The leadership team, together with professional development and IT experts, met fortnightly for planning and monitoring,
of technology affordances through research literature, experts, and location of best practice exemplars in HE Preliminary planning of workshops Preparation and planning of workshops Workshops for Faculty teachers on the development of authentic tasks using devices in pedagogically appropriate ways Trialling
Faculty-or Department-wide solution to a problem rather than draw on outside experts to advise on‘correct'procedures.
the impact of legacy ICT Part Five 31 Figure 10 Lessons from the prescription pricing service Lessons Commentary Senior management ownership of IT risk leads to proactive decisions
business consultation services and employee and management training to enhance ICT and managerial skills. Policies have shifted over time as firms
most small firms, including micro-enterprises with fewer than ten employees, now have at least one computer terminal, usually with Internet access.
For example, customer databases with a history of client-specific correspondence help managers and employees to respond more effectively to customers.
A company-wide electronic data source aims to disseminate employees'professional experience, for example tips for winning a contract, from
3. In this document, small and medium-sized enterprises (SMES) are firms with fewer than 250 employees
Micro firms are usually those with fewer than ten employees. 4. In this document, unless otherwise indicated, the terms electronic commerce
and employees and among employees in part because the personnel's daily routine tends to be extremely busy.
client feedback and information on employees'professional experience, such as know-how for winning a contract, can be stored electronically
A Japanese company with 40 employees, which previously recorded sales representatives'field experience in written reports,
Another firm with 40 employees, has established a company-wide intranet with an on-line BBS (bulletin board system)
which all employees can access and in which customers'claims and inquiries are updated categorised and daily.
and employees for responding to customer inquiries, but also make business processes and knowledge accumulation more efficient.
and firm performance. 5 A study of Canadian manufacturing establishments (plants) with ten or more employees (excluding food processing establishments) drawn from Statistics Canada's Business Register,
In most OECD countries, Internet penetration rates for medium-sized firms (50-249 employees) are the same and sometimes higher than for larger firms (more than 250 employees), with penetration rates
Small firms (10-49 employees) have a slightly lower penetration rate, between 60%and 90%(Figure 1). Even in micro-enterprises,
which covers firms with fewer than 500 employees, suggests that firm performance, as measured by profit
Note 2. For Canada, 50-299 employees instead of 50-249 and 300 or more instead of 250 or more.
businesses with 100 or more employees. For The netherlands, 50-199 employees instead of 50-249. For Switzerland, 5-49 employees instead of 10-49 and 5 or more employees instead of 10 or more.
For Mexico, Businesses with 21 or more employees, 21-100 employees instead of 10-49,101-250 instead of 50-249,151-1000 instead of 250 or more.
Note 3. Internet and other computer-mediated networks. Source: OECD, ICT database and Eurostat, Community Survey on ICT usage in enterprises 2002, May 2003.
Data available from surveys in some countries indicate that SMES use the Internet (and e-mail) for better external communications and as a means of obtaining business information.
A study of 484 SMES with fewer than 250 employees in Lanarkshire (Scotland) shows a similar pattern of Internet use.
Percentage of responses of 1 700 SMES with 300 or fewer employees using the Internet as of August 2001.
20011 Percentage of businesses with ten or more employees 0 20 40 60 80 100 Denmark Japan (2) Finland Sweden Australia New zealand Austria Norway
All businesses with 50 and more employees. 3. Use, orders received and placed refer to Internet
In Norway, for instance, more than 70%of firms with 250 or more employees reported on-line purchases,
as compared to about 30%of small firms (10-49 employees) and 50%of medium-sized firms (50-249 employees).
. All businesses with 50 or more employees. 2. Orders received or placed over the Internet and other computer-mediated networks.
In Australia, over the period July 1999-June 2001, selling over the Internet by micro-enterprises with 5-9 employees declined from 16%to 13%and by firms with 10-49 employees from 21%to 18,
%while the number of firms with 50-249 employees selling on line rose from 17%to 20%.
