This document summarizes Wayne Johnson's presentation on industry-university partnerships. The presentation covered:
1) The changing global economic landscape and how it is driving new models of partnership between industry, universities, and government.
2) Examples of successful partnerships from Singapore that have contributed to its economic growth, including investments in science and technology and partnerships between government research institutions and industry.
3) A framework that describes different levels of engagement between industry and universities, from basic collaboration on individual projects up to strategic partnerships involving shared goals and resources.
4) The need for universities to respond to changes in the global economy by forming new types of industry partnerships focused on innovation.
Lecture 8 - Innovation dynamics in the World EconomyUNU.MERIT
The document discusses innovation dynamics in the world economy. It notes that the world economy has long provided incentives for innovation through markets, specialization of production, and opportunities for catching up. However, the current era features new dynamics like the globalization and decentralization of research. While this brings opportunities through access to knowledge and markets, it also poses challenges for countries in maintaining competitiveness and for developing countries in building capabilities to absorb knowledge. The policy debate often focuses on R&D investment but developing countries face more fundamental questions about which types of innovation best suit their level of development and needs.
Lecture 5 - Indicators of innovation and technological change: R&D and patentsUNU.MERIT
This document discusses several common indicators used to measure science, technology and innovation in economies. It describes metrics such as productivity growth accounting, research and development spending, patent counts and citations, bibliometric analysis of publications and citations, and data from innovation surveys. These indicators are used to analyze factors like technological change, knowledge diffusion, economic growth, and the impact of science on standards of living.
Lecture 4 - Macroeconomic analysis of technological changeUNU.MERIT
This document discusses macroeconomic analysis of technological change and its impact on production functions and employment. It covers several key topics:
1) Characteristics of production functions including returns to scale, decreasing marginal returns, and how technology may influence assumptions about these characteristics.
2) Different forms of production functions including Cobb-Douglas and CES functions, and how they model substitutability and elasticity of substitution between factors.
3) How technological change can be labor-saving, capital-saving, or neutral and influence the bias of technological progress over time.
4) Endogenous technological change models and the relationship between R&D investment, productivity growth, and economic growth.
5) De
Exposición de Guido Vildozo Méndez, con con motivo de la Reunión Nacional de Concesionarios de ACARA, viernes 17 de Junio, Salón Ceibo del Predio Ferial “La Rural”.
Exposición Ventas globales y tendencia (con impacto al evento en Japón)
Ventas regionales (flujo de vehículos entre Brasil, Argentina y México)
Tendencias de los mercados (Brasil - Argentina) para los próximos 10 años
This document discusses several challenges facing global agriculture between now and 2050, including population growth, decreasing arable land, climate change, and declining productivity. It notes increasing demand for food will need to be met with decreasing resources. Charts show rising population and declining wheat production area. The document calls for increased productivity and profitability through improved practices, technologies, and policies to help ensure sustainable and competitive agriculture can meet future needs.
International economics relations and thailand economic strategy updated 18...ชำนิ รักษายศ
The document discusses several topics related to globalization and international trade including:
1) It outlines key factors driving globalization such as advances in technology and policies promoting trade liberalization and integration.
2) Trade growth has contributed to rising living standards as measured by increases in per capita GDP over time.
3) Countries experience gains from trade through improved productivity, technology transfers, and economies of scale, while foreign direct investment benefits both home and host countries.
This document discusses India's policy on foreign direct investment (FDI). It outlines the philosophy behind attracting long-term foreign capital to supplement domestic investment efforts. FDI is recognized as a key driver of economic growth. Large scale economic reforms have created an attractive investment destination in India. The document provides statistics on global and regional FDI trends. It highlights sectors targeted for FDI inflows and incentives provided. Key economic indicators of India that make it an ideal investment destination are also noted.
Lecture 8 - Innovation dynamics in the World EconomyUNU.MERIT
The document discusses innovation dynamics in the world economy. It notes that the world economy has long provided incentives for innovation through markets, specialization of production, and opportunities for catching up. However, the current era features new dynamics like the globalization and decentralization of research. While this brings opportunities through access to knowledge and markets, it also poses challenges for countries in maintaining competitiveness and for developing countries in building capabilities to absorb knowledge. The policy debate often focuses on R&D investment but developing countries face more fundamental questions about which types of innovation best suit their level of development and needs.
Lecture 5 - Indicators of innovation and technological change: R&D and patentsUNU.MERIT
This document discusses several common indicators used to measure science, technology and innovation in economies. It describes metrics such as productivity growth accounting, research and development spending, patent counts and citations, bibliometric analysis of publications and citations, and data from innovation surveys. These indicators are used to analyze factors like technological change, knowledge diffusion, economic growth, and the impact of science on standards of living.
Lecture 4 - Macroeconomic analysis of technological changeUNU.MERIT
This document discusses macroeconomic analysis of technological change and its impact on production functions and employment. It covers several key topics:
1) Characteristics of production functions including returns to scale, decreasing marginal returns, and how technology may influence assumptions about these characteristics.
2) Different forms of production functions including Cobb-Douglas and CES functions, and how they model substitutability and elasticity of substitution between factors.
3) How technological change can be labor-saving, capital-saving, or neutral and influence the bias of technological progress over time.
4) Endogenous technological change models and the relationship between R&D investment, productivity growth, and economic growth.
5) De
Exposición de Guido Vildozo Méndez, con con motivo de la Reunión Nacional de Concesionarios de ACARA, viernes 17 de Junio, Salón Ceibo del Predio Ferial “La Rural”.
Exposición Ventas globales y tendencia (con impacto al evento en Japón)
Ventas regionales (flujo de vehículos entre Brasil, Argentina y México)
Tendencias de los mercados (Brasil - Argentina) para los próximos 10 años
This document discusses several challenges facing global agriculture between now and 2050, including population growth, decreasing arable land, climate change, and declining productivity. It notes increasing demand for food will need to be met with decreasing resources. Charts show rising population and declining wheat production area. The document calls for increased productivity and profitability through improved practices, technologies, and policies to help ensure sustainable and competitive agriculture can meet future needs.
International economics relations and thailand economic strategy updated 18...ชำนิ รักษายศ
The document discusses several topics related to globalization and international trade including:
1) It outlines key factors driving globalization such as advances in technology and policies promoting trade liberalization and integration.
2) Trade growth has contributed to rising living standards as measured by increases in per capita GDP over time.
3) Countries experience gains from trade through improved productivity, technology transfers, and economies of scale, while foreign direct investment benefits both home and host countries.
