Institute for Prospective Technological Studies (IPTS), in Seville (Spain) a group of experts from regions and
This first EUA-JRC workshop gathered 40 experts from 18 European countries, across both EU 15 and EU 12
EUA nominated university experts through consultations with its â€oecollective†members, the national rectors†conferences, who selected experts with experience of
regional cooperation to advise on good practices and guidelines for the new Smart Specialisation agenda
develop RIS3 in collaboration with leading experts. This includes peer review activities where regions present their RIS3 strategies
Miguel Angel Aguirre Spain Andalusia Adviser, Andalusian Regional Government Ministry for the Economy, Innovation, Science
Sue Brownlow England (UK) Cornwall Adviser to Cornwall County Council Jo Banks England (UK) Cornwall Cornwall County Council
Senior Adviser Armin Mahr Austria Federal Ministry of Science and Research Head, coordination research locations & EU
Alexandre Almeida Portugal Norte Head Adviser, Regional Development Unit Borut Ronä eviä Slovenia National government
priority and cooperation themselves using external experts and consultancies, and cohesion funds are broadly spread and therefore not necessarily supporting the strongest strategic centres.
The report involved policy and business experts across the globe in exploring the changing nature of innovation within the
In 2006, the Independent Expert Group on R&d and Innovation, chaired by Esko Aho, published its landmark report,
provides flexibility for employers and security for employees against labour market risks and holistic early years†provision in Reggio
public service employees, such as transport drivers, to avoid being responsible for cash amounts After the success of the pilot, the service was implemented permanently, and
personal needs of the employees who frequently have addiction or debt difficulties. The centre is also becoming a community hub in which local
the make up of any Koispe †at least 35%of the employees must be those with mental health problems;
employees. Previously, the island had been economically dependent on the island†s mental health institution. When the institution closed down, the new
software developers, designers, marketing and business experts as well as those who have knowledge of specific areas of social need-to a two-and-a
4 to 7 people, including civil servants from the Regions, politicians, experts and citizens. Participants raise their own questions,
professions, and the idea that the expert knows best. Many of these methods have been helped greatly by the ability of the web to draw in a far wider
employees to make suggestions about working conditions and practices. The kinds of suggestions elicited may include, for example, the introduction of
possess both tacit and explicit knowledge †as citizens, employees, service users and so on. This knowledge is crucial in improving services and making
A report exploring skills gaps and shortages in paid employees within the voluntary sector in England found that skills gaps are apparent across the
their employees, likely because staff have to be skilled multi to perform a variety of functions.
employees-and many employers, particularly smaller ones, resort to volunteers to cover the work. While a majority of employers formally assess
employees to see an NGO as a springboard to more prestigious posts outside of the NGO sector-move on to the public or private sector or into prestigious
the employees, but also contributes to a better relationship between the organisation and the national government,
Report of the Independent Expert Group on R&d and Innovation Appointed Following The Hampton Court Summit, Available at
decision-making more expert and more democratic†Democracy Journal 7 Available at http://www. democracyjournal. org/article. php?
rise of innovations like the Expert Patients programmes, or Patient Opinion Public policy has turned also towards the household, through innovations like
involving users at every stage as well as experts, bureaucrats and professionals; designing platforms which make it easy to assemble project
She decided to shake the hands of every one of the 8, 500 employees of
renowned experts spend between two and six months helping the government to identify problems and explore original solutions on issues
44) Quality circles are a group of employees who volunteer to meet up to identify, analyse and solve work-related problems.
idea that †the expert knows bestâ€. Many of these methods have been greatly helped by the ability of the internet to draw in a far wider range of people and
Visits from external experts can be an aid to training and formation or, as in the case of SEKEM, they can keep
of the employees and staff. It is always a useful exercise for a venture 4
how innovations can be diffused among service providers through experts intermediaries, and collaboration. However, we argue that the design of
199) Barefoot consultants. There is an important role for consultants and those with specialist knowledge †who can act as knowledge brokers and
advisers in the new systems. It is best if they seek to diffuse information acting as educators, rather than protecting their knowledge through
intellectual property and charging for access 5 98 THE OPEN BOOK OF SOCIAL INNOVATION Organisation and scale
The Expert Patients Programme (NHS/EPP) is an example of this trend, where citizens with particular medical conditions provide
authorities, experts, and local citizens. Together they formulated and implemented a series of community-based interventions intended to
academic journals †which sit alongside consultants adept at looking at companies†IP, or their R&d pipelines, spotting patterns and possibilities
277) Innovation champions are individual consultants who produce ideas network to find what else is being tried,
Consultant for companies that develop eco products and designer of a line of eco-clothing.
