The document discusses innovation hubs and strategies for getting value from R&D investments. It begins by providing context about Australia's declining commodities industry and the government's push for innovation in other sectors. It then discusses different types of innovation hubs like incubators and accelerators, providing case studies. It also addresses criticisms of innovation programs and strategies for organizational success, including the need for ambidexterity. Throughout, it emphasizes the importance of social networks, diversity, and tolerating risk and mistakes in fostering innovation.
This document discusses different perspectives on the purpose of school. It lists three potential purposes: 1) developing reading, writing and arithmetic skills for university entrance; 2) forming a network of friends and contacts; and 3) providing a safe and happy environment. It also includes charts about school climate index and academic performance. Finally, it discusses concepts like quantum knowledge physics, the A-frame of trust, and an happiness at work survey for KHDA.
The document discusses sustainable knowledge management and open innovation. It presents on global megatrends that will impact future organizations and the workforce. Knowledge management initiatives need to enable innovation to be sustainable for Industry 4.0 and future organizations. Incorporating knowledge management within an open innovation strategy is a possible solution to address these changes. The presentation provides an overview of knowledge processes, reasons for past knowledge management failures, benefits of open innovation, and a framework for implementation.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
The document discusses the KMAgile approach to developing a knowledge management (KM) framework. KMAgile focuses on rapidly delivering measurable results through carefully selected pilot projects to build KM strategy and capability. It involves three sprints over 12 weeks to plan, develop, execute and continuously refine a context-relevant KM strategy through practical application and evaluation of KM concepts. The goal is to satisfy clients with early delivery of a sustainable KM framework that can adapt to changing needs and requirements.
The document provides information about knowledge cafés and other conversational techniques. A knowledge café is a structured conversation where participants discuss a topic to share ideas and gain a deeper understanding. It involves small group discussions followed by sharing insights with the whole group. Other techniques discussed include world cafés, open space technology, and after-action reviews which are used to promote learning from experiences.
This document discusses different perspectives on the purpose of school. It lists three potential purposes: 1) developing reading, writing and arithmetic skills for university entrance; 2) forming a network of friends and contacts; and 3) providing a safe and happy environment. It also includes charts about school climate index and academic performance. Finally, it discusses concepts like quantum knowledge physics, the A-frame of trust, and an happiness at work survey for KHDA.
The document discusses sustainable knowledge management and open innovation. It presents on global megatrends that will impact future organizations and the workforce. Knowledge management initiatives need to enable innovation to be sustainable for Industry 4.0 and future organizations. Incorporating knowledge management within an open innovation strategy is a possible solution to address these changes. The presentation provides an overview of knowledge processes, reasons for past knowledge management failures, benefits of open innovation, and a framework for implementation.
This document discusses challenges in knowledge management (KM) in education. It provides definitions of KM from various sources that emphasize systematic coordination of activities to share, create, store and use knowledge and expertise to achieve organizational goals. It identifies several challenges in implementing KM, including issues with knowledge itself, the lack of consensus around KM terms, overreliance on technology and documentation, and failure to accept failures. The document also presents a model for KM in education that uses different levels of knowledge building, use, organization, personalization and teaching.
The document discusses the KMAgile approach to developing a knowledge management (KM) framework. KMAgile focuses on rapidly delivering measurable results through carefully selected pilot projects to build KM strategy and capability. It involves three sprints over 12 weeks to plan, develop, execute and continuously refine a context-relevant KM strategy through practical application and evaluation of KM concepts. The goal is to satisfy clients with early delivery of a sustainable KM framework that can adapt to changing needs and requirements.
The document provides information about knowledge cafés and other conversational techniques. A knowledge café is a structured conversation where participants discuss a topic to share ideas and gain a deeper understanding. It involves small group discussions followed by sharing insights with the whole group. Other techniques discussed include world cafés, open space technology, and after-action reviews which are used to promote learning from experiences.
The document discusses innovation and productivity challenges facing Atlantic Canada. It notes that while Canada has slipped in global competitiveness rankings, Atlantic Canada has consistently ranked near the bottom nationally in innovation and productivity. Barriers include underinvestment in R&D by businesses, a risk-averse culture, and a lack of commercialization of technologies developed at universities. Solutions proposed include increasing collaboration between universities and businesses, developing an innovation accelerator, and improving student hiring programs.
