EECSport Steering committee overview of strategic doingKim Mitchell
Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.
Change Labs: Taking Bold Risks, But not AloneLisa Joy Trick
Citizens continue to demand government leadership on problems that are complex, multifaceted, and not solely within government jurisdiction: healthcare, the environment, poverty, transportation and crime, just to name a few. These are ongoing, intractable system-level problems that are complex: there is no procedure, no method, no approach, that can reliably, predictably, and repeatedly make progress on these areas.
These complex problems are beyond the scope of any one actor — individual, community, company, or government—to solve. Collaboration on cross-sector solutions is necessary, but far from straightforward. Provincial and federal governments, in particular, face an identity crisis. The traits that served them well historically, and form the core of their approach—stable, reliable, consistent… in a word, bureaucratic — are now factors constraining their ability to adapt, collaborate and innovate on complex challenges that do not substantively respond to traditional approaches.
Government needs to be able to innovate, which requires taking risk, something that runs contrary to an organization designed to reliably produce predicted outcomes and responsibly manage the public purse. This is especially true in a time of austerity, with a hyper-reactive media ready to jump on any mistake, and a distrusting public. Evolving to a new governance model is going to require a bridge.
Change labs refer to a wide range of social technologies that allow parties to experiment and share risk in a new way. Labs are a place where multiple parties come together around a common problem, in a “space”, which temporarily disrupts existing power structures. Actors work together to expand their understanding of a problem, identify points of intervention, and prototype and iterate solutions in a safe, supportive environment where participants co-develop and share the risk associated with those solutions. This has the potential to unlock new pathways on problems, by creating space for government to partner with others in a different way.
MarketShift Lockheed Martin Workshop on Condition Based MaintenanceEd Morrison
These slides introduced an agile strategy workshop in which we began to design an innovating network of companies to move the Navy further along in the adoption of Condition Based Maintenance.
As part of an effort to transform Purdue's School of Mechanical Engineering, the faculty have begun exploring new initiatives – – low-cost, high leverage – – that can strengthen the learning experience of undergraduate students within the department. Here's a list of ideas on which we will focus our initial efforts. To learn more about the transformation of Purdue's School of Mechanical Engineering see http://purdue.edu/recourse.
EECSport Steering committee overview of strategic doingKim Mitchell
Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.
Change Labs: Taking Bold Risks, But not AloneLisa Joy Trick
Citizens continue to demand government leadership on problems that are complex, multifaceted, and not solely within government jurisdiction: healthcare, the environment, poverty, transportation and crime, just to name a few. These are ongoing, intractable system-level problems that are complex: there is no procedure, no method, no approach, that can reliably, predictably, and repeatedly make progress on these areas.
These complex problems are beyond the scope of any one actor — individual, community, company, or government—to solve. Collaboration on cross-sector solutions is necessary, but far from straightforward. Provincial and federal governments, in particular, face an identity crisis. The traits that served them well historically, and form the core of their approach—stable, reliable, consistent… in a word, bureaucratic — are now factors constraining their ability to adapt, collaborate and innovate on complex challenges that do not substantively respond to traditional approaches.
Government needs to be able to innovate, which requires taking risk, something that runs contrary to an organization designed to reliably produce predicted outcomes and responsibly manage the public purse. This is especially true in a time of austerity, with a hyper-reactive media ready to jump on any mistake, and a distrusting public. Evolving to a new governance model is going to require a bridge.
Change labs refer to a wide range of social technologies that allow parties to experiment and share risk in a new way. Labs are a place where multiple parties come together around a common problem, in a “space”, which temporarily disrupts existing power structures. Actors work together to expand their understanding of a problem, identify points of intervention, and prototype and iterate solutions in a safe, supportive environment where participants co-develop and share the risk associated with those solutions. This has the potential to unlock new pathways on problems, by creating space for government to partner with others in a different way.
MarketShift Lockheed Martin Workshop on Condition Based MaintenanceEd Morrison
These slides introduced an agile strategy workshop in which we began to design an innovating network of companies to move the Navy further along in the adoption of Condition Based Maintenance.