experts in their respective fields 138 THE OPEN BOOK OF SOCIAL INNOVATION Innovation platforms There are different types and forms of platforms,
seven people, including civil servants from the Regions, politicians, experts and citizens. Participants raise their own questions,
394) Secondments of public sector employees into †skunk worksâ€, innovation teams, and projects to develop service innovation
The Neighbourhood Renewal advisers in the UK are one example 1 166 THE OPEN BOOK OF SOCIAL INNOVATION
401) Secondments of public sector employees to community organisations and private enterprises, and vice versa 402) Collaborative structures for more innovative service design
decision-making more expert and more democratic. †Democracy Journal. †No. 7, Winter 2008 1
517) Users as producers †such as the Expert Patients Programme, which teaches users to manage their own health conditions more effectively
report on risk and innovation 1 the UK Government scientific adviser, Mark Walport, states that â€oedebates
1. Annual Report of the Government Chief Scientific Adviser (2014) Innovation: Managing Risk, Not Avoiding It The
lack of resources, lack of skilled employees, lack of easy to use technology adapted to SMES,
1 This major survey covered SMES with 10-249 employees, in 13 EU Member States plus Norway (the gross
Some Member States have taken action to attract ICT experts from third countries. Bringing in outside expertise is costly,
consultants to help prepare for the organisational changes required by e-business Complexity of regulations Although today†s regulatory environment seems to accommodate ebusiness
consultants, SMES tend to avoid the legal risks of engaging in cross-border commerce Readily available basic legal information,
8 SMES10=enterprises with between 10 and 249 employees 9 large enterprises are considered by Eurosta the enterprises with more than 249 employees
e-mail web -presence phases FN, September 2002 Digital Business Ecosystems page 8 6%of Spanish SMES10, 9%of Italian SMES10,
Elements, like the employees resistance to the change, the non-support from the 10 20.2.02 Eurostat Statistics In focus newsletter ISSN 1561-4840 KS-NP-02-012-EN-N
educational events, initiatives from employees, etc. is used as a measure of their importance as a source of innovation-related information (see Table I
Educational events for employees Initiatives from employees Organization of work (teamwork, job rotation, etc Organized communication in the firm
Spontaneous communication in the firm Social events and shared free time activities Five-point Likert-scale 1 Â Insignificant to
Business service firms and consultants Accounting companies Banks Firms in the same industry Firms in other industries
ten employees (i e. micro-firms), and strongly dependent on the work contribution of the entrepreneur and that of his or her family.
are, in fact, as much experts in innovation and technological development as they are potential sources of finance and
Support Employee Owned Devices...97 5. 4 Business Scenarios for IT Consumerization...98 5. 4. 1 Work from Your Phone...
amount of) facts rather than intuition by experts or individuals. Nevertheless, we believe that management challenges and opportunities of Big data need for further
data access to customers, employees, and value-chain partners, further cultivating emotional connections 27. An example, is described the case by Awargal and
experts or individuals. However, as shown by Lavalle et al. 28 in a research on more than 3, 000 business executives in 108 countries and more than 30 industries
diffusion of data scientists among the employees 5 In addition, it is worth noting that data were considered not by interviewees
-ing managers decision making and employees perform their work Thus, integration orientation is one of the determinants of organizational
customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and
employees (more than 60,000), and efficiently moving of data from, for example servers in Singapore to a Hadoop cluster in the UK data center
Furthermore, talent management and employees reten -tion have to be considered as a core target for the success of a Big data strategy
The center has a staff of about 300 employees (most of them, characterized as ††hardcore data scientists†â€), located in San ramon and around the globe, as well
organizes employees into reference disciplines, such as, e g.,, machine learning statistics, and operations research, among others. Furthermore, centralization of
a consequent need for employee retention; reusability in technology. 6 6 ††The reason is you can†t find the talent,
3. Improved accessibility, by providing the ability for the employees to access work applications and files from everywhere
and employing more experienced consultants in this field, which would have a better response time for the future emerging
4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support and management
4. Based on the last point, there will be a possibility of losing the expert employees, which would create a problem for the company
in case it wanted to bring the old systems back due to the insufficient performance by the cloud
, how it grants employees access to physical and virtual assets, how it monitors these employees,
or how it analyses and reports on policy compliance and the little or lack of visibility into the hiring standards and
practices for cloud employees. This risk can lead to situations like financial impact, brand damage and productivity loss
Also it has to prepare better plans for its employees training and development in order for them to be able to cope with changes
not have a good impact on employees performance; therefore, careful change management techniques should be applied in such a situation in order to ease the
The opposition of the employees needs to be addressed and carefully dealt with, which can be achieved by examining the reasons for the resistance and
communications and employee development which can be achieved by additional training 16. Moreover, and most importantly, top management support should be
/contractual/policy umbrella including employees, contractors and business part -ners. Whereas, untrusted consumers are those that may be authorized to consume
The experts involved with the prediction process do not see each other, remain anonymous and don†t know how many experts are involved.