The document provides an overview of the Australian economy and highlights opportunities for investment and partnership, particularly in technology and innovation. It notes that Australia offers opportunities in growing sectors like intelligent transport, fintech, cybersecurity and digital health. It also summarizes that Australia has a track record of success in sectors like wealth management, tourism, education, agribusiness and mining. Furthermore, it outlines government initiatives and investments to support innovation and a culture of entrepreneurship.
Brian MacAulay, Director of the Innovation Index at NESTA, gave this presentation at a workshop on 'innovating out of recession' held at the West Midlands Regional Observatory's Annual Conference, 20th October 2009.
The Knowledge Transfer Networks (KTNs) are a network of 16 industry-focused networks in the UK managed by the Technology Strategy Board that aim to stimulate innovation through knowledge sharing and networking. KTNs connect businesses, academia, and government to transfer technologies, create partnerships, and provide funding advice. Examples are provided of the Chemistry Innovation KTN and how it brokers projects and events to support its industry, as well as a case study of how the Materials KTN helped a company increase sales by 300% by introducing a new material.
The Tees Valley Innovation Strategy focuses investment on four key growth sectors: advanced manufacturing, process industries, healthcare, and digital. It aims to boost innovation and commercialization of new products and processes, helping create 25,000 new jobs over 10 years. Specific initiatives include developing carbon capture and storage technologies, establishing a national biologics manufacturing center, and investing in materials research facilities. The strategy provides businesses with single point of access to funding and support services to encourage research and development.
The document discusses how going green and adopting sustainable practices is good for business. It summarizes the key message from a UN climate change conference that businesses should be viewed as partners in climate action and that going green can increase profits. The rest of the document outlines examples of green initiatives and funding support available in Cornwall for businesses to develop renewable energy solutions and improve their sustainability. It provides details on the Cornwall New Energy project which supports local SMEs and examples of businesses they have worked with.
Aerospace Technology Institute Programme: R&D Support for Smaller BusinessKTN
The Department for Business, Energy and Industrial Strategy (BEIS), through the Aerospace Technology Institute (ATI) and Innovate UK, part of UK Research and Innovation, will invest in research and technology projects. This is to deliver world leading aerospace technologies in the UK.
The competition opens on 25th November 2019 to support and encourage industrial investment into the aerospace sector and its supply chain, through the support of innovative and high impact projects. These projects will demonstrate forward-looking and disruptive solutions to UK civil aerospace challenges.
Find out more: https://ktn-uk.co.uk/news/webcast-aerospace-technology-institute-programme-rd-support-for-smaller-business
The Success And Future Of Daresbury Sic Corporate 300310JohnLeake
Overview of Daresbury Science and Innovation Campus and its novel model based on open innovation to drive greater commercial exploitation of technology
This document proposes a new business model for the Commonwealth Scientific and Industrial Research Organisation (CSIRO) in Australia. It suggests splitting CSIRO into two groups - one for basic research on issues of national importance, and one for applied research and seeking large contracts with Australian and international companies. This would allow CSIRO to continue high-level research while improving economic returns. The proposal also calls for parallel reforms and programs to business skills, international trade, agriculture, and links with other applied research groups.
This document provides a summary of the ERC State of Small Business Britain Conference in 2019. It includes summaries of multiple presentations and sessions at the conference on topics related to small businesses in Britain, including:
- An overview of the state of small businesses based on recent statistics showing declining confidence, entrepreneurial activity, and business profitability.
- A discussion of the UK government's industrial strategy and sector deals to increase productivity in key industries like life sciences, automotive, and construction.
- Presentations on unlocking growth in the creative sector, the challenges facing an automotive SME after 11 years in business, and the future prospects for small businesses in the automotive industry in light of trends in the UK
Enterprise Ireland supports Irish companies through financial and non-financial means such as planning, skills development, market access, and financing. Some key targets are growing Ireland's cleantech sector and improving sustainable development across client companies. Enterprise Ireland has a portfolio of almost 200 cleantech companies employing nearly 6,000 people and generating over €1.4 billion in sales, focusing on areas like energy efficiency, water treatment, and renewable energy.
This document summarizes CSIRO's support for small and medium enterprises (SMEs) through innovation. CSIRO recognizes that SMEs want to innovate but face barriers, so it established an SME Engagement Centre to facilitate connections between SMEs and CSIRO researchers. The Centre offers a grant scheme to fund research projects between SMEs and researchers for 1-2 years. Eligible SMEs can receive up to 50% of a researcher's salary costs and a maximum of $50k per project to solve technical problems with CSIRO researchers.
