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
We present the two most important open innovation principles.
Recommended
Open Innovation: The First Decade
Open keynote presented 19 Sept 2013 at workshop “Strategizing open innovation: foundations for new approaches” at the University of Bath, School of Management.
Chapter 2 Schilling 2017 Sources of Innovation
Individuals, firms, universities, government laboratories, and private non-profit organizations can all be sources of innovation. Firms are well-suited for innovation activities because they have greater resources than individuals and a system to direct those resources. Innovation can come from individuals, either as lone inventors or users designing solutions to meet their own needs. Universities and government laboratories also contribute to innovation through research efforts. Regional clusters can spur innovation through proximity that facilitates knowledge exchange, as seen in technology hubs like Silicon Valley.
Strategic innovation slideshare
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Open Innovation: New Challenges, New Opportunities
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Many companies are moving beyond the basics of open innovation making this new paradigm of innovation even more complex, challenging – and rewarding. This is the outset for this session with Stefan Lindegaard in which we get into these topics:
• the essentials: What open innovation is and why it matters?
• an overview of the mindset and skills needed to succeed with open innovation
• insights from companies on the leading edge of open innovation
Ppt 1 sources of innovation
Innovation can arise from many sources, including individuals, universities, government labs, non-profits, and firms. An even more important source is the linkages between these entities through networks and collaboration. Any innovation may emerge from one source or from the connections between sources. Sources of innovation can be thought of as a complex system with innovations coming from individual components or their interactions.
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Research project by Sandra Cecet & Sanya Khanna. We are interested in the Open Innovation process, when, why and how is happens. As well, is it indeed such an open paradigm as a literature suggests.
Key Words: Open Innovation, Closed Innovation, Open-Closed Innovation, Multinational Companies, New Product Development, Radical Innovation, Mindset, Collaboration.
Open innovation: only two things to remember
To increase the efficiency of your innovation process the way to go is to implement the concept of open innovation
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Open Source and Open Innovation - Dr. Sabine Brunswicker - Red Hat Summit 2016
From Open Source Towards Open Innovation: Fostering Corporate Innovation with Open Source Software (OSS) Communities presented by Dr. Sabine Brunswicker.
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Open source software (OSS) is booming. Working the OSS way has become the new standard of software development. This trend has also changed the nature of OSS communities. While originally the domain of hobbyists and hackers, OSS communities are now attracting the participation of firms, both small and large ones. Indeed, OSS communities offer firms the opportunities to engage in what experts call ‘open innovation’. They open up to OSS communities and participate in OSS communities in order to create direct and indirect corporate innovation benefits. This presentation will focus on open innovation for new ‘industrial’ OSS communities, which bring together OSS vendors, OSS customers, as well as independent developers. One of the prominent examples of these new OSS communities is the OpenStack community in the area of cloud computing. These communities create unique opportunities not only for vendor but also for OSS customers to actively shape the agenda of the development activities and also implement this agenda. At the same time, these communities also expose firms to new management challenges given the size and diversity of the actors involved. In my talk I will provide very recent insights gained from a big data analysis focused on the ‘inner working mechanism’ of the OpenStack community. A deep dive into the contribution behavior of different vendors and OSS customers suggest that firms need to align their open innovation strategy with their idiosyncratic innovation interest, the development capabilities of their own employees, and their role in the community. For example, firms that seek to drive more radical changes in the OSS software should behave differently than those firms that are more focused on immediate quality improvements. In sum, the presentation will give those firms, which already participate in new ‘industrial’ OSS communities, as well as those ones, that only use OSS products, practical guidelines in how to use open innovation for the new ‘breed’ of OSS communities. Concrete examples will depict what kinds of features contributors suggested and how OSS vendors, OSS customers and independent developers collaborate in implementing those features.
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Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
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1. An overview of open innovation and real examples of companies adopting open innovation practices.
2. Insights into organizational readiness for open innovation and the human aspect based on research in academia and consulting.
3. Future aspects of open innovation.
4. A Q&A session.
The document discusses the shift to more open business models and collaboration with external partners to access new ideas and accelerate innovation. Open innovation can take various forms from sourcing ideas to joint development and commercialization of innovations.
