This document provides an overview of market facilitation concepts and how they can be applied to address issues in an agricultural value chain. It discusses market facilitation, specifically focusing on fostering systemic shifts towards broader relationships, ongoing innovation and upgrading, and benefit flows. It then gives an example problem statement around the low productivity of smallholder rice farmers limiting the competitiveness of the rice value chain. Various rationales are provided around knowledge gaps and limited relationships. The document closes by discussing applying the concepts of intensity and focusing resources appropriately when facilitating relationships between smallholders, input firms, and output firms.
This document provides a career summary for an electrical engineer with 7 years of experience. It includes details on her core competencies, education background including a Bachelor's degree in Electrical and Computer Engineering, certifications, training courses, work experience in various roles such as senior electrical project engineer, sales and marketing engineer, and skills including computer skills and languages.
HANY IS Voice and Data Networks (AVAYA ),Light current, GSM and wireless technologies Engineer with customer-Driven Sales/Marketing and Management skills who seek to utilize his dynamic and outstanding creative skills with PMP and MINI MBA background to build strong customer relationships in order to contribute to the company’s sales goals and achieve the project deliverables so, increasing the organization revenue.
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/review-of-round-2-events-from-the-global-challenges-research-fund-gcrf-demonstrate-impact-programme
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/webcast-gcrf-demonstrate-impact-competition-briefing-round-2-how-to-increase-impact-through-innovation-in-developing-countries
Jonathan Goldman is a technology executive with experience in R&D, engineering management, and business development. He currently serves as CTO and VP of Engineering at Hydro Phi Technologies, a company developing hydrogen fuel systems. Previously he was a Partner at Platform Technology Ventures, a venture creation firm focusing on commercializing university intellectual property. Goldman has extensive experience managing technology development from early research through product launch, and has raised over $250 million in funding. He holds engineering degrees from MIT and Georgia Tech.
This document summarizes the career of an electrical engineer with over 7 years of experience managing electrical projects from inception to completion. It details her educational background which includes a Bachelor's degree in Electrical and Computer Engineering from Cairo University. It also lists her work experience in various roles such as an electrical site engineer, sales engineer, and project manager for companies in industries including engineering, fire protection, and smart parking solutions. Her skills include expertise in Microsoft Office, programming languages, networking, and soft skills for client relations.
This resume is for Y V Prasad Reddy, seeking an automotive sales management position. He has over 15 years of experience in application engineering, sales, and technical support for secondary nickel cadmium batteries. Currently a senior manager of technical sales at HBL Power Systems Ltd in Hyderabad, India, his responsibilities include managing the entire sales cycle, coordinating key projects, and providing technical support to customers. He has a background in application engineering, technical pre-sales management, and design engineering. Reddy has a BTech in Mechanical Engineering and skills in areas such as customer relations, marketing, staff training, and achieving sales goals.
This document provides a career summary for an electrical engineer with 7 years of experience. It includes details on her core competencies, education background including a Bachelor's degree in Electrical and Computer Engineering, certifications, training courses, work experience in various roles such as senior electrical project engineer, sales and marketing engineer, and skills including computer skills and languages.
HANY IS Voice and Data Networks (AVAYA ),Light current, GSM and wireless technologies Engineer with customer-Driven Sales/Marketing and Management skills who seek to utilize his dynamic and outstanding creative skills with PMP and MINI MBA background to build strong customer relationships in order to contribute to the company’s sales goals and achieve the project deliverables so, increasing the organization revenue.
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/review-of-round-2-events-from-the-global-challenges-research-fund-gcrf-demonstrate-impact-programme
GCRF Demonstrate Impact Competition Briefing Round 2: How to Increase Impact ...KTN
Through the Global Challenges Research Fund (GCRF), Innovate UK will invest up to £9.3 million in innovation projects.
The Global Challenges Research Fund (GCRF) will invest up to £9.3 million in demonstration-stage projects. The projects must have the potential to transform lives in developing countries, through market-creating innovation. We will support projects that address one of ten global societal challenges recognised in the UN Sustainable Development Goals (SDGs) through the development of innovative processes, products and services. These projects should lead to the deployment of those innovations within developing countries.
Find out more: https://ktn-uk.co.uk/news/webcast-gcrf-demonstrate-impact-competition-briefing-round-2-how-to-increase-impact-through-innovation-in-developing-countries
Jonathan Goldman is a technology executive with experience in R&D, engineering management, and business development. He currently serves as CTO and VP of Engineering at Hydro Phi Technologies, a company developing hydrogen fuel systems. Previously he was a Partner at Platform Technology Ventures, a venture creation firm focusing on commercializing university intellectual property. Goldman has extensive experience managing technology development from early research through product launch, and has raised over $250 million in funding. He holds engineering degrees from MIT and Georgia Tech.
This document summarizes the career of an electrical engineer with over 7 years of experience managing electrical projects from inception to completion. It details her educational background which includes a Bachelor's degree in Electrical and Computer Engineering from Cairo University. It also lists her work experience in various roles such as an electrical site engineer, sales engineer, and project manager for companies in industries including engineering, fire protection, and smart parking solutions. Her skills include expertise in Microsoft Office, programming languages, networking, and soft skills for client relations.
This resume is for Y V Prasad Reddy, seeking an automotive sales management position. He has over 15 years of experience in application engineering, sales, and technical support for secondary nickel cadmium batteries. Currently a senior manager of technical sales at HBL Power Systems Ltd in Hyderabad, India, his responsibilities include managing the entire sales cycle, coordinating key projects, and providing technical support to customers. He has a background in application engineering, technical pre-sales management, and design engineering. Reddy has a BTech in Mechanical Engineering and skills in areas such as customer relations, marketing, staff training, and achieving sales goals.
Paul Hughes has extensive experience planning and launching complex services and reviewing and changing sales and marketing strategies. Some examples include:
1) Launching CPP (Calling Party Pays) networks in the UK and Ireland to supply a consumer mobile service, which grew business from £14 million to £30 million from 1995 to 1997.
2) Developing Crewmail, a communications service for ship crews, which increased satellite volumes by 22% in the first year.
3) Reviewing the sales and marketing strategy at a telecommunications company, implementing changes like a new CRM system that increased sales from £37 million to £47 million from 1998 to 2001.
4) Playing a key role in the new
This document provides information about the objectives, budget, funding amounts, evaluation process, and key elements of proposals for the SME Instrument, which is part of the European Innovation Council.
The SME Instrument supports high-risk, high-potential small and medium enterprises to develop and commercialize innovations like new products, services and business models. Proposals are evaluated based on excellence, impact, and quality of implementation. Key elements that should be addressed in proposals include convincing specifications of demand, description of the innovation and competitors, realistic growth plans, protection of intellectual property, and experience of the management team.
Transforming Accountancy, Insurance & Legal Services with AI & DataKTN
UK Research and Innovation will invest up to £12 million in innovation projects to support the application of artificial intelligence (AI) and data technologies. Projects should aim to transform the 3 target sectors:
Accountancy
Insurance
Legal services
Find out more: https://ktn-uk.co.uk/funding/transforming-accountancy-insurance-and-legal-services-with-ai-and-data-small-projects-strand
Manish Gambhir is seeking a sales, marketing, business development, or project management role. He has 12 years of experience in these areas. He has a track record of developing new markets, managing teams, and achieving sales goals. His experience includes roles at Goodtel Co Ltd, LS Cable & System India Pvt Ltd, HBE Aviosec Pvt. Ltd., and SIMOCO Telecommunications, where he was responsible for sales, marketing, business development, and managing client relationships.
This document contains a summary of Aditya Kesari Behera's professional experience and qualifications. He has over 3 years of experience in software testing, specializing in black box testing. He has expertise in manual testing and test automation using QTP. He has experience testing both web and Windows-based applications, and has worked on projects in the financial domain. He holds a Bachelor's degree in Computer Science and Engineering and has technical skills in Quality Center, SQL, programming languages like C/C++, and scripting languages like HTML and VBScript.
This document provides a summary of Mark Mays' professional experience and technical skills. It outlines over 20 years of experience in applications engineering, technical support, and sales roles for companies in the renewable energy, power distribution, and test instrumentation industries. Mays has expertise in system design, troubleshooting, and technical training. He has a track record of successfully growing business and developing new solutions for customers.
Howard Reingold has over 25 years of experience in product management, marketing, and development roles at companies including AT&T, Intel, Glowpoint, and Ulticom. He has a track record of growing revenue through new product launches, strategic partnerships, and process improvements. Reingold has an MBA from Duke University and a computer science degree.
Jonathan Bennett has over 15 years of experience as a project manager in various industries. He is currently a senior project manager at Ellucian, where he manages the implementation of student management systems across multiple clients. Previously, he has held project management roles at The Collinson Group and The Chartered Insurance Institute. He has a BSc in Engineering with Business Studies and is a certified Project Management Professional with Prince2 qualifications.