As part of an effort to transform Purdue's School of Mechanical Engineering, the faculty have begun exploring new initiatives – – low-cost, high leverage – – that can strengthen the learning experience of undergraduate students within the department. Here's a list of ideas on which we will focus our initial efforts. To learn more about the transformation of Purdue's School of Mechanical Engineering see http://purdue.edu/recourse.
The Sunshine Coast is one of the fastest growing regional economies in Australia. The University of the Sunshine Coast has stepped forward to become an anchor for the region.
These are slides presented in a keynote address to the Sunshine Coast Futures Conference held at the University of the Sunshine Coast in December, 2014. You can learn more about the region here: http://sunshinecoastfutures.com.au
Transforming an economy requires a portfolio of collaborations.
A competitive and dynamic economy needs brainpower with 21st-century skills; the networks to support entrepreneurs and innovative growth companies; quality, connected places that are sticky to both people and firms; and new narratives to guide people toward the future you are designing and developing.
Many of the "drivers" of prosperous communities and regions -- fast growing companies, creative people, innovation hot spots, clusters -- are emergent phenomena.
Strategic Doing focuses on the types of collaborative investments that gives rise to these key factors. Authors like Michael Porter (clusters), Richard Florida (creative people), Tom Peters (high growth companies) and, lately, Bruce Katz at Brookings (innovation districts) are looking at the same world, but from different perspectives.
Pathways to Innovation | September 2015Ed Morrison
Pathways to Innovation represents a transformative initiative funded by National Science Foundation, led by Stanford University and managed by VentureWell.
Using the agile strategy discipline of Strategic Doing, the initiative has engaged 37 universities (soon to be 51 universities) in redesigning the undergraduate experiences in engineering. The university teams are learning how to build and guide complex collaborations needed to transform the curriculum, add new certifications, and develop new maker spaces among other things.
To learn more, contact Peggy Hosea at Purdue: phosea@purdue.edu
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
Keynote | New Jersey Institute of Technology Launch of the MarketShift Initi...Ed Morrison
Defense budgets are heading downward in this fiscal trend carries severe implications for defense supply chains. The Department of Defense has made a significant investment in the New Jersey Institute of Technology's MarketShift initiative.
MarketShift is designed to diversify markets for defense suppliers. The approach is heavily reliant on new agile strategy disciplines, called Strategic Doing.
Agile Strategy: A How-To Guide for Building and Nurturing Industry ClustersGIS Planning
Like attracts like. Success breeds success. Industry clusters are a boon to economic developers because of their magnetic effect on other businesses in the same sector, and the supply chain. But what do you do if you don't happen to be fortunate to already have a biotech, food processing or aerospace corridor in your community? According to guest presenter Ed Morrison, director of Agile Strategy, you go out and build one.
Morrison refers to his method as "strategic doing," accelerating network development in an intentional and disciplined way. This is different than the "analysis paralysis" methods of the past. It forms collaborations quickly by "linking and leveraging" assets across the network.
In this webinar, he discusses how to build regional innovation clusters, spaces where companies that share a similar competitive space decide to form a network, develop a strategic agenda to address common issues, and make anchor investments. This includes:
*Shifting the conversation towards collaboration
*Protocol for quickly building networks
*Developing a strategic, active agenda
*Managing this complex strategy with simple rules
*Identify different stages that clusters move through
MSU Strategic Doing Detroit Workshop SlidesEd Morrison
Introductory slides to a Strategic Doing workshop at Michigan State designed to get tighter alignment and leverage from the university's Detroit-based initiatives.
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
Oklahoma City: Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules.
Here's the presentation I delivered.
Wabash Heartland Innovation Network Presentation February 2019 Ed Morrison
The Wabash Heartland Innovation Network (WHIN: http://whin.org) is designing new networks to support the development and deployment of technologies for smart manufacturing and smart agriculture.
We have been working on new approaches to ecosystem development that can accelerate the development of WHIN, This presentation explains.