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Open source software (OSS) is booming. Working the OSS way has become the new standard of software development. This trend has also changed the nature of OSS communities. While originally the domain of hobbyists and hackers, OSS communities are now attracting the participation of firms, both small and large ones. Indeed, OSS communities offer firms the opportunities to engage in what experts call ‘open innovation’. They open up to OSS communities and participate in OSS communities in order to create direct and indirect corporate innovation benefits. This presentation will focus on open innovation for new ‘industrial’ OSS communities, which bring together OSS vendors, OSS customers, as well as independent developers. One of the prominent examples of these new OSS communities is the OpenStack community in the area of cloud computing. These communities create unique opportunities not only for vendor but also for OSS customers to actively shape the agenda of the development activities and also implement this agenda. At the same time, these communities also expose firms to new management challenges given the size and diversity of the actors involved. In my talk I will provide very recent insights gained from a big data analysis focused on the ‘inner working mechanism’ of the OpenStack community. A deep dive into the contribution behavior of different vendors and OSS customers suggest that firms need to align their open innovation strategy with their idiosyncratic innovation interest, the development capabilities of their own employees, and their role in the community. For example, firms that seek to drive more radical changes in the OSS software should behave differently than those firms that are more focused on immediate quality improvements. In sum, the presentation will give those firms, which already participate in new ‘industrial’ OSS communities, as well as those ones, that only use OSS products, practical guidelines in how to use open innovation for the new ‘breed’ of OSS communities. Concrete examples will depict what kinds of features contributors suggested and how OSS vendors, OSS customers and independent developers collaborate in implementing those features.
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Open innovation became a key success factor for many companies today. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, Netnography, idea contests, technology scouting, or broadcast search? This interactive debate will analyze different platforms that are meant to accelerate innovation. You will leave with a better understanding of the options that are out there and whether it makes sense for you to invest in a certain platform. In reaching their conclusion, innovation professionals must:
Weigh the pros and cons of turning to a technology provider to help solve your OI needs
Understand the landscape of open innovation intermediaries and platforms
Make the most of your investment in an OI platform
Open Innovation: An Introduction and Overview (Chalmers)
Presentation on "Open Innovation: An Introduction and Overview"
Part of seminar on “Open innovation - managing innovation across organizational boundaries” at Chalmers University of Technology, organization by the Managing-In-Between (MIB) research group at the Management of Organizational Renewal and Entrepreneurship (MORE) division at the Department of Technology Management and Economics (TME).
Description:
What does open innovation really mean? How does it change how we think about innovation processes? What are the managerial and organizational implications? Join us in this seminar to explore these questions with researchers and practitioners active in the field!
About the seminar:
The Managing-In-Between research group at the Department of Technology Management and Economics invites you to an inspiring seminar around open innovation, a topic that has gained increasing interest among researchers and practitioners. This seminar will highlight how the concept of open innovation has evolved, what it actually means, and outline where the research frontier is.
The seminar will feature presentations from one of the prominent researchers in the field of open innovation, Associate Professor Marcel Bogers, University of Southern Denmark as well as researchers from the Managing-In-Between research group at Chalmers, led by Associate Professor Susanne Ollila.
After the initial presentations, we would like to invite the audience to participate in a discussion around the organizational and managerial implications of open innovation for practice. This could be especially interesting to discuss in the Chalmers context where several efforts have been made to increase collaboration and innovation across organizational boundaries, but we still need to further our knowledge of how to support and manage such initiatives.
Source: http://www.chalmers.se/en/departments/tme/calendar/Pages/Open-innovation-seminar.aspx
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Innovation and Open Innovation
The document discusses innovation, open innovation, diffusion of innovations, and crowdfunding. It provides background on key concepts such as Everett Rogers' diffusion of innovations theory and the stages an individual goes through in adopting an innovation. It describes how innovations spread through social systems and the factors that influence adoption rates. It outlines open innovation and how companies can benefit from both external and internal ideas. It also summarizes crowdfunding models and common mistakes in crowdfunding campaigns.
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This presentation covers the concept of innovation, types of innovation, observations on the pattern of innovation, and innovation development.
Open innovation: Past, Present and Future Aspects
This document provides an agenda for a guest lecture on open innovation including:
1. An overview of open innovation and real examples of companies adopting open innovation practices.
2. Insights into organizational readiness for open innovation and the human aspect based on research in academia and consulting.
