Intellectual Capital Management (ICM) involves analyzing, updating, and recording an organization's knowledge assets (human capital, structural capital, and network capital) to better achieve business goals. ICM links R&D, innovation, and intellectual property in a holistic management approach. While traditionally used by technology companies, ICM benefits all companies by explaining the difference between market value and tangible assets. The main goal of ICM is to optimize value creation, extraction, and release from knowledge assets.
A presentation on Hong Kong's potential as an "IP Trading Centre" alone vs a more complete picture of turning Hong Kong into an "IP and Technology Commercialization and Technology Tranfer Centre".
This document discusses intellectual capital and its importance to organizations. It defines intellectual capital as comprising of knowledge embedded assets such as employee skills, relationships, innovations, and machines. Intellectual capital theorists view these knowledge assets as more important than traditional financial and physical assets. The document also describes the different components of intellectual capital, including human capital, organizational capital, and customer capital. Finally, it discusses the levels of knowledge within intellectual capital - explicit knowledge that is documented, and tacit knowledge based on experiences and interactions. Intellectual capital management is needed to access and utilize these knowledge assets for competitive advantage.
This document discusses intellectual capital and its importance for organizations. It defines intellectual capital as comprising of human capital (employee skills and knowledge), organizational capital (internal structures and processes), and customer capital (external relationships). Intellectual capital includes both explicit knowledge that can be codified, as well as tacit knowledge embedded in employee expertise and organizational culture. For organizations to gain competitive advantages, they must effectively manage their intellectual capital by retaining, developing, organizing and utilizing these knowledge-based assets. The value of intellectual capital lies in how organizations apply and leverage it, as opposed to just possessing it.
This document discusses venture capital in India, including government efforts and funds from public and private institutions. It notes that venture capital was first introduced in India in 1975 through IFCI. Since then, various government institutions like IDBI and ICICI have established venture capital funds. State governments and public sector banks have also promoted funds. Private venture capital emerged in the 1980s, and some overseas funds have also invested in India. The document outlines some challenges to growth of the industry in India like restrictive regulations and lack of private capital pools. It concludes with a brief overview of SEBI regulations for venture capital funds introduced in 1996.
Conventional Vs Modern Instruments Of Business FundingFranchiseExpo.in
The document discusses various instruments for business funding, including traditional sources like debt financing from banks as well as modern options like private equity and venture capital. It notes that private equity/venture capital involves funding in exchange for equity, while debt financing is a loan. The document also examines the differences between debt and equity, highlighting that equity is generally more expensive but does not require repayment, while debt is cheaper but business must repay the loan. Overall, the document provides an overview of both conventional and newer sources of business funding and the tradeoffs involved in each option.
The document introduces open innovation at Intuit, describing how it harnesses external resources to complement internal innovation. It discusses Intuit's internal innovation processes like unstructured time and Intuit Labs. It then outlines Intuit's engagement with external partners through open innovation, noting what Intuit offers and receives from such partnerships. Finally, it describes an assessment of Intuit's current open innovation practices across different dimensions, finding opportunities to better leverage open innovation.
Intelligent enterprise: optimizing the knowledge driven organisation pdftraces
The document discusses the need for enterprises to transform into intelligent enterprises in order to succeed in today's knowledge economy. It advocates for implementing a lean, agile and learning knowledge infrastructure using Advanced Knowledge Services and Match Knowledge Technology. This would allow enterprises to share knowledge more effectively, optimize processes, reduce costs and better serve customers. The Match Knowledge Technology is presented as enabling rapid application development without hard coding by using executable requirements and modeling the enterprise's knowledge base.
The document discusses intellectual capital (IC) as a new source of inspiration and ideas for libraries, especially during economic crises when tangible resources are scarce. The author defines IC as the total intangible assets of an organization, including human capital (employee knowledge and skills), organizational capital (internal structures and processes), and relational capital (external relationships). He argues that library decision-making should consider the value hidden in these IC resources. Measuring and managing a library's IC can help foster innovation, quality, value creation, and impact, and allow libraries to prove their worth beyond economic terms. The author provides examples of how to identify, measure, and take action to maximize a library's IC.