The Sunshine Coast is one of the fastest growing regional economies in Australia. The University of the Sunshine Coast has stepped forward to become an anchor for the region.
These are slides presented in a keynote address to the Sunshine Coast Futures Conference held at the University of the Sunshine Coast in December, 2014. You can learn more about the region here: http://sunshinecoastfutures.com.au
Transforming an economy requires a portfolio of collaborations.
A competitive and dynamic economy needs brainpower with 21st-century skills; the networks to support entrepreneurs and innovative growth companies; quality, connected places that are sticky to both people and firms; and new narratives to guide people toward the future you are designing and developing.
Many of the "drivers" of prosperous communities and regions -- fast growing companies, creative people, innovation hot spots, clusters -- are emergent phenomena.
Strategic Doing focuses on the types of collaborative investments that gives rise to these key factors. Authors like Michael Porter (clusters), Richard Florida (creative people), Tom Peters (high growth companies) and, lately, Bruce Katz at Brookings (innovation districts) are looking at the same world, but from different perspectives.
Pathways to Innovation | September 2015Ed Morrison
Pathways to Innovation represents a transformative initiative funded by National Science Foundation, led by Stanford University and managed by VentureWell.
Using the agile strategy discipline of Strategic Doing, the initiative has engaged 37 universities (soon to be 51 universities) in redesigning the undergraduate experiences in engineering. The university teams are learning how to build and guide complex collaborations needed to transform the curriculum, add new certifications, and develop new maker spaces among other things.
To learn more, contact Peggy Hosea at Purdue: phosea@purdue.edu
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
Keynote | New Jersey Institute of Technology Launch of the MarketShift Initi...Ed Morrison
Defense budgets are heading downward in this fiscal trend carries severe implications for defense supply chains. The Department of Defense has made a significant investment in the New Jersey Institute of Technology's MarketShift initiative.
MarketShift is designed to diversify markets for defense suppliers. The approach is heavily reliant on new agile strategy disciplines, called Strategic Doing.
Agile Strategy: A How-To Guide for Building and Nurturing Industry ClustersGIS Planning
Like attracts like. Success breeds success. Industry clusters are a boon to economic developers because of their magnetic effect on other businesses in the same sector, and the supply chain. But what do you do if you don't happen to be fortunate to already have a biotech, food processing or aerospace corridor in your community? According to guest presenter Ed Morrison, director of Agile Strategy, you go out and build one.
Morrison refers to his method as "strategic doing," accelerating network development in an intentional and disciplined way. This is different than the "analysis paralysis" methods of the past. It forms collaborations quickly by "linking and leveraging" assets across the network.
In this webinar, he discusses how to build regional innovation clusters, spaces where companies that share a similar competitive space decide to form a network, develop a strategic agenda to address common issues, and make anchor investments. This includes:
*Shifting the conversation towards collaboration
*Protocol for quickly building networks
*Developing a strategic, active agenda
*Managing this complex strategy with simple rules
*Identify different stages that clusters move through
MSU Strategic Doing Detroit Workshop SlidesEd Morrison
Introductory slides to a Strategic Doing workshop at Michigan State designed to get tighter alignment and leverage from the university's Detroit-based initiatives.
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
Oklahoma City: Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules.
Here's the presentation I delivered.
Wabash Heartland Innovation Network Presentation February 2019 Ed Morrison
The Wabash Heartland Innovation Network (WHIN: http://whin.org) is designing new networks to support the development and deployment of technologies for smart manufacturing and smart agriculture.
We have been working on new approaches to ecosystem development that can accelerate the development of WHIN, This presentation explains.
Better by Design workshop, Wilton Centre, 26th Nov 2013BenPeace
Sustainable Business and Chemical Engineering.
Run by C-Tech Innovation, in collaboration with Chemistry Innovation and Environmental Sustainability Knowledge Transfer Networks, and the IChemE.
