clinical need.
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Boundaryless - 3 views
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Dig this source, Simone Cicero is involved, must be full of info !
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They work under the Creative Commons Attribution-ShareAlike 4.0 International (CC BY-SA 4.0) license. it says everywhere that their material is OS but I can't seem to bae able to find it.
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Create open-source frameworks for platform design and entrepreneurial organization development: we support a global community of organizations, institutions, and individuals through workshops, training, and consulting services.
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A model for device development | Researchers at the Stanford University Program in Biod... - 2 views
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Inventors must also determine if they are in a position to efficiently seize the market opportunity.
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regulatory considerations, reimbursement strategies, intellectual property, and business development objectives. This leads to Phase I of the development model.
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R&D in Phase II is responsible for generating early concepts. Brainstorming sessions are often held during this stage of development with members of R&D, marketing, and physician consultants. Computational analyses, such as stress and flow studies, are conducted to further understand the behavior of a proposed device. The team often develops a 3D CAD model of a proposed device
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shared by Kurt Laitner on 09 Jan 14
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Goodbye, Dilbert: 'The Rise of the Naked Economy' » Knowledge@Wharton - 2 views
knowledge.wharton.upenn.edu/...bye-dilbert-rise-naked-economy
sensorica the rise of the naked economy book review
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The old cubicle-based, static company is increasingly being replaced by a more fluid and mobile model: “the constant assembly, disassembly, and reassembly of people, talent, and ideas around a range of challenges and opportunities.”
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Therefore, the new economy and its “seminomadic workforce” will require “new places to gather, work, live, and interact.”
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The consumer electronics company Plantronics, for example, knowing that on any given day 40% of its workforce will be working elsewhere, designed its corporate campus to only 60% capacity
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Their joint enterprise, NextSpace, became their first venture into what they call “coworking,” or the creation of “shared collaborative workspaces.”
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also nurtures what the authors call “managed serendipity” — ad hoc collaboration between people with diverging but complementary skills
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Coonerty and Neuner found that the most productive collaborations tended to pair highly specialized experts with big-picture thinkers
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Clients get the specialized help they need at a cost below that of a full-time employee or traditional consulting firm, and specialists are well compensated and rewarded with flexible schedules and a greater degree of choice about which projects to take.
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This has produced a new market dynamic in which the headhunter of yesteryear has been replaced by “talent brokers” who connect highly specialized talent with companies on a project-by-project basis
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Matthew Mullenweg, doesn’t have much faith in traditional office buildings or corporate campuses: “I would argue that most offices are full of people not working.”
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On the other hand, Mullenweg is a big believer in face-to-face collaboration and brainstorming, and flies his teams all over the globe to do so.
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Additionally, a 2010 Kauffman-Rand study worried that employer-based health insurance, by discouraging risk-taking, will be an ongoing drag on entrepreneurship
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Science and Technology Consultation - Industry Canada - 0 views
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Under this strategy
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Genome Canada, the Canadian Institute for Advanced Research and the Canada Foundation for Innovation.
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Still, Canadian businesses continue to underperform when it comes to innovation—a primary driver of productivity growth—when compared to other competing nations. The performance of business R&D is one oft-cited measure used to gauge the level of innovative activity in a country's business sector.
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Canadians have reached top tier global performance in reading, mathematics, problem solving and science, and Canada has rising numbers of graduates with doctoral degrees in science and engineering.
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The ease and ability of the academic community to collaborate, including through research networks, is also well-recognized.
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Still, the innovative performance of Canada's firms and the productivity growth continue to lag behind competing nations.
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The government is also committed to moving forward with a new approach to promoting business innovation—one that emphasizes active business-led initiatives and focuses resources on better fostering the growth of innovative firms.
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Achieving this requires the concerted effort of all players in the innovation system—to ensure each does what one does best and to leverage one another's strengths.
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the government has invested more to support science, technology and innovative companies than ever before
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Canada must become more innovative
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providing a new framework to guide federal ST&I investments and priorities. That is why the Government of Canada stated its intention to release an updated ST&I Strategy in the October 2013 Speech from the Throne.
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seeking the views of stakeholders from all sectors of the ST&I system—including universities, colleges and polytechnics, the business community, and Canadians
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encouraging partnerships with industry, attracting highly skilled researchers, continuing investments in discovery-driven research, strengthening Canada's knowledge base, supporting research infrastructure and providing incentives to private sector innovation.
