What are Third Places, what are their key characteristics & features? What have we learnt on the #oosEU project and how can they help build the participatory city 2.0? What have we learnt about how citizen actions can help create new socio-economic contexts through Cultural Regeneration and how can we feed that forward into new processes of legitimacy? Could this be the role of the emerging #CityZen
Designing Participatory Smart Cities. A Public Lecture given in Bristol at the Arnolfini Gallery. Looking at how Web 2.0 tools and techniques can help make the emerging smart city participative & help CityZens take centre-stage by context-shaping where they live with context-engineering tools. Looking at; the history of cities and neighbourhood actions, the history of technologically-enabled social change, Web 2.0 & context-shaping, Learner-generated contexts development frameworks, Context & social change, possible city futures, context-engineering & CityZens...
What are Third Places, what are their key characteristics & features? What have we learnt on the #oosEU project and how can they help build the participatory city 2.0? What have we learnt about how citizen actions can help create new socio-economic contexts through Cultural Regeneration and how can we feed that forward into new processes of legitimacy? Could this be the role of the emerging #CityZen
Designing Participatory Smart Cities. A Public Lecture given in Bristol at the Arnolfini Gallery. Looking at how Web 2.0 tools and techniques can help make the emerging smart city participative & help CityZens take centre-stage by context-shaping where they live with context-engineering tools. Looking at; the history of cities and neighbourhood actions, the history of technologically-enabled social change, Web 2.0 & context-shaping, Learner-generated contexts development frameworks, Context & social change, possible city futures, context-engineering & CityZens...
My presentation at Mediated City Conference Bristol looking at how structured social media use can help enable new forms of public agency in the emerging Smart City, better City 2.0. Social Networks offer us strong ties & weak ties and Social change comes from an collaborative mix of string & weak ties/
An Urban Ecology for the re-enchantment of cities, lives and people based on community-building, place-making and social interactions in digital Third Places. Proposing we develop a practice of #socialimprov to transform our neighbourhoods by developing cultural folksonomy based on local actions
Community Planning: Principles, Methods, ScenariosNick Wates
Introduction to community planning principles and methods. Explains how to devise an engagement strategy for your own particular situation. Part of Masterclass on 29 April 2010.
Drupal as a case of Commons-Based Peer ProductionDavid Rozas
Slides of the presentation " Drupal as a case of Commons-Based Peer Production" at Drupal Camp North East (http://camp.drupalne.org/session/drupal-case-commons-based-peer-production)
Drupal as a case of Commons-Based Peer Production
With more than 1 million users registered at Drupal.org, more than 30.000 commiters, dozens of Drupalcamps being held worldwide, Drupalcons in 4 continents, etc. the Drupal community represents one of the most vibrant examples of the success of Free/Libre Open Source Software (FLOSS). The expansion of some of the FLOSS principles and modes of production into other areas such as collaborative creation, hacklabs, P2P economy, etc. is attracting the attention of many researchers. Yochai Benkler (professor at Harvard Law School) coined the term Commons-Based Peer Production, to describe a new model of socio-economic production in which a large number of individuals coordinate to produce meaningful and complex products in a peer-based way, usually with the help of low cost integration mechanisms, such as
the Internet.
The aim of this presentation is to provide an overview of the research that has been carried out about Drupal and its community in the past years. I present some insights on why the work carried out by the Drupal community can be understood as part of a wider phenomena, and reflect on what could be learnt from this ongoing experience.
"Imagining a Smithsonian Commons" CIL 2009 Michael Edson (text version)Michael Edson
Text version of keynote presentation to 2009 Computers in Libraries conference. 4/1/09. See also supporting PowerPoint slides. This text is in the Public Domain. Video of me giving this presentation is at http://www.ustream.tv/recorded/1327813
Design For Online Community: Beyond the HypeLynn Cherny
Reviews academic (anthro, socio, linguistic) definitions of online and offline community, followed by principles for creating them online and measuring their success. (My Ph.D. was an early study of online community. I do data mining/vis now at @arnicas/www.ghostweather.com.)
My Seatmate Lives In China Future Of EducationVicki Davis
Presentation at the Future of Education conference about the importance of Global Collaborative projects, the positives and negatives experienced in the <a href="http://horizonproject.wikispaces.com">Horizon project</a> which had 5 classrooms from 5 countries, and the <a href="http://flatclassroomproject">Flat Classroom Project</a> which won ISTE's SIGtel Telelearning award - 1st place award for 2007's best tele learning project. This is experience from the field.
