Holidays, vacation, break, rest, changes...

Johannes Itten, Las cuatro estaciones / The four seasons / Les quatre saisons

«Primeramente, viene la formación y la cultura del hombre, después podrá formar unas imágenes. En arte, lo más importante no son los medios de representación y de expresión; mucho más importante es el hombre, con su carácter y su humanidad. Por ello, las reglas y las leyes sólo son unas tablas de orientación que se colocan en la vía de la creación artística. Mientras que los colores sean cautivos del mundo de los objetos, pueden ser percibidos y pueden quedar definidas las leyes que los rigen. Pero su íntima esencia queda oculta a nuestra mente y la intuición es la única capaz de captarla.»

«First comes the cultivation and creation of the individual; then the individual can create. It is not the means of expression and representation that count in art, but the individual in his identity and humanity. Hence rules and formulae can be no more than signposts on the way to color fulfillment in art. So long as colors are bound to the world of objects, we can perceive them and recognize their relationships; their inner essence remains concealed from our understanding, and must be grasped intuitively.»

«D’abord vient la formation et la culture de l’homme, ensuite il peut à son tour former des images. En art, ce ne sont pas les moyens de représentation et d’expression qui sont les plus importants, mais bien plutôt l’homme, avec son caractère et son humanité. C’est pourquoi les règles et les lois ne peuvent être que des tables d’orientation que l’on place sur la voie de la création artistique. Tant que les couleurs sont captives du monde des objets, elles peuvent être perçues et l’on peut définir les lois qui les régissent. Mais leur essence intime reste cachée à notre raison et seule l’intuition est capable de la saisir.»

Johannes Itten, Arte del Color / The Elements of Color / L’art de la couleur (1961)


«Newsletter L&I» (n.º 47, 2015-03-30)

Design Thinking (BR)

Gisela Blanco (Projeto Draft): «Verbete Draft: o que é Design Thinking» [web] [intro]

Eduardo Pazinato: Inovar para pesquisar e agir [web] [intro]

Eduardo Freire: Design Thinking – Inovação em Gestão de Projetos ou Gestão de Projetos de Inovação [web] [intro]

Carlos Carlucci (Country manager da Vocalcom Brasil): Design Thinking e o contact center [web] [intro]

Design Thinking (PT)

Beatriz Ferreira (Espalha Factos): «2ª Edição Novabase Gameshifters. No dia mundial do sono, aqui pouco (ou nada) se dormiu» [web] [intro]

Novabase: Design Thinking é o nosso principal modo de innovar [web] [intro]

Luís Paulo Salvado (Novabase): Design Thinking [web] [intro]

ESAD – Escola Superior de Artes e Design de Matosinhos: Primeira Pós-Graduação em Design Thinking em Portugal [web] [intro]

Design Thinking (ES)

Annabella Quiroga (Clarín): «El design thinking modela a los nuevos negocios» [web] [intro]

Tatiana Gutiérrez: Reglas de oro de Asus para innovar y ser creativo [web] [intro]

Juan Ramis-Pujol: Los fundamentos del Design Thinking [web] [intro]

Planimedia: «Design Thinking: lleva al Consumidor a tus reuniones de Marketing» [web] [intro]

Design Thinking (FR)

Laurence Jaillard (La Tribune - Acteurs de l'économie): «Les voies du design thinking» [web] [intro]

CPi: Le Design Thinking [web] [intro]

Le design thinking apporte de l’eau potable en Inde [web] [intro]

Digital Humanities, un MBA au cœur d’une pédagogie innovante [web] [intro]

Design Thinking (EN)

Making design thinking work. Discussion board: Design Thinking [web] [intro]

Kriston Capps (@kristoncapps): Doomsday Architecture Is More Relevant Now Than Ever [web] [intro]

d.school promotes Design Thinking on campus [web] [intro]

We Love Health Literacy: «Other Things We Love: Design Thinking» [web] [intro]

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4.0 Internacional


We Love Health Literacy: «Other Things We Love: Design Thinking»

Other Things
We Love: Design Thinking

We Love Health Literacy


«Design thinking is a step-by-step way to approach the creative process. Much in the way that you would follow steps to conduct an experiment or program an app, you can use design thinking to guide your creative process. And it puts the end-user at the center of your thinking, which is something we really, really love.

»The best part is that you don’t have to be a designer to use design thinking! It’s intended for anyone trying to come up with a creative solution to a problem. Try it the next time you’re faced with a health communication challenge.

»Here’s how it works:

»1. Empathize with the target audience by becoming an audience member or involving yourself with the group (for example, try to do the activity yourself or observe and talk with members of the target audience)

»2. Define the specific problem based on your observations during the first step

»3. Ideate as many possible solutions to the defined problem —push yourself to think outside of the box

»4. Prototype by building working examples of the possible solutions

»5. Test your prototype with users to see if it successfully addresses the defined problem

»You can repeat any step as often as needed until you find a solution or product that works.

»Want to learn more about design thinking? Try the 90-minute design thinking crash course from the Institute of Design (d.school) at Stanford. The school has popularized the method by introducing it to a variety of fields, including business, medicine, and science.

»The bottom line: The next time you have a problem to solve, try using design thinking to come up with an effective user-centered solution.»


d.school promotes Design Thinking on campus

«The d.school, although primarily for graduate students, still has opportunities for undergraduates (Courtesy of the d.school).»

d.school promotes Design Thinking on campus

The Stanford Daily
Leela Srinivasan


«Founded in 2003, the Hasso-Plattner Institute of Design, known as the d.school, is still exploring how exactly it fits into the larger Stanford community, according to those who regularly utilize the school.

»The core idea of the d.school, according to d.school Executive Director Sarah Stein Greenberg, is based on its human-centered approach. More and more classes across Stanford are beginning to employ “Design Thinking,” a user-friendly methodology of solving the world’s problems, brought to life with stages of empathy, ideation and prototyping, and which focuses strongly on the user.

» “You need to understand and empathize with the users who you’re designing for before you develop the business type of solution,” Greenberg said. “Often people start with new technology, or an idea, but it’s not until later that you do any piloting to find out whether that idea is useful. Design thinking flips that on its head —we need to understand what matters to the people we’re designing for.”

»Recently, the d.school employed eight “Experience Assistants,” or EAs, as faces which people can associate with the d.school and reach out to with any questions. These EAs are a diverse group of students with previous d.school experience who are interested in passing along the lessons they’ve learned to others.

»One of these EAs, Alex Scully B.A. ’13 M.A. ’14, came to Stanford as an undergraduate on the pre-medical track before she discovered the d.school.

»“I realized that I wanted to be a doctor because I wanted to help people, and I realized I couldn’t help people until I knew what they were really about,” she said.

»Following this realization, Scully decided to pursue psychology and sociology and began exploring the d.school more closely.

»“I had learned so much about the intricacies of people, and that’s who we were designing for,” she added.

»The d.school and Design Thinking have also manifested themselves in students’ extracurricular experiences.

»Elizabeth Woodson ’15, the president of the ASSU, credits Design Thinking for her successful campaign last year. She began with a simple question: What does Stanford need? But instead of attempting to come up with the answer herself, she used a key tenet of Design Thinking —empathy— and posed that same question to the student body.

»“We knocked on doors and asked everyone ‘What do you think Stanford needs?’ and we got a huge range of answers, but started to see some really important themes that we built our campaign around,” Woodson said. After her win, she noted, “it was really interesting to see that the empathy had paid off.”

»Though the d.school can sometimes seem graduate-student-centric for some undergraduates, as three-quarters of the students involved are graduate students, there are many opportunities for interested undergraduates to get involved, according to Greenberg.

»Pop-Up Classes are offered in the winter and spring quarters, which are brief forays into the world of the d.school and Design Thinking. These classes meet a few times a quarter for a condensed amount of time, and many are open to students of all years and majors to get a taste of Design Thinking and design methodology. There are also events held at the d.school like Pitch Night, in the fall and winter, an open house where students present their projects.

»“If undergrads want more exposure to Design Thinking, one thing they can do is take a product design class; for example, ME101 involves Design Thinking and hands-on making skills,” Greenberg said.

»For freshmen and sophomores, there is also the popular “Designing Your Stanford” class, or, for juniors and seniors, “Designing Your Life”–two-unit workshops highlighting aspects of the design process.

»The d.school does not grant degrees of its own. Rather, in keeping with its interdisciplinary style, it simply serves as a place to build design-related skills to use in other fields of study.

»“There are assets of Design Thinking that are very broadly applicable,” Greenberg said. “There’s interests from all different places. For example, there’s a woman working on the intersection between law and design, and there was also a class taught by a med school professor and designer about redesigning the neonatal center at the hospital. That’s where design can play an important role, because these are profoundly human experiences.”

»Scully was quick to add that it’s not about what someone is studying, but rather a curiosity and interest to learn more, and to apply that knowledge in a different manner.

»“If you’re introverted, extroverted, a social scientist or a biomedical engineer, I would recommend taking a design class,” Scully said.

»“I think [not taking a class at the d.school] is like not ever climbing Hoover Tower, or not ever walking the Dish, or not ever taking a technology class, or something like that,” Woodson said.»


Kriston Capps (@kristoncapps): Doomsday Architecture Is More Relevant Now Than Ever

Doomsday Architecture Is More Relevant Now Than Ever

Kriston Capps (@kristoncapps)


«The 1970s saw a fascination with building utopias that could endure extreme climates. Thanks to global climate change, we need exactly that type of design thinking today.

»Nothing that Frei Otto ever built looked crazier on paper than it did in real life. That may be one small reason why the late architect, who died earlier this month, won this year’s Pritzker Architecture Prize: He made the fantastical tangible. Otto made visionary work seem doable.

»Look at Otto’s unbuilt 1971 vision for housing an Arctic town alongside the vast tent-like roofing structures he designed and completed for the Munich 1972 Summer Olympics. The utopian dome city looks downright humble in comparison.

»The Arctic project was never a modest proposal, of course, or a realistic one. Designed with Kenzō Tange, Arctic City envisioned a climate-controlled community living under a 1.2-mile-diameter inflatable dome rising nearly 800 feet in the air. The architects devised a sophisticated skin for the dome to admit light and preserve heat over a vast area (more than 10 million square feet). As for heating such an enormous facility in such an extreme environment, the early-1970s designers gave a hand-waving answer: Atomic energy would take care of it.

»Arctic City was at best a speculative proposal borne out of the enthusiasm for utopian planning, and at worst an example of the manifest destiny with which planners of that time saw even extreme frontiers. The most space-operatic architecture today can’t compete with designs such as Cesar Pelli’s Urban Nucleus at Sunset Mountain Park for sheer scale.

»“Knowing what we now know, it’s tempting to laugh at the naivety of that generation. Nobody lives on the moon, we’ve never been to Mars and hundreds of thousands of people do not live in orbital space colonies,” writes Douglas Murphy in an April 2014 essay for Icon on Arctic City. “To a large extent, the future of that period wasn’t mistaken, but defeated. Since the energy crisis, and the end of the Cold War, the notion of large-scale planning for specific outcomes has become quaint.”

»With respect to Arctic City, the dome may have been defeated twice: once by society, once by nature. Whereas it made sense in the 1970s to anticipate the Arctic as an inflexible extreme, today, thanks to global climate change, the Arctic is more of a moving target.

»Assuming things like atomic power made allowed architects to dream beyond their stations. It enabled them to think about problems that were too far out to address.

»Now that climate change threatens to turn the familiar into the frontier, there’s a welcome place for impossible thinking.

»For years now, the pavilion has dominated the design sphere as a place for exercising the imagination. As a typology, it’s personal, consumption-oriented, and capitalist to the utmost. That was lots of fun, but it’s about time architects got back to scheming about the weird future for the collective. Should we live under vast domes? Undersea cubes? Floating pyramids? The weird future is no longer a thing that’s out there, in space or under the sea. For a lot of climates, it’s on the horizon.»


Making design thinking work. Discussion board: Design Thinking

«Making design thinking work. Discussion board: Design Thinking»

Business Standard
Sonali Chowdhury & Ankita Rai


«Inspired by the spectacular rise of Apple and IDEO, design thinking is increasingly being seen as a better way to deal with the growing pressures on growth and innovation. But it remains a mystery for many people interested in introducing this approach into their decision-making processes. Demystifying it is the focus of this discussion.

»Our experts attempt to answer two questions:

»One, is design thinking better than the traditional approach to problem-solving, brainstorming and decision-making?

»And two, what sort of training do managers need to successfully implement design thinking within their organisations?

»Nitin Pai (Senior VP, Marketing & Strategy, Tata Elxsi): “It is not an alternative to problem-solving and decision-making: Nitin Pai”

»Design thinking is definitely starting to be talked about. Some companies that manufacture and market consumer-facing products tend to be slightly ahead in their understanding of design thinking as there is direct feedback from customers who use the product. This kind of thinking hasn’t seeped to all service providers, especially firms in the B2B space that are also beginning to realise the importance of putting the end consumer in the centre of their design and development process.

»It is possible to do several things involved in a product/service creation cycle with technology but unless you bring the whole framework of design thinking into what you are doing, you will be solving problems that are being manifested today, and not have a foresight or vision in developing solutions for the future. At Tata Elxsi, we have pioneered the I-Cube framework for guiding design thinking. This I-Cube (Insights-Innovation-Implementation) fosters a design-thinking way for all company activities.

»Executive leadership in organisations are interested more in the external results-based metrices —these could include sales from new products, number of patents filed, customer satisfaction scores etc. If we can connect the measurement to the impact of the use of design thinking on the top or bottom line of the company, that would be a powerful metric to measure and monitor in the long term. Design thinking provides a context to considering what would make the product or service better without automatically focusing on the problem but going beyond it; for example —Apple’s retina display, which is a combination of superior technology and best-in-class customer experience.

»Some organisations and executives tend to think that design thinking is an alternative to problem-solving, brainstorming and decision-making. It is not; these are among the many methods that we can use in the process of design. On the contrary, design thinking is about putting the consumers first and being able to envision the consumer journey in the process of consuming the product or service.

»As a starting point, every employee in the company should be exposed to how the company’s product or service is actually delivered and consumed by the end consumers; this extends to internal consumers/customers and their needs too.

» Ripul Kumar (CEO, Kern UX): “Decisions are not based on what and how much, but on why: Ripul Kumar”

»Traditional problem-solving is outcome driven, while design thinking is a process and not an outcome. It is usually applied when humans are a part of the problems (they usually do) and deep innovation is required. Design thinking starts with an enquiry - deep human enquiry. The enquiry is about humans, their lives, beliefs, goals, motivations, environment, and how they interact with systems. Design research is empathetic in nature —feeling what users feel, do as users do— be in their shoes. With this, the solutions are more focused, innovative, and are iteratively tested with real people at all stages of innovation.

»The role of CIOs across the world is changing drastically. The traditional tools of analytics or market research are inadequate when it comes to offering organisations deeper understanding of why people are behaving in a certain way - they only provide the how much and what. Product design decisions are no longer based on what and how much, but on why. Many of these decisions directly impact customer experience. These customer experience decisions cannot be taken if people in the organisations don’t understand why consumers behave in a certain way with their products.

»There is a need of strong design leaders who can inject design thinking within an organisation. We have worked with the US, European and Korean companies for design research and innovation projects in India and found that only a few companies use design thinking in India. While companies sound excited, they back out because it is a new process and they cannot justify it to ‘management.’ It also demands high involvement of people from the organisation, higher time and the cost for design thinking experts.

»Dr. Reddy’s, for instance, has taken the journey of design thinking-based innovation by collaborating with global design firms on a few projects. Some of the Indian companies are also trying to set up internal design teams.

»Employees need to be trained in tools for design thinking. The four key tools for design thinking are empathy, visual thinking, quick prototyping and iterative testing with real users. Each tool is new and difficult to master; however, with a lot of practice, teams can master some tools to make their products a great experience for users.

»Vinodh Chelambathodi (Executive VP & chief human resources officer, Intellect Design Arena): “CHROs and CIOs must collaborate for people-friendly platforms: Vinodh Chelambathodi”

»Today when boardrooms are busy trying to decode the human factor connected to a product or process, we foresee design thinking altering the landscape of management and perspectives of people. It is making organisations and start-ups think what people really look for, from a product or process.

»The uniqueness of design thinking is that the fundamentals on which it is built and the metrics of measurement are one and the same —desirability, viability and feasibility. To implement design thinking across the organisation, CHROs and CIOs must collaborate for people-friendly engagement platforms and take it to every corner in the organisation. At Intellect Design Arena, we have built an enterprise social network (ESN), which is rooted in design thinking. ESN has led to more collaboration, talent management through engagement and performance dialogue improvement in productivity. Not to forget the high engagement and reduced attrition, a challenge for any organisation.

»An interesting way to implement design thinking is to follow a benzene structure, similar to six-edged structure of a benzene molecule, which is formed by six members —a product architect, an engineer, a tester, a quality person, a pre-sales consultant and a sales person. All these members play a crucial part in the life of the product and pool together their ideas at every stage of the product evolution. This results in a product that challenges engineering, meets quality and offers product as per requirements.

»Now comes a crucial question, how to train people to brainstorm on the lines of design thinking. Let them start thinking as to what they make is at the meeting point of of three circles —a venn of desirability, viability and feasibility. Let them prototype it; it would take few iterations for them to arrive at the best solution. That’s how it happens. Design thinking is a highly explorative pursuit.

»Mahesh Nayak (Chief Operating Officer, SAP Labs India): “It is no longer a business catchphrase, but a working model: Mahesh Nayak”

»DDesign thinking is a suite of tools, methods and processes, which is used to present new solutions to any kind of challenge. It is a process for innovation that uses the product designer’s sensibility and methods to match people’s needs with technologically feasible and marketable solutions. In essence, it refers to a way of building products or solving problems with a holistic and multi-dimensional approach. As a methodology or style of thinking, it combines empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality and feedback to analyse and fit solutions to the context. All this helps create a solution that meets user needs, while generating revenue and driving business success.

»Design thinking is no longer a business catchphrase, but an actual working model that supports successful product development as it provides a way to channel creativity into more relevant business solutions. If implemented correctly, it can enable new products and not just better iterations of previous products. It is not only a process but is also a mindset within an organisation. It is essential for this mindset to be reiterated through workshops and engraved in the DNA across various functions of an organisation. Employees need to understand its importance and, therefore, it is important to create a constant flow of communication. Keeping the booming start-up culture in mind, how companies use this model inside their development strategy will shape the next decade.

»At SAP today, design thinking is a key focus for which classes and coaches are provided. Individual lines of business conduct workshops to ensure the inculcation of the culture of design thinking.»


«Newsletter L&I» (n.º 46, 2015-03-23)

Inovação nas estratégias de diversificação (Brasil)

Lívia Andrade, Globo Rural: «Menos riscos, mais retorno! Programa de Gestão Integrada da Propriedade Rural estimula adoção de estratégias para diversificação de atividades» [web] [intro]

Diversificação e Biogeografia da Biota Neotropical [web] [intro]

Uma estratégia de diversificação pró-ativa [web] [intro]

Participação do Brasil no Salão de Paris deve aquecer parcerias [web] [intro]

Inovação nas estratégias de diversificação (Portugal, África lusófona)

Alves Rocha, Expansão: «As difíceis vias da diversificação económica num contexto de diminuição generalizada de recursos financeiros (1.ª parte)» [web] [intro]

Defendida continuidade da diversificação da economia nacional angolana [web] [intro]

Empresas devem diversificar estratégias para a promoção da igualdade de género [web] [intro]

Candidatura de Estratégia de Desenvolvimento Local para o Algarve Interior Central [web] [intro]

Innovación en estrategias de diversificación

Juan Manuel Vieites, Secretario General de Anfaco-CECOPESCA: «Es necesaria una estrategia de diversificación y expansión internacional, a través de la innovación» [web] [intro]

¿Qué beneficios a la economía de Perú dará el Plan Nacional de Diversificación Productiva? [web] [intro]

Víctor Álvarez R.: «De la maldición de la abundancia a la bendición de la escasez» [web] [intro]

Consolidar una cultura exportadora en la República Dominicana [web] [intro]

Innovation dans les stratégies de diversification

Anne-Laurence Gollion, Le nouvel Economiste: «La fusion fait partie des options qui séduisent pour diversifier le modèle économique, surtout pour atteindre la taille critique afin de bénéficier d’économies d’échelle» [web] [intro]

Stratégie de spécialisation/diversification ANSOFF [web] [intro]

Les nouveaux métiers d’Alcatel. Interview avec sa directrice générale, Patricia Boulanger [web] [intro]

Helen Clark (Administrateur du Programme des Nations Unies pour le développement): Discours à l’occasion de la Conférence Internationale sur l’Émergence de l’Afrique [web] [intro]

Innovation on diversification strategies

Abdullah bin Sauod Al Thani, Governor of Qatar Central Bank (QCB), quoted by The Peninsula Qatar: «Diversification is the need of the hour particularly as the needs of big-time global investors must be met» [web] [intro]

Permaculture for US Farms: Strategies for Diversification [web] [intro]

Ramping up the conversation around diversity in the innovation economy [web] [intro]

The powers of the Energy Union [web] [intro]

Licencia Creative Commons Licencia Creative Commons
4.0 Internacional


The powers of the Energy Union

The powers of the Energy Union



«An integrated energy market will offer European citizens freedom, security and growth. Solidarity among Europeans will be vital to the success of this project, write Joseph Daul and Jacek Saryusz-Wolski.

»Joseph Daul is the President of the European People's Party (EPP), Jacek Saryusz-Wolski is EPP Vice President, MEP and Co-Chair of the EPP Energy Ministerial Meetings. This op-ed is based on the EPP leaders declaration signed during the EPP Summit.

»The Energy Union will be a driving force for freedom, security and growth in Europe. It paves the way for an integrated energy market that will benefit European citizens and businesses. And, this project will reinforce the leading role of the European Union on the international stage and will contribute to a more stable and prosperous neighbourhood on the doorstep of the EU.

»We are witnessing the creation of the Energy Union at a particularly challenging time. The grave crisis in Ukraine and its impact on our relations with the Russian Federation have significantly affected the EU’s political agenda. These events will also clearly influence the new approach of the European Neighbourhood Policy to be launched by the European Commission in November. Only if we act in unity, can the European Union stand firm against these kinds of geopolitical manipulation.

»We need to seize this opportunity to pursue new strategic energy partnerships and markets. If we do so, we can reduce our dependence on a single, monopolistic supplier and at the same time strengthen our geopolitical position. We need to diversify by investing more in the development of a Southern Gas Corridor and by boosting our strategic energy partnership with the United States, as well as giving more priority to our Mediterranean Energy Partnership and Energy Community.

»The Energy Union is not a project made in Brussels for Brussels. The Energy Union means increased competitiveness for European industry and lower energy prices for consumers.

»Our priority will be to make sure that Europeans become “prosumers” in order for them to choose what types of energy they consume and thus reduce the cost to their households. Buildings and transportation must become more energy efficient. We also want to foster the use of sustainable, low-carbon technologies, enhance the digital economy and boost the use of indigenous energy sources, including renewables, in each Member State’s energy mix.

»This will not happen in one day. That is why we are also calling for a more stable and competitive legal environment in Europe, including transparency for all energy supply contracts. This will attract investors, allowing us to modernise our infrastructure and create more growth and jobs in Europe. We also need to stimulate innovation and research, and a part of this is our commitment to investing in a sustainable energy industry. Not only for today, but also for tomorrow.

»Whether from Paris to Warsaw, Berlin, Madrid or Sofia, regional cooperation will be the driving force for change. Only by implementing a bottom-up approach based on cooperation among the EU Member States we will be able to achieve a fully integrated, efficient and productive energy market.

»This initiative will strengthen Europe by diversifying and securing our energy supply sources. An integrated energy market will offer European citizens freedom, security and growth. Solidarity among Europeans will be vital to the success of this project. Let’s work together to build an Energy Union that will boost prosperity for the people of Europe and enhance the position of the EU in our neighbourhood and around the world.»


Ramping up the conversation around diversity in the innovation economy

Ramping up the conversation around diversity in the innovation economy

USA Today
Rick Jervis


«Joshua Mitchell came to SXSW this year hoping to discover an African-American venture capitalist firm willing to fund his start-up, jeniusLogic, which builds mobile applications for the music and entertainment industry.

»What he found instead were some painful truths about the tech industry: black venture capitalists are a rare species and the overall tech sector is not a very diverse place.

»“There’s a big disconnect between people of color’s culture and the technology industry,” said Mitchell, who is black. “Right now, it’s a little difficult to navigate.”

»Diversity in the tech sector and its lack thereof —has become a growing theme at SXSW, one of the biggest tech gatherings in the U.S. The buzz around diversity here comes after information released by companies last year confirmed the workforce at leading tech companies is vastly underrepresented by minorities.

»African Americans and Hispanics make up about 5% of the staffs at Yahoo, Google and Facebook, compared with about 14% nationally, according to data released by the firms last year. Visits from Jesse Jackson to tech events like the Consumer Electronics Show and company shareholder meetings have further ramped up the conversation around diversity in the innovation economy.

»This year at SXSW, more than 100 sessions were aimed at diversity in the tech sector, including panel discussions, keynote speeches and meet-ups. That number is only slightly higher than previous years, said Hugh Forrest, head of SXSW’s Interactive section. But a key difference is that the majority of those sessions have been moved to the Austin Convention Center, rather than satellite venues, which allows attendees easier access, he said.

»Event organizers focus each year on bringing more diversity-themed sessions, as well as drawing a more diverse range of badge-holders, Forrest said. Though growing each year, the sessions are still just the tip of the iceberg, he said.

»“We want to have a lineup that reflects what we think should be a more diverse tech ecosystem,” he said. “We still have a long, long way to go.”

»Part of the problem is a lack of support system for minority students that would encourage them to pursue computer engineering and other tech fields and help them achieve those goals, said Hank Williams, founder and chief executive of Platform.org, a non-profit group that helps increase the interest and participation of blacks, Latino and women in the tech industry.

»“Social capital” —or the network of mentors and professionals that help shuttle students from high school through college and onto tech careers— is greatly lacking in black and Hispanic communities, he said.

»“The Silicon Valley perspective is that everyone’s here because they deserve to be here and they’ve worked hard —and that’s really bull,” said Williams, who participated in a panel Sunday. “The reality is everyone who is successful had someone who helped them get there.”

»Throughout SXSW, attendees flitted in and out of panel discussions with names like, “Diversifying the Tech Workforce” and “Creating Inclusive Start-up and Tech Ecosystems.”

»This year’s SXSW also seemed to have a greater number of social gatherings by Latino and black entrepreneur groups, said Laura Weidman Powers, co-founder and CEO of CODE2040, a San Francisco-based non-profit that helps blacks and Latinos enter the tech sector. The name stands for the year that minority groups are expected to be the majority in the USA.

»“This is my fourth time at SXSW and definitely over the last few years I’ve seen a huge increase in the conversation in and around diversity at the conference,” she said. “There are more social events and more conversations around diversity and tech, which is extremely encouraging. The dialogue around these issues has changed and evolved a lot over the last year.”

»On Monday, her group announced a partnership with Google that will give minority entrepreneurs in Chicago, Austin and Durham, N.C., a one-year stipend and free office space. It’s part of a larger initiative by Google for Entrepreneurs called NextWave aimed at bringing more candidates from underrepresented communities into the tech workforce.

»Other companies are taking other steps, such as software developer Intuit’s program of flying in prospective minority candidates to give them a feel for Silicon Valley and their operation.

»The talk is encouraging, but a lot of work remains to be done to create an inclusive tech ecosystem, said Platform.org’s Williams.

»“Before you can have success you have to have discussion, so I’ll take that,” he said. “I won’t take it two years from now, but for now I’ll take it.”»


Permaculture for US Farms: Strategies for Diversification

«Original air date: December 9th, 2014

»Rafter Sass Ferguson - Strategies for Diversification: 01:40

»Kevin Wolz - Permaculture on Organic Farms: 20:54

»Ronald Revord - Focus Crops for the Midwest: 36:56

»Q & A Session: 57:11

»Additional Information: http://www.extension.org/pages/71918/permaculture-on-organic-farms-webinar

»More info about the Webinar and the presenters:



Abdullah bin Sauod Al Thani, Governor of Qatar Central Bank (QCB), quoted by The Peninsula Qatar: «Diversification is the need of the hour particularly as the needs of big-time global investors must be met»

«Diversification is the need of the hour particularly as the needs of big-time global investors must be met»

The Peninsula Qatar


«Qatar, a big player in global Islamic finance, has called for a global regulatory framework for the industry, saying it is needed to ensure the sector’s stability.

» “We need a regulatory and monitoring authority for the growing world Islamic banking and financial industry,” said the head of Qatar’s banking regulator.

»An important task of the authority would, naturally, be to collect data on credit risks of Islamic financial institutions so that those risks could be identified, said the Governor of Qatar Central Bank (QCB).

»There are certain high-risk areas in the Islamic banking and financial sector and they, for example, include real estate and consumer lending to certain categories of people, H E Abdullah bin Sauod Al Thani said.

»Islamic financial institutions may face problems in attracting liquidity due to a lack of product diversification, he warned. “Risks increase considerably in the absence of adequate product diversification.”

»Efforts have indeed been made to diversify Islamic financial products, but they are not enough. Diversification is the need of the hour particularly as the needs of big-time global investors must be met. “What is needed is innovation and that Islamic financial institutions stick to the basic tenets that are their guiding principles. They must not digress,” Sheikh Abdullah said.

»He was speaking at the Institute of International Finance Conference —a two-day event— which concluded here yesterday.

»The assets of world Islamic banks are estimated at a staggering $1.8 trillion, said the Governor. In Qatar four Islamic banks control over 25 percent of the country’s banking assets.

»He said that aside from the four Islamic banks (the first, Qatar Islamic Bank, having been set up in 1982), there were Islamic financial services institutions as well that were Shariah-compliant.

»About Islamic bonds (sukuks), the QCB chief said that they grew at an annual rate of 40 percent between 2005 and 2012 but the pace was slowing down now due to slackening demand.

»Islamic banks must use their strong liquidity positions to look and expand to areas such as Africa where they can provide a financial alternative and help sustainable economic development efforts.

»Investment gaps in the African continent are about $41 billion a year, the Governor said.

»Falling oil prices did not bode well for the world economy, he said. And as the dollar has been firming up the demand for crude has been going down. Shale petrol has affected supplies.

»About the world economy, the QCB boss said that it continued to suffer from a slowdown in growth. Last year the average growth was 2.7 percent.

»Despite the improving US economy, the fall in jobless rate to 5.5 percent there did not bode well and the world economic slowdown may eventually affect the US economy as well.»


«Newsletter L&I» (n.º 45, 2015-03-16)

Inovações: música, tecnologia médica, saúde e Canvas (Brasil)

Rádio Mirabilis traz a obra de Pandit Debashish Bhattacharya [web] [intro]

Fleximag Plus - Um novo conceito de competência e inovação [web] [intro]

Recuperação [web] [intro]

Workshop sobre Inovação em Modelos de Negócios Canvas [web] [intro]

Inovações: telemóveis, ideias de negocio, 3D e competitividade e criatividade (Portugal, África lusófona)

Nova tecnologia de pagamento por telemóvel sem contacto [web] [intro]

Pelas Ondas da Inovação [web] [intro]

Filme inovações técnologicas Imagens 3D para definição dos movimentos [web] [intro]

UPTEC: promover a inovação e competitividade no norte de Portugal [web] [intro]

Innovaciones: impresión 3D, futuro, industria militar y logística

3D Printshow Madrid [web] [intro]

10 innovaciones que cambiarán el mundo para el 2025 [web] [intro]

Colombia exhibe en Expodefensa innovaciones militares para el posconflicto [web] [intro]

CEPSA diseña y patenta un innovador sistema de carga y descarga de productos petroquímicos en buques [web] [intro]

Innovations: innovation énergétique, développement du business, voitures et avocats

EDF Energies Nouvelles met en service Toucan, une centrale solaire innovante avec stockage [web] [intro]

Les innovations au service du développement du business [web] [intro]

Une place de parking: Mieux garer sa voiture dans un parking, idée innovante et simple - Corée du Sud [web] [intro]

2e Prix de l'innovation des Avocats en Relation-Clients. Qu'est ce qu'un avocat innovant? [web] [intro]

Innovations: innovation for energy, healthcare, film and building

GCC petrochemical companies adopt new innovation strategies [web] [intro]

GSK and Save the Children Healthcare Innovation Award 2014 [web] [intro]

Innovative Film City - Corporate Film [web] [intro]

A new age for an old town. Dozens of buildings are redefining the skyline and reshaping entire neighborhoods with offices and luxury dwellings [web] [intro]

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4.0 Internacional


A new age for an old town. Dozens of buildings are redefining the skyline and reshaping entire neighborhoods with offices and luxury dwellings

«Marty Walsh goes up against boring architecture»
Dante Ramos, The Boston Globe

«Boston needs bolder buildings, and it needs civic leaders who aren’t afraid to permit them. In what could mark a major turn for Boston’s architectural history, Mayor Marty Walsh signaled Wednesday that not everything needs to built in red brick. Unlike predecessor Tom Menino, he personally won’t be deciding what the tops of new buildings should look like. And, most striking of all, non-boring ideas are now welcome in the city.

»“Boston is home to the world’s most innovative thinkers — in science and technology, and in business, art, and architecture,” Walsh said in a speech before the Greater Boston Chamber of Commerce. “Our city’s built environment should reflect this culture of imagination. Too often, in recent decades, new buildings have been merely functional. I believe Boston can do better. We should aim for world-class design. Our historic buildings reflect our unique past. New buildings should project the values and aspirations of our growing city. We can balance the old and new.” .../...»

«Building boom needs to be informed by innovative design (Opinion. Letters)»
Michael Murphy and Mark Pasnik, The Boston Globe

«If we want our architecture and public spaces to improve, the city needs to motivate developers to produce better buildings, in part by streamlining cumbersome processes in exchange for a higher quality of design. We don’t have to look far for progressive thinking. New development in Somerville’s Union Square put design innovation on the table before the rights to the project were awarded. Many other cities have instituted design excellence programs to great effect.

»Boston has a deep talent pool from which to draw. With a few key policy changes, Walsh can raise the bar on new development and make Boston a more exciting and livable city for generations to come. .../...»

«A new age for an old town»
Casey Ross, The Boston Globe

«Dozens of buildings are redefining the skyline and reshaping entire neighborhoods with offices and luxury dwellings.

»There have been three great ages of development in modern Boston. The first began after the Back Bay was filled in the late 19th century, a radical change that triggered a historic construction boom. The second came in the 1960s and ’70s, when a “high spine” of office towers — stretching from the financial district to the Pru — began to rise over an old town.

»The third is now.

»Its businesses and population on the rise, Boston is in the midst of a building spree whose enormity, pace, and geographic sweep are redefining the skyline faster than any period since the early Industrial Age.

»On every horizon, cranes and steel skeletons frame a city bursting with development. New skyscrapers are rising in Downtown Crossing and the Back Bay, and gritty corners long abandoned by developers are blossoming into gleaming new neighborhoods. .../...»



GCC petrochemical companies adopt new innovation strategies

GCC petrochemical companies adopt new innovation strategies

Energy Global


«Nearly 80% of the Gulf Cooperation Council (GCC) region’s major petrochemical and chemical producers have made innovation strategy a key business priority, indicating that the advancement, improvement and modernisation of the sector is a top priority, according to a new survey by the Gulf Petrochemicals and Chemicals Association (GPCA).

»According to the GPCA Innovation Survey 2015, the number of companies that have formulated an explicit innovation strategy has doubled from 21% in 2010 to 41% in 2015. Additionally, 38% of surveyed companies in the Arabian Gulf’s chemical industry are seriously considering implementing an innovation strategy and expect it to remain a priority over the next 10 years.

»“Over the last four decades, the GCC’s petrochemicals industry has evolved from humble beginnings into a multi-billion dollar industry, which has a more than 140 million t capacity that has applications in host of sectors,” said Dr Abdulwahab Al-Sadoun, Secretary General, GPCA. “And as growth forecasts indicate stable progress, the latest GPCA Innovation Survey shows that the region’s petrochemical producers are increasingly looking towards applying a meaningful innovation mandate to stay relevant in the face of rising market competition.”

»Now in its second edition, the GPCA Innovation Survey tracks the perceptions and priorities of the region’s top petrochemical producers. This year, the survey spoke to 24 manager level or above executives in the Arabian Gulf, representing 70% of GPCA full member companies.

»In terms of investment, the GCC’s chemical industry invested an estimated US$367 million on research and development (R&D) in 2013, a figure that is around 0.8% of global R&D investment.

»“R&D investments are traditionally seen as indicators to an organisation or country’s openness to innovation,” explained Dr Sadoun. “While the GCC’s spending on R&D may be perceived as low, implementing innovation into operations is a long term programme that requires careful planning. Over the last 5 years, the industry has implemented ambitious training programmes, collaborated with countless universities and unveiled five impressive research institutions, signalling that innovation is something that top management takes very seriously. Innovation, after all, will ensure that the industry can weather the storm of oil price fluctuations.”

»The GPCA Innovation Survey 2015 will be unveiled at the Research & Innovation Summit in Dubai, UAE. From 16 - 18 March, the conference will host senior executives from the petrochemical industry’s foremost companies, academia and research institutions to share insights on ‘Mastering the Research and Innovation Challenges’.»


«Newsletter L&I» (n.º 44, 2015-03-09)

Com inovação (Brasil)

Você é a sua maior Inovação | Marc Kirst | TEDxUFABC [web] [intro]

WOR(l)D Global Network - WP4U Unboxing Oficial [web] [intro]

Com inovação e criatividade, citricultores aumentam seus ganhos com o mercado de fruta de mesa [web] [intro]

Workshop Internacional de Inovação e Empreendedorismo: Novo modelo mental [web] [intro]

Com inovação (Portugal, África lusófona)

Inovação em Portugal | “Produzimos conhecimento mas não o transformamos em bens transacionáveis” [web] [intro]

Hélix: Um twist inesperado [web] [intro]

Portugueses desenvolvem sistema inovador de produção de energia elétrica [web] [intro]

A inovação gera emprego - real economy [web] [intro]

Con innovación

Habilidades siglo XXI - Creatividad e innovación [web] [intro]

¿Cómo enseñamos Innovación? Programa dLab de iCubo [web] [intro]

Ley especial de trata de personas es innovadora para legisladores nicaragüenses [web] [intro]

Bolsa Practijarra: nuevo packaging de la marca de leche Alquería de Colombia (Anuncio en TV) [web] [intro]

Avec innovation

L'innovation Jugaad, faire mieux avec moins [web] [intro]

Christine Phung: «Collection numérique. Les coupes sont travaillées dans des matières innovantes comme le tweed métallique ou la laine thermocollée» [web] [intro]

L'Alsace innovante et créative #24 [web] [intro]

«Une ligne électrique innovante entre la France et l'Espagne: “Une ligne enterrée avec une technologie innovante mais extrêmement couteuse”» [web] [intro]

With innovation

What does Education have to do with Innovation? [web] [intro]

Fujitsu Human Centric Innovation: An innovative approach to change with David Gentle, Director of Foresight at Fujitsu [web] [intro]

Disruptive Innovation Explained [web] [intro]

Watch Going Global 2014: inclusion, innovation, impact [web] [intro]

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4.0 Internacional


Fujitsu Human Centric Innovation: An innovative approach to change with David Gentle, Director of Foresight at Fujitsu

Fujitsu - Human Centric Innovation

«David Gentle, Director of Foresight at Fujitsu, talks about future of technology and how Human Centric Innovation has the potential to change the way we work, live and how we experience our environment. [...]

»Human Centric Innovation is a new approach to realizing business and social value by creating solutions that bring together people, information and infrastructure. In this video, the first of two, David Gentle introduces this concept and explores its potential. Part 2 covers the wider journey to what Fujitsu calls a Human Centric Intelligent Society. [...]

»Fujitsu is a global ICT company that is working to create a better, more connected society.

»We believe ICT is no longer the preserve of the back office and is only limited by our imagination.»

Fujitsu’s vision

Fujitsu Technology and Service Vision 2014

«The world is changing. How will the future be different? How will ICT transform business and society? The “Fujitsu Technology and Service Vision 2014” sets out our thinking on these questions.»


«Newsletter L&I» (n.º 43, 2015-03-02)

Lições de pequenos inovadores (Brasil)

Alessandra Assad: Você sabia que mais de um terço das inovações das empresas vêm dos clientes? [web] [intro]

Ouse Pensar Grande [web] [intro]

Acesso de pequenos negócios a soluções em 7 áreas de conhecimento da inovação [web] [intro]

Vicente Sevilha Jr. (Sevilha Contabilidade): Como conseguir dinheiro para abrir minha empresa? [web] [intro]

Lições de pequenos inovadores (Portugal, África lusófona)

Roberto Mangabeira Unger [web] [intro]

LABS Lisboa - Incubadora de Inovação [web] [intro]

Discurso do Ministro de Ensino Superior, Ciência e Inovação de Cabo Verde [web] [intro]

«Os cabo-verdianos não podem ver terra em lado nenhum. Eles querem logo é cavar» [web] [intro]

Enseñanzas de pequeños innovadores

El lenguaje de la expulsión (En torno a Expulsiones: brutalidad y complejidad en la economía global) [web] [intro]

Observatorio de Innovación Educativa [web] [intro]

Emilio Duró [web] [intro]

Gat-A4all. Proyecto Ver con las Manos. App mGUIAme. An Accessible Tourism App Management for the new generation of Smart & Sustainable Cities [web] [intro]

Leçons de petits innovateurs

Ces petits génies burkinabé qui font des miracles à base de déchets: Ouagalab [web] [intro]

L'Atelier de conception innovante à l'École Supérieure d'Infotronique d'Haïti [web] [intro]

Bittle, une entreprise innovante [web] [intro]

Les visages de l'innovation [web] [intro]

Lessons from small innovators

Lessons in Innovation from the Future of Shopping: Keep Core Teams Tiny, Tenacious and a Tad Ignorant [web] [intro]

Inclusive Innovation: Shyama Ramani, 8th MEIDE Conference [web] [intro]

What if schools were the next big thing in tech? [web] [intro]

Nina Smith: Fighting Child Slavery with Innovation | TEDxDhaka [web] [intro]

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