Collective force for social change

Sun Star
Orlan R. Ravanera


«Every time one hears of the word “cooperative,” what comes to one’s mind is that it is a form of a social enterprise where the poor come together to pool whatever financial resources they have to start-up a little business. Well, that’s correct. But cooperativism in this country is far more than that.

»The 24,000 cooperatives nation-wide with some 13 million members may have started their respective cooperatives with just that intention to improve their economic condition by harnessing their collective economic potential through self-reliance. Well, after all these years, they may have somehow broken the vicious cycle of poverty, but not quite.

»All through these years, the 24,000 cooperatives nationwide have worked so hard that they can now proudly claim total consolidated assets of some 430 billion pesos. That’s great but not so in the context of Philippine society.

»That consolidated amount is just the gross income of one billionaire, i.e. Henry Sy, in one year. That’s a drop in the bucket of the earnings of the 50 elite families who pocketed 70 percent of the GDP in 2012.

»Yes, in this highly skewed societal order, glaring still are the social injustices and gross inequities that are manifested almost in all fronts. The Filipino consumers suffer this kind of oppressive marketing setup as everything sold in this country passes at least five marketing layers. Because of these layers, a medicine that is bought in India at seventy centavos is sold in the Philippines at P50 or a bag of Ammonium Sulfate bought in Ukraine at P200 is sold to the farmers in Lanao or Bukidnon at P1, 500. Thanks to the cartels, conglomerates and monopolies.

»While a few elite has so much rakings, the great majority has to share the “shrinking pie.” Yes, sir, there is no such thing as inclusive growth in a country where big business seems to be in control.

»It is in this light that the cooperatives nation-wide are joining hands to become one strong national force, advocating for social change in tune with the time-honored and universally-accepted cooperative principles, foremost of which is democratic control and participation.

»Indeed, the people must participate in development processes and those in the margins must be drawn into the mainstream of development. This is the only way to empower the people so that wealth and power can be democratized.

»The cooperatives as they celebrate their month (October) are now giving notice to one and all that they have awakened and that they will not allow anymore poverty, vested interest and corruption to continue to supremely reign.

»The cooperatives’ awakening is part of the on-going world-shift for a major change otherwise the global system will collapse in less than one hundred years as the tipping point has already been reached because of the unsustainability in the ecology and unsustainability in the economy.

»If the unsustainability in ecology will continue manifested by global warming, extinction of species, melting of the iceberg, etc., and if the unsustainability in the economy will not be stopped where the wealth of the world’s few billionaires is equivalent to that of the combined assets of four billion people, then, life on earth may not be viable anymore.

»Economically, Let us be warned that if a few elite will have much too much and the many who are poor will have much too little, then, we will be facing circumstances horrible even to contemplate!

»Ecologically, let us heal the blighted land back to life to stop our accelerating drive towards ecological disasters or we all perish!»


Pulitzer Prize–winning journalist Clarence Page publishes his perspectives on the politics of race and social issues: «We tolerate too much inequality in this country,» he said

The Chicago Maroon
Stephanie Williams


«Page, who grew up in Ohio, said that his first encounter with segregation was at the colored fountain in a 10-cent and nickel shop in Birmingham, Alabama. His family had traveled to the South when he was just old enough to read the segregation signs, and his father found him in front of a “Colored” sign, turning the water on in hopes of seeing red or blue liquid flowing from the spout.

»After a loud laugh from the audience, Page added, “I’ll explain to you young people later what a nickel is.”

»Talking about race relations in America, Page replaced the traditional “melting pot” description of diversity with his “Mulligan’s stew” idea—that American society is a diverse society to which everyone contributes some individual flavor, and gets some back.

»Page also asserted the only issue Americans avoid more than race is class. Page agreed with Dawson’s statement that many Americans don’t like to talk about certain issues, especially when their privilege is liable to be stepped on. Page added that Americans have a tendency to divide by race so they don’t have to divide by class, and used a historical example to illustrate the resistance racial figures encounter when they try to approach class divisions; when Martin Luther King, Jr. tried to address the class divisions within the black community, his coalition began to break apart.

»One thing that Page emphasized throughout his commentary is that he believes there is still a need for change.

»“We tolerate too much inequality in this country,” he said. .../...»


The chocolate that is creating social change

Interactive Investor


«“When we first pitched the concept of a delicious Fairtrade chocolate that was owned in part by Ghanaian cocoa producers, a lot of people thought that it was a nice idea but not commercially feasible in the long run,” says Divine Chocolate’s managing director Sophi Tranchell.

»The British love chocolate. So for any chocolate maker, it’s one of the world’s most attractive markets. But it’s also one of the most mature: there aren’t many other consumer products where today’s principal brands remain those that have been known and loved over several generations. So when Divine – a young, small social enterprise – announced its plans to enter this market, perhaps it wasn’t surprising that there were a few sceptics.

»But how wrong the sceptics were.

»For a start, consumers did take to the chocolate. And second, Divine had a mission and a story to tell.

»It was formed in 1998 by Twin Trading (the company which also set up Cafédirect) and Kuapa Kokoo, a cocoa farming co-operative in Ghana. The initial investment came from Body Shop and the Christian Aid and Comic Relief charities. A £400,000 loan guarantee from Department for International Development (DifiD) enabled the fledgling company to secure funding and the means by which the farmers could earn their share in the business. “Two government departments worked together to assess our business plan,” says Tranchell, who joined the company as managing director in 1999 from a background in the film industry. “It was a pretty amazing bit of joined-up government.”

