This document summarizes an event called the Evolve Law Summit that took place on April 4, 2017. It thanks the sponsor North State Consulting and provides information about panels on venture capital investment and strategic partnerships. It also lists speakers for those panels, including representatives from firms like Anthos Capital, LegalShield, Thomson Reuters, and Wolters Kluwer. The schedule provides times for welcome remarks, lunch, networking opportunities, and a happy hour. Overall, the summit focused on legal technology, investments, and partnerships.
Beyond Ideas - How to strengthen the Düsseldorf Startup EcosystemArjan Tupan
To ignite a strengthening of the Düsseldorf Startup Ecosystem, I set up and executed a meetup series based on the Beyond Silicon Valley MOOC, enriched with presentations from local players. In this presentation, you will find an overview of what we have done.
Three partner organisations (The US Consulate General, EBC Hochschule and StartupDorf e.V.), were the main organizers.
The document outlines a plan to help startups in Greece by providing brainpower, community, funding, and advisory support. It discusses launching an "open fund" incubator program modeled after successful incubators. The program would select up to 5 startup teams every 4 months, providing hands-on mentoring, networking opportunities, and 20-30k Euro in funding in exchange for 20% equity stakes to help the teams succeed globally. An extensive network of international advisors across technology, business, and investing would be available to support the participating startups.
This document discusses leadership and innovation in times of crisis. It notes that traditional leadership approaches focus on deficits, while successful innovation requires recognizing innovators, providing the right tools and culture, and ensuring ideas can be executed. The four pillars of innovation are identifying problems, having great ideas, developing business models, and successful execution. While funding is important, overcoming "no" responses, understanding decision makers' perspectives, failing small and connecting with others are also keys to leading innovation when the world is collapsing.
The document discusses plans to create an "open fund" startup incubator in Greece to address issues with the local startup ecosystem. It notes brainpower and community exist, but funding and advisory support are lacking. The open fund will select top startup teams, provide mentoring and resources over 4 months, and invest 25-35k Euros for 15% equity in each. The goal is to help Greek startups succeed globally by putting all necessary pieces together in one program.
The document discusses plans to start an incubator fund called The Open Fund to support startups in Greece. It outlines that over the past 2 years, the organizers have hosted 40 events in 6 cities with 130 speeches and hundreds of participants. However, the ecosystem for startups in Greece is still broken. The document details the key needs for startups - brainpower, community, funding, and advisory support. It introduces the 7 executive members of The Open Fund and their backgrounds. Their goal is to find the best startup teams, help them build globally-aimed companies, and ensure their success. The Open Fund will offer hands-on mentoring, networking opportunities, and up to 30k Euros in funding in exchange for 20%
Mentor, rådgiver eller samtalepartner? @ First Tuesday BergenFirst Tuesday Bergen
Mentor, rådgiver eller samtalepartner?
Christian Erichsen - Gründer og mentor
Når det stormer som verst, hvem skal du spørre til råds? Hvem kan gi deg svarene på det du skal gjøre - når ingen har gjort det før? Mest sannsynlig kan ingen gi deg rett svar, men flere kan dele historier fra egne erfaringer i tilsvarende situasjoner - og ikke minst være en samtalepartner og aktiv lytter for å diskutere med noen som har vært i lignende situasjoner tidligere.
Christian Erichsen. 20 års erfaring med teknologiledelse fra større offentlige og private IT prosjekter til mindre oppstartsselskaper. 14 år som grunder og de siste 4 årene som tidligfase investor og rådgiver for flere teknologiselskaper. Har selv vært med på hele reisen fra ide til internasjonal suksess, iblandet opp og nedturer, finanskrise og ymse kriser. Siste prosjektet er etableringen av Bergen.Works, et privat co-woriking space for vekstbedrifter der erfaringer, kompetanse og ressurser deles blant likesinnede.
Three highlights and directions that will, in her opinion, decide on the growth of FinTechs in Poland and in the region. They range from stimulating openness (both to go global and to encourage external minds and startups to choose our region), through connecting attitudes of boldness and humility (which allows to take risk, accept failure and officially support disruptive thinking, even disruptive to current legislation), to - last but not least - cooperation in many dimensions (between industry players, between startups and corporations, between entrepreneurs and managers).
This document summarizes an event called the Evolve Law Summit that took place on April 4, 2017. It thanks the sponsor North State Consulting and provides information about panels on venture capital investment and strategic partnerships. It also lists speakers for those panels, including representatives from firms like Anthos Capital, LegalShield, Thomson Reuters, and Wolters Kluwer. The schedule provides times for welcome remarks, lunch, networking opportunities, and a happy hour. Overall, the summit focused on legal technology, investments, and partnerships.