%In Norway, only 12%of micro-enterprises with 5-9 employees engaged in on-line sales in 2001, down from 21%in 1999,
while 28%of firms with 50-249 employees and one-third of firms with 250 or more employees had on-line sales in 2001,
Businesses with more than 250 employees 05 10 15 20 25>1%>2%>5%>10%>25%>50%%Businesses sales Businesses with 10-49 employees
A recent survey of SMES with fewer than 250 employees in 19 European countries shows that around 40%do not use the Internet for selling
-9 employees Small firms w ith 10-49 employees Medium firms w ith 50-249 employees Note:
Percentage of 1 427 firms with fewer than 250 employees not using the Internet in 19 countries (15 EU member states plus Iceland, Liechtenstein, Norway and Switzerland.
A study of 20 small construction contractors in Australia with 2-45 employees suggests that small firms in this industry have been not only 20 slow
A firm with 90 employees and an emphasis on personal contact with clients decided not to adopt the Internet after a three-month trial of a Web site (Mehrtens et al.
A study of small ICT companies with 3-80 employees suggests that the Internet was adopted by firms with personnel who understand the technology (Mehrtens et al.
where ICT services are generally scarce and costly. 21 Box 3. A magnet manufacturer's e-commerce success Ni-roku is a Japanese magnet manufacturer with 12 employees,
In September 1997, an employee created the company's Web site (www. 26magnet. co. jp. By 2000, annual e-commerce sales of magnet products via the site had reached already more than USD 700 000,
In 1996 a company employee bought a personal computer at his own expense to use the Internet.
The professional advice of IT and e-business consultants can help them, but SMES may not easily have access to them because of relatively high cost.
Some small businesses, especially micro-enterprises with 1-9 employees or the self-employed, may adopt a simple Web site without any e-commerce function
a majority of SMES with 10-249 employees in Austria, Greece, Italy, Luxembourg, Spain, Portugal and the United kingdom indicated excessively slow or unstable data communication as a major hindrance to Internet use (Eurostat, 2002.
2001 Percentage of businesses with ten or more employees using the Internet 0 10 20 30 40 50 60 70 80 Finland Italy Austria Spain Portugal
A study of 12 Canadian high-technology SMES, most with fewer than 90 employees, showed that these firms considered a Web site as a means to improve credibility,
2000 Percentage of businesses using a computer with ten or more employees 05 10 15 20 25 30 35 40 45 Italy Spain Austria United kingdom Finland
SMES are those with 25-250 employees, large are those with more than 250 employees. The survey sample sizes are:
Singapore 105 establishments classified as SME and 97 as large firms; Brazil, 98 SMES and 102 large firms;
In another European commission survey, a small percentage of small firms with 10-49 employees indicated national differences in consumer protection as the most important reason for not using the Internet (European commission, 2002a.
The EBIP set of early adopting firms showed interesting differences between small and large firms (small defined as less than 250 employees.
Percentage of responses of firms with fewer than 250 employees using the Internet in 19 countries (15 EU member states plus Iceland, Liechtenstein, Norway and Switzerland.
and an average of six employees per agency. On the other hand, the number of potential customers, some of whom may prefer a smaller agency's prices
Another textile producer with 300 employees does not use the Web for buying and selling because the company is worried about decreasing their competitive advantage by making information available to competitors (Scupola, 2002).
Box 5. An on-line retailer with a personal touch West country Violins, with three employees in East Devon (United kingdom), is run by a husband and wife, Brian and Felicity Ward-Smith,
Case studies can provide practical business pointers to managers and employees. Prize and award programmes may give high visibility
offers access to experts and encourages implementation of e-business strategies. The SME E-business Information Toolkit provides step-by-step guidance.
Private consultants analyse participants'companies and develop an action plan for them. Each company is allowed 2-5 consultation days
and the government covers 85%of consultant fees Ireland PRISM initiative Using the positive experiences of local SMES as a catalyst for further e-business adoption,
National branches and 250 consultants help SMES and entrepreneurs prepare and implement their ICT action plan.
