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Francois Bergeron

Networks Of Centres Of Excellence - 1 views

www.nce-rce.gc.ca/...NCE-RCE_eng.asp

networks centres excellence

shared by Francois Bergeron on 18 Jan 12 - No Cached
  • Francois Bergeron on 18 Jan 12
     
    NSERC centres of excellence 
Francois Bergeron

About NRC Canadian photonics Fabrication Centre - CPFC-CCFDP - NRC-CNRC - 0 views

www.nrc-cnrc.gc.ca/...index.html

nrc canadian fabrication centre government production supplier

shared by Francois Bergeron on 06 Jun 12 - No Cached
  • The National Research Council Canadian Photonics Fabrication Centre (NRC-CPFC) supports the growth of the photonics sector by providing commercial grade foundry services. In this section you will find more information about NRC-CPFC.
  • Where We Are CPFC is located in Ottawa, Canada, on the Montreal Road campus of the National Research Council of Canada. Our address is: Canadian Photonics Fabrication CentreNational Research Council Canada1200 Montreal Road Bldg. M-50Ottawa, Ontario, Canada, K1A 0R6
Francois Bergeron

Comparative study technology incubators in Quebec and abroad - 6. Evaluation ... - 0 views

www.dec-ced.gc.ca/...page-7.html

financing incubator

shared by Francois Bergeron on 20 Apr 12 - No Cached
  • evaluation of Inno-centre and trends in incubation.
  • Evaluation of Inno-centre 6.4.1 How does Inno-centre's business model compare with the business models of comparable incubators in Canada and outside Canada?
Francois Bergeron

Centre d'entrepreneurship Poly-HEC-UdeM - Nouvelles - 0 views

neumann.hec.ca/...2012-05-11.htm

shared by Francois Bergeron on 19 May 12 - No Cached
  • Tactus Scientific (hors concours) 1er prix, division Est de l’île de Montréal et la finale régionale de Montréal. Fondateurs : Ivan Pavlov et François Bergeron Établissement : HEC Montréal Domaine d’expertise : conception, production et commercialisation de détecteurs tactiles de mouvements de forces ultra-précis pour des applications scientifiques, médicales et industrielles.
Tiberius Brastaviceanu

Innovation Canada: A Call to Action - Review of Federal Support to Research and Develop... - 1 views

rd-review.ca/...00288.html

Industry Canada

shared by Tiberius Brastaviceanu on 04 Feb 14 - No Cached
  • Canada has a solid foundation on which to build success as a leader in the knowledge economy of tomorrow
  • innovation in Canada lags behind other highly developed countries
  • innovation is the ultimate source of the long-term competitiveness of businesses and the quality of life of Canadians
  • ...28 more annotations...
  • We heard that the government should be more focussed on helping innovative firms to grow and, particularly, on serving the needs of small and medium-sized enterprises (SMEs)
  • greater cooperation with provincial programs
  • innovation support is too narrowly focussed on R&D – more support is needed for other activities along the continuum from ideas to commercially useful innovation
  • more productive and internationally competitive economy
  • whole-of-government program delivery vehicle – the Industrial Research and Innovation Council (IRIC)
  • SR&ED program should be simplified
  • includes non-labour costs, such as materials and capital equipment, the calculation of which can be highly complex
  • the base for the tax credit should be labour-related costs, and the tax credit rate should be adjusted upward
  • fund direct support measures for SMEs
  • promoting the growth of firms
  • facilitating access by such firms to an increased supply of risk capital at both the start-up and later stages of their growth.
  • building public–private research collaborations
  • National Research Council (NRC) should become independent collaborative research organizations
  • become affiliates of universities
  • create opportunity and demand for leading-edge goods
  • encouragement of innovation in the Canadian economy should become a stated objective of procurement policies and programs.
  • the government needs to establish business innovation as a whole-of-government priority
  • put innovation at the centre of the government's economic strategy
  • Innovation Advisory Committee (IAC) – a body with a whole-of-government focus that would oversee the realization of our proposed action plan, as well as serve as a permanent mechanism to promote the refinement and improvement of the government's business innovation programs going forward.
  • focus resources where market forces are unlikely to operate effectively or efficiently and, in that context, address the full range of business innovation activities, including research, development, commercialization and collaboration with other key actors in the innovation ecosystem
  • the closer the activity being supported is to market, and therefore the more likely it is that the recipient firm will capture most of the benefit for itself.
  • specific sectors
  • of strategic importance
  • concentrated in particular regions
  • succeed in the arena of global competition
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 05 Feb 14
       