Beyond Ideas - How to strengthen the Düsseldorf Startup EcosystemArjan Tupan
To ignite a strengthening of the Düsseldorf Startup Ecosystem, I set up and executed a meetup series based on the Beyond Silicon Valley MOOC, enriched with presentations from local players. In this presentation, you will find an overview of what we have done.
Three partner organisations (The US Consulate General, EBC Hochschule and StartupDorf e.V.), were the main organizers.
The document outlines a plan to help startups in Greece by providing brainpower, community, funding, and advisory support. It discusses launching an "open fund" incubator program modeled after successful incubators. The program would select up to 5 startup teams every 4 months, providing hands-on mentoring, networking opportunities, and 20-30k Euro in funding in exchange for 20% equity stakes to help the teams succeed globally. An extensive network of international advisors across technology, business, and investing would be available to support the participating startups.
This document discusses leadership and innovation in times of crisis. It notes that traditional leadership approaches focus on deficits, while successful innovation requires recognizing innovators, providing the right tools and culture, and ensuring ideas can be executed. The four pillars of innovation are identifying problems, having great ideas, developing business models, and successful execution. While funding is important, overcoming "no" responses, understanding decision makers' perspectives, failing small and connecting with others are also keys to leading innovation when the world is collapsing.
The document discusses plans to create an "open fund" startup incubator in Greece to address issues with the local startup ecosystem. It notes brainpower and community exist, but funding and advisory support are lacking. The open fund will select top startup teams, provide mentoring and resources over 4 months, and invest 25-35k Euros for 15% equity in each. The goal is to help Greek startups succeed globally by putting all necessary pieces together in one program.
The document discusses plans to start an incubator fund called The Open Fund to support startups in Greece. It outlines that over the past 2 years, the organizers have hosted 40 events in 6 cities with 130 speeches and hundreds of participants. However, the ecosystem for startups in Greece is still broken. The document details the key needs for startups - brainpower, community, funding, and advisory support. It introduces the 7 executive members of The Open Fund and their backgrounds. Their goal is to find the best startup teams, help them build globally-aimed companies, and ensure their success. The Open Fund will offer hands-on mentoring, networking opportunities, and up to 30k Euros in funding in exchange for 20%
Mentor, rådgiver eller samtalepartner? @ First Tuesday BergenFirst Tuesday Bergen
Mentor, rådgiver eller samtalepartner?
Christian Erichsen - Gründer og mentor
Når det stormer som verst, hvem skal du spørre til råds? Hvem kan gi deg svarene på det du skal gjøre - når ingen har gjort det før? Mest sannsynlig kan ingen gi deg rett svar, men flere kan dele historier fra egne erfaringer i tilsvarende situasjoner - og ikke minst være en samtalepartner og aktiv lytter for å diskutere med noen som har vært i lignende situasjoner tidligere.
Christian Erichsen. 20 års erfaring med teknologiledelse fra større offentlige og private IT prosjekter til mindre oppstartsselskaper. 14 år som grunder og de siste 4 årene som tidligfase investor og rådgiver for flere teknologiselskaper. Har selv vært med på hele reisen fra ide til internasjonal suksess, iblandet opp og nedturer, finanskrise og ymse kriser. Siste prosjektet er etableringen av Bergen.Works, et privat co-woriking space for vekstbedrifter der erfaringer, kompetanse og ressurser deles blant likesinnede.
Three highlights and directions that will, in her opinion, decide on the growth of FinTechs in Poland and in the region. They range from stimulating openness (both to go global and to encourage external minds and startups to choose our region), through connecting attitudes of boldness and humility (which allows to take risk, accept failure and officially support disruptive thinking, even disruptive to current legislation), to - last but not least - cooperation in many dimensions (between industry players, between startups and corporations, between entrepreneurs and managers).
The document discusses balancing risk and innovation. It recommends developing an innovation strategy using diagnostic tools to identify and assess opportunities while establishing cultural readiness. The strategy should define the organizational framework for innovation, provide idea management processes, and utilize rigorous change management to engage people, organizations, and communities. The document also cautions that innovating risks making enemies of those benefitting from the existing order.
Leading change by embedding best practice. An introduction from Investors in ...Investors in People
The document discusses principles of driving organizational change through embedding best practices. It notes that 70% of change initiatives fail because they do not adequately involve employees. Specifically, initiatives often lack a compelling narrative for change, employee involvement in decision making, transparency to reduce anxiety, and opportunities for employees to discuss the changes. The document advocates making change a new normal by energizing employees like a fire is energized by wind, rather than allowing them to hide from change.
