Technology transfer involves applying technology developed for one purpose to a new use or user. In the 1980s, governments recognized the economic potential of technology transfer by encouraging companies to utilize technologies developed in other industries. Successful technology transfer depends on factors within receiving organizations like openness to external knowledge, willingness to license technologies, and maintaining communication with external sources of information.
Workshop on Knowledge-based Service Innovation2016
The world’s economy is increasingly service-based. More than 75% of GDP in the developed markets including Hong Kong are produced by services. Service innovation in both services and manufacturing sectors is shaping up as a significant transformational force in these developed economies. Accordingly, firms in developed markets are becoming service centered, and focused on enhancing the customer experience. Service centered firms often co-create value with their customers through the dynamic configuration of their people (knowledge), processes and technologies which, collectively, are known as organizational capabilities.
Report of perspectives from 102 industry leaders on how they approach and value university relationships for innovative collaborations. Report from 18 high-tech sectors and businesses of all sizes
The Role of Research and Technical InstitutionsVijay Meena
Following is the outline of this presentation:
The Role of Research and Technology Institutes (RTIs) - Introduction
Strategy and Organizational Structure
Technological Competencies and Networking
Process Management
Human Resources Management
State Financing
Governance
Legal and Regulatory Framework
Country Examples in RTI Reform
Conclusions
Workshop on Knowledge-based Service Innovation2016
The world’s economy is increasingly service-based. More than 75% of GDP in the developed markets including Hong Kong is already services based. Service innovation – not only in services but also in manufacturing sectors – is already becoming a significant transformational force for these developed economies. This workshop provides participants with: (1) an overall understanding of the fundamental ways by which a firm’s knowledge-based organizational capabilities enable service innovation and how these capabilities must be configurable and aligned with the enterprise strategy for superior value co-creation with the customers; (2) a holistic and in-depth understanding of prevailing practical methods for developing and aligning the service innovation models, processes and operations with both the espoused enterprise strategy and customer value proposition to achieve sustainable competitive advantage; and (3) to relate and assess the suitability of the strategy-aligned service innovation concepts, models and methods for their own organizations. Furthermore, to operationalise the above, the Workshop also focusses on the key business concepts and technologies for organizations to orchestrate service innovations. Among others, agile organisations need to possess dynamic capabilities, constantly explore new business models, and foster quality process management via good governance and flexibility. Advancements in Cloud Computing and Business Process Management (BPM) provide the much needed business and technological support for organisations to practice the above. The Cloud provides far more than just scale-able IT infrastructure but increasingly being seen as a compelling force for engineering on demand business innovations. Cloud-based services can be charged as pay by usage hence shielding many businesses from the risks that are commonly associated with launching a new business venture. In the Cloud, expertise, solutions and creative ideas can be sourced as well as the design and execution of collaborative Knowledge Work.
Workshop on Knowledge-based Service Innovation2016
The world’s economy is increasingly service-based. More than 75% of GDP in the developed markets including Hong Kong are produced by services. Service innovation in both services and manufacturing sectors is shaping up as a significant transformational force in these developed economies. Accordingly, firms in developed markets are becoming service centered, and focused on enhancing the customer experience. Service centered firms often co-create value with their customers through the dynamic configuration of their people (knowledge), processes and technologies which, collectively, are known as organizational capabilities.