This document discusses India's policy on foreign direct investment (FDI). It outlines the philosophy behind attracting long-term foreign capital to supplement domestic investment efforts. FDI is recognized as a key driver of economic growth. Large scale economic reforms have created an attractive investment destination in India. The document provides statistics on global and regional FDI trends. It highlights sectors targeted for FDI inflows and incentives provided. Key economic indicators of India that make it an ideal investment destination are also noted.
The document discusses a Business Development Centre located at a university in Halifax, Nova Scotia. The university has approximately 8,000 students, with 3,000 students in its Sobey School of Business. The centre's mandate is experiential learning and community outreach through entrepreneurship. It aims to engage students, increase employment readiness, and encourage entrepreneurship among graduates. The centre began as a consulting course but has expanded to become a business service provider and is now looking at initiatives focused on innovation, acceleration, and knowledge transfer.
Golf Vogue offers designer golf clothing to allow customers to play golf in style with brands that will upgrade their game. The website sells clothing from various designer labels to meet customers' needs for attire that matches their skill level on the course. Visitors can check out Golf Vogue's selection of fashionable golf apparel online at www.golfvogue.com.
RLX is Golf Vogue's new autumn collection that aims to make golfers feel stylish through polo shirts, long sleeved tops, and trousers. The collection allows golfers to look great on the course while feeling comfortable.
This document promotes summer golf clothing and accessories available for purchase at www.golfvogue.com, including polo shirts, skirts, shorts, and belts from brands like Galvin Green, Druh, Adidas, Nike, and Taylormade at affordable prices and designer labels for less.
The U.S. Department of Education's Small Business Innovation Research (SBIR) program provides funding for small businesses and partners to conduct research and development of education technology products and games. It has two offices that provide Phase I prototype and Phase II full development funding, as well as examples of past funded products. The Institute of Education Sciences SBIR office plans to release funding opportunity announcements in December 2012 for products and games focusing on topics like statistics, English learners, and computer science. [END SUMMARY]
The document discusses entrepreneurial science, technology, and innovation (STI) in universities in the Common Market for Eastern and Southern Africa (COMESA) region. It notes that COMESA recognizes STI as important for development and attaining its goals. It outlines COMESA membership countries and facts about Africa's population, natural resources, and underutilized potential in areas like agriculture and renewable energy. It then discusses the status of entrepreneurship and STI in universities, and outlines COMESA's policy priorities like cross-border investments, infrastructure development, and STI centers of excellence. Key decisions discussed include tapping the African diaspora, establishing chief innovation advisors, and promoting technical universities.
Open Innovation: Evolution of research at Cambridge University Engineering De...Tim Minshall
Talk given at Tsinghua University, Beijing, by Dr Tim Minshall and Dr Letizia Mortara on 18th June 2013. The event was organised as part of the EC-HVEN project (www.birmingham.ac.uk/hven) and Open Innovation Research Forum.
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
Presentación del programa de aceleración del programa TechBA Monterreal y TechBA Austin, que apoya a las pequeñas y medianas empresas a expandirse a mercados internacionales
MMX reported its 3Q10 results, showing improved performance over the previous quarter and year. Sales volumes were 1.7 million tons, down 4% from the previous quarter but up 4% year-over-year. Gross revenues increased 23% quarter-over-quarter to R$251.9 million, up 123% from the previous year. EBITDA turned positive, reaching R$72.5 million compared to losses in prior periods. Total production volume set a new record at 1.6 million tons. For the first nine months of 2010, MMX achieved annual production and sales records of 5.6 million tons and 5.1 million tons respectively. MMX also discussed its long-term sales contracts and expansion
Israel has a population of around 7.2 million people and has experienced steady GDP growth in recent years. It has a strong high-tech sector with many foreign companies establishing R&D centers in Israel to take advantage of the entrepreneurial and innovative environment. The government provides strong support for investment and economic growth through grants, tax benefits, and other policies aimed at promoting sectors like technology, life sciences, and clean technologies.
Israel Creating Synergies in Life SciencesSharon Weshler
Israel is a global leader in innovation and technological excellence in the life sciences sector. It has a strong track record of breakthroughs in areas like medical devices, biotechnology, and pharmaceuticals. The country has a highly educated workforce, strong government support for R&D investment, and a culture that fosters entrepreneurship and innovation. Investing in Israel provides access to cutting edge research and opportunities to drive profit through new discoveries and technologies in life sciences.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers of the aerial work platform industry and Terex AWP's strategy to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain through partnerships with customers and suppliers.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers for the aerial work platform industry and Terex AWP's strategies to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain and customer relationships.
AKT Construction: New day new strategy June 2, 2011 FMI presentationpeggykitzmiller
The AKT Construction Team provides comprehensive financial services to contractors, developers, and architectural and engineering firms. They serve nearly 200 clients in the construction industry, ranging from small proprietorships to large multi-state contractors. AKT offers services to accommodate every stage of a construction business, including financial reporting, management consulting, tax preparation, and strategic planning. Their team has extensive experience in the construction industry and remains committed to ongoing education in areas relevant to their clients.
International Technological and Industrial R&D Cooperation, Mina Goldiak, Mat...Business Finland
The document provides an overview of international technological and industrial R&D cooperation for Israel. It discusses Israel's government support programs that encourage R&D, including technlogical incubators, Magnet program for generic R&D, and competitive R&D funding. It also outlines Israel's international cooperation foundations and agreements, notably with the US, Europe, Asia, and other regions. Models of cooperation include multi-national frameworks like the European FP7 program and EUREKA, an inter-governmental network for industrial innovation projects.
CCX: The U.S. Carbon and Environmental Deriviatives ExchangeStephen Donofrio
The document summarizes the Chicago Climate Exchange (CCX), which is the first and only carbon trading market in North America. Key points:
- CCX is a voluntary market that allows members to buy and sell carbon credits to reduce greenhouse gas emissions.
- Members include large companies from various sectors and utilities, representing about 17% of the Dow Jones index and 11% of the Fortune 100.
- Trading volumes have grown significantly since inception, with the CFI contract averaging over 2,400 contracts per day traded in 2009.
Electrolux Presentation SEB Enskilda Capital Goods Seminar 2011Electrolux Group
This document discusses Electrolux's priorities for creating shareholder value. It outlines Electrolux's historical performance on metrics like return on invested capital, capital turnover, return on net assets, and sales growth. It then discusses strategies for accelerating growth, including expanding in emerging markets through acquisitions like CTI in Chile and Argentina and the Olympic Group in Egypt and the Middle East. Both acquisitions provide access to high-growth markets and strengthen Electrolux's positions in Latin America and the MENA region.