Some slides Sue Beecroft shared at Chartered Institute of Housing (CIH) Conference at Manchester in 2013 about the resources available and our use of data to better understand housing markets in and around the Cambridge area.
The document outlines the agenda for the Explore Export 2015 event in Edinburgh. It includes an informal evening reception the night before to allow attendees to network and learn about the following day's activities. The main event consists of one-on-one sessions with advisors, seminars on topics like introducing exporting and next steps for existing exporters, case studies, and an exporting exhibition. It concludes with reflections on lessons learned from the previous year and an overview of the marketing plan and tips for the current event.
The document discusses building an ecosystem to support startups in Greece by putting together various necessary pieces, including brainpower, community, funding, and advisory support. It outlines plans to launch a startup incubation program called The Open Fund that will select up to 5 startup teams every 4 months, provide hands-on mentoring and networking support, and 20-30k Euros in funding for 20% equity stakes to help the selected startups get off the ground and grow successfully. The schedule includes opening the call for proposals in late June and closing in September 30th.
Managing Startups in Times of Covid-19 WHU Incubator
This document provides guidance and resources for startup founders and managers during the COVID-19 crisis. It discusses fundraising challenges like VCs focusing on existing portfolio companies and making fewer investments at potentially lower valuations. It recommends communicating frequently with investors and employees, and being proactive in crisis management. If layoffs are needed, leaders should handle them with care and cultural sensitivity. The document also provides links to additional resources on defensive and offensive strategies during crises, choosing investors, and general leadership in uncertain times.
The document discusses challenges to innovation in retail banking and provides suggestions to overcome these challenges. It notes internal hurdles like a lack of strategic vision and external hurdles like regulations. It advocates for structural non-structured implementation of ideas, focusing 1% on innovation and 99% on execution. Key recommendations include developing a sense for the future, implementing ideas rather than just generating them, and managing both mature and growth businesses.
This document provides an overview and agenda for the Family Office Forum conference taking place on November 11-12, 2014 in Zurich. The conference will bring together over 180 English-speaking family offices from around the world. The agenda lists over 90 speakers from family offices and related fields who will present on topics like family governance, asset allocation, alternative investments, and geographic opportunities. Attendees can choose from five parallel program streams and will have opportunities for networking and exchanging ideas. The goal of the conference is for family offices to learn from each other and experts on improving their operations and strategies.
Ideas, insights and inspiration on the topic of how to develop a strong and successful anti-corruption Collective Action initiative. The ideas arise from the 2020 Integrity Partners Workshop Series, hosted by the Basel Institute on Governance in August 2020 with the support of the Siemens Integrity Initiative.
5.9 crowd funding, a new source of finance for innovation and sustainabilityLeNS_slide
This document discusses crowdfunding as a new source of finance for innovation and sustainability. It defines crowdfunding and the different models, including donation-based, equity-based, lending-based, and reward-based. For reward-based crowdfunding, it outlines how to present a successful campaign, including preliminary steps, campaign design, and campaign follow up. It provides an example of Kickstarter and analyzes factors that determine crowdfunding success like social capital and project quality. Finally, it presents a case study comparing a successful versus unsuccessful crowdfunding campaign.
Value Partnership is an organization that helps clients solve critical challenges. The document discusses an upcoming event hosted by Value Partnership on organization challenges that will include presentations from experts and discussions between business leaders. It also outlines Value Partnership's role in guiding clients through challenges, developing leadership and strategic capabilities, and partnering with organizations. Finally, it lists some practices that can help organizations achieve organic growth.
Christian Hirsig from Atizo AG discussed open innovation and crowdsourcing. He explained that Atizo connects people over the internet to solve societal challenges through innovation modules and communities. Atizo's innovator community has over 10,000 members from varied backgrounds who have generated over 40,000 ideas. Atizo also works with customers like Swisscom, Mammut, and Procter&Gamble on public and private projects through its crowdsourcing platform.
The document summarizes the agenda for an introduction meeting of the Glasgow University Trading and Investment Club (GUTIC). It recaps activities from the previous year, including a boot camp, presentations, social events, and an insight day. It then lists the current executive team members and their roles. Plans for the upcoming year are outlined, such as partnerships with companies and opportunities to gain internships or jobs. A guest speaker, Anton Kreil, is announced. New marketing and analyst positions are described that require skills like public speaking, financial analysis, and communication. Finally, an audit graduate job opening is advertised with Scott-Moncrieff and contact details provided.