      They don't go beyond the firm
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 05 Feb 14
       
      they are still stuck in the competitive paradigm
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 05 Feb 14
       
      Still stack with the old paradigm of the "knowledge economy"  http://en.wikipedia.org/wiki/Knowledge_economy  My opinion is that we're moving into a know-how economy. 
Kurt Laitner

The Energy Efficiency of Trust & Vulnerability: A Conversation | Switch and Shift - 0 views

switchandshift.com/t-vulnerability-a-conversation

*trust discussion contextual

shared by Kurt Laitner on 30 Jan 14 - No Cached
  • trusting people because of who they are personally vs. who they are professionally
  • also need to trust systems
  • our own resources
  • ...34 more annotations...
  • How much we need to trust others depends on the context,
  • how much we trust ourselves,
  • our ability to understand the context we are in
  • When we trust, we re-allocate that energy and time to getting things done and making an impact
  • the more information and/or experience we have, the better we can decide whether or not to trust
  • Trust is a tool to assess and manage (reduce and/or increase) risk, depending on the situation.
  • Trusting someone implies making oneself more vulnerable
  • When we don’t trust, we exert a lot of energy to keep up our guard, to continually assess and verify.  This uses a lot of energy and time.
  • If the alternative is worse, we might opt for no trust
  • As we let ourselves be vulnerable, we also leave ourselves more open to new ideas, new ways of thinking which leads to empathy and innovation.
  • the more we can focus on the scope and achievement of our goals
  • trusting is efficient….and effective
  • Being vulnerable is a way to preserve energy
  • It lets us reallocate our resources to what matters and utilize our skills and those around us to increase effectiveness…impact.
  • If we are working together, we need to agree on the meaning of ‘done’.  When are we done, what does that look like?
  • “Control is for Beginners”
  • Strategic sloppiness is a way to preserve energy
  • Build on the same shared mental models
  • use the same language
  • As the ability to replicate something has become more of a commodity, we are increasingly seeing that complex interactions are the way to create ‘value from difference’ (as opposed to ‘value from sameness’).
  • allow for larger margins of error in our response and our acceptance of others
  • higher perfection slows down the tempo
  • We can’t minimize the need to be effective.
  • Efficient systems are great at dealing with complicated things – things that have many parts and sequences, but they fall flat dealing with complex systems, which is most of world today.
  • make sure we hear and see the same thing (reduce buffers around our response)
  • timing
  • intuition
  • judgment
  • experience
  • ability to look at things from many different perspective
  • to discover, uncover, understand and empathize is critical
  • focus on meaning and purpose for work (outcomes) instead of just money and profit (outputs)
  • When we have a common goal of WHY we want to do something, we are better able to trust
  • When we never do the same thing or have the same conversation twice, it becomes much more important to figure out why and what we do than how we do it (process, which is a given)
  • Kurt Laitner on 30 Jan 14
     
    spot on conversation on *trust, I see creating a trustful environment quickly among strangers as a key capability of an OVN, we need to quickly get past the need to protect and verify and move on to making purpose and goals happen
Tiberius Brastaviceanu