The document discusses the career history and achievements of an individual working in sales and consulting roles across multiple industries including aerospace, defense, semiconductor manufacturing, and more. Key highlights include receiving numerous performance awards, pioneering new strategies to increase revenue, and successfully winning and expanding several major contracts valued between $2 million to $20 million through customized solutions and consulting methodologies.
Steven Kellock has over 20 years of experience in change management, project management, and customer experience roles in the telecommunications industry. He has a proven track record of successfully delivering complex projects involving technology integration, process improvements, and change management. Kellock is currently seeking a permanent role that utilizes his experience in bundling telecom and energy services to drive innovation and expand business offerings.
Logistics consultant wilson_CV upto date Jan 2017Wilson Xing
As a SAP Consultant in MMWM and SDCS with China’s SAP Service Line with more than 8 years experience in operation and maintenance about ERP. Responsible for handling project lifecycles, setting up projects, managing results delivery, mapping client requirements, developing test scripts, and providing training and technical assistance to team members.Deeply understanding the Supply chain management and SAP ECC logistics.Having implemented multiple system integration projects and knowing the complex business process and the mechanism of the interface.
Implemented different types of SAP ERP project, including Rollout and non-rollout project, some of them are from oversea and others are domestic.Some rollout projects strictly require follow the template, others allow deviating from the template.
Having enough knowledge optimize business process according to the as-is and having rich experience to host and organize meetings.Skills at managing and guiding business requirements. Willing to accept the challenges and dig out solutions for a streamlined process.
As a SAP logistics consultant, the comprehensive knowledge for logistics management and clearly know SAP logistics logical is mandatory, such as PP PS PM QM ABAP and basic knowledge in FI&CO.
Hereby sharing some basic abilities of the modules I prefer to implement
· SAP MM|WM module
· Purchasing
· External Service management
· Inventory management
· Evaluation
· Logistics Invoice management
· Goods Receipt Process for Inbound Deliveries
· Warehouse Management System (WMS)
· SAP SD|CS module
· Sales
· Pricing and Conditions
· Scheduling Agreements for Component Suppliers
· Availability Check and Requirements in Sales and Distribution Processing
· Credit and Risk Management
· Output Determination
· Customer Service Processing
· Electronic Data Interchange / IDoc Interface
· Billing
· Shipping
· Transportation
· SAP ABAP module
· Enhancement price requirement & calculation type
· Debug program
· Program simple ALV report
· program print document
RS Components- Connecting the Voice of the Customer with ROI and Culture Scott Jayes
The document summarizes the results of a Voice of the Customer program implemented by RS Components, a global electronics distributor, to systematically capture customer feedback. The program was designed to drive cultural change and business improvements across the entire organization. Key results included improved customer satisfaction scores, established ROI from increased retention, sales and profits, and embedding a customer-centric culture throughout the global operations of RS Components.
Deborah Boughton is a highly qualified Project Manager/Analyst with over 15 years of experience in marketing, sales, and project management. She has a track record of driving key engagements, achieving supply chain goals, and collaborating with cross-functional teams. Her background includes managing projects for Lowe's, APEX Technologies, JELD-WEN, Pavestone Company, Active Concepts, and Momentive Performance Materials.
This document discusses communication skills and market facilitation. It outlines six facilitator roles: communicator, relationship builder, systems analyst, coach, and innovator. As a communicator, effective messaging, active listening, and investigative reporting are key capacities. As a systems analyst, understanding industry terminology, principles, and influencers is important. The document also discusses facilitating inclusive market system change through multi-faceted interventions at different phases and making appropriate offers to different players to foster the right incentives and behavior over time through self-selection and strategic adjustments. Finally, it prompts sharing insights into managing relationships to achieve systemic goals and role playing examples.
This document discusses the differences between leadership and management. It notes that leadership involves inspiring people and setting a vision, while management focuses on effectively deploying resources and keeping work on track. The key skills of leadership include motivation, recognition, and creativity, while management skills involve tasks like budgeting, performance evaluation, and record keeping. Both leadership and management are important for an organization's success, with leadership providing vision and empowerment and management providing structure and risk reduction. Effective communication is key to bridging leadership and management.
BP's organization is divided into three main segments: Upstream, Downstream, and Sustainable Energy. Upstream focuses on oil and gas exploration and production. Downstream focuses on fuels, lubricants, and petrochemicals. Sustainable Energy aims to identify and grow low-carbon businesses. BP aims to prevent accidents through strict safety standards and conduct outlined in their new Code of Conduct. Their goal is to be a trusted, responsible company that meets high operational standards. BP outlines their strategic, tactical, operational, and contingency plans to ensure safe, environmentally responsible operations now and in their transition to more sustainable energy.
The document discusses a presentation being given to the MAP team about conceptualizing the Western Region as a system and addressing systemic constraints to inclusive growth. It identifies national issues like the devolution of government functions to county governments that create uncertainty, differing priorities, and lack of clarity and capacity. It outlines opportunities and threats for MAP, and proposes a MAP-wide response to strengthen enabling environments through better rules and support for weak system functions. Teams would brainstorm contributions and future plans to improve the enabling environment across sectors. The goal is an inclusive and resilient system driven by evidence, participation, and multi-stakeholder processes to achieve MAP goals at scale.
This tool describes the roles a market facilitator plays. The tool should be used with staff to reflect on their progression of competence in these facilitation roles and to assess their performance and plan professional growth.
This document builds on the Being a Market Facilitator tool. It includes case studies which describe situations where market facilitation was applied well or poorly. It also provides examples of activities to use the case studies in, both on an individual basis and a group.
Paul Hughes has extensive experience planning and launching complex services and reviewing and changing sales and marketing strategies. Some examples include:
1) Launching CPP (Calling Party Pays) networks in the UK and Ireland to supply a consumer mobile service, which grew business from £14 million to £30 million from 1995 to 1997.
2) Developing Crewmail, a communications service for ship crews, which increased satellite volumes by 22% in the first year.
3) Reviewing the sales and marketing strategy at a telecommunications company, implementing changes like a new CRM system that increased sales from £37 million to £47 million from 1998 to 2001.
4) Playing a key role in the new
This document provides information about the objectives, budget, funding amounts, evaluation process, and key elements of proposals for the SME Instrument, which is part of the European Innovation Council.
The SME Instrument supports high-risk, high-potential small and medium enterprises to develop and commercialize innovations like new products, services and business models. Proposals are evaluated based on excellence, impact, and quality of implementation. Key elements that should be addressed in proposals include convincing specifications of demand, description of the innovation and competitors, realistic growth plans, protection of intellectual property, and experience of the management team.
Transforming Accountancy, Insurance & Legal Services with AI & DataKTN
UK Research and Innovation will invest up to £12 million in innovation projects to support the application of artificial intelligence (AI) and data technologies. Projects should aim to transform the 3 target sectors:
Accountancy
Insurance
Legal services
Find out more: https://ktn-uk.co.uk/funding/transforming-accountancy-insurance-and-legal-services-with-ai-and-data-small-projects-strand
Manish Gambhir is seeking a sales, marketing, business development, or project management role. He has 12 years of experience in these areas. He has a track record of developing new markets, managing teams, and achieving sales goals. His experience includes roles at Goodtel Co Ltd, LS Cable & System India Pvt Ltd, HBE Aviosec Pvt. Ltd., and SIMOCO Telecommunications, where he was responsible for sales, marketing, business development, and managing client relationships.
This document contains a summary of Aditya Kesari Behera's professional experience and qualifications. He has over 3 years of experience in software testing, specializing in black box testing. He has expertise in manual testing and test automation using QTP. He has experience testing both web and Windows-based applications, and has worked on projects in the financial domain. He holds a Bachelor's degree in Computer Science and Engineering and has technical skills in Quality Center, SQL, programming languages like C/C++, and scripting languages like HTML and VBScript.
This document provides a summary of Mark Mays' professional experience and technical skills. It outlines over 20 years of experience in applications engineering, technical support, and sales roles for companies in the renewable energy, power distribution, and test instrumentation industries. Mays has expertise in system design, troubleshooting, and technical training. He has a track record of successfully growing business and developing new solutions for customers.
Howard Reingold has over 25 years of experience in product management, marketing, and development roles at companies including AT&T, Intel, Glowpoint, and Ulticom. He has a track record of growing revenue through new product launches, strategic partnerships, and process improvements. Reingold has an MBA from Duke University and a computer science degree.
Jonathan Bennett has over 15 years of experience as a project manager in various industries. He is currently a senior project manager at Ellucian, where he manages the implementation of student management systems across multiple clients. Previously, he has held project management roles at The Collinson Group and The Chartered Insurance Institute. He has a BSc in Engineering with Business Studies and is a certified Project Management Professional with Prince2 qualifications.