This document discusses various sources of funding for innovation including grants, crowdfunding, angel investors, and venture capital. It emphasizes the importance of being prepared for investors by having an up-to-date business plan, financial projections, and legal documents in order. The presentation provides tips for finding the right funding source and being investment ready, including understanding the pros and cons of different options and building a credible case to reassure investors.
Westartup: tools for building local entrepreneurial communitieswestartup
westartup is a set of tools designed to supercharge local efforts for building entrepreneurial communities. This is a brief intro presentation - contact leo@westartup.eu for more details.
This document tells the story of Shayne, a child who was diagnosed with Type 1 Diabetes at age 9. It describes some of the daily challenges of managing the disease, such as frequent blood sugar checks, insulin shots, and balancing food intake. It notes that 30,000 people are diagnosed with Type 1 Diabetes each year, including 15,000 children. The document encourages supporting the Juvenile Diabetes Research Fund to help find a cure for Type 1 Diabetes.
The document discusses balancing risk and innovation. It recommends developing an innovation strategy using diagnostic tools to identify and assess opportunities while establishing cultural readiness. The strategy should define the organizational framework for innovation, provide idea management processes, and utilize rigorous change management to engage people, organizations, and communities. The document also cautions that innovating risks making enemies of those benefitting from the existing order.
Leading change by embedding best practice. An introduction from Investors in ...Investors in People
The document discusses principles of driving organizational change through embedding best practices. It notes that 70% of change initiatives fail because they do not adequately involve employees. Specifically, initiatives often lack a compelling narrative for change, employee involvement in decision making, transparency to reduce anxiety, and opportunities for employees to discuss the changes. The document advocates making change a new normal by energizing employees like a fire is energized by wind, rather than allowing them to hide from change.
Some slides Sue Beecroft shared at Chartered Institute of Housing (CIH) Conference at Manchester in 2013 about the resources available and our use of data to better understand housing markets in and around the Cambridge area.
The document outlines the agenda for the Explore Export 2015 event in Edinburgh. It includes an informal evening reception the night before to allow attendees to network and learn about the following day's activities. The main event consists of one-on-one sessions with advisors, seminars on topics like introducing exporting and next steps for existing exporters, case studies, and an exporting exhibition. It concludes with reflections on lessons learned from the previous year and an overview of the marketing plan and tips for the current event.
The document discusses building an ecosystem to support startups in Greece by putting together various necessary pieces, including brainpower, community, funding, and advisory support. It outlines plans to launch a startup incubation program called The Open Fund that will select up to 5 startup teams every 4 months, provide hands-on mentoring and networking support, and 20-30k Euros in funding for 20% equity stakes to help the selected startups get off the ground and grow successfully. The schedule includes opening the call for proposals in late June and closing in September 30th.
Managing Startups in Times of Covid-19 WHU Incubator
This document provides guidance and resources for startup founders and managers during the COVID-19 crisis. It discusses fundraising challenges like VCs focusing on existing portfolio companies and making fewer investments at potentially lower valuations. It recommends communicating frequently with investors and employees, and being proactive in crisis management. If layoffs are needed, leaders should handle them with care and cultural sensitivity. The document also provides links to additional resources on defensive and offensive strategies during crises, choosing investors, and general leadership in uncertain times.
The document discusses challenges to innovation in retail banking and provides suggestions to overcome these challenges. It notes internal hurdles like a lack of strategic vision and external hurdles like regulations. It advocates for structural non-structured implementation of ideas, focusing 1% on innovation and 99% on execution. Key recommendations include developing a sense for the future, implementing ideas rather than just generating them, and managing both mature and growth businesses.
This document provides an overview and agenda for the Family Office Forum conference taking place on November 11-12, 2014 in Zurich. The conference will bring together over 180 English-speaking family offices from around the world. The agenda lists over 90 speakers from family offices and related fields who will present on topics like family governance, asset allocation, alternative investments, and geographic opportunities. Attendees can choose from five parallel program streams and will have opportunities for networking and exchanging ideas. The goal of the conference is for family offices to learn from each other and experts on improving their operations and strategies.
Ideas, insights and inspiration on the topic of how to develop a strong and successful anti-corruption Collective Action initiative. The ideas arise from the 2020 Integrity Partners Workshop Series, hosted by the Basel Institute on Governance in August 2020 with the support of the Siemens Integrity Initiative.