Also the formula for the potential of introducing such projects in other schools was given based upon the formula from the Inner game of tennis. There is an elluminate recording of this presentation that will be posted at the <a href="http://ltc.umanitoba.ca/moodle/course/view.php?id=12">future of education conference moodle</a>.
Presentation at 2013 World Summit on the Information Society multistakeholder review event (WSIS+10)
UNESCO, Paris, 25-27 February 2013
ISSC Session: Critical Social Sciences in the Digital Age
My presentation at Mediated City Conference Bristol looking at how structured social media use can help enable new forms of public agency in the emerging Smart City, better City 2.0. Social Networks offer us strong ties & weak ties and Social change comes from an collaborative mix of string & weak ties/
An Urban Ecology for the re-enchantment of cities, lives and people based on community-building, place-making and social interactions in digital Third Places. Proposing we develop a practice of #socialimprov to transform our neighbourhoods by developing cultural folksonomy based on local actions
Community Planning: Principles, Methods, ScenariosNick Wates
Introduction to community planning principles and methods. Explains how to devise an engagement strategy for your own particular situation. Part of Masterclass on 29 April 2010.
Drupal as a case of Commons-Based Peer ProductionDavid Rozas
Slides of the presentation " Drupal as a case of Commons-Based Peer Production" at Drupal Camp North East (http://camp.drupalne.org/session/drupal-case-commons-based-peer-production)
Drupal as a case of Commons-Based Peer Production
With more than 1 million users registered at Drupal.org, more than 30.000 commiters, dozens of Drupalcamps being held worldwide, Drupalcons in 4 continents, etc. the Drupal community represents one of the most vibrant examples of the success of Free/Libre Open Source Software (FLOSS). The expansion of some of the FLOSS principles and modes of production into other areas such as collaborative creation, hacklabs, P2P economy, etc. is attracting the attention of many researchers. Yochai Benkler (professor at Harvard Law School) coined the term Commons-Based Peer Production, to describe a new model of socio-economic production in which a large number of individuals coordinate to produce meaningful and complex products in a peer-based way, usually with the help of low cost integration mechanisms, such as
the Internet.
The aim of this presentation is to provide an overview of the research that has been carried out about Drupal and its community in the past years. I present some insights on why the work carried out by the Drupal community can be understood as part of a wider phenomena, and reflect on what could be learnt from this ongoing experience.
"Imagining a Smithsonian Commons" CIL 2009 Michael Edson (text version)Michael Edson
Text version of keynote presentation to 2009 Computers in Libraries conference. 4/1/09. See also supporting PowerPoint slides. This text is in the Public Domain. Video of me giving this presentation is at http://www.ustream.tv/recorded/1327813
Design For Online Community: Beyond the HypeLynn Cherny
Reviews academic (anthro, socio, linguistic) definitions of online and offline community, followed by principles for creating them online and measuring their success. (My Ph.D. was an early study of online community. I do data mining/vis now at @arnicas/www.ghostweather.com.)
My Seatmate Lives In China Future Of EducationVicki Davis
Presentation at the Future of Education conference about the importance of Global Collaborative projects, the positives and negatives experienced in the <a href="http://horizonproject.wikispaces.com">Horizon project</a> which had 5 classrooms from 5 countries, and the <a href="http://flatclassroomproject">Flat Classroom Project</a> which won ISTE's SIGtel Telelearning award - 1st place award for 2007's best tele learning project. This is experience from the field.
Also the formula for the potential of introducing such projects in other schools was given based upon the formula from the Inner game of tennis. There is an elluminate recording of this presentation that will be posted at the <a href="http://ltc.umanitoba.ca/moodle/course/view.php?id=12">future of education conference moodle</a>.
Presentation at 2013 World Summit on the Information Society multistakeholder review event (WSIS+10)
UNESCO, Paris, 25-27 February 2013
ISSC Session: Critical Social Sciences in the Digital Age
‘Openness’ and ‘Open Education’ in the Global Digital Economy: An Emerging Paradigm of Social Production
Introduction
2. The Emerging Open Education Paradigm
3. The History of ‘Openness’ in Education: From the Open Classroom to OCW
4. Bergson, Popper, Soros and the Open Society
The New Paradigm of Social Production
Conclusions
Knowledge Weaving for Social Innovation: Laying the First StrandCommunitySense
Society consists of a web of interconnected communities. A large body of research and practice exists on how to make communities work. Still, the intersection and interaction of multiple communities - the development and use of their inter-communal commons - is ill-understood. Social innovation is the process in which relevant stakeholders jointly develop solutions to wicked problems that none of them can solve on their own. As such, it is a prime example of the need for multiple stakeholder communities collaborating. We propose a process for building a networked community-commons called knowledge weaving. This is a reflective sensemaking effort in which existing communal knowledge sharing practices, initiatives, and resources are tied together into coherent commons-based knowledge fabrics that support intercommunal collaboration, such as for social innovation. We illustrate the approach with the case of the European Social Innovation Week 2015 pre-events.