»Divine has a conventional legal structure – it’s a company limited by shares – but the farmers own 45 per cent and have two representatives on the board. It’s not entirely unknown for farmers to own their own brand – Ocean Spray and Kerrygold are examples – but Divine is showing the way for farmers in developing countries to see the power of brand ownership.

»Divine operates as a marketing and distribution company in the UK, sub-contracting the chocolate manufacture. The farmers supply cocoa, which is delivered to the chocolate factory in a traceable and sustainable supply chain, and receive a guaranteed Fairtrade price plus a social premium which the farmers invest in community improvements like drinking water, healthcare, and schools. Divine also invests two per cent of its turnover on “producer support and development” which funds the logisitics of democratic organisation and elections as well as initiatives such as a pilot educational radio programme. .../...»


Laboratory for Social Machines (LSM): Building systems solutions for social change

MIT Media Lab


«Digital networks have radically increased the speed and scope with which individuals can effect social change, transforming the relationship between people and institutions. But the impact to date of this transformation has been more disruptive and ad hoc, as opposed to constructive and systematic. Existing tools and practices for harnessing the potential of digital networks have failed to sustain a public sphere where institutions and individuals can come together to understand, learn and act constructively on societal problems. By building “social machines” that bring system solutions to such critical global challenges as gender equality and literacy learning, the Laboratory for Social Machines seeks to contribute to the creation of the next generation of the public sphere.

»What We’re Building

»Initial Social Machines work is focused on creating better “responsive systems” – the networks connecting individuals and institutions (government, schools, press, police, etc.) that underpin villages, cities and countries around the world. Elements of our responsive systems work include:

»▪ Social information feedback loops that create mutual visibility and accountability among key parties in a given domain, e.g.: Public Safety: Citizens + (Community) Police + Journalists. Literacy Learning: Students + Mentors + Schools.

»▪ Social impact indices – such as share of voice, happiness/well-being, learning milestones – at multiple scales from hyperlocal (villages and schools) to local (cities) to global (nations).

»▪ Corresponding theories of behavior change that link social impact indices to appropriate levels of action based on digital networks, with local indices driving community interventions (such as programs for literacy learning) and global indices driving national interventions (such as large-scale media campaigns).

»▪ Empirical impact evaluation and optimization based on controlled randomized trials that leverage the scale and efficiency of digital networks.

»How We’re Building

»To build social machines with systemic scale, Social Machines is developing methods and technologies in two main areas:

»▪ Grounded semantics and network analysis that enable large-scale analysis of content (semantics, sentiment) grounded in real-world events, and connections (social graphs, content links) within and across public social media, mass media and other data streams.

»▪ Pattern discovery, data visualization and mobile app technologies that analyze interaction patterns in relevant social systems, reveal the shared goals and behaviors buried in the mass of analytics and create new systems of social organization and public communication.

»Where We Plan to Deploy

»Social Machines will work with external partners to deploy responsive systems across multi-scaled social organizations (e.g., schools, villages, cities, nations) where people and machines can collaborate on problems that can’t be solved manually or through automation alone, including:

»▪ Gender equality, especially share of voice and public safety for girls and women;

»▪ Literacy, both removal of barriers to information access through spoken and visual alternatives to textual interfaces (“literacy vs. letteracy”) and networked literacy learning.»


«Newsletter L&I» (n.º 27, 2014-10-27)

Inovação disruptiva (Brasil)

Tenha um propósito maior do que o lucro [web] [intro]

Para presidente da EMC Brasil, TI no Brasil sofrerá revolução [web] [intro]

Segurança da Informação nas Pequenas e Médias Empresa é disruptiva [web] [intro]

Como priorizar seu orçamento de inovação [web] [intro]

Inovação disruptiva (Portugal, África lusófona)

A Inovação como Factor de Criação de Valor [web] [intro]

Inovação - Sucesso ou Catástrofe? [web] [intro]

Comportamento de manada entre os investidores faz aumentar o risco de disrupções e torna-lo permanente nos mercados financeiros [web] [intro]

Os 7 Segredos da Cultura de Inovação de Silicon Valley [web] [intro]

Innovación disruptiva

Innovación Disruptiva [web] [intro]

El cocinero estrella, empresario e innovador responde [web] [intro]

Innovación disruptiva en tecnologías de la Seguridad #dinnoTSec14 [web] [intro]

El almidón de yuca y su contribución con el petróleo venezolano [web] [intro]

Innovation perturbatrice

Les entreprises doivent continuer à innover afin de rendre plus probable l'émergence en leur sein de technologies perturbatrices [web] [intro]

L’innovateur, l’éternel perturbateur de l’ordre établi? [web] [intro]

La tarification dynamique est-elle le marché idéal? [web] [intro]

Insensibles aux innovations perturbatrices [web] [intro]

Disruptive innovation

The four disruptive innovations set to change retail [web] [intro]

Sustaining disruptive innovations in water [web] [intro]

Is Disruptive Innovation Dead? [web] [intro]

Disruptive Innovation Festival [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


Disruptive Innovation Festival

Disruptive Innovation Festival

Ellen MacArthur Foundation



»The Ellen MacArthur Foundation will stage the first Disruptive Innovation Festival (DIF) in 2014, bringing together thought-leaders, entrepreneurs, businesses, makers, learners and doers to catalyse system-level change for a future economy.