Report of perspectives from 102 industry leaders on how they approach and value university relationships for innovative collaborations. Report from 18 high-tech sectors and businesses of all sizes
The Role of Research and Technical InstitutionsVijay Meena
Following is the outline of this presentation:
The Role of Research and Technology Institutes (RTIs) - Introduction
Strategy and Organizational Structure
Technological Competencies and Networking
Process Management
Human Resources Management
State Financing
Governance
Legal and Regulatory Framework
Country Examples in RTI Reform
Conclusions
Workshop on Knowledge-based Service Innovation2016
The world’s economy is increasingly service-based. More than 75% of GDP in the developed markets including Hong Kong is already services based. Service innovation – not only in services but also in manufacturing sectors – is already becoming a significant transformational force for these developed economies. This workshop provides participants with: (1) an overall understanding of the fundamental ways by which a firm’s knowledge-based organizational capabilities enable service innovation and how these capabilities must be configurable and aligned with the enterprise strategy for superior value co-creation with the customers; (2) a holistic and in-depth understanding of prevailing practical methods for developing and aligning the service innovation models, processes and operations with both the espoused enterprise strategy and customer value proposition to achieve sustainable competitive advantage; and (3) to relate and assess the suitability of the strategy-aligned service innovation concepts, models and methods for their own organizations. Furthermore, to operationalise the above, the Workshop also focusses on the key business concepts and technologies for organizations to orchestrate service innovations. Among others, agile organisations need to possess dynamic capabilities, constantly explore new business models, and foster quality process management via good governance and flexibility. Advancements in Cloud Computing and Business Process Management (BPM) provide the much needed business and technological support for organisations to practice the above. The Cloud provides far more than just scale-able IT infrastructure but increasingly being seen as a compelling force for engineering on demand business innovations. Cloud-based services can be charged as pay by usage hence shielding many businesses from the risks that are commonly associated with launching a new business venture. In the Cloud, expertise, solutions and creative ideas can be sourced as well as the design and execution of collaborative Knowledge Work.
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This white paper: Explores the growth of electronically-delivered L&D. Reviews the motivators that are fueling that growth. Reviews and defines some of the terminology emerging in the field, including computer-based collaborative learning, mobile learning, global learning, and the use of social media in learning. Introduces technical trends in the e-learning environment that HR and talent managers should monitor for use in their organizations. Offers steps L&D professionals can take to introduce these emerging technologies into their organizations. Provides several examples of how HR and talent management teams have applied these technologies in their organizations.
Digital Transformation in Higher Education - The Changing Student RelationshipAndy Steer
Slide Deck delivered at SAP's Digital Transformation for Public Services event.
If you think that SAP and higher education is just about finance and HR then think again.
As SAP’s chosen Global Partner for higher education, itelligence are focused on bringing real innovation to your sector. From back office systems that save you time and money to consumer grade engagement platforms that drive student and staff recruitment, retention, and performance through to big data and analytic solutions that deliver actionable insight early to promote positive outcomes.
Bringing the best in SAP Consulting know-how and a range of services from implementation, training, support, and hosting, itelligence is the partner for tomorrow’s higher education institution.
Digital transformation in Higher Education webinar
Monday 10 September 2018
Speakers:
Kuldip Sandhu and Paul Featherstone
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/digital-transformation-in-higher-education-webinar/
The strategic indicators of digital transformation in education Reka Racsko
Digital transformation of technological and methodical culture in education is highly topical from several aspects. Info-communicational strategies have already issued an action plan containing several points to be implemented in order to create digital state in the forthcoming years. In our present lecture we try to determine the indicators, which examine the selected contents by placing electronic learning environment (ELE) into focus, using tool system of comparative pedagogy, creative methods and document- and content analysing strategies. These aspects can be divided into four major intersections forming the changing structure of content analysis: pedagogy and frames of ELE; circumstances of introducing ELE, supporting systems; role, attitude and competences of human capital; sustainability. When selecting theoretical sample, multi-dimensional sample-taking is applied since time-, spacial, organisational-, administrative- and social scope is taken into consideration as well.
EMPIRICAL STUDY OF THE EVOLUTION OF AGILE-DEVELOPED SOFTWARE SYSTEM IN JORDAN...ijbiss
The focus of agile in software development methods and practices. How to take effective methods in use
have received less attention. Especially in a large organization is not a little to take in agile methods to use.
This paper discusses the adoption and level of experience of the use of agile practices in three companies
in the software development company wide contacts in Jordan. The more practices that relied on largescale
flexibility to measure the progress made by the code work, that the developers efforts to the task of
estimating, to the use of coding standards, and the lack of overtime continuous, has a team to develop their
own operations, to use the limited documentation, and to have the team in one place facility. The adoption
of agile practices of the test, any test of the first unit tests and automated, and low. Some can only appear
agile practices without the adoption of a conscious, because developers find them useful. So it seems that
an emergency operation aimed at agility may also neglect the important agile practices.
