The causal chain linking motivation, innovation, knowledge, productivity, competitiveness, growth and prosperity is examined through the lens of human and intellectual assets.
The causal chain linking motivation, innovation, knowledge, productivity, competitiveness, growth and prosperity is examined through the lens of human and intellectual assets.
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
Innovation in the Mining Industry – How does it Compare?NORCAT
Presented by NORCAT CEO Don Duval, this presentation provides an overview of the innovation landscape in Canada, current trends, and opportunities, as well as shares insights pertaining to the “innovation supply chain” in the mining industry and compare with other innovation models.
Toward a grounded theory of effective business incubation 2008Vasily Ryzhonkov
Business incubators are found all over the world. Yet, to date, no viable integrative
theory of effective business incubation exists. This essay outlines a grounded theory
of incubation, driven by case studies, empirical results, and field work, based on
three main principles that generalize across countries and cultures. They are:
• The paradox of market emulation:Successful incubators both emulate market con-ditions and shield their ‘infants’ from them. Managing this paradox is fraught
with difficulty, not the least because it is often not explicitly recognized.
• Resolving the key make-or-break constraint:In every country, there are many con-straints that hinder ultimate business success of incubator projects, but there is
one key constraint that always ‘resonates’, i.e., that dominates the attention and
concern of project managers. In India, this constraint is funding. In Israel, where
the VC industry is mature and liquid, funding is not a major constraint (though
as always and everywhere, raising money is a major challenge), but experienced
managerial capacity is the resonating factor. Hence, a theory of incubation should
include principles that guide identification of the key ‘resonating’ constraint and
provide direction toward reducing or eliminating it.
• Alignment with local and national cultures:Culture is a shared, learned, symbolic
system of values, beliefs, and attitudes that shapes and influences perception
and behaviour. Culture is how values drive behaviour. In national studies of
incubation, it is strongly evident how powerfully national culture acts as a medi-ating variable between, for instance, incubator operations and processes and the
national and global business environment. Hence, a theory of incubation should
include answers to the following question:
How can incubator processes align well with elements of national and local culture, in order
to:
• reinforce those aspects of the culture that act positively to help incubator projects
attain success
• mitigate or eliminate those aspects of culture that act negatively, and lead to
failure?
Fundraising as Main Problem for Entrepreneur 2012Vasily Ryzhonkov
1. What is the main bottleneck in startups funding?
2. How much venture and angel capital do we have available in the world? What is the demand for it?
3. Do all early-stage entrepreneurs have sufficient access to capital?
4. Could we change situation with financing not 1% of entrepreneurs, but more? If yes, how?
These questions and many others have been answered in current presentation. Careful analysis and research of VC industry have been done to guide audience through the early-stage entrepreneurs' main problem - ACCESS to CAPITAL.
Innovation in the Mining Industry – How does it Compare?NORCAT
Presented by NORCAT CEO Don Duval, this presentation provides an overview of the innovation landscape in Canada, current trends, and opportunities, as well as shares insights pertaining to the “innovation supply chain” in the mining industry and compare with other innovation models.
Toward a grounded theory of effective business incubation 2008Vasily Ryzhonkov
Business incubators are found all over the world. Yet, to date, no viable integrative
theory of effective business incubation exists. This essay outlines a grounded theory
of incubation, driven by case studies, empirical results, and field work, based on
three main principles that generalize across countries and cultures. They are:
• The paradox of market emulation:Successful incubators both emulate market con-ditions and shield their ‘infants’ from them. Managing this paradox is fraught
with difficulty, not the least because it is often not explicitly recognized.
• Resolving the key make-or-break constraint:In every country, there are many con-straints that hinder ultimate business success of incubator projects, but there is
one key constraint that always ‘resonates’, i.e., that dominates the attention and
concern of project managers. In India, this constraint is funding. In Israel, where
the VC industry is mature and liquid, funding is not a major constraint (though
as always and everywhere, raising money is a major challenge), but experienced
managerial capacity is the resonating factor. Hence, a theory of incubation should
include principles that guide identification of the key ‘resonating’ constraint and
provide direction toward reducing or eliminating it.
