The document discusses the challenges of adopting new technologies and crossing the "chasm" from early adopters to mainstream markets. It explains that there is a gap between early adopters ("visionaries" and "techies") and mainstream markets ("pragmatists" and "conservatives"). New technologies must address the needs and requirements of mainstream markets to cross this chasm, including integrating with existing systems, technical support, training, and standards. The document identifies strategies to help technologies cross the chasm, such as developing solutions, building economic evidence, and addressing legal and regulatory barriers.
Patterns and characteristics of innovation in the ICT sector lessons from suc...Ilyas Azzioui
Expert Group Meeting on Investment, Research, Development and Innovation the ICT Sector ( Tunisia, 7-8 May 2013)
Abstract
The presentation uses the concept of sectoral innovation system and argues for the importance of analyses conducted at sectoral level, because there are significant differences across economic sectors in the variables and mechanisms involved in catch-up.
Drawing on empirical evidences from research the presentation shows how innovation differs across sectors in terms of sources and patterns of technological change, appropriability conditions, knowledge base and accumulation of knowledge, and last but not least organizations and actors involved. A strong emphasis will be put on how the ICT sector differs from other sectors.
The second part of the presentation first discusses the common factors affecting catching up in six economic sectors – Telecommunications, software, automobile, pharmaceuticals, semi-conductors and agro-food- in several catching-up economies such a Brazil, India, China, Taiwan and Korea. It moves then into discussing the differences across sectors explains how the ICT sector (Telecom and Software) compares to the other sectors.
Open Innovation for the Digital Shift - A collection of case studies in the I...Alberto Minin
Based on 13 case studies of innovative ICT and ICT-enabled European companies, we describe how the implementation of Open Innovation Strategies (OIS) characterized the successful exploitation of technological innovation projects. We investigated 4 large companies and 9 SMEs.
In all our 13 cases, companies’ innovation strategies tended to be “open but controlled”. A strong balance was needed between openness (e.g. collaborative R&D, open business models and digital 2.0 business models) and control (clear appropriation strategies to ensure a “return on R&D investments”). Large companies can easily implement OIS because they are better positioned than SMEs to orchestrate research partnerships (e.g. setting the agenda of large consortia). These companies are more likely to approach OIS using Human Resources Management and to focus on long–term objectives. SMEs implement OIS by opening up their business model and benefit from relevant external knowledge needed to unlock the market potential of technology. SMEs participate in large R&D networks and engage in ecosystems to gain reputation, foster expertise exchange, and gather new skills. An OI culture and adequate appropriation strategies allow SMEs to successfully open their R&D processes without bearing rising search costs and without risking losing business-critical knowledge
We identified drivers and barriers for companies pursuing OIS in Europe. Drivers include EU consortia (cooperation and networking) and the building of communities and platforms to share assets that they can control (e.g. IP protected assets). Companies also faced barriers to OIS because their internal management struggled to balance internal R&D and external knowledge absorption. Some companies felt that European and national innovation systems did not provide sufficient institutional support and/or they felt that some rules and regulations prevented innovation.
Keynote presentation on the launch of ASEAN Vision 2040, ERIA’s project in support of the Government of Thailand who is ASEAN Chair in 2019. The event was held in Jakarta on 30 August 2019 with the theme ‘Integration, Transformation and ASEAN Centrality’.
The presentation was made and delivered by Prof Fukunari Kimura, Chief Economist of the Economic Research Institute for ASEAN and East Asia. Prof Kimura is also Professor at the Faculty of Economics, Keio University.
http://www.eria.org/research/researcher_profiles/fukunari-kimura.html
According to Giddens (1997), their main charac¬teristics, viz., sovereignty, citizenship and nationalism, are discussed as under:
Sovereignty:
All nation-states are sovereign states. The notion of ‘sovereignty’ refers to the authority of a government over a clearly defined territory with clear cut borders, within which it is the supreme power.