FryskLab - Education, innovation and maker culture in the libraryFers
FryskLab is an initiative of Library Service Friesland (Bibliotheekservice Fryslân, BSF) and the Frisian public library network. Friesland is a rural province in the northern part of the Netherlands and FryskLab, operating from a truck formerly used as a bookmobile, is Europe’s first official library FabLab, or “fabrication laboratory”. Its varied team consists of IT specialists, arts management professionals and librarians, and its goal is to examine the extent to which this mobile FabLab initiative contributes to the development of creative, technical and entrepreneurial skills of children and young adults. The project is ultimately expected to result in an increase of the innovative capacities of the entire province of Friesland.
Officially launched in 2014, FryskLab has so far received a number of awards, including the American Library Association’s (ALA) 2017 Presidential Citations for Innovative International Library Projects award. Making knowledge and sharing the future, the motto of the FryskLab project, reinforces the role of libraries in facilitating access to various “tools of knowledge” (equipment and technology) and providing support in the form of various educational and training programmes, effectively bringing together physical and digital, traditional and modern means of acquiring knowledge.
Keywords: maker movement, makerspaces, digital literacy, education, creativity
Presented at 11th Croatian Conference on Public Libraries: “Public Library Network – Cooperation in the Development of Digital Services and Public Presentation” http://www.nsk.hr/en/11th-croatian-conference-on-public-libraries/
Aligning Open Access with the Social Justice Mission of Public UniversityLeslie Chan
In this talk I provide an extended argument on why we need to shift the narrative about Open Access from one emphasizing the university's research prowess to Open Access as university's commitment to its public mission.
Empowering the hacker in us: a comparison of fab lab and hackerspace ecosystemsCameron Guthrie
Presentation made at the 5th LAEMOS (Latin American and European Meeting on Organization Studies) Colloquium, Havana Cuba, 2‐5 April 2014. You can download the paper here : tinyurl.com/k6vtozq.
Chcete vědět víc? Mnoho dalších prezentací, videí z konferencí, fotografií i jiných dokumentů je k dispozici v institucionálním repozitáři NTK: http://repozitar.techlib.cz
Would you like to know more? Find presentations, reports, conference videos, photos and much more in our institutional repository at: http://repozitar.techlib.cz/?ln=en
TALIA International Seminar Barcelona 28 June `17 « Co-working evidence in th...Social & Creative MED
« A Coworking space is a physical space aiming to build and implement a dynamic community of members sharing common attitudes towards independent work, and in particular the will to develop exchanges and to widen skills and job opportunities by meeting other people having the same attitudes. Coworking spaces are actively managed to promote these goals, also by organising events and activities supporting mutual learning and exchanges »
Knowledge Sharing for Social Innovation: The Dutch Tilburg Regional CaseCommunitySense
Social innovation as a process is about multiple stakeholders working together on joint, economically and socially sustainable solutions for wicked societal problems. Social innovation both co-creates value for individual stakeholders involved, and contributes to the common good. It has been an important theme in the the Dutch city of Tilburg and the surrounding region of Midden-Brabant for years. A successful regional social innovation ecosystem exists. Knowledge sharing about the innovations remains a bottleneck, however. Two initiatives to increase regional social innovation knowledge sharing capacity are presented: the social innovation storytelling architecture and the Tilburg public library prototype KnowledgeCloud for catalyzing knowledge sharing across regional themes of interest.
Collaborative spaces, open communities, and smart cities, share one similar objective: designing the commons as a third way between the State and the Market. #RGCS2020 will be focused on building commons (digital, community-based, in organization) to explore new ways of collaborating, innovating, and creating knowledge.