• Alignment with local and national cultures:Culture is a shared, learned, symbolic
system of values, beliefs, and attitudes that shapes and influences perception
and behaviour. Culture is how values drive behaviour. In national studies of
incubation, it is strongly evident how powerfully national culture acts as a medi-ating variable between, for instance, incubator operations and processes and the
national and global business environment. Hence, a theory of incubation should
include answers to the following question:
How can incubator processes align well with elements of national and local culture, in order
to:
• reinforce those aspects of the culture that act positively to help incubator projects
attain success
• mitigate or eliminate those aspects of culture that act negatively, and lead to
failure?
Successful and innovative companies learn from their mistakes. By appointing a Chief failure Officer a company sends a strong message to its employees that mistakes and failure are part of learning and embracing this aspect of human endeavor and routinely sharing the failure stories will foster courageous new thinking and activity.
Intervento di Elisabetta Locatelli, Maria Francesca Murru, Simone Carlo, Nicoletta Vittadini per il convegno "Così vicini così lontani. La via italiana ai social network" - 26 e 27 settembre 2013, Università Cattolica del Sacro Cuore - Milano
Steve Currie of Communitech - ScaleUp CT keynote 2017Courtney King
Keynote presentation from Communitech's own Steve Currie. Covering how Communitech is changing Waterloo-Kitchener, what Connecticut can do to emulate it, and how ScaleUps can face- and conquer, their uniquer challenges.
Knowledge Innovation Policy (Federal KM - DC)Debra M. Amidon
This closing panel with Dr. Ramon Barquin provides the rationale and vision for a US Knowledge Innovation Policy within a global context. Session includes and inventory of innovation initiatives within the US and abroad. Knowledge Innovation is the strategy beyond KM or strategic planning; and ‘collaborative advantage’ is the name of the new game.
In June 2012, Colorado’s Governor Hickenlooper remarked that “Agriculture led the Colorado out of the recession,” highlighting Colorado’s agriculture as a critical driver of Colorado’s economy. The typical research methodology employed by business schools to better understand industry barriers and opportunities is a supply chain analysis. Already knowing the linear progression of goods through the stages of agricultural production, we needed an innovative research and analysis methodology to reveal industry dynamics, characterize the unexpected connections within the industry, and gain a more holistic perspective of how this industry operates more as a web than a progression. To accomplish this we worked with our College of Agriculture, and Agriculture Economics faculty to develop the Value Chain of Colorado Agriculture. This value chain research and analysis, which has never been done before for the full agriculture industry in Colorado, revealed new unexpected collaborations, new potential research opportunities, a fresh perspective on agriculture from non- agriculture industries, and a broader set of agriculture industry connections.
The Value Chain encompassed more diversity than is typical, including 125 separate sub-sectors. This study focused on workforce, agricultural innovation and technologies, building or recruiting agriculture businesses, and identifying the unique branding opportunities in Colorado to reach the global audience and their markets. As a result of the study, government, industry, workforce, and economic development strategies can better leverage existing strengths. This innovative research and analysis creates opportunities for broader, integrated decision making which accelerates the advance of Colorado agriculture in a global economy.
Read the Case Study: http://universityeda.org/value-to-members/best-practice-sharing/awards-of-excellence/awards-of-excellence-2013-finalists/the-value-chain-of-colorado-agriculture/
The proces approach Small and Medium Enterprises [SME] development - NigeriaPeter Senkus
The following presentation is an attempt to identify the challenges associated with a dynamically changing environment that are faced by Nigerian government and Nigerian SME sector, to identify practices that allow to create roots to develop efficient, self-sustainable, family driven Small and Medium Enterprises [SME] that would contribute to elimination of most important Nigerian problems and Nigerian development. The following paper presents the concept of application Business Process Management, Business Model Canvas and Value – Added IT Supported Integrated System (VITIS) as the main philosophies in the process of the development the framework for SMES or the SMEs themselves.
Kuching | Jan-15 | Entrepreneurship as a Vehicle to Encourage Grass Roots Inn...Smart Villages
Given by Howard Alper
The second in our series of workshops designed to gather input from stakeholders involved in existing off-grid projects in Africa, Asia and Latin America. This event is workshop scheduled to be held in Malaysia for the ASEAN countries will be organised by the Academy of Sciences Malaysia (ASM) in collaboration with Universiti Malaysia Sarawak (UNIMAS).
