and CIO. com are published by CXO Media Inc. to meet the needs of CIOS (Chief Information Officers) and other information executives.
And, finally, reward your executives as entrepreneurs-not simply as stewards of the corporate legacy. 4. 7. 6. Case studies Case study 1 A firm's (working in house appliances) experience in organizing quality circles can be summarized as follows:
business angels will be retired executives or people who have built successful businesses and then sold them. In either case, they would have an extensive knowledge of their market sector, the best practices, existing business contacts or other experience
Academy of Management Executive, 16:42-53. Jelinek, M. & Schoonhaven, C. 1990. The innovation marathon:
) Promoting Entrepreneurship and Innovative SMES in a Global economy Towards a More Responsible and Inclusive Globalisation Executive Summary of the Background Reports Istanbul,
56 4 1. 0 EXECUTIVE SUMMARY The National Institute of Standards and Technology (NIST) contracted with the Smeal College of Business at The Pennsylvania State university to conduct a review of literature that concerns how small
This dialog is selected open to the community as well as the company executives so that they can also participate in the knowledge exchange
An executive of a company that makes laboratory equipment explained that the typical Mittelstand strategy"
The functions of the executive. Cambridge, Massachusetts: Harvard university Press. Baum, J. A c. 1998. Disciplinary roots of strategic management.
87 4 Executive Summary The innovation capacity of Small and Medium Enterprises (SMES) is a key issue for Europe's competitiveness and growth.
THE ROLE OF SMART SPECIALISATION 4 OECD 2013 TABLE OF CONTENTS PART I SYNTHESIS...10 EXECUTIVE SUMMARY...
THE ROLE OF SMART SPECIALISATION OECD 2013 11 EXECUTIVE SUMMARY Introduction: From concept to policy framework In November 2009, the European commission published the report Knowledge for Growth,
the number of executives employed by the firm; and the existence of a design office.
We decided not to take into account the percentage of executives to employees for SMES with less than 10 employees.
176) Size (number of employees)- 0. 00018 (0. 861) Executives(%)1. 3198(-0. 431) Design office 0. 045+(0. 088) n
F. Bougrain, B. Haudeville/Research Policy 31 (2002) 735 747 745 Table 6 Influence of executives presence on success rate of cooperative projectsa
Project result(%of executives to employees) Success Success rate Failures Failure rate Number of projects From 0 to 5 9 42.9 12 57.1 21 From 5
and the percentages of executives to employees. 5. 3. The contribution of executives to successful collaborative relationships The presence of executives indicates that the entrepreneurial manager delegates part of his power to its subordinates.
Consequently, the presence of executives should increase the success rate of innovation. Our empirical results invalidate
According to regression 2 (Table 4) and to the 2-test (Table 6), there is not a direct link between the result of a cooperative project and the percentages of executives to employees.
when the percentage of executives to employees is larger. This category is heterogeneous. Research and production managers are often at the heart of the innovation process.
Conversely, accountants and other administrative executives do not play a key role during the innovative activity.
In other words, the percentage of executives is only quantitative. It does not give any information on the organisational efficiency of the firms (Perrin, 1991.
We would also need information about executives'educational qualification. This lack of qualitative information is problematic.
Indeed, the level of education influences the receptiveness of executives to external sources and their approach to innovation problems to a considerable extent (Gibbons and Johnston, 1974.
When executives with a high level of education are confronted to a complex problem they recognise if the firm can rely on its own competencies to resolve this problem.
but they contribute to incremental innovations as well as executives. 5. 4. The contribution of design office to successful collaborative relationships The activity of a design office is not as formal as in a R&d department.
Like other WBCSD reports, it is the result of a collaborative effort by members of the secretariat and executives from several member companies.
Business Expenditure on Research and development (BERD) 2011/2012 FORFÁS BERD 2011/2012 ANALYSIS 1 Table of contents Table of contents 1 Executive Summary 3 Caveats 5
2011 33 FORFÁS BERD 2011/2012 ANALYSIS 3 Executive Summary The biennial Business Expenditure on Research and development (BERD) Survey 2011/2012 is conducted jointly by the Central Statistics Office (CSO)
The performance of Croatia (HR), Czech republic (CZ), Greece (EL), Hungary (HU), Italy (IT), Lithuania (LT), Executive summary Innovation Union Scoreboard 2014 5 leaders
3 Executive Summary...7 1. Introduction...11 2. US-EU Innovation Performance in Web Services, Display Technologies and Robotics...