Knowledge sharing innovation_and_firm_performance_evidence_from_turkeyMesut DOĞAN
The aim of this study is to determine relationship between knowledge sharing, innovation and firm performance. In the current study, a survey was conducted on a total of 150 high-tech companies operating in Istanbul, Ankara and Antalya. In the analysis results, it is seen that innovation speed and quality affect both the operational and financial performance of firms. In other words, as innovation speed and quality increase, so does the operational and financial performance of firms. Another important finding obtained in the current study is that explicit knowledge sharing, and tacit knowledge sharing have a positive effect on firm performance. A high level of innovation encompasses new products, processes or applications in most company activities. As a result, innovation can create a competitive advantage by creating synergy in the activities of companies and encourage creativity. Keywords: Innovation Speed and Quality, Explicit and Tacit Knowledge Sharing, Firm Performance
JEL Classification: L25, O31, O33
A discussion 'think piece' presented by Professor Lynn Martin at an innovation workshop hosted by the West Midlands Regional Observatory in Birmingham on 19 March 2009.
A full university without a physical classroom. A math teacher in China becoming multi-millionaire by having millions of online students. Those stories sound illusory but have actually become a reality thanks to the advancement of digital technologies which are reshaping various industries today, from banking, transportation, newspaper to health care and education. How education institutions can change to adapt and operate effectively in the digital age, bringing values to both teachers and students?
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
Wired to Learn: How New Technologies Are Changing L&D DeliveryKip Michael Kelly
This white paper: Explores the growth of electronically-delivered L&D. Reviews the motivators that are fueling that growth. Reviews and defines some of the terminology emerging in the field, including computer-based collaborative learning, mobile learning, global learning, and the use of social media in learning. Introduces technical trends in the e-learning environment that HR and talent managers should monitor for use in their organizations. Offers steps L&D professionals can take to introduce these emerging technologies into their organizations. Provides several examples of how HR and talent management teams have applied these technologies in their organizations.
Digital Transformation in Higher Education - The Changing Student RelationshipAndy Steer
Slide Deck delivered at SAP's Digital Transformation for Public Services event.
If you think that SAP and higher education is just about finance and HR then think again.
As SAP’s chosen Global Partner for higher education, itelligence are focused on bringing real innovation to your sector. From back office systems that save you time and money to consumer grade engagement platforms that drive student and staff recruitment, retention, and performance through to big data and analytic solutions that deliver actionable insight early to promote positive outcomes.
Bringing the best in SAP Consulting know-how and a range of services from implementation, training, support, and hosting, itelligence is the partner for tomorrow’s higher education institution.
Digital transformation in Higher Education webinar
Monday 10 September 2018
Speakers:
Kuldip Sandhu and Paul Featherstone
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/digital-transformation-in-higher-education-webinar/
The strategic indicators of digital transformation in education Reka Racsko
Digital transformation of technological and methodical culture in education is highly topical from several aspects. Info-communicational strategies have already issued an action plan containing several points to be implemented in order to create digital state in the forthcoming years. In our present lecture we try to determine the indicators, which examine the selected contents by placing electronic learning environment (ELE) into focus, using tool system of comparative pedagogy, creative methods and document- and content analysing strategies. These aspects can be divided into four major intersections forming the changing structure of content analysis: pedagogy and frames of ELE; circumstances of introducing ELE, supporting systems; role, attitude and competences of human capital; sustainability. When selecting theoretical sample, multi-dimensional sample-taking is applied since time-, spacial, organisational-, administrative- and social scope is taken into consideration as well.
EMPIRICAL STUDY OF THE EVOLUTION OF AGILE-DEVELOPED SOFTWARE SYSTEM IN JORDAN...ijbiss
The focus of agile in software development methods and practices. How to take effective methods in use
have received less attention. Especially in a large organization is not a little to take in agile methods to use.