Entrepreneurship, Innovation
Business Incubators Capabilities within the Developing Worldhmendoza716
This paper discusses the roles and impacts of business incubators within the developing world. The context of this paper will look into the history of business incubators, its objective, their strengths and weaknesses, and recommendations for a successful program. In addition, this paper will discuss past studied incubation programs in both Brazil and Nigeria, and how they fared within their environment. Overall, the facts within this paper indicate that business incubators can be successful if it is implemented and operated correctly.
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/
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
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.
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.
Overcoming Barriers to Caribbean Innovation – Towards a Restructuring of the Innovation Payoffs :: Silburn Clarke
1. Overcoming Barriers to Caribbean
Innovation
Towards a Restructuring of the Innovation Payoffs
Silburn Clarke, FRICS
Chairman, Digital Society Jamaica
2. CARIBBEAN GROWTH FORUM
PRESENTATION OUTLINE
a.
The Innovation- Productivity-Competitiveness-Prosperity Challenge
b.
We are in the throes of the Knowledge Economy
•
•
c.
Where does Firm Sustainable Competitive Advantage arise from
•
•
d.
Emergence of Knowledge Economy
Correlations
Firm Level
Knowledge, Innovation, Creativity (KIC Factors)
Status of Caribbean Firms
•
Review of Capacity for Innovation
e. Unleashing the Human Talent Potential
•
•
Creativity Problem Solving / Training Talent in Creativity
Supportive Firm Climate for fostering Creativity
f. Perspectives and Consensus
•
•
Businesses, Policymakers & Academia
Triple Helix Model
g. Take Home Messages
6. INNOVATION CRISIS, PARADOX and CONUNDRUM
Jamaica’s economy had been trapped in a low-growth, low-productivity
mode for nearly four decades resulting in the stagnation of the standard
of living of its peoples (Jamaica Productivity Centre, 2010 and World
Bank, 2011).
Paradoxically, for the past two decades, Jamaica has enjoyed both
exceptionally high levels of foreign investment (Williams & Deslandes,
2008) as well as a rate of total fixed investment, over the two decades
from the 90’s to the mid-2000’s, which was close to those of the fastgrowing East Asian region (World Bank , 2011).
7. INNOVATION CRISIS, PARADOX and CONUNDRUM
The productivity of Jamaican firms is chronically low and uncompetitive
(JPC, 2010). The country’s global competitiveness ranking has slipped
from 91 through 96 to 107 over the last three year period 2009 to
2011; WEF, 2010 and 2011).
A sub-index of the “firm capacity for innovation” of Jamaican businesses
revealed a dismally low collective national rating of 107 out of 139 when
compared to national ratings in other economies around the globe in
2010, (WEF, 2010).
On the recent 2011 Global Innovation Index Jamaica was ranked 92nd
out of 125 countries (INSEAD, 2011 ).
8. B. THE NEW KNOWLEDGE ECONOMY
Global economy has been in transition since the 1980’s to what is variously termed a
New Economy, Digital Economy or a Knowledge Economy
9. 3. The traditional economic model is dead !!
Welcome the New Economy!!
•The model of the last 2 eras (agricultural and industrial ) indicated
that Land, Labour (low-cost) and Capital (LLC) were the key factors of
economic production
•Knowledge has become the main resource
10. Welcome the New Economy!!
“The global pace of innovation is accelerating (not only in
products and services, but also in processes, markets, sourcing,
business models, etc.) “
Umemoto 2010
12. The Shift to Knowledge and Innovation
Stage I
Transition
I to II
Stage II
Transition
II to III
Stage III
Honduras
Nicaragua
Jamaica
Guyana
Dom Rep
Panama
Costa Rica
Trinidad
Barbados
???
RESOURCE-BASED ECONOMIES
EFFICIENCY-BASED ECONOMIES
Countries compete based on their
factor endowments: primarily
unskilled labour and natural
resources.
Countries begin to develop more
efficient production processes and
increase product quality.
Compete on the basis of price and
sell basic products or commodities,
with their low productivity
reflected in low wages.
Competitiveness is increasingly driven
by higher education and training.