Abridged version of a presentation given at the OOWA Decentralized Wastewater Symposium held in Peterborough, Ontario. Brief overview of the Centre for Alternative Wastewater Treatment, its partners and its specialty: assisting innovative companies with the onsite and alternative wastewater technologies.
Florida High Tech Corridor Regional Leadership Conference April 2014Ed Morrison
Presentation at the 2014 High Tech Corridor Regional Leadership Conference
How can a region like the High Tech Corridor and the diverse communities that are a part of it keep up with rapid technological, economic and social change and still maintain its equilibrium? How can business leaders effectively collaborate with educational institutions, workforce boards, and nonprofits to better utilize the talents of our diverse workforce – one that includes everyone from millennials to seniors? What does Tampa Bay need to do – at the regional and local level – to ensure its future economic competitiveness? Spark Growth, Florida's High Tech Corridor, and the Tampa Bay Partnership explored these and other related issues in depth at The 2nd Annual Regional Leadership Conference April 10 and 11, 2014.
The future of logistics | Accelerating innovation through collaboration .pdfEd Morrison
Introductory slides for a workshop held at Purdue University on December 14, 2023. This workshop brought together industry representatives to identify challenges that could lead to productive collaborations with Purdue researchers.
Slides from a research seminar presented at the University of the Sunshine Coast. The slides trace through how Strategic Doing developed and how existing scholarly research explains why this model works.
Strategic Doing and the 2d Curve: the Story of FlintEd Morrison
Bob brown, a leader in the Strategic Doing movement, explains how he has used Strategic Doing to transform neighborhoods in Flint over the past eight years.
Our universities need a redesign. The good news: the changes are not dramatic, and they can be managed. The bad news: those that do not change will be disrupted. Christensen warned us. (https://amzn.to/2vw484E)
The needed changes go beyond cost-cutting. It's a mind shift, a deep embrace of multidisciplinary approaches to complex, "wicked" challenges.
This shift has proven difficult. It requires three adjustments among faculty. First, they need to bridge their disciplinary divides and learn how to collaborate. Second, they need to move into what MIT professor Donald Schon called the "swampy lowlands" of real world problems. Third, faculty need to be open to the new forms of knowledge that are generated in the lowlands. (http://bit.ly/2PEB6qa)
Many academics spend their time publishing abstruse technical papers in obscure academic journals read by a few dozen people. Why? That's the one sure path to tenure and promotion.
In 1990 Ernest Boyer, published a seminal report: Scholarship Reconsidered. (http://bit.ly/Boyer1990). Boyer argued that faculty reward systems were too narrowly drawn.
It's time to recommit to Boyer's path and embrace new experiments in university design. We've been working on this challenge with our colleagues from Fraunhofer.
The 5 Focus Areas that Define Agile StrategyEd Morrison
This graphic defines agile strategy in more detail. Using an S-Curve to explain the life cycle fo a product line, a business unit, unit or a firm, the graphic highlights the five strategic focus areas that define agility.
Years ago, one of my mentors, David Morgenthaler, an iconic venture capitalist and founder of Morgenthaler Ventures ( http://bit.ly/2rXuF99 ), gave me valuable advice. To explain the challenges ahead, David told me, rely on the S-curve.
An S-Curve describes how living systems change over time. A sociologist, Everett Rogers, first applied these ideas to the diffusion of innovation in the 1960s. In the 1980’s a McKinsey consultant, Richard Foster, used the S-Curve in his book, Innovation: The Attacker’s Advantage.
In the 1990s, management thinkers Charles Handy and Geoffrey Moore made use of the S-curve in their writings. And more recently, two consultants from Accenture have written a book, Jumping the S-Curve, to explain how this simple model provides powerful insights.
Not surprisingly, then, as we begin building out a network of Agile Strategy Labs, I found the S-Curve a useful way to describe how management challenges shift over time.
There are four basic phases: 1) recombinant innovation 2) business model development 3) continuous improvement; and 4) release.