A presentation on Hong Kong's potential as an "IP Trading Centre" alone vs a more complete picture of turning Hong Kong into an "IP and Technology Commercialization and Technology Tranfer Centre".
This document discusses intellectual capital and its importance to organizations. It defines intellectual capital as comprising of knowledge embedded assets such as employee skills, relationships, innovations, and machines. Intellectual capital theorists view these knowledge assets as more important than traditional financial and physical assets. The document also describes the different components of intellectual capital, including human capital, organizational capital, and customer capital. Finally, it discusses the levels of knowledge within intellectual capital - explicit knowledge that is documented, and tacit knowledge based on experiences and interactions. Intellectual capital management is needed to access and utilize these knowledge assets for competitive advantage.
This document discusses intellectual capital and its importance for organizations. It defines intellectual capital as comprising of human capital (employee skills and knowledge), organizational capital (internal structures and processes), and customer capital (external relationships). Intellectual capital includes both explicit knowledge that can be codified, as well as tacit knowledge embedded in employee expertise and organizational culture. For organizations to gain competitive advantages, they must effectively manage their intellectual capital by retaining, developing, organizing and utilizing these knowledge-based assets. The value of intellectual capital lies in how organizations apply and leverage it, as opposed to just possessing it.
This document discusses venture capital in India, including government efforts and funds from public and private institutions. It notes that venture capital was first introduced in India in 1975 through IFCI. Since then, various government institutions like IDBI and ICICI have established venture capital funds. State governments and public sector banks have also promoted funds. Private venture capital emerged in the 1980s, and some overseas funds have also invested in India. The document outlines some challenges to growth of the industry in India like restrictive regulations and lack of private capital pools. It concludes with a brief overview of SEBI regulations for venture capital funds introduced in 1996.
Conventional Vs Modern Instruments Of Business FundingFranchiseExpo.in
The document discusses various instruments for business funding, including traditional sources like debt financing from banks as well as modern options like private equity and venture capital. It notes that private equity/venture capital involves funding in exchange for equity, while debt financing is a loan. The document also examines the differences between debt and equity, highlighting that equity is generally more expensive but does not require repayment, while debt is cheaper but business must repay the loan. Overall, the document provides an overview of both conventional and newer sources of business funding and the tradeoffs involved in each option.
The document introduces open innovation at Intuit, describing how it harnesses external resources to complement internal innovation. It discusses Intuit's internal innovation processes like unstructured time and Intuit Labs. It then outlines Intuit's engagement with external partners through open innovation, noting what Intuit offers and receives from such partnerships. Finally, it describes an assessment of Intuit's current open innovation practices across different dimensions, finding opportunities to better leverage open innovation.
Intelligent enterprise: optimizing the knowledge driven organisation pdftraces
The document discusses the need for enterprises to transform into intelligent enterprises in order to succeed in today's knowledge economy. It advocates for implementing a lean, agile and learning knowledge infrastructure using Advanced Knowledge Services and Match Knowledge Technology. This would allow enterprises to share knowledge more effectively, optimize processes, reduce costs and better serve customers. The Match Knowledge Technology is presented as enabling rapid application development without hard coding by using executable requirements and modeling the enterprise's knowledge base.
The document discusses intellectual capital (IC) as a new source of inspiration and ideas for libraries, especially during economic crises when tangible resources are scarce. The author defines IC as the total intangible assets of an organization, including human capital (employee knowledge and skills), organizational capital (internal structures and processes), and relational capital (external relationships). He argues that library decision-making should consider the value hidden in these IC resources. Measuring and managing a library's IC can help foster innovation, quality, value creation, and impact, and allow libraries to prove their worth beyond economic terms. The author provides examples of how to identify, measure, and take action to maximize a library's IC.
Measures of relationship capital for the Value ScorecardStephen Town
- This document discusses measuring relationship capital for libraries using a value scorecard approach.
- It outlines foundational concepts from economics like transaction cost theory and explores how trust and social capital can reduce transaction costs.
- Examples are provided of how relationship measurement has been applied in academic libraries, including through embedded librarians, liaison roles, and customer relationship management initiatives.
