The document provides contact information for the TRANSITION project including their website www.transitionproject.eu, contact emails info@transitionproject.eu and cda@ebn.eu, and their Twitter account @TRANSITIONeu.
This document provides an overview of social innovation in Canada. It discusses examples of social innovation across micro, meso, and macro levels. Key points:
- Examples of micro social innovations include food banks and Jane's Walk. Meso innovations include social enterprise funds and impact investing exchanges. Macro innovations aim for whole system change like the Great Bear Rainforest agreement.
- Thought leadership on social innovation is growing in Canada, seen through task forces, hybrid corporate forms, and expanded support programs for social enterprises.
- Social innovation labs are emerging to design, test, and scale solutions through collaboration between innovators, stakeholders, and policymakers. Examples include Solutions Lab and The Energy Institute.
- Foundations and
The document summarizes factors influencing innovation in Canada based on a paper by Peter Hackett. It finds that Canada relies heavily on natural resources, has weak commercialization of research, lacks entrepreneurial culture, and faces structural barriers. Government interventions have been fragmented and ineffective at boosting industry R&D, PhD production, and venture capital performance. For innovation to increase, Canada must address skills gaps, incentive models, and the pace of institutional change. Individual efforts may be needed where government has lacked urgency and national coordination.
1) The document summarizes the SI-DRIVE project which continues research on social innovation begun in the TEPSIE project. SI-DRIVE aims to further the understanding of social innovation through comprehensive mapping and case studies.
2) SI-DRIVE will map over 1,000 social innovation cases across different world regions and policy fields, then select 300 cases for further analysis and ultimately 70 cases for in-depth case studies.
3) The research will examine social innovation through several theoretical lenses and dimensions including concepts, societal needs addressed, resources/actors, governance, and process dynamics.
This document summarizes Peter Baeck's presentation on digital social innovation (DSI) at SI Live in Lisbon on November 13, 2014. The presentation defined DSI, discussed examples in four technological areas, and shared lessons learned from mapping over 900 European organizations involved in DSI. The key findings were that most DSI projects are driven by new types of social innovation organizations, there is a skills gap around digital technologies in the social sector, and most activity is currently small-scale but rapidly evolving.
SIXSeoul13 Day 1: What does social innovation look like in Hong Kong? - Ada WongSocial Innovation Exchange
The document discusses the growth of social innovation in Hong Kong in the early 2000s. It notes that prominent figures like Dr. KK Tse and Prof. Joseph Sung were catalyzing social entrepreneurship education. There was also a growing field of impact investors and interest from businesses to support social innovation. The Hong Kong government began supporting social innovation through a $500 million fund to alleviate poverty. It discusses the potential for Hong Kong to become a social innovation hub in Asia.
This document provides an overview of social innovation in Canada. It discusses examples of social innovation across micro, meso, and macro levels. Key points:
- Examples of micro social innovations include food banks and Jane's Walk. Meso innovations include social enterprise funds and impact investing exchanges. Macro innovations aim for whole system change like the Great Bear Rainforest agreement.
- Thought leadership on social innovation is growing in Canada, seen through task forces, hybrid corporate forms, and expanded support programs for social enterprises.
- Social innovation labs are emerging to design, test, and scale solutions through collaboration between innovators, stakeholders, and policymakers. Examples include Solutions Lab and The Energy Institute.
- Foundations and
The document summarizes factors influencing innovation in Canada based on a paper by Peter Hackett. It finds that Canada relies heavily on natural resources, has weak commercialization of research, lacks entrepreneurial culture, and faces structural barriers. Government interventions have been fragmented and ineffective at boosting industry R&D, PhD production, and venture capital performance. For innovation to increase, Canada must address skills gaps, incentive models, and the pace of institutional change. Individual efforts may be needed where government has lacked urgency and national coordination.
1) The document summarizes the SI-DRIVE project which continues research on social innovation begun in the TEPSIE project. SI-DRIVE aims to further the understanding of social innovation through comprehensive mapping and case studies.