This paper discusses the adoption and level of experience of the use of agile practices in three companies
in the software development company wide contacts in Jordan. The more practices that relied on largescale
flexibility to measure the progress made by the code work, that the developers efforts to the task of
estimating, to the use of coding standards, and the lack of overtime continuous, has a team to develop their
own operations, to use the limited documentation, and to have the team in one place facility. The adoption
of agile practices of the test, any test of the first unit tests and automated, and low. Some can only appear
agile practices without the adoption of a conscious, because developers find them useful. So it seems that
an emergency operation aimed at agility may also neglect the important agile practices.
Knowledge sharing innovation_and_firm_performance_evidence_from_turkeyMesut DOĞAN
The aim of this study is to determine relationship between knowledge sharing, innovation and firm performance. In the current study, a survey was conducted on a total of 150 high-tech companies operating in Istanbul, Ankara and Antalya. In the analysis results, it is seen that innovation speed and quality affect both the operational and financial performance of firms. In other words, as innovation speed and quality increase, so does the operational and financial performance of firms. Another important finding obtained in the current study is that explicit knowledge sharing, and tacit knowledge sharing have a positive effect on firm performance. A high level of innovation encompasses new products, processes or applications in most company activities. As a result, innovation can create a competitive advantage by creating synergy in the activities of companies and encourage creativity. Keywords: Innovation Speed and Quality, Explicit and Tacit Knowledge Sharing, Firm Performance
JEL Classification: L25, O31, O33
A discussion 'think piece' presented by Professor Lynn Martin at an innovation workshop hosted by the West Midlands Regional Observatory in Birmingham on 19 March 2009.
A full university without a physical classroom. A math teacher in China becoming multi-millionaire by having millions of online students. Those stories sound illusory but have actually become a reality thanks to the advancement of digital technologies which are reshaping various industries today, from banking, transportation, newspaper to health care and education. How education institutions can change to adapt and operate effectively in the digital age, bringing values to both teachers and students?
the women are creating a new world where they can say that yes we are the one who also start there business and become a successful entrepreneur or start up..
Continuous Innovation is a process and culture within an organisation that speeds up the process of Continuous change and improvement, where rather than incremental improvement we get more impactful and significant improvement as well. Adoption of Digital Technologies and services may be innovative in their own right; however, they also enable and require significant change in practices and behaviours, expand the eco-systems and resource base of the organisation, and release talent that enables Continuous Innovation. This paper informs the reader of the models and some approaches to create a new vision and aims for the organisation in setting & executing their “Digital Innovation Agenda” & “Building Innovation Capability”
In the world of the enterprise, innovation must extend from the initial ambitious ideas gathered from R&D labs around the world, all the way through applied R&D with industry partners, and into the development and commercialization of technology products and platforms.
Innovation starts with the spark of the right culture and talent meeting that ambitious and once hidden idea. But it doesn’t stop there. In the world of the enterprise, I see the practice of innovation as encompassing a full lifecycle. It starts with those crazy and ambitious ideas that are then iterated and shepherded through a rigorous process of applied R&D. For the ideas that finally prove their worth, new technology products
and platforms that address significant business problems are created and taken into the marketplace.
I call this multi-phase process: Full Lifecycle Innovation. It is a practical approach to one of the most creative and essential practices in business today:
Transforming Ideas form the Lab Into Marketplace Realities
The practice of Full lifecycle innovation requires a layer of processes, resources and decision criteria – each one a little different for the four phases of the journey:
1. Open Innovation
2. Applied R&D
3. Product and Platform Development
4. Commercialization
At each step, truly powerful events are triggered, explored and nurtured as different players, technologies and ideas enter the mix. All of them are serving the goal of creating something that is substantially bigger and more impactful than the simple sum of its parts. Something that is truly remarkable.
At NTT i3, we believe that Full Lifecycle Innovation is about:
Curating a culture of ambitious ideas
With rebellious talent from around the world
Dedicated to turning hidden opportunities into real products
That make a difference for the enterprise
La innovación abierta (Open Innovation), término acuñado por el Profesor Henry Chesbrough, es una nueva estrategia de innovación bajo la cual las empresas van más allá de los límites internos de su organización y en particular donde la cooperación con profesionales externos pasa a tener un papel fundamental. Open Innovation significa combinar el conocimiento interno con el conocimiento externo para sacar adelante los proyectos de estrategia y de I+D. Significa también que las empresas utilizan tanto canales internos como externos para poner en el mercado sus productos y tecnologías innovadoras. Bajo este contexto, universidades y centros de investigación ofrecen nuevas perspectivas y soluciones a las compañías que utilizan este modelo. Este tipo de innovación responde a la posibilidad de ocurrencia de lo que se conoce como inteligencia colectiva.