Caterpillar's Chief Financial Officer Dave Burritt gave a presentation on the company's performance and outlook. He discussed Caterpillar's strong growth from 2002-2007, with sales and earnings per share increasing significantly. While the weak US economy poses a challenge in the short-term, Burritt remains optimistic about opportunities in mining, energy, and infrastructure globally. Caterpillar expects sales to be up 5-10% in 2008 despite a downturn in North America, driven by growth outside of North America. Looking longer-term, factors like increasing infrastructure spending, commodity price growth, and aging mining fleets position Caterpillar for continued success through 2010 and beyond.
This document provides an overview of Terex Corporation and its business segments. It discusses how Terex is positioned for long-term trends in global construction and energy demand. It also notes that while the current economic environment presents near-term challenges, Terex has leading market positions and is taking actions to manage through the downturn such as reducing production and costs. Key long-term drivers for Terex's business are expected to be growth in developing markets and infrastructure and energy projects.
This document provides an overview of Terex Corporation and its business segments. It discusses how Terex is a diversified equipment company with balanced business and geographic segments. It notes that while the near-term outlook is challenging due to the economic slowdown, Terex is well-positioned for long-term infrastructure and energy trends. The summary outlines responses Terex is taking to address the current market conditions, such as production reductions and focus on operational improvements.
This document discusses Caterpillar's strategy for emerging markets. It begins with an overview of Caterpillar and its recent history of sales growth. It then acknowledges the difficult global economic outlook for 2009, with sales projected to decline to $40 billion, plus or minus 10%. However, it notes long-term positive trends for infrastructure spending that will benefit Caterpillar. The bulk of the document focuses on Caterpillar's strategy and aggressive implementation plans to establish a leadership position in key emerging markets like China, India, and Asia through its holistic business model and expanded footprint and capabilities.
The document discusses a Business Development Centre located at a university in Halifax, Nova Scotia. The university has approximately 8,000 students, with 3,000 students in its Sobey School of Business. The centre's mandate is experiential learning and community outreach through entrepreneurship. It aims to engage students, increase employment readiness, and encourage entrepreneurship among graduates. The centre began as a consulting course but has expanded to become a business service provider and is now looking at initiatives focused on innovation, acceleration, and knowledge transfer.
Golf Vogue offers designer golf clothing to allow customers to play golf in style with brands that will upgrade their game. The website sells clothing from various designer labels to meet customers' needs for attire that matches their skill level on the course. Visitors can check out Golf Vogue's selection of fashionable golf apparel online at www.golfvogue.com.
RLX is Golf Vogue's new autumn collection that aims to make golfers feel stylish through polo shirts, long sleeved tops, and trousers. The collection allows golfers to look great on the course while feeling comfortable.
This document promotes summer golf clothing and accessories available for purchase at www.golfvogue.com, including polo shirts, skirts, shorts, and belts from brands like Galvin Green, Druh, Adidas, Nike, and Taylormade at affordable prices and designer labels for less.
The U.S. Department of Education's Small Business Innovation Research (SBIR) program provides funding for small businesses and partners to conduct research and development of education technology products and games. It has two offices that provide Phase I prototype and Phase II full development funding, as well as examples of past funded products. The Institute of Education Sciences SBIR office plans to release funding opportunity announcements in December 2012 for products and games focusing on topics like statistics, English learners, and computer science. [END SUMMARY]
The document discusses entrepreneurial science, technology, and innovation (STI) in universities in the Common Market for Eastern and Southern Africa (COMESA) region. It notes that COMESA recognizes STI as important for development and attaining its goals. It outlines COMESA membership countries and facts about Africa's population, natural resources, and underutilized potential in areas like agriculture and renewable energy. It then discusses the status of entrepreneurship and STI in universities, and outlines COMESA's policy priorities like cross-border investments, infrastructure development, and STI centers of excellence. Key decisions discussed include tapping the African diaspora, establishing chief innovation advisors, and promoting technical universities.
Open Innovation: Evolution of research at Cambridge University Engineering De...Tim Minshall
Talk given at Tsinghua University, Beijing, by Dr Tim Minshall and Dr Letizia Mortara on 18th June 2013. The event was organised as part of the EC-HVEN project (www.birmingham.ac.uk/hven) and Open Innovation Research Forum.
14 Tips to Entrepreneurs to start the Right StuffPatrick Stähler
14 tips for Entrepreneurs how they can develop from an idea the Right Thing. The Right is being loved by your customers, gives meaning to you and employees and is profitable. Finding and later doing the Right Thing is an agile and iterative learning journey. With these 14 tips you can profit from the experience of successful entrepreneurs since you do not have to experience and fail by yourself. Hopefully, the slide deck helps other entrepreneurs.
Presentación del programa de aceleración del programa TechBA Monterreal y TechBA Austin, que apoya a las pequeñas y medianas empresas a expandirse a mercados internacionales
MMX reported its 3Q10 results, showing improved performance over the previous quarter and year. Sales volumes were 1.7 million tons, down 4% from the previous quarter but up 4% year-over-year. Gross revenues increased 23% quarter-over-quarter to R$251.9 million, up 123% from the previous year. EBITDA turned positive, reaching R$72.5 million compared to losses in prior periods. Total production volume set a new record at 1.6 million tons. For the first nine months of 2010, MMX achieved annual production and sales records of 5.6 million tons and 5.1 million tons respectively. MMX also discussed its long-term sales contracts and expansion
Israel has a population of around 7.2 million people and has experienced steady GDP growth in recent years. It has a strong high-tech sector with many foreign companies establishing R&D centers in Israel to take advantage of the entrepreneurial and innovative environment. The government provides strong support for investment and economic growth through grants, tax benefits, and other policies aimed at promoting sectors like technology, life sciences, and clean technologies.
Israel Creating Synergies in Life SciencesSharon Weshler
Israel is a global leader in innovation and technological excellence in the life sciences sector. It has a strong track record of breakthroughs in areas like medical devices, biotechnology, and pharmaceuticals. The country has a highly educated workforce, strong government support for R&D investment, and a culture that fosters entrepreneurship and innovation. Investing in Israel provides access to cutting edge research and opportunities to drive profit through new discoveries and technologies in life sciences.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers of the aerial work platform industry and Terex AWP's strategy to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain through partnerships with customers and suppliers.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers for the aerial work platform industry and Terex AWP's strategies to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain and customer relationships.
AKT Construction: New day new strategy June 2, 2011 FMI presentationpeggykitzmiller
The AKT Construction Team provides comprehensive financial services to contractors, developers, and architectural and engineering firms. They serve nearly 200 clients in the construction industry, ranging from small proprietorships to large multi-state contractors. AKT offers services to accommodate every stage of a construction business, including financial reporting, management consulting, tax preparation, and strategic planning. Their team has extensive experience in the construction industry and remains committed to ongoing education in areas relevant to their clients.