In the United kingdom, e-business advisers have provided small firms with free advice and assistance on the effective use of ICT in 70 centres across 12 regions designated for the UK Online for Business programme.
the easkel programme covers 85%of direct consultant fees for SMES participating in management training that allows two to five expert consulting days to develop an e-business action plan.
This reflects the recognition of the importance for small business managers and employees of ICT applications and required skills.
Forem's Web site provides a meeting place for businesses (e g. job vacancy advertising), a list of training programmes and aids for training.
Spain A programme is designed for micro-enterprises (fewer than 20 employees) in small towns with a special emphasis on training in the use of the Internet, e-mail and new management techniques.
and employees to tailor their learning according to their immediate needs. Service users can contact the trained staff in local Learndirect centre for consultation.
The Service Corps of Retired Executives (SCORE consisting of retired business people, offers training as well as free business consultation.
and employees focusing on both technical and managerial skills need to be provided in cooperation with business
and employees are focused increasingly on both technical (ICT) and managerial (e-business) skills designed to improve abilities to benefit from e-business strategies.
Specific examples might be the requirement to demonstrate professional qualifications and good repute, to provide specific financial guarantees,
Commission services consider the expert group a good forum for the exchange of views, experiences and best practices amongst the Member States and between them and the Commission.
and the e-commerce expert group has led not to a well-functioning system of notifications of national administrative and judicial decisions in the meaning of Article 19 (5) ECD.
Typical trustmark systems consist of an accreditation mechanism with an independent supervisor for an online trader to meet the trustmark's requirements (including creditworthiness, security mechanisms, price transparency, provision of information, customer service, data protection
stakeholders and experts to carefully analyse the implementation process for setting up the EU trustmark scheme. 149
but only provide a sender with information on possible delivery options in a given situation. 95 The Commission services are conducting a sectoral study, with the help of an external consultant, regarding the cross-border provision of parcel delivery services,
and mobility of knowledge workers, making it increasingly difficult for companies to control their proprietary ideas and expertise.
when employees change jobs, they take their knowledge with them, resulting in knowledge flows between firms (Chesbrough, 2003).
The external knowledge is generated by the employees, business partner, customers, consultants, competitors, business associations, internet sales and service units, internal research and development units and academia.
and employees driven knowledge but proof of enhancing knowledge raised by universities and research laboratories in the innovation process of business actors is relatively scarce,
Later on, a firm must carefully maintain its employee relation and The USV Annals of Economics and Public Administration Volume 14, Issue 1 (19),
Strong community commitment is evident in the design of the Living Lab and the current operations as the glue between all the Executive Summary 7 stakeholders.
Knowledge workers especially will be under pressure and perhaps even more jobs in knowledge sectors may disappear.
which brought together more than 350 decisionmakers, leading innovation experts and entrepreneurial practitioners from around the world,
and orchestrated support from facilitators, coaches and experts on different steps in the innovation process.
But, what is the role of experts in developing, filtering and selecting solutions to be prototyped?
What, however, is needed increasingly are shaped the T skills profiles where experts have not only specific knowledge
if experts are asked for a solution for a problem, there is good convergence of the ideas
and that the peak is not necessarily at the same place as those of the experts (Figure 2). Figure 2:
Bror Salmelin Adviser Innovation Systems Directorate-General for Communications networks, Content and Technology, European commission bror. salmelin@ec. europa. eu R E g I O N A l
Howe 1 defines crowdsourcing as an‘act of taking a job traditionally performed by a designated agent (usually an employee) and outsourcing it to an undefined, generally large group of people in the form of an open call'.
and in a competitive way also from the viewpoint of industrial manufacturing companies e g. 3. The crowds of the above crowdsourcing platforms consist of very professionally operating industry experts from various industries
industrial companies can reach a vast number of experts in specific field (e g. more than 1. 5 million mechanical engineers in Grabcad),
while others provide access to a smaller crowd of world-class experts (experts e g. in the area of environment, energy, mobility, construction and design related to cleantech in Solved).