2) SI-DRIVE will map over 1,000 social innovation cases across different world regions and policy fields, then select 300 cases for further analysis and ultimately 70 cases for in-depth case studies.
3) The research will examine social innovation through several theoretical lenses and dimensions including concepts, societal needs addressed, resources/actors, governance, and process dynamics.
This document summarizes Peter Baeck's presentation on digital social innovation (DSI) at SI Live in Lisbon on November 13, 2014. The presentation defined DSI, discussed examples in four technological areas, and shared lessons learned from mapping over 900 European organizations involved in DSI. The key findings were that most DSI projects are driven by new types of social innovation organizations, there is a skills gap around digital technologies in the social sector, and most activity is currently small-scale but rapidly evolving.
SIXSeoul13 Day 1: What does social innovation look like in Hong Kong? - Ada WongSocial Innovation Exchange
The document discusses the growth of social innovation in Hong Kong in the early 2000s. It notes that prominent figures like Dr. KK Tse and Prof. Joseph Sung were catalyzing social entrepreneurship education. There was also a growing field of impact investors and interest from businesses to support social innovation. The Hong Kong government began supporting social innovation through a $500 million fund to alleviate poverty. It discusses the potential for Hong Kong to become a social innovation hub in Asia.
The document discusses the SI-DRIVE project which aims to extend knowledge about social innovation through comprehensive research and case studies. The project involves partners from Europe and other parts of the world studying social innovation in seven policy fields like education, employment, and health across different world regions. The research uses various theoretical approaches and an iterative process to develop a definition of social innovation and understand it as a new combination of social practices that better address social needs.
Healthcare Insights Callum Bir Deloitte Disruptive Innovations In HcCallum Bir
This document discusses disruptive innovations in healthcare, including opportunities for and barriers to self-care using technology, chronic care management, evidence-based care using personal monitoring devices, prevention of chronic diseases, and keeping people healthy through wellness programs and incentives. Growth areas include online tools for patients, mobile health apps, chronic disease management, and social media for various healthcare uses. However, barriers include limited adoption by providers, data governance issues, lack of awareness, and the need for sustainable business models. Trust, financial alignment between stakeholders, and government support will also be important to address.
This document discusses generating ideas by looking to unusual suspects. It suggests looking beyond typical consultants and staff to users and others not traditionally involved. It raises implementing idea generation by addressing permission, space, culture and leadership. The discussion points ask about identifying unusual suspects, challenges working with them, success stories, and lessons around embedding idea generation.
Social Innovation in Hong Kong- Pecha Kucha presentation Ada Wong, SIX and Ci...Social Innovation Exchange
The document discusses social innovation in Hong Kong. It notes that while the government is risk-averse and lacks a culture of innovation, some social entrepreneurs and advocates have driven social change through innovative projects. It provides examples of social enterprises working on issues like elderly support services and inclusive activities. Young people and new initiatives are seen as key to continuing social innovation and addressing social needs in Hong Kong.
- Global growth has been revised down for 2016 and 2017 due to ongoing fragility in the global economy. Emerging markets will be the main drivers of growth and will fuel the expansion of the global middle class.
- Disruptive technologies could have a major economic impact of $14-33 trillion annually by 2025, according to one estimate. However, Canada faces challenges like declining business R&D spending and productivity growth.
- The document outlines six areas of focus to strengthen Canada's innovation performance: developing an entrepreneurial society, supporting world-class research, creating industry clusters, growing companies in clean technologies, competing in the digital world, and improving the business environment.
The People & Connections Map is a tool to visualize who an organization is trying to reach and how different individuals and organizations are involved or related to their work. It maps stakeholders in concentric circles to show their level of influence and proximity to the target audience or beneficiaries. The map is created by listing the target audience in the center and then mapping other people and organizations outward in circles and sections according to their relationship to the work. This provides a clear overview of networks and connections to help communicate and discuss key relationships.