3. Future aspects of open innovation.
4. A Q&A session.
The document discusses the shift to more open business models and collaboration with external partners to access new ideas and accelerate innovation. Open innovation can take various forms from sourcing ideas to joint development and commercialization of innovations.
Shaping the Future of Open Innovation
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
Diffusion, Adopters and Innovation
The document discusses the concept of diffusion, which is the process by which new ideas spread through social groups and become innovations. Diffusion is a type of social change that results from this process of a new idea being communicated and adopted by members of a social system. For an idea to result in social change, it needs to go through the diffusion process and be adopted by enough individuals to reach a critical mass and become self-sustaining. The rate of diffusion of a new idea depends on factors like its perceived advantages, compatibility, complexity, trialability, and observability.
The discipline of innovation
This document discusses sources of innovation opportunities. It identifies seven key opportunity areas for innovation, both inside and outside a company. The opportunity areas inside a company include: 1) unexpected occurrences, 2) incongruities, 3) process needs, and 4) industry and market changes. The opportunity areas outside a company include: 5) demographic changes, 6) changes in perception, and 7) new knowledge. Effective innovation starts small, requires knowledge and focus, and involves analyzing sources of new opportunities.
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1. The document discusses challenges that financial institutions face when adopting external innovations from startups and vendors. It explores issues such as risk management, cultural differences, and long sales cycles.
2. It identifies "leaks" in the innovation process where collaboration is lacking between innovators and customers during problem identification and solution testing. It also finds issues with startups successfully adopting their solutions.
3. Potential solutions discussed include financial institutions being more open to startups they have existing relationships with, startups employing staff with customer knowledge, and partnering with companies that complement their solutions and have customer connections.
Enabling continuous and discontinuous innovation learning from the private se...
This article discusses innovation management in both the public and private sectors. It argues that while much research has focused on private sector innovation, the core innovation processes are equally relevant for public organizations. The article outlines a generic innovation process that all organizations face, including searching for opportunities, selecting projects, implementing innovations, and learning. It also discusses the challenges of managing both continuous, or incremental, innovation as well as discontinuous innovation in times of change. The article advocates that organizations develop routines to enable different types of innovation.
C18TP L5 Creativity_Innovation & Entrepreneurship (Dubai).pptx
Creativity, innovation, and entrepreneurship are interrelated concepts. Creativity involves generating new ideas through imagination and critical thinking. Innovation is applying creative ideas to problems and opportunities to create value. Entrepreneurship involves starting a business based on an innovative idea. The document discusses defining and distinguishing creativity, innovation, and types of innovation like incremental vs radical. It also covers sources of innovation, frameworks like the 4 Ps of innovation, and open vs closed innovation models. Barriers to innovation for small businesses and benefits of creativity are also summarized.
Unit 1
The document discusses innovation and entrepreneurship. It defines innovation as the successful implementation of new ideas, whether products, processes or systems. Entrepreneurship is defined as starting and managing a business to make a profit by taking on risks and opportunities. The document outlines different types of innovation like breakthrough, sustaining, new market, and disruptive innovations. It emphasizes that innovation and entrepreneurship are important for economic growth and for businesses to stay competitive through constant evolution.
632020 Sources, Rules, and Creation of an Innovation Guide S.docx
6/3/2020 Sources, Rules, and Creation of an Innovation Guide Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8134/200100/Scoring_Guides/u08a1_scoring_guide.html 1/1
Sources, Rules, and Creation of an Innovation Guide Scoring Guide
Due Date: End of Unit 8
Percentage of Course Grade: 35%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Analyze how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines of disruptive
innovation.
25%
Fails to mention how
effectively a publicly
traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Outlines how effectively a
publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively
a publicly traded for-profit
organization applies
theories, models, and
guidelines for disruptive
innovation.
Analyzes how effectively a publicly traded
for-profit organization applies theories,
models, and guidelines for disruptive
innovation. Synthesizes the application for
gaps in an exceptionally accurate and
impressive manner.
Develop approaches for
leading strategic foresight
and suggest alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
25%
Fails to list approaches
for leading strategic
foresight and suggesting
alternative models of
disruptive and value
innovation for a publicly
traded for-profit
organization.
Outlines approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for
leading strategic foresight
and suggests alternative
models of disruptive and
value innovation for a
publicly traded for-profit
organization.