Innocentive (http://www. innocentive. com/)>300 000 registered users, additionally a network of 13 000 000 experts EMC, Flextegrity Grabcad (http://grabcad. com
or totally on paid crowdworking and getting a growing attention of clientele that has traditionally been in the tight embrace of the old‘big five-type'strategy consultants.
The concept was created co by a crowd of 12 experts with a large variety of different areas of expertise from Solved's network of 500 world-class experts from all over the world involving 200 companies from various fields
The jury for deciding the best solutions consisted of both Konecranes and Grabcads employees. The engineering challenge can be considered as a concrete yet professionally a very demanding task,
In crowdworking there is no fixed number of workers to start with. Crowds funding product development When the journey of the company continues,
Nowadays, many software and consumer electronics companies say openly that they are not the experts in the usage of their products and services,
I O N y E A r B o O k 2 0 1 5 vendors providing access to a range of workers and focused support for various task 22.'
and/or A&d Technology driven Business value driven Knowledge ownership Knowledge access Product orientation Business model orientation Engineering job Everyone's Job market push-technology driven Market
In addition there is an increasing trend of employees moving between industry and universities or keeping dual appointments.
According to the survey the top five countries ranked by executives include the USA, Switzerland, Finland, UK and Sweden.
New skills, programmes and learning technologies The spread of open innovation and a greater permeability of organisational boundaries place new demands on skills and capabilities of employees.
and the Act on the Right in Employee Inventions (656/1967). Basic principles of the Act on the Right to University Inventions (369/2006) The Act on the Right to University Inventions regulates the protection
and rights of patentable inventions created by employees of the Finnish universities. The allocation of rights regarding the research-initiated IPR depends on the nature of the research.
as a result of the employer's line of work (the work he was agreed, commissioned or ordered to do), or while essentially utilising experience gathered in the employer's service,
the employer may, wholly or in part, claim the right to the invention. The legal precondition is that the use of the invention must be within the employer's line of business.
There is one exception to this rule if the employee was ordered specifically to carry out a specific task.
In certain special circumstances the employer may gain a right to use the invention, even if there is no IPR exclusivity transfer.
The inventor must make a disclosure of the invention to the employer. The employer must claim the right within four months of the disclosure.
The employee has a right to equitable remuneration. Comparing legal principles inventions in employment vs university inventions The acts described above have common features
and partly a common philosophical background too There are however some important differences: it can be said that the University Inventions Act leaves it essentially for the university
and the inventor to agree who will be the owner of IP and the primary responsible for the utilisation of the invention.
The second feature drawing attention is that the university gets the rights primarily in sponsored research,
in regular employment, the position of the employer is provided stronger the exploitation of the invention belongs to the line of business of the employer.
Roughly speaking, the inventions created in employment belong to the employer in lack of important contradictory arguments.
In modern research and development, the invention is not necessarily a byproduct, but the result of conscious effort to create something new for commercialisation purposes.
The employer is investing and taking risk for the R & D in order to create competitive advantage for business purposes.
Even the researcher is seen not as an employee, but a torchbearer for research and civilised or even sophisticated society.
I O N y E A r B o O k 2 0 1 5 Karolinska has also a network of 200 experts from life science companies.
In Finland, there is an exception regarding computer programming the IP of computer programming belongs to the employer,
The side effect is need a considerable for experts for evaluating all these project proposals that finally leads to low evaluation quality
Types of innovation labs and their main features 13 Lab features Cop constellation Objectives Role of government Time horizon Policy labs Civil servants and external experts
Fab Lab Berlin (DE), Rocketspace (US) Firm-driven labs Company employees & external experts Feed results of joint activities into the company's innovation strategy
Mindlab has built a community of practice encompassing civil servants and external experts. Most recently a group of specialists working on the implementation of reform projects
2) Based on these first analytical insights, a discussion takes place with experts and public sector stakeholders (3). Proto-typing takes place together with citizens
Throughout this process, civil servants are the primary experts (with possible support by external experts), while businesses and citizens are key informants for the problem definition and proto-typing.
which offer a flexible working environment for desktop workers, co-working labs additionally offer spaces, equipment,
Operators of firm-driven labs set up spaces for integrating external knowledge and talents, e g. from small and medium sized firms, freelancers and experts.
and infrastructure as well as support offered by six UFA employees. 2) Innovation projects are financed either by industrial partners, public funds or UFA.
and implemented by selected applicants, freelancers and UFA employees. 3) An agency offers services in cooperation with freelancers.
and integrate citizens as active experts in research and development. Investor-driven labs Investor-driven labs are testing arenas for new business ideas and business models.