We are aligning our work to these phases. Here's an early version, as we work this through. Feel free to e-mail me with your thoughts at the College of Business, University of North Alabama: emorrison1@una.edu
This proposal outlines the major workflows needed to build out an Industry 4.0 Assessment. The Assessment would leverage Strategic Doing as a collaboration operating system and platform across the enterprise.
5 Things We Think We Know About Strategy -- And Why We're WrongEd Morrison
Strategic Doing is an agile strategy discipline for complex collaborations, open innovation and ecosystems. In the years that we took to develop the discipline, we learned a few myths about strategy that we'd like to share.
Lockheed: Developing an Ecosystem to InnovateEd Morrison
This presentation provides an overview of how the Purdue Agile strategy Lab developed an innovation ecosystem for Lockheed to solve a particular complex challenge.
Introduction to the Purdue Agile Strategy Lab January 2019Ed Morrison
This presentation gives you an overview of the activities of the Purdue Agile Strategy Lab. We developed Strategic Doing, an open source operating system for collaboration, open innovation and ecosystem development.
We also work closely with Fraunhofer IAO on innovation and technology management and with Human Insight, a Dutch firm that focuses on cognitive diversity in teams.
It is one thing to use the term “ecosystems” as a metaphor. It is quite another to create a new visual language to help universities and their partners see them. That is what the Purdue Agile Strategy Lab has been working on over the last few years. In partnership with Fraunhofer IOA based in Stuttgart, Germany they’ve develop a set of visual frameworks that can be used and adapted in efforts related to innovation, entrepreneurship, technology transfer and a wide variety of economic development-related strategies.
Jumping the Curve: Innovation in New JerseyEd Morrison
For the past 4 years, a team from Purdue and Fraunhofer has been working with the New Jersey Innovation Institute. Thinking of New Jersey as a testbed, we have piloted a number of pathbreaking initiatives to redefine the role of the university in the development of innovation ecosystems.
The concept of clusters has been around for nearly 30 years. However, not enough is known about how they form. Until now. The Purdue Agile Strategy Lab as focused on how to design and guide the conversations that lead to productive clusters. This article provides a summary.
Presentation: Jumping the Curve in WorkforceEd Morrison
For too long, we have trying to "fix" an adaptive challenge -- preparing for the future of work -- with technical, linear thinking. To jump the curve and design what's next, we need to think differently. The good news: We've figured out the simple rules of complex collaboration.
Jumping the Curve in Workforce DevelopmentEd Morrison
Designing new approaches to workforce development requires us to think differently. We should stop trying to fix old systems that were never designed to work together. Instead, we need to take a different perspective and design what's next. Here's a start.
Mahoning Valley Culture Initiative Strategic Action Plan v 0.1Ed Morrison
Compiled from the 90 minute workshop, this strategic action plan identified 3 opportunities to focus the strategy for moving Mahoning Valley forward.
On August 13, 2018, a representative group of arts, government, business, and civic leaders will come together with national advocates to develop strategies for amplifying revitalization efforts and mobilizing the Mahoning Valley’s cultural assets. A lunch conversation led by David Brooks, as part of the Aspen Institute’s Weave: The Social Fabric Project, began the session.
A Strategic Doing workshop led by Ed Morrison and the Purdue Agile Strategy Lab examined how collaboration can support economic development in the Valley.
A Look Inside the Purdue Agile Strategy LabEd Morrison
Interest in our work is growing dramatically. Why? Because more and more organizations are confronting a stark reality: the old ways of working together aren't working. At the Purdue Agile Strategy Lab we are pioneering practical solutions for complex environments.
These tools, frameworks and disciplines enable individuals, organizations and communities to confront complex challenges -- wicked problems -- with the confidence that they can generate innovative solutions. We are not fixing old problems. We are designing new systems.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
40. Owen County
Progress, then decline
Hart County
Steady progress
Lewis County
No progress Strategy is not a plan.
Strategy is a process, a
collective, distributed habit
that must nurtured taught,
and, above all, practiced.
41. Strategy is not a plan.
Strategy is a process, a
collective, distributed habit
that must nurtured taught,
and, above all, practiced.