Les communs pour s'organiser autrementDavid VALLAT
Conférence 'Confluences des savoirs' du 16/10/2018 (http://www.confluence-des-savoirs.fr/communs) - ENS de Lyon
***
La logique du marché autorégulateur a connu, depuis 1776 et la publication de la Richesse des Nations par Adam Smith, une popularité grandissante. Le libéralisme économique est devenu pour le meilleur (création de richesses, esprit d’entreprise, innovation, etc.) et pour le pire (inégalités, destruction d’écosystèmes, etc.) le référentiel principal en matière de régulation des échanges et d’organisation de la production. Bien entendu ce libéralisme doit être régulé pour limiter ses dérives. C’est le rôle dévolu aux Etats.
Le duo « Etat-Marché » a tendance à reléguer d’autres formes de production, d’organisation ou d’échange à un rôle marginal. Ainsi l’autogestion, la production domestique, la réciprocité, la collaboration, semblent tenir de l’anecdote.
Pourtant le progrès technologique, Internet en particulier, tend à réhabiliter les vertus de la collaboration. L’encyclopédie Wikipedia, le système d’exploitation Linux, l’ordinateur Raspberry Pi sont le produit de communautés organisées selon des principes qui ne relève ni du marché, ni de l’Etat.
Comment penser ces formes de collaboration ? Peuvent-elles être étendues ou sont-elles vouées à demeurer marginales ? De nombreuses entreprises reconnaissent pourtant l’intérêt de l’innovation ouverte qui implique de collaborer parfois même entre concurrents.
Afin de dépasser le duo Etat/marché comme référentiel des échanges David Vallat propose d’explorer une autre forme d’organisation mise en lumière par le prix Nobel d’économie 2009, Elinor Ostrom, à savoir, le commun.
Qu’est ce qu’un commun ? Une ressource partagée susceptible d’être épuisée et/ou appropriée si l’exploitation de cette ressource n’est pas organisée. L’Etat peut intervenir pour cette régulation (ressource halieutique par exemple) mais ce n’est pas toujours possible, soit que cette ressource soit de taille réduire (le réfrigérateur familial) ou de dimension transnational (le climat).
David Vallat explorera l’histoire des communs et notamment le renouvèlement de l’intérêt porté à cette forme organisationnelle avec l’avènement d’Internet. Il montrera surtout en quoi ce concept permet de renouveler notre compréhension du fonctionnement des organisations, des échanges, voire de nos sociétés.
Decider dans un environnement complexe 2018David VALLAT
La complexité de l'environnement induit de repenser les organisations et donc de passer d'une préoccupation d'optimisation des ressources vers une préoccupation d'optimisation de la prise de décision.
Travail et communs, travail en commun : la connaissance au cœur de l’organisa...David VALLAT
Qu’est ce que travailler en commun ? Qu’est ce que travailler les communs ? Quelles spécificités en termes de design organisationnel ? de conduite du changement ? de management des connaissances ? Qu’est ce que les communs nous apprennent sur le rapport au travail ?
Intervention lors du Transformateur numérique (ANACT - FING) n°8 - 14 juin 2018
Travail et communs, travail en commun : vers de nouvelles organisations de travail ?
Learning expedition (à Lyon) avec les étudiants du master 2 Management de l’innovation et de la propriété intellectuelle (https://eco.univ-lyon2.fr/parcours-management-de-l-innovation-et-de-la-propriete-intellectuelle-mipi--670702.kjsp?RH=1458288241922) et ceux du master Management et carrières d'artiste (https://eco.univ-lyon2.fr/parcours-management-et-carrieres-d-artistes-mca--670691.kjsp) de l’Université Lyon 2. Je travaille avec eux sur la créativité, l’innovation, l’apprentissage organisationnel et le management des connaissances. Notre problématique : qu’est ce que peut apporter un tiers lieu pour entreprendre, apprendre et innover ? On peut suivre les visites sur le hashtag #crea2018
Manager autrement / Manager en commun / Design du management (Fabrique de l'i...David VALLAT
Notre monde ne cesse de se rétrécir par l’action combinée du développement des moyens de transports des hommes, des marchandises et de l’information. Tout se passe comme si notre monde était passé d’un état solide, stable, rassurant, durable, à un état liquide mouvant, changeant, éphémère, sans y être préparé. Il existe un hiatus entre les institutions « solides » et l’environnement (liquide) en pleine mutation.
Les nouveaux espaces collaboratifs, terme regroupant des initiatives très diverses (espace de coworking, fab lab, living lab, etc.) sont particulièrement étudiés pour leur capacité à innover et à s’adapter à un contexte en pleine mutation. Ces organisations s’adaptent en apprenant. Elles apprennent en produisant des connaissances. Elles produisent des connaissances, semble-t-il, selon le modèle du commun théorisé par le prix Nobel d’économie E. Ostrom.