This helps to prevent them from influencing and encourages objectivity 2. Feedback: The survey feedback gives the participants an idea about the main
is the majority consensus (50%experts) representing the prediction team†s opinion. The top and bottom quarter percentile (each representing 25%of the
experts) represent the prediction deviation 4. Convergence: Through multiple reverse feedback make the final prediction
The purpose of the Delphi Method is to achieve a consensus among the experts on the subject being evaluated.
the concerned users and IT department employees, whose jobs will be altered or removed 3. Implementation strategy.
Validate with cloud subject matter experts Documented understanding of what will be achieved by comparing the strategic
employee development. Corp Commun An Int J 8: 268†277. doi: 10.1108 /13563280310506430 17. Maurer R (2005) Taking stock of change management.
personal devices by employees for work, as we are going to see in Chap. 5 on the IT Consu
the IT organization, dedicated to the employees of a company and /or business partners •This type of store aims to deploy applications for specific internal
-pany-owned as well as employee-owned) in the network of a given company. In summary, they focus on risks and challenges for company data privacy and
including advertising as well as mobile marketing experts 9 For further details on the impacts of sensor technologies on business innovation, we refer the
signals (i e. from employees. With this scope, the team built up tools able to increase the participation, involvement and cooperation of end users in general
-tionships among employees, creating new spaces for knowledge and infor -mation sharing; on the other hand, opening the boundary of a company
As a consequence, Nokia†s employees were able to enhance their capabilities in sharing and finding useful information through social media, opening new con
Also, it is normal to see employees using their own technological devices at work, and blurring the lines between personal machines and work-focused ones
since employees can take them anywhere and access any variety of content, e g.,, from the ††cloud††they subscribe to. 1
However, increasing numbers of employees have become more self -sufficient and creative in meeting their IT needs.
individual employees can choose their own type of device to do their work, are beginning to flourish in the business world 3. Now, organizations in general and
employee wants to use, not what they want to provide A major driver of mobile device usage in the work environments has been the
Employees can be more productive due to permanent access to business data and transactions, and communication facilities.
employees will be more mobile and will use own devices and services. This can lead to a better customer satisfaction as well as its corresponding financial
started by having employees bringing their own devices to the business, thus, it Limited connectivity
individuals and achieve a better retention of employees by offering them job satisfaction and the freedom to unfold their creativity for the benefit of the
among the enterprise†s employees as well as better recruitment process by using social media platforms 9 •Operational opportunities:
the employees using their own devices. Adding to that, more flexibility and mobility will have positive effect on working from remote locations, like home
collaboration initiative at the staff, enhance the employees ability to work in virtual teams, and increase peer influence
which would help employees to increase online interaction and online data access, while using approved applications deployed via the
to this topic are based on the fact that the devices that the employees are using are
and tablets, only one third of the employees at those companies were aware of such
when the employees tend to keep passwords PINS and credit card details on their personal devices
1. Increased risk of loss of value in cases when employees bring bad reputation to the organization†s name
1. Corporate governance and compliance control over employee-owned devices will not be optimal 2. Since the consumerized personal devices may be owned
3. It is hard to discriminate between user and company data on the employee -owned devices,
-nesses in the private life and property of employees Category 3: Risks Affecting Data (Confidentiality, Integrity and Privacy
device is owned by the employee 4. increased risk of the corporate data being hacked due to external attack
and help employees do their jobs better. Therefore, many authors have provided their perspectives about how to take the advantage of IT
Today†s employees are more technically capable to find their own ways to use their own devices in order for them to be more productive at work environment
For example, if an employee knows heshe may later need access to a file created on hisher work computer,
computing landscape and the countless number of employees using consumerized devices. These devices form IT challenges for the IT departments
Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best
practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise They may help organization to develop a stronger user-centered strategy and
This covers employees from human resources and legal to IT, corporate services, and most impor -tantly, end users.