Citizenship:
In modern societies most people living within the borders of the political system are citizens, having common rights and duties and knowing themselves to be part of a nation. Almost everyone in the world today is a member of a definite political order.
Nationalism:
Each community acquires a distinctive character through its association with nationalism. Nationalism can be defined as ‘a set of symbols and beliefs providing the sense of being part of a single political community’. Thus, individuals feel a sense of pride and belonging in being Indian, British, American, Russian or French. It is the main expression of feelings of identity with a distinct sovereign community.
Nationalistic loyalties do not always fit with the physical boarders marking the territories of states in the world today. While the relation between the nation-state and nationalism is a complicated one, the two have come into being as part of the same process.
Nationalism has become an increasingly powerful force in the world, serving as a basis not only of collective social identity but also for political mobilization and action, especially through the use of warfare. The consequences of nationalism often breed extremism and feelings of ethnocentrism (a tendency to think and act blindly that our culture is superior to those of others) resulting into political conflicts. Extreme forms of nation¬alism have engulfed many nations into warfare.
Functions of the State:
As with all social institutions, the state is organized around a set of social functions. It is an important agency of social control which performs this function through laws.
The main functions are maintaining law, order and stability, resolving various kinds of disputes through the legal system, providing common defence, and looking out for the welfare of the population in ways that are beyond the means of the individual, such as implementing public health measures, providing mass education and underwriting expensive medical research. From a conflict perspective, the state operates in the interests of various dominant groups, such as economic classes and racial and ethnic groups.
Lean Mayher (1971) stated the following basic functions of the state:
1. Limiting internal power struggles to maintain internal peace.
2. Bringing power to bear on other societies in defence of national interest or in expanding and building empire
Ahmad Qureshi's presentation "Anatomy of Disruption; Survival & Thrival During Changing Futures". The presentation was held in the Future Infinite conference in Helsinki 13th of June 2014.
In the ultrasound module market, CMUT and PMUT are growing two times faster in medical and consumer applications.
More information: https://www.i-micronews.com/products/ultrasound-sensing-technologies-2020/
Emerging Printing Technologies 2019 report by Yole Développement Yole Developpement
Emerging printing technologies are filling the gap for rising applications.
More information on https://www.i-micronews.com/products/emerging-printing-technologies-2019/
“Permissionless Innovation” & the Clash of Visions over Emerging TechnologiesAdam Thierer
"Permissionless Innovation & the Clash of Visions over Emerging Technologies." A presentation created by Adam Thierer (Mercatus Center at George Mason University). It focuses on coming public policy fights over various emerging technologies, such as: driverless cars, the Internet of Things, wearable technology, commercial drones, mobile medical innovations, virtual reality, and more.
This presentation has been updated to reflect most recent version.
Perancangan Diklat/Training Berbasis e-Learning di PerusahaanDjadja Sardjana
Konsep e-Learning telah berkembang dan mengalami perubahan yang sangat dramatis. Kini berkembang model e-Learning yang sepenuhnya berbasis ICT (TIK). e-Learning memberi peluang untuk dilaksanakan dalam berbagai modus, jenis, jalur, dan jenjang Diklat.
Patterns and characteristics of innovation in the ICT sector lessons from suc...Ilyas Azzioui
Expert Group Meeting on Investment, Research, Development and Innovation the ICT Sector ( Tunisia, 7-8 May 2013)
Abstract
The presentation uses the concept of sectoral innovation system and argues for the importance of analyses conducted at sectoral level, because there are significant differences across economic sectors in the variables and mechanisms involved in catch-up.
Drawing on empirical evidences from research the presentation shows how innovation differs across sectors in terms of sources and patterns of technological change, appropriability conditions, knowledge base and accumulation of knowledge, and last but not least organizations and actors involved. A strong emphasis will be put on how the ICT sector differs from other sectors.