International Technological and Industrial R&D Cooperation, Mina Goldiak, Mat...Business Finland
The document provides an overview of international technological and industrial R&D cooperation for Israel. It discusses Israel's government support programs that encourage R&D, including technlogical incubators, Magnet program for generic R&D, and competitive R&D funding. It also outlines Israel's international cooperation foundations and agreements, notably with the US, Europe, Asia, and other regions. Models of cooperation include multi-national frameworks like the European FP7 program and EUREKA, an inter-governmental network for industrial innovation projects.
CCX: The U.S. Carbon and Environmental Deriviatives ExchangeStephen Donofrio
The document summarizes the Chicago Climate Exchange (CCX), which is the first and only carbon trading market in North America. Key points:
- CCX is a voluntary market that allows members to buy and sell carbon credits to reduce greenhouse gas emissions.
- Members include large companies from various sectors and utilities, representing about 17% of the Dow Jones index and 11% of the Fortune 100.
- Trading volumes have grown significantly since inception, with the CFI contract averaging over 2,400 contracts per day traded in 2009.
Electrolux Presentation SEB Enskilda Capital Goods Seminar 2011Electrolux Group
This document discusses Electrolux's priorities for creating shareholder value. It outlines Electrolux's historical performance on metrics like return on invested capital, capital turnover, return on net assets, and sales growth. It then discusses strategies for accelerating growth, including expanding in emerging markets through acquisitions like CTI in Chile and Argentina and the Olympic Group in Egypt and the Middle East. Both acquisitions provide access to high-growth markets and strengthen Electrolux's positions in Latin America and the MENA region.
Caterpillar's Chief Financial Officer Dave Burritt gave a presentation on the company's performance and outlook. He discussed Caterpillar's strong growth from 2002-2007, with sales and earnings per share increasing significantly. While the weak US economy poses a challenge in the short-term, Burritt remains optimistic about opportunities in mining, energy, and infrastructure globally. Caterpillar expects sales to be up 5-10% in 2008 despite a downturn in North America, driven by growth outside of North America. Looking longer-term, factors like increasing infrastructure spending, commodity price growth, and aging mining fleets position Caterpillar for continued success through 2010 and beyond.
This document provides an overview of Terex Corporation and its business segments. It discusses how Terex is positioned for long-term trends in global construction and energy demand. It also notes that while the current economic environment presents near-term challenges, Terex has leading market positions and is taking actions to manage through the downturn such as reducing production and costs. Key long-term drivers for Terex's business are expected to be growth in developing markets and infrastructure and energy projects.
This document provides an overview of Terex Corporation and its business segments. It discusses how Terex is a diversified equipment company with balanced business and geographic segments. It notes that while the near-term outlook is challenging due to the economic slowdown, Terex is well-positioned for long-term infrastructure and energy trends. The summary outlines responses Terex is taking to address the current market conditions, such as production reductions and focus on operational improvements.
This document discusses Caterpillar's strategy for emerging markets. It begins with an overview of Caterpillar and its recent history of sales growth. It then acknowledges the difficult global economic outlook for 2009, with sales projected to decline to $40 billion, plus or minus 10%. However, it notes long-term positive trends for infrastructure spending that will benefit Caterpillar. The bulk of the document focuses on Caterpillar's strategy and aggressive implementation plans to establish a leadership position in key emerging markets like China, India, and Asia through its holistic business model and expanded footprint and capabilities.
Duratex reported its results for the first quarter of 2008. It has leadership positions in metals and vitreous china segments in Brazil. It also has the most diversified product line in the wood panel industry. Duratex is increasing production capacity across various divisions through capital expenditures to strengthen its leadership positions and meet growing demand. Housing starts and financing continued to grow strongly in Brazil creating opportunities for Duratex's construction materials.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing significantly in recent years. They are the 3rd largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing substantially in recent years. They are the third largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
Terex is a leading manufacturer of construction and mining equipment with sales of $9.1 billion in 2007. It aims to grow sales to $12 billion by 2010 through organic growth and acquisitions while improving operating margins to 12% and reducing working capital to sales ratio to 15%. Terex has a diversified business across products and geographies that provides balance throughout the economic cycle.
Terex is a leading manufacturer of construction and mining equipment with strong market positions. It aims to grow sales to $12 billion by 2010 through executing on initiatives to improve supply chain management, pricing discipline, and productivity. Terex has a diversified business across products and geographies to balance performance through different economic cycles.
Patent Connect aims to connect intellectual property owners with companies that can commercialize innovations. Their mission is to create profits for both sides by brokering patent licensing and royalty agreements. The business plan projects rapid revenue growth from $50,000 in year 1 to $15 million in year 5, with net profits increasing from losses to $9.5 million in year 5. Patent Connect requires $1 million in initial funding to launch operations connecting university patent portfolios with interested industries.
This document proposes a model for reforming undergraduate education with three main components: 1) A traditional discipline, 2) Innovation and entrepreneurship, and 3) Another language and culture. It discusses the changing focus of an institute in Moscow from management and physics to solely IT and mathematics. It concludes with quotes about preserving curiosity despite formal education and idealists needing practical experience to avoid unrealistic plans.
This document discusses innovation management at the University of Agder (UiA) in Norway. It provides an overview of UiA's faculties and centers for entrepreneurship that support students and employees in developing ideas. The Innovation Management Agency (IMA) helps refine ideas, understand their potential, and facilitate realizing that potential to contribute to regional development and UiA's reputation. The IMA model provides incentives for employees and students to bring ideas forward, with the potential for commercialization, royalties, or business development support. Workshops aim to foster interdisciplinary collaboration, networking, and real-world examples across UiA's faculties.
This document provides details on Zainul Fadziruddin Zainuddin's background and experience, and outlines the evolution of Universiti Sains Malaysia's innovation ecosystem between 1999-2011. It describes how USM transitioned from focusing on consultancies and contract research to establishing commercialization units and programs to nurture entrepreneurship. Metrics are provided showing increased patent filings, licensing deals, and spin-offs resulting from USM's Innovations Office and Sanggar SAINS initiatives launched in 2007. Finally, it outlines MTDC's Symbiosis Graduate Entrepreneurship Programme structure and an ongoing program with FRIM launched in 2008.
Jari Takatalo is a visiting scholar at the H-STAR Institute. The document discusses emerging learning technologies like MOOCs, VR, and learning analytics. It also discusses psychologically-based experiences in entertainment virtual environments and the concepts of physical and social presence, attention, arousal, flow, and outcomes like enjoyment. A graph shows results from an XR playtest on metrics like presence, involvement, flow, and emotional response. The conclusion emphasizes understanding your game and gamer for success.