105 7 Executive Summary Innovation in US and EU companies was analysed in three ICT subsectors (web services, display technologies,
A typical member is not a senior executive but a middle manager. As stated in its annual report,
Venturesource by Dow jones Dow jones Venturesource provides comprehensive data on venture-backed and private equity-backed companies including their investors and executives in every region, industry sector and stage of development
Venturesource by Dow jones Dow jones Venturesource provides comprehensive data on venture capital-backed and private equity-backed companies including their investors and executives in every region, industry sector and stage of development
Maxim kazmin-Fotolia I CONTENTS Executive Summary 1 Benefits of conventional broadband and ultra-fast broadband 1 The goals of the Digital Agenda for Europe 1 Ability of different
Typical maximum achievable speeds for various wireless solutions 33 1 EXECUTIVE SUMMARY The goals of the Digital Agenda for Europe (DAE),
2 Executive Summary...4 1. Introduction...7 1. 1 Background and context...7 1. 2 Scope of the report...
44 4 Executive Summary Education is considered to be one of the most important factors for ensuring competitiveness
iv Executive summary...5 9 A note on terminology 11 information systems in the literature 13 2. 1 Maturity and adoption models...
income group 74 References 74 Executive summary 5 Information and communication technologies (ICTS) have great potential to improve health in both developed and developing countries by enhancing access to health information and making health services more efficient;
Executive summary Executive summary 6 This, the final report in the Global Observatory for ehealth Series
RESEARCH & INNOVATION STRATEGY for the Midwest Region of Ireland 2014-2018 Contents List of Tables & Figures 2 Foreword 3 Executive Summary 4 CHAPTER 1
Oliver Garry Cathaoirleach of the Midwest Regional Authority 4 Executive Summary Introduction Research and innovation (R&i) are the cornerstones of national and regional economic growth.
The personal choices of entrepreneurs and their executives can have a signifi cant impact on locational choice.
which brings ideas from the world of thinkers to the executives and managers who use them.
Acknowledgments sloanreview. mit. edu Embracing Digita l Technology MIT SLOAN MANAGEMENT REVIEW 1 Contents RESEARCH REPORT 2013 2/Executive Summary 3/Introduction
Intel Gets Urgent 10/Executing the Change M aking a Case for Digital Transformation Incentives 12/Conclusion Executive Summary Companies routinely invest in technology,
MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1, 559 executives and managers in a wide range of industries.
Previous research with executives by the MIT Center for Digital Business and Capgemini Consulting showed that many companies struggle to gain transformational effects from new digital technologies
which involved interviews with executives at 450 large companies, MIT Sloan Management Review and Capgemini Consulting conducted a broadbased online survey.
Executives need to lead the process and make sure they're managing and coordinating across the company.
Digirati companies have executives that share a strong vision for what new technologies bring, invest in and manage digital technologies quickly and effectively,
A third of C-level executives and board members think the pace of change is about right,
Why would two-thirds of executives fail to articulate a vision for digital transformation? At least part of the reason comes from choosing the right way forward.
For instance, executives must decide what to transform first: Customer relationships? Internal operations? The business model? Any individual step requires multiple, coordinated actions.
It can also require executives to reframe what they think about their business. Wellpoint's Lori Beer recalled that
Figure 6 ppt11 50%40%30%20%10%0%C-level executives and board members CEO/President/Managing director Managers Staff Very fast Fast About right
Older executives and managers need to understand that their age can undermine faith in their ability and interest in leading digital transformation,
One executive responded to the survey by saying Our service offering is digital collaboration solutions,
Intel's top 25 executives gathered for a strategy discussion led by Stevenson and the head of human resources.
According to Stevenson, We had the top 25 executives in the company buy in to the strategy.
%Incentives One obvious way for executives to clear a path for digital transformation is to give employees incentives.
and companies should designate a specific executive or executive committee to spearhead efforts. Companies should take small steps, via pilots and skunkworks,
Executives and employees need clear rewards for making digital transformation a priority. There are two wrong ways to approach (digital transformation
The only wrong move for executives, then, would be not making any move. MIT Sloan Management Review MIT Sloan Management Review leads the discourse among academic researchers,
and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational,
164 Page 5 of 170 EXECUTIVE SUMMARY Europe 2020 The Strategic Initiative for Europe The National Strategy on Digital Agenda for Romania targets directly the ICT sector, aims
The Service Corps of Retired Executives (SCORE consisting of retired business people, offers training as well as free business consultation.