The second part of the presentation first discusses the common factors affecting catching up in six economic sectors – Telecommunications, software, automobile, pharmaceuticals, semi-conductors and agro-food- in several catching-up economies such a Brazil, India, China, Taiwan and Korea. It moves then into discussing the differences across sectors explains how the ICT sector (Telecom and Software) compares to the other sectors.
Open Innovation for the Digital Shift - A collection of case studies in the I...Alberto Minin
Based on 13 case studies of innovative ICT and ICT-enabled European companies, we describe how the implementation of Open Innovation Strategies (OIS) characterized the successful exploitation of technological innovation projects. We investigated 4 large companies and 9 SMEs.
In all our 13 cases, companies’ innovation strategies tended to be “open but controlled”. A strong balance was needed between openness (e.g. collaborative R&D, open business models and digital 2.0 business models) and control (clear appropriation strategies to ensure a “return on R&D investments”). Large companies can easily implement OIS because they are better positioned than SMEs to orchestrate research partnerships (e.g. setting the agenda of large consortia). These companies are more likely to approach OIS using Human Resources Management and to focus on long–term objectives. SMEs implement OIS by opening up their business model and benefit from relevant external knowledge needed to unlock the market potential of technology. SMEs participate in large R&D networks and engage in ecosystems to gain reputation, foster expertise exchange, and gather new skills. An OI culture and adequate appropriation strategies allow SMEs to successfully open their R&D processes without bearing rising search costs and without risking losing business-critical knowledge
We identified drivers and barriers for companies pursuing OIS in Europe. Drivers include EU consortia (cooperation and networking) and the building of communities and platforms to share assets that they can control (e.g. IP protected assets). Companies also faced barriers to OIS because their internal management struggled to balance internal R&D and external knowledge absorption. Some companies felt that European and national innovation systems did not provide sufficient institutional support and/or they felt that some rules and regulations prevented innovation.
Keynote presentation on the launch of ASEAN Vision 2040, ERIA’s project in support of the Government of Thailand who is ASEAN Chair in 2019. The event was held in Jakarta on 30 August 2019 with the theme ‘Integration, Transformation and ASEAN Centrality’.
The presentation was made and delivered by Prof Fukunari Kimura, Chief Economist of the Economic Research Institute for ASEAN and East Asia. Prof Kimura is also Professor at the Faculty of Economics, Keio University.
http://www.eria.org/research/researcher_profiles/fukunari-kimura.html
According to Giddens (1997), their main charac¬teristics, viz., sovereignty, citizenship and nationalism, are discussed as under:
Sovereignty:
All nation-states are sovereign states. The notion of ‘sovereignty’ refers to the authority of a government over a clearly defined territory with clear cut borders, within which it is the supreme power.
Citizenship:
In modern societies most people living within the borders of the political system are citizens, having common rights and duties and knowing themselves to be part of a nation. Almost everyone in the world today is a member of a definite political order.
Nationalism:
Each community acquires a distinctive character through its association with nationalism. Nationalism can be defined as ‘a set of symbols and beliefs providing the sense of being part of a single political community’. Thus, individuals feel a sense of pride and belonging in being Indian, British, American, Russian or French. It is the main expression of feelings of identity with a distinct sovereign community.
Nationalistic loyalties do not always fit with the physical boarders marking the territories of states in the world today. While the relation between the nation-state and nationalism is a complicated one, the two have come into being as part of the same process.
Nationalism has become an increasingly powerful force in the world, serving as a basis not only of collective social identity but also for political mobilization and action, especially through the use of warfare. The consequences of nationalism often breed extremism and feelings of ethnocentrism (a tendency to think and act blindly that our culture is superior to those of others) resulting into political conflicts. Extreme forms of nation¬alism have engulfed many nations into warfare.
Functions of the State:
As with all social institutions, the state is organized around a set of social functions. It is an important agency of social control which performs this function through laws.
The main functions are maintaining law, order and stability, resolving various kinds of disputes through the legal system, providing common defence, and looking out for the welfare of the population in ways that are beyond the means of the individual, such as implementing public health measures, providing mass education and underwriting expensive medical research. From a conflict perspective, the state operates in the interests of various dominant groups, such as economic classes and racial and ethnic groups.