»Over four weeks, using a mix of online and face to face events, participants will have an abundance of opportunities to explore the economy through a different lens.

»A challenged linear ‘take make and dispose’ economy can be replaced by a more prosperous regenerative and circular economy - is this the ultimate disruption?









»The Festival’s working language is English. This year, knowledgeable facilitation will be provided in Spanish, French and Russian.

»Find a place, a space, a business or learning opportunity in the transition to a circular economy. Key actors are entrepreneurs and designers, innovators and educators, collaborators and competitors. We are all learners with something to contribute. .../...»


Is Disruptive Innovation Dead?

Is Disruptive Innovation Dead?

Management Today
Andrew Saunders


«What is disruptive innovation? Is Tesla disruptive? Is Airbnb? Is Apple? The 'commonsense' answer seems to be 'yes', but take a look at the textbook definition, and things aren't quite so simple.

»By these lights, Apple and Tesla don't even make it past the first fence. The classic disruptive innovation comes from below, and involves customers on the edge of the market seen as being insufficiently profitable. You could hardly describe the punters of either firm as unprofitable (Tesla's are arguably on the edge of the market, but, with entry-level pricing of around £50,000, they are undeniably well heeled).

»Even Prof Christensen couldn't make his mind up about Apple, initially opining that the iPhone was not disruptive, then rather tellingly changing his mind after it had sold a few million units in short order, apparently for fear that his acolytes would desert him if he couldn't explain such a phenomenal success.

»That's the sort of behaviour that gives business thinking a bad name, says contrarian consultant Alastair Dryburgh. 'The general standards of academic rigour in business schools, as compared with the rest of the university network, makes the business schools look poor,' he says.

»Disruptors also typically make use of new technology, which in turn allows them to develop a new and much cheaper business model. 'Giffgaff, for example, has no customer-service department, because 80% of what they would do is done by the network's members,' says The Foundation's James Alexander. 'Imagine how much money O2 could save if it could do that, too?'

»The other key characteristic of disruption is that it happens fast. This is what most worries CEOs of large companies - 'overnight' disruption that occurs before they can do anything about it.

»'I am convinced that disruption is a force of nature. Human beings are naturally inquisitive and always looking for new ways of doing things,' says Chris Outram at OC&C.

»So, from our original three 'commonsense' disruptors, only Airbnb seems to pass all the tests. It originated with unprofitable customers who wouldn't or couldn't pay for a hotel room, its business model is predicated on new technology and it has gained what the VCs call traction very fast indeed, with a $10bn valuation after only six years.

»On the other hand, you might think, why worry about the semantics of how many angels can dance on the head of the disruption pin, when you could be out there in the market, reaping the spoils of disruptive innovation for yourself? .../...»


Sustaining disruptive innovations in water

Sustaining disruptive innovations in water



«In the water industry, do not underestimate the role of sustaining innovations while keeping an eye out for disruptive innovations.

»Organisations dream about the development of the next "blockbuster" product that not only creates a high value but more importantly has the potential to make obsolete or disrupt the current product that is providing value to consumers. The video compact disc player, for example, disrupted the video cassette recorder technology, which was subsequently disrupted and displaced by digital video recorder technology. Disruptive innovations can happen in any industry and have also taken place in the water industry although not with as much intensity, speed and frequency as in some other industries such as the Information Technology industry.

»Membrane technology is generally considered disruptive in the water industry. Developed in the first half of the last century, it provided slower filtration, was more expensive and often leaked - compromising water quality, compared with the existing technologies of the day such as particle filtration.

»However, it took another 30 years or more before the technology even started to penetrate the market let alone displace the current technology. During this period, and even up to now, several innovations continue to take place. These multiple strings of innovations, which are each incremental improvements of the original disruption, can be referred to as sustaining innovations. Examples of such innovations for membranes include new material development and membrane housing improvements to achieve faster filtration, smaller footprint and better quality product water; streamlining processes and implementing strategies to lower production costs; adopting methods and best practices from other technologies to improve performance or add new attributes such as strength, durability, product integration and regeneration.

»Other innovations that further sustain the disruption include adopting and tweaking the technology for other applications within the industry such as the membrane bioreactor for wastewater treatment.

»Other sustaining innovation strategies could include applications of the technology to other industries, such as extending the use of membrane technology for separation and purification in the food and beverage, oil and gas, and pharmaceutical industries as examples.

»When an innovation from one industry is brought to another industry for the first time there is usually a high chance that it could be disruptive to the receiving industry. Ironically, sustaining innovations also provide an avenue for competitors to enter the market, who may have missed out on the disruption, although the incumbent has a head start.

»Over the last century, the pace of innovation in the water industry has been faster in the last 30 years than it has been in the first 70 years. Thus the best bet for enterprises in the water industry is to continue investing in sustaining innovations.