Ulla Konnerup is researching how identity can be recreated through interaction in immersive virtual worlds to help rehabilitate people suffering from aphasia. Transforming rehabilitation into a virtual environment could provide multimodal communication, social interactions, and emotional experiences to help reestablish cognitive and communicative functions through bodily immersion and interaction via avatars. Empirical work from 2010-2012 involved establishing a project group of people with aphasia, relatives, and speech therapists who participated in interviews and pilot courses to test the benefits of virtual rehabilitation.
This document summarizes the activities of Aarhus University's Centre for Entrepreneurship and Innovation. It discusses the Center's goals of improving innovation in small and medium enterprises through collaboration with researchers, facilitating knowledge cooperation projects, and conducting PhD research. It also outlines the Center's focus on teaching entrepreneurship courses and supporting the Student Incubator. Finally, it provides brief descriptions of the Center's budget and methods for enhancing entrepreneurial behavior and competencies.
Two institutions of higher education in Jyväskylä, Finland were struggling in 2008 with how to increase commercialized research results, get more people involved, and help staff/students understand the role of innovation services as the institutions and regional innovation ecosystem had different individual goals. To address this, the institutions created an Academic Business Club to bring business insight and motivation into the science community to help change the innovation culture.
AAU was established in 1974 in North Denmark and has strong ties to its local environment. It has four main faculties and over 21 departments located across multiple campuses. AAU has over 14,000 students enrolled in 65 programs. Key aspects of the university include problem-based learning, interdisciplinary approaches, and a focus on innovation. AAU also engages in knowledge sharing with private companies and public institutions through its "Triple Helix" model.
Entrepreneurial university - Syahrul Aminullah3helix
The document discusses Indonesia's plans to increase R&D budgets and develop entrepreneurial universities. It provides demographic and economic indicators for Indonesia, including a GDP of $707 billion in 2010. It outlines Indonesia's vision for 2045, with a targeted GDP of $15-17.5 trillion. The document also discusses Indonesia's national development plan priorities and 6 economic corridor plans. It lists the potential for entrepreneurial universities in Indonesia and partnerships between universities and the corridor economic plans. Finally, it provides Indonesia's R&D budget distribution and plans from 2010-2014, with the Ministry of Education receiving the largest share.
The document discusses pedagogical models for tourism education. It describes the Centre for Media Pedagogy (CMP) which develops new pedagogical models using technologies like simulations, videos, and mobile learning. CMP offers educational programs in media education and educational use of ICTs. The TravEd project aims to develop pedagogical models for travelling services through mobile education using design-based research conducted in cycles of implementation and analysis. A refined pedagogical model for mobile work-based learning in tourism education is presented, outlining the teaching and tutoring process along with expected outcomes.
The JAMK Business Incubator in Finland aims to promote entrepreneurship among students and staff. It has grown from supporting 6 teams per year in 2007 to over 60 teams and 100 applicants currently. The incubator provides coaching over 2-24 months, which can provide students with 3-60 credits towards their degree. In 2011, the incubator supported over 60 teams, resulted in 16 new companies and 12 existing companies expanding, and contributed over 4 million dollars to the local economy. The incubator sees opportunities to further support entrepreneurship through expanding participation and collaborating more with other universities and local organizations.
The document discusses different models for university-business collaboration in Europe and the UK. It describes the "open science model" where academics publish and industry patents, the "license model" where universities license technologies to industry, and the "innovation model" where universities are more directly involved in innovation ecosystems. It notes that licensing university inventions is more difficult in fragmented European markets compared to the US. However, the innovation model is more developed in some European countries like the UK where universities must be more involved in innovation for impact.
Aalto University is a merger of three leading Finnish higher education institutes formed in 2010, comprising six schools representing technology, business, and art & design. It aims to support Finland's success through research and education. The Aalto Center for Entrepreneurship coordinates various acceleration programs, co-working spaces, internships and education to promote entrepreneurship and commercialization of research outcomes. Challenges include overcoming attitudes, communication issues, bureaucracy and fear of decision making.
This document summarizes a workshop on building entrepreneurial universities. It discusses the growth of business incubators and science and technology parks in Brazil since the 1980s. There are currently 384 business incubators housing over 6,000 firms that generate $2.3 billion annually. Science parks in Brazil include 94 initiatives and 28 operational parks housing 520 firms generating $2 billion annually. The workshop discusses challenges around transitioning from incubation to acceleration, balancing the triple helix of university-industry-government partnerships, and improving access to funding and international partnerships. It also highlights PUCRS's science and technology park TECNOPUC as a model for university-industry collaboration through applied research centers and housing over 80 companies and institutions conducting over 140 R
Irish entrepreneurial education inside and outside of the university. Trinity College Dublin's 2010 plan focused on Engineering Innovation and Creative Design, and partnering with Stanford on industry projects. Public sector examples include accelerator programs, mentoring networks, and management training to support companies from early growth to large scale. Startup Camp is a 5-day boot camp program using Lean Startup principles to help entrepreneurs globalize their companies, and is the first phase of a 3-phase global market entry methodology.
James C. Spohrer future of universities 20123helix
The document discusses IBM University Programs and building a smarter planet. It describes IBM's work with universities on research, skills development, entrepreneurship and regional development. It provides examples of IBM's collaborations with universities on projects involving smart cities, healthcare, transportation, energy and more. The presentation envisions the future in various fields in 2030 and beyond with greater technology integration.
Creating abundance in the global innovation econ Curtis Carlson3helix
The document discusses the need for innovation to drive economic prosperity. It argues that the current economic system is stuck and not competitive on a global scale. True innovation requires following fundamentals like identifying important customer needs, creating value through an iterative process, building strong teams, and establishing an ecosystem that supports innovation. National laboratories and universities must bridge the gap between research and commercialization. The key is focusing on innovation as a discipline centered around these fundamentals to create high-paying jobs and meaningful prosperity.
This document summarizes a workshop on building entrepreneurial universities and connecting Germany with global innovation hubs. It discusses Germany's strategies to maintain a competitive edge in science and innovation through increased international collaboration. Key German organizations in the US help implement these strategies by connecting German startups to Silicon Valley, attracting US investors, showcasing German science, and funding research mobility between the two countries. The workshop aims to strengthen these local connections and promote Germany as an attractive location for research and development.
US Office of Innovation and Entrepreneurship overview 3helix
The document provides an overview of the Office of Innovation and Entrepreneurship (OIE). It discusses the OIE's history, mission, and vision of supporting economic growth through entrepreneurship and regional clusters. It outlines several of OIE's key programs, including the i6 Challenge grant program, i6 Winners Conference, the National Advisory Council on Innovation and Entrepreneurship, and efforts to facilitate university-industry collaboration and engagement with regional economic development.