Lean Mayher (1971) stated the following basic functions of the state:
1. Limiting internal power struggles to maintain internal peace.
2. Bringing power to bear on other societies in defence of national interest or in expanding and building empire
Ahmad Qureshi's presentation "Anatomy of Disruption; Survival & Thrival During Changing Futures". The presentation was held in the Future Infinite conference in Helsinki 13th of June 2014.
In the ultrasound module market, CMUT and PMUT are growing two times faster in medical and consumer applications.
More information: https://www.i-micronews.com/products/ultrasound-sensing-technologies-2020/
Emerging Printing Technologies 2019 report by Yole Développement Yole Developpement
Emerging printing technologies are filling the gap for rising applications.
More information on https://www.i-micronews.com/products/emerging-printing-technologies-2019/
“Permissionless Innovation” & the Clash of Visions over Emerging TechnologiesAdam Thierer
"Permissionless Innovation & the Clash of Visions over Emerging Technologies." A presentation created by Adam Thierer (Mercatus Center at George Mason University). It focuses on coming public policy fights over various emerging technologies, such as: driverless cars, the Internet of Things, wearable technology, commercial drones, mobile medical innovations, virtual reality, and more.
This presentation has been updated to reflect most recent version.
Perancangan Diklat/Training Berbasis e-Learning di PerusahaanDjadja Sardjana
Konsep e-Learning telah berkembang dan mengalami perubahan yang sangat dramatis. Kini berkembang model e-Learning yang sepenuhnya berbasis ICT (TIK). e-Learning memberi peluang untuk dilaksanakan dalam berbagai modus, jenis, jalur, dan jenjang Diklat.
Pengembangan SDM Pertanian Berbasis TIK Dalam Rangka Mengantisipasi MEA (Masy...Djadja Sardjana
SDM Pertanian telah berperan aktif dalam berbagai peningkatan perekonomian dalam sebuah negara, tidak hanya di Indonesia, akan tetapi juga di negara-negara sedang berkembang.
Berbagai permasalahan sering muncul baik dari luar maupun dari dalam SDM Pertanian itu sendiri. Salah satu masalah internal adalah keterbatasan penguasaan pengetahuan.
Digitalization of Learning and Knowledge Management on Corporate Djadja Sardjana
Growing importance of knowledge and learning:
- Changing learning models from formal training to coaching, on-the-job learning, to communities… using variety of e-learning and KM tools
- Knowledge Management focus on access to learning resources and collaboration
- Human Resources development learning as a tool for performance improvement decentralising responsibility for learning
focus on formal learning models
Konsep, Model dan Pengembangan Knowledge Management & e-Learning di PerusahaanDjadja Sardjana
Modal manusia berhubungan dengan pengetahuan, keterampilan, kemampuan, dan pengalaman yang unik untuk seorang karyawan.
Sumber daya yang unik yang membedakannya dari sumber daya lainnya dari organisasi yang memberikan dasar dan bentuk dari keunggulan kompetitif.
Corporate Learning Toward Corporate University (Pembelajaran Menuju Universit...Djadja Sardjana
Corporate University menyelenggarakan aktivitas berupa pembelajaran dalam kelas maupun jarak jauh untuk pengembangan eksekutif, perencanaan suksesi, pengelolaan pengetahuan (knowledge management), perekrutan strategis dan orientasi, dan lain-lain
Bisa bersifat pembelajaran, pengetahuan, dan kebijaksanaan, baik secara individual dan organisasional.
Fokus utama kegiatan Corporate University adalah individual, tetapi organisasi juga mendapatkan proses pembelajaran
Peningkatan Kemampuan Mahasiswa Muslim Dalam Menghadapi Era GlobalisasiDjadja Sardjana
Globalisasi ==> Sebuah era yang tidak
dapat dihindari:
- Semua bangsa sedang bersaing
untuk menjadi yang terdepan
dalam era persaingan.