L I V I N G L a b S 71 infrastructure and equipment, offer coaching programmes with national and international industry experts,
and services for like-minded enthusiasts and experts who first dedicate their energy to addressing a specific need, demand or problem.
citizens, users, bureaucrats, interest groups, experts, partners, financiers, economic and academic stakeholder and students etc. This diversity facilitates avoiding blind spots in innovation processes.
L I V I N G L a b S 73 of the Expert Group on Public sector Innovation.
which employ 300 000 workers and have yearly exports of EUR 8. 5 billion 2;
The Executive Board Committee of ENOLL has decided during Open ENOLL 2014 and General assembly in Amsterdam (3-6 september 2014) that Open ENOLL 2015 and General assembly will be organised at the Basaksehir Living Lab between 25-29 august 2015.
A‘designerly'approach facilitates citizens in participating as experts on their own quality of life. The main challenge is in the co-creation process in the ecosystem:
as shown in Figure 2. External stakeholders included residents, police officers, employers, hotel owners, representatives of citizens, scholars etc.
There is a need for new citizen participation practices that acknowledge citizens as experienced experts on their own needs,
They are experts on their own needs, but require facilitation in being involved in design, new possibilities and future services.
A‘designerly'approach facilitates citizens in participating as experts on their own quality of life. The main challenge is in the co-creation process:
gastronomes and cultural workers published their experience with the fine food, which helped the marketing and the scaling up of the food industry in the Östersund region.
As a result, she has been able to solicit joint efforts from some partners, such as farmers, artisan food producers, chefs and cultural workers.
This initial move has attracted image artists, high-tech researchers and cultural workers to the city (partners.
sector""Entrepreneurs Chefs and restaurants owners Farmers Artisan food producers Distributors Food academy Politicians Event and tourism entrepreneurs Gastronomes Cultural workers"Execution
There are about 500 companies and 2300 employees within the creative industry in the Ostersund region.
A couple of hundred of project nomads and free cultural workers also participate in different projects. The younger generation is rediscovering the heritage of Swedish traditional culinary in Ostersund. 102 O P E N I N N O V A t I O N y E
Many executives in corporations have lost trust in their own marketing and IT departments that have been unable to realise digital innovation across companies.
Invite other experts from the sector to give you feedback on your innovative ideas! But then again, is it wise for a company to take on anything that comes from the start-up scene?
If they provide space for their employees to carry out their dreams within the organisation and start a dialogue that can stimulate the internal vision and business model,
Bror Salmelin, Adviser for Innovation Systems Directorate General for Communications networks, Content and Technology (DG CONNECT) European commission Introduction 6 O P E N I N N
Humor from employees stimulates readiness for change and is extremely important in the transformation processes of any organisation.
High expectation entrepreneurs (HEE's) expect to employ 20 employees or more within five years and are a primary source of job creation. 18 O P E N I N N O V A t I O N y E A r B o
Adviser, Innovation Systems, EC Directorate General CONNECT Board member, Open Innovation Strategy and Policy Group bror. salmelin@ec. europa. eu 19 Open Innovation 2. 0 Fundamental Change in Innovation Processes*Abstract
Contact Bror Salmelin Adviser for Innovation Systems, European commission, Directorate General for Communications networks, Content and Technology (DG CONNECT) bror. salmelin@ec. europa. eu 22 O
From discussion with experts, a specific focus on intra-logistics processes has been derived for ELLIOT. Intra-logistics deal with the logistics processes between companies (e g. warehouse logistics, material logistics/production supply;
they have been attended by various types of users, such as patients, occasional visitors, returning visitors, clinicians, employees and others.