Comment s’organiser pour produire des connaissances et ainsi innover et s’adapter ? Plutôt que d’apporter des réponses définitives cette rencontre vise à co-construire (avec des tiers lieux et d’autres parties prenantes) une réflexion actionnable permettant aux organisations de coévoluer avec leur environnement.
La Direction Régionale des Entreprises, de la Concurrence, de la Consommation, du Travail et de l’Emploi (DIRECCTE - http://auvergne-rhone-alpes.direccte.gouv.fr) de la Région Auvergne Rhône-Alpes a organisé pour la première fois un living lab pour comprendre l'économie collaborative. Cette présentation en est une introduction. Plus d'infos : http://auvergne-rhone-alpes.direccte.gouv.fr/Fabrique-d-idees-le-28-juin-2017-a-Lyon-L-economie-collaborative
ECONOMIE COLLABORATIVE Université ouverte de lyon 2016David VALLAT
G. Camp, T. Kalanick et O. Salazar qui assistent à la conférence LeWeb en 2008, constatent qu’ils ont autant de difficulté de trouver un taxi à Paris que dans leur ville de San Francisco. Après un travail de développement de quelques mois l’application est lancée (sur iOS) en 2010 à San Francisco. Cinq ans plus tard la société est valorisée à 50 milliards de dollars et l’application Uber fonctionne dans 310 villes dans le monde.
Le verbe « ubériser » devrait rentrer dans le dictionnaire d’ici peu tant il est usité, souvent de façon péjorative. Allons-nous tous voir notre travail « ubérisé » ? Sommes-nous tous condamnés à travailler demain comme les chauffeurs de VTC (voiture de tourisme avec chauffeur) d’Uber ? L’économie numérique va-t-elle faire disparaître le salariat au profit du travail indépendant ? Dan le même temps l’économie numérique ouvre de nombreuses possibilités de partage et de collaboration. Partage du savoir (Wikipedia), financement collaboratif de projets (Ulule, KissKissBankBank, Kickstarter), partage de trajets routiers (Blablacar), partage d’objets ou de coups de main (Sharinplace, Mutum, Lebonechange), création en commun (makerspace, fablab) sont autant d’exemples du potentiel phénoménal de l’économie collaborative. Cette dernière est en plein essor : les richesses créées par ce secteur pourraient atteindre 335 milliards de dollars d’ici 2025 contre 15 milliards en 2014.
Nous explorerons la complexité du champ de l’économie collaborative au fil de plusieurs thèmes.
Organisation apprenante: adaptation et innovation par et pour les personnes q...David VALLAT
L’organisation apprenante, en mettant le personnel au cœur de la stratégie, contribue à favoriser la mise en œuvre d’un environnement professionnel porteur de sens, basé sur la confiance et l’autonomie. Cela a pour effet d’accroître la satisfaction au travail donc la productivité, la créativité du personnel et la profitabilité des organisations.
L’économie collaborative : « le retour des communs » ?David VALLAT
L’économie collaborative promeut une vision distribuée de l’économie où le consommateur devient partie prenante de la production en mettant son bien à disposition de tiers. La mutualisation des biens rendue aisée par la médiation de plates-formes numériques vise à économiser, à peser moins sur les ressources, à réduire la consommation et la pollution, à redéfinir ses besoins (pour aller vers plus de liens et moins de biens). Les échanges de pair à pair permettent de s’organiser en commun, en se départant du poids des institutions, des organisations, pour produire et échanger ce dont nous avons besoin : c’est une économie qui repose sur la demande où le consommateur agit dans le champ de la production. Cette approche, reposant sur le pair à pair, propose une autre vision de la place de l’économie dans la société, une vision envisagée au milieu du XXe siècle par le socio-économiste d’origine hongroise Karl Polanyi (1). Cette vision repose également sur la volonté de changer les rapports économiques et de les organiser sur la base d’une administration en commun (2). La volonté d’administrer l’économie en commun, sur une base réciprocitaire débouche sur de nouvelles formes organisationnelles (3) facilitant la production de la connaissance (un autre commun).
Economic intelligence and knowledge managementDavid VALLAT
Competitiveness is based on knowledge.
The way companies acquire knowledge from their environment and apply it, will determine their ability to survive into the 21st century volatile, complexe and uncertain world.