Wages have risen and they cannot
increase prices
INNOVATION ECONOMIES
Companies
must
compete
by
producing new and different goods
using
the
most
sophisticated
production processes and through
innovation.
Wages will have risen by so much that
they are only able to sustain those
higher wages and the associated
standard of living by higher value
production
13. INNOVATION ACTIVITY EXPANDS THE
PRODUCTION POSSIBILITY FRONTIER
Henrekson, Stock
holm School of
Economics,
Micro Small Medium
Businesses
Innovating
Firms
14. C. Sustainable Competitive Advantage
How can businesses create wealth and prosperity?
•Through Knowledge, Innovation and Creativity (KIC)
•The Resource Based View (RBV) identifies the combination of Valuable, Rare, NonInimitable and Organisation (VRIO) resources and capabilities as the source of firm
modern competition (Wernerfelt 1984, Barney 1991)
•Valuable resources and capabilities ….only gives competitive parity
•Valuable and Rare resources and capabilities ….. only gives temporary competitive
advantage
15. How can businesses create wealth and prosperity?
• Resources and capabilities which are Valuable, Rare, Inimitable plus supported by an
Organisational context, culture and processes that can exploit these resources and
capabilities especially where these are tacitly embedded or intangible (VRIO).…yields
Sustained Competitive Advantage (Wernerfelt 1984, Barney 1991, Peteraf 1993, Bounfour 2003)
•Dynamic Organisational Capabilities flows from a grounding in Knowledge, Innovation and
Creativity (Teece et al 1997, Grant 1996, Eisenhardt and Martin 2000)
•Knowledge resources are identified as being at the heart of the advantages under the
Resource Based View (Conner and Prahalad, 1996) and in building national intellectual
capital for global competitiveness (Stahle and Bounfour, 2008)
16. SUSTAINABLE COMPETITIVE ADVANTAGE
MODEL
NO
Is the resource or
capability valuable ?
YES
NO
Is it heterogeneously
distributed across
all firms ?
YES
Is resource or capability
imperfectly mobile ?
Acquired /Imported
Innovations
YES
NO
Competitive
disadvantage
Mata, Feurst, Barney (1995)
Competitive
parity
Temporary
Competitive
Advantage
Is the organisational
model embedded
?
Indigenous
Innovations
YES
Sustained
Competitive
Advantage
17. Reorienting the Caribbean Firm
•Caribbean cannot assert any globally distinctive VRIO resources or capabilities from factors
derived from factors structurally bounded to the old agro-industrial model
•They are no longer relevant; have not been relevant for a long time
•We have no distinctive land assists, no low-cost labour factor, no unique capital factor
•We have to start investing our time and energies into creating, enhancing, preserving our own
KIC factor for maximal global economic leverage
•Caribbean has to build its own capacity for creating indigenous innovations. The Englishspeaking Caribbean continues to be the only regional block of the world that is yet to develop a
software exporting capability; (Duggan, 2008 citing Erran Carmel)
•That is where our unique and special VRIO resources and capabilities lie
18. D. STATE OF CARIBBEAN FIRMS
WEF - Firm Capacity for Innovation
Pronounced uniform regional group inflexion
19. STATE OF CARIBBEAN FIRMS
How do we radically transform the Firm Innovation Outcomes ?
21. E. BUILDING a CULTURE and PROCESS
for CREATIVE PROBLEM-SOLVING
Innovation comes out of creative thinking and creative performance;
we must learn to think creatively and to do creatively
Requires reshaping the mental models and mindsets by learning by
doing
Requires both Divergent and Convergent thinking
22. BUILDING a CULTURE and PROCESS
for CREATIVE PROBLEM-SOLVING
Innovative
Results
=
Content
+
Process
+
Process
Skills
+
Tools
+
Style
Creativity Thinking Skills
Create
Options
No Judgment
No Logic
Evaluate
Options
Yes Judgment
Yes Logic
23. OPPORTUNITIES TO RAMP UP THE ICT VALUE-CHAIN
•
Ubiquitous resources and capabilities such as generic IT, does
not give any advantages; they are Valuable and hence gives
comparative parity at best.