The document discusses the career history and achievements of an individual working in sales and consulting roles across multiple industries including aerospace, defense, semiconductor manufacturing, and more. Key highlights include receiving numerous performance awards, pioneering new strategies to increase revenue, and successfully winning and expanding several major contracts valued between $2 million to $20 million through customized solutions and consulting methodologies.
Steven Kellock has over 20 years of experience in change management, project management, and customer experience roles in the telecommunications industry. He has a proven track record of successfully delivering complex projects involving technology integration, process improvements, and change management. Kellock is currently seeking a permanent role that utilizes his experience in bundling telecom and energy services to drive innovation and expand business offerings.
Logistics consultant wilson_CV upto date Jan 2017Wilson Xing
As a SAP Consultant in MMWM and SDCS with China’s SAP Service Line with more than 8 years experience in operation and maintenance about ERP. Responsible for handling project lifecycles, setting up projects, managing results delivery, mapping client requirements, developing test scripts, and providing training and technical assistance to team members.Deeply understanding the Supply chain management and SAP ECC logistics.Having implemented multiple system integration projects and knowing the complex business process and the mechanism of the interface.
Implemented different types of SAP ERP project, including Rollout and non-rollout project, some of them are from oversea and others are domestic.Some rollout projects strictly require follow the template, others allow deviating from the template.
Having enough knowledge optimize business process according to the as-is and having rich experience to host and organize meetings.Skills at managing and guiding business requirements. Willing to accept the challenges and dig out solutions for a streamlined process.
As a SAP logistics consultant, the comprehensive knowledge for logistics management and clearly know SAP logistics logical is mandatory, such as PP PS PM QM ABAP and basic knowledge in FI&CO.
Hereby sharing some basic abilities of the modules I prefer to implement
· SAP MM|WM module
· Purchasing
· External Service management
· Inventory management
· Evaluation
· Logistics Invoice management
· Goods Receipt Process for Inbound Deliveries
· Warehouse Management System (WMS)
· SAP SD|CS module
· Sales
· Pricing and Conditions
· Scheduling Agreements for Component Suppliers
· Availability Check and Requirements in Sales and Distribution Processing
· Credit and Risk Management
· Output Determination
· Customer Service Processing
· Electronic Data Interchange / IDoc Interface
· Billing
· Shipping
· Transportation
· SAP ABAP module
· Enhancement price requirement & calculation type
· Debug program
· Program simple ALV report
· program print document
RS Components- Connecting the Voice of the Customer with ROI and Culture Scott Jayes
The document summarizes the results of a Voice of the Customer program implemented by RS Components, a global electronics distributor, to systematically capture customer feedback. The program was designed to drive cultural change and business improvements across the entire organization. Key results included improved customer satisfaction scores, established ROI from increased retention, sales and profits, and embedding a customer-centric culture throughout the global operations of RS Components.
Deborah Boughton is a highly qualified Project Manager/Analyst with over 15 years of experience in marketing, sales, and project management. She has a track record of driving key engagements, achieving supply chain goals, and collaborating with cross-functional teams. Her background includes managing projects for Lowe's, APEX Technologies, JELD-WEN, Pavestone Company, Active Concepts, and Momentive Performance Materials.
This document discusses communication skills and market facilitation. It outlines six facilitator roles: communicator, relationship builder, systems analyst, coach, and innovator. As a communicator, effective messaging, active listening, and investigative reporting are key capacities. As a systems analyst, understanding industry terminology, principles, and influencers is important. The document also discusses facilitating inclusive market system change through multi-faceted interventions at different phases and making appropriate offers to different players to foster the right incentives and behavior over time through self-selection and strategic adjustments. Finally, it prompts sharing insights into managing relationships to achieve systemic goals and role playing examples.
This document discusses the differences between leadership and management. It notes that leadership involves inspiring people and setting a vision, while management focuses on effectively deploying resources and keeping work on track. The key skills of leadership include motivation, recognition, and creativity, while management skills involve tasks like budgeting, performance evaluation, and record keeping. Both leadership and management are important for an organization's success, with leadership providing vision and empowerment and management providing structure and risk reduction. Effective communication is key to bridging leadership and management.
BP's organization is divided into three main segments: Upstream, Downstream, and Sustainable Energy. Upstream focuses on oil and gas exploration and production. Downstream focuses on fuels, lubricants, and petrochemicals. Sustainable Energy aims to identify and grow low-carbon businesses. BP aims to prevent accidents through strict safety standards and conduct outlined in their new Code of Conduct. Their goal is to be a trusted, responsible company that meets high operational standards. BP outlines their strategic, tactical, operational, and contingency plans to ensure safe, environmentally responsible operations now and in their transition to more sustainable energy.
The document discusses a presentation being given to the MAP team about conceptualizing the Western Region as a system and addressing systemic constraints to inclusive growth. It identifies national issues like the devolution of government functions to county governments that create uncertainty, differing priorities, and lack of clarity and capacity. It outlines opportunities and threats for MAP, and proposes a MAP-wide response to strengthen enabling environments through better rules and support for weak system functions. Teams would brainstorm contributions and future plans to improve the enabling environment across sectors. The goal is an inclusive and resilient system driven by evidence, participation, and multi-stakeholder processes to achieve MAP goals at scale.
This tool describes the roles a market facilitator plays. The tool should be used with staff to reflect on their progression of competence in these facilitation roles and to assess their performance and plan professional growth.
This document builds on the Being a Market Facilitator tool. It includes case studies which describe situations where market facilitation was applied well or poorly. It also provides examples of activities to use the case studies in, both on an individual basis and a group.
A basic handout of a computer system provides operating system overview, hardware operations and basic functions of a computer system as a comprehensive entity.
GOTTES WORT ... durch Bertha Dudde.
Für die gegenwärtige Zeit sind aus christlicher Sicht die Offenbarungen durch Bertha Dudde hochaktuell. Zeitgeist und Weltgeschehen bestätigen fast täglich die Erfüllung dieser Prophezeiungen.
— Herausgegeben von Freunden der Neuoffenbarung -Weiterführende Informationen, Bezug aller Kundgaben, CD-ROM, Bücher, Themenhefte usw. im Internet unter:
http://www.bertha-dudde.info
bzw. http://www.bertha-dudde.org
- kein copyright - Die Verbreitung der Kundgaben ist sehr erwünscht.
Es sind nur ganze Kundgaben ohne jegliche Veränderung weiterzugeben.
This document outlines the costs and pricing strategy for a concrete sample. It lists the product name, number of units, components including cement, aggregate and water, and a total product cost of 120 TL per cubic meter of concrete. It also provides the cost per unit for materials like bags of cement and cubic meters of aggregate. The profit margin is listed as 50 TL and the price per unit as 70 TL, resulting in a profit margin percentage of 71% and a mark up percentage of 10%.
Football footsteps half hour provides basic skills that are necessary to afoot a foundation for competitive soccer and major training operations are highlighted. Basing ball control ,passing and timing skills are highlighted in this handout. Major game skills and physical training is also included. Enjoy your reading and develop your interest in coaching soccer
This short document features 6 stock photos with captions crediting different photographers and suggests that the reader may be inspired to create their own presentation using Haiku Deck on SlideShare. It encourages getting started with making a Haiku Deck presentation for sharing on SlideShare.
The document discusses market facilitation concepts. Market facilitation stimulates market growth but does not become part of the market itself. It aims to increase industry competitiveness over time by fostering systemic shifts towards deeper commercial relationships, ongoing innovation, and benefit flows that drive changes. It also fosters improvements in critical end market factors. Appropriate facilitation intensity is key, as is fostering local relationships and allowing partners to self-select with rolling exits. An example application aims to address low smallholder productivity in rice value chains by assisting relationships on the output and input sides through improved intermediation and input distribution, with the project taking a lower profile role.
The BIG Assist programme provided £6 million in funding to support infrastructure organizations (IOs) in the voluntary sector. Through an online marketplace, IOs could access vouchers to purchase support from approved suppliers on topics like strategy, sustainability, and organizational development. Over 700 IOs received diagnostic reviews, and 576 were awarded a total of £3.5 million in vouchers with an average value of £8,040.70. Suppliers delivered extensive support that was highly valued by IOs. The evaluation found evidence that BIG Assist helped IOs improve the support they provide, identify new funding, enable consortia bidding, and increase their capacity for change. Peer-to-peer opportunities like site visits were also beneficial
MGT3100 Project Management- Case Study - Ozford Higher Education TDioneWang844
The document outlines an assignment for a project management course. Students must submit a business report and presentation bidding on a project to develop an e-commerce platform for a grocery store client. The store is located in a town of 6,500 residents near a larger city, and aims to increase its online presence to attract more tourists and compete with larger retailers. Students must propose their project approach, budget, timeline and risks. They will be graded based on demonstrating knowledge of project management principles and responding to the assignment requirements.
Innovate UK is the UK's innovation agency that provides funding and connects businesses to accelerate innovation across the UK. It has a budget of over £800 million and funds over 2,400 projects annually involving 2,900 organizations. The majority of its funding goes to small and medium enterprises and research institutions. It currently has several open funding competitions available for innovative projects in areas like artificial intelligence, clean growth, and manufacturing.