This document highlights two alumni from the National University of Singapore who have successful careers in clean technology. Dr. Richard Seow is the Chief Technology Officer of Nipsea Group, a leading paint company, where he oversees research and development initiatives focused on green building and clean technology. Sanjay C Kuttan is the Director and Country Manager of the Clean Technology Centre at DNV GL Technology Centre, where he works to establish the center as an advisor for renewable energy and power systems in the Asia Pacific region. Both alumni have embraced careers in clean technology and reflect the versatility of NUS Science graduates in adapting to new, high-growth sectors.
BC Tech Submission to the Economic Recovery Task Force (June 2020)BC Tech Association
This document outlines 11 key policy recommendations from BC Tech to scale up tech companies and increase technology adoption across industries in British Columbia. The recommendations include partnering with the federal government to invest $50 million over 5 years in ScaleUp BC, creating a $1 billion BC Transformation Fund over 10 years, and strengthening DataBC's mandate to leverage public data. It also recommends updating refundable SR&ED and IRAP limits, introducing a superdeduction for tech commercialization costs, and establishing a $50 million procurement fund for BC companies.
The article discusses research and development (R&D) as a path for Ireland's economic recovery. It notes that Mike Devane, chairman of the American Chamber of Commerce's R&D group, believes investment in education, research, and commercialization is crucial. Devane warns that Ireland needs more science and engineering graduates to supply its own research needs and should focus on developing research careers and dedicated research institutes. The article also discusses the importance of collaboration between multinational companies, indigenous companies, and universities in Ireland to drive innovation.
This document outlines the UK government's innovation and research strategy for growth. It recognizes that innovation is essential for economic growth and competitiveness. The strategy aims to boost business investment in innovation by funding research, improving university-business collaboration, creating a more open innovation ecosystem, and removing barriers to innovation. Some key initiatives include establishing new technology and innovation centers, increasing funding for small business R&D, and implementing recommendations to make publicly-funded research more openly available. The overarching goal is for the UK to become a global leader in research, technology, and innovation.
Innovation and Research Strategy for Growth Ed Dodds
The Coalition Government published its Innovation and Research Strategy for Growth and an associated Economics paper on 8 December 2011. The strategy centres on supporting business R&D in areas in which the UK excels, within the context of developing the wider UK innovation eco-system including universities and other organisations. The Economics paper provides supporting evidence for this policy.
Exclusive overview of 2013 UK Life Sciences Start-up Environment: The Fourth ...Christopher Watt
This document summarizes key points from Dr. Glenn Crocker's keynote address on the 2013 UK Life Sciences start-up environment. It notes that while start-up activity and investment in the UK have been declining in recent years, there are signs that large pharmaceutical companies are increasingly focusing on and funding early-stage startups. However, structural challenges around a shortage of experienced investors and difficulties companies face in execution still remain barriers to growth. The talk calls for longer-term, strategic funding from corporations, universities and philanthropic sources to help startups in their early stages and break the cycle of cautious investing.
The document outlines a strategy for business innovation in the UK from 2011-2015. It identifies problems like low business investment and long timelines for returns. The strategy focuses on accelerating innovation from concept to commercialization. It provides support through priority industry areas, knowledge transfer networks, technology centers, and demonstration projects. New support mechanisms like the Tech City LaunchPad are also introduced to better support smaller, earlier stage companies.
The document discusses managing knowledge and the "why" behind decisions and processes. It addresses how knowledge management can help capture strategic rationales and tacit knowledge across multiple projects over time. Specifically, it discusses how knowledge management was used to capture customer needs and requirements at various levels of detail to help digital transformation efforts.
The document discusses innovation and productivity challenges facing Atlantic Canada. It notes that while Canada has slipped in global competitiveness rankings, Atlantic Canada has consistently ranked near the bottom nationally in innovation and productivity. Barriers include underinvestment in R&D by businesses, a risk-averse culture, and a lack of commercialization of technologies developed at universities. Solutions proposed include increasing collaboration between universities and businesses, developing an innovation accelerator, and improving student hiring programs.