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Canada has a world-class post-secondary education system that embraces and successfully leverages collaboration with the private sector, particularly through research networks
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post-secondary and research institutions that attract and nurture highly qualified and skilled talent
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Why a race? We need to change the way we see this!!! We need to open up. See the European Commission Horizon 2020 program http://ec.europa.eu/programmes/horizon2020/en/ They are acknowledging that Europe cannot do it alone, and are spending money on International collaboration.
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There is nothing about non-institutionalized innovation, i.e. open source! There is nothing about the public in this equation like the Europeans do in the Digital Era for Europe program https://ec.europa.eu/digital-agenda/node/66731
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low taxes, strong support for new businesses, a soundly regulated banking system, and ready availability of financial services
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provide incentive for innovative activity in firms, improved access to venture capital, augmented and more coordinated direct support to firms, and deeper partnerships and connections between the public and private sectors.
Industry Canada - Science Technology - national consultation - Google Drive - 0 views
Industry Canada consultation - Google Drive - 0 views
Digital Agenda for Europe - European Commission - 2 views
ec.europa.eu/...tion-strategy-and-policy-group
Industry Canada Open innovation strategy policy consultation
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On the Phenomenon of Bullshit Jobs - STRIKE! - 1 views
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financial services or telemarketing, or the unprecedented expansion of sectors like corporate law, academic and health administration, human resources, and public relations
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provide administrative, technical, or security support for these industries, or for that matter the whole host of ancillary industries (dog-washers, all-night pizza deliverymen) that only exist because everyone else is spending so much of their time working in all the other ones
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It’s as if someone were out there making up pointless jobs just for the sake of keeping us all working. And here, precisely, lies the mystery. In capitalism, this is exactly what is not supposed to happen
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Sure, in the old inefficient socialist states like the Soviet Union, where employment was considered both a right and a sacred duty, the system made up as many jobs as they had to (this is why in Soviet department stores it took three clerks to sell a piece of meat)
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working 40 or even 50 hour weeks on paper, but effectively working 15 hours just as Keynes predicted, since the rest of their time is spent organising or attending motivational seminars
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The ruling class has figured out that a happy and productive population with free time on their hands is a mortal danger
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And, on the other hand, the feeling that work is a moral value in itself, and that anyone not willing to submit themselves to some kind of intense work discipline for most of their waking hours deserves nothing, is extraordinarily convenient for them
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Hell is a collection of individuals who are spending the bulk of their time working on a task they don’t like and are not especially good at
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they all become so obsessed with resentment at the thought that some of their co-workers might be spending more time making cabinets
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It’s not entirely clear how humanity would suffer were all private equity CEOs, lobbyists, PR researchers, actuaries, telemarketers, bailiffs or legal consultants to similarly vanish. (Many suspect it might markedly improve.)
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plagued with debts and a newborn daughter, ended up, as he put it, “taking the default choice of so many directionless folk: law school
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Now he’s a corporate lawyer working in a prominent New York firm. He was the first to admit that his job was utterly meaningless, contributed nothing to the world, and, in his own estimation, should not really exist
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I would not presume to tell someone who is convinced they are making a meaningful contribution to the world that, really, they are not. But what about those people who are themselves convinced their jobs are meaningless?
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(Answer: if 1% of the population controls most of the disposable wealth, what we call “the market” reflects what they think is useful or important, not anybody else.)
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should you meet them at parties and admit that you do something that might be considered interesting (an anthropologist, for example), will want to avoid even discussing their line of work entirely
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This is a profound psychological violence here. How can one even begin to speak of dignity in labour when one secretly feels one’s job should not exist?
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Yet it is the peculiar genius of our society that its rulers have figured out a way, as in the case of the fish-fryers, to ensure that rage is directed precisely against those who actually do get to do meaningful work
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in our society, there seems a general rule that, the more obviously one’s work benefits other people, the less one is likely to be paid for it
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There’s a lot of questions one could ask here, starting with, what does it say about our society that it seems to generate an extremely limited demand for talented poet-musicians, but an apparently infinite demand for specialists in corporate law?
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You can see it when tabloids whip up resentment against tube workers for paralysing London during contract disputes: the very fact that tube workers can paralyse London shows that their work is actually necessary, but this seems to be precisely what annoys people
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It’s even clearer in the US, where Republicans have had remarkable success mobilizing resentment against school teachers, or auto workers (and not, significantly, against the school administrators or auto industry managers who actually cause the problems)
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It’s as if they are being told “but you get to teach children! Or make cars! You get to have real jobs! And on top of that you have the nerve to also expect middle-class pensions and health care?”