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.
According to the survey the top five countries ranked by executives include the USA, Switzerland, Finland, UK and Sweden.
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.
Many executives in corporations have lost trust in their own marketing and IT departments that have been unable to realise digital innovation across companies.
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,
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
'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 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,
3 Executive Summary...4 1 Setting the scene: study background and objectives...8 2 Research concept...
A comprehensive study by the World Economic Forum provides important insights about growth determinants and strategies of young companies, based on 70 executive cases from 22 different countries and surveys
carefully selected independent companies run by internationally proven entrepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who invest in the companies they work with to guarantee common goals
the Executive Training Programme to link talented undergraduates from Singapore universities with growth-oriented SMES;
improved support to spin-offs by executives and employees of large enterprises; enabling start-ups at home and expanding the infrastructure for one-person creative enterprises;
and 45 Executive Development Scholarships were awarded. The Business Advisors Programme was created to attach experienced professionals, managers, executives and technicians as business advisors to potential high-growth SMES.
In 2009,93 business advisors were matched with 63 SMES. The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore's universities
with growth-oriented SMES. There were 332 trainees matched to 265 companies in 2009. In mid-2010, close to 30 million Singapore dollars were allocated to the Management Associate Partnership (MAP) Initiative
The CEO, Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING's Advanced Management Programme.
carefully selected independent companies run by internationally proven entrepreneurs and executives. These Accelerators help the best
3 Executive Summary...4 1 Setting the scene: study background and objectives...8 2 Research concept...
A comprehensive study by the World Economic Forum provides important insights about growth determinants and strategies of young companies, based on 70 executive cases from 22 different countries and surveys
carefully selected independent companies run by internationally proven entrepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who invest in the companies they work with to guarantee common goals
the Executive Training Programme to link talented undergraduates from Singapore universities with growth-oriented SMES;
improved support to spin-offs by executives and employees of large enterprises; enabling start-ups at home and expanding the infrastructure for one-person creative enterprises;
and 45 Executive Development Scholarships were awarded. The Business Advisors Programme was created to attach experienced professionals, managers, executives and technicians as business advisors to potential high-growth SMES.
In 2009,93 business advisors were matched with 63 SMES. The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore's universities
with growth-oriented SMES. There were 332 trainees matched to 265 companies in 2009. In mid-2010, close to 30 million Singapore dollars were allocated to the Management Associate Partnership (MAP) Initiative
The CEO, Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING's Advanced Management Programme.
carefully selected independent companies run by internationally proven entrepreneurs and executives. These Accelerators help the best
Executive Summary 4 Executive Summary If we take a look on the allocation of relevant RDI subsidies sector by sector,
List of Tables 06 List of Maps 06 Foreword 07 Executive Summary 08 Section 1:
Health Service Executive ICT Information & Communications technology ICZM Integrated Coastal Zone Management IDA Industrial Development Agency INTERREG EU Community Initiative that helps Europe
John Cummins Cathaoirleach July 2010 Regional Planning Guidelines for the Southeast Region 2010-2022 89 Executive Summary Executive Summary The Southeast Regional Authority
This Executive Summary summarises each Section of the Guidelines. Section 1 Section 1 sets out the legislative framework for regional and national policy covering planning and environmental issues.