- A framework is proposed for measuring relationship value in libraries, including components to assess awareness, strength, outcomes, and returns of relationships.
This document discusses homosexuality and same-sex marriage. It provides background on the gay rights movement over the last 50 years and controversial issues around politics and religion. Same-sex couples want the same benefits as married couples such as health insurance and parental rights. The document also discusses famous LGBT people, struggles they face, stereotypes, laws and policies, organizations advocating for LGBT rights, and recent events and news regarding same-sex marriage legalization.
Dokumen ini memberikan ringkasan permainan siapa mahu jadi jutawan dengan soalan-soalan pilihan ganda mengenai objek semula jadi bumi dan fasa bulan. Pemain akan menerima maklum balas sama ada jawapan mereka betul atau salah dan diberikan peluang untuk terus bermain jika jawapan salah atau meneruskan ke soalan seterusnya jika betul.
Strategic Knowledge Management considers Intellectual Capital (IC) as roots of all organizations activities. The success of organizations strongly depends on the way they manage all facets of knowledge and skills. Artificial Intelligence brought some methods and techniques for handling intellectual assets
of companies, expertise management, knowledge transfer and training. This presentation gives an overview of experiences and research in applying artificial intelligence approaches and techniques for intellectual capital management and gives some perspectives for the future.
Beyond the Shiny Object: Mission-Driven Museum Technology DevelopmentNina Simon
A panel presentation by Bruce Wyman, Nina Simon, Shelley Bernstein, and Beck Tench on how to align technology development with institutional mission. First offered at the 2010 AAM conference on 26 May 2010.
A research agenda for the management of intellectual capitalPetros Kostagiolas
ESRC SCOTTISH DOCTORAL TRAINING CENTRE INFORMATION SCIENCE PATHWAY TRAINING 2016
12th-13th April - Room 5.B.14 – Edinburgh Napier University Sighthill campus
Dr. Petros A. Kostagiolas
Assistant Professor of Information Services Management
Department of Archives, Library Science and Museology
School of Information Sciences and Informatics
Ionian University, Email. pkostagiolas@ionio.gr
[1] A revista Ilustrar anuncia novas mudanças em seu nome, site e conteúdo, incluindo uma nova galeria de arte para venda de originais. [2] A edição apresenta portfólios e entrevistas com ilustradores renomados como Rayner Alencar e Osnei Rocha, além de mostrar o trabalho do artista sul-coreano Kim Jung-Gi. [3] Há também uma seção de passo a passo com Felipe Massafera e um novo concurso para produção da próxima capa da revista.
1. The document discusses steps for Hong Kong to become a knowledge-based economy in line with an APEC leaders' statement, including leveraging its advantages as a bridge between China and the West.
2. It argues Hong Kong needs to do more to encourage innovation and IP utilization at the enterprise level, including demonstrating IP management tools and raising awareness of opportunities.
3. The document proposes promoting Intellectual Capital Management to help enterprises identify revenue opportunities from existing knowledge and minimize risks to their intellectual assets.
This document discusses the role of Intellectual Capital (IC) Centers in helping small and medium enterprises (SMEs) achieve long term sustainable value growth. It notes that IC Centers have been established in progressive countries and regions to help organizations better manage their tangible and intangible assets. The document outlines some examples of IC Centers established in Japan, Scotland, and Singapore to educate organizations and help SMEs in particular address their lack of resources. It positions the Asia Pacific Intellectual Capital Centre (APICC) as an IC Center for Hong Kong that can help the region reach its full potential by working with all local entities.
1. The document provides conclusions for developing Izmir as an innovative place based on a literature review of innovation and case studies.
2. Key recommendations include developing a unique place brand based on Izmir's history, creating a clear development plan with milestones, attracting talented people, establishing an innovation support system, and gaining consensus across Izmir's leadership.
3. The document emphasizes the importance of innovation for places and companies to remain competitive in today's global economy.
A presentation made by Dr Gordon McConnachie, CTO of APICC on the development prospect of Innovation & Technology, Technology Transfer and Technology Commercialization in Hong Kong.