security model for employee-owned devices. This means shifting focus into a broader vision. In other words, instead of focusing solely on securing hardware
and social platforms capabilities through web-based apps, employees can be productive regardless of whether they work at the office or remotely.
employees at the company 5. 4. 3 Bring Your Own Device for Vendors An independent contractor for several construction companies can controls hisher
Many of the nowadays employees are exploring this strategy. They are interested in achieving productivity gains by using their own mobile devices, such as
in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.
This strategy encourages talented employees and contractors, especially those in creative roles to stay at the organization.
management, attracting and retaining valuable employees 16. These motivational reasons are explained in the following points, according to 16
When employees are away from their desks, devices that provide access to information related to work can increase their collaboration
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their
Attracting and retaining valuable employees. Providing employees with a con -trolled freedom of information access would encourage best employees to stay at
the firm and would attract and retain valuable employees as important assets of the enterprise.
As a result, enterprise human resources departments are moving toward rich consumerization of IT environments to improve workplace satisfaction 16
5. 7 Considerations Related to IT Consumerization The consumerization of IT is unrestricted not an strategy, nor appropriate in all
Nowadays, as a consequence, employees expect and demand more freedom at work environment. They want to have instant access to the types of applications
websites and 63%ban their employees from saving personal data and files on company†s computers.
-ticularly applied to the case of young employees since this category of workers expects to have access to the same technologies at work that they are familiar with
Yammer can enable companies to offer their employees functionalities that are similar to Facebook and Twitter and at the same time to work in accordance to the
and regarded by the experts who follow the enterprise social networking market. The employees who use Yammer can set up user profiles,
send and receive ††tweets††like messages, participate in discussion forums and receive
consumer gadgets that executives and employees are already bringing to work such as tablets and smartphones.
Avaya also allows its employees to make the mobile phone acts as an extension of the corporate network.
That means employees can transfer calls from their desk to their mobile phones as they are leaving their offices,
strategy, since the company has realized that the employees will use their own devices at the workplace,
contractors and employees in joint ventures, likewise. Shell†s Airwatch MDM platform supports around 6, 000 individual devices.
employee-owned Apple and Android phones, and tablets that meet its minimum operating system requirements POINT OF ATTENTION:
and support employees own devices References 1. Nunziata S (2011) The consumerization of IT. CIO Insight, p 8
and supporting employees who work for them to move beyond institutional boundaries, they can find new resources and solutions to their problems.
or employees, these organiza -tions use social collaboration tools to improve efficiency, solve problems, create
interacting with experts, since they can practice their unprofessional skills while practicing their hobby 20
that the decision makers need to develop security models for employee-owned devices, addressing key concerns such as, e g.,
identity-related motivations security experts see as constraints and causes for a limited accuracy of costs estimations 8
from a qualitative expert interview study, uses Balanced Scorecard (BSC) 16,17 concept as a basis for a decision support approach, resulting in an Enterprise
and understood by employees in order to be transmitted effectively to people in the outer context of the organization,
activities, when employees are in charge of a given touch point, or as indirect ††testimonial††of the brand in their everyday life, reinforcing its reputation, like
in investigating the role of employees about the management of reputation by businesses in social media 24
managing employees and reputation in social media. J Mark Manag 1†26. doi: 10.1080/0267257x.2013.813577 25.
Similarly, business managers and employees think Table 8. 1 Governance benefits for risks associated to key decision making areas
can include legal department, business experts and ICT specialists as well as external vendors. Most importantly, those team members need to realize that they
serious security issue as various consultants and subcontractors were working with highly confidential citizens†data.
topic of research that underwent a very wide spread among academics, consultants and managers 8. In fact, the business model was established as the independent
team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of
made up of financial experts, kids entertainment professionals, software devel -opers, startup experts and creative.