SBRI competition: Sort and Segregate Nuclear WasteKTN
The Nuclear Decommissioning Authority and Innovate UK are delivering an SBRI competition to fund innovative ideas that will lead to cheaper, safer and faster ways of sorting and segregating radioactive waste. Closes 11 November.
Register here https://apply-for-innovation-funding.service.gov.uk/competition/685/overview
Competition scope, competition eligibility conditions and application process...KTN
George Papadakis & Victoria Meredith from Innovate UK outline the details of the Digital Security by Design (DSbD) Business-led Demonstrators Phase 1 EOI competition, covering the competition scope, competition eligibility conditions and application process.
The document discusses several key factors regarding establishing effective high-tech ICT incubators:
- Core ICT expertise and infrastructure are needed, as well as generating innovative ideas and involving stakeholders from business, government, and entrepreneurs.
- Public-private partnerships can provide resources to subsidize services and bring complementary skills.
- An external pool of skilled ICT practitioners is important to support incubatees with high-quality services.
- Location must allow access to technology experts, mentors, and investors to best support incubatees.
- The incubation model should be tailored to the local context and priorities to effectively promote knowledge-intensive, new technology activities.
A £125 million fund has been established to improve the competitiveness of advanced manufacturing supply chains in the UK. Applications are invited for projects that will address market failures, generate economic growth, increase innovation and skills, and make UK manufacturing more globally competitive. Successful bids will demonstrate commitments from across the supply chain, private sector investment, and impacts like new jobs. Funding will support capital, R&D, training, and collaboration projects. Applications will be judged on their vision, evidence, sector leadership, and state aid compliance.
Presentation from the briefing event for ISCF Digital Security by Design competition: Technology Enabled Business-Led Demonstator Stage 1 Expression of Interest
Open to UK and African organisations who want to collaborate on an Agri-Tech project around food chain innovation in Africa.
Are you working on Agri-Tech innovation and would like to implement some of your ideas in Africa?
If so, you could get funding thanks to the Agri-Tech Catalyst Competition, Round 10, opening on 20 July.
The funding available through the competition is for Agri-Tech projects on food chain innovations in Africa. These projects need to be delivered by a UK and an African organisation working together.
Find out more here: https://ktn-uk.co.uk/news/agri-tech-catalyst-competition-round-10
The document proposes a plan to accelerate growth and align sales execution through an indirect sales model. It outlines objectives to contribute 30-40% of revenue through indirect sales by 2009-2010. It discusses partner programs to generate incremental revenue, including global strategic partners, referral partners, and sales agents. It provides revenue and cost estimates for these partner programs and proposes a partner productivity portal and team structure to maximize partner effectiveness.
Transforming Food Production Briefing Event for UK-China Bilateral - Precisio...KTN
A component of the ISCF Transforming Food Production (TFP) is the International activities based on bilateral agreements to ensure new technologies take advantage of overseas markets. UK businesses can apply for a share of up to £5 million to work with Chinese partners to develop new integrated precision farming technology and help achieve net-zero emissions. This funding is from the Industrial Strategy Challenge Fund.
The aim of this competition is to encourage the use of data-intensive methods for commercial farming.
Find out more: https://ktn-uk.co.uk/news/live-now-webcast-transforming-food-production-briefing-event-for-uk-china-bilateral
GNAYAAN CONSULTING provides business consulting services in three main areas: business transformation, marketing strategy, and international development. They offer expertise in helping clients stay competitive through business transformation, revenue maximization, and cost optimization. GNAYAAN also develops effective marketing strategies through market and industry analysis, developing value propositions, and defining routes to market. Finally, they support partnerships, joint ventures, and mergers and acquisitions through due diligence, business planning, and strategic negotiations. The document provides examples of projects they have completed for clients in telecommunications, IT, and utilities.
Open to UK and African organisations who want to collaborate on an Agri-Tech project around food chain innovation in Africa.
Are you working on Agri-Tech innovation and would like to implement some of your ideas in Africa?
If so, you could get funding thanks to the Agri-Tech Catalyst Competition, Round 10, opening on 20 July.
The funding available through the competition is for Agri-Tech projects on food chain innovations in Africa. These projects need to be delivered by a UK and an African organisation working together.
Find out more here: https://ktn-uk.co.uk/news/agri-tech-catalyst-competition-round-10
This document discusses developing bankable business plans for forest restoration projects. It notes that private finance can complement public investments to achieve large-scale restoration. Restoration projects will be more sustainable if they improve local incomes and livelihoods. However, there are barriers to accessing finance for restoration projects like limited knowledge of business planning and unclear profit potential. The document introduces a learning guide to help forest producers develop bankable business plans for restoration projects. It outlines the structure of the guide and how it provides practical, sustainable guidance by putting knowledge into practice. The guide aims to develop a pipeline of investable restoration projects.
This document provides an agenda and summary for the October Business Growth Lunch event held in Rochdale on 21 October 2016. The agenda included welcome and introductions, an update on Rochdale developments from the local council, a presentation on exporting and the GM Export Fund, a guest speaker from GJD Manufacturing, and a Business Growth Hub update. The document also provides housekeeping details and summaries of the various presentations.
Simple Business Presentation Template by EaTemp.pptxEaTemp
The document is a business plan for XYZ Company that provides technology solutions. It outlines XYZ Company's track record and introduces a new project to develop a software platform that will streamline logistics and supply chain management for retail businesses. The platform will utilize AI/ML to optimize routes, predict demand, and identify inefficiencies. The business plan describes the problem the project addresses, provides details on implementation, and explains the benefits customers will realize through increased efficiency, productivity and customer satisfaction.
This document provides an overview of SIDBI's cluster development approach and its partnership with GTZ under the MSME Finance and Development Program (MSMEFDP). It discusses key achievements of the program including improving competitiveness through business development services, institutional capacity building, skill development, and promoting energy efficiency. It highlights innovative tools developed through the program and experiential lessons learned around ensuring sustainability, customizing support to cluster needs, and facilitating ownership of cluster actors. The document also outlines priority areas for the next phase of the partnership like scaling up innovative financing models, advancing sector-specific strategies, and leveraging international partnerships and best practices.
The document discusses strategies for MAP to accelerate inclusive growth through its portfolio. It aims to:
1) Take stock of progress to date by reviewing MAP offers and comparing expected vs. actual results to formulate a scale-up plan.
2) Formulate a 12-month scale-up plan by assessing drivers for scale, identifying strategic options to accelerate it, and setting targets for more system breadth and depth.
3) Provide guidance on framing effective offers by considering who the offer is aimed at, why actors should want it, what they would get, and what MAP expects to get in return.
The document discusses system dynamics and value chains. It explains that people in value chains can relate through competition or cooperation. Effective performance is defined by ongoing upgrading and more inclusive, shared benefits. Two diagrams show how competition and cooperation can be effective or ineffective in driving improvements and growth with poverty reduction over time. The rest of the document involves a group activity where participants analyze statements about relationships between actors in value chains and identify whether they describe effective or ineffective competition and cooperation.
Niana is a major producer, consumer, and importer of rice. The domestic rice market consists of a price-conscious segment consuming mainly local rice, and a quality-conscious segment consuming mostly imported long-grain white rice. Local production and milling is unable to meet demand due to low and inconsistent yields from smallholder farmers. Relationships between actors in the domestic value chain are characterized by mistrust, opportunism, and a lack of cooperation or knowledge sharing. In contrast, importers and distributors cooperate through established credit terms and information sharing to reliably supply the quality market segment. Overall, the rice sector suffers from low productivity, weak farmer organizations, and a value chain where actors primarily view each other with suspicion rather
1) The document discusses statements that different actors in the rice market system might say and provides analysis of the statements in terms of the degree and effectiveness of cooperation and competition. The actors include farmers, traders, millers, input providers, and importers.
2) Many of the statements indicate a medium or high degree of ineffective cooperation and competition among actors due to informal rules that drive short-term thinking and limit the value of commercial relationships.
3) Formal rules also contribute to ineffective relationships between actors by influencing perceptions that push inaction or unwillingness to upgrade approaches to marketing and investment.
This document provides scenarios for a charades activity involving 14 different actors in the rice value chain. Each scenario consists of a quote from one actor about their relationship with another actor or group of actors. The aim is for participants to plot the relationships described in the correct area of a matrix based on skits performed by other groups. The document would be used to select 8 scenarios for groups to perform short skits about in order to help other participants understand the relationships described.
This is a USAID handout that provides examples of the Cooperation and Competition for Upgrading. It is a framework to assess the current picture and frame a future vision for value chain upgrading.