Hirschman et l'apprentissage organisationnel 2015 Vallat BertezeneDavid VALLAT
Ce travail propose d’utiliser le modèle Exit, Voice, Loyalty comme grille de lecture de la lutte contre le déclin de l’organisation à travers la question suivante : comment le modèle d’Hirschman, Exit, Voice, Loyalty, peut-il être mobilisé dans le cadre d’une réflexion stratégique autour de l’apprentissage organisationnel au sein d’une entreprise ou d’une organisation ?
L'économie sociale et solidaire et l'économie collaborative partagent des valeurs, des pratiques. Elles visent l'une et l'autre à expérimenter des utopies.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Open and social innovation - knowledge creation in third places
1. “OPEN & SOCIAL INNOVATION -
KNOWLEDGE CREATION IN THIRD PLACES”
David VALLAT
(Université Lyon 1 – TRIANGLE UMR CNRS 5206 – ENS de Lyon)
david.vallat@univ-lyon1.fr / @DavidVALLAT
https://halshs.archives-ouvertes.fr/halshs-01512929
“Open & Social Innovation - Knowledge Creation in Practice”
Roundtable
Saturday 23 June - 10:45am - 12:15pm
Imadegawa Campus: Ryoshinkan Building RY422
NETWORK F: Knowledge, Technology, and Innovation
niversité Lyon 1
Associated Entries
David Vallat
Session
eatured Panel - Author Meets Critics: "Capital without Borders: Wealth Managers and the One Percent" by Brooke
Harrington (Harvard University Press, 2016)
eatured Panels & Speakers
Thursday, June 29, 2017
10:45 AM - 12:15 PM
Rockefeller - AMPHI C
Session
eatured Panel - Author Meets Critics: "L'ordre de la dette: Enquête sur les infortunes de l’État et la prospérité du
marché" by Benjamin Lemoine (La Découverte, 2016)
SASE 30th Annual Conference
June 2018 – Doshisha University - Kyoto
2. CREATING KNOWLEDGE
TO ADAPT
« In an economy where the only
certainty is uncertainty, the one
source of lasting competitive
advantage is knowledge »
Nonaka, I. (1991). « The Knowledge-creating company »,
Harvard Business Review, 69(6).
david.vallat@univ-lyon1.fr / @DavidVALLAT
3. FROM OPEN INNOVATION TO
DEMOCRATIZING INNOVATION
• ‘‘The presence of many smart people outside
your own company is not simply a problem for you
or a fact of life to be regretted. It poses an
opportunity for you’’.
Chesbrough H.W. (2003), Open Innovation: The New Imperative for Creating and Profiting from
Technology, Harvard Business Press.
• ‘‘Users’ ability to innovate is improving radically
and rapidly as a result of the steadily improving
quality of computer software and hardware,
improved access to easy-to-use tools and
components for innovation, and access to a
steadily richer innovation commons’’.
Hippel E. von (2005), Democratizing Innovation, MIT Press.
david.vallat@univ-lyon1.fr / @DavidVALLAT
3
AIMS 2017
4. TWO WAYS TO SOLVE PROBLEMS
ENGINEER VS BRICOLEUR
1962
8. THIRD PLACES (2)
david.vallat@univ-lyon1.fr
8
"[... ] daily life, in order to be relaxed
and fulfilling, must find its balance in
three realms of experience. One is
domestic, a second is gainful or
productive, and the third is inclusively
sociable, offering both the basis of
community and the celebration of it"
(p. 14).
9. THIRD PLACES (3)
david.vallat@univ-lyon1.fr
9
A Neutral Ground
• "In order for the city and its neighborhoods to
offer the rich and varied association that is their
promise and potential, there must be neutral
ground upon which people may gather". (p. 22).
• "A place that is a leveler is, by its nature, an
inclusive place" (p. 24).
• "Neutral ground provides the place, and leveling
sets the stage for the cardinal an sustaining
activity of third places everywhere. That activity
is conversation" (p. 26).
10. THIRD PLACES (4)
david.vallat@univ-lyon1.fr
10
The Regulars
• "The third place is just so much space unless the right people are
there to make it come alive, and they are the regulars" (p. 33).
• "Every regular was once a newcomer, and the acceptance of
newcomers is essential to the sustained vitality of the third place"
(p. 34).
• "Since public life in America is relatively devoid of those connecting
rituals that in other cultures serve to ensure the introductions of
strangers, the order of welcome is doubly important" (p. 35).
The Mood is Playful
• "Whether pronounced or low key, however, the playful spirit is of
utmost importance. Here joy and acceptance reign over anxiety and
alienation" (p. 38).