This document summarizes a seminar lecture on intellectual capital management. It defines intellectual capital as the value of a company's employee knowledge, training, and proprietary information that provides a competitive advantage. It also defines human capital, structural capital, and relational capital. The document discusses how intellectual capital is becoming a strategic asset and competitive advantage as the business environment shifts from a market-based view to a resource-based view of competition.
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
The document discusses how companies can crowdsource content and technical documentation by leveraging their "in-crowd" of employees, customers, partners, and experts. It recommends implementing a collaborative knowledge base (CKB) using MindTouch's open source platform to attract new knowledge and perspectives in a cost-effective way. By engaging the in-crowd through a CKB, companies can foster innovation, produce documentation at a lower cost than internal teams, and build stronger relationships with stakeholders.
Build, Buy or Ally Growth Strategies for BusinessCisco Canada
Cisco uses a three-pronged approach of building, buying, and allying to drive innovation and growth. The company focuses on collaboration both internally and with customers and partners. Cisco's culture encourages innovation, which is the engine that drives the company's growth. The company evaluates growth strategies based on factors such as risk levels, resource availability, market dynamics, and internal capabilities in deciding whether to build, buy, or ally for new technologies and offerings.
Mind trek aalto imagine implement comunity based businessTuija Aalto
Community Based Business panel, Sept29, Mindtrek 2011
The document discusses removing blocks to community based business models in other industries by addressing issues like professional identities, intellectual property protection conventions, and old business models. It also mentions the need to address emerging safety concerns for some community-designed products and services, as well as new business opportunities. The goal is to foster community and thought leadership rather than world domination through open communication and implementation of new ideas.
Examples of Innovation Building Blocks in IBMPietro Leo
IBM utilizes various innovation building blocks to drive innovation, including partnerships and alliances, R&D collaboration, internal innovation programs, building intellectual property and licensing, acquisitions, and incubators/accelerators. Some key programs and strategies mentioned include the MIT-IBM Watson AI Lab, global and local university partnerships in Italy, the IBM 5 in 5 program to generate ideas from employees, and the MindUP accelerator to support startups. Rigorous innovation management processes are also emphasized to successfully implement new ideas.
Research linkage to_innovation_and_entrepreneurship_tsTarek Salah
The document discusses innovation and entrepreneurship. It introduces the Technology Innovation and Entrepreneurship Center, explaining the difference between invention and innovation. It defines entrepreneurs and provides examples of different types. It also presents a case study on Osborne Computer Company, which grew rapidly but then declared bankruptcy within 6 months due to lagging in R&D and delays in capital formation.
This is my report on IC of cities with recommendations to the European Commission on how to proceed. Participating cities were Donostia-San Sebastian, Sevilla, Dos Hermanas and Donegal, Ireland. To much effort has been given to build tangible assets like highways and ITK. However, the intangible assets, like people and the "way-of-work" has been neglected. This should be considered in the next steps in order to achieve our Lisbon goals to become the leading region in the world when it comes to wealth and innovation.
Knowledge Management at Infosys and Unisys : A ComparisonNikesh Narayanan
This document compares the knowledge management practices of Infosys and Unisys. Infosys focuses on a "learn once, use anywhere" approach through its KM Maturity Model. Unisys aims to transform its workforce and leverage expertise through 11 critical success factors. Both companies use knowledge portals and communities, though Unisys communities are centrally-formed to align with goals. Overall both companies have recognized the importance of knowledge management and implemented successful strategies.
Measures of relationship capital for the Value ScorecardStephen Town
- This document discusses measuring relationship capital for libraries using a value scorecard approach.
- It outlines foundational concepts from economics like transaction cost theory and explores how trust and social capital can reduce transaction costs.
- Examples are provided of how relationship measurement has been applied in academic libraries, including through embedded librarians, liaison roles, and customer relationship management initiatives.
- A framework is proposed for measuring relationship value in libraries, including components to assess awareness, strength, outcomes, and returns of relationships.
This document discusses homosexuality and same-sex marriage. It provides background on the gay rights movement over the last 50 years and controversial issues around politics and religion. Same-sex couples want the same benefits as married couples such as health insurance and parental rights. The document also discusses famous LGBT people, struggles they face, stereotypes, laws and policies, organizations advocating for LGBT rights, and recent events and news regarding same-sex marriage legalization.
Dokumen ini memberikan ringkasan permainan siapa mahu jadi jutawan dengan soalan-soalan pilihan ganda mengenai objek semula jadi bumi dan fasa bulan. Pemain akan menerima maklum balas sama ada jawapan mereka betul atau salah dan diberikan peluang untuk terus bermain jika jawapan salah atau meneruskan ke soalan seterusnya jika betul.
Strategic Knowledge Management considers Intellectual Capital (IC) as roots of all organizations activities. The success of organizations strongly depends on the way they manage all facets of knowledge and skills. Artificial Intelligence brought some methods and techniques for handling intellectual assets
of companies, expertise management, knowledge transfer and training. This presentation gives an overview of experiences and research in applying artificial intelligence approaches and techniques for intellectual capital management and gives some perspectives for the future.
Beyond the Shiny Object: Mission-Driven Museum Technology DevelopmentNina Simon
A panel presentation by Bruce Wyman, Nina Simon, Shelley Bernstein, and Beck Tench on how to align technology development with institutional mission. First offered at the 2010 AAM conference on 26 May 2010.
A research agenda for the management of intellectual capitalPetros Kostagiolas
ESRC SCOTTISH DOCTORAL TRAINING CENTRE INFORMATION SCIENCE PATHWAY TRAINING 2016
12th-13th April - Room 5.B.14 – Edinburgh Napier University Sighthill campus
Dr. Petros A. Kostagiolas
Assistant Professor of Information Services Management
Department of Archives, Library Science and Museology
School of Information Sciences and Informatics
Ionian University, Email. pkostagiolas@ionio.gr
[1] A revista Ilustrar anuncia novas mudanças em seu nome, site e conteúdo, incluindo uma nova galeria de arte para venda de originais. [2] A edição apresenta portfólios e entrevistas com ilustradores renomados como Rayner Alencar e Osnei Rocha, além de mostrar o trabalho do artista sul-coreano Kim Jung-Gi. [3] Há também uma seção de passo a passo com Felipe Massafera e um novo concurso para produção da próxima capa da revista.
1. The document discusses steps for Hong Kong to become a knowledge-based economy in line with an APEC leaders' statement, including leveraging its advantages as a bridge between China and the West.
2. It argues Hong Kong needs to do more to encourage innovation and IP utilization at the enterprise level, including demonstrating IP management tools and raising awareness of opportunities.
3. The document proposes promoting Intellectual Capital Management to help enterprises identify revenue opportunities from existing knowledge and minimize risks to their intellectual assets.
This document discusses the role of Intellectual Capital (IC) Centers in helping small and medium enterprises (SMEs) achieve long term sustainable value growth. It notes that IC Centers have been established in progressive countries and regions to help organizations better manage their tangible and intangible assets. The document outlines some examples of IC Centers established in Japan, Scotland, and Singapore to educate organizations and help SMEs in particular address their lack of resources. It positions the Asia Pacific Intellectual Capital Centre (APICC) as an IC Center for Hong Kong that can help the region reach its full potential by working with all local entities.
1. The document provides conclusions for developing Izmir as an innovative place based on a literature review of innovation and case studies.
2. Key recommendations include developing a unique place brand based on Izmir's history, creating a clear development plan with milestones, attracting talented people, establishing an innovation support system, and gaining consensus across Izmir's leadership.
3. The document emphasizes the importance of innovation for places and companies to remain competitive in today's global economy.
A presentation made by Dr Gordon McConnachie, CTO of APICC on the development prospect of Innovation & Technology, Technology Transfer and Technology Commercialization in Hong Kong.
This document summarizes a seminar lecture on intellectual capital management. It defines intellectual capital as the value of a company's employee knowledge, training, and proprietary information that provides a competitive advantage. It also defines human capital, structural capital, and relational capital. The document discusses how intellectual capital is becoming a strategic asset and competitive advantage as the business environment shifts from a market-based view to a resource-based view of competition.
This document discusses various topics related to innovation including open innovation, business model innovation, dynamic capabilities, knowledge creation, and platforms and innovation. It provides examples and definitions for these innovation-related concepts. The document also addresses identifying new opportunities, defining innovation strategies, and renewing organizational capabilities to support innovation efforts.