The document summarizes the key relationships, rules, and interconnected systems that are currently working and not working in the rice value chain in 3 countries based on a matrix analysis. Some aspects found to be working include functioning wholesale and retail links for imported rice and growing domestic consumer demand. Aspects found not to be working include importers not investing in domestic production, traders taking a short-term view which pushes farmers, and weak extension services. The overall system is also found to be unwilling or unable to invest in the urban consumer market for rice.
The document provides situation cards describing various actors involved in the rice value chain in an unnamed country, including importers, traders, millers, input suppliers, farmers, service providers, and a government official. Each card describes the actor's role and challenges they face in growing their business or improving their livelihoods. Key issues that recur include lack of access to finance, unreliable supply, poor infrastructure, and weak market linkages. The cards are intended to be used in exercises to map the value chain and identify points of intervention.
This curriculum was developed by ACDI/VOCA for USAID to provide a shared understanding of a value chain systems approach to private sector development programs. The curriculum aims to explain why a systems focus is important to achieve growth with poverty reduction. It includes 4 modules that cover understanding value chain system principles and dynamics, planning a value chain system project, and managing a value chain system project effectively through facilitation.
This is part of a USAID training on facilitating value chain development. Module 1 includes an introduction to value chains (through a large group activity) and different elements of value chains
The document provides a task sheet for assessing a MAP team's coaching capacity and skills. It instructs the team to brainstorm examples of when they effectively and ineffectively performed the role of coach. The team is asked to create a role play demonstrating good and bad coaching practices from their work. They will perform the role play for judges and be evaluated on the judges' ability to identify the examples, the team's effectiveness at demonstrating coaching practices, and the quality of their performance.
The project instituted structured guidelines to better manage the many market actors and changing level of engagement over time. By basing agreements on actors' strategic interests aligned with project strategy, the project could adjust support based on actors continuing to invest in their strategies. An update is provided: most potential actors have engaged at some point, and there is more adoption of customer-oriented strategies among agro-vets, though 10% have grown consistently and 25% are struggling to manage growth issues like staffing and financial systems. The document asks if any adjustments to the project's offer should be investigated, and if so, what and why, or if not, why not, and requests consideration of any other factors for the project.
The project made changes to standardize and lower the cost of its program to support more agro-vet firms in changing their strategies. This led to 10 new firms joining within 6 months. However, 3 original firms dropped out due to illness of an owner and working capital shortages. Two of these firms rejoined after solving their financial issues. The "churning" of firms joining, slowing, dropping out and rejoining continued. By the end, 23 firms were actively engaged, 2 remained inactive, 2 had slowed down, and 4 new firms requested support while 30 had not engaged at all.
The agriculture inputs market has seen success in improving customer orientation and sales through partnerships with 50 agro-vet retailers. Support provided to initial partners covered 75% of promotional discounts and training costs. Three partners have seen excellent buy-in and increased rural sales after 6 months. Eight additional retailers now seek the same support, potentially expanding the program to 11 partners total. The task is to determine if the initial offer should be adjusted for new partners.
This document provides a task sheet for assessing a MAP team's capacity and skills in the role of relationship builder. The team is asked to brainstorm examples of when they effectively and ineffectively performed this role based on actual experience. They must then create a role play showcasing good and bad examples of exercising their relationship building role in their current work. Finally, the role play will be performed for judges and assessed based on the judges' ability to identify the good and bad practices, the team's effectiveness at demonstrating relationship building capacities, and the quality of the performance.
This document provides a task sheet for assessing a team's capacity and skills in the role of innovator. The team is asked to brainstorm examples of when they effectively and ineffectively performed as innovators. They must then create a role play showcasing good and bad examples of exercising their role as innovators in their current work. The role play will be judged on the judges' ability to identify the good and bad practices, the team's effectiveness at demonstrating the innovator capacities, and the quality of the performance.
The document provides a task sheet for assessing a MAP team's communication skills. It instructs the team to brainstorm examples of when they effectively and ineffectively performed the role of communicator. The team is asked to create a role play demonstrating good and bad communication practices from their work. They will perform this role play for judges who will evaluate it based on clearly identifying the good and bad examples, effectively demonstrating communication capacities, and the quality of the performance.
Northern Engraving | Modern Metal Trim, Nameplates and Appliance PanelsNorthern Engraving
What began over 115 years ago as a supplier of precision gauges to the automotive industry has evolved into being an industry leader in the manufacture of product branding, automotive cockpit trim and decorative appliance trim. Value-added services include in-house Design, Engineering, Program Management, Test Lab and Tool Shops.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Session 1 - Intro to Robotic Process Automation.pdfUiPathCommunity
👉 Check out our full 'Africa Series - Automation Student Developers (EN)' page to register for the full program:
https://bit.ly/Automation_Student_Kickstart
In this session, we shall introduce you to the world of automation, the UiPath Platform, and guide you on how to install and setup UiPath Studio on your Windows PC.
📕 Detailed agenda:
What is RPA? Benefits of RPA?
RPA Applications
The UiPath End-to-End Automation Platform
UiPath Studio CE Installation and Setup
💻 Extra training through UiPath Academy:
Introduction to Automation
UiPath Business Automation Platform
Explore automation development with UiPath Studio
👉 Register here for our upcoming Session 2 on June 20: Introduction to UiPath Studio Fundamentals: https://community.uipath.com/events/details/uipath-lagos-presents-session-2-introduction-to-uipath-studio-fundamentals/
Discover top-tier mobile app development services, offering innovative solutions for iOS and Android. Enhance your business with custom, user-friendly mobile applications.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
High performance Serverless Java on AWS- GoTo Amsterdam 2024Vadym Kazulkin
Java is for many years one of the most popular programming languages, but it used to have hard times in the Serverless community. Java is known for its high cold start times and high memory footprint, comparing to other programming languages like Node.js and Python. In this talk I'll look at the general best practices and techniques we can use to decrease memory consumption, cold start times for Java Serverless development on AWS including GraalVM (Native Image) and AWS own offering SnapStart based on Firecracker microVM snapshot and restore and CRaC (Coordinated Restore at Checkpoint) runtime hooks. I'll also provide a lot of benchmarking on Lambda functions trying out various deployment package sizes, Lambda memory settings, Java compilation options and HTTP (a)synchronous clients and measure their impact on cold and warm start times.
The Department of Veteran Affairs (VA) invited Taylor Paschal, Knowledge & Information Management Consultant at Enterprise Knowledge, to speak at a Knowledge Management Lunch and Learn hosted on June 12, 2024. All Office of Administration staff were invited to attend and received professional development credit for participating in the voluntary event.
The objectives of the Lunch and Learn presentation were to:
- Review what KM ‘is’ and ‘isn’t’
- Understand the value of KM and the benefits of engaging
- Define and reflect on your “what’s in it for me?”
- Share actionable ways you can participate in Knowledge - - Capture & Transfer
Monitoring and Managing Anomaly Detection on OpenShift.pdfTosin Akinosho
Monitoring and Managing Anomaly Detection on OpenShift
Overview
Dive into the world of anomaly detection on edge devices with our comprehensive hands-on tutorial. This SlideShare presentation will guide you through the entire process, from data collection and model training to edge deployment and real-time monitoring. Perfect for those looking to implement robust anomaly detection systems on resource-constrained IoT/edge devices.
Key Topics Covered
1. Introduction to Anomaly Detection
- Understand the fundamentals of anomaly detection and its importance in identifying unusual behavior or failures in systems.
2. Understanding Edge (IoT)
- Learn about edge computing and IoT, and how they enable real-time data processing and decision-making at the source.
3. What is ArgoCD?
- Discover ArgoCD, a declarative, GitOps continuous delivery tool for Kubernetes, and its role in deploying applications on edge devices.
4. Deployment Using ArgoCD for Edge Devices
- Step-by-step guide on deploying anomaly detection models on edge devices using ArgoCD.
5. Introduction to Apache Kafka and S3
- Explore Apache Kafka for real-time data streaming and Amazon S3 for scalable storage solutions.
6. Viewing Kafka Messages in the Data Lake
- Learn how to view and analyze Kafka messages stored in a data lake for better insights.
7. What is Prometheus?
- Get to know Prometheus, an open-source monitoring and alerting toolkit, and its application in monitoring edge devices.
8. Monitoring Application Metrics with Prometheus
- Detailed instructions on setting up Prometheus to monitor the performance and health of your anomaly detection system.
9. What is Camel K?
- Introduction to Camel K, a lightweight integration framework built on Apache Camel, designed for Kubernetes.
10. Configuring Camel K Integrations for Data Pipelines
- Learn how to configure Camel K for seamless data pipeline integrations in your anomaly detection workflow.
11. What is a Jupyter Notebook?
- Overview of Jupyter Notebooks, an open-source web application for creating and sharing documents with live code, equations, visualizations, and narrative text.
12. Jupyter Notebooks with Code Examples
- Hands-on examples and code snippets in Jupyter Notebooks to help you implement and test anomaly detection models.