- Setiap bangsa dituntut untuk
memiliki daya saing yang tinggi
- Ditandai kemampuan SDM yang andal,
penguasaan pengetahuan yang tinggi,
dan penguasaan perekonomian global
TechnoEduPreneur 30 Mei 2013 Higher Education 21st Century Learning Djadja Sardjana
Future Paradigms in the Education:
- Strong impact of the birth of globalization will result in a change in management strategy of education and training
- For that requires knowledge of education and learning methods are new
- The structure of skills and knowledge to support changing lifelong learning and continuous learning that serves to prepare peoples to meet the demands or institution interests
Seminar TechnoEduPreneur 1 Juni 2013: "Tantangan dan Kesempatan Yang Kita Had...Djadja Sardjana
Untuk dapat bersaing dan cepatnya perkembangan teknologi serta perubahan life style, dibutuhkan tenaga kerja yang berkompeten.
Masalah utama pengangguran ditingkat sarjana atau lulusan perguruan tinggi:
- Rendahnya mahasiswa yang berminat membuka usaha dan mampu menciptakan lapangan pekerjaan.
- Peranan dunia industri/usaha dan UKM dalam melakukan kolaborasi dengan perguruan tinggi masih belum optimal.
- Pengelolaan bisnis UKM masih lemah.
Ethics:
Is the consensusally accepted standards of behavior for an occupation, trade, or profession
Morality:
Is the precepts of personal behavior based on religious or philosophical grounds
.
Law:
- Formal codes that permit or forbid certain behavior
- May of may not enforce Ethics or morality
Code of Ethics:
Specifies how an organization expects its employees to behave while on the job
Basic Concept of Strategy & Strategic Management Djadja Sardjana
“If you don’t know where you are going, any road will take you there.”~The Qur’an
“Management’s job is not to see the company as it is . . . but as it can become.”~John W. Teets
Manajemen Stratejik dan Manajemen Mutu Terpadu Bapinger UniversityDjadja Sardjana
Sesuai dengan tugas pokok dan fungsi, serta wewenang yang dimiliki, BAPINGER UNIVERSITY telah menyusun rencana strategis yang berorientasi pada hasil yang ingin dicapai selama kurun waktu 5 (lima) tahun yaitu tahun 2011 sampai tahun 2015. Rencana Strategis tersebut disusun dengan memperhitungkan potensi
yang dimiliki universitas, kelemahan yang masih dihadapi, tantangan dan peluang yang mungkin timbul. Dokumen ini menguraikan Rencana Strategis yang mencakup visi, misi, tujuan, sasaran serta cara pencapaian tujuan dan sasaran tersebut.
Policy Making and Decision Making in EducationDjadja Sardjana
What is Policy?
Decision makers, who are used to depending on their past experiences, must make decisions and take actions in the rapidly changing world we face today. In this turbulent environment, the ability to successfully view the current situation through the traditional "good judgment" viewpoint is weakened through increasing external noise (a multitude of information sources on multiple topics) and changing paradigms of how we think about social, cultural, organizational and economic issues, creating internal noise within our prevailing mental models. These noises skew our perception of what is really happening in the world. In addition to facing this constant flux, leaders are being asked to choose the path to the future as well as to explain exactly how they plan to get there. Before putting a stake in the sand, leaders begin by developing and testing hypotheses about possible scenarios, and then eliminate numerous courses of action until a small set of viable choices remain. Once the decision to act is made, the communication of the new initiatives begins. The results of these initiatives usually produce some expected behavior, but almost always, much to our surprise, our actions produce unexpected behavior as well, that once again changes our situation. And so it goes…
Kebijakan Pembelajaran Dengan e-Learning di Lembaga PendidikanDjadja Sardjana
Kebijakan Pengembangan Lembaga Pendidikan:
1. Kebijakan antara Lembaga Pendidikan, masyarakat dan pemerintah didasarkan kepada suatu keinginan proses peningkatan kualitas pendidikan dengan sumber daya yang ada.