The document discusses how companies can crowdsource content and technical documentation by leveraging their "in-crowd" of employees, customers, partners, and experts. It recommends implementing a collaborative knowledge base (CKB) using MindTouch's open source platform to attract new knowledge and perspectives in a cost-effective way. By engaging the in-crowd through a CKB, companies can foster innovation, produce documentation at a lower cost than internal teams, and build stronger relationships with stakeholders.
Build, Buy or Ally Growth Strategies for BusinessCisco Canada
Cisco uses a three-pronged approach of building, buying, and allying to drive innovation and growth. The company focuses on collaboration both internally and with customers and partners. Cisco's culture encourages innovation, which is the engine that drives the company's growth. The company evaluates growth strategies based on factors such as risk levels, resource availability, market dynamics, and internal capabilities in deciding whether to build, buy, or ally for new technologies and offerings.
Mind trek aalto imagine implement comunity based businessTuija Aalto
Community Based Business panel, Sept29, Mindtrek 2011
The document discusses removing blocks to community based business models in other industries by addressing issues like professional identities, intellectual property protection conventions, and old business models. It also mentions the need to address emerging safety concerns for some community-designed products and services, as well as new business opportunities. The goal is to foster community and thought leadership rather than world domination through open communication and implementation of new ideas.
Examples of Innovation Building Blocks in IBMPietro Leo
IBM utilizes various innovation building blocks to drive innovation, including partnerships and alliances, R&D collaboration, internal innovation programs, building intellectual property and licensing, acquisitions, and incubators/accelerators. Some key programs and strategies mentioned include the MIT-IBM Watson AI Lab, global and local university partnerships in Italy, the IBM 5 in 5 program to generate ideas from employees, and the MindUP accelerator to support startups. Rigorous innovation management processes are also emphasized to successfully implement new ideas.
Research linkage to_innovation_and_entrepreneurship_tsTarek Salah
The document discusses innovation and entrepreneurship. It introduces the Technology Innovation and Entrepreneurship Center, explaining the difference between invention and innovation. It defines entrepreneurs and provides examples of different types. It also presents a case study on Osborne Computer Company, which grew rapidly but then declared bankruptcy within 6 months due to lagging in R&D and delays in capital formation.
This is my report on IC of cities with recommendations to the European Commission on how to proceed. Participating cities were Donostia-San Sebastian, Sevilla, Dos Hermanas and Donegal, Ireland. To much effort has been given to build tangible assets like highways and ITK. However, the intangible assets, like people and the "way-of-work" has been neglected. This should be considered in the next steps in order to achieve our Lisbon goals to become the leading region in the world when it comes to wealth and innovation.
Knowledge Management at Infosys and Unisys : A ComparisonNikesh Narayanan
This document compares the knowledge management practices of Infosys and Unisys. Infosys focuses on a "learn once, use anywhere" approach through its KM Maturity Model. Unisys aims to transform its workforce and leverage expertise through 11 critical success factors. Both companies use knowledge portals and communities, though Unisys communities are centrally-formed to align with goals. Overall both companies have recognized the importance of knowledge management and implemented successful strategies.
This document discusses different models for innovation centers. It identifies two main models:
[1] Model 1 focuses on developing unique knowledge and intellectual assets through strong university partnerships and knowledge creation. This model requires recruitment of companies, startups, and intellectual capital.
[2] Model 2 focuses more on accessing markets and specialized development. This model requires infrastructure development and recruitment of talents.
Within these two models, the document outlines three types of innovation centers: [1] incubation centers that support small businesses, [2] acceleration centers that focus on commercialization, and [3] industrial parks that focus on product manufacturing. The social policy and services provided depends on the economic model and goals of the specific innovation center
23 principles of successful product companiesBrowne & Mohan
This document outlines 23 principles of successful Indian software product companies as identified by Dr. T R Madan Mohan. Some of the key principles include:
- Identifying market opportunities based on IT adoption, regulations, efficiency needs, and friction in paper-based processes.
- Developing "minimum viable products" focused on core functionality before adding additional features.