»However, enterprises should also keep an eye out for potential disruptions that could be game changing. To be more proactive they might consider partnering research institutes such as the Environmental & Water Technology Centre of Innovation in Singapore to co-develop the next disruption and work on sustaining these innovations.»


The four disruptive innovations set to change retail

The four disruptive innovations set to change retail

Internet Retailing
Chloe Rigby


«Stephan Schambach, founder of Demandware [IRDX VDMW], has zeroed in on the disruptive technologies he predicts retailers will have to deal with. “The pace of change will never be slower than it is today,” he warned, speaking at the ecommerce platform provider’s customer conference, Xchange ’14. Schambach set up one of the first ecommerce sites and founded platform provider Intershop before focusing on the cloud with Demandware. His comments came with a caveat: “There are many trends affecting your business so don’t take what I have here as the only or most important,” he said. “But those are the trends on my mind every day.”


»“There is going to be disruptive innovation in payment. The current situation with its hundreds of different payment platforms, and the security and convenience disadvantages of credit cards will all go away. One major step towards that is Apple Pay. To me this is the first time there’s enough of a force behind a revolution that will lead to more secure payment, more convenient payment without basically abandoning some of the instruments like credit cards that establish the payment flows in the back end. There will be others but I think for the first time they have the chance to get away from typing in credit card numbers which most customers are still doing.”


»“There is going to be a lot of innovation in logistics. Drones are probably the most talked about and they will play a role particularly in rural areas where the last mile is easier to cover with something automated. But you think about Uber and Delivery Hero, who are basically crowd-sourced logistics platforms, you will basically be able to ship from store by Uber using its automation and quality control. You may have more and very different logistics partners in the future than Federal Express and UPS. Of course this will only work if you have your store inventory under control. Only by doing so can you offer same day delivery.”

»Computing platforms

»There are advances in computing platforms. I believe in three years, for the purposes of ecommerce, the web browser will play no important role any more. Most user interaction is going to happen on mobile platforms, starting with smartphone size but getting to a 14-inch notebook replacement. For most of us this will replace notebooks, desktop computers. This has implications for ecommerce. It may have to have a strategy for native apps as the basic format. These devices are much better because they impact on all the senses, they can have a better payment experience integrated – such as Apple Pay. That may be a competitive pressure at some point not to have to rely on HTML.”

»Marketplaces – and brands

»“To me when it comes to ecommerce there is the marketplace, Amazon, eBay, Alibaba: they’re selling commodities. If you’re unfortunate enough to have to rely on these places, the marketplace always has the longer stick and you are on the short end of it. Whereas if you are the brand, you can make the brand grow and become much stronger even without the internet. Brands are really benefitting from the internet if they do the right things and keep innovating. At the same time they have to do this otherwise marketplaces may be taking over their distribution channel and their access to customers. The power of the brand and the power of the community, and the innovation around giving consumers experiences that they desire really unites us all.”»


«Newsletter L&I» (n.º 26, 2014-10-20)

Inovação disruptiva (Brasil)

Boa ideia x Bom Negócio x Negócio Inovador [web] [intro]

Seleção disruptiva, a jornada do novo líder [web] [intro]

Empresas digitais requerem novos líderes de TI, comprova pesquisa [web] [intro]

5 motivos muito errados para ter uma startup [web] [intro]

Inovação disruptiva (Portugal, África lusófona)

Tendências e soluções disruptivas para o mercado Backhaul [web] [intro]

O ecossistema de Inovação e Desenvolvimento Tecnológico do Cluster de Nanotecnologia [web] [intro]

Tavira prepara Semana EI UP para jovens empreendedores [web] [intro]

MY-FANS nova plataforma de descontos [web] [intro]

Innovación disruptiva

Los consumidores dictarán la disrupción tecnológica [web] [intro]

Ángel Caballero: «El gran reto es comercializar y comercializar el conocimiento» [web] [intro]

Innovación disruptiva y mercado [web] [intro]

Guayaquil disruptivo [web] [intro]

Innovation perturbatrice

Analyse critique de la littérature scientifique portant sur l’innovation dans le secteur public: bilan et perspectives de recherche prometteuses [web] [intro]

La capacité de Nike à rester une marque innovante et perturbatrice [web] [intro]

L’actualité perturbatrice du readymade dans le post-numérique [web] [intro]

Gartner livre son top 10 des tendances techno pour 2015 [web] [intro]

Disruptive innovation

3 things you need to know about disruptive innovation in higher ed [Educause 2014][web] [intro]

Creating the future through disruptive innovation [web] [intro]

The Disruption Machine. What the gospel of innovation gets wrong [web] [intro]

Disruptive innovations, enabled by technology, are allowing people to lead better, more efficient lives [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


Disruptive innovations, enabled by technology, are allowing people to lead better, more efficient lives

Disruptive innovations, enabled by technology, are allowing people to lead better, more efficient lives

The Guardian
Niall Dunne


«I know I wasn’t the only person who found some measure of irony in NY Fashion Week ending the day the Climate Week NYC events began last month. The two events remind us of the apparent tension and assumed trade-off between the creativity and materialism of today’s world and the challenge of securing a sustainable future for our planet. But, can the two coexist? Is there room for both a world of creative expression and materialism, and a sustainable, resource-efficient planet?