2. Lembaga Pendidikan menangkap esensi kebijakan makro pendidikan untuk kemudian melalui proses perencanaan, harus merumuskannya ke dalam kebijakan mikro dalam bentuk program-program prioritas sesuai visi dan misinya
3. Lembaga Pendidikan menjadi mandiri tetapi masih dalam kerangka acuan kebijakan nasional yang memadai, memiliki tanggung jawab terhadap pengembangan sumber daya yang dimilikinya sesuai dengan kebutuhan belajar siswa dan masyarakat.
>>Penerapan Pembelajaran Dengan Media Baru tidak hanya menambahkan sesuatu, tetapi mengubah segalanya. Sistem baru biasanya melawan sistem yang sudah ada. Hal ini bersaing dengan waktu, uang, perhatian, prestise, dan pandangan dunia pendidikan<<
ICBEM2012: Knowledge Management for Small and Medium Enterprises to Win the C...Djadja Sardjana
Small medium enterprises (SMEs ) has been an active part in various improvements in the economy in a country. Globalization is an era that is inevitable. Today, all nations are competing to be the leader in the era of competition. One way is to create competitiveness through the implementation of Knowledge Management in SMEs . To go on such a needed institution building measures approach towards SMEs to understand the problems of the mastery of knowledge to businesses, especially those related to knowledge management efforts.
Management Creativity and Its Form: Lecture on Corporate CreativityDjadja Sardjana
The concept of creativity has been around long before management speak in many disciplines (the term has16th century etymological origins). For example:
# In Mathematics – as the art of making useful combinations from an almost infinite number of possible useless combinations
# In Philosophy – especially connected with serendipity (which is
not pure luck or chance) but results from identifying 'matching
In Philosophy – especially connected with serendipity (which is not pure luck or chance) but results from identifying 'matching pairs' of events that are subsequently put to practical use.
Baudrillard uses the analogy of the billiard game – playing off the cushion – to characterise the rebounding and richocheting nature of actions and ideas.
# Business examples of such a process can be found under the topic “innovation” and include the invention of the Swatch (new combinations or “pairings” of technologies developed in other
industries).
Process of Creative Regeneration: Lecture on Corporate CreativityDjadja Sardjana
Process of Creative Regeneration:
Edward de Bono suggests that you could choose a set of simple nouns at random from the dictionary and then work towards the the desired subject matter through random association.
Creative Management: Lecture on Corporate CreativityDjadja Sardjana
Creative management aims to transform
organisations through changing the way they are run, by trying to open up the climate and management style, increase participation and grant employees more freedom as to how things are accomplished, e.g. new product
development.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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!
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
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
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.
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.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Lecture IMTelkom MM-Biztel: Crossing The Chasm And Competing Technologies
1. Crossing the Chasm and
Competing Technologies
(Adopted from Toral Patel: “Crossing the Chasm and Entering the Tornado”)
Crossing
the Chasm
1m38
Lecture by:
Djadja.Sardjana@gmail.com
http://www.slideshare.net/djadja
1 24 January 2010 IMTelkom MM-Biztel
2. The Early Market
“Pragmatists” and
“Conservatives”
Dominated by early adopters The Chasm
and insiders: “Techies” and The Mainstream
“Visionaries” Market
The “chasm” is the gulf that exists between
the two distinct market-places for
market-
A particular technologies….
technologies….
2 24 January 2010 IMTelkom MM-Biztel
3. The Early Market
“Pragmatists” and
“Conservatives”
Dominated by early adopters The Chasm
and insiders: “Techies” and The Mainstream
“Visionaries” Market
Why do we want to get there?