Innovative schemes for open innovation and science 2.0 INSO-4-2015 - 0 views

ec.europa.eu/...2475-inso-4-2015.html

horizon 2020 proposal Tibi's selection Mai

shared by Tiberius Brastaviceanu on 02 Jun 14 - No Cached
  • Topic: Innovative schemes for open innovation and science 2.0 INSO-4-2015
  • open innovation and science 2.0
  • assist universities to become open innovation centres for their region in cooperation with companies, realising the ERA priorities, and to enable public administrations to drive innovation in and through the public sector.
  • ...16 more annotations...
  • help universities, companies and public authorities to enhance their capacity to engage in science 2.0 and open innovation.
  • effective linkages for innovation between universities and companies and other employment sectors, and provide freely accessible innovation training platforms, including digital platforms. 
  • consortia
  • adopt innovative ways to create new knowledge, new jobs and promote economic growth
  • a). Inter-sectoral mobility
  • b) Academia- Business knowledge co-creation
  • c) Innovation leadership programme for public administrations and researchers
  • a policy of double nominations
  • a policy to further and recognise inter-sectoral mobility
  • This challenge can be addressed through different sets of actions:
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      the sub-sections are not addressed at once.
  • develop or (further) implement open innovative schemes to strengthen linkages between academia, industry and community
  • Research institutions together with companies are expected to build sustainable structures which help to absorb needs of users and thereby become co-creators of new solutions.  SMEs should be encouraged to participate.
  • Gender aspects need to be taken into account.
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      This is something that really fits SENSORICA. We've been working on this for 2 years now. 
  • developing curricula and providing freely through online platforms, possibly combined with other delivery mechanisms, innovation training for public administrations and researchers.
  • Tiberius Brastaviceanu on 02 Jun 14
     
    "Topic: Innovative schemes for open innovation and science 2.0 INSO-4-2015"
sebastianklemm

Tyddyn Teg - Tyddyn Teg - 0 views

tyddynteg.com

organisation potential_partner equipment greens_for_good

shared by sebastianklemm on 02 May 21 - No Cached
  • sebastianklemm on 02 May 21
     
    Recommended by Billy Smith (via Mastodon)
  • sebastianklemm on 02 May 21
     
    The Tyddyn Teg cooperative has eight members and some lovely volunteer helpers. We share a commitment to the importance of quality local food and the challenges of sustainability in the twenty first century. We see ourselves as part of the global family of small farmers and aim to become a practice based centre for research and education for sustainable local food production. Our primary objective has been to maintain vegetable production and meet the needs and expectations of our veg box customers. In this we have had a great deal of help and advice from John and Pippa (who were the previous owners of the farm). We are also supplying vegetables to Moelyci Shop and Dimensions Shop in Bangor. Our aims over the coming years are: Expand and improve our vegetable growing Develop the Farm to support WWOOFing Create new spaces for events Open opportunities to have a small scale restaurant/cafe on the farm Establish a luxury camping business where people can come and stay Provide a living wage to every member of the cooperative
faly77

Centre Ecologique Albert Schweitzer (CEAS) - Des innovations low-tech au serv... - 0 views

www.ceas.ch/innovations.html

greens_for_good dissemination opensource

shared by faly77 on 06 Jul 21 - No Cached
  • faly77 on 06 Jul 21
     
    Le CEAS collabore étroitement avec un large réseau de Hautes Ecoles et d'Universités. Ensemble, ils imaginent des techniques à même d'offrir des perspectives d'avenir aux familles, microentreprises et collectivités publiques du continent africain. Cette particularité a permis à l'ONG de capitaliser et de mettre à disposition des technologies appropriées. Dans une démarche open-source, elle souhaite mettre ces innovations à disposition de ceux qui pourraient les exploiter.
Tiberius Brastaviceanu