The document provides an overview of the Australian economy and highlights opportunities for investment and partnership, particularly in technology and innovation. It notes that Australia offers opportunities in growing sectors like intelligent transport, fintech, cybersecurity and digital health. It also summarizes that Australia has a track record of success in sectors like wealth management, tourism, education, agribusiness and mining. Furthermore, it outlines government initiatives and investments to support innovation and a culture of entrepreneurship.
Brian MacAulay, Director of the Innovation Index at NESTA, gave this presentation at a workshop on 'innovating out of recession' held at the West Midlands Regional Observatory's Annual Conference, 20th October 2009.
The Knowledge Transfer Networks (KTNs) are a network of 16 industry-focused networks in the UK managed by the Technology Strategy Board that aim to stimulate innovation through knowledge sharing and networking. KTNs connect businesses, academia, and government to transfer technologies, create partnerships, and provide funding advice. Examples are provided of the Chemistry Innovation KTN and how it brokers projects and events to support its industry, as well as a case study of how the Materials KTN helped a company increase sales by 300% by introducing a new material.
The Tees Valley Innovation Strategy focuses investment on four key growth sectors: advanced manufacturing, process industries, healthcare, and digital. It aims to boost innovation and commercialization of new products and processes, helping create 25,000 new jobs over 10 years. Specific initiatives include developing carbon capture and storage technologies, establishing a national biologics manufacturing center, and investing in materials research facilities. The strategy provides businesses with single point of access to funding and support services to encourage research and development.
The document discusses how going green and adopting sustainable practices is good for business. It summarizes the key message from a UN climate change conference that businesses should be viewed as partners in climate action and that going green can increase profits. The rest of the document outlines examples of green initiatives and funding support available in Cornwall for businesses to develop renewable energy solutions and improve their sustainability. It provides details on the Cornwall New Energy project which supports local SMEs and examples of businesses they have worked with.
Aerospace Technology Institute Programme: R&D Support for Smaller BusinessKTN
The Department for Business, Energy and Industrial Strategy (BEIS), through the Aerospace Technology Institute (ATI) and Innovate UK, part of UK Research and Innovation, will invest in research and technology projects. This is to deliver world leading aerospace technologies in the UK.
The competition opens on 25th November 2019 to support and encourage industrial investment into the aerospace sector and its supply chain, through the support of innovative and high impact projects. These projects will demonstrate forward-looking and disruptive solutions to UK civil aerospace challenges.
Find out more: https://ktn-uk.co.uk/news/webcast-aerospace-technology-institute-programme-rd-support-for-smaller-business
The Success And Future Of Daresbury Sic Corporate 300310JohnLeake
Overview of Daresbury Science and Innovation Campus and its novel model based on open innovation to drive greater commercial exploitation of technology
This document proposes a new business model for the Commonwealth Scientific and Industrial Research Organisation (CSIRO) in Australia. It suggests splitting CSIRO into two groups - one for basic research on issues of national importance, and one for applied research and seeking large contracts with Australian and international companies. This would allow CSIRO to continue high-level research while improving economic returns. The proposal also calls for parallel reforms and programs to business skills, international trade, agriculture, and links with other applied research groups.
This document provides a summary of the ERC State of Small Business Britain Conference in 2019. It includes summaries of multiple presentations and sessions at the conference on topics related to small businesses in Britain, including:
- An overview of the state of small businesses based on recent statistics showing declining confidence, entrepreneurial activity, and business profitability.
- A discussion of the UK government's industrial strategy and sector deals to increase productivity in key industries like life sciences, automotive, and construction.
- Presentations on unlocking growth in the creative sector, the challenges facing an automotive SME after 11 years in business, and the future prospects for small businesses in the automotive industry in light of trends in the UK
Enterprise Ireland supports Irish companies through financial and non-financial means such as planning, skills development, market access, and financing. Some key targets are growing Ireland's cleantech sector and improving sustainable development across client companies. Enterprise Ireland has a portfolio of almost 200 cleantech companies employing nearly 6,000 people and generating over €1.4 billion in sales, focusing on areas like energy efficiency, water treatment, and renewable energy.
This document summarizes CSIRO's support for small and medium enterprises (SMEs) through innovation. CSIRO recognizes that SMEs want to innovate but face barriers, so it established an SME Engagement Centre to facilitate connections between SMEs and CSIRO researchers. The Centre offers a grant scheme to fund research projects between SMEs and researchers for 1-2 years. Eligible SMEs can receive up to 50% of a researcher's salary costs and a maximum of $50k per project to solve technical problems with CSIRO researchers.