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If someone had designed a work regime perfectly suited to maintaining the power of finance capital, it’s hard to see how they could have done a better job
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The remainder are divided between a terrorised stratum of the – universally reviled – unemployed and a larger stratum who are basically paid to do nothing, in positions designed to make them identify with the perspectives and sensibilities of the ruling class (managers, administrators, etc) – and particularly its financial avatars – but, at the same time, foster a simmering resentment against anyone whose work has clear and undeniable social value
100% Open - 2 views
Orgnet, LLC - Social Network Analysis software & services for organizations, communitie... - 1 views
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Food Security Information Network (FSIN) - 1 views
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FSIN is a technical platform for exchanging expertise and best practices on food security and nutrition analysis. It promotes independent and consensus-based information and highlights critical data gaps. The result of a consultative process between government institutions and development partners interested in a new vision for country-led food security information systems, FSIN continues providing support at country and regional level. Demand-driven and flexible, it remains adaptable to changing contexts and evolving needs. Today, FSIN's work spans the effort of 16 global and regional partners committed to improving availability and quality of food security and nutrition analysis for better decision-making. It also facilitates the Global Network Against Food Crises's first pillar which is centered on better understanding global food crises.
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The New Normal in Funding University Science | Issues in Science and Technology - 1 views
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Government funding for academic research will remain limited, and competition for grants will remain high. Broad adjustments will be needed
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systemic problems that arise from the R&D funding system and incentive structure that the federal government put in place after World War II
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unding rates in many National Institutes of Health (NIH) and National Science Foundation (NSF) programs are now at historical lows, declining from more than 30% before 2001 to 20% or even less in 2011
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even the most prominent scientists will find it difficult to maintain funding for their laboratories, and young scientists seeking their first grant may become so overwhelmed that individuals of great promise will be driven from the field
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The growth of the scientific enterprise on university campuses during the past 60 years is not sustainable and has now reached a tipping point at which old models no longer work
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ederal funding agencies must work with universities to ensure that new models of funding do not stymie the progress of science in the United States
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The deeper sources of the problem lie in the incentive structure of the modern research university, the aspirations of scientists trained by those universities, and the aspirations of less research-intensive universities and colleges across the nation
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if a university wants to attract a significant amount of sponsored research money, it needs doctoral programs in the relevant fields and faculty members who are dedicated to both winning grants and training students
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Even though not all doctorate recipients become university faculty, the size of the science and engineering faculty at U.S. universities has grown substantially
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These strategies make sense for any individual university, but will fail collectively unless federal funding for R&D grows robustly enough to keep up with demand.
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At the very time that universities were enjoying rapidly growing budgets, and creating modes of operation that assumed such largess was the new normal, Price warned that it would all soon come to a halt
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the human and financial resources invested in science had been increasing much faster than the populations and economies of those regions
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growth in the scientific enterprise would have to slow down at some point, growing no more than the population or the economy.
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studies sounded an alarm about the potential decline in U.S. global leadership in science and technology and the grave implications of that decline for economic growth and national security
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Although we are not opposed to increasing federal funding for research, we are not optimistic that it will happen at anywhere near the rate the Academies seek, nor do we think it will have a large impact on funding rates
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universities should not expect any radical increases in domestic R&D budgets, and most likely not in defense R&D budgets either, unless the discretionary budgets themselves grow rapidly. Those budgets are under pressure from political groups that want to shrink government spending and from the growth of spending in mandatory programs
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The basic point is that the growth of the economy will drive increases in federal R&D spending, and any attempt to provide rapid or sustained increases beyond that growth will require taking money from other programs.
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The demand for research money cannot grow faster than the economy forever and the growth curve for research money flattened out long ago.
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The goal cannot be to convince the government to invest a higher proportion of its discretionary spending in research
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Getting more is not in the cards, and some observers think the scientific community will be lucky to keep what it has
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The potential to take advantage of the infrastructure and talent on university campuses may be a win-win situation for businesses and institutions of higher education.
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Why should universities and colleges continue to support scientific research, knowing that the financial benefits are diminishing?
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faculty members are committed to their scholarship and will press on with their research programs even when external dollars are scarce
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it is critical to have active research laboratories, not only in elite public and private research institutions, but in non-flagship public universities, a diverse set of private universities, and four-year colleges
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How then do increasingly beleaguered institutions of higher education support the research efforts of the faculty, given the reality that federal grants are going to be few and far between for the majority of faculty members? What are the practical steps institutions can take?
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change the current model of providing large startup packages when a faculty member is hired and then leaving it up to the faculty member to obtain funding for the remainder of his or her career
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universities invest less in new faculty members and spread their internal research dollars across faculty members at all stages of their careers, from early to late.
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national conversation about changes in startup packages and by careful consultations with prospective faculty hires about