3 24 January 2010 IMTelkom MM-Biztel
4. The Early Market
“Pragmatists” and
“Conservatives”
Dominated by early adopters The Chasm
and insiders: “Techies” and The Mainstream
“Visionaries” Market
4 24 January 2010 IMTelkom MM-Biztel
5. The Technology Adoption Life Cycle
“High Tech Marketing Model”
Early Early Late
Innovators Adopters Majority Majority Laggards
Techies Visionaries Pragmatists Conservatives Luddites
5 24 January 2010 IMTelkom MM-Biztel
6. The Technology Adoption Life Cycle
“High Tech Marketing Model”
The Tornado hits!
Technology Technology
as a fad as the future
Early Early Late
Innovators Adopters Majority Majority Laggards
Techies Visionaries Pragmatists Conservatives Luddites
6 Early Market Mainsteam Market
24 January 2010 IMTelkom MM-Biztel
7. The Technology Adoption Life Cycle
“High Tech Marketing Model”
Competing
Technology
Early Early Late
Innovators Adopters Majority Majority Laggards
Techies Visionaries Pragmatists Conservatives Luddites
7 24 January 2010 IMTelkom MM-Biztel
8. The Technology Adoption Life Cycle
“High Tech Marketing Model”
Early Early Late
Innovators Adopters Majority Majority Laggards
Techies Visionaries Pragmatists Conservatives Luddites
8 24 January 2010 IMTelkom MM-Biztel
9. The Technology Adoption Life Cycle
“High Tech Marketing Model”
The Chasm
Early Early Late
Innovators Adopters Majority Majority Laggards
Techies Visionaries Pragmatists Conservatives Luddites
9 24 January 2010 IMTelkom MM-Biztel
10. Why is there a chasm?
• Technology are discontinuous innovations
• They are languishing in the early market (i.e., used mostly
by the “Techies” and “Visionaries”) but desperately want to
cross the chasm into the mainstream market
• Few applications have so far been able to cross and
achieve the high-volume opportunities offered by the
mainstream Technology market (i.e., the “Pragmatists”
and “Conservatives”)
• The Technology market will not evolve in one continuous,
smooth movement
10 24 January 2010 IMTelkom MM-Biztel
11. Why is there a Chasm?
Early Market Mainstream Market
• Consists of the Innovators • Consists of an Early Majority
(“Techies”) and the Early (“Pragmatists”) and a Late
Adopters (“Visionaries”) Majority (“Conservatives”)
• For the Visionaries, technology• For the Pragmatists, improving
is a change agent and the the existing delivery of
people using it are the Technology is the priority –
champions of change they want “evolution not
revolution”
• Visionaries like a project • Pragmatists require integrated,
orientation and will therefore turn-key solutions – price is a
start out with a pilot project big issue
• Visionaries want to set the • Pragmatists would like to wait
standards until a platform or application
becomes the de facto standard
The Chasm exists between the Early and Mainstream Markets.
11 24 January 2010 IMTelkom MM-Biztel
12. Why is there a Chasm?
The situation:
• Visionaries are not considered to be good references
by the Pragmatists, but….
• Good references are a pre-requisite for investment in
technologies by the Pragmatists!
The Technology market demands that:
• New systems integrate with old ones
• New systems are technically supported
• People are trained to implement new systems
• All systems conform to a common standard
12 24 January 2010 IMTelkom MM-Biztel
13. Why is there a Chasm?
• Pragmatists expect extensive references from other
Pragmatists. They do not accept Visionaries as being
suitable referees because….
• …. they perceive such referees as being more interested
in the technology (what they can do) than the Technology
process (what they should do)
• Technology Pragmatists don’t care about technology
revolutions or paradigm shifts– they are too busy trying to
make the wheels of conventional Technology go round
Pragmatists hate discontinuous innovations!
13 24 January 2010 IMTelkom MM-Biztel
14. Why is there a Chasm?
• Visionaries build from the ground up – but Pragmatists
know that the new paradigm has to work with the existing
infrastructure and practices
• Pragmatists see Visionaries as overtly project orientated –
they come, the see, they conquer…. they leave!