LF Energy Webinar: Carbon Data Specifications: Mechanisms to Improve Data Acc...DanBrown980551
This LF Energy webinar took place June 20, 2024. It featured:
-Alex Thornton, LF Energy
-Hallie Cramer, Google
-Daniel Roesler, UtilityAPI
-Henry Richardson, WattTime
In response to the urgency and scale required to effectively address climate change, open source solutions offer significant potential for driving innovation and progress. Currently, there is a growing demand for standardization and interoperability in energy data and modeling. Open source standards and specifications within the energy sector can also alleviate challenges associated with data fragmentation, transparency, and accessibility. At the same time, it is crucial to consider privacy and security concerns throughout the development of open source platforms.
This webinar will delve into the motivations behind establishing LF Energy’s Carbon Data Specification Consortium. It will provide an overview of the draft specifications and the ongoing progress made by the respective working groups.
Three primary specifications will be discussed:
-Discovery and client registration, emphasizing transparent processes and secure and private access
-Customer data, centering around customer tariffs, bills, energy usage, and full consumption disclosure
-Power systems data, focusing on grid data, inclusive of transmission and distribution networks, generation, intergrid power flows, and market settlement data
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
"Frontline Battles with DDoS: Best practices and Lessons Learned", Igor IvaniukFwdays
At this talk we will discuss DDoS protection tools and best practices, discuss network architectures and what AWS has to offer. Also, we will look into one of the largest DDoS attacks on Ukrainian infrastructure that happened in February 2022. We'll see, what techniques helped to keep the web resources available for Ukrainians and how AWS improved DDoS protection for all customers based on Ukraine experience
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
This talk will cover ScyllaDB Architecture from the cluster-level view and zoom in on data distribution and internal node architecture. In the process, we will learn the secret sauce used to get ScyllaDB's high availability and superior performance. We will also touch on the upcoming changes to ScyllaDB architecture, moving to strongly consistent metadata and tablets.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
5. Market
Facilita,on
What
is
it?
Is
an
ac<on
or
agent
that
s<mulates
the
market
system
to
develop
and
grow,
but
does
not
become
part
of
it
5
6. Facilita,on
Concepts
Why:
to
increase
the
compe<<veness
of
the
whole
industry
over
<me
by:
o Fostering
systemic
shiKs
towards:
§ broader
and
deeper
commercially
grounded
rela<onships
§ ongoing
innova<on/upgrading
§ benefit
flows
that
drive
shiKs
in
rela<onships
and
innova<on
o Fostering
improvement
in
cri<cal
end
market
factors
–
product,
opera<ons,
branding
How
to:
o Appropriate
intensity
(i.e.
role
and
resources
of
project)
o Foster
local
rela<onships
–
buying
down
risks
o Self
selec<on
of
project
partners
-‐-‐
rolling
exit
to
test
rela<onships
and
ownership
6
7. Why?
Applied
Problem
statement:
The
rice
value
chain
relies
on
smallholder
produc,on,
but
cannot
compete
because
of
the
low
produc,vity
of
par,cipa,ng
smallholders
Why
Ra,onale
Farmers
performance
is
due
to
lack
of
capacity
and
untrustworthy
private
sector
actors:
• Project
provides
output
and
input
services
directly
Ugly
Bad
Good
7
8. Why?
Applied
8
Problem
statement:
The
rice
value
chain
relies
on
smallholder
produc,on,
but
cannot
compete
because
of
the
low
produc,vity
of
par,cipa,ng
smallholders
Why
Ra,onale
Farmer
performance
is
due
to
knowledge
and
capacity
gaps
that
result
in
limited
effec<ve
rela<onships
with
output
market
actors:
• Project
assists
in
building
output
rela<onships,
• Project
provides
direct
training
to
smallholders
• Project
provides
free
or
highly
subsidized
inputs
Ugly
Bad
Good
9. Why?
Applied
9
Problem
statement:
The
rice
value
chain
relies
on
smallholder
produc,on,
but
cannot
compete
because
of
the
low
produc,vity
of
par,cipa,ng
smallholders
Why
Ra,onale
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
• Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
aggrega<on
services
• Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
• Project
works
with
radio
and
local
fes<vals
to
improve
knowledge
flows
Ugly
Bad
Good
10. Facilita,on
Concepts
Why: to increase the competitiveness of the whole industry over time by:
o Fostering systemic shifts towards:
§ broader and deeper commercially grounded relationships
§ ongoing innovation/upgrading
§ benefit flows that drive shifts in relationships and innovation
o Fostering improvement in critical end market factors – product,
operations, branding
How to:
o Appropriate intensity (i.e., role and resources of project)
o Foster local relationships – buying down risks
o Self selection of project partners -- rolling exit to test
relationships and ownership
10
11. How? Applied
11
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Intensity
• Focus
leYng
value
chain
actors
take
the
lead
• Project
takes
a
very
low
profile
by
spreading
its
par<cipa<on
between
output,
input
and
to
a
lesser
extent
smallholders
• Resources
spread
between
actors
depending
on
the
responses/willingness
of
the
actors
to
take
on
certain
behaviors
and
drive
firm
and
industry
upgrading
Bad
Better
Even Better
12. How? Applied
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Intensity
Project
takes
a
very
high
profile
with
the
smallholder
and
targets
all
resources
on
direct
services
to
the
smallholder
Bad
Better
Even Better
12
13. How? Applied
13
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Intensity
Project
takes
a
lower
profile
with
smallholders
and
output
firms,
but
will
target
resources
on
smallholder
training
and
inputs
Bad
Better
Even Better
14. How? Applied
14
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Rela,onships
§ Project
facilitates
output
rela<onships
by
fostering
effec<ve
conduct
(transparent
and
longer
term)
of
those
rela<onships
§ Project
fosters
a
business
ra<onale
and
improved
capacity
within
output
firms
to
maintain
and
scale
up
those
rela<onships
§ Project
nego<ates,
some<mes
conducts
transac<ons
with
input,
and
delivers
products
to
smallholders
Bad
Better
Even Better
15. How?
Applied
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Rela,onships
§ Project
creates
strong
and
dependent
rela<onships
with
smallholders
to
protect
them
§ Project
nego<ates
and
conducts
transac<ons
on
behalf
of
farmers
with
output
and
input
actors
Bad
Better
Even Better
15
16. How?
Applied
16
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Rela,onships
§ Project
Facilitates
output
and
input
rela<onships
by
fostering
effec<ve
conduct
of
those
rela<onships.
§ Project
fosters
a
business
ra<onale
and
improved
capacity
in
output
and
input
firms
to
maintain
and
scale
up
those
rela<onships
§ Scans
for
opportuni<es
to
include
other
support
market
actors
Bad
Better
Even Better
17. How? Applied
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Ownership
§ Project
responsible
for
output
and
input
roles
limi<ng
the
need
for
smallholders
or
other
actors
to
change
or
own
the
process
of
behavior
change
Bad
Better
Even Better
17
18. How? Applied
18
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Ownership
§ Project
facilitates
output
firms
to
own
the
behavior
changes
needed
to
develop
effec<ve
rela<onships
with
smallholders,
§ Project
limits
role/interest
of
input
firm
by
providing
direct
training
and
subsidies
on
inputs.
Bad
Better
Even Better
19. How? Applied
19
Why:
Farmer
performance
is
due
to
limited
and
ineffec<ve
rela<onships
on
the
output
and
input
sides
of
produc<on:
o Project
assists
output
firms
to
provide
market
requirements
maybe
through
improved
intermedia<on
services
o Project
assists
input
firms
to
extend
distribu<on
networks
to
the
smallholder
market
with
a
focus
on
solu<ons
(i.e.,
informa<on
and
services)
How
-‐-‐
Ownership
§ Project
facilitates
using
tools
to
get
all
actors
to
take
on
key
behaviors
in
order
to
access
project
support.
§ Project
puts
condi<ons
on
support
dependent
on
buy-‐in
and
reac<on
to
ini<al
project
interven<ons.
§ Project
knowledge
management
efforts
track
closely
ownership
and
changing
behavior
to
determine
if
changes
are
needed
including
exi<ng
Bad
Better
Even Better
20. Facilita,on
Concepts
Fostering Relationships and Ownership:
o Buying Down Risks
§ Using project resources to reduce the risk of local
actors to engage in transactions/shifts in business
tactics that will lead to longer term commercial
relationships and drive upgrading
o Self Selection
§ Requires value chain actors to perform and action in
order to access project resource – the action has to
lead to ownership of a behaviour change process
20
21. Fostering
Rela,onships
Buying Down Risk:
o Foster innovation in marketing and business
tactics
o Maintain local relationship focus
o Embed subsidy to mimic real life transactions
o Clarify exit in time and resources
21
22. Fostering
Rela,onships
Buying Down Risks – How:
o Promotional events (i.e., discounts,
Cost
share
training
and
opera<onal
costs
for
new
smallholder
manger
posi<on
transports, demos, etc.)
o Internal firm upgrading/expansion
(i.e., management training, staff Cost
share
training
of
skills/internships, etc)
mid-‐level
managers
with
Cost
share
with
buyer
large
promo<onal
event
to
explain/sell
market
opportunity
to
farmers
private
input
firms
to
promote
and
manage
rural
services
delivery
Internal
firm
upgrading
and
expansion
Promo<onal
events
Cost
share
promo<onal
discounts
and
demos
with
input
firm
to
get
farmers
to
tests
products
and
services
22
23. Fostering
Rela,onships
Buying Down Risks – How:
o Service delivery (i.e., certification
skills, equipment, research, etc.)