and user experience monitoring for finding a proper balance between the work environment settings, individual comfort of office employees, work efficiency,
occupied by 8 regular office employees, was equipped by sensors for monitoring the energy consumption (Plugwise Circle), indoor/outdoor temperature, humidity,
the centre and the respective medical expert can react when critical events appear. These were the main considerations,
People do not trust advisers anymore; New technological ways to measure stress and emotions; Wearable technology will not only be in clothes,
MBA Partner, Senior Business Consultant CGI Group Inc. gohar. sargsyan@cgi. com Jaspar Roos Chief Inspiration Officer Future Ideas EU
and to manage a priority-setting process in the context of national and regional innovation strategies (4). This principle was outlined initially by the Expert Group‘Knowledge for Growth'in 2008.
The point of departure for the Knowledge for Growth Expert Group was the innovation system research
including 300 founded by former Nokia employees. Microtask outsources office work. Zen Robotics specialises in automating recycling.
Supercell's employees are what you would expect: men with beards and ponytails who take time out from their computer screens to show off their collections of action figures.
It has convinced also companies that this is a great way to reward their employees and free them from domestic distraction.
Hemfrid now has 10 000 regular customers and 1 326 employees 70%of them born abroad.
Rovio now has 500 employees in Finland and had a turnover of $100m in 2011.
educating employees and tackling public health challenges. Not welcomed by all members and initially with some reluctance,
Post-Incubation License Spin-ostart-up For future development Start-up Creation Commercialization Products/Services in the market+ACTORS Senior Entrepreneur Expert board (internal+external
Knowledge & Innovation Mkt Business Incubator Network SW for idea management Observatory Expert entrepreneurs Lead customers Expert professors Mixed team (technicians+MBA
/entrepreneurs Coaches Business/Management frameworks Entrepreneurs courses Equity/Management team/Company Marketing/consulting experts Access to Finance Legal & administrative support IP rights?
& Strategy advice Networking Financial Nurturing Equity/Management team/Company Marketing/consulting experts Finance & debt management Internationalization support Business Development (growth strategies) Networking VC Forums Consolidation/Defining the appropriate Business model Training Competence development Protection of IPR+Patents
Commission Opinion of 30.11.2011 on the independent expert evaluation on the EIT. COM (2011) 816 final.
and the Executive Committee European Institute of Innovation and Technology daria. tataj@eit. europa. eu 71 Creating Ecosystems for Open Innovation in European Large-scale Research
and the ongoing quest for increased business impact, namely the Executive Industry Board. The role of this Board was to ensure the commitment of the major industrial stakeholders,
The rationale behind such design was to assist the low-skilled workers and to prepare better qualified labor force for the future all over the nation.
including production stoppage and shedding off excessive manpower. When consumers could not get credit or lost their jobs,
and employment protection and incentives for worker training (3) . In addition to provide liquidity to the market, the government launched its major fiscal stimulus package of US$4 billion (2. 8%of its GDP and 14%of planned current fiscal expenditures),
a law was enacted on 28 may 2009 that provided tax reductions to companies retaining workers (3), under the tripartite agreement between government, workers'unions,
As a result, this project provided free insulation for over 2 million homes as well as employment opportunities for predominantly less skilled workers.
and under to enhance up to 135 000 young Australians with higher qualifications for future labour market demand.
and innovative in creating jobs for the seriously affected low skilled workers and at the same time improving educational infrastructure with long lasting effect.
but especially those from the political class (3). Another example is the policy of tax reductions to companies retaining workers.
Chilean government sought the tripartite agreement between government, workers'unions, and companies. Fast decision with relevant parties'consensus and transparent information sharing are the unique features of Chilean government during this financial crisis.
total general government debt percentage of GDP, unemployment rate of labour force, and consumer price inflation (CPI).
4 measures to place the low-skilled workers in building school infrastructure and energy-efficiency ceiling installation apparently took effect.