- Building modular products and aligning with dominant technology platforms to reduce costs.
- Pursuing a disciplined and controlled development approach, limiting customization and variety initially.
- Focusing sales approaches on named accounts rather than broad marketing, and emphasizing different metrics for inside, indirect, and direct sales teams.
- Scaling through
The document discusses New Media Partners, an organization that operates at the intersection of technology, business, and creativity. It brings these groups together and conducts research to help digital media businesses achieve commercial success. It also helps create specialized hubs to support the technology and digital media industries in cities undergoing development.
The document then discusses the ITI Scotland program, which funds commercially targeted research and development to create intellectual property and drive sustainable company growth. An example program around games-based learning is described to show how market research is used to identify opportunities and requirements, which then inform the R&D process.
The importance of ongoing market validation to adapt to changing technologies and markets over time is stressed. Both closed and open
Management of intellectual cap within organizationsedwardntulo
This document discusses intellectual capital and the role of human resource management in managing it. It defines intellectual capital as the knowledge, skills, and information within an organization that provides it a competitive advantage. The document outlines the origins and components of intellectual capital, which include human capital, customer capital, and structural capital. It also discusses ways intellectual capital can be measured and the role of HR in obtaining, building, and retaining intellectual capital through recruitment, developing employees, and using technology.
The document discusses leveraging networks for venture development. It notes that entrepreneurs need skills and information outside of themselves, so networks are crucial. Successful startups often modify business plans and grow through networking. The document advocates establishing programs like Israel's to identify and develop technological solutions, encourage venturing and networking, and provide a pipeline of opportunities for investors.
IBM promotes collaboration and open innovation to drive growth. It has partnerships with academia, businesses, governments and through programs like Innovation Jams. IBM uses collaborative research centers, predictive tools, and partnerships to identify trends and develop solutions for societal issues. The company helps clients build smarter planet systems using real-time data, sensors and analytics.
Similar to What is Intellectual Capital Management (APICC Whitepaper #2) (20)
1) The document discusses the shift from traditional science diplomacy to innovation diplomacy, as globalization has increased scientific and innovation collaboration internationally.
2) Innovation diplomacy involves assessing risks and opportunities across the entire innovation value chain when collaborating between countries. It also faces challenges of differing intellectual property regimes and incentives between public and private actors.
3) Countries are employing new approaches to innovation diplomacy, including funding collaborative R&D partnerships, policy dialogues, international institutional networks, and addressing global challenges through coalitions. However, formal innovation diplomacy strategies remain rare.
Our HK Foundation's report -- based on a draft provided by the Victor and William Fung Foundation through the work of Fung Business Intelligence Centre
This report presents the Human Freedom Index (HFI), a new measure of human freedom covering 152 countries. The HFI uses 76 indicators to measure personal, civil, and economic freedoms in areas such as rule of law, movement, religion, and size of government. Hong Kong, Switzerland, and Finland rank as the top three most free countries. The Middle East, Sub-Saharan Africa, and South Asia have the lowest freedom, while women's freedoms are least protected in those regions. Countries with higher freedom have significantly higher incomes. The HFI finds a strong correlation between freedom and democracy, though Hong Kong is an outlier with high freedom but not democracy.
This document discusses alternatives to the current democratic system in Hong Kong that could improve governance. It proposes establishing government-sponsored Future Centres, modeled after similar organizations in Europe. These centres would engage stakeholders in policymaking through research and civic participation. They aim to address issues like policy failures, lack of consensus building, and the government's limited capacity to solve complex problems. The document argues Future Centres could help re-establish public trust in government and alleviate irrational discussions in politics.
This document summarizes a report on crowdsourcing for democracy. It begins with an introduction stating that the report examines cases where crowdsourcing has been used in policymaking processes. It then provides definitions of crowdsourcing, explaining that it involves open online participation in tasks by an undefined group. The remainder of the report provides examples of crowdsourcing applications and analyzes its role and potential in democratic processes.
This document summarizes a report on the future of manufacturing. It finds that manufacturing relies on three pillars: factors of production, standards, and costs. Emerging technologies are transforming manufacturing through new waves of innovation. While offshoring and outsourcing have reshaped manufacturing, new trends toward nearshoring and reshoring are emerging as capabilities develop and input costs change. The report examines these trends and challenges in shifting the global economy.