»The answer is yes. But the key is making sustainable choices aspirational, at scale. As well as needing political will, we need to harness business’ innovation and marry that with our knowledge of how to influence consumer behavior so we encourage greater adoption of sustainable practices.

»A better solution for the planet begins with imagining better solutions for the customer. Take the idea of connected living. Disruptive innovations, enabled by technology, are allowing people to lead better, more efficient lives. Look at Uber, ZipCar, Airbnb, Nest or PassivSystems. These companies are taking what’s “uncool” – thermostats, booking a car or finding a hotel - and making them aspirational. Consumers want to have these new “cool” technologies in their homes or on their favourites list.

»Just as important as creating smarter, innovative new products and services is the ability to translate innovation in the supply chain into competitive advantage. .../...»


The Disruption Machine. What the gospel of innovation gets wrong

The Disruption Machine. What the gospel of innovation gets wrong

Annals of Enterprise
June 23, 2014 Issue.
New Yorker
Jill Lepore


«Christensen has compared the theory of disruptive innovation to a theory of nature: the theory of evolution. But among the many differences between disruption and evolution is that the advocates of disruption have an affinity for circular arguments. If an established company doesn’t disrupt, it will fail, and if it fails it must be because it didn’t disrupt. When a startup fails, that’s a success, since epidemic failure is a hallmark of disruptive innovation. (“Stop being afraid of failure and start embracing it,” the organizers of FailCon, an annual conference, implore, suggesting that, in the era of disruption, innovators face unprecedented challenges. For instance: maybe you made the wrong hires?) When an established company succeeds, that’s only because it hasn’t yet failed. And, when any of these things happen, all of them are only further evidence of disruption. [...]

»Disruptive innovation as an explanation for how change happens is everywhere. Ideas that come from business schools are exceptionally well marketed. Faith in disruption is the best illustration, and the worst case, of a larger historical transformation having to do with secularization, and what happens when the invisible hand replaces the hand of God as explanation and justification. Innovation and disruption are ideas that originated in the arena of business but which have since been applied to arenas whose values and goals are remote from the values and goals of business. People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either. [...]

»Disruptive innovation is a theory about why businesses fail. It’s not more than that. It doesn’t explain change. It’s not a law of nature. It’s an artifact of history, an idea, forged in time; it’s the manufacture of a moment of upsetting and edgy uncertainty. Transfixed by change, it’s blind to continuity. It makes a very poor prophet.

»The upstarts who work at startups don’t often stay at any one place for very long. (Three out of four startups fail. More than nine out of ten never earn a return.) They work a year here, a few months there—zany hours everywhere. They wear jeans and sneakers and ride scooters and share offices and sprawl on couches like Great Danes. Their coffee machines look like dollhouse-size factories.

»They are told that they should be reckless and ruthless. Their investors, if they’re like Josh Linkner, tell them that the world is a terrifying place, moving at a devastating pace. “Today I run a venture capital firm and back the next generation of innovators who are, as I was throughout my earlier career, dead-focused on eating your lunch,” Linkner writes. His job appears to be to convince a generation of people who want to do good and do well to learn, instead, remorselessness. Forget rules, obligations, your conscience, loyalty, a sense of the commonweal. If you start a business and it succeeds, Linkner advises, sell it and take the cash. Don’t look back. Never pause. Disrupt or be disrupted.

»But they do pause and they do look back, and they wonder. Meanwhile, they tweet, they post, they tumble in and out of love, they ponder. They send one another sly messages, touching the screens of sleek, soundless machines with a worshipful tenderness. They swap novels: David Foster Wallace, Chimamanda Ngozi Adichie, Zadie Smith. “Steppenwolf” is still available in print, five dollars cheaper as an e-book. He’s a wolf, he’s a man. The rest is unreadable. So, as ever, is the future. .../... »


Creating the future through disruptive innovation

Creating the future through disruptive innovation

KM World
Art Murray


«Disruptive innovation is here in full force, with no sign of letting up. Let’s take a closer look at its effect on the industries we’ve just mentioned. [...]


»For more than a century, the U.S. Federal Reserve Bank, along with other large central banks in Europe and Asia, have provided the bulk of the world’s monetary currencies. Suddenly, over a dozen private digital currencies have emerged, with bitcoin being the largest and most widely recognized. Virtually anyone can create a crypto currency, the success of which will depend on how much the market trusts its stability, privacy and safety, and its ability to keep regulators at bay. This one disruption alone will likely impact every industry on the planet.

»Travel and hospitality

»We’ve already seen the first wave of disruption as travel agencies and proprietary reservation systems have given way to online services like Priceline, Travelocity and Expedia. Now a huge second wave is underway. [...]


»As we’ve discussed in previous articles, institutional medicine has not kept up with the pace of technology. Along with space tourism, medical tourism is a disrupter that allows people to bypass the labyrinth of delays and obstacles in their home country and receive treatment elsewhere. The more that mainstream medicine fails to keep its practices up-to-date and its customers satisfied, the more we’ll see healthcare versions of Uber and Airbnb popping up.

»The common denominator in all of this is knowledge. More specifically, unclogging artificial barriers to a consumer’s ability to access timely, accurate and relevant information. And as the knowledge economy and digital economy converge, disruptive innovation will only accelerate. .../...»