This document highlights two alumni from the National University of Singapore who have successful careers in clean technology. Dr. Richard Seow is the Chief Technology Officer of Nipsea Group, a leading paint company, where he oversees research and development initiatives focused on green building and clean technology. Sanjay C Kuttan is the Director and Country Manager of the Clean Technology Centre at DNV GL Technology Centre, where he works to establish the center as an advisor for renewable energy and power systems in the Asia Pacific region. Both alumni have embraced careers in clean technology and reflect the versatility of NUS Science graduates in adapting to new, high-growth sectors.
BC Tech Submission to the Economic Recovery Task Force (June 2020)BC Tech Association
This document outlines 11 key policy recommendations from BC Tech to scale up tech companies and increase technology adoption across industries in British Columbia. The recommendations include partnering with the federal government to invest $50 million over 5 years in ScaleUp BC, creating a $1 billion BC Transformation Fund over 10 years, and strengthening DataBC's mandate to leverage public data. It also recommends updating refundable SR&ED and IRAP limits, introducing a superdeduction for tech commercialization costs, and establishing a $50 million procurement fund for BC companies.
The article discusses research and development (R&D) as a path for Ireland's economic recovery. It notes that Mike Devane, chairman of the American Chamber of Commerce's R&D group, believes investment in education, research, and commercialization is crucial. Devane warns that Ireland needs more science and engineering graduates to supply its own research needs and should focus on developing research careers and dedicated research institutes. The article also discusses the importance of collaboration between multinational companies, indigenous companies, and universities in Ireland to drive innovation.
This document outlines the UK government's innovation and research strategy for growth. It recognizes that innovation is essential for economic growth and competitiveness. The strategy aims to boost business investment in innovation by funding research, improving university-business collaboration, creating a more open innovation ecosystem, and removing barriers to innovation. Some key initiatives include establishing new technology and innovation centers, increasing funding for small business R&D, and implementing recommendations to make publicly-funded research more openly available. The overarching goal is for the UK to become a global leader in research, technology, and innovation.
Innovation and Research Strategy for Growth Ed Dodds
The Coalition Government published its Innovation and Research Strategy for Growth and an associated Economics paper on 8 December 2011. The strategy centres on supporting business R&D in areas in which the UK excels, within the context of developing the wider UK innovation eco-system including universities and other organisations. The Economics paper provides supporting evidence for this policy.
Exclusive overview of 2013 UK Life Sciences Start-up Environment: The Fourth ...Christopher Watt
This document summarizes key points from Dr. Glenn Crocker's keynote address on the 2013 UK Life Sciences start-up environment. It notes that while start-up activity and investment in the UK have been declining in recent years, there are signs that large pharmaceutical companies are increasingly focusing on and funding early-stage startups. However, structural challenges around a shortage of experienced investors and difficulties companies face in execution still remain barriers to growth. The talk calls for longer-term, strategic funding from corporations, universities and philanthropic sources to help startups in their early stages and break the cycle of cautious investing.
The document outlines a strategy for business innovation in the UK from 2011-2015. It identifies problems like low business investment and long timelines for returns. The strategy focuses on accelerating innovation from concept to commercialization. It provides support through priority industry areas, knowledge transfer networks, technology centers, and demonstration projects. New support mechanisms like the Tech City LaunchPad are also introduced to better support smaller, earlier stage companies.
The document discusses managing knowledge and the "why" behind decisions and processes. It addresses how knowledge management can help capture strategic rationales and tacit knowledge across multiple projects over time. Specifically, it discusses how knowledge management was used to capture customer needs and requirements at various levels of detail to help digital transformation efforts.
Suliman Hawamdeh, Professor and Department Chair in the College of Information, University of North Texas, USA
KM Technologies and the Integration of Theory into Practice
KM Middle East 2015 Dr. Mohamed Abdul Aziz Al-DegheshamKMMiddleEast
Dr. Mohamed Abdul Aziz Al-Deghesham, Dean, Institute for Development and Consultation Services, Council Members of Princess Nourah bint Abdulrahman University, Kingdom of Saudi Arabia
Employing Knowledge Management Basics to build Educated System Knowledge management Practically : best practices , new ideas and proven techniques
This document provides an overview of the Information and Knowledge Management Society (iKMS) in Singapore. It discusses iKMS's mission to increase awareness and application of knowledge management practices. It also outlines iKMS's activities and initiatives over time, including an annual conference, masterclasses, and knowledge sharing events. The document advocates that knowledge management requires changes in leadership, learning, and knowledge behaviors to be fully effective at the individual, team, and organizational levels.