5.9 crowd funding, a new source of finance for innovation and sustainabilityLeNS_slide
This document discusses crowdfunding as a new source of finance for innovation and sustainability. It defines crowdfunding and the different models, including donation-based, equity-based, lending-based, and reward-based. For reward-based crowdfunding, it outlines how to present a successful campaign, including preliminary steps, campaign design, and campaign follow up. It provides an example of Kickstarter and analyzes factors that determine crowdfunding success like social capital and project quality. Finally, it presents a case study comparing a successful versus unsuccessful crowdfunding campaign.
Value Partnership is an organization that helps clients solve critical challenges. The document discusses an upcoming event hosted by Value Partnership on organization challenges that will include presentations from experts and discussions between business leaders. It also outlines Value Partnership's role in guiding clients through challenges, developing leadership and strategic capabilities, and partnering with organizations. Finally, it lists some practices that can help organizations achieve organic growth.
Christian Hirsig from Atizo AG discussed open innovation and crowdsourcing. He explained that Atizo connects people over the internet to solve societal challenges through innovation modules and communities. Atizo's innovator community has over 10,000 members from varied backgrounds who have generated over 40,000 ideas. Atizo also works with customers like Swisscom, Mammut, and Procter&Gamble on public and private projects through its crowdsourcing platform.
The document summarizes the agenda for an introduction meeting of the Glasgow University Trading and Investment Club (GUTIC). It recaps activities from the previous year, including a boot camp, presentations, social events, and an insight day. It then lists the current executive team members and their roles. Plans for the upcoming year are outlined, such as partnerships with companies and opportunities to gain internships or jobs. A guest speaker, Anton Kreil, is announced. New marketing and analyst positions are described that require skills like public speaking, financial analysis, and communication. Finally, an audit graduate job opening is advertised with Scott-Moncrieff and contact details provided.
This document discusses various sources of funding for innovation including grants, crowdfunding, angel investors, and venture capital. It emphasizes the importance of being prepared for investors by having an up-to-date business plan, financial projections, and legal documents in order. The presentation provides tips for finding the right funding source and being investment ready, including understanding the pros and cons of different options and building a credible case to reassure investors.
Westartup: tools for building local entrepreneurial communitieswestartup
westartup is a set of tools designed to supercharge local efforts for building entrepreneurial communities. This is a brief intro presentation - contact leo@westartup.eu for more details.
This document tells the story of Shayne, a child who was diagnosed with Type 1 Diabetes at age 9. It describes some of the daily challenges of managing the disease, such as frequent blood sugar checks, insulin shots, and balancing food intake. It notes that 30,000 people are diagnosed with Type 1 Diabetes each year, including 15,000 children. The document encourages supporting the Juvenile Diabetes Research Fund to help find a cure for Type 1 Diabetes.
Takeaways from the Tribal Utility Governance Programwateroperator
This document summarizes a tribal utility governance program that provided training and technical assistance to tribally owned and operated water systems. It describes a $500k EPA grant to establish Native American Water Masters Associations (NAWMA) across EPA regions 6, 8, and 9 to help systems achieve and maintain compliance. The program was based on curriculum from the Tribal Utility Guidance manual and included financial management training and utility management certification. It established 11 NAWMA groups which met regularly and found value in networking and problem solving with peers. Tribal systems face unique challenges of isolation but similar issues to small systems around funding, rates, personnel. The program was deemed successful in building relationships and support for tribal utilities.
The document discusses the history and technology of wireless communication systems. It begins with early communication methods like drum beating and messenger pigeons, then describes the development of telegraph, telephone, radio, and modern wireless technologies. Key points covered include the electromagnetic spectrum, components of communication systems, wireless technology applications, and health concerns around excessive mobile phone use such as increased cancer risks, neurological effects, and accelerated aging.
Teorie che ripercorrono le possibili origini biologiche dell'omosessualità.
Ada Moscarella, psicologa - mediatrice familiare
http://mifacciobene.wordpress.com
www.ampsico.it
This document summarizes marketing research conducted on Oxygen T.V. in the Thane, Mulund, Dombivali, Kalyan, Ghatkoper and Kurla areas of India. It provides ratings and sales data from doctors, chemists and consumers in these areas. A pie chart shows that doctors and consumers are more satisfied with Oxygen T.V. than chemists. The review finds that Oxygen T.V.'s women's healthcare programming delivered via high-speed internet is well-received in doctors' offices.