Joseph is a young person who completed an ICT diploma but has been unable to find a job. He learns about a new Apprenticeship Academy through his former college and attends an information session. He applies and is accepted to a one-year IT support apprenticeship with the local authority. He receives training through the Academy one day a week while working the other days. Though he initially struggles, he finds support through Academy structures and completes the apprenticeship. All apprentices are assessed using the Academy's evaluation frameworks. Inspired, Joseph then pursues a degree in ICT. The Academy is a partnership that provides back office support while members support local apprentices and liaise with the central organization
This document discusses storyboarding for a project by considering questions about how someone becomes aware of it, decides to get involved, and their experience throughout - from their initial experience to their experience as a mature user, and whether there is an end point. It focuses on using storyboarding to plan the user experience from start to finish.
This document provides a legend for mapping out user journeys and touchpoints with a service. It outlines questions to consider at each stage including what the user wants and does, how they come into contact with the service, and how the service answers the user's needs. Users move through stages from an initial need, deciding to use and first using the service, further ongoing use, and potential help with problems or end of use. The document instructs to map each persona's journey through the service using color-coded lines to connect their relevant touchpoints.
This document maps out a customer's journey through a service in 3 phases - before, during, and after - and identifies 15 total steps. The phases are labeled as before, during, and after using the service, with numbered steps illustrated for each phase to show the user's interactions and progression through the service.
This document provides instructions for creating a user storyboard to map out the key interactions and touchpoints of a service from the perspective of the main user. Users are directed to draw frames from the point of view of the primary user, write a narrative to explain the drawings with the user as the protagonist, and identify the main need expressed at each frame before selecting or designing touchpoints that address the identified needs.
This document discusses the key components of a social business model canvas, including activities, resources, customer segments, value propositions, channels, customer relationships, revenue streams, key partners, cost structure, and social impact. It prompts the user to consider questions around delivery, sales and marketing, finance, macroeconomic factors, competitors, and reinvestment to develop a comprehensive social business model.
Participants were asked to post potential solution ideas and vote on them using colored stickers to determine which ideas they wanted to further develop. The ideas were then sorted on a poster to collectively decide which were feasible, not yet feasible, or ordinary based on the voting in order to select the original ideas to focus on developing further.
This document discusses the Thinking Hats technique for structured group discussions. It describes how Thinking Hats allows a discussion to consider different viewpoints by assigning each participant a role or "hat" such as logical, factual, cautious, emotional, or out of the box. Participants discuss an issue from the perspective of their assigned hat. This structures the conversation and avoids open debates, instead creating a meaningful discussion that considers all angles of an issue. The document provides instructions for how to implement Thinking Hats in a group.
This document describes a problem definition tool to help clarify priorities and focus on critical issues. The tool involves working through a worksheet individually or in a team to examine a problem from multiple angles. It structures the analysis of a problem in a way that efficiently compares issues and looks at deeper underlying problems rather than surface symptoms. Using the tool with stakeholders can provide different perspectives and lead to reframing problems in a manner that offers clues for effective solutions.
The document provides prompts to help define a challenge or problem, understand the real needs, and imagine what the solution would look like with the problem solved. It asks the reader to describe an idea that addresses the defined challenge and explains how the idea would achieve its goals.
The document discusses different levels of cooperation in social innovation processes, from informal networking to long-term clusters. It presents a table that defines cooperation, collaboration, engagement, and clusters based on the intensity of ties, whether goals and benefits are mutual, what is shared like resources, and the duration of the link. Cooperation involves formal ties, sharing information and knowledge for development, having mutual goals and benefits, and medium-term duration.
This document provides an overview of the ChiC project and its activities to coordinate and promote the CAPSSI initiative. The key points are:
1. ChiC is a Horizon 2020 project that aims to strengthen the CAPSSI ecosystem by connecting related projects, promoting impact, and providing tools to grow social innovation.
2. Some of ChiC's main actions include developing promotional materials, knowledge sharing resources, best practices, and recommendations to define and assess impact.
3. Upcoming events coordinated by ChiC include a CAPSSI community workshop in September 2016 in Bratislava and the Digital Social Innovation Fair in February 2017 in Rome.