Connecting education tech society laura erickson3helix
The document discusses connecting education, innovation, and society through initiatives like swissnex, which is a worldwide network of knowledge outposts established by the State Secretariat for Education and Research of Switzerland. It highlights the importance of knowledge and education as currency for fueling entrepreneurship and innovation through collaboration between universities, research institutions, talent, venture capital firms, and companies in areas like the San Francisco Bay Area.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...
Wayne Johnson
1. Sebato’s Triangle R edux: The Preferred
M odel for Industry-University Partnership?
Triple Helix Workshop “Building the
Entrepreneurial University”
Stanford University
Triple Helix Research Group
November 13, 2012
Wayne C. Johnson
California Institute of Technology
3. The State of the World
• Standards of Living
• Economic Performance
Globalization is here to stay,
Driving Changes of Equilibrium in…
• Educational Success
4. The State of Business
Industry Adapts to Globalization
• Explosive Growth
(some regions)
• Shrinking
(others)
+ = • Rebalancing
• Offshoring
• Onshoring
• Outsourcing
• Insourcing
• Downsizing
• Rightsizing
Unrelenting Change
5. Sabato’s Triangle
•Enlightened Self-Interest
•Academia
•S
ab
at
’so
Tr
•Foundations
ian
gl
•Industry •Government e
•National System of Innovation
8. Knowledge Supply Chain
• Universities
and industry
generate
knowledge
and transfer
knowledge.
• Barriers
between the
two cultures
impact the
ability to
create new
knowledge to
satisfy society.
9. The Knowledge Process of the Future
• Outcomes for
industry include
more effective
access to
knowledge =>
reduced
technology
development
cycles.
• Outcomes for
universities
include
increased funds
and capacity for
pursuing
relevant basic
research.
10. What is going on
around the world?
Developing nations are making significant
investments in S&T and innovation for economic
development
10 25 Jan 2008
11. Transformation of Singapore’s
200
Economy 10
Science &
180 GDP 1960 US$0.7 bil Technology 9
2009 US$178 bil (254X) Plan 2010
160 (2006-2010) 8
S$13.9 billion
GERD 1978 S$37 mil
140 Science & 7
2008 S$7.1 bil (192X) Technology
GERD / GDP %
120 Plan 2005 6
GERD/ 1978 0.2% National
(2001-2005)
Science &
100 GDP % 2008 2.7% Technology Plan
S$6 billion 5
2015 3.5% (1996-2000)
80 S$4 billion 4
RSEs / 1990 27.7 National
60 10K FTE 2008 87.6 (3.2X) Technology 3
Plan
40 (1991-1995) 2
S$2 billion
20 1
0 0
60
63
66
69
72
75
78
81
84
87
90
93
96
99
02
05
08
19
19
19
19
19
19
20
19
19
19
19
19
19
19
19
20
20
Labour Skill Capital Technology Knowledge Based /
intensive intensive intensive Intensive Innovation Driven
13. Partnerships in Talent Development
Multiple Career Opportunities
13,000 papers published to date
(FY2006-2010) 850 RSEs spun out to industry,
including 150 RSEs to 100 SMEs
950 primary patents through T-Up to date (FY2006 – 2010)
applications filed to date
(FY2006-2010)
Research
Industry
Start Ups
Awarded President’s
Science and
Technology Medal in
2009
PhD RSEs
A*STAR-Academia Pathway,
Academia at A*STAR
University Joint
appointments,
Adjunct appointments
Secondment Research Leadership
14. Trends and Issues
Critical Success Factors
• A clear, shared vision between partners
• Sustained commitment to mutual goals
• Investment in talent development and
infrastructure
• Policies that support R&D
• Respect for intellectual property rights
• Fluency in English
• Ability to integrate across borders and disciplines
14 25 Jan 2008
18. Industry-Caltech interactions - 3 distinct
levels
Industry - University Relations Partnership Continuum
Stra te gic
Pa rtn e rs hip:
Levels of
Shared Aspirations
Eng a g e m e nt
Colla b o ra tion:
Shared Ideas
Level 3
Level 1
Extraction:
Shared Tactics
Level 2
Tra dition a l Eng a g e m e n t Holis tic Eng a g e m e nt
30 11 August 2010
19. Earthquake Disaster Management
System Needs
Pre-Event (months –years)
• Risk Assessment
• Emergency Preparedness
• Risk Mitigation & Recovery Planning
• Capacity Building
Aftermath (hours-years) During Event (seconds)
• Emergency Response • Early Warning Alerts (10s
• Situation Awareness of seconds)
• Damage Assessment • Move to safe zone
• Damage Mitigation • Shut down of critical
infrastructure
20. IEC Strategic Partnerships
Funding Model
• Open collaboration benefits
everyone
• Optimized investments for
Win-Win-Win
– Universities, industry and
government
– Improves ability to
innovate in order to solve
world-wide problems
– Enhances international
relationships and
capabilities
–Improved infrastructure
and education benefits the
world
•Include other
university/academic institutions
that complement Caltech/JPL
capabilities
23. Models for Public Private tL
o cal
ly
Ac
Partnership in Higher a
< ->
lly ow … t Glo
b ally
lob is n -> Ac
Education Th i nk
G …
oca
lly
<
L
ink
Enlightened Self-Interest Th
Academia
Sa
ba
Foundations to
’s
& T ria
NGO’s ng
le
Industry Government
National System of Innovation
24. The Partnership Continuum
• An
increasing
level of trust
is developed
in the
partnership.
• The
relationship
becomes a
holistic
engagement
in the
strategic
partnership
phase.
25. “Innovation 3.0”
“M vis io n is s im p ly this – the to p 5 0 -1 0 0 c o m p a nie s
y
a nd e ntre p re ne urs in A e ric a c o m e to g e the r a nd jo in
m
with g o ve rnm e nt a nd unive rs itie s to c re a te the ne x t
e c o s y s te m p la tfo rm : s te e r the inve s tm e nts , m a na g e
the c o m p le x ity , s o lve the p ro ble m s a nd is s ue s tha t
a ris e , a nd wo rk to g e the r to c re a te the ne x t le ve l o f
unbrid le d inno va tio n a nd p ro s p e rity . ”
Wa y ne Jo hns o n
Vic e Pre s id e nt, HP Unive rs ity Re la tio ns Wo rld wid e
26. “Today, the only remaining sustainable
source of competitive advantage is
implementation of new knowledge.”