TCI 2014 Vegetable Cluster Tepeaca´s Institute of TechnologyTCI Network
The document discusses a proposal by the Vegetable Cluster Tepeaca's Institute of Technology to promote shared value and sustainable development in the region's vegetable production cluster. The proposal aims to 1) analyze local vegetable production, 2) develop a production master plan, 3) improve the production system through training and assistance, and 4) promote integration of smallholders. Initial results of the project included training over 900 people, obtaining $1.186 million in funding, developing a business plan, and applying lean manufacturing processes to improve packing efficiency. The overall goal is to redefine productivity in the value chain and enable future development of the local cluster.
Check out our brand new collection of Gift Ideas for personal or corporate use! Available at all Doculand Lebanon branches 01-740357 www.doculand.com.lb
TCI 2013 Towards an international foodcluster in Denmark – the analytical app...TCI Network
The document discusses developing an international food cluster in Denmark by analyzing the region's existing food industry specialization, ecosystem of large firms, entrepreneurs, and knowledge institutions. It identifies four sub-areas of specialization and proposes establishing a cluster organization to facilitate collaboration between large firms and innovative entrepreneurs around specific cluster themes to strengthen the regional food industry.
TCI 2015 Structure and Functions of Social Capital in the Regional Innovation...TCI Network
This document discusses social capital in the context of regional innovation clusters in Korea. It defines social capital as the intangible resources embedded in social relationships and networks. Social capital is important for innovation clusters as the innovation process requires communication and cooperation. The document presents case studies of two Korean innovation clusters, in photonics and medical industries, and analyzes their social capital at the firm and regional levels. It finds that purposeful networks leading to innovation communities can accelerate cluster development, but more work is needed to strengthen social capital, such as through entrepreneurship and collaboration. Fostering innovation communities should be a focus of cluster policy.
Check out our brand new collection of Gift Ideas for personal or corporate use! Available at all Doculand Lebanon branches 01-740357 www.doculand.com.lb
Cluster basics: Competitiveness - Coming to Grips With a Difficult TermTCI Network
This document discusses competitiveness and clusters. It provides a framework for understanding competitiveness as the productivity of a location's labor force given the quality of the business environment. Productivity is influenced by microeconomic competitiveness fundamentals like clusters, as well as macroeconomic policies and social infrastructure. The framework is supported by empirical analysis showing these factors independently influence prosperity. Effective cluster-based policy focuses on building regional strengths, prioritizing competitiveness upgrades, and integrating cluster efforts into broader strategies.
The document contains several photographs taken around Philadelphia that depict homelessness in the city. It includes images of the Comcast Center, a man selling a newspaper to bring awareness to homelessness, a homeless shelter, a mural about helping the homeless, homeless people preparing for night on church steps, City Hall through a fountain where homeless people spend time, and homeless people camping out in Logan Square near cultural institutions. The photos were taken to illustrate different aspects of homelessness in various Philadelphia neighborhoods.
This document discusses and compares two pharmaceutical companies - FDC Ltd and Ranbaxy. It analyzes their products, strategies, core values and missions. For FDC, the document focuses on its pain relief gel Arflur-D-Gel, while for Ranbaxy it discusses its competing gel Volini. Various frameworks are used to analyze the companies, finding that Ranbaxy's Volini has higher growth, awareness and market share compared to Arflur-D-Gel. The document concludes that though both are large MNCs, Ranbaxy has implemented stronger strategies for its leading pain relief gel.
Cluster basics: Cluster Development in Twelve StepsTCI Network
This document outlines a 12 step process for cluster development. It begins with identifying and prioritizing industry clusters in a local economy. The next steps include initial cluster analysis, developing a shared understanding of competitiveness, and establishing a vision for the preferred future state. Later steps focus on short and long-term strategic agendas through benchmarking, linking clusters nationally and internationally, and periodic reviews to upgrade competitiveness. The process aims to drive economic development through industry collaboration rather than isolated projects. It emphasizes the importance of building relationships and finding common ground to achieve real transformation over time.
Ifor Ffowcs-Williams, Presentation TCI2018 European Conference SofiaTCI Network
This document outlines ten building blocks for successful clustering initiatives. It discusses potential pitfalls in cluster definition and development if removed from private sector needs. Specifically, it notes clusters may be too broad or narrow in focus, become isolated from businesses, fail to deliver benefits quickly, or be captured by narrow interests. The ten building blocks provided are: 1) careful cluster selection, 2) developing a broad portfolio of support programs, 3) shifting from independent firms to collaboration, 4) aligning various support agencies, 5) leveraging strategic agendas, 6) linking clusters internationally, 7) evaluating impact, 8) establishing an effective board, 9) utilizing cluster managers to connect stakeholders, and 10) exploring new opportunities at the cluster periphery.