Develops approaches for leading strategic
foresight and suggests alternative models of
disruptive and value innovation for a publicly
traded for-profit organization.
Recommendations are supported with
substantial literature and superiority in
critical thinking skills is evident.
Create an innovation
“cookbook” with best
practice guidelines.
25%
Fails to create an
innovation “cookbook”
with best practice
guidelines.
Makes a limited attempt
at creating an innovation
“cookbook” with limited
practice guidelines and
limited or no supporting
theories.
Creates an innovation
“cookbook” with best
practice guidelines.
Creates a robust innovation “cookbook” with
exceptional clarity of best practice
guidelines. Presents and carefully integrates
supporting theories and highlighting
similarities and differences.
Communicate in a manner
expected of doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
25%
Fails to communicate in a
manner expected of
doctoral-level
composition, including full
APA compliance and
demonstration of critical
thinking skills.
Communicates at a basic
level in a manner
expec.
632020 Sources, Rules, and Creation of an Innovation Guide S.docx
The document is a scoring guide for an assignment in a Capella University course on innovation. It outlines the criteria and grading levels for evaluating student submissions. The assignment involves analyzing how a publicly traded company applies theories of disruptive innovation, developing approaches for strategic foresight and alternative innovation models, creating an innovation guidebook, and communicating at a doctoral level with APA compliance. Students can receive basic, proficient, or distinguished ratings in each category, with the assignment worth 35% of the total course grade.
Innovation. Continuous innovation, innovation culture
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#RIS3 Know in target: Marian García
The document discusses the evolution of innovation models from closed to open. It explains that in the past, companies relied solely on internal research and development, but that open innovation has become more important. Open innovation involves collaborating with external partners such as suppliers, customers, universities and more. This allows companies to access a wider range of ideas and expertise beyond their own walls. Some challenges of open innovation mentioned include changing company culture, managing partnerships and intellectual property issues. Overall open innovation is seen as key to innovation in many industries like food and drink where collaborations with suppliers, customers and consumers dominate the ecosystem.
Qs- 3M1 - Rethinking Innovation Background Large (7oK employees- -$15b.pdf
Qs:
3 M 1 : Rethinking Innovation Background Large (7oK employees, \$15bo sales), global
operations (200 countries), multi-product (50K range), multi-market business. Innovation 'Claim
to Fame' This company has been around for just over 100 years and during that period has
established a dear reputation as a major innovator. Their technical competenoe has been built up
by a long-term commitment to R\&D on which they currently spend around \$1bn p.a-; this has
yielded them a regular position in the top 10 in US patents granted. They have latuched a number
of breakthrough products which have established completely new markets and they have set
themselves a consistent stretch target of getting 30% of sales turnover from products launched
during the past four years. How Do They Manage Innovation? The company presents a
consistent picture in interviews and in publications - innovation suceess is a consequence of
creating the culture in which it can take place - it becomes the way we do things around here' in a
very real sense. This philosophy is borne out in many anecdotes and case histories - the key to
their success has been to create the conditions in which innovation can arise from any one of a
number of directions, including lacky accidents, and there is a deliberate attempt to avoid patting
too much structure in place since this would constrain innovation. Innovation Strategy and
Leadership The company bas always valued innovation and this has been a consistent and key
theme since their inception; their hero' figures amongst previous CEOs have been strongly
associated with enacting and supporting the innovation culture which characterises the firm.
Their everall innovation strategy is focused on two core themes - deep technological competence
and strong product development capabilities. They combine these to enable them to offer a
steady stream of breakthrough products and line extensions/product improvements. A great
strength is the integrated input from the technical and marketing. side which enables 'creative
association', coming up with new and often powerful combinations of needs and means. A
number of key strategic enablers are worth flagging: - Setting stretch targets - such as x % of
sales from products introduced during the past y years' - provides a clear and consistent message
and a focus for the whole organization - Allocating resources as 'slack' - space and time in which
staff can explore and play with ideas, build on chance events or combinations, ete. 'For more on
this company and the ways in which it manages innovation see Gundling, E. (2000). The 3 M
wevey to innovotion: Ralancing people and profit. New York, Kodansha International Q2013 Joe
Tidd, John Bessant, Keith Pavitt 1 - Encouragement of 'bootlegging' employees working on
innovation projects in their own time and often accessing resources in a non-formal way - the
'benevolent blind eye' effect. - Provision of staged resource support for innovators who want to
take an .