This document discusses how population aging and increased longevity can create new markets and drive economic growth in the 21st century. It notes that major global companies have recognized aging as a strategic driver of commercial goals and a way to attract talent. While talk of "crisis" is common, many see aging as a powerful market opportunity if the right strategic framework is put in place. Both private sector innovation and supportive public policies will be needed to fully capture the opportunities of aging populations and create environments where people can enjoy long and active lives.
The document outlines 10 innovative urban solutions from around the world that address challenges facing cities. These solutions focus on principles like unleashing spare capacity, cutting demand peaks, small-scale infrastructure, and being people-centered. The innovations highlighted include (1) digitally re-programmable spaces that better utilize existing urban infrastructure; (2) an "Internet of Pipes" using sensors to monitor water networks and identify issues; and (3) using social networks for citizens to "adopt" and care for urban trees.
This document summarizes the history of trade policies used by developed countries during their early stages of development. It argues that contrary to popular belief, virtually no developed countries practiced free trade when they were developing. Instead, they actively promoted their industries through measures like tariffs, subsidies, and import restrictions. Specifically, it discusses how Britain promoted the wool industry in the 15th century and implemented policies like import tariffs and export subsidies in the 18th century to develop manufacturing. The document aims to debunk the myth that free trade led to development and argues historical evidence shows interventionist policies were more common.
The document summarizes five future centers located in the Netherlands that aim to promote innovation in the public sector. It describes each center's focus and goals. The Country House is a joint initiative between four Dutch ministries focused on tackling multi-sector issues. Mobilion serves as a prototype future center for the Department of Public Works & Water Management to address challenges in transportation and water infrastructure. The centers provide workspaces and facilities to encourage collaboration between civil servants and stakeholders on issues facing the government.
The report discusses international developments in IP trading and Hong Kong's position. Globally, IP trading is growing rapidly driven by innovation. The use and creation of IP is shifting towards Asia, especially China. China has overtaken the US in patent applications and leads the world in trademarks and industrial designs. Hong Kong has advantages as an IP trading hub due to its sound legal system, low tax regime, and position as a super-connector between China and the world. The report aims to develop strategies to promote Hong Kong as a premier IP trading hub.
Europe has experienced two fractures in its industrial landscape over the past decades. First, emerging economies like China and Brazil have greatly increased their manufacturing output and share of global production. Second, some traditional European industrial powers like France and the UK have seen declines in industrial employment and value added, while Germany and Eastern European countries have retained stronger industrial sectors. For Europe to maintain 15-20% of value from industry, it will need to invest heavily to transition to new digital technologies and production methods known as Industry 4.0.
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DeFi represents a paradigm shift in the financial industry. Instead of relying on traditional, centralized institutions like banks, DeFi leverages blockchain technology to create a decentralized network of financial services. This means that financial transactions can occur directly between parties, without intermediaries, using smart contracts on platforms like Ethereum.
In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
In summary, DeFi in 2024 is not just a trend; it’s a revolution that democratizes finance, enhances security and transparency, and fosters continuous innovation. As we proceed through this presentation, we'll explore the various components and services of DeFi in detail, shedding light on how they are transforming the financial landscape.
At Intelisync, we specialize in providing comprehensive DeFi development services tailored to meet the unique needs of our clients. From smart contract development to dApp creation and security audits, we ensure that your DeFi project is built with innovation, security, and scalability in mind. Trust Intelisync to guide you through the intricate landscape of decentralized finance and unlock the full potential of blockchain technology.
Ready to take your DeFi project to the next level? Partner with Intelisync for expert DeFi development services today!
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
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Generating privacy-protected synthetic data using Secludy and MilvusZilliz
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Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
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With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Trusted Execution Environment for Decentralized Process MiningLucaBarbaro3
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Salesforce Integration for Bonterra Impact Management (fka Social Solutions A...Jeffrey Haguewood
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We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on integration of Salesforce with Bonterra Impact Management.
Interested in deploying an integration with Salesforce for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.