Siemens adopted an open innovation initiative to address problems stemming from its decentralized structure, including siloed information and a lack of cross-company communication. The initiative was intended to break down internal barriers and identify experts within the company, but later expanded to include collaborations with universities and other organizations. While open innovation provided benefits like new ideas, it also introduced risks around intellectual property exposure and disruption to company culture.
Knowledge Management Australia 2015: The Discovery and Re-Discovery of Knowledge
4-6 August 2015, Rydges Melbourne
Two-day Connected Congress and Six Post-Forum Workshops
http://www.kmaustralia.com
The New Face of Knowledge Management
Leaders for KM Australia 2015
Cirque De Soleil - Canada
Bill and Vieve Gore School of Business,
Westminister College – USA
Bill Kaplan, Founder and Principal,
Working KnowledgeCSP LLC – USA
Department of Economic Development, Jobs,
Transport and Resources
Birchip Cropping Group
Intelligent Answers
Innosis
University of Southern Queensland
Karingal
Australian Securities & Investment Commission
Institute of Public Administration Australia
ANZ Bank
Social Media Navigator
Microsoft
State Trustees
Woods Bagot
University of Melbourne
JLT Australia
Cluster basics: Cluster Development in Practice - Twelve StepsTCI Network
This document outlines 12 steps for cluster development based on Ifor Ffowcs-Williams' experience helping clusters. It begins with convening key stakeholders to analyze the cluster and form a leadership group. They develop a vision of the preferred future. Benchmarking visits and strategic agendas focus on collaboration, skills, and global connections. Facilitators play a central role in building trust and linking clusters over time. The goal is to continually upgrade competitiveness by deepening specializations and connections locally and globally.
1. The document discusses Cisco's approach to fostering innovation through intrapreneurship. It outlines Cisco's Services Innovation Excellence Center which takes a whole systems approach to build innovation capabilities.
2. It describes how the Center creates intrapreneurial mindsets through incubation playbooks, coaching, and acceleration cycles to support incubation teams from concept to implementation.
3. The document also discusses Cisco's use of Innovation Funding Boards to select and fund higher-risk Horizon 2 and 3 ideas in order to accelerate innovation and change the culture from the top down.
Chuck Goldstone | Strategies and Stories - It's about your story. Getting audiences to listen. Like you. Do what you want. We offer coaching, creative and strategic services to startups. Crafting persuasive, awe-stoking strategies and stories. Helping clients present confidently. Stand out. Expand markets. Get funding. Be successful. Visit www.ChuckGoldstone.com / email: mail "at" ChuckGoldstone.com / 617-738-8889
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
This presentation was deliveed by Lucy Caldicott @LucyCaldicott, Catherine Miles @Cadders68 and Liz Tait @LizTait at the Institute of Fundraising National Convention aimed at those who may not want to be a Director of Fundraising but want to have a fundraising career all the same. In this presentation they show you what makes people stand out at each level of seniority and what’s different about each level.
Feedback from the IMD Club Presidents meeting that took place in Lausanne from 18-20 June 2015 - Attended by Bennie Groenewald Club Tresurer, IMD Club of South Africa
TCI 2014 Red Lights & Green Lights on Cluster DevelopmentTCI Network
This document summarizes lessons learned from over 20 years of experience in cluster development work across 42 countries. Red lights that should be avoided include artificially confining initiatives by geography or time, limiting support only to SMEs, focusing only on emerging sectors, and over-analyzing clusters before taking action. Green lights that lead to more successful cluster development involve a learning-by-doing approach, aggressively leveraging limited resources through cooperation, having broad agendas that address multiple needs, empowering cluster managers to connect organizations, ensuring business-driven governance, and providing national programs with flexibility and long-term support. Overall success comes from moving clusters from isolated "wild" systems toward more "domesticated" collaboration, while maintaining some
This document provides a summary of Silvija Seres' background and experience, as well as lessons learned from various positions and organizations. It also discusses trends in technology including cloud computing, mobile devices, the internet of things, and big data. Key points mentioned include the importance of vision, execution, talent, independence, and adapting to changing customer needs and new technologies. Examples are given of how technologies are growing exponentially and how networks become more valuable as people form subgroups and collaborate.
From digital leadership to leading through disruptionMel McCall
A keynote talk at Danish Radio's annual leadership conference, sharing the four leadership capabilities needed at Carlsberg to succeed. Our leaders do not need a digital strategy...they need a strategy for leading through disruption, for learning and responding at pace, to what is going on around them.