Permaculture Principles | Design Principles - 1 views

permacultureprinciples.com/principles_business.php

permaculture principles design business resilience paper

shared by Tiberius Brastaviceanu on 07 Sep 11 - Cached
  • how the principles of permaculture might apply to business.
  • The shift will be from merely prioritising output to thinking more widely.
  • how to build resilience for business
  • ...64 more annotations...
  • observation
  • A post-peak world will depend on detailed observation and good design rather than energy-intensive solutions.
  • not rely on weather forecasts but to learn to read the clouds,
  • “instead of researching the market, be the market”
  • businesses should be out there observing.
  • larger businesses tend to rely more on surveys and on second-hand information.
  • direct contact with customers.
  • move our idea of ‘capital’ from what we have in the bank, to the resources we have around us
  • not running a business on a constant high speed cash throughput with little or no capital reserves
  • lack of resilience in the just-in-time supply approach
  • a shift to storages of parts and materials, as well as the need to financially not be so dependent on debt financing
  • work slower with more financial reserves and take less risks, not building beyond what the company’s financial resources can support.
  • either to not borrow any money at all, or to borrow so much money that you can’t fail, being bigger than the people you borrow money from, so they have a vested interest in your succeeding!
  • energy efficient
  • long term
  • Looking to make buildings as autonomous as possible in a world entering energy descent is critical
  • see things that are flowing past and through the business that others don’t see as being a resource and having no monetary value as being valuable.
  • any intervention we make in a system, any changes we make or elements we introduce ought to be productive
  • This is instinctive to businesses
  • Obtain a Yield, in this context, is out of balance
  • much of business
  • have taken this to extremes
  • A well-designed system using permaculture principles should be able to self-regulate, and require the minimum of intervention and maintenance, like a woodland ecosystem, which requires no weeding, fertiliser or pest control.
  • moving from “we’re just obeying the law” to being proactive, acting before you get hit over the head with regulation and other vulnerabilities.
  • be able to put a foot on the break, not just going hell for leather on profit maximisation.
  • apply applied restraint, avoiding excessive, overfast growth that hasn’t been consolidated
  • looking for the negative feedbacks, from customers and from the environment in general
  • We need to increase the tightness of feedbacks.
  • Where nature can perform particular functions
  • we should utilise these attributes, rather than thinking we can replace them
  • Where nature can take some work off our hands we should let it.
  • a shift towards renewable resources
  • The emerging opportunities for businesses are things that are renewable. Renewable energy sources are the ones that will ensure a business’s stability in the long run. We can also broaden the concept of renewable resources to include things like goodwill and trust, things which a business can rebuild with good husbandry. Most business doesn’t just depend on law and competition, trust is at the heart of much business and it is very much a renewable resource.
  • The concept of waste is essentially a reflection of poor design. Every output from one system could become the input to another system. We need to think cyclically rather than in linear systems.
  • looking at our work from a range of perspectives
  • wider context
  • keep a clearer sense of the wider canvas on which we are painting, and the forces that affect what we are doing.
  • being strategic is important too
  • ask how is what we are doing part of a bigger picture, the move away from globalisation and towards the local, taking steps back from the everyday.
  • This can be done firstly by allowing space for Devil’s advocates, for black sheep, for hearing the voices of those outside of the dominant culture of the organisation and secondly by looking from a holistic perspective of how things interconnect, rather than just relying on experts who are embedded in detail. It emphasises the need to value the generalist, to give value to holistic thinkers.
  • allowing people to imagine different possibilities.
  • scenario planning
  • Permaculture has been described as the science of maximising beneficial relationships.
  • Solutions are to be found in integrated holistic solutions rather than increased specialisation and compartmentalisation
  • The challenge here is to move to seeing business as being part of the geographical community, as being rooted in place, rather than just part of a globalised community. At the moment for many larger businesses, the local is something one pays lip-service to as a source of good PR, something one is passing through, rather than actually being an integral part of the community.
  • This is a profound structural challenge for large organisations. Part of the resilience of the organisation comes from the degree of lateral integration. Resilience is in all solutions, it is the characteristic of ecological systems. If we apply these principles, resilience is one of the emergent properties
  • the notion that big is best needs to be challenged
  • new opportunities are very hard to understand and exploit from a macro level perspective, and are much better done from small scale perspective. It is here that the idea of appropriateness of scale becomes key.
  • more diverse systems have much more inbuilt resilience
  • have a diversity of small businesses, local currencies, food sources, energy sources and so on than if they are just dependent on centralised systems, globalisation’s version of monoculture.
  • not having all your eggs in one basket.
  • In the short term this kind of diversification could reduce profits, but in the longer term it will be more secure
  • this is about the reverse of specialisation, about having a mixed portfolio, and presents a big culture change for businesses.
  • it is a good strategy for business to keep a diverse portfolio of what sustains the business, keep some things that appear to be peripheral. They may not at this stage appear to be a serious part of how the business is run, but in this new world they will increasingly become so
  • ‘edge’
  • the point where two ecosystems meet is often more productive than either of those systems on their own.
  • overlap systems where possible so as to maximise their potential.
  • recognising that innovation doesn’t come from the centre but from fringe thinkers.
  • giving status to the marginal
  • It is important that the business has as many fingers in as many pies as possible, as many interfaces, and recognises that every person working for the business represents it in the community.
  • Natural systems are constantly in flux, evolving and growing.
  • Remaining observant of the changes around you, and not fixing onto the idea that anything around you is fixed or permanent will help too.
  • be flexible, lean and adaptable
  • A healthy approach is to start with no complete plan, to allow the process to be emergent. This is not a time when we can work to a rigid plan as conditions will change so fast. Organisations will need to stay on their toes, without rigid management.
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