Regional Planning Guidelines for the Southeast Region 2010-2022 Executive Summary 9 The population targets for each local authority area and for the main settlements in the region are set out in the tables below:
DUNGARVAN 8, 362 10,000 11,600 13,400 Regional Planning Guidelines for the Southeast Region 2010-2022 Executive Summary Specific sections on the Gateway, Hubs, County towns
The Climate Change Strategy will seek to achieve the 40%renewable energy target for 2020 set by Government. 10 11 Regional Planning Guidelines for the Southeast Region 2010-2022 Executive
Guidelines for the Southeast Region 2010-2022 Executive Summary Section 9 The key message of Section 9 is integrated that an approach to river catchment management is essential to manage
or informal institutional structures to coordinate and optimise planning and delivery. 7. 1 Health care The health service in the Southeast is managed by the Health Service Executive,
-Ingegneria dei Sistemi S. p. A Professor Rüdiger Iden, Senior vice president, BASF SE Jan Lamser, Member of Board of directors and Senior Executive Offi cer, CSOB
of Board of directors and Senior Executive Offi cer, CSOB Bank (member of KBC Group) Professor Rüdiger Iden, Senior vice president, BASF SE Dr Anne Stenros, Design
60 Executive summary The Europe 2020 Strategy for smart, sustainable and inclusive growth sets out the targets that the European union is to meet by the year 2020 in the fields of research and innovation, climate change
60 Executive summary The Europe 2020 Strategy for smart, sustainable and inclusive growth sets out the targets that the European union is to meet by the year 2020 in the fields of research and innovation, climate change
86 5 Executive Summary I. The aim of the Europe 2020 Strategy, launched in 2010,
and Innovation Executive unit for financing research, development and innovation National institutes for research and development in fields such as:
The Executive Committee manages and controls the administration of Enterprise Ireland's budget, monitors progress against organizational targets,
ruggero@schleicher--tappeser. eu The EU Smart Grids Debate 4 Executive Summary New information and control technologies (ICT) are about to fundamentally transform the electricity sector after having profoundly changed so many other industries.
RESEARCH AND INNOVATION STRATEGY FOR SMART SPECIALISATION (RIS3) OF CASTILLA Y LEON 2014-2020 EXECUTIVE SUMMARY The Research and Innovation S t r a t e g y
SPECIALISATION (RIS3) OF CASTILLA Y LEON 2014-2020 EXECUTIVE SUMMARY INTRODUCTION 1 A MAIN FACTS & FIGURES OF CASTILLA Y LEÓN 3 Territorial framework
148 SMES, Entrepreneurship and Innovation OECD 2010 15 Executive Summary Innovation is one of the most fundamental processes underpinning economic growth, the driver of growth in output per unit of labour
The data also show substantial EXECUTIVE SUMMARY SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 17 shares of total activity accounted for by each of the sub-categories of micro,
The key characteristic of social EXECUTIVE SUMMARY SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 19 entrepreneurship is that it aims to provide innovative solutions to unsolved social problems through some form of business.
and supporting SMES in EXECUTIVE SUMMARY SMES, ENTREPRENEURSHIP AND INNOVATION OECD 2010 21 their efforts to upgrade their R&d,
and seed funding programmes for individuals in EXECUTIVE SUMMARY SMES, E 22 NTREPRENEURSHIP AND INNOVATION OECD 2010 the early phases of social entrepreneurship projects.
In March 2013, the EU executive, spearheaded by the commissioner for the Digital Agenda, Neelie Kroes, launched the Grand Coalition for Digital Jobs
Five policy areas The EU executive has identified five ICT policy themes that need to be addressed by the member organisations and EU officials:
Keeping the momentum A Commission spokesperson told Euractiv that the EU's executive is definitely viewing the Grand Coalition initiative as a success so far.
Commission Vice-president Neelie Kroes is in charge of the executive's wide ranging digital agenda, which is held by supporters to be an integral part of Europe's economic recovery.
European commission, DG Research (PROJECT MANAGER) About TEPSIE 3 Executive summary 4 Introduction 8 Defining social innovation 10 TEPSIE's definition of social innovation
AND RESEARCH Executive summary Although the field of social innovation is developing rapidly, at the time TEPSIE started in 2012,
i) the Context Executive (CE) Module which interfaces with other entities/context clients,(ii) the Context Processing (CP) Module which implements the core internal operations related to the context processing
and (iv) the Context Flow Controller (CFC) which performs context flow optimization activities (see Fig. 3). Fig. 3. Context Information Service Platform The Context Executive Module
The Context Information Base (CIB) provides flexible storage capabilities, in support of the Context Executive and Context Processor modules.
The Context Flow Controller configures the Context Processing and Context Executive Modules based on the requirements of the Management Application and the general guidelines from the Orchestration Plane.
As family firms are managed often by key family member executives, often only a few are involved in the decisionmaking process.
Academy of Management Executive, 15 (1), 64 80. Brush, CG, & Wanderwerf, PA. 1992). ) A comparison of methods and sources for obtaining estimates of new venture performance.
The Academy of Management Executive, 15,95-108. Pfirrmann, O. & Walter, G. H. 2002. Small Firms and Entrepreneurship in Central and Eastern europe, Springer.