Lester Thurow
November 8, 2012 26
32. Model Evolution
• Over time, the higher-impact models have
evolved from
− 1-element (go-it-alone),
− to 2-element partnerships,
− and more recently to 3-element partnerships,
− and finally Megacommunities
33. Vertically-Integrated Value Chains
IBM
Ideas, R&D ,
Circa: 70’s, 80’s for ICTs Pr oduct s,
Technology Ser vices
• Closed value-delivery systems (VDS)
• Example: IBM in the early 70’s
• “Go it alone” or, “Do everything yourself” philosophy
• Little visibility to competencies “inside” the single VDS
• Competitive at the “ends” of the model (Research, and
Customer Delivery)
• Essentially, a “black box” model, where something wonderful
comes out at the end
• Middle notes in VDS remain hidden from view, not exposed to
competition, and relatively unoptimized
34. Partnered, Value Networks
Raytheon
Ideas, R&D , Pr oduct s,
Technology Services
Circa: late 80’s, early 90’s for ICTs Defense subcontractor
• Beginning of transparent value-delivery systems (VDS)
• Examples: Raytheon, defense subcontractors
• Some outsourcing is taking place, along with selective
insourcing and partnering (non-competitive)
• Partners are still discouraged from working with competitors
• Model is competitive at the “ends” (Research, and Customer
Delivery), and co-operative in the middle
• Distinctive competencies begin to emerge
• Business leaders seek to gain leverage on the competencies
the choose to keep “in-house”
35. The Emergence of Ecosystems
… the Be g inning o f “O p e n”
HP, Autodesk
Pr oduct s,
Ideas, R&D ,
Ser vices
Technology
Circa: late 90’s for ICTs Graphics Companies (ex. nVIDIA)
• Optimization around distinctive (core) competencies
• Examples: Boeing, HP, Autodesk, nVIDIA
• Lines between “competitors” and “partners” begin to blur
• All forms of cooperation are entertained
• Model is both co-operative and competitive at each node in the VDS (“co-
opetition”)
• Disintermediation becomes the norm; spin-offs are common
• Costs are driven down, efficiencies are gained, and the end-users and
customers benefit significantly from increased contribution at much lower
cost
• Model decisions are managed and optimized on the 1st derivative – how
things evolve and change over time (vs. static position, competitive
position of today)
36. “Open” Value-Net based Ecosystems
Pr oduct s,
Ideas, R& D ,
Services
Technology Circa: 2000+ for ICTs Olin student mfg. in China
• Highly networked, multi-output, multi-stakeholder model
• Examples: Individual entrepreneurs, Olin student
• “Open Standards” enable rapid evolution, and intense
competition
• New value nodes are created and destroyed easily and
frequently
• World-class competencies are needed, in order to survive
• One company’s deficiency becomes another company’s
opportunity
• Cross-discipline, cross-industry contributions are the norm
• Cross-geography, cross-cultural “localizations” are the norm
• Economies of scale are present, that are simply not possible in
other models
Editor's Notes
When we consider higher education today, there are a few important perspectives to have in mind. First, we must consider the state of the world and the realities of today. Next, we need to consider the world of business today and how companies compete in an accelerating, dynamic, global market. Finally, we need to look at the impact on education.
< USE TEXT IN SLIDE >
< USE TEXT IN SLIDE >
In University Relations, we focus on the intersection of Universities and their partners with the long-term interests of HP in the areas of recruiting and work-force development, research and intellectual engagement, philanthropy, sales, continuing education, and increasingly issues of public policy. <CLICK> For those of us who grew up in the ’60’s and ’70’s the idea of thinking globally and acting locally became engrained and second nature. <CLICK> Today, things have turned around, and inlight of globalization, we really must think locally but act against the global landscape. Clearly over the past five years, the emergence of China and India alone has changed economic expectations, opportunities, and success. And that ignores what ’s going on in Singapore, Tawain, Korea, Ireland, and a number of other countries. Clearly the balance of power is changing and it seems to be in direct relation with technical human resources and national systems of innovation that work. In the 1940 ’s, an Argentinia physists named Jorge Sabato invented a theory describing the necessary relationships between academia, industry, and government along with feed-back loops for constant improvement as prerequisite to an optimal system of innovation. He correctly said that if any of these paths in “Sabato’s triangle” were not strong, the national system of innovation would not function well. <CLICK> Development banks play a central role in creating systems at the national and sub-national level that work. Their partnership with industry, acedamia and governmental and non-governmental agencies is critical to getting beyond simple pilot projects into the realm of sustainable growth. <CLICK> At HP, we believe this works best against the backdrop of “enlightened self interest” where relationships are built on shared interests and mutual objectives and investments align to produce multiple, significant outcomes. This idea of “enlightened self interest”, not just self interest, creates partnerships that last, and have resilience and durability. When I talk about HP’s activities in this space, I’m focused today on the intersection of Universities with HP Lab’s more so than HP business or business strategies. What I want you to take away from this thinking about models, is that when multi-national companies like HP say they think “locally”, in the case of HP that means thinking about more than 170 countries. I don’t know if its true today, but at one point we had a statistic at HP showing that 2/3 rd of our revenue came from products introduced in the last two years. Clearly that shows the importance of invention and innovation to our bottom line and in today’s world “good business” means looking world-wide for the best ideas and competitive advantage. <CLICK>
Here is what I see going on today, just as a flash forward, because I don't think this has changed dramatically. You have got the North American innovation ecosystem there with government in that orange crowd and universities in the green one. What this is really trying to show is that the dominant share of funding, which comes from governments, and the processes and behaviors that are going back and forth are well understood. The difficulty is, in industry we have got global competitiveness issues. We have the opportunity to go out and get other research done. So the difficulty is, what is the strong attractor for us to work together. That still represents a serious issue. As Stan pointed out this morning, with more and more opportunities, people giving us money to go elsewhere and do the R&D and we keep the R&D, it is a pretty good deal. But clearly that isn't the total solution. That is something that neither HP nor IBM or any other company wants to use as its total solution.
The Knowledge Supply Chain is similar in concept to the material supply chain. HP and our university partners are engaged in a process of knowledge creation and transfer. Unfortunately, today the knowledge process is stratified between academia and industry. Both institutions generate knowledge and transfer knowledge, but in most cases there are major barriers between the two cultures that impact the ability of both to create new knowledge to satisfy society.
Outcomes for industry include more effective access to knowledge and reduced technology development and deployment cycles. For universities, the outcome includes increased funds and capacity for pursuing relevant basic research while insuring the long-term health of the academic research community.