Innovation in a rapidly changing world (by Len Middleton)Robert Pasick, Ph.D
This document summarizes key points from a discussion on innovation. It outlines current models of medical innovation centers, challenges facing innovation in the US, and trends in technology development. Universities are increasingly offering entrepreneurship courses but large companies worry internal R&D is slow. Open innovation is presented as a model to access external ideas and resources through collaborations. The document also discusses implications for Michigan, including its past role in innovation through facilities like Willow Run Laboratories.
Presentation on Cross iNets Discovery Day WorkshopNico Macdonald
Presentation on Cross iNets Discovery Day Workshop given by Rick Chapman and Nico Macdonald at the iNets South West Launch: 'Accelerating Innovation', 10/02/2011 (UWE Exhibition and Conference Centre, Bristol)
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Las redes de clusters en México y Colombia han tenido un impacto positivo al promover el crecimiento regional de los clusters, fortalecer su gestión estratégica y operativa, y ayudar a las empresas a aprovechar acuerdos comerciales. Estas redes también han colaborado para acelerar la innovación y conectar a los actores de los ecosistemas productivos. Finalmente, las redes de clusters podrían profundizar su colaboración entre países al identificar áreas de interés mutuo y proyectos conjuntos.
TCI/MOC Asian Chapter Summer Conference 2022: Mirjana Prica_The Australian fo...TCI Network
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𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
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6. Cluster development…Centre Stage
Not just ‘another project’
2. Position Cluster Development
Centre Stage
A comprehensive framework for:
R&D, Technology transfer
SME development; Start-ups
Investment & talent attraction
Skills, training; workforce development
Incubators & Industry/Technology Parks
Export development, internationalisation
7. 3. Transparency in Strategy
Workshops open to all
1. Capture ‘the wisdom of crowds’
2. Broad agreement on
issues, priorities
3. Neutral meeting place
• Opportunities for side
conversations
8. 3. Transparency in Strategy
Drawing on both sides of the brain
Logic
Details
Safe
Feelings
Big picture
Risk taking
9. 4. The Right Team for Leadership
The Cluster’s Governance
• Business led; Business Chaired
• The players, not the spectators
• An aggressive self-help team
• Initially select; later elect
10. Cluster Leadership
Three key principles
1. Business in the Lead
2. Public Agencies in Support
3. Academic Underpinning
11. 5. Establish the Baseline Data
Measure change over time
What’s on your cluster’s dashboard?
• Growth in turnover, exports?
• Growth in employment? Number of Ph.D.?
• Number of firms in the cluster? Start-ups?
• Increased competitiveness?
• Measured by market share? Productivity?
• …. ?
12. 6. Listen!
• Listen carefully to the needs of your
cluster’s stakeholders.
• Understand their situation, their
opportunities, their constraints.
• Converse, don’t interrogate.
• Identify the cross-cutting themes, the
common agendas
• Respond with demand orientated services,
collaborative projects.
13. 7. Find the cluster champions
that others trust Energise others
• Find and empower your cluster’s talent.
• Ensure you are not the ‘Project Manager’
for everything.
• Avoid capture by an elite few; open the
dialogue; welcome a diversity of views.
• Keep attracting new people into the
process; deepen the pool from which
new leaders can emerge.
15. 8. Building the social links
Making the connections
• Cluster development centers on active
relationships.
• Start with what requires low trust.
• Build your softpower … results come
through persuasion, not coercion.
• Build wide external networks to (1) scan
the cluster’s horizon and (2) support new
connections.
16. 8. Facilitate B2B collaboration
Cluster facilitator’s dating service
Removing the isolation of firms
Green Light
Red Light
Orange Light
A strong possibility…a
non-critical area
Not feasible…a core
competency
A later option…as trust
develops
17. 8. Build the local links
C2C: Gävle, Sweden’s cluster suitcase
The Regional
Innovation System
18. 9. Act as a disrupting
Change Agent
• Be prepared for stakeholders that are
infuriated with your activities. Keep
your flak jacket handy!
• Ride with the highs. Celebrate the
successes, the good times.
• Prepare for the lows. Setbacks are
integral to working on the edge … and a
source of learning.
19. 9. As a Change Agent,
there is no time when
you can take a rest.
20. 10. Act as a venture capitalist
Build a portfolio of activities
• Generate multiple options at the edges.
• Test new agendas that have passion;
• Don’t kill them through debate.
• Address opportunities, not problems.
• Be comfortable with knowing without
reasoning, your intuitive understanding.
• If there are no failures you are taking
it too easy. Learn by doing.
21. Cluster Managers
The gender issue
‘Boys compete;
Girls cooperate’
‘Boys like things;
Girls like people’
‘Women multi-track’