European Policy Context 6 Executive summary of main outcomes of the workshop 9 1. Background to the workshop 10 2. Objectives and methodology 11 3. University
and Mark Makula, the experienced semiconductor executive, who gave the original duo credibility with suppliers
14 Executive Summary...17 1 Reviewing current rankings...23 1. 1 Introduction 23 1. 2 User-driven rankings as an epistemic necessity 23 1. 3 Transparency, quality and accountability in higher education 24
The web-site also includes a 30 page Overview of the major outcomes of the project. 17 Executive Summary Executive Summary Executive Summary Executive Summary Executive Summaryexecutive Summary Executive
from a managerial perspective, aiming to reach a wide spectrum of executives, including those without an IT background.
while providing a useful summary of the state of the art for other non-IT executives. Part III discusses how companies have carried out‘‘innovation in practice,
topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today's organizations as well as users behavior and needs.
and interviews to 80 European IT executives from different industries (finance, manufacturing, utilities, service, among others.
and interviews to 80 European IT Executives from different industries (finance, manufacturing, utilities, and service, among others), likewise.
Here, the challenge concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Volume of data Value of information BIG DATA Business Information systems Processes High High Technological perspective Business perspective Management Executives often have to make decisions based on information they do not trust,
Then the Chapter focuses on how IT managers and executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant
dedicated to the employees of a company and/or business partners This type of store aims to deploy applications for specific internal users based on their business role (executives, middle management, sellers, maintainers, retailers,
and executives on the options they have when facing challenges related to the lifecycle of mobile initiatives, from development and integration with enterprise information system, to a secure supply to the final users,
and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data).
Bring your own device for contractors Contractor Road warrior The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales
and family 16.100 5 IT Consumerization 5. 4. 4 The Boardroom Executive decision makers are more and more adopting tablet computers for decision support.
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
Avaya's strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives
providing insights on how IT executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context,
Topalian A (2003) Executive perspective: 1 The development of corporate identity in the digital era.
top-level executives traditionally relegate important IT related resolutions to the IT professionals in the company,
processes and relational mechanisms in a comprehensible relationship to each other (see Table 8. 2). Structures involve the existence of responsible functions such as IT executives and a diversity of IT committees.
mechanisms Tactics IT executives and accounts Committees and councils Strategic IT decision-making Strategic IT monitoring Stakeholder participation Business/IT partnerships Strategic dialog
and IT contribution and bring it to executives attention 2. Involve and get support of senior management 3. Encourage
and especially from the senior executives. Thus, companies must be able to better understand the complex playing field of their competitive environment as well as to put together a reliable set of governance techniques that are shared simple,
IT governance also requires the commitment and involvement of additional groups such as the board of directors, executives,
Taking the digital trends challenges into account, Fig. 11.1 summarizes the areas for digital management intervention by IT executives
and that high-impact entrepreneurs continue to shape the world for the better. 6 The Bold Ones Executive Summary
With a strong executive team in place Gopro has built rapidly out its infrastructure, increasing headcount from 135 employees to more than 400 within the last year.
REF 160614 In collaboration with A t. Kearney Fostering Innovation-driven Entrepreneurship in Europe 3 Contents Preface 3 Preface 5 Executive Summary 7 Section One:
then Scale up A European Agenda to Foster Innovation-Driven Entrepreneurship 11 22 44 57 1 Innovation Fostering Innovation-driven Entrepreneurship in Europe 5 Executive Summary
and Israel, led by a senior executive with enough credibility in the company to champion collaboration cases.
Second, BT involves senior executives early in the collaboration process, by organizing meetings with selected companies during dedicated off-site sessions.
Running an entire division aimed at providing digital services to UK SMES helps senior executives understand the perspective of smaller companies
the first question for executives will be whether they can understand the direction and forces underlying current shifts.
Gavin Patterson, Chief executive officer Jean-Marc Frangos, Managing director, External Innovation, BT Technology, Services and Operations European Institute of technology Daria Golebiowska-Tataj, Executive Board member
, European Investment Fund, Luxembourg Fostering Innovation-driven Entrepreneurship in Europe 61 Jeroen Van der veer, Executive Member of the Governing board, European Institute of Innovation and Technology, Hungary;
Overtext Web Module V3.0 Alpha
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