This document discusses future scenarios for social innovation and community networks in 2026. It presents guiding questions about envisioning a positive vision for 2026 and what would need to change to achieve that vision. It then lists 8 social innovation and community networks that could be considered, including public sector innovators, digital social innovation, and collaborative/sharing economy.
A field driven primarily by startups and new organizations, with established charities and social enterprises not adopting new technologies much. While new technologies show promise, more focus is needed on solving social challenges to effectively communicate benefits to broader audiences. The field sees a lot of new ideas but few have scaled significantly.
The document discusses the SI-DRIVE project which aims to extend knowledge about social innovation through comprehensive research and case studies. The project involves partners from Europe and other parts of the world studying social innovation in seven policy fields like education, employment, and health across different world regions. The research uses various theoretical approaches and an iterative process to develop a definition of social innovation and understand it as a new combination of social practices that better address social needs.
Healthcare Insights Callum Bir Deloitte Disruptive Innovations In HcCallum Bir
This document discusses disruptive innovations in healthcare, including opportunities for and barriers to self-care using technology, chronic care management, evidence-based care using personal monitoring devices, prevention of chronic diseases, and keeping people healthy through wellness programs and incentives. Growth areas include online tools for patients, mobile health apps, chronic disease management, and social media for various healthcare uses. However, barriers include limited adoption by providers, data governance issues, lack of awareness, and the need for sustainable business models. Trust, financial alignment between stakeholders, and government support will also be important to address.
This document discusses generating ideas by looking to unusual suspects. It suggests looking beyond typical consultants and staff to users and others not traditionally involved. It raises implementing idea generation by addressing permission, space, culture and leadership. The discussion points ask about identifying unusual suspects, challenges working with them, success stories, and lessons around embedding idea generation.
Social Innovation in Hong Kong- Pecha Kucha presentation Ada Wong, SIX and Ci...Social Innovation Exchange
The document discusses social innovation in Hong Kong. It notes that while the government is risk-averse and lacks a culture of innovation, some social entrepreneurs and advocates have driven social change through innovative projects. It provides examples of social enterprises working on issues like elderly support services and inclusive activities. Young people and new initiatives are seen as key to continuing social innovation and addressing social needs in Hong Kong.
- Global growth has been revised down for 2016 and 2017 due to ongoing fragility in the global economy. Emerging markets will be the main drivers of growth and will fuel the expansion of the global middle class.
- Disruptive technologies could have a major economic impact of $14-33 trillion annually by 2025, according to one estimate. However, Canada faces challenges like declining business R&D spending and productivity growth.
- The document outlines six areas of focus to strengthen Canada's innovation performance: developing an entrepreneurial society, supporting world-class research, creating industry clusters, growing companies in clean technologies, competing in the digital world, and improving the business environment.
The People & Connections Map is a tool to visualize who an organization is trying to reach and how different individuals and organizations are involved or related to their work. It maps stakeholders in concentric circles to show their level of influence and proximity to the target audience or beneficiaries. The map is created by listing the target audience in the center and then mapping other people and organizations outward in circles and sections according to their relationship to the work. This provides a clear overview of networks and connections to help communicate and discuss key relationships.
Joseph is a young person who completed an ICT diploma but has been unable to find a job. He learns about a new Apprenticeship Academy through his former college and attends an information session. He applies and is accepted to a one-year IT support apprenticeship with the local authority. He receives training through the Academy one day a week while working the other days. Though he initially struggles, he finds support through Academy structures and completes the apprenticeship. All apprentices are assessed using the Academy's evaluation frameworks. Inspired, Joseph then pursues a degree in ICT. The Academy is a partnership that provides back office support while members support local apprentices and liaise with the central organization
This document discusses storyboarding for a project by considering questions about how someone becomes aware of it, decides to get involved, and their experience throughout - from their initial experience to their experience as a mature user, and whether there is an end point. It focuses on using storyboarding to plan the user experience from start to finish.