Ghada Amer, Vice President the Arab Science and Technology Foundation), Egypt
Fostering Innovation-driven Entrepreneurship in Middle East “Case Study: Arab Science and Technology Foundation”
The document discusses the transformation underway due to disruptive technologies and its implications. It notes that technologies like automation, robotics, and artificial intelligence are automating many jobs and changing the nature of work. This transformation will cause significant disruption in the workplace. However, it also discusses how a focus on "personal knowledge management" can help address this complication during the transition.
This document discusses the use of wargaming as a strategic planning and decision-making tool. It defines wargaming as a disciplined role-playing activity where key decision-makers react to events and test plans against a competitive environment. Wargaming is presented as a way to leverage existing knowledge, promote risk mitigation and organizational learning. It can involve multiple comparable games to determine the most viable options, and include rehearsal games to test plans before execution against adversarial red teams. Companies that use wargaming are said to experience a 40-55% increase in successful plan execution.
This document provides an introduction to aligning knowledge management strategies with people, processes, and technology. It begins with defining knowledge management and describing an approach that considers all three elements. The presenter then provides an overview of various knowledge management technologies and how they can address different types of knowledge and business problems. Specific technologies discussed include business intelligence, customer relationship management, learning management systems, and expertise location tools. Case studies are also mentioned.
This document discusses strategies for effective knowledge management (KM) communication. It begins by outlining drivers and outcomes of KM, including challenges around knowledge retention and opportunities for innovation. It then discusses the "8 Cs" of success in the knowledge era, including connectivity, content, culture and others. The document provides tips for setting a KM vision and defining a "KM brand." It also discusses measuring KM through various metrics and analyzing cultural components and types of cultures. Case studies are presented from various organizations and their KM practices are summarized. Throughout, the emphasis is on effective KM communication strategies.
This document summarizes a talk given by Zaid Hamzah on Singapore's development of an intellectual capital economy through strategic knowledge management. It discusses how Singapore recognized the economic value of intellectual capital and knowledge assets in promoting national competitiveness. Singapore has invested US$13 billion over 2011-2015 in research and innovation. The talk examines how Singapore will secure returns on these knowledge investments and shape its new intellectual capital economy against a changing global economic landscape.
This document discusses the development of a Knowledge Manager Program in the Dubai Police. It begins by asking questions to define explicit and tacit knowledge. It then outlines different types of knowledge that exist in organizations, including knowledge located in customers, employees, products, partnerships, organizational memory, and knowledge assets. The document introduces the concept of a knowledge equation and discusses how the Knowledge Manager Program was built, including using a community model and codification and personalization strategies. It asks how the program was designed and built by the Dubai Police.
This document discusses the knowledge management (KM) system implemented at Dubai Courts. It describes the KM process capabilities including identification, acquisition, organization, storage, distribution, and measurement. It outlines the KM enablers including management championship, IT support, organizational culture, and applications. It provides details on how Dubai Courts implemented each step of the KM process and utilized the KM enablers. It also summarizes the benefits of the KM system including improved efficiency, user satisfaction, and alignment with strategic goals.
This document discusses building the infrastructure for the next generation of knowledge workers. It addresses factors like adaptability, flexibility, quick response, and resiliency that will help knowledge workers sustain themselves in an environment of accelerating change, rising uncertainty, and exploding complexity. The nature of learning, knowledge, and action must shift as the environment shifts. Knowledge is defined as the human capacity to take effective action in varied situations, and it must maintain this capacity to be sustainable. As interactions through social media expand, knowledge workers are developing more shallow knowledge from diverse global perspectives rather than just local ideas.
The document discusses the evolution of knowledge management to innovation management. It argues that a focus on innovation better leverages ideas and global knowledge to drive competitive advantage and business performance. Various models are presented showing how knowledge and innovation are integrated, from the SECI model of knowledge creation to the concept of ideas emerging from new neural networks. The document promotes managing for innovation, not just optimization of existing knowledge.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
1. www.km-me.com info@km-me.com 1
David Williams
Australian Society of Knowledge Management
University of Canberra
Presenta�on to KM Middle East
March 2016
Innova�on Hubs – Fad or Fantas�c!