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Julian kawohl 2015_0528_vienna_final
- 1. 11Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Beyond the honeymoon period: Symbiosis between startups and corporates Prof. Dr. Julian Kawohl, University of Applied Sciences, HTW Berlin 28.05.15
- 2. 22Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM As-is situation like in the beginning of the movie „Indecent Proposal“ Source: Internet research
- 3. 33Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Scenarios for corporates and startups Source: Own diagram/Pictures: Internet research CompetitionCompetitionCooperationCooperation2 Separate Worlds2 Separate Worlds Different markets: Corporates = general marketplace, traditional non-digital business; Startups = niche markets and digital business Ecosystems not sufficiently connected No understanding for the other side, different language, culture, people
- 4. 44Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Corporate vs. startup world – success factors Disruptive ideas, innovation Entrepreneurs, experts Network, collaboration, open source Customer focus, sharp USP (New) technology Speedboat attitude, agileness, unorthodox processes „start small, fail fast, learn faster“ culture Experience, history Money, (investment) opportunities to turn a huge wheel Brand Customer base Specific resources/know-how/ core competencies Economies of scale Clear processes, disciplined, perfection-focused StartupStartupCorporateCorporate Source: Own diagram/Pictures: Internet research
- 5. 55Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Scenarios for corporates and startups Source: Own diagram/Pictures: Internet research CompetitionCompetitionCooperationCooperation2 Separate Worlds2 Separate Worlds Startups with innovative solutions especially for B2C markets that also support Corporate Business Make-or-buy and outsourcing options increase partnerships Startups as multiplier for corporate innovation and transformation
- 6. 66Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Incubator Venturing/M&A/R&D Grants Conceptual partnership approaches for corporates & startups Impact Time Optimize Enhance Shift Disrupt Innovation Management Contest, Special Interest Groups etc. Primarily internal focus Internal and external focus Primarily external focusEntrepreneurship Programs (i.e. Entrepreneur in Residence) Accelerator 1 year 2-3 years 3-5 years 6-10 years Strategic and Tactical Partnerships (i.e. Supplier or Customer) Innovation Journeys, Hackathon, Workshops, Conferences, Network engagement, PR in Startup Media Source: Own diagram
- 7. 77Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Scenarios for corporates and startups Source: Own diagram/Pictures: Internet research CompetitionCompetitionCooperationCooperation2 Separate Worlds2 Separate Worlds Substantial challenger almost in any vertical, strong followers also growing War for (entrepreneurial) talents and (digital) experts Startup programs under CFO Review
- 8. 88Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Infrastructure HR R&D Sourcing M argin M argin Marketing &Sales Advice/ Consulting Implementatio n Operations & IT Customer Servcie Infrastructure HR R&D Sourcing M argin M argin Marketing &Sales Advice/ Consulting Implementatio n Operations & Transaction &IT Customer Servcie Startups adress step by step traditional corporate value chains (selection) Industry Time/ PhaseOptimize High Impact Fundamenta l Disruptive FinTechFinTech OEMOEM MediaMedia RetailRetail Source: Porter, own diagram HealthcareHealthcare TourismTourismIT, TelcoIT, Telco Infrastructure HR R&D Sourcing M argin M argin Inbound Logistics Operations/ IT Outbound Logistics Marketing &Sales Customer Servcie Infrastructure HR R&D Sourcing M argin M argin Marketing &Sales Production Distribution& Logistics IT Customer Servcie
- 9. 99Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM Shift in business models provides further collaboration opportunities for startups and corporates (selection) Source: Own diagram Potential future (additional) business model Potential future (additional) business modelBusiness model todayBusiness model today Mobility Provider Solution Provider Wealth Manager Prevention Manager Edutainment Provider Automotive Insurance Banking Healthcare Media OEM of cars Risk Manager Therapy Provider Entertainment Provider Cash Flow and Investment Manager
- 10. 1010Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM What should be done? Source: Own diagram
- 11. 1111Prof. Dr. Julian Kawohl TRUE ECONOMY FORUM As-if situation like in the end of the movie „Indecent Proposal“? Source: Internet researchSource: Internet research