Assist
and
cost
share
with
input
firm
and
spraying
service
providers
a
cer<fica<on
process
for
individual
sprayers
Cost
share
research
with
ICT
firms/banks
mobile
banking
pla[orms
for
transfer
and
payment
services
Service
delivery
Cost
share
equipment
and
training
with
Rice
firm
for
service
providers
signing
exclusive
deals
for
discounts
to
their
suppliers
23
24. Fostering
Ownership
Self Selection:
o Ensuring ownership
o Setting hurdle to entrance
o Changing hurdle height as program evolves
o Using hurdles to manage rolling exits
24
25. Fostering
Ownership
Self
Selec,on
examples:
Rice
firms
has
to
has
agree
to
SH
management
and
iden<fy
specific
managers
to
ini<ate
the
program
Then
Project
assists
training
of
mid-‐
level
managers
on
new
supply
chain
management
skills
Rice
firms
must
conduct
internal
systems
review
to
iden<fy
inefficiencies
and
informa<on
gaps
Then
Project
cost
shares
upgrading
of
system
to
support
new
SH
management
strategy
25
26. Facilita,on
• Intervening for relationships and ownership is
more art more than a science
§ Goal is to do just enough risk reduction to
foster interaction and trust investments
§ Value is really only determined when someone
demonstrates via investment/behavior change
§ Rolling exit and wait and see are important
ways to use self selection
26
27.
Incen<ves
Buying
Down
Risk
Demonstra<on
Effect
Upgrading
Crowding
In
Exit
Strategy
28.
Incen<ves
• Understanding
and
building
on
the
drivers
(interests
and
mo<va<ons)
of
the
actors
to
take
on
a
new
behaviour
(take
on
or
par<cipate
in
a
new
ac<vity)
• May
be
social,
personal,
financial,
etc.
• Agrovet
and
3rd-‐party
support
services
want
to
grow
their
businesses
and
make
higher
profits,
by:
• developing
be`er
rela<onships
with
customers
(for
repeat
sales
from
farmers)
• reaching
new
customers
(by
selling
to
new
farmers
in
rural
areas)
• making
more
sales
(by
making
it
easier
to
order,
access
and
pay
for
their
products)
29.
Buy-‐down
risk
• To
demonstrate
the
benefits
of
new
market
behaviours,
a
project
might
decide
to
decrease
(“buy
down”)
the
risk
of
a
market
actor
trying
out
the
new
behaviour
-‐
using
strategic
“smart”
subsidies.
• It
may
seem
too
risky
for
the
market
actor
to
bear
the
cost
and
<me
of
taking
on
the
behaviour/ac<vity
on
their
own
for
the
first
<me
• A
cost
share
was
used
by
the
project
to
share
costs
for
the
open-‐air
market
day
promo<onal
stalls
as
a
demonstra<on
to
agrovet
that
this
would
indeed
bring
in
more
customers
and
sales.
• The
project
covered
a
rapidly
decreasing
%
of
the
cost
of
transport
for
the
first
10
open-‐
air
market
days
30.
Demonstra<on
Effect
• Effects
on
the
behaviour
of
individuals
or
firms
caused
by
observa<on
of
the
ac<ons
of
others
and
their
consequences
• Uses
early
behaviour
change
adopters
as
examples
/
models
• Goal:
deepen
ownership
of
behaviour
changes
in
the
value
chain
actors,
and
broaden
the
change
throughout
the
value
chain
so
that
it
becomes
a
“norm”
• Other
input
suppliers
(agrovets)
see
how
successful
the
agent
network
and
rural
market
day
promo<ons
are,
and
start
seYng
up
services
to
reach
poorer
farmers
in
rural
areas.
31.
Upgrading
Inves<ng
<me,
money
or
other
resources
into
improving
the
enterprise
-‐
-‐
-‐
Process
upgrading
(new
produc<on
techniques
or
improved
technology)
Product
upgrading
(improving
the
product
or
other
product
lines)
Func<onal
upgrading
(improving
skills)
• Invested
in
new
technology
to
improve
his
business
(M-‐PESA
payments,
cell
phone
customer
research
tool)
• Invested
in
bringing
in
new
partners
to
be
able
to
offer
a
more
sophis<cated
range
of
products
and
services
• Invested
in
improving
skills
and
buying
new
equipment
to
run
local
promo<onal
events
32.
Crowding-‐in
• Interven<ons
catalyze
or
bring
in
other
players
and
func<ons
into
the
market
system
so
that
it
works
be`er
for
the
poor.
Can
result
in:
• Expanded
breadth
(more
transac<ons
in
the
market)
• Expanded
depth
(suppor<ng
func<ons)
• Expanded
reach
(new
areas
or
markets)
• Increasing
number
of
agrovets
may
see
the
success
of
a
business
strategy
to
target
rural
farmers,
and
start
copying
or
adap<ng
the
ac<vi<es
of
the
agrovet
• Increasing
number
of
support
service
providers
are
seeing
the
benefit
of
partnering
with
agrovets
to
target
poorer
producers
(spraying,
soil
tes<ng,
…)
33.
Exit
Strategy
• Stopping
investments
in
a
certain
ac<vity
once
a
certain
level
of
uptake
or
behaviour
change
has
been
reached.
• “Rolling
exit
strategies”
stop
cost-‐sharing,
using
a
wait-‐and-‐
see
approach,
to
see
if
a
market
actor
self
selects
to
take
on
an
ac<vity
by
themselves,
showing
that
they
have
the
ownership
and
capacity
to
con<nue
without
the
project’s
support.
• The
project
stopped
cost-‐
sharing
open-‐air
market
day
stalls
as
the
agrovet
started
seeing
value
and
demonstrated
the
ownership,
capacity
and
means
to
take
on
the
ac<vity
• The
project
planted
the
idea
of
an
agent
network,
but
waited
to
see
if
the
agrovet
took
the
ini<al
steps
to
put
this
in
place
before
inves<ng
more
<me
and
money
into
strengthening
the
network.
34.
Incen<ves
Buying
Down
Risk
Demonstra<on
Effect
Upgrading
Crowding
In
Exit
Strategy
35.
7
Behaviour
Change
Project
Design
Principles
and
their
applica,on
to
Market
Systems
Development
Project
Design
36. Behaviour
Change
Principle
Principle
1:
• Facilitate
self-‐control
through
commitment
devices
Challenge:
• Imbalance
between
inten<on
and
ac<on;
• difficulty
maintaining
discipline
Project
Design
Principle
• Make
the
follow
through
on
a
commitment
easier
• Iden<fy
ways
to
encourage
ac<ons
that
s<ck
to
the
plan
• Introduce
expensive
and/or
aggressive
contracts
or
penal<es
37. Behaviour
Change
Principle
Project
Design
Principle
Principle
2:
• Avoid
exacerba<ng
exis<ng
self-‐control
problems
• Reduce
the
need
for
Self-‐
control
• Reduce
the
need
for
people
to
exert
self-‐control
Challenge:
• Lumpy
and/or
front-‐ended
income
• Difficulty
managing
cash
flow
38. Behaviour
Change
Principle
Principle
3:
• Remove
Snags
to
Choosing
Challenge:
• Default
op<on
(‘do
nothing’)
is
dispropor<onately
significant
Project
Design
Principle
• Reduce
the
number
of
things
people
have
to
do
to
take
advantage
of
it
• The
default
should
align
with
the
desired
behaviour
change;
make
the
poor
have
to
opt
out
through
ac<on
–
they
have
to
ac<vely
select
not
to
do
something
39. Behaviour
Change
Principle
Principle
4:
• Use
Micro-‐Incen,ves
Challenge:
• Small
incen<ves
are
enough
for
large
consequences
Project
Design
Principle
• Size
of
an
incen<ve
only
needs
to
be
as
large
as
the
barrier
that
caused
the
problem
• Incen<ves
are
both
economic
and
non-‐
economic
40. Behaviour
Change
Principle
Principle
5:
• Reduce
InaOen,on:
Reminders
and
Implementa,on
Inten,ons
Challenge:
• Inten<on
to
do
something
requires
several
steps
and
so
mul<ples
possibili<es
of
forgeYng,
or
accidental
or
wilful
neglect
or
abandonment
Project
Design
Principle
• Help
people
to
remember
• Make
wilful
neglect
difficult
and
abandonment
harder
to
carry
out
41. Behaviour
Change
Principle
Principle
6:
• Maximize
the
Impact
of
Messaging:
Framing
Effects,
Social
Comparisons,
Norms
Challenge:
• Message
to
relate
the
person’s
psycho-‐social
percep<on
on
self
to
the
intended
outcome/goal
•
•
•
•
Project
Design
Principle
Pay
a`en<on
to
both
the
benefits
of
doing
something
and
the
costs
of
not
doing
it
Create
peer
comparisons
Message
around
what
is
a
‘normal
behaviour’
Using
mul<ple
media:
informa<on
campaigns,
billboards,
le`ers,
television
or
radio
adver<sements,
and
now
personalized
messaging
through
phones
42. Behaviour
Change
Principle
Principle
7:
• Frame
Messages
to
Match
Mental
Models
Challenge:
• Exis<ng
mental
models
some<mes
stand
in
the
way
of
people
adop<ng
beneficial
investments
Project
Design
Principle
• Provide
informa<on
or
evidence
that
directly
targets
the
beliefs
at
the
core
of
the
flawed
mental
model
has
a
be`er
chance
of
success
46. Explicit
versus
Tacit
Knowledge
EXPLICIT
INFORMATION
• Objec<vely
verifiable
and
largely
quan<ta<ve
TACIT
INFORMATION
• Largely
qualita<ve
• Stored
in
individual's
head
or
embedded
within
culture
of
the
• Easily
transmi`ed
to
others,
stored
in
organiza<on
certain
media,
aggregated,
and
• Gained
experien<ally
and
thus
cannot
presented
in
summarized
form
be
easily
ar<culated
or
explained
to
inexperienced
par<es
• Useful
for
accountability
purposes
or
• Tacit
informa<on
held
by
field
staff
is
informing
higher-‐level
programming
a
par<cularly
cri<cal
source
of
decisions
by
donors
and
other
informa<on
for
internal
monitoring
external
stakeholders
purposes
• Useful
for
guiding
project
management
in
complex
and
dynamic
environments
47. Scenarios
for
observing
tacit
knowledge
and
ensuring
it
is
captured,
understood,
and
shared
...