•
Competitive Advantage comes from IT-enabled processes,
systems, applications and routines that are novel, unique and
inimitable flowing from the creative minds of motivated talent
•
The Caribbean is traditionally a heavy consumer of basic and
ubiquitous IT
•
But a poor creator/producer of IT solutions and Export IT
•
Region must shift focus to producing value products, services
and solutions for domestic and global spaces
24. PROMISING POINTERS TO RAMP UP THE ICT VALUECHAIN
•
The GoJ/World Bank Digital Jam 2.0 Programme, has provided some
pointers as to the untapped potential of Caribbean talent for ICT
Creativity
•
Over 300 youngsters have responded to call to showcase their
creativity using ICT ; 200 on the Mobile Apps track and 100 in the
24 hour Sports-based CodeSprint or Sports Hackathon
•
60 mobile application proposals submitted with over half adjudged
as being of value to market
25. EMPLOYEE CREATIVITY
Firm Innovation starts with individual employee creativity; creative
thinking and creative performance.
Firm Leadership which builds Supportive Work Contexts facilitate
Intrinsic Motivation which nurtures Employee Creativity
26. F.
PERSPECTIVES and CONSENSUS
Governments, Businesses and Academia tend to look at the challenge of firm
productivity and national competitiveness from very different perspectives.
These differing viewpoints may partially explain why the regional innovation
outcomes have been underwhelming for decades
The perspective portrayed by the Doing Business Survey is a reflection of the Business
Sector and so is understandably not critical of business practices, leadership,
management practices, or entrepreneurial orientation.
Business owners and TMT’s tend to be severely critical of governmental policy-makers
in discourses on business challenges.
29. TRIPLE HELIX - Model for Building Tripartite Consensus
The "triple helix" is a spiral model of innovation that captures multiple
reciprocal relationships at different points in the process of knowledge
capitalization. The triple helix denotes the university-industrygovernment relationship as one of relatively equal, yet interdependent,
institutional spheres which overlap and take the role of the other.
·
The first dimension of the triple helix model is internal
transformation in each of the helices, such as the development of
lateral ties among companies through strategic alliances (clustering) or
an assumption of an economic development mission by universities or
by the building of synergistic lateral ties amongst government research
institutes and labs
·
30. TRIPLE HELIX
·
The second dimension is the symbiotic influence of one helix upon another, for
example, when the rules of the game for the disposition of intellectual property
produced from government sponsored research were changed in the USA, technology
transfer activities spread to a much broader range of universities, resulting in the
emergence of an academic technology transfer profession and in facilitation for the
capitalisation of knowledge spillovers through commercialisation or where recipients of
government-sponsored innovation and competitiveness awards are encouraged to
share insights and strategies and also to mentor other firms
·
The third dimension is the creation of a new overlay of trilateral
networks, frameworks, organizations and institutions from the interaction among the
three helices, formed for the purpose of coming up with new ideas and formats for
high-tech knowledge-based development. These trilateral networks operate at both
the macro strategic level as well as the micro operational level
( adapted from Etzkowitz 2002)
31. LACK OF CONVERGENCE ON MAJOR CONSTRAITS
Constraints / Perspectives
Source
Business
Inefficient government bureaucracy
GCR/DB
X
Poor work ethic in national labour force
GCR/DB
Policy
X
Firm Capacity for Innovation is low
GCR
X
Business sophistication is low
GCR
Academia
X
Low absorptive capacity
X
X
Low level of business networking
X
X
Promote Innovative Entrepreneurship
X
X
Creative Firm Leadership
X
X
Facilitate growth and development of software
development industry
Main Development Constraints are knowledge USES
and CREATION (MORE basic and ubiquitious “ICT” does not
JCS/WITSA
X
X
Elliott
X
necessarily translates to Improved Competitiveness )
Economic payoffs should encourage high skilled,
entrepreneurial behaviours
Elliott
X
X
32. G. MESSAGES TO TAKE HOME
•
Need to structure economic payoffs to favour innovators and the
innovating firms in order to drive sustainability, flexibility,
competitiveness and prosperity
•
Expand / Enhance the human talent pool by infusing creative
thinking, creative problem finding and solving within schools,
universities, business firms and the government
•
Adopt Triple Helix Approach as broad model for building tripartite
consensus and providing a structure and culture for operationalising
a sustained national innovation processes