3 things you need to know about disruptive innovation in higher ed [Educause 2014]

3 things you need to know about disruptive innovation in higher ed [Educause 2014]

Education Dive
Roger Riddell


«IIn a packed general session at Orlando’s Orange County Convention Center Tuesday, Harvard Business School’s Kim B. Clark Professor of Business Administration, Clayton Christensen, explained the theory of disruptive innovation and what it means for higher ed.

»To paraphrase the best-selling author of eight critically acclaimed books, a disruptive innovation is, in the simplest terms, one that transforms a complicated, expensive product into one that is easier to use and more affordable than the one most readily available. This decentralization, he says, looks to the outliers of the core product’s audience — those who may not have previously had the skills or capital — and opens the doors. Meanwhile, the major player doesn’t pay attention to this new product because it is effectively offering “worse products with bad margins.”

»This concept should sound familiar to anyone in higher ed, as it echoes exactly the scenario MOOCs were predicted to bring about. Through that lens, let’s take a look at Christensen’s three key takeaways.

»1. Disruption competes with non-consumption

»A disruptive force, like a company providing massive open online courses, is theoretically able to take hold because it offers a product to people who, as mentioned above, aren’t otherwise being served by the core business. Christensen explained this using Digital Equipment Corporation, a now-defunct manufacturer of mainframe computers. When the personal computer debuted entered the market in the 1980s with a lower price point for average consumers, DEC didn’t shift its market due to the lower profit margins, as well as the idea that the PC was more of a toy — an inferior product, as new entrants in a market are often painted. The company was gone by the ‘90s.

»To be fair, though, higher ed has generally been good about adjusting to disruption. For example, despite the negative attention given to for-profit education, the common model of continuing and online education present at many higher ed institutions was influenced by the University of Phoenix founder John G. Sperling’s approach to reaching working adult students on their on time, at their convenience.

»Now facing significant enrollment declines and budget crunches, higher ed would be wise to continue embracing and adapting disruptive forces for its own good.

»2. Disruption doesn’t target the core business

»Piggybacking on the first point, disruption doesn’t offer what a major player in the space is already offering. In keeping with the MOOC example, companies like Coursera, Udacity, and edX were seen as disruptive because they brought the idea of scaling university-quality courses to a massive global audience for free (or now in Coursera and Udacity’s case, a fraction of the price — but we’ll get to that shortly). They weren’t trying to be institutions in and of themselves, but they did outsource human capital (professors) from institutions to deliver their product. Regardless of users’ success, the MOOC providers weren’t selling people on an institution and its perception so much as they were “selling” them easier access to desired knowledge and skills.

»Christensen described this with Elon Musk’s Tesla cars, which he says won’t ultimately be the disruptive force in the automobile industry because the company is selling $100,000 cars to the people who can afford them. They are luxury vehicles. He sees the gas-powered automobile market’s disruption gradually progressing as the tech powering electric vehicles improves, starting from smaller electric carts and shuttles before moving to cars the average consumer can afford.

»In that sense, it’s easy to draw parellels with Udacity’s evolution to a provider of “nanodegrees,” as its MOOC product’s delivery gradually evolved into low-cost skillset certifications for high-demand tech jobs.

»3. Disruption demands modularity

»When disruption occurs, Christensen said, where money is made in the future is not the same place as it was in the past. For a major company or organization to survive disruption, it must have modularity — the ability to rearrange itself and use its various pieces as needed. Christensen cited a former student from Norway who returned to teach at a university in that country. When he had to return the U.S. at one point, he continued teaching that course using an iPad attached to a robot that he could control remotely, letting students see him and letting him see their work, highlighting the disruptive ability students now have to learn from anything they desire from anyone anywhere.

»Already in higher ed, the concept of the “multiversity” being championed by Stanford StartX company EdCast proposes allowing students to mix and match what curriculum, teachers, and resources they want from several institutions. For what its worth, EdCast gained 300 new partners this week when it joined forces with the Open Education Consortium.

»Going back to Udacity and nanodegrees, this could be as simple for colleges and universities as offering shorter, more flexible programs to students wanting certification for specific skillsets instead of entire degrees. Full degrees will still have a market, as many companies value the additional critical thinking and creative skills that come with the liberal arts, and prestigious universities like Harvard will be in demand for the foreseeable future. But institutions must adjust to the students who want a figurative buffet of education options, as well.

»Of course, a number of colleges and universities are already working toward modular programming: 2U, for example, has helped expand a number of schools’ online degree offerings to include master’s degrees in fields like teaching and business administration. These programs are aimed particularly at working adults who may not want to pack up and relocate to another state to go back to school.

»The forces disrupting higher ed aren’t likely to slow down and go away anytime soon, but, as Christensen’s presentation made clear, colleges and universities should take note of the fates of companies like DEC and adapt to the future if they wish to survive. .../...»