This document provides a legend for mapping out user journeys and touchpoints with a service. It outlines questions to consider at each stage including what the user wants and does, how they come into contact with the service, and how the service answers the user's needs. Users move through stages from an initial need, deciding to use and first using the service, further ongoing use, and potential help with problems or end of use. The document instructs to map each persona's journey through the service using color-coded lines to connect their relevant touchpoints.
This document maps out a customer's journey through a service in 3 phases - before, during, and after - and identifies 15 total steps. The phases are labeled as before, during, and after using the service, with numbered steps illustrated for each phase to show the user's interactions and progression through the service.
This document provides instructions for creating a user storyboard to map out the key interactions and touchpoints of a service from the perspective of the main user. Users are directed to draw frames from the point of view of the primary user, write a narrative to explain the drawings with the user as the protagonist, and identify the main need expressed at each frame before selecting or designing touchpoints that address the identified needs.
This document discusses the key components of a social business model canvas, including activities, resources, customer segments, value propositions, channels, customer relationships, revenue streams, key partners, cost structure, and social impact. It prompts the user to consider questions around delivery, sales and marketing, finance, macroeconomic factors, competitors, and reinvestment to develop a comprehensive social business model.
Participants were asked to post potential solution ideas and vote on them using colored stickers to determine which ideas they wanted to further develop. The ideas were then sorted on a poster to collectively decide which were feasible, not yet feasible, or ordinary based on the voting in order to select the original ideas to focus on developing further.
This document discusses the Thinking Hats technique for structured group discussions. It describes how Thinking Hats allows a discussion to consider different viewpoints by assigning each participant a role or "hat" such as logical, factual, cautious, emotional, or out of the box. Participants discuss an issue from the perspective of their assigned hat. This structures the conversation and avoids open debates, instead creating a meaningful discussion that considers all angles of an issue. The document provides instructions for how to implement Thinking Hats in a group.
This document describes a problem definition tool to help clarify priorities and focus on critical issues. The tool involves working through a worksheet individually or in a team to examine a problem from multiple angles. It structures the analysis of a problem in a way that efficiently compares issues and looks at deeper underlying problems rather than surface symptoms. Using the tool with stakeholders can provide different perspectives and lead to reframing problems in a manner that offers clues for effective solutions.
The document provides prompts to help define a challenge or problem, understand the real needs, and imagine what the solution would look like with the problem solved. It asks the reader to describe an idea that addresses the defined challenge and explains how the idea would achieve its goals.
The document discusses different levels of cooperation in social innovation processes, from informal networking to long-term clusters. It presents a table that defines cooperation, collaboration, engagement, and clusters based on the intensity of ties, whether goals and benefits are mutual, what is shared like resources, and the duration of the link. Cooperation involves formal ties, sharing information and knowledge for development, having mutual goals and benefits, and medium-term duration.
This document provides an overview of the ChiC project and its activities to coordinate and promote the CAPSSI initiative. The key points are:
1. ChiC is a Horizon 2020 project that aims to strengthen the CAPSSI ecosystem by connecting related projects, promoting impact, and providing tools to grow social innovation.
2. Some of ChiC's main actions include developing promotional materials, knowledge sharing resources, best practices, and recommendations to define and assess impact.
3. Upcoming events coordinated by ChiC include a CAPSSI community workshop in September 2016 in Bratislava and the Digital Social Innovation Fair in February 2017 in Rome.
This document discusses future scenarios for social innovation and community networks in 2026. It presents guiding questions about envisioning a positive vision for 2026 and what would need to change to achieve that vision. It then lists 8 social innovation and community networks that could be considered, including public sector innovators, digital social innovation, and collaborative/sharing economy.
A field driven primarily by startups and new organizations, with established charities and social enterprises not adopting new technologies much. While new technologies show promise, more focus is needed on solving social challenges to effectively communicate benefits to broader audiences. The field sees a lot of new ideas but few have scaled significantly.
Collective Awareness Platforms for Sustainability and Social Innovation aims to:
1) Harness ICT networks and collective intelligence to support new economic models beyond GDP and cooperation.
2) Create awareness of sustainability challenges and bottom-up solutions from real communities.