< USE TEXT IN SLIDE >
As an example, Singapore ’s rise to economic success was: - intentional - required significant investment - addressed the economy holistically - *** required universities, government and industry to work together, longterm, for the good of the country, on a visionary economic strategy
International Partnerships in various areas -Education of PhDs and Postdocs A*STAR has educational partnerships with many universities (Imperial, Cambridge, Oxford, Southampton, Karolinska, UIUC, Carnegie Mellon) Universities also have international partners (SUTD with MIT and Zhejiang, NUS has a Singapore –MIT Alliance) Cooperation with Industry SERC Aerospace Consortium (16 members currently, including key industrial players such as Rolls Royce, Boeing, and Pratt and Whitney) Recent Examples of International Partnerships involving Singapore IME and Stanford University to develop silicon nanowire circuits inspired by the brain (press release 21 July 2010) 4 companies (Rolls Royce, Vestas, SP PowerGrid and CEI Contract Manufacturing) partners with A*STAR to develop smart grid and distributed energy solutions (16 July 2010) GIS partners with Life Technologies Corporation (USA) to develop new DNA sequencing protocols (15 July 2010) Partnership between A*STAR ’s IME and NUH Heart Centre helped cut short the detection time for rare blood cells (endothelial progenitor cells) which is useful for the monitoring of abnormally high levels of these rare cells. Previously, detection using conventional flow cytometry required 4-5 hours, while the new method could ascertain the levels of these cells within 1 hour. *** Strategy + resources + sustained political will = a sustainable set of NEW opportunities it ’s the culture, stupid! Sabato ’s Triangle has been implemented and tuned for THEIR skills, situation and local need
Academic Track PhD talents who have keen interests in work relating to academia will be able to consider an academic track. There are three paths on the academia track: 1) Joint Appointments This pathway enables talents to focus on research conducted at A*STAR RIs while contributing a smaller portion of their time to teaching, supervision and academic service commitments at the university. Joint Appointees on this dual track will be considered for tenure or tenure track by the University whilst continuing with their research at A*STAR. 2) Secondment This pathway opens an avenue for scholars who show very strong inclination towards academia to be seconded full-time to the University on tenure track. 3) Adjunct Appointments This pathway associates scholars who are based full time at A*STAR RIs with the University faculty departments. Adjunct appointees contribute to academia through PhD supervision, A*STAR-university collaborations and other avenues. Startups -If you ’re in the electronics industry, you’ll be familiar with the problem of how the thin oxide films used to protect such devices are easily degraded as oxygen and water can seep through and penetrate the plastic barrier. The solution to this problem was developed by Terra-Barrier Films, a local company headed by two ex-researchers from A*STAR’s Institute of Materials Research and Engineering (IMRE), Dr Mark Auch and Mr Senthil Ramadas. Research -Please note that numbers in the slides are rounded off – Exact numbers are 13,068 papers published to date (FY2006-2010) and 952 primary patents applications filed to date (FY2006-2010) Industry -Please note that numbers in the slides are rounded off – Exact numbers are 851 A*STAR RSEs spun out to industry, including 155 RSEs to 102 SMEs through T-Up (2006 - 2009) -Photo of Dr Chow Keat Teng, Senior Manager, SPN International, Research fellow, A*STAR Institute of Chemical and Engineering Sciences; PhD, NUS, 2001. Dr Chow is heading a team that is trying to address the problem of computer hard disks crashing due to wear and tear using her expertise in chemical engineering. Research Leadership -An example of a researcher who have rose to research leadership positions is Prof Miranda Yap who helped to establish the Bioprocessing Technology Unit (BTU) in 1990, later renamed the Bioprocessing Technology Institute (BTI) in 2003. She went on to found two organisations, the Centre for Natural Product Research (now called Merlion Pharmaceuticals) and the Biopharmaceutical Manufacturing Technology Center (now called A-Bio Pharma). -In 2006, Prof Yap was named a Foreign Associate to the United States National Academy of Engineering. She was also ED of the A*STAR Graduate Academy from 2006 -2009 and in 2009, was awarded the President ’s Science and Technology Medal. *** Faculty must be engaged in the new economy here are examples of opportunities, and the chance for new achievement, derived from partnerships
Investment in talent development and infrastructure Partnerships help to foster the exchange of ideas between local and foreign students, educators and researchers. Allows infusion of diverse viewpoints towards the solving of various problems encountered in R&D.
If there is one thing that we can do to make things better, it is to build strong relationships and partnerships between industry and universities. EC2000 was requested by industry and universities paid attention to this. < TALK ABOUT YOUR 19 YEARS OF EXPERIENCE AT BOSTON UNIVERSITY >
The goal of the IEC will be to provide critical data and information products throughout the entire earthquake response cycle. Pre-Event Activities The pre-event part of the cycle includes planning and mitigation activities such as hazard mapping, risk assessment, and emergency preparedness. These activities takes place in the months to years before the event of an earthquake. Modelling of fault dynamics and understanding the potential for large and destructive earthquakes in a given area is part of this pre-event research. During Event These activities are triggered the moment an earthquake event has been detected. This includes early warning functions which can give 10s of seconds to minutes of warning to the public, allowing people to move into safe zones and for critical infrastructure (power, transportation, etc.) to be shut down. Other early warning functions include tsunami warnings following large off-shore earthquakes and volcano eruption warnings. Aftermath The aftermath activities occur in the immediate minutes and hours following an event, and can continue for years, depending on the amount of devastation and destruction caused by the earthquake. Actions taken during this phase are intended to provide emergency assistance for victims, to stabilize the situation and reduce the probability of secondary damage, and to speed recovery operations. These activities include crisis response and situational awareness of where the earthquake occurred, where the most damage is, the state of building and other infrastructure and where people are most impacted. The data that is collected, processed and provided here ranges from real-time damage assessments to longer term advice on re-building damaged infrastructure.
An increasing level of trust is developed in the partnership. Levels of engagement increasing as HP develops an increasing level of trust with a university. At the strategic partnership phase, the number of activities increases at all levels of the organization and the relationship becomes a holistic engagement since the level of trust has been developed.
< USE TEXT IN SLIDE >
This is a tie-back to my chapter in an upcoming Glion Colloquium book. There are several partnership models, with increasing sophistication and value. 1-element situations are obvious – we won ’t talk about them. 2-element partnerships are quite common, and many of us have examples of these types of collaborations. 3-element partnerships are addressed within the model of Sabato ’s triangle, which we’ll talk about in the next slide. MegaCommunities represent a new model that enables multiple organizations to tackle complex problems that depend on collaboration among these organizations to achieve the desired goal.
< USE TEXT IN SLIDE >
The model evolution that has been going on underneath … < USE TEXT IN SLIDE >
< USE TEXT IN SLIDE >
< USE TEXT IN SLIDE >
< USE TEXT IN SLIDE > Also, mention HP Labs transition to Open Innovation and creation of Open Innovation Office