However, China's recent economic slowdown and the end of its resources boom have resulted in Australia's resources industry shedding thousands of workers.
and its resources industry has shed thousands of workers as a result. Australian Figure 7: Co-development of GDP per capita (ppp) and NRC for Australia and Chile Figure 6:
-Granted workers to undertake training outside their own firms. Infrastructure (Early December 2008) Large-scale infrastructure projects amounting to US$ 3 billion (A$ 4. 7 billion.
when employees are engaged in what they like or think they are trained specially.‘‘It is likely that a person's high in self-efficacy would surpass less efficacious individuals in relation to factors such as promotions
or career success or salary'(2). Employees who are motivated at work are more likely to be persistent, creative and productive.
which should be oriented more to leadership and consensus of common goals with employees that the old model based on performance metrics in monetary terms.
and adaptability by employees in order to be executed smoothly inside the organisation. We all know there is usually an innate resistance in humans
J. Impact of Self Efficacy on Motivation and Performance of Employees. International Journal of Business and Management. 2013.
'Whether as customers, employees, managers, financiers, partners, or citizens in communities, every stakeholding individual can bring capital to the value creation process through their‘value creative capacities'and,
poor migrant workers who are denied services and benefits when they move. With high levels of corruption
and external experts led by Symnetics, a consulting organisation, over multiple phases. In the first phase
and extraordinarily rapid adoption (Figure 2). This ecosystem approach has been emphasised i. a. in the report of the independent expert group concerning European Innovation Partnerships (EIPS) as a Tool for Systemic Change (2
Éolane has more than 3 500 employees around the world. They are able to design and manufacture electronic components, devices or systems.
because innovation development in this field requires sensor companies, electronic textile (12) experts, platform providers and service application developers working together in the business ecosystem (as described in Figure 1). The goal of the business ecosystem of Careware project is to provide unobtrusive wearable sensor based digital services
individual mentoring by experts, organised networking, and support for business planning and development. Full commercialisation support for grantees who successfully graduate from the programme with a marketable application,
mentoring and experts support on necessary technologies, tools, business and entrepreneurial skills to build their ideas using platforms
provision of access to finance and markets through carefully calibrated local/regional/European innovation ecosystem with leading experts and practitioners on market access,
and one-on-one mentoring by experts. Grantees who successfully graduate from the programme with a marketable application will receive support for access to finance (accelerator, business angel and venture capital investment) and access to international markets.
Moreover, a recent Accenture survey (2) of senior executives in the US and Europe indicated that 93%of executives surveyed regard their company's long-term success to be dependent on its ability to innovate.
Only 18, %however, believe that their own innovation strategy is delivering a competitive advantage. Open-innovation thinking and extensive academic research consistently uphold the need for new innovation models that can potentially take us beyond the boundaries of the notion of
'Considered impossible by many experts, John Harrison, the son of a carpenter, invented the first‘marine chronometer,
Nature Publishing Group and Popular Science, the network of experts with access to the challenge spans 12 million people.
since its popularisation in the book Competitive Advantage, has been a standard tool for consultants and practitioners alike.
or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call.
and the large network of potential labourers'(5). This sits comfortably with Chesbrough's idea that‘firms can
when Intuit customer service teams began experimenting with online support forums moderated by enthusiast employees. He asked the question‘how might we leverage user contribution at Intuit,
'Two executives came up with the idea for enhancing the company's tax preparation software for tax 132 O P E N I N N O V A t I O N y
and the manpower to create and bring new products and services to market on its own.
and much uncertainty, the executives of both companies shared a common belief, that if their talented people were put together in a tech-related business development project,
Then strategy consultants spend months interpreting the data, decide what it means and suggest a course of action.
Humor from employees stimulates readiness for change, thus the organisation should foster internal approval of positive humor
With more and more people being a global citizen and worker, we are more and more likely to be working with people influenced by attitudes and values different to our own.
item id=7195 (4) Mandela N.,Famous quotes Contact Dr Gohar Sargsyan, MBA Partner, Senior Business Consultant CGI Group Inc. gohar
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