Ge�ng value for money out of your R&D investment
Abstract
A fall in the price of oil, gas, iron ore and other commodi�es has
decimated the GDP of Australia. Major LNG projects have recently
been put on hold and a number of mines and processing plants have
closed.
The Australian Government is now looking towards new ideas in
innova�on and science to grow services in the ICT and engineering
sectors to replace the income previously obtain from the minerals
industry.
The emphasis is on start-ups to s�mulate growth through innova�on,
but this is a very high risk ac�vity with most start-ups failing within 5
years. Cri�cs claim that innova�on programs should require a robust
business case, risk analyses and measures to indicate success.
Measuring the return on investment for intangible programmes such
as innova�on are extremely challenging and open to subjec�vity and
interpreta�on.
Keywords: Innova�on, social capital, knowledge management,
intellectual capital, future, networks, learning.
2. www.km-me.com info@km-me.com 2
Types of hubs
Innova�on Strategies
Return on Investment
Impact on the organisa�ons
Scope
Innova�on
1. The amalgama�on of two separate steps of
Crea�vity and Implementa�on (Tushman & O’Rielly)
2. The successful exploita�on of new ideas (Dept of
Trade and Industry, UK).
3. A Quantum improvement for the organisa�on (Peter
Drucker, 1985)
4. Is significant posi�ve change (Sco� Berkun, 2013)
To be an innova�on means not only the crea�on of an
idea, but the successful delivery it to the world as a
product that makes difference.
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Why do we s�ll invest in high-risk ICT start-ups?
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Start-ups
90% of startups fail within 5 years
Forbes 2015
Causes
– Incompetence
– Unbalanced Experience or
– Lack of Managerial Experience
h�p://www.sta�s�cbrain.com/startup-failure-by-industry/
Innova�on Hubs
A physical or virtual facility that:
builds collabora�ve communi�es with
entrepreneurial individuals at the centre.
a�racts diverse members with heterogeneous
knowledge
facilitates crea�vity and collabora�on in a
physical and/or virtual space, and
localizes global entrepreneurial culture
Toivonen, T. and N. Friederici (2015)
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Innova�on Hub
Case Study - Inspire
INSPIRE is an innova�on hub and network for
new approaches to learning, communica�on
and collabora�on
It applies design thinking and learning design
principles for educa�on to work with:
– Principals, teachers and students
– Learning designers
– Government and community organisa�ons
INSPIRE is a learning commons, a place to
imagine, experiment and design new ways of
working and learning digitally.
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Case Study – Rio Tinto
Cri�cism
Generally do not engage with scien�sts
Creates division
Dissuades the majority of workers from
par�cipa�ng
Creates fights for funding
Requires por�olio management
Detracts from core business
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Incubators
For would-be entrepreneurs and exis�ng and
external Subject Ma�er Experts
Provides facili�es and exper�se to address their
needs, and
develop their business ideas, and transform them
into sustainable reali�es.
Case Study
MaRS Toronto, Canada
Brings together educators, researchers, social
scien�sts, entrepreneurs and business experts
under one roof.
Founded by civic leaders, with a mission that
is equal parts public and private
An entrepreneurial venture designed to bridge
the gap between what people need and what
governments can provide.
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Accelerators
Are similar to an incubator but o�en take an
equity in externally developed ideas in return
for providing resources, support, small amounts
of capital and mentorship.
Case Study
GRIFFIN Accelerator
A group of seasoned entrepreneurs who invest
in, host, guide and partner with the founders of
selected innova�ve start-ups.
3 month intensive program gets start-ups
moving fast and achieving ini�al business
success.
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Organisa�onal Success
Long term success requires streams of innova�ons
Need to create ambidextrous organisa�ons
Celebrate stability and experimenta�on
Support risk taking
Tolerate mistakes
Recognise/reward a�empts
Tushman and O’Reilly
Six Lessons for Corpora�ons building
internal Innova�on Accelerators
1. Build comprehensive social
networks, internally and
externally
Alasdair Tro�er (2013)
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Six Lessons for Corpora�ons
"Innova�on has nothing to do with
how many R&D dollars you have.