• Pragmatists are usually committed to their profession and
their institution, they are in Technology for “the long run”
and must live with their ICT decisions
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15. Why is there a Chasm?
(a) Technology
Bermuda
Triangle
(b) Economics (c) Legislation
Wilnfried Holz, President and CEO, Siemens Health
15 24 January 2010
Technologies IMTelkom MM-Biztel
16. Why is there a Chasm?
(a) Technology:
Deloitte & Touche. The Emerging European
Telematics Industry: Market Analysis.
• Pragmatists want to hear about “up and running”, turn-
key applications that have been integrated into
mainstream Technology, not pilot projects
• Pragmatists trust “brand” – mergers and consolidations
are required
• Pragmatists need standards because they need
guaranteed interoperability - Visionaries want to set the
standards!
16 24 January 2010 IMTelkom MM-Biztel
17. Why is there a Chasm?
(b) Economics:
• Governments continue to concentrate largely on pilot
projects (Example: WiMAX in Indonesia)
• Firm insistence that evidence base of cost-effectiveness
must be established as a prerequisite to large-scale
implementation
• But there is practically no evidence base for cost-
effectiveness!
17 24 January 2010 IMTelkom MM-Biztel
18. Why is there a Chasm?
(c) Legislation:
• Technical and security standards
• Protecting electronic patient information
• Professional standards
• Licensing and credentialing of Technology providers
• Malpractice liability defence and insurance
• Lack of reimbursement for telematics services
• Infrastructure planning and development
18 24 January 2010 IMTelkom MM-Biztel
19. Why is there a Chasm?
(c) Legislation:
• Technical and security standards
• Protecting electronic patient information
• Professional standards
• Licensing and credentialing of Technology providers
• Malpractice liability defence and insurance
• Lack of reimbursement for telematics services
• Infrastructure planning and development
19 24 January 2010 IMTelkom MM-Biztel
20. Can we avoid the chasm?
chasm?
• We can never completely remove the chasm – no
one can!
• But we can develop chasm-crossing strategies
and find strategic locations at which to cross
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21. There are active efforts in four key
areas about the chasm
We need to:
(1) Identifying Chasm-Crossing Opportunities – through
Chasm-
market research & analysis, feasibility studies and
business plan development
And narrowing that chasm by:
(2) Developing Technology Integration Strategies – for
technology vendors to integrate and improve their
products and services
(3) Building Economic Evidence – through cost-benefit /
effectiveness studies
(4) Removing Legislative and Regulatory Barriers – through
legal and risk services, research, lobbying and advocacy
21 24 January 2010 IMTelkom MM-Biztel
22. (1) Identifying Chasm-Crossing
Chasm-
Opportunities
• Identifying new markets or market sectors for
clients
• Gathering information and intelligence on those
markets
• Improving the client’s knowledge and
understanding of the market as an essential pre-
requisite to….
• Introducing clients to key potential purchasers
• Creating routes to market
22 24 January 2010 IMTelkom MM-Biztel
23. (2) Developing Technology
Integration Strategies
• Assessing the needs of the market in terms of
the services they require
• Evaluating the best technologies
• Helping clients to build the solutions that their
market wants
24. (3) Building Economic Evidence
• Cost-benefit / effectiveness studies that provide
evidence for the economic sustainability of
technologies
25. (4) Removing Legislative and
Regulatory Barriers
• Providing legal and risk management services to
both technological vendors and users
• Advocating the safe and responsible use of
technology through workshops, symposiums and
presentations
26. In Summary
• Technology Manager need works with its clients and
partners to create the knowledge and understanding of
the market-place that is essential to achieve routes to
markets and “cross the chasm”
• Technology Manager specifically need addresses the
three core areas that both the users and vendors of
technologies must tackle in order to make that crossing:
o turning technologies into solutions;
o building the economic evidence base; and
o addressing legal, professional and risk issues.
Youtube
Crossing
the Chasm
2m51
26 24 January 2010 IMTelkom MM-Biztel