49. Proving and Improving Results
Proving
Results
Improving
Results
M&E
system
capable
of
credibly
demonstra<ng
programme
results
M&E
system
supports
improved
design
and
implementa<on
of
interven<ons
System
Requirements
ü Well
defined
indicators
ü Robust
measurement
tools
ü Robust
monitoring
plan
ü Baselines
ü Credible
a`ribu<on
strategy
ü Credible
aggrega<on
strategy
ü M&E
system
generates
<mely
and
relevant
informa<on
for
management
ü Knowledge
management
50. M&E in a Market Systems Context
• Market
development
programmes
explicitly
acknowledge
that
systems
are
complex
• M&E
needs
to
integrate
complexity
into
the
way
it
func<ons,
including
accommoda<ng
for:
• Formula<ng
and
tes<ng
assump<ons,
pilo<ng
interven<ons,
proceeding
by
trial
and
error
• Scaling-‐up
interven<ons
that
work,
modifying
or
dropping
interven<ons
that
do
not
work
• Providing
credible
evidence
on
sustainability,
systemic
change
and
poverty
reduc<on
51. Implications
• Tradi<onal
approaches
to
M&E
are
insufficient
in
market
systems
context:
• Measure
results
only
at
the
middle
and
end
of
the
programme
• M&E
divorced
from
management
func<on
• M&E
system
uses
LogFrame
only
• “Evalua<on”
seen
as
an
external
ac<vity
only
• Use
of
Randomised
Control
Trials
52. Impact Profiles
High-‐level
Impact
SCALE
SUSTAINABILITY
• Market
development
programmes
will
have
different
impact
profiles
• Can
take
1-‐3
years
to
deliver
high-‐level
impact
• Progress
can
be
bumpy!
Time
Project
Life,me
Market
Development
Direct
Delivery
54. What is a Theory of Change?
Theories
of
Change
posit
the
underlying
causes
that
are
driving
poor
performance
and
resul<ng
limited
benefits
accruing
to
the
poor.
Theories
of
Change
then
provide
an
overview
of
the
systemic
change
needed
to
improve
performance,
with
a
specific
focus
on
how
the
poor
will
benefit
from
improved
performance.
55. Monitoring & Results Measurement Cycle
Theory
of
Change
1.
Draw
Interven<on
Results
Chain
7.
Report
Results
8.
Knowledge
Management
6.
Data
Analysis
2.
Define
Indicators
3.
Establish
Baseline
5.
Data
Collec<on
4.
Predict
Results
56. Results Chains
• Results
Chains
map
the
systemic
change
process
of
an
interven<on
• RCs
are
more
granular
and
flexible
than
LogFrames
• RCs
are
a
key
design
and
monitoring
tool
Best
Prac,ce:
• RCs
developed
jointly
by
the
M&E
team
and
interven<on
team
• Every
RC
includes
boxes
to
capture
systemic
change:
sustainability,
copying
/
crowding-‐in
57. Results Chains: Basic Structure
Impact
on
poor
men
and
women
• Increased
incomes;
more
secure
livelihoods
• Job
crea<on
• Economic
empowerment
Enterprise
performance
• Improved
produc<vity/compe<<veness
• E.g.
improved
yields
for
small-‐holder
farmers
System-‐level
change
Ac<vi<es
• Improved
linkages
between
system
actors
• Improved
market
access
• Changes
in
formal/informal
rules
• Introduc<on
of
new/improved
interconnected
systems
(e.g.
policy,
inputs,
finance,
ICT)
• Programme
facilita<on
ac<vi<es
59. Small-‐holders
apply
new
prac<ces
Small-‐holders
access
new
services
Copying
by
non-‐project
supported
Millers
Millers
increase
incomes
Miller
delivers
embedded
services
to
small-‐holders
Miller
adopts
new
supply
chain
prac<ces
(incl
performance
incen<ves
and
transparent
pricing)
Project
facilitates
strategic
planning
process
on
new
supply
chain
prac<ces
Project
iden<fies
Millers
willing
to
adopt
new
supply
chain
strategy
IMPACT
ACTIVITIES
Targeted
small-‐holders
achieve
higher
yields
&
sales
Copying
by
non-‐targeted
Small-‐holders
ENTERPRISE
PERFORMANCE
Targeted
small-‐holders
increase
incomes
SYSTEM
CHANGE
SYSTEMIC
CHANGE
60. Establishing Baseline
• To
assess
change,
you
need
to
establish
a
baseline
for
each
indicator
• Common
mispercep<on
is
to
conduct
one
big
baseline
study
of
the
target
popula<on
at
the
beginning
of
the
programme
• “Treatment”
group
is
hard
to
define
at
start
• A`ribu<on
considera<ons
can
be
difficult
to
understand
at
start
• Some<mes
necessary
to
conduct
retrospec<ve
baselines
• Best
prac,ce:
targeted
baselines
conducted
for
each
interven<on,
based
on
clear
understanding
of
change
process
61. Predicting Results
• Predict
results
for
each
box
in
the
Results
Chain:
• What
change
do
you
expect?
• By
when?
• Predic<ng
results
helps
with:
• Planning
data
collec<on
• Tes<ng
the
underlying
logic
and
making
–
assump<ons
explicit
• Monitoring
progress
• Best
prac,ce:
predicted
impact
is
used
to
decide
whether
to
proceed
with
an
interven<on
or
not
–
interven<ons
that
offer
low
predicted
Value
for
Money
(VFM)
are
dropped
or
modified
62. Predicting Results: Rice Example
Average
income
increase
by
20%
for
50
Smallholders
during
first
season
Average
yields
increase
by
20%
for
50
Smallholders
during
first
season
50
Smallholders
accept
service
condi<ons
Miller
offers
services
to
200
Smallholders
during
first
season
1
Miller
adopts
new
model
Project
supports
2
Millers
63. Applying Degrees of Evidence
MSE/Household
level:
May
be
able
to
a`ribute
changes
to
project
interven<on
through
sta<s<cal
and
qualita<ve
research
Market
system
level:
Use
qualita<ve
techniques
to
determine
preponderance
of
evidence
on
effec<veness
at
market
level
Triangulate
evidence
from
all
sources
64. Summary Check-list
• M&E
system
is
capable
of
“proving”
and
“improving”
results
• Every
interven<on
has
a
clear
results
chain
• Specific
and
measureable
indicators
are
defined
for
each
box
in
the
results
chain
• Baselines
are
established
for
each
indicator
• Predicted
results
produced
for
each
interven<on
• Every
interven<on
has
a
measurement
plan,
with
appropriate
a`ribu<on
strategy
• Data
analysis
is
<mely
and
accessible
• Management
decisions
are
made
on
the
basis
of
evidence/
results
• Results
are
aggregated
(controlling
for
overlap)
and
reported
in
an
accessible
way