The idea of a financial education tool for children has been developed also by other companies, but with a somewhat lower
The advantages, compared with traditional expert recognition of emotions, lay in a higher objectivity, the ability to capture all the micro-expressions, even when
to conduct with employees and customers As an example, it can be used to test whether a given set of information affects
emotions or not-whether in customers or in employees-while executing a process or interacting with a tool;
individual employees can choose their own type of device to do their work, and this can be their own private personal one
Support Employee Owned Devices 5. 4†Business Scenarios for IT Consumerization 5. 4. 1 Work from Your Phone
These international experts also state that there is a need to develop attractive conditions to entice innovative migrants
However through extensive collaboration with enterprise and industry experts, the model incorporates reference points to the industry state of the art
and up-skilling of the unemployed such as in the case of ex-Waterford Crystal and Talk Talk employees.
TSSG research teams comprise some of Ireland†s leading telecommunications and software engineering experts; this knowledge and expertise has enabled us to work with academic and industry leaders from around the globe.
respondents and numerous global and European experts from academia and civil society I would like to thank all project participants, and in particular the
an employee †Start up †Assessing the success factors for an entrepreneur in establishing an innovative organization
and number of employees, in particular identifying and realizing win-win opportunities for collaboration between market leaders and market
partners, advisers and enablers who transfer know-how and create opportunities for growth Figure 4: A Life cycle Model for Entrepreneurship6
These results are more positive than many experts engaged in the project expected. However, when compared with
innovative start-up as an employee. 12 Figure 10 details a conceptual model for the factors influencing whether
as an employee (37%)than those starting their own venture (29%.%These results indicate that policy-makers
Employees of the Finnish start-up Rovio had developed 51 programmes, none of which was a commercial success
Union (EU) now favouring work as an employee. Another is the prevailing attitude towards entrepreneurs, which, while
with less than 10 employees), constituting the preponderant majority of the 20.6 million SMES in Europe in 2013.31
venture capital experts say the sector is stronger than the long-term data indicate Today, non-European investors recognize
employees, partners and customers Barclays Open Innovation: 55 The project began with a survey of business units, which
A team of 15 ABB employees collaborated with Fastned to develop the concept DSM/Provexis:
Could you estimate what proportion of SME employees in your country are working in innovation-driven SMES
export advisers residing in major target markets, who provide advice and market information, as well as assistance
enterprises is expressed by entrepreneurs†expectations concerning the increase in employee numbers as well as their ambitions on the international market.
in countries at the same development level, expectations of early-stage enterprises concerning a fast increase in employee
numbers (i e. more than 10 employees in five years and over 50%of growth) are lower,
they might encourage a corporate culture with spin outs and employee circulation; and they might view being located in a strong and innovative entrepreneurial ecosystem as a long-term value.
relevance of other difficulties increases, including severe competition, availability of skilled employees and managers, and
in start-ups as employees and as founders. Individual attitudes and skills can be influenced effectively by direct
programmes and often lead to employees founding their own businesses Connecting and partnering to help
employees to join their ventures Providing mentoring to new founders Providing more opportunities for potential entrepreneurs to
advisers for young European change -makers Global Shapers Hub, DÃ sseldorf We propose fostering an active
join a start-up as an employee, and the factors related to the successful growth of a venture
Adviser and Knowledge Partner: A t. Kearney Kai Engel, Partner and MD, Germany, Lead Partner for
Tobias Schmidtke, Senior Consultant, A t. Kearney Germany Bohuslav Sobotka, Prime minister of the Czech republic Fridolin Stary, Head, Group R&d, Wacker Chemie, Germany
Krisztina â€oez†Holly, Adviser, National Advisory Council for Innovation and Entrepreneurship, USA Daniel Isenberg, Professor of Entrepreneurship Practice
Guriqbal Singh Jaiya, Director-Adviser, Innovation and Technology Sector, World Intellectual Property Organization WIPO), Geneva
Harkesh Kumar Mittal, Adviser and Head, National Science and Technology Entrepreneurship Development Board Department of Science and Technology, Government of
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