«Newsletter L&I» (n.º 25, 2014-10-13)

Confeitaria, doceria, panificação, pastelaria (Brasil)

Panificadores: transparência tecnológica é apresentado [web] [intro]

Congresso Internacional discute futuro do trigo [web] [intro]

Studio Cake (SP) inova com receita de bolo de churros [web] [intro]

A linha Refrigeração Versatile da Macom permite receber contentores Gastronorm e Euronorm (600 mm × 400 mm – caixas plásticas e assadeiras de panificação e confeitaria) [web] [intro]

Confeitaria, doceria, panificação, pastelaria (Portugal, África lusófona)

Dilma na padaria [web] [intro]

Elevada taxa de empregabilidade na pastelaria [web] [intro]

TECNIPÃO - 4.º Salão Profissional de Máquinas, Equipamentos e Matérias-primas para a Panificação, Pastelaria e Confeitaria [web] [intro]

A tradição do “bolu” (bolo em indonésio) no país foi iniciada pelos portugueses [web] [intro]

Confitería, panificación, pastelería, repostería

¿Cómo será Madrid Fashion Cake 2014? [web] [intro]

AIMPLAS acaba de completar el desarrollo de un nuevo envase totalmente biodegradable para productos de panadería y pastelería a partir de los residuos generados por la propia industria [web] [intro]

Mike McCarey, master class en Think in Cakes, 2ª edición de la Feria Internacional de Repostería Artística en A Coruña [web] [intro]

Gominolas y chocolate con ingredientes dietéticos funcionales: Innovación Alimentaria del International Food Technology Summit & Expo México 2014 FTS&Expo [web] [intro]

Boulangerie, confiserie, pâtisserie

Le régime sans gluten: la solution à tout? [web] [intro]

Le moulin de Signy-l’Abbaye lance une brioche artisanale longue conservation [web] [intro]

Les Étoilés du Pearl : 5 chefs étoilés Michelin proposent un rendez-vous gastronomique au Pearl [web] [intro]

L'Institut Paul Bocuse lance un programme Pâtisserie, Viennoiserie et Boulangerie en partenariat avec l'Ecole Lenôtre [web] [intro]

Bakery, pastry making

3D Printed Mini-Pastries Called ‘Edible Growth’ Created by Dutch Industrial Design Student [web] [intro]

Former White House Pastry Chef Bill Yosses and Yonah Kalikow, Winner of the First Lady’s Healthy Lunchtime Challenge For Massachusetts, at the Let’s Talk About Food Festival [web] [intro]

Introducing students to the art of tasting [web] [intro]

Make a Cronut at Home: New Cookbooks from NYC Bakeries [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


Make a Cronut at Home: New Cookbooks from NYC Bakeries

Make a Cronut at Home: New Cookbooks from NYC Bakeries

Publishers Weekly
Joy Bean


«Something’s in the air in New York City, and it may well be the scent of baked goods. In fact, it may well be coming from one of the three popular bakeries in the city whose proprietors have books coming out this month: Dominique Ansel Bakery, Baked, and Ovenly.

»Dominique Ansel Bakery may have opened in November 2011, but it became famous worldwide in May of 2013, when it unleashed the Cronut™ on the world. Fans of the pastry will be happy to hear that Ansel, creator of the croissant-doughnut hybrid, has included the recipe in his debut cookbook, Dominique Ansel: The Secret Recipes (Simon & Schuster), which will be published on October 28. The book “speaks about not just recipes, but about creativity,” said Ansel. “You can teach a person to follow instructions and make a cake, but my hope is to inspire them to innovate further.” […]

»Another Brooklyn-based bakery lauded for its sweets, Ovenly, opened in September 2010 on Greenpoint Avenue. The co-founders, Agatha Kulaga and Erin Patinkin, decided on that space out of convenience. “We both live in Brooklyn and we wanted to be there because we wanted to stay close to home,” said Patinkin. Now that they’ve been open for four years, convenience certainly isn’t the top reason they like having a shop in New York. “I feel really fortunate having a shop here because there is so much excitement around food,” said Kulaga. “We’re near the ferry so we get a lot of tourists, but also locals, and everyone is very supportive of our shop.” The two also appreciate that New York is filled with foodies. “New York is a place were people really love food. From the guy who fixes our walk-in refrigeration to our regulars, the people appreciate the craft of food,” said Patinkin. Kulaga agreed and added, “There are so many chefs and food entrepreneurs in New York, and it is a close-knit community so we’re fortunate to have a business here and thrive the way we’re thriving just four years in.” .../...»


Introducing students to the art of tasting

Introducing students to the art of tasting

Annie Haddad


«Last August, Laurent Meric, Director of Cacao, made a presentation about chocolate at PCW Melbourne to the French Year 7 classes.

»Meric is a French Master chocolatier/pastry chef, member of the Academy Culinaire de France and co-owner of Cacao Fine Chocolates and Patisserie in Melbourne.

»Meric has worked at some of the most prestigious locations around the world, including “La Tour d’Argent” in Paris. After arriving in Australia in 1999, he worked at the Inter-Continental Hotel during the Sydney Olympic Games, and later moved to Melbourne to work as the executive pastry chef of Laurent Bakeries.