Technology Transfer in Pharma Industry, Technology Transfer in Pharmaceutical Industry, Pharmaceutical Technology Transfer, Pharma Tech Transfer, Naseeb basha, Pharmaceutical Tech Transfer, Naseeb basha Technology Transfer in Pharma Industry, Naseeb basha Pharmaceutical Technology Transfer
Report on strategic rules of Information System for changing the bases of com...Md. Khukan Miah
Achieving advantages requires broad IS management and user dialogue plus imagination. The process is complicated by the fact that many IS products are strategic though the potential benefits are very subjective and not easily verified. Often a strict ROI focus by senior management may turn attention toward narrow, well-defined targets as opposed to broader strategic opportunities that are harder to analyze.
Similar to Nirma Etp Technology Transfer In Innovation (20)
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Designing Great Products: The Power of Design and Leadership by Chief Designe...
Nirma Etp Technology Transfer In Innovation
1.
2. In the 1980s all over the world, the potential opportunities that technology transfer could bring were recognized. This was based on a simple economic theory. Technology which has already been produced, and hence paid for by someone else, could be used and exploited by other companies to generate revenue and thereby economic growth for economy. It was this theory in mind that governments began encouraging companies to be involved in technology transfer. They set up a whole variety of programs trying to utilize technology that had been developed for the defence or space industries. They encouraged companies to work together to see if they could share for the common good. Introduction to Technology Transfer: Technology Transfer is the application of technology to a new use or user. It is the process by which technology developed for one purpose is employed either in a different application or by new user. The activity practically involves the increased utilization of the existing
3. science/technology base in the new areas of application as opposed to its expansion by means of further research and development. Innovation is the process of promoting technical innovation through the transfer of ideas, knowledge, devices and artefacts from leading edge companies, R&D organizations and research to more general and effective application in industry and commerce. Information transfer and technology transfer The Intangibility of knowledge Data Intangibility Information Projects and activities of the organization Knowledge Knowhow Action Relevance to the firm
4.
5.
6.
7. Within the public domain Held within organization Media Published information organization-specific General information industry-specific information information Newspapers Scientific journals Internal company Television Business journals reports, Sales rep visit Internet Books reports, Research Radio Databases scientists’ notes, Patents Minutes of meetings Trade catalogues Network with : Customers Competitors Partners, Vendors Consultants, Academia Predominately accessed via Personal contacts inanimate scanning awareness
8. Managing the inward transfer of technology The inward technology process External Process of awareness and business operating association of externally environment developed technology The extent of these External science Process of assimilation activities determines technology and of external know-how the level of receptivity business linkages with internal prior of an organization to knowledge externally developed technology Application of the technology into core routines of the business This model explains how external processes affect an organization’s ability to engage in inward technology transfer and contribute to the development of a receptive environment
9. Technology transfer and organizational learning Individual Internal knowledge accumulation process and group that creates genuine business opportunities learning processes Acceptance Application Adoption Behavioral Assimilation Development Organizational of core routines learning process Expansion of the learning capability of the organization Individual and organizational learning: integrated model
10. The way in which the learning cycles link together is illustrated in the above figure. In the manner of double- loop learning the individual and organizational cycles are inter-related and inter-dependent. The learning process forms a loop, transferring knowledge from individual into the group. The process of assimilation and adoption of this new knowledge within the inner cycle moves the knowledge into the wider environment and thus into the loop of organizational learning. The role of assimilation has a slightly different emphasis within the individual loops. Assimilation in the individual and group learning cycle refers to assimilation of knowledge from an external source, which may then be applied within the company. Assimilation in the wider cycle relates to assimilation of technology into the core routines of the organization which, is evidenced by a behavioral change within the organization. It is only when assimilation in the wider cycle has occurred that learning has truly taken place.