2016/12/19

Newsletter L&I, n.º 130 (2016-12-19)




n.º 130 (2016-12-19)

TAG: # melhor ambiente para a inovação # mejor entorno para la innovación # meilleur environnement pour l’innovation # best environment for innovation
L&I Media
L&I Scholar
L&I Blog



Index


TAG: # melhor ambiente para a inovação # mejor entorno para la innovación # meilleur environnement pour l’innovation # best environment for innovation


Liderar Inovando BR
Discursos e inovação | Ideias e inovação | Invenções e inovação | Recursos e inovação

«Programa vai conectar indústria e startups com verba de R$ 10 mi para novatas. Objetivo da ABDI é estimular a aproximação entre as duas pontas e assim fomentar a inovação no setor» [link]

«Os cinco ambientes para a inovação» [link]

Christh Teixeira: «A luz da confiança: Como o ambiente de trabalho fomenta a inovação» [link]

Leonardo Fausto Zipf: «Duas Rodas está preparada para ser a maior da América Latina em seu segmento» [link]



Liderar Inovando PT
Discursos e inovação | Ideias e inovação | Invenções e inovação | Recursos e inovação

Carlos Moedas: «A Europa vive uma crise existencial» [link]

«Os caminhos do mar na economia portuguesa» [link]

Alexandra Rebelo: «Construir a Inovação» [link]

Miguel Frasquilho: «Estratégias de cooperação e coopetição. São umas estratégia que exigem uma alteração comportamental das empresas» [link]



Liderar Innovando ES
Discursos e innovación | Ideas e innovación | Inventos e innovación | Recursos e innovación

«Los pendientes de la política de innovación y emprendimiento para 2017» [link]

«Expertos de toda España analizan los retos de la transformación digital en el I Encuentro Nacional de Innovación» [link]

Botías Saus: «Pioneras en la invención. La Oficina de Patentes atesora diversos inventos registrados por murcianas que revolucionaron la industria» [link]

«“Las marcas, principalmente las más grandes, suelen mirar a su propio ombligo”, Alberto Levy @betolevy, fundador de Plentie @PlentieApp» [link]



Mener avec Innovation FR
Discourses et innovation | Idées et innovation | Inventions et innovation | Ressources et innovation

Nicolas Bouzou (@nbouzou @asteresinfo): «Nous devons redonner un sens à l’innovation si l’on veut que les gens adhèrent au changement» [link]

«Pour l'innovation, la Pologne veut s'inspirer de l'EPFL (@EPFL et @EPFL_en). Une délégation emmenée par le président Andrzej Duda @AndrzejDuda a visité l’Ecole polytechnique fédérale de Lausanne» [link]

«Algérie / Le prix national de l’invention attribué à trois inventeurs et à l’entreprise Meditool de Batna» [link]

Nasser Keïta:: «De la question du financement des infrastructures énergétiques en Afrique» [link]



Leadership & Innovation EN
Discourses and innovation | Ideas and innovation | Inventions and innovation | Resources and innovation

Christopher P. Skroupa: «Disruptive Forces Blow Up 21st Century Business Models» [link]

Paul Hughes: «To Create the Best Environment for Innovation—Focus on Your People» [link]

Rob Marvin: «Blockchain in 2017: The Year of Smart Contracts» [link]

«Greater Washington Partnership to Spur Regional Economic Growth» [link]




Liderar Inovando BR Liderar Inovando PT Liderar Innovando ES
Mener avec Innovation FR Leadership & Innovation EN


L&I Media


«Fernando Haddad: “A saída para a crise não está prevista na Constituição”» [link]

«Governo de Portugal quer criar em 2017 centro de inovação para turismo. “Se queremos liderar o turismo do futuro, e temos condições para isso, é preciso haver um motor adicional”, declarou Ana Mendes Godinho, Secretária de Estado do Turismo» [link]

«José Sarukhán ganó el premio de ONU Medio Ambiente @PNUMA Carrera de Liderazgo “por una vida de liderazgo e innovación en la conservación de la biodiversidad en México y en todo el mundo”» [link]

«Région Paca: signature d’une convention de partenariat avec la Caisse des Dépôts et Consignations» [link]

«The 2016 Fast Company InnovationFestival In Photos» Fast Company @FastCompany [link]



L&I Scholar


Centro de Liderança e Inovação Insper @Insper: «Manifesto», Carolina da Costa e Maurizio Mauro [link]

Joana Priscila Correia Martins. «Liderança destrutiva e capacidade de inovação organizacional: o papel do clima ético». Dissertação de Mestrado, Universidade de Lisboa. Instituto Superior de Economia e Gestão (ISEG) @AEISEG [link]

«John Mattone ratifica que lo principal para el éxito es pensar diferente. En el mundo actual, la inteligencia abunda, pero no el liderazgo. (Networking Club El Nogal @NETclubelnogal y Universidad del Rosario)» [link]

«La renaissance des start-up scientifiques (Partie 1)», Par Olivier Ezratty, expert FrenchWeb @frenchweb #lesexperts [link]

«Is this what it takes to be an innovative leader?», Written by Linda A. Hill [link]



L&I Blog


«Os 10 brasileiros mais influentes do Linkedin em 2016» [link]

João Machado de Barros: «Inovação e Liderança» [link]

Resulta2 @resulta2: «Liderazgo en innovación: aprendiendo de otros» [link]

«Leadership, diversité et innovation: changer la donne pour les femmes et la banque», Julia Hancock, Credit Suisse @CreditSuisse [link]

George Couros@gcouros: «The Principal of Change. Stories of learning and leading» [link]





Licencia Creative CommonsLicencia Creative Commons
Atribución-NoComercial 4.0 Internacional





2016/12/16

«Greater Washington Partnership to Spur Regional Economic Growth»



Business Wire @BusinessWire



« A group of leading CEOs and entrepreneurs today announced a first-of-its-kind collaboration for the Greater Washington region—from Baltimore to Richmond—to address the critical economic issues facing the region and ensure it remains one of the world’s best places to live, work and build a business. The new Greater Washington Partnership (Partnership) will advance inclusive, actionable solutions that strengthen the regional economy and position Greater Washington as a leading global region and center for commerce and innovation

»The Partnership brings together civic-minded business leaders who share a commitment to the future of Greater Washington. It draws from a cross-sector of leading industries including health care, life sciences, energy, manufacturing, professional services, education, sports & entertainment and financial services.

»The Founding Board of the organization includes the CEOs and leaders of Ramsey Asset Management, JPMorgan Chase & Co., Monumental Sports & Entertainment, Johns Hopkins University, Capital One Financial Corporation, Dominion Resources, MedImmune, S&R Foundation, WGL Holdings, Inc. and Washington Gas, Akin Gump Strauss Hauer & Feld, LLP, Under Armour, The Carlyle Group, McKinsey & Company, MedStar Health, T. Rowe Price, Rally Health, and EY. The Partnership will focus on the high impact drivers of the region’s economic growth including:

»_ Advancing infrastructure solutions that strengthen regional mobility and improve quality of life;

»_ Educating and training individuals for the jobs that employers need to fill now and in the future;

»_ Increasing recognition of Greater Washington, from Baltimore to Richmond, as a vibrant hub for business and innovation; and

»_ Building long-term leadership positions in high-growth industry sectors.


»“The Greater Washington region is more than just home to our nation’s capital, it’s one of the most vibrant, diverse and dynamic places to live and work in the world,” said Russ Ramsey, CEO of Ramsey Asset Management, Chairman of the Greater Washington Partnership, and former Chairman of Washington 2024, the organization established to lead the region’s recent effort to host the 2024 Olympic Games. ”The unity, goodwill, and cooperation achieved through the 2024 bid process provided a brief glimpse of what we can accomplish together if we harness the energy and untapped resources available to us. The Greater Washington Partnership is how we do that, and I am thrilled to lead an impressive and dedicated group laser focused on improving this great region we call home.”

»“Our region, from Baltimore to Richmond, has all the building blocks for success – great universities, thriving industry, iconic spaces, sports and culture,” said Ted Leonsis, Founder, Chairman, Majority Owner & CEO of Monumental Sports & Entertainment and Vice Chairman of the Greater Washington Partnership. “We can be a model for super city-regions around the world by recognizing our region’s connectedness and making the smart decisions today that enable living and working here to be seamless.”

»“Collaboration is essential to developing sustainable and regional economic solutions,” said Peter Scher, Chairman of the Washington, DC region for JPMorgan Chase and Vice Chairman of the Greater Washington Partnership. “Complex issues like infrastructure, workforce development and our region’s global identity cannot be solved by government or the nonprofit community alone. We believe business leaders in the region have a responsibility to their companies, employees and communities to invest in solutions that drive growth and create greater economic opportunity.”

»Recent efforts, including the Washington 2024 Olympic bid, affirm both the need and an appetite for a more coordinated, regional approach to capturing economic opportunities. In its evaluation of regional economic performance, the Greater Washington Partnership found that several issues are impacting the region’s long-term competitiveness including:

»_ High reliance on the government for economic activity;

»_ Lower exports and foreign investment compared to peer regions;

»_ Insufficient infrastructure investment;

»_ Skills gap between job seekers and the needs of employers;

»_ Local entrepreneurs leaving for other parts of the country; and

»_ Intensifying competition from regions around the world for jobs, investment and talent.


»Recent economic performance in the region as a whole has been mostly positive but future growth projections are lower due to flattening productivity and uneven population growth. The regional GDP is projected to grow at a rate slightly below the average of peer regions over the next five years. The group intends to be a regional connector and catalyst for solutions that improve economic growth, prosperity and inclusion.

»“As the nation’s leading region for university research and development, it is critical for our region’s leaders to foster further collaboration to drive entrepreneurship,” said Ronald J. Daniels, President of the Johns Hopkins University. ”The partnership will connect the impressive assets in the region to attract and retain top talent, promote regional economic development and support the communities where we live and work.”

»“We live in a world where the pace of innovation is breathtaking and the forces of disruption present defining opportunities. At Capital One, we’re focused on building the talent and capabilities of a leading information-based technology company as digital continues to redefine banking. Other industries in our region are confronting a similar reality,” said Richard D. Fairbank, Founder, Chairman and CEO of Capital One Financial Corporation. “As leaders of the Greater Washington Region, it is essential that we come together and bring all of our know-how to create a cutting-edge and inclusive environment that will attract the best talent and leverage their ingenuity and creativity to drive opportunity and growth.”

»“Virginia’s long-term success requires fostering economic growth and ensuring robust transportation, technological and electric infrastructure,” said Thomas F. Farrell II, Chairman, President and CEO of Richmond-based Dominion Resources. “I am pleased to work with and support the Greater Washington Partnership in its mission to encourage constructive cooperation among regions to improve economic indicators and strengthen infrastructure vital to the Virginia-D.C. corridor.”

»“Innovation in the life sciences industry thrives in the Greater Washington region – a place that is also becoming known as the BioHealth Capital Region,” said Dr. Bahija Jallal, Executive Vice President of MedImmune, the global biologics research and development arm of AstraZeneca. “Collaboration among our region’s industry leaders – and certainly among our biotech industry – can help us to cultivate, attract, and retain top talent, all of which serves to strengthen our region as a top biotech hub.”

»“Greater Washington is home to talented people who are trying to solve some of the world’s most complex problems,” said Dr. Sachiko Kuno, President and CEO of S&R Foundation. “The more we can help connect the ideas, people and resources across this region the better our odds for impact and business growth.”

»“The Greater Washington region is one of the greatest economic regions of the world. The Greater Washington Partnership’s aim is to see the region realize its full potential as a place to live and conduct business,” said Terry D. McCallister, Chairman and CEO of WGL Holdings, Inc. and Washington Gas.

»“What was truly powerful about the Washington 2024 Olympic effort was that it provided an opportunity to look into the future and then work backward to accomplish positive change,” said Anthony T. Pierce, Partner in Charge for the Washington D.C. office of Akin Gump Strauss Hauer & Feld LLP. ”The Partnership will be a valuable platform to continue thinking big and to find innovative ways to strengthen our region.”

»“As we invest in Baltimore, we want to leverage those investments regionally,” said Kevin Plank, Founder and CEO of Under Armour and owner of Plank Industries. ”Our city has geographic competitive advantages that can be maximized through region-wide coordination on key strategic priorities, including infrastructure and workforce development.”

»“Washington has long been first in war, first in peace but last in metropolitan area cooperation. Perhaps we can now change that, to our region’s benefit and to the country’s,” said David M. Rubenstein, Co-Founder and Co-CEO of The Carlyle Group.

»“The Greater Washington region is the nation’s third largest economy and includes one of the nation’s most talented work forces, however, the region can achieve much more by meeting challenges in innovation, productivity, and infrastructure. We are committed to helping the region achieve its potential,” said Scott Rutherford, Senior Partner, Managing Partner of the Washington DC Office for McKinsey & Company.

»“There are so many unique attributes of our region, and yet, when measured against what is possible, there is much more to be realized,” said Kenneth A. Samet, President and CEO of MedStar Health. “A more vibrant region produces a better quality of life for all, and requires cooperation and leadership from its business leaders and elected officials. In this regard, I believe the organizing framework of the Greater Washington Partnership will be a positive force.”

»“The Greater Washington Partnership provides a significant opportunity to collaborate for the greater good of all in the region,” said Bill Stromberg, President and CEO of T. Rowe Price. “From economic expansion and talent attraction, to infrastructure improvement and inclusive development, our interests are strongly aligned.”

»“People + Purpose + Possibility. In my view, this is the secret formula for success for any startup or entrepreneur, and the critical difference between having just a good idea and growing a great business. Our team found this formula in the Greater Washington region, and it’s why our business started here and continues to thrive here,” said Grant Verstandig, founder and CEO of digital health company Rally Health. ”I’m honored to join the founding members of the Greater Washington Partnership in helping to attract and support the next wave of entrepreneurs who will bring new opportunity and growth to the region.”

»“The world knows Washington as the home of the U.S. government, but global companies should also understand that our region is a vibrant center for business and innovation,” said Mark Weinberger, Global Chairman & CEO of EY. “This region has all the ingredients to be known one day, like a London or Paris, as a capital region that is anchored by its commercial success.”


Complex issues like infrastructure, workforce development and our region’s global identity cannot be solved by government or the nonprofit community alone. We believe business leaders in the region have a responsibility to their companies, employees and communities to invest in solutions that drive growth and create greater economic opportunity.

»ORGANIZATIONAL STRUCTURE AND PARTNER COUNCIL

»The Partnership, an independent 501(c)(3) nonprofit organization, will be governed by a Board of Directors and led by a CEO with day-to-day management responsibility for executing the organization’s strategic agenda. As part of its structure, the Partnership will convene a partner council to engage key stakeholders in the organization’s initiatives. As a CEO-led, regional organization, the Partnership intends to leverage existing organizations in each jurisdiction to collaborate on solutions for economic challenges and opportunities across the region.

»The creation of the Partnership follows extensive research of best practices nationwide for engaging private sector leaders and addressing economic development priorities on a regional scale. Among other data points, the Partnership’s leaders studied examples including London, San Diego, Houston, Columbus, Seattle, New York City and the Bay Area.

»“Whenever our region can come together to make life better for our residents and visitors, that is something to celebrate,” said District of Columbia Mayor Muriel Bowser. “The Greater Washington region is full of tremendous talent, and when we harness our resources and commit ourselves to finding solutions to critical issues we can make great things happen for the entire region.”

»“Since taking office, our administration has been focused on how to create more jobs and opportunities for Maryland citizens. Having business leaders working together to address our region’s important economic development issues is a powerful asset for growing and attracting business in our region,” said Maryland Governor Larry Hogan.

»“I am pleased to see a group of this caliber come together to spur collaboration and partnership across so many diverse sectors of the regional economy in Maryland, Washington, D.C. and the Commonwealth,” said Virginia Governor Terry McAuliffe. “The economic growth of Virginia and its standing on the global stage as a premier location to invest and do business are top priorities for me and I look forward to working with the Greater Washington Partnership to advance these common goals.”

»Organizational support, including fact-based research, analysis, and advice in support of the Greater Washington Partnership, is being provided by McKinsey & Company, EY, Akin Gump Strauss Hauer & Feld and BrandPie.


»NOTABLE STATEMENTS OF SUPPORT

»“This regional collaboration sends a strong statement about our shared commitment to strengthen the economy and create jobs and opportunities for residents of the Greater Washington region,” said U.S. Senator Mark Warner (VA). “I am pleased to see the business leadership of our region come together in this effort.”

»“By addressing core issues like infrastructure and workforce development, the Greater Washington Partnership can play a key role in positioning the region for continued economic success and job growth,” said U.S. Senator Tim Kaine (VA). “Because so many of the region’s goals and challenges cross state and local lines, I’m pleased that this partnership will foster collaboration among leaders from Richmond to Baltimore.”

»“Our region is a hub for innovation and 21st century solutions for jobs, health care, transportation, cybersecurity, technology and more,” said Congresswoman Barbara Comstock (VA-10). “This partnership will assist the region in leveraging and advancing our many assets and will help with economic growth for our communities.”

»“As someone who founded and led two successful publicly traded companies in Maryland before holding public office, I've seen firsthand the strengths our region has, as well as the areas where we still have work to do,” said Congressman John K. Delaney (MD-6). ”The Greater Washington Partnership is a unique opportunity to focus business leaders in our community on region-wide competitiveness, an effort that will benefit all of our citizens. We get the best economic outcomes when the private sector, the public sector and the non-profit sector work well together and this is an outstanding example of collaboration towards a common goal.”

»“I'm delighted to see businesses and CEOs coming together to help address the issues that will define our global competitiveness in the coming decades. While we all find strength in the unique identities of our metropolitan centers, there is no doubting the increasingly interconnected nature of the mid-Atlantic economy,” said Barry Glassman, Harford County Executive and Chairman of the Baltimore Metropolitan Council, the Baltimore region’s council of governments. “This new partnership will help us leverage our assets, from Aberdeen Proving Ground in my home county to the Federal Reserve in Richmond, to create positive growth up and down the 95 corridor.”

»“We need top business leaders to think – and act! – for the good of the region. To meet the challenges of the next decade, both elected officials and business leaders need to put aside our entrenched competitive instincts and collaborate for the common good. I look forward to working with this influential group!” said Roger Berliner, Montgomery County Council President and Chairman of the Metropolitan Washington Council of Governments.

»“Richmond has so much to offer and so much momentum to harness. By working together with our neighboring localities – across private sector, nonprofits, government and our communities – we can translate our region’s key assets into employment opportunities and economic growth generators,” said Richmond Mayor-elect Levar Stoney.

»“Human capital is the currency of the future and our region’s exemplary higher education institutions position us well for that future,” said Dr. John C. Cavanaugh, President and CEO of the Consortium of Universities of the Washington Metropolitan Area. “However there remain vast opportunities to better connect and leverage the resources, learning and research across this region to grow ideas and ensure that we are preparing the next generation of entrepreneurs and educated workers. We look forward to collaborating with the Partnership to help facilitate new and closer connections across the region, from Richmond to Baltimore.”

»“This new Partnership reflects the forefront of civic initiatives we see across the globe: business leaders coming together to build on shared regional assets to promote global innovation and competitiveness,” said Amy Liu, Vice President, Brookings Institution and Director, Metropolitan Policy Program.

»“I applaud the Greater Washington Partnership for understanding that an inclusive regional economy will be good for business,” said Sarah Rosen Wartell, President of the Urban Institute. ”It is great to see business leaders committed to closing skill gaps, supporting home-grown entrepreneurs, preserving affordability, improving mobility, creating more good jobs, and expanding opportunity for the diverse populations that make their home in this vibrant region and whose own success can help to make this region an even stronger climate for business.”

»“Having the opportunity to be part of the Washington 2024 Olympic bid allowed me to see how it's possible for our community to coalesce around concrete, big ideas for the future of our region. It was important that we not let go of the collective energy and brainpower that was part of that effort,” said Rosie Allen-Herring, President and CEO of United Way of the National Capital Area. “The Greater Washington Partnership, working collaboratively with the nonprofit community and other sectors, will help ensure that 2024’s legacy, as a unifying force for this region and catalyst for economic growth, lives on.”



»About the Greater Washington Partnership

»The Greater Washington Partnership is a team of civic-minded CEOs, comprised of leading businesses and entrepreneurs, who are committed to making the Greater Washington region—from Baltimore to Richmond—one of the world’s best places to live, work and build a business. Working in collaboration with leaders across our communities, the Partnership connects and leverages the region’s extraordinary assets to advance inclusive, actionable solutions that strengthen Greater Washington as leading global region and center for commerce and innovation.

»Founding investors of the organization include the CEOs and leaders of Ramsey Asset Management, JPMorgan Chase & Co., Monumental Sports & Entertainment, Johns Hopkins University, Capital One Financial Corporation, Dominion Resources, MedImmune, S&R Foundation, WGL Holdings, Inc. and Washington Gas, Akin Gump Strauss Hauer & Feld, LLP, Under Armour, The Carlyle Group, McKinsey & Company, MedStar Health, T. Rowe Price, Rally Health, and EY. Information about the Greater Washington Partnership is available at:
www.greaterwashingtonpartnership.com.»





Innovation and resources

2016/12/15

Rob Marvin: «Blockchain in 2017: The Year of Smart Contracts»



Rob Marvin @rjmarvin1 is the Assistant Editor of PCMag's Business section. PC Mag @PCMag



«If you think about a blockchain as a distributed operating system (OS) for data, then smart contracts are its killer app. At the inaugural Smart Contracts Symposium held at Microsoft's New York City headquarters, blockchain experts and companies from the burgeoning space gathered to discuss the myriad of ways that smart contracts are poised to disrupt the status quo in 2017 and beyond.

»Nick Szabo, a computer scientist, legal scholar, and cryptography expert, wants you to think about smart contracts as almost like a blockchain-based vending machine. One side chooses to perform an action (puts in coins) and the machine verifies that performance and responds (dispenses item and change).

»“You could think of a vending machine as a kind of contract: put in dimes, nickels, or quarters, and you get a soda back plus change,” explained Szabo. “That's tedious to design a contract for, so we built a machine instead. Blockchains are the most secure environment to run smart contracts. Think of a blockchain like an army of robots checking up on each others' work. Where traditionally you have accountants and lawyers, there are now a wide variety of things we can do with this vending machine-like mechanism to replace the job of traditional contracts plus added cryptographic mechanisms for integrity.”

»Szabo, the symposium's keynote speaker, has periodically been rumored as Bitcoin creator Satoshi Nakamoto himself. Szabo coined the concept of a smart contract as “a computerized transaction protocol that executes the terms of a contract” back in the mid-1990s, long before blockchain was ever invented. Szabo said public blockchains such as Bitcoin and Ethereum are the ideal secure, reliable infrastructure on which to deploy and execute smart contracts to completely redefine what contract management looks like.



Image credit: Blockgeeks.



»What Makes Smart Contracts “Smart”?

»Blockchain is an intricate concept that often gets bogged down in technological complexity. During the main “Platforms, Applications and Innovation” panel of the symposium, moderator Eric Piscini, Global FSI Blockchain Leader at Deloitte, asked the panelists to describe smart contracts as if they were explaining them to a teenager.

»“Think about getting carded at a bar,” said Jerry Cuomo, Vice President of Blockchain Technologies at IBM. “From an identity perspective, I can imagine a blockchain managing verification of a citizen's identity. A smart contract could ensure something like my daughter going out for her 21st birthday and the bouncer only being able to see her age, not her address. Blockchain could set up a centralized identity verification system that could make the world safer for dads like myself.”

»Cuomo said there's an opportunity for smart contracts to really re-imagine business processes. IBM and Microsoft are two of the major tech players in the so-called Blockchain-as-a-Service (BaaS) space, using their public cloud platforms and developer tools to help enterprise organizations build out blockchain infrastructure. Marley Gray, Director of Business Development, Blockchain at Microsoft, described smart contracts as a mechanism for creating a more collaborative economy. Smart contracts can execute complicated multi-party agreements beyond the capability of any singular organization.

»“Take it back to basics,” said Gray. “What does exchanging value mean? Go back to simple bartering: I'll give you that chicken for this piece of wood. Blockchain and smart contracts can facilitate that exchange of value across organizational boundaries with a lot of moving parts. You have to rethink your individual business-to-business [B2B] relationships, business-to-customer [B2C]—fundamentals way above the technology of how we interact on a day-to-day basis.”

»Jeff Garzik, co-founder and CEO of enterprise blockchain startup Bloq, broke down smart contracts in one tweet-sized explanation: a set of rules evaluated by an automated system where all parties agree to a common rule set.

»Garzik was recently elected to the Linux Foundation Board of Directors as the first member with a blockchain background. Garzik is also a past Bitcoin core developer who spent a decade working on Linux for Red Hat. He added that smart contracts are a computerized version of an English language paper contract, with a level of automation that essentially provides “adjudication-as-a-service.”

»“Smart contracts validate rules common to the entire blockchain, which gives you this neutral, level playing field for everyone connecting to that network,” explained Garzik. “Blockchain gives you a validation step that actors have performed according to smart contract rules. The adjudication is a hyper real-time version of the court system. Did this actor perform? Okay, the blockchain verifies the execution of performance related to the laws in the contract and then the blockchain automates that.”

»As for where we'll see smart contracts emerging in 2017, many panelists pointed to identity management. We're all going to have digital identities, be it on our smartphones or in everyday relationships with businesses, institutions, and individuals, explained Microsoft's Gray. It's something the IT industry needs to solve and blockchain may be the answer.

»“For the first time in history, we have the right context for global identity,” said Joseph Lubin, founder of blockchain company ConsenSys. “Nobody's going to 'adopt' blockchain. The Web 3.0 will just be the web. People are going to like and start using new applications and those applications will be built on a back end of these decentralizing technologies. This will just be a new way of interacting with each other.”


»Why D.C. Is Keeping an Eye On Blockchain

»Blockchain and smart contracts are already on the US government and regulatory's radar. The symposium's closing session entitled “Code is Law?” put lawyers onstage along with representatives from the Financial Industry Regulatory Authority (FINRA) and the US Commodities Futures Trading Commission (CFTC) to talk through the legislative and regulatory hurdles.

»“In two years we've gone from Bitcoin to distributed ledgers to distributed infrastructure and now to smart contracts, and it will continue to evolve,” said Kavita Jain, Director of Emerging Regulatory Issues at FINRA. “I don't get picky about terminology. Smart contracts are a digital code representation of a contract and they go across a wide spectrum of use cases.”

»Jain said D.C. regulators have been actively engaging with the blockchain industry for the past two years to learn what's happening in the space. Sayee Srinivasan, Chief Economist at the CFTC, added that he recently attended a meeting with the Board of Governors of the Federal Reserve to discuss information sharing among financial regulatory associations regarding blockchain.

»Regulation will always be playing catch-up with technology. Srinvasan called it an “imperfect evolutionary process” but said Washington is doing its best to keep the regulations and legal frameworks lined up with the pace of blockchain adoption.

»“The moment the conversation shifted from cryptocurrency to distributed ledgers, we all woke up,” said Srinvasan.


Regulation will always be playing catch-up with technology. Srinvasan called it an “imperfect evolutionary process” but said Washington is doing its best to keep the regulations and legal frameworks lined up with the pace of blockchain adoption.

»Smart Contracts: 12 Game-Changing Uses

»The Chamber of Digital Commerce, the leading trade association that represents the blockchain industry, organized the symposium and also runs the Smart Contracts Alliance. The Chamber and Alliance (in collaboration with Deloitte) released a new white paper timed with the symposium entitled “Smart Contracts: 12 Uses Cases for Business & Beyond.” The white paper runs through a dozen different broad areas in which smart contracts can automate and redefine how we work.

»Below we've summarized the 12 key insights from the report, including current benefits and challenges to execution. As we begin to see blockchain-based smart contracts proliferate in 2017, look for first-mover businesses and researchers on these 12 frontiers.


»1. Digital Identity

»On an individual level, smart contracts can let users own and control their own digital identity across factors such as reputation, data, and the digital assets associated with them. Smart contracts can also play a role in designating what personal data is and isn't shared with businesses. It's what the report calls a “user-centered internet for individuals.”

»Benefits: Personal data control; companies don't need to hold data.

»Challenges: Single point-of-failure is a hacking target; third parties could be a source of data leakage.


»2. Records

»Automating compliance around rules such as “required destruction of records by a certain date” is a no-brainer use case for smart contracts. According to the white paper, smart contracts can digitize Uniform Commercial Code (UCC) filing and automate record renewal and release, while “atomically perfecting a lender's security interest at the moment of a loan creation” for factors such as collateral. The smart contract needs to be capable of storing data on a distributed ledger without slowing performance or compromising data privacy.

»Benefits: Reduced legal bills; automated loan tracking; automatic record disposal.

»Challenges: Moving away from paper-based filing; UCC and government filing/archiving is manual, error-prone.


»3. Securities

»Getting deeper into fintech, smart contracts for capitalization “cap table“ management can simplify things such as automatic dividend payments, stock splits, and liability management for private companies. The white paper projects we'll see this in private securities markets faster than in public ones. Though in the state of Delaware, smart securities company Symbiont is already facilitating a shift to cryptographic blockchain signatures on stock certificates as part of the Delaware Blockchain Initiative.

»Benefits: Digitized end-to-end securities workflows; automatic dividend payment; stock splitting.

»Challenges: Manual, paper-based process to replace; intermediaries increase cost and risk.


»4. Trade Finance

»On a global scale, the white paper states that smart contracts can facilitate streamlined international goods transfers with higher asset liquidity. Automation around Letter of Credit and trade payment initiation can create a more efficient, less risky process between buyers, suppliers, and financial institutions.

»Benefits: Faster payment approval; more efficient trade, transport, and contract agreements.

»Challenges: Physical document management; document fraud; duplicate financing.


»5. Derivatives

»There's a reason the fintech industry is arguably the biggest driver of blockchain innovation. Smart contracts can enforce a standard transactional rule set for derivatives (a security with an asset-dependent price) to streamline Over-The-Counter (OTC) financial agreements. Symbiont CEO and Smart Contracts Alliance co-chair Mark Smith called OTC financial agreements out as one of the most immediate smart contract use cases.

»Benefits: Automated settlement and external trade event processing; real-time position valuation.

»Challenges: Redundant OTC asset-servicing process; paper-based transaction agreeements.


»6. Financial Data Recording

»Smart contracts can serve as an enterprise-grade accounting ledger to accurately and transparently record financial data. Once blockchain-based standards, interoperability with legacy systems, and a streamlined transaction portal and marketplace develop, the use case could improve everything from financial reporting to auditing.

»Benefits: Transactional data integrity and transparency; reduces accounting data management costs.

»Challenges: Accounting system errors and fraud; capital-intensive process.


»7. Mortgages

»Getting a mortgage is often a manual and confusing process. Smart contracts can automate every aspect of the transaction, including payment processing and property liens to make closing on a property and signing a mortgage agreement a faster and more efficient process. It doesn't work without blockchain-based digital identity, though.

»Benefits: Automated lien release; reduced errors and cost; increased property data visibility; verification.

»Challenges: Friction between various parties (contract, borrower, real estate title record); data privacy.


»8. Land Title Recording

»Property transfers and land title ownership can be rife with fraud and disputes. Smart contracts can facilitate property transfers to improve transaction integrity, efficiency, and transparency. Countries around the world, including Georgia, Ghana, and Honduras, are already implementing blockchain for land title recording.

»Benefits: Eliminates shotgun mortgage fraud.

»Challenges: Multiple parties viewing same property; manual delays; identity verification.


»9. Supply Chain

»Smart contracts can provide greater visibility at every step of a supply chain, coordinated with Internet of Things (IoT) devices tracking managed assets and products from factories to the point-of-sale (POS). Companies such as Everledgerand IBM are already using the blockchain for supply chain visibility to track everything from diamonds to Chinese pork.

»Benefits: Simplifies complex multi-party systems; granular inventory tracking; reduced risk of fraud and theft.

»Challenges: Data incompatibility and supply chain blind spots.


»10. Auto Insurance

»In the auto industry, smart contracts can automate insurance claims to provide near-instantaneous processing, verification, and payment. In a nutshell: if two parties get into an accident, then they can resolve the claim through insurance in hours or days rather than in weeks or months. The car insurance claim process is frustratingly disjointed and smart contracts can clean it up.

»Benefits: Vehicle “self-awareness” and damage assessment using sensors; policyholder data repositories.

»Challenges: Subjective damage diagnostics; duplicate forms and insurance provider verifications.


»11. Clinical Trials

»Clinical trials, or medical research studies involving people, are always sensitive agreements when it comes to participants' data privacy and monitoring the experiments involved. Smart contracts can be a mechanism for cross-institutional visibility and build in privacy-focused rules that improve data sharing between institutions, while automating and tracking patient consent. The white paper calls it a potential force for “positive disruption” in the clinical trials community.

»Benefits: Increased trial visibility; data sharing; automated patient consent; patient privacy.

»Challenges: Under reporting; inconsistent consent management; institutional delay.


»12. Cancer Research

»Finally, the white paper states that smart contracts can “unleash the power of data” to facilitate the sharing of cancer research. Similar to clinical trials, smart contracts can automate patient data consent management and incentivize data sharing while maintaining patient privacy.

»Benefits: Data sharing; patient privacy.

»Challenges: Cumbersome, cross-institutional research sharing.



»Download the Chamber of Digital Commerce's full white paper for more information.»





Innovation and inventions

2016/12/14

Paul Hughes: «To Create the Best Environment for Innovation—Focus on Your People»



Paul Hughes is Vice President of Engineering for Flexera Software’s FlexNet Manager Suite for Enterprises solutions. Software License Optimization @flexerasoftware. Readers may also be interested in reading our whitepaper: The Foundation of a Successful ITAM Program - In 5 Not So Easy Steps.



«“Software innovation, like almost every other kind of innovation, requires the ability to collaborate and share ideas with other people, and to sit down and talk with customers and get their feedback and understand their needs.” (Bill Gates)

»What do you think when you hear the word “innovation?” Many may consider it an over-used buzzword. Others may immediately have thoughts of VR headsets and artificial intelligence.

»Whatever our reaction to the word, innovation plays a major role in creating business growth, local jobs and worldwide success. In our dynamic fast-paced world, innovation is crucial to remain competitive as a business.

»So how do we ensure that our teams and businesses are truly innovative?

»Firstly, it’s important to recognize that innovation starts with great ideas – the technology and the ‘what’ are just the outcomes. The real breakthrough is in the underlying idea.

»Secondly, we must realize that great ideas spontaneously form inside of people, often coming at the least expected moment from the least expected source. People come up with new ideas by creatively synthesising existing ideas they have been exposed to.

»This leads us to the realization that true innovation is a lot more about people than it is about technology, and that it is not something that can be forced.

Firstly, it’s important to recognize that innovation starts with great ideas – the technology and the ‘what’ are just the outcomes. The real breakthrough is in the underlying idea.

»Instead of focusing on how we can drive innovation, as leaders we need to focus on how we can establish the best conditions for people to synthesize new breakthrough ideas. We want to create an environment where we bring diverse and talented people together, where they are trusted and respected, and where they can work together to come up with inspiring ideas that are at the heart of true innovation.

»I could stop right here with this blog post. When you connect with the idea that our job as leaders is establishing the environment for innovation, I’m sure you will translate that into dozens of specific things you can do to help nurture this atmosphere in your team and company. But to start the ball rolling, here are some specific things to consider:

»_ A collaborative culture. So often breakthrough ideas come from different people sharing and brainstorming together. Each idea combines with the last, and we end up with a resulting idea that comes from the seeds of several people rather than a single person.

»¬_ A diverse team with a wide variety of knowledge and experiences to ensure that we have the richest pool of ideas to draw from

»_ Access to a number of sources of ideas to synthesise. For example, access to new technologies to experiment with, access to videos and training on different topics, access to the strategy of the company, key challenges of the business, etc.

»_ An office space that facilitates collaboration. For example, the design of the office should naturally encourage collaboration – seating structures, access to whiteboards, etc.

»_ An atmosphere of trust, respect, and genuine care because people are most free to be creative and innovative when they are treated this way.

»_ Dedicated time and habits to spend time thinking. For example, regularly scheduled time for research, hackathons, company brainstorms, etc.


»I wish you all the best in your and your team’s innovative endeavours. I’d love to hear any stories about specific ways you foster an atmosphere of innovation in your team.

»To learn more about Flexera Software’s innovative and intelligent solutions for managing software, please visit our website. Flexera Software has been awarded a Top 100 Workplaces honor for the fourth time by the Chicago Tribune. The Top Workplaces lists are based solely on the results of an employee feedback survey and several aspects of workplace culture were measured – including Alignment, Execution and Connection. (Read the press release here).»





Innovation and ideas

2016/12/13

Christopher P. Skroupa: «Disruptive Forces Blow Up 21st Century Business Models»



Christopher P. Skroupa is Founder and CEO at Skytop Strategies. Skytop Strategies @SkytopStrat. También en Forbes y en LinkedIn Pulse.



«Karen Morris is a strategic innovation advisor to public and private sectors specializing in insurance strategy. Previously, Karen served as a strategic advisor at DUAL International Limited, the world’s largest international underwriting agency, and as Chief Innovation Officer at AIG. She also held the roles of International Underwriting Counsel and Head of Product and Service Development and SVP for Southern Europe for Chubb, as well as Growth and Innovation Advisor for WR Berkley. She is a Senior Fellow of The Institute for Innovation in Large Organizations with over 25 years’ experience in law, management, underwriting and multinational business.


»Christopher P. Skroupa: Could you describe the latest trends in 21st century innovation, from your perspective, and the impact they may have on the modern company?

»Karen Morris: We see continuity and dramatic disparity. Twenty-first century innovation continues the traditional spectrum of traditional genres and degrees of innovation, be it product/service, process and business model or sustaining and incremental through to disruptive. The new “trends” concern previously inconceivable velocity and scale of innovation-led change.

»The indisputably most impactful trend, unsurprisingly, is the tsunami of technological innovation. We have almost limitless, almost free computational power. The dissemination of tools to the many and the unspecialized turns yesterday’s customer into today’s accomplished self-satisfying amateur and into tomorrow’s new expert. Information asymmetry is a declining business proposition. And in our Information Age, ultimately, almost no sector will be immune to the transformative force of Big Data and analytics, from pharma to farms; neither will many workers, as these trends compound with advances in AI, advanced automation and robotics to displace a plethora of human industrial and professional actors. Machine learning will mandate that we learn to innovate the what and how of human commercial activity.

»Coextensively, globalization and hyper-connectivity have shrunk our world and woven global economies together inextricably, challenging the very possibility of a purely local business. Additionally, trends in financial innovation and sourcing create new pathways to capital and entrepreneurship, dissolving barriers to entry and with them, the circumferences of established industry segments. Today’s businesses’ biggest competitive threat may not come from their competitor, as evidenced by, say, the so-called “sharing economy” or social media phenomena, or that unlikely little low-budget start-up.


»Skroupa: You have described the 21st century organization as a “happy oxymoron.” Could you explain what you mean by that, and how we may be departing from a century of established management science?

»Morris: The “happy” qualifier was optimistic—maybe bittersweet is more apt? So, it’s an oxymoron in that all companies operating now do so literally in 21st century conditions but some are more ideologically 21st century than others. We have had almost a hundred years of management science spurred by that phenomenon, under-recognized as an innovation, the professional corporate manager, and we thought we knew how the good got great, about winning and quality about sizing, sourcing and optimization, execution and efficiencies. The strategic story with its cast of three—resources, processes and values—romped through various thematic twists familiar to us all. In practice, however, the residual management preoccupation remained counting, controlling and predicting what the company does to make money. It often still does despite the evaporation and decline over the last 16 years of a vast number of previously gargantuan organizations.

»My instinct is to look at those three things every company gets to make choices about—resources, processes and values—through a fresh lens. My working definition of the modern company (putatively perplexing for some) is “a community of people united around a common purpose.” This perspective puts people first but not individualistically, rather in how they interact, collaborate and communicate in union as a community. I stress purpose because that is what animates and engages us; it is the antidote to cynicism and complacency and it provokes a shift in emphasis from the mere what that you sell to the richer and more compelling notion of why you exist.

»It urges the dual reflection comprised in one question: What are we for? Intended operationally in the sense of what job it is that the customer hires our goods and services to accomplish and also what do we stand for, what values bind us? Vitally of course, purpose encompasses the central, immutable purpose of every for-profit organization that of attracting and keeping desired customers profitably. In my work, I have seen this approach liberate and inspire creative thinking, a shift that favors inquiry and understanding over quick answer, discovery and insight over prediction and blinkered certainty and clarity over confusion.


»Skroupa: There has been a clear rise in stakeholder regard for ESG (Environmental, Social And Governance) and CSR (Corporate social responsibility) within the 21st Century. How do you see that shaping the future of shareholder engagement and company value?

»Morris: As co-founder of The Global Sourcing Council and its UN hosted awards for socially sustainable sourcing, (The 3s Awards), I applaud the elevation in recent decades of investor and stakeholder regard for ESG. The momentum will continue. In part, this is pragmatic. Demonstrable negative consequences inevitably unfold financially, reputationally and legally from governance failures and adverse environmental and social impact.

Economic theories critical of ESG (Environmental, Social And Governance) considerations have been soundly discredited in the last ten years by academic research and concerns about fiduciary duty conflicts robustly resolved. The investment community generally accepts that ESG factors do not conflict with superior returns; indeed evidence exists of a curvilinear relationship between social responsibility and financial performance. The UN’s Global Compact and the 2030 Sustainability Agenda supported by the Sustainability Development Goals will both spur industry’s visible commitment to sustainability and encourage discourse and innovation.

»Economic theories critical of ESG considerations have been soundly discredited in the last ten years by academic research and concerns about fiduciary duty conflicts robustly resolved. The investment community generally accepts that ESG factors do not conflict with superior returns; indeed evidence exists of a curvilinear relationship between social responsibility and financial performance. The UN’s Global Compact and the 2030 Sustainability Agenda supported by the Sustainability Development Goals will both spur industry’s visible commitment to sustainability and encourage discourse and innovation. CSR and CSI will also evolve but I think that profit with purpose will prove to be a stronger and more resilient approach than isolated philanthropy.

»Conscious capitalism and impact investing (as if there were investment without impact!) remain nascent, but have impetus. The expanding trend towards mindfulness and compassion as leadership principles and corporate capabilities are also conducive to social sustainability. For all our sakes, for future generations and for the planet, I must trust that unalloyed shareholder value and the self-interest of the pure bottom line have no place in the investment architecture or behavior of the 21st Century company. No one and no corporation can opt out of changing the world. The only question is how much and how well.


»Skroupa: As an innovation specialist, how have you seen the capacity for innovation in a company’s internal and external operational strategy shift going into the 21st century? What does that mean for shareholders?

»Morris: I believe I was the first person in insurance to have the title Chief Innovation Officer (a title freighted with problems, but that is another story). Back then, despite significant academic literature, innovation as an organizational competence and a management discipline was not widely understood. Innovation subsequently became “fashionable,” at least rhetorically, and no annual report left home without its liberal sprinkling of self-awarded adverbs and adjectives.

»But innovation is not what you proclaim but what you do, and in business, it must be done repeatedly, sustainably and scalably. I think the business imperative is indisputable now but still the overwhelming majority of CEOs surveyed report frustration with innovation. Myriad approaches to innovation exist. There are no secrets or miracle formulae. There are, however, tools and practices that massively augment the potential for successfully constructing an innovation capability. Every organization is perfectly designed to do what it does. If it is not innovating, it is a design question. Those of us who have children, or were one once, should know that we are born innovative. The barriers at work tend to be contextual.

»The most common obstacles arise if the company cannot make “space” deliberately and uncompromisingly for innovation: temporal, mental and even physical space. As for shareholders, the mantra “innovate or die” is often not true…yet. So, it’s essential to have an innovation agenda, a strategic and tactical plan, even if the current core business appears healthy. If it’s not broke, this may be your only chance to fix it. That takes serious commitment from the top because innovation tends to be uncertain, messy and frustrating and the magnetic pull of the current business is hard to resist.

»Each company needs an individualized plan reflective of many considerations from sector to maturity, business model, competitive forces, appetite for risk and interdependencies in the value chain to cite just a few. For some outsourcing innovation, such as open innovation or using an innovation agency may work. Others want to build or buy the capability. The point is to prioritize, plan and then make informed choices on the innovation strategy best suited for your particular environment.

»Our world is volatile and change is certain. I think we can confidently assume that investors will choose organizations intent not on replicating yesterday’s success but demonstrably equipped and committed to creating tomorrow’s success today.»





Innovation and discourses

2016/12/12

Newsletter L&I, n.º 129 (2016-12-12)




n.º 129 (2016-12-12)

TAG: # empregados e inovação # empleados e innovación # employés et innovation # employees and innovation
L&I MEDIA
L&I SCHOLAR
L&I BLOG



Index


TAG: # empregados e inovação # empleados e innovación # employés et innovation # employees and innovation


Liderar Inovando BR
Discursos e inovação | Ideias e inovação | Invenções e inovação | Recursos e inovação

«Governo lança diretrizes para plano nacional de manufatura» [link]

Alfredo Valladão (Instituto de Estudos Políticos de Paris): «Perdedores da globalização caem no conto do vigário populista» [link]

Ramon de Souza: «7 invenções geniais que já fizeram 2016 valer a pena» [link]

«Gerenciando pessoas de diferentes gerações» [link]



Liderar Inovando PT
Discursos e inovação | Ideias e inovação | Invenções e inovação | Recursos e inovação

«Entrevista a Reid Hoffman, o empreendedor de alto impacto» [link]

Sónia Calheiros: «Os dez ingredientes secretos do fenómeno do sucesso da cozinha portuguesa» [link]

Edivaldo Cristóvão: «Indústria metalúrgica impulsiona a economia» [link]

Francisco Mello e Castro: «A concorrência entre as instituições sociais existe e é brutal» [link]



Liderar Innovando ES
Discursos e innovación | Ideas e innovación | Inventos e innovación | Recursos e innovación

Fede Durán: «Por qué la pifian los superjefes» [link]

Elena Arrieta (@elenaarrieta): «Thales busca a sus intraemprendedores» [link]

Irene Mendoza: «Inventos de los ingenieros de Ford que nos podrían cambiar la vida» [link]

«Propuestas de la Comisión de Productividad de la Confederación de la Producción y del Comercio (CPC) de Chile» [link]



Mener avec Innovation FR
Discourses et innovation | Idées et innovation | Inventions et innovation | Ressources et innovation

Décider et entreprendre (@Tripalio): «Economie collaborative ou disruptive?» [link]

Roland Bastian, nouveau directeur d’ArcelorMittal: «L’innovation est absolument nécessaire» [link]

Maholy Andrianaivo: «Madagascar: l’absence de ponts entre l’université et l’entreprise facteur de chômage» [link]

«Ouverture d’un Centre d’innovation client IBM à Montréal» [link]



Leadership & Innovation EN
Discourses and innovation | Ideas and innovation | Inventions and innovation | Resources and innovation

Josef Janning (@JJ52, Senior Policy Fellow @ECFRBerlin): «Turning the page: Germany at the peak of continuity» [link]

Lois Kelly and Carmen Medina: «5 Mistakes Employees Make When Challenging the Status Quo» [link]

«Qualcomm and Tencent Announce Joint Innovation Center in China» [link]

«Auburn University: City of Auburn partner on Innovation Fest» [link]




Liderar Inovando BR Liderar Inovando PT Liderar Innovando ES
Mener avec Innovation FR Leadership & Innovation EN


L&I Media


Gestão de propriedades e inovação foram debatidos por especialistas do Agronegócio no Fórum Mega Agro 2016 [link]

Já passaram 30 dias do Web Summit. E agora? [link]

Lilly (@LillyDiabetes) amenaza el dominio de Sanofi (@Diabetes_Sanofi) con nuevo tratamiento de insulina [link]

«Que mangerons-nous en 2030?: l’excellence de la France dans le domaine alimentaire et la créativité. Quel avenir pour l’agro-gastronomie?». Colloque organisé par Nutri Marketing (@NutriMarketing) [link]

Deutsche Bank names new innovation leadership team [link]



L&I Scholar


A influência de fatores organizacionais na gestão de projetos de tecnologia da informação (TI)» [link]

«Determinantes da adoção de inovação organizacional: um estudo de caso na indústria Portuguesa» [link]

Liderazgo e Innovación para un Mundo más Sostenible (21 Foro Mundial de la Asociación Internacional de Escuelas de Negocios Jesuitas (IAJBS) y la 18 Conferencia Anual de los Académicos de Escuelas de Negocios Jesuitas (CJBE)) [link]

«Notes de lecture. Benoît MEYRONIN, dir., La Génération Y, le manager et l’entreprise. Grenoble, Presses universitaires de Grenoble, coll. Management et innovation, 2015» [link]

«The impact of leadership styles on innovation management - a review and a synthesis» [link]



L&I Blog


Caminhos para o jovem profissional – @coppeadufrj via @admnews [link]

O lado negro da liderança: quando os chefes se tornam abusivos – Vanessa Henriques @RHMagazine_IIRH [link]

10 desafíos de los líderes innovadores – @RamonMunozMx, coordinador nacional de la Red de Innovación de la @Coparmex [link]

4ª Revolución Industrial, vía #IBF 2016 de la @Coparmex [link]

Vers une syndication du leadership? Innovation sociale – @Mljr75112 @EchosBusiness [link]

Disruptive innovation: The challenge and the solution – @marcoannunziata @generalelectric [link]





Licencia Creative CommonsLicencia Creative Commons
Atribución-NoComercial 4.0 Internacional





2016/12/09

«Auburn University: City of Auburn partner on Innovation Fest»



Amy Weaver (Auburn University). OANow.com



«Auburn University and the city of Auburn have teamed up to host the first Auburn Innovation Fest on Thursday, Dec. 8 at the ALFA Pavilion at Ag Heritage Park.

»The event will allow attendees the opportunity to explore and discuss the different stages of innovation and entrepreneurship in Auburn. “Research, incubation, commercialization – all stages and elements of innovation have to work together to be successful,” said Larry Fillmer, executive director of the Auburn Research and Technology Foundation. “The event will allow the general public to see the different roles and resources that Auburn University has to offer.”

»Most of the day’s events are free and open to the public. A detailed schedule can be found at www.auburninnovationfest.org. Registration is required for two events.

»“The Auburn Innovation Fest is a perfect example of the excellent collaboration between the city of Auburn and Auburn University that benefits our citizens and businesses,” said Auburn Mayor Bill Ham, Jr.

»The day begins at 9 a.m., with student teams from Auburn High School participating in a Junior Tiger Cage Pitch, a competition supported through the Lowder Center for Family Business and Entrepreneurship in the Raymond J. Harbert College of Business at Auburn University.

»“The Junior Tiger Cage is a great tool to promote entrepreneurship with our young people,” said Bill Hardgrave, dean of the Harbert College of Business. “We will invite other high schools in Alabama to join the competition next year to further improve the climate for innovation and entrepreneurship throughout the state.”

»The general public is invited to listen to their business ideas and meet the teams. A panel of judges will provide feedback to the students and select three winning teams.

»The Auburn Chamber of Commerce will host a chamber members-only lunch featuring a panel of Auburn/Opelika entrepreneurs.

We will invite other high schools in Alabama to join the competition next year to further improve the climate for innovation and entrepreneurship throughout the state.

»“The successful realization of entrepreneurial ideas is fundamental to a vibrant business community,” said Lolly Steiner, president of the Auburn Chamber. “By promoting the dialogue between our members, we hope to encourage entrepreneurship and improve the success of startups in Auburn.”

»As part of the ongoing Tiger Cage competition, Auburn University students will present their preliminary “elevator pitches” at 2 p.m.

»Three Auburn University faculty members, who were recently recognized by the Office of the Vice President for Research and Economic Development with funding from LAUNCH: The Fund for Research and Innovation at Auburn University, will give updates at 3 p.m., on the commercialization of their research.

»“We are excited to participate in the inaugural Auburn Innovation Fest,” said Chris Roberts, dean of the Samuel Ginn College of Engineering at Auburn University. “Highlighting the resources available to students and faculty at Auburn that can be used to foster entrepreneurship aligns with our efforts to link innovation and business in the College of Engineering and the Thomas Walter Center for Technology Management.”

»The finale of this year’s Alabama Launchpad will wrap up the day, starting at 4 p.m. The program created and operated by the Economic Development Partnership of Alabama is the premier business startup competition in the state. Teams throughout Alabama have been selected to make presentations at the finale and compete for up to $250,000 in prize money. /p>

»“It has been an exciting year as we have celebrated our 10th anniversary and we are thrilled to once again host our finale in Auburn,” said Greg Sheek, director of Alabama Launchpad. “It is clear by all that is happening in the startup arena that Auburn and Auburn University have a great partnership and synergy. There’s always a lot going on in Auburn.”»





Innovation and resources

2016/12/08

«Qualcomm and Tencent Announce Joint Innovation Center in China»



Yahoo! Finance



«Qualcomm Incorporated (QCOM) through its subsidiary, Qualcomm Wireless Communication Technologies (China) Limited, today announced a strategic relationship with the Interactive Entertainment Group (IEG) of Tencent, to identify and create leading immersive mobile user experiences in gaming and entertainment. The collaboration includes a joint innovation center designed to explore new user gaming and application experience in the future by utilizing the strengths of both parties.

»“As virtual and augmented reality deployment accelerates, mobile has many distinct advantages, such as making it possible to enjoy incredibly immersive content wirelessly virtually anywhere you go, along with the scale of a large existing customer base, excellent development tools and high performance, the power efficient mobile Qualcomm® Snapdragon™ 800 series processor, will accelerate the next generation of VR and AR applications,” said Adrian Ong, vice president, business development, Qualcomm China. “The relationship between Tencent and Qualcomm Wireless Communication Technologies (China) Limited will help accelerate these new, mobile AR and VR gaming and entertainment experiences, as we utilize the best of both companies’ technologies and engineering expertise.”

»As consumer appetites grow for the development of high quality and differentiated mobile augmented reality (AR) and virtual reality (VR) gaming experiences, the need for stronger relationships across the industry will become even more important.

»“The joint innovation center will attempt to fully utilize Qualcomm Wireless Communication Technologies (China) Limited’s latest technologies and mobile devices based on Snapdragon, to develop and optimize more superior gaming products for Chinese players,” said Zhiming Nie, general manager, interactive entertainment R&D department, Tencent. “This will provide excellent gaming experiences and superior services to meet the high requirements of Chinese consumers.”

The new joint innovation center will attempt to utilize new technologies from Qualcomm Wireless Communication Technologies (China) Limited in future conditional projects, while the center receives fast and direct access to technology and services support. Tencent, is the top game content provider in China, and Qualcomm Wireless Communication Technologies (China) Limited is a world leader in mobile processors.

»The new joint innovation center will attempt to utilize new technologies from Qualcomm Wireless Communication Technologies (China) Limited in future conditional projects, while the center receives fast and direct access to technology and services support.. Tencent, is the top game content provider in China, and Qualcomm Wireless Communication Technologies (China) Limited is a world leader in mobile processors. This combination of brands, technology and engineering prowess can provide consumers with cutting-edge gaming and immersive entertainment experiences, driven by the worldwide adoption of AR and VR supported devices.


»About Qualcomm Incorporated

»Qualcomm Incorporated (QCOM) is a world leader in 3G, 4G and next-generation wireless technologies. Qualcomm Incorporated includes Qualcomm’s licensing business, QTL, and the vast majority of its patent portfolio. Qualcomm Technologies, Inc., a subsidiary of Qualcomm Incorporated, operates, along with its subsidiaries, substantially all of Qualcomm’s engineering, research and development functions, and substantially all of its products and services businesses, including its semiconductor business, QCT. For more than 30 years, Qualcomm ideas and inventions have driven the evolution of digital communications, linking people everywhere more closely to information, entertainment and each other. For more information, visit Qualcomm’s website, OnQ blog, Twitter and Facebook pages.


»About Tencent

»Founded in November, 1998, Tencent is a leading provider of Internet value added services in China. Since its establishment over the last decade, Tencent has maintained steady growth under its user-oriented operating strategies. On June 16, 2004, Tencent Holdings Limited (SEHK 700) went public on the main board of the Hong Kong Stock Exchange.

»It is Tencent’s mission to enhance the quality of human life through Internet services. Presently, Tencent provides social platforms and digital content services under the “Connection” Strategy. Tencent’s leading Internet platforms in China – QQ (QQ Instant Messenger), Weixin/WeChat, QQ.com, QQ Games, Qzone, and Tenpay – have brought together China’s largest Internet community, to meet the various needs of Internet users including communication, information, entertainment, financial services and others. As of June 31, 2016, the monthly active user accounts of QQ was 899 million while its peak concurrent user accounts reached 247 million. Combined MAU of Weixin and WeChat was 806 million. The development of Tencent has profoundly influenced the ways hundreds of millions of Internet users communicate with one another as well as their lifestyles. It also brings possibilities of a wider range of applications to the China’s Internet industry.»





Innovation and inventions