When Apple came up with the
Mac, IBM was spending at least
100 �mes more on R&D. It's not
about money.
It's about the people you have,
how you're led, and how much you
get it.“
Steve Jobs 1998
2. Do not throw excessive capital at early stages
Six Lessons for Corpora�ons
3. Funding and poten�al should be based on
tenacity and crea�vity of the team and the
iden�fica�on of a significant unsolved problem,
which if solved, would create real value.
Alasdair Tro�er (2013)
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Six Lessons for Corpora�ons
4. Develop standard prac�ces for entrepreneurial
methodology
Alasdair Tro�er (2013)
Define the problem/opportunity
22
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Six Lessons for Corpora�ons
5. create a network of mentors and champions to
support their entrepreneurs
Alasdair Tro�er (2013)
Six Lessons for Corpora�ons
6. Focus on specific business func�ons or
exper�se in certain areas such as a par�cular
technology or an industry ver�cal.
Alasdair Tro�er (2013)
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Issues to be addressed
How is funding provided?
– by whom?
– how much?
– How long?
– Priority?
Who controls the IP?
What is the structure of the legal en�ty
created for the business?
What liabili�es are created?
Uncertainty
High velocity, or high uncertainty environments
require simple rou�nes, and a dependence on
people over process
(Eisenhardt and Mar�n, 2000)
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Diversity
We can't solve
problems by using
the same kind of
thinking we used
when we created
them.
Albert Einstein
References and Reading
h�ps://ia.acs.org.au/tag/innova�on
h�ps://hbr.org/search?term=innova�on+hubs
Leifer, R., O'Connor, G. C., & Rice, M. (2001). Implemen�ng radical innova�on in mature firms: The role of hubs.
The Academy of Management Execu�ve, 15(3), 102-113.
Knight, J. (2011). Educa�on hubs: A fad, a brand, an innova�on?. Journal of Studies in Interna�onal Educa�on,
15(3), 221-240.
Lange, A., Handler, D., & Vila, J. (2010). Next-Genera�on Clusters Crea�ng Innova�on Hubs To Boost Economic
Growth. Cisco Internet Business Solu�ons Group.
Boardman, C., & Ponomariov, B. (2011). A preliminary assessment of the poten�al for “team science” in DOE
Energy Innova�on Hubs and Energy Fron�er Research Centers. Energy Policy, 39(6), 3033-3035.
Da Cunha, I. V., & Selada, C. (2009). Crea�ve urban regenera�on: the case of innova�on hubs. Interna�onal
Journal of Innova�on and Regional Development, 1(4), 371-386.
Tushman, M. L. (1997). Winning through innova�on. Strategy & Leadership, 25(4), 14-19.
Leifer, R. (2001). Implemen�ng radical innova�on in mature firms: The role of hubs. The Academy of Management
Execu�ve (1993-2005), 15(3), 102-113.
Sta�s�c Brain Startup (2016) Business Failure Rate By Industry
h�p://www.sta�s�cbrain.com/startup-failure-by-industry/
The Steve Jobs MBA Unit 103: Connect your people
h�p://www.wired.co.uk/magazine/archive/2011/07/steve-jobs-mba/unit-103
Eisenhardt, K. M., & Mar�n, J. A. (2000). Dynamic capabili�es: what are they?. Strategic management journal,
21(10-11), 1105-1121.
Crea�ng the future of mining [Accessed 12 MAR 2016]
h�p://advanceqld.ini�a�ves.qld.gov.au/innovators/future-mining.aspx
Tro�er, A. (2013) Six Lessons for Corpora�ons Building Innova�on Accelerators
h�p://www.innosight.com/innova�on-resources/strategy-innova�on/six-lessons-for-corpora�ons-building-
innova�on-accelerators.cfm
Toivonen, T. and N. Friederici (2015) Time to Define What a “Hub” Really Is
h�p://ssir.org/ar�cles/entry/�me_to_define_what_a_hub_really_is#sthash.V44W3vxB.dpuf
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Workshop 5: Using Social Capital to
Build Capability
What can you expect:
An insight of my study on leveraging Social
Capital
2 collabora�ve ac�vi�es to explore techniques
and aspects of Social Capital
Prizes for winning teams
A takeaway of the results
29
Ques�ons and Discussion
will be at this a�ernoon’s forum 30