3) Use open data, source and hardware for participatory innovation involving at least two non-ICT entities such as social entrepreneurs and civil society organizations.
This document discusses social innovation research funded by the EU Framework Programme for Research and Innovation (Horizon 2020). It focuses on research conducted under Societal Challenge 6 on inclusive, innovative and reflective societies. This includes several past and current research projects exploring topics like social entrepreneurship, social services innovation, and poverty reduction. The 2017 work program for Challenge 6 is outlined, with four main calls and 29 total topics addressing issues like education, inequalities, cultural participation, and migration. Brief descriptions are provided for several of the 2017 topics.
The document discusses new projects from the 2nd Call of the CAPS Ecosystem including environmental sensing, redistributing surplus food, using ICT in social and health care and small-scale farming, addressing water scarcity, security and quality, and taking a collective approach to crises. It provides contact information for the CAPSSI community hub for sharing resources and ideas and subscribing to the CAPSSI NEWS channel, and announces the upcoming Digital Social Innovation Fair 2017 in Rome.
The document summarizes the state of social innovation in Europe based on research conducted by the Joint Research Centre. It discusses the mapping of over 600 social innovation initiatives across Europe, with a focus on initiatives that combine information and communication technologies with social services. It also introduces a proposed methodological framework called i-FRAME that aims to assess the impacts and return on investment of social innovation initiatives. Finally, it discusses ongoing work to analyze different scenarios for the future of welfare systems in Europe.
This presentation by Juraj Čorba, Chair of OECD Working Party on Artificial Intelligence Governance (AIGO), was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
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This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
1.) Introduction
Our Movement is not new; it is the same as it was for Freedom, Justice, and Equality since we were labeled as slaves. However, this movement at its core must entail economics.
2.) Historical Context
This is the same movement because none of the previous movements, such as boycotts, were ever completed. For some, maybe, but for the most part, it’s just a place to keep your stable until you’re ready to assimilate them into your system. The rest of the crabs are left in the world’s worst parts, begging for scraps.
3.) Economic Empowerment
Our Movement aims to show that it is indeed possible for the less fortunate to establish their economic system. Everyone else – Caucasian, Asian, Mexican, Israeli, Jews, etc. – has their systems, and they all set up and usurp money from the less fortunate. So, the less fortunate buy from every one of them, yet none of them buy from the less fortunate. Moreover, the less fortunate really don’t have anything to sell.
4.) Collaboration with Organizations
Our Movement will demonstrate how organizations such as the National Association for the Advancement of Colored People, National Urban League, Black Lives Matter, and others can assist in creating a much more indestructible Black Wall Street.
5.) Vision for the Future
Our Movement will not settle for less than those who came before us and stopped before the rights were equal. The economy, jobs, healthcare, education, housing, incarceration – everything is unfair, and what isn’t is rigged for the less fortunate to fail, as evidenced in society.
6.) Call to Action
Our movement has started and implemented everything needed for the advancement of the economic system. There are positions for only those who understand the importance of this movement, as failure to address it will continue the degradation of the people deemed less fortunate.
No, this isn’t Noah’s Ark, nor am I a Prophet. I’m just a man who wrote a couple of books, created a magnificent website: http://www.thearkproject.llc, and who truly hopes to try and initiate a truly sustainable economic system for deprived people. We may not all have the same beliefs, but if our methods are tried, tested, and proven, we can come together and help others. My website: http://www.thearkproject.llc is very informative and considerably controversial. Please check it out, and if you are afraid, leave immediately; it’s no place for cowards. The last Prophet said: “Whoever among you sees an evil action, then let him change it with his hand [by taking action]; if he cannot, then with his tongue [by speaking out]; and if he cannot, then, with his heart – and that is the weakest of faith.” [Sahih Muslim] If we all, or even some of us, did this, there would be significant change. We are able to witness it on small and grand scales, for example, from climate control to business partnerships. I encourage, invite, and challenge you all to support me by visiting my website.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Nathaniel Lane, Associate Professor in Economics at Oxford University, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.