»Beginning in 2004 , Cacao has established itself as a market leader in the industry for its innovation, techniques and multiple awards. .../... »


Former White House Pastry Chef Bill Yosses and Yonah Kalikow, Winner of the First Lady’s Healthy Lunchtime Challenge For Massachusetts, at the Let’s Talk About Food Festival

Former White House Pastry Chef Bill Yosses and Yonah Kalikow, Winner of the First Lady’s Healthy Lunchtime Challenge For Massachusetts, at the Let’s Talk About Food Festival



«ChopChop founder Sally Sampson is challenging former White House Pastry Chef Bill Yosses and Yonah Kalikow, 10-year-old Massachusetts’s winner of the First Lady’s Healthy Lunchtime Challenge, to come up with a twist on hummus, the classic Middle Eastern bean dip. Watch as Bill and Yonah cook side-by-side and demonstrate live on stage how kids can create their own healthy dips at home. The cooking demonstration will take place at 10 AM at the third annual Let’s Talk About Food Festival in Copley Square on September 27, 2014.

»“We are thrilled to be part of this year’s Let’s Talk About Food Festival – a one-of-a-kind event on all things food,” says Sampson. “We could not think of a better way to demonstrate how cooking can be fun and easy for kids than to have these two White House veterans join forces in an interactive and engaging demonstration.”

»Yosses recently joined ChopChop Kids as Director of the ChopChop Cooking Lab, an initiative to introduce hands-on cooking instruction and nutritional literacy as a way to eradicate the childhood obesity epidemic. Yosses was inspired to link healthy food with delicious food while working with First Lady Michelle Obama and her Let’s Move initiative. .../... »


3D Printed Mini-Pastries Called ‘Edible Growth’ Created by Dutch Industrial Design Student

3D Printed Mini-Pastries Called ‘Edible Growth’ Created by Dutch Industrial Design Student

Debra Thimmesch


«Edible Growth is hardly poised to save the world, but it’s an ingenious start. The shell of the croquette is produced using a 3D printer. Layers of yeast, seeds, and spores are printed in a basket-like form reminiscent of intricate, lattice-work crusts of traditional pies and pastries. The process of “growing” the small pastry takes five days. The end result is a complete and rather pretty amuse-bouche from which spring edible plants–something like baby greens–and mushrooms from the small gaps in the pastry. A longer growing period intensifies the taste and scent of the food.

»There’s nothing artificial about the ingredients and you print the individual “starters” on demand, so there’s no waste aside from one you and your fellow diners can’t finish. The Edible Growth 3D printer is small and the ingredients it requires are very nutritional–little space is required for this method of food production. While Edible Growth is at the appetizer stage of development, there’s little doubt that it will inspire innovation on a broader scale. Recently, the French company, Nestle, announced that it is working on its own, seemingly more elaborate version of the replicator, referred to as “Iron Man,” to be released widely in 5 to 10 years. However, there’s something quite charming in the relative simplicity–seemingly far less “Sci-Fi” than the Nestle project–of Rutzerfeld’s healthy and beautiful 3D-printed treats. .../...»


«Newsletter L&I» (n.º 24, 2014-10-06)

Inovação na gestão prisional (Brasil)

Seminário Gestão Prisional e o Paradigma da Reintegracao Social [web] [intro]

O drama da humilhação nos presídios de Alagoas [web] [intro]

Governo do Estado lança a Ouvidoria Penitenciária [web] [intro]

Teleassistencia em saúde nos quatro presídios federais [web] [intro]

Inovação na gestão prisional (Portugal, África lusófona)

Paula Vicente, Prémio Agostinho Roseta na categoria de Estudos e Trabalhos de Investigação, com o estudo Inovação e Gestão da Mudança em Meio Prisional: Uma experiencia em cinco Estabelecimentos Prisionais Portugueses [web] [intro]

Passaporte para a Liberdade: Soluções inovadoras no Sistema Prisional [web] [intro]

Conselho de ministros: Justiça com cinco novos diplomas [web] [intro]

A APAR esteve na 1ª Comissão da Assembleia da República, na sua Comissão de Assuntos Constitucionais Direitos liberdade e Garantias, para defender a Petição para uma Amnistia e Perdão de Penas [web] [intro]

Innovación en la gestión penitenciaria

Primera Sesión de Consejo de la American Correctional Association (ACA) Chapter México: Sistema Penitenciario Mexicano por su Transformación [web] [intro]

Encuentro Regional Gestión y Administración Penitenciaria en el contexto de los Derechos Humanos y la Seguridad Integral [web] [intro]

Pan de Libertad: una propuesta de reinserción social y productiva a través de la inversión del tiempo de la población reclusa en el Centro de Orientación Femenino de Obrajes (COFO) [web] [intro]

Seminario de Derechos Humanos en la sede de la ONU en Uruguay: el sistema uruguayo erradicó hacinamiento carcelario de adultos y debe disminuir prisión adolescente [web] [intro]

Innovation dans le management pénitentiaire

Pierre Botton, l'homme qui veut changer la prison [web] [intro]

Le pénitencier de Derby, dans le nord-ouest de l’Australie, est un établissement innovant qui respecte la culture des détenus aborigènes [web] [intro]

Comment introduire un petit peu de «nature» en milieu carcéral ? [web] [intro]

Prisons ouvertes, un pas vers la réinsertion? Réalisé par Bernard Nicolas. Un film co-écrit par Anne Hirsch [web] [intro]

Innovation in prison management

ART vs REHAB launches free Critical Tool Kits [web] [intro]

Operation Place Safety [web] [intro]

Inside Innovations: Turning Inmates into Entrepreneurs. The Starting Line [web] [intro]

Sustainable Prison Project Connects Inmates to the Environment [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional