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dhtobey Tobey

Open Innovation | Innovation Management - 0 views

www.innocentive.com

knowledge-exchange science ideas community research partner

shared by dhtobey Tobey on 25 Apr 10 - Cached
  • dhtobey Tobey on 25 Apr 10
     
    We believe in the power of open innovation, bringing together creative minds to create breakthrough solutions that touch every human life.Founded in 2001, InnoCentive connects companies, academic institutions, public sector and non-profit organizations, all hungry for breakthrough innovation, with a global network of more than 200,000 of the world's brightest minds on the world's first 1Open Innovation Marketplace™.These creative thinkers -- engineers, scientists, inventors, and business people with expertise in life sciences, engineering, chemistry, math, computer science, and entrepreneurship -- join the InnoCentive Solver™ community to solve some of the world's toughest challenges.Seeker™ organizations post their challenges on the InnoCentive web site, and offer registered Solvers significant financial awards for the best solutions. Seeker™ and Solver™ identities are kept completely confidential and secure, and InnoCentive manages the entire IP process.
dhtobey Tobey

NDRI :: National Development and Research Institutes, Inc. - 0 views

www.ndri.org

research.institute

shared by dhtobey Tobey on 21 Apr 10 - Cached
  • Founded in 1967, NDRI is a non-profit research and educational organization dedicated to advancing scientific knowledge in the areas of drug and alcohol abuse, treatment and recovery; HIV, AIDS and HCV; therapeutic communities; youth at risk; and related areas of public health, mental health, criminal justice, urban problems, prevention and epidemiology.
  • dhtobey Tobey on 21 Apr 10
     
    Potential partner or customer.
dhtobey Tobey

University Physicians Healthcare - UPH Executive Bios - 0 views

www.uph.org/...Default.aspx

prospect DTSE BioScience-exchange

shared by dhtobey Tobey on 24 Apr 10 - Cached
  • Lawrence Aldrich President and Chief Executive Officer (CEO) Larry Aldrich is an attorney with over 25 years of proven leadership abilities in diverse business positions. As President and CEO he is responsible for various corporate departments at UPH, including Legal/Risk, Information Systems, Electronic Medical Records, Marketing/Business Development/Contracts Administration and Facilities. Prior to joining UPH, Larry was the founding Chief Operating Officer at The Critical Path Institute (C-Path), a non-profit medical research organization focused on improving the safety and efficacy of the drug development process through the U.S. Food and Drug Administration. He also served as the president and CEO of Tucson Newspapers. Larry received his law degree from Tulane Law School and his civil engineering degree from Georgia Institute of Technology.
    • dhtobey Tobey
      dhtobey Tobey on 24 Apr 10
       
      Aldrich is the former head of Tucson Ventures. Scott is arranging presentation after our presentation development call with Jeanine.
dhtobey Tobey

Byte Size Biology » genomics - 1 views

bytesizebio.net/...genomics

genomics standard GSC software methodology community-desktop prospect association research non-profit

shared by dhtobey Tobey on 02 May 10 - Cached
  • etadata is the “data about the data”: all the habitat data, SOPs and abiotic data that is in dire need of the standardization Kyrpides writes about.
  • Metadata is the “data about the data”: all the habitat data, SOPs and abiotic data that is in dire need of the standardization Kyrpides writes about.
  • In 2005 the Genomics Standards Consortium was formed to address this problem. Renzo Kottman from the Max-Planck Institute for Marine Microbiology in Bremen, Germany  talked about software development within the GSC, and specifically about his own project: the Genomic Contextual Data Markup Language, or GCDML. GCDML is an XML-based standard for describing everything associated with a genomic or a metagenomic sample: where it was taken from , under what conditions, which protocols were used to extract, sequence, assemble, finish and analyze the metagenome.
    • dhtobey Tobey
      dhtobey Tobey on 02 May 10
       
      Standards organizations are community desktops waiting to happen. More specifically, not reference to "protocols" with a five step process similar to our technology transfer framework. If we could get a copy of this protocol we could develop a diagram and a community site around the four "research cycle" stages: extract, sequence, assemble, finish and analyze. What we need is a similar structure for the tissue sourcing process. Scott, can you think of who might have such a protocol documented?
  • dhtobey Tobey on 02 May 10
     
    Excerpt from further down the article that Steve sent via email. Note the embedded presentation on "Software development by the Genomics Standards Consortium."
  • Steve King on 02 May 10
     
    wow.. this page is a tour de force for bio science info issues ... and I very much like where you are going with the extract, sequence, assemble, finish and analyze.. pattern.. similar to the NIST model we are using at NERC.... hopefully
dhtobey Tobey

Putting organizational complexity in its place - McKinsey Quarterly - Organization - St... - 0 views

www.mckinseyquarterly.com/...l_complexity_in_its_place_2580

complexity organizational-behavior research assessment LivingSurvey

shared by dhtobey Tobey on 10 May 10 - No Cached
  • The goal? To identify where institutional complexity is an issue, where complexity caused by factors such as a lack of role clarity or poor processes is a problem, and what’s responsible for the complexity in each area. Companies can then boost organizational effectiveness through a combination of two things: removing complexity that doesn’t add value and channeling what’s left to employees who can either handle it naturally or be trained to cope with it.
  • In this article, we review the experience of a multinational consumer goods manufacturer that applied this approach in several regions and functions and consequently halved the time it needed to make decisions in critical processes.
  • Armed with the survey data, the manufacturer constructed several “heat maps” to help senior managers pinpoint where, and why, complexity was causing trouble for employees. Each map showed a particular breakdown—a region or function, for example—and how much complexity of various kinds was occurring there, as well as the level of coping skills employees possessed.
    • dhtobey Tobey
      dhtobey Tobey on 10 May 10
       
      Heat maps would be a nice tool for the CD. We should begin to create a catalog of these visualizations that support decision analysis, as opposed to simple graphical displays in basic analytics applications that don't naturally lead to a transformation that provides insights.
    • dhtobey Tobey
      dhtobey Tobey on 10 May 10
       
      Additionally, each of these "temperatures" should have a gradient to indicate the degree of consensus associated with each map. The graphic below implies there is only one view that all share -- preposterous!
  • ...4 more annotations...
  • A regional map, reproduced here (Exhibit 1), highlighted confusion over accountability between the company’s headquarters and a country office in the same region. T
  • Another map showed how the manufacturer’s supply chain employees were struggling with duplication that stemmed from confusing sales forecasting and from ordering processes that required decisions to pass through multiple loops (including time-consuming iterations with regional offices) prior to approval.
  • Of course, managers must be mindful that not all complexity is equally manageable, and proceed accordingly (Exhibit 2). Exhibit 2: Types of complexity Imposed complexity includes laws, industry regulations, and interventions by nongovernmental organizations. It is not typically manageable by companies. Inherent complexity is intrinsic to the business, and can only be jettisoned by exiting a portion of the business. Designed complexity results from choices about where the business operates, what it sells, to whom, and how. Companies can remove it, but this could mean simplifying valuable wrinkles in their business model. Unnecessary complexity arises from growing misalignment between the needs of the organization and the processes supporting it. It is easily managed once identified.
  • Whenever companies tackle complexity, they will ultimately find some individuals who seem less troubled by it than others. This is not surprising. People are different: some freeze like deer in the headlights in the face of ambiguity, uncertainty, complex roles, and unclear accountabilities; others are able to get their work done regardless.
    • dhtobey Tobey
      dhtobey Tobey on 10 May 10
       
      Difference between the ability to handle complexity may be due to thinkLets and assessable using the Bivariate Emotion Indicator I developed in my dissertation. This could be an assessment of a "CIP CMM" that we offer NEPCO through Assante's new non-profit.
  • Steve King on 10 May 10
     
    wow great stuff.. fully concur.. IMO a catalog of visualizations is very much in line with our mantra of METHODOLOGY, not TECHNOLOGY :)
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