A Home Away From Home
• "Though a radically different kind of setting from the home, the third
place is remarkably similar to a good home in the psychological
comfort and support that it extends" (p. 42).
12. 12
LEARNING FROM
THIRD PLACES 2.0
New work practices
New learning practices
New knowledge creation practices
Open and distributed innovation
…
Because of a new culture.
14. "MAVERICK" COMMUNITIES
‘‘This process of development is inherently
innovative. "Maverick" communities of this
sort offer the core of a large organization a
means and a model to examine the potential of
alternative views of organizational activity
through spontaneously occurring experiments
that are simultaneously informed and checked
by experience’’. (Brown & Duguid, 1991)
Brown J.S. & Duguid P. (1991), "Organizational learning and communities-of-practice: toward a unified
view of working, learning, and innovation", Organization Science, vol. 2, n°1, p.p. 40–57.
david.vallat@univ-lyon1.fr / @DavidVALLAT
14
AIMS 2017
15. 15
SOME NUMBERS
Coworking space (coworking.com):
1 in 2005
14 000 in 2017
Fab Lab (http://fabfoundation.org/about-us/):
1 in 2001
1186 in 2017
Hackerspace (https://wiki.hackerspaces.org):
The first one in ???
1271 in 2016
1413 in 2018
18. 18
THE HACKER
CULTURE
‘‘[…] collaborators make technology
at the same time that they experiment
in the making of a social
commonwealth; it is there where the
hard work of freedom is practiced.’’
Coleman E.G. (2012), Coding Freedom: The Ethics and Aesthetics of Hacking,
Princeton University Press, p. 210.
19. HACKER PRAXIS
‘‘Hackers who are seen (and at times portray
themselves) as quintessentially individualistic
often live this individualism through
remarkably cooperative channels’’. (Coleman,
2012)
‘‘To manage the complexity of the
technological landscape, hackers turn to fellow
hackers (along with manuals, books, mailing
lists, documentation, and search engines) for
constant information, guidance, and help.’’
(Coleman, 2012)
david.vallat@univ-lyon1.fr / @DavidVALLAT
19
AIMS 2017
20. 20
OPEN ACCESS
CULTURE
‘‘Open access is the name of the
revolutionary kind of access these
authors, unencumbered by a motive of
financial gain, are free to provide to their
readers. Open access (OA) literature is
digital, online, free of charge, and free of
most copyright and licensing
restrictions’’. (Suber, 2012, p. 4)
Suber P. (2012), Open Access, MIT Press.
21. 21
FAB LAB CHARTER (MIT)
What is a fab lab?
• Fab labs are a global network of local labs, enabling invention by providing access to tools
for digital fabrication
What's in a fab lab?
• Fab labs share an evolving inventory of core capabilities to make (almost) anything,
allowing people and projects to be shared
What does the fab lab network provide?
• Operational, educational, technical, financial, and logistical assistance beyond what's
available within one lab
Who can use a fab lab?
• Fab labs are available as a community resource, offering open access for individuals as
well as scheduled access for programs
What are your responsibilities?
• safety: not hurting people or machines
• operations: assisting with cleaning, maintaining, and improving the lab
• knowledge: contributing to documentation and instruction
Who owns fab lab inventions?
• Designs and processes developed in fab labs can be protected and sold however an
inventor chooses, but should remain available for individuals to use and learn from
How can businesses use a fab lab?
• Commercial activities can be prototyped and incubated in a fab lab, but they must not
conflict with other uses, they should grow beyond rather than within the lab, and they are
expected to benefit the inventors, labs, and networks that contribute to their success
22.
23. 23
WHAT CAN WE LEARN? (1)
Producing = Sensemaking
• Aristotelian Philosophy: PRAXIS vs POIESIS
• POIESIS: activity to produce something
• PRAXIS: activity engaged for itself (to improve oneself) =>
‘bricolage’ / hacker culture
Community Building (collaboration)
• Inclusive Philosophy (the ‘Commons’) / ‘inclusive label’ (MIT
Charter)
• Concierge / Community Manager
• Political agenda
• New Management Practicies
Open Innovation
• ‘Neutral Ground’
• Partnerships with Universities
• Third Place as middleground
24. 24
WHAT CAN WE LEARN? (2)
Distributed innovation
• Community Organization
• Rise of Spaces for Creativity in the City
• Development of a Global Infrastructure for Coworkers, Mobile
Workers,Teleworkers, Makers in the city
• Design Thinking
• Civic Tech
Socialization at
the core
• ‘The Mood is Playful’
• ‘A Home Away From Home’
• Concierge / Community Manager
• Kitchen
• Culture of Discussion
http://superpublic.fr/en/
25. 25
WHAT CAN WE LEARN? (3)
New Place for Science and Creativity
• A Renewed Academic Presence in the City
• A More Distributed and ‘Experiential’ Logic (A New Epistemology
=> ‘bricolage’)
• New Methodologies (shared experience):
• Learning Expedition (knowledge co-creation)
• Documentation (collaborative documentation, live tweet, narration)
• Pedagogical Innovation (Simulation/Experience)
29. THE COMMONS
• ‘‘Commons is a general term that refers to a ressource shared by
a group of people. In a commons, the ressource can be small and
serve a tiny group (the family refrigerator), it can be a community-
level (sidewalks, playgrounds, libraries, and so on), or it can extend
to international and global levels (deep seas, the atmosphere, the
internet, and scientific knowledge). The commons can be well
bounded (a community park or library); transboundary (the Danube
River, migrating wildlife, the Internet); or without clear boundaries
(knowledge, the ozone layer).’’ Hess C. & Ostrom E. (2011), Understanding
Knowledge as a Commons: From Theory to Practice, MIT Press, pp. 4-5.
• The ressource becomes a commons when it is
managed.
david.vallat@univ-lyon1.fr
29
Action research : methodo
Recherche transformative
Pour l’entreprise
Donner caractéristiques
Donner caractéristiques
Donner caractéristiques
Donner caractéristiques
2.0 culture in third place create maverick communities
"vertige épistémique »
Morin
In EUROPE
1874 - Quelques spécialistes se penchent sur la pierre de Rosette. Jean-François Champollion avait mis huit ans pour percer son secret. Il l'annonça à la communauté scientifique en 1822.
PRINCIPES :
Organiser le débat d’idées
Accepter erreur/critique
Se baser sur des faits/ des observations/ des hypothèses non infirmées
Transparence de l’élaboration des hypothèses
Le Journal des sçavans (de 1665 à 1790), devenu Le Journal des savans (de 1791 à 1830), puis Le Journal des savants, est le plus ancien périodique littéraire et scientifique d'Europe
La parution du premier numéro du Journal des sçavans suscita immédiatement l'intérêt des membres de la Royal Society de Londres. À peine trois mois plus tard, le 6 mars 1665, un journal similaire, mais consacré plus spécialement aux nouvelles observations et expérimentations scientifiques, fut lancé par Henry Oldenburg sous le titre Philosophical Transactions. Ce périodique, dont la publication n'a jamais été interrompue, servit de modèle à tous les journaux scientifiques ultérieurs en Europe. Il fut bientôt suivi en Italie par le Giornale de' letterati en 1668, puis en Allemagne par les Acta eruditorum Lipsiensium d'Otto Mencke en 1682.
Selon les attributs « exclusion » (bien privé vs bien public) et « privation » (rivalité) ; historiquement les commons n’existent que là où l’exclusion était difficile et la privation forte (poissons, prés communaux, etc.)
Selon des faisceaux de droits (droits d’accès et de prélèvement, droit de gérer, droit d’exclure, droit de céder ou de vendre)
Selon le mode de gouvernance organisant les faisceaux de droits (pour éviter free riding et organiser la durabilité du commun).
Comprendre cette notion de bien commun passe par un classement des biens économiques selon deux critères :
le critère d’exclusion (exclusion) rend compte du caractère privé ou public du bien à travers cette question : peut-on facilement ou non exclure certains individus de l’utilisation de ce bien ? (régime de propriété)
le critère de rivalité (rivalry) ou privation (subtractability) indiquent le degré de privation d’un bien en fonction de son usage selon la question : est-ce que l’utilisation personnelle d’un bien prive les autres de son usage ?
Exclusion (facile ou non)
Privation (forte ou faible)
La connaissance est un commons par extension = au début les commons n’était que là où l’exclusion était difficile et la privation forte (poissons)
2e mvt des commons
Benkler
Ostrom : Understanding Knowledge as a Commons MIT Press
CONNAISSANCE = bien public (exclusion pas facile et privation faible)
ATTENTION À LA PRIVATISATION D INTERNET (agence qui gère circulation dans tuyau et donne site)
ATTENTION À LA NSA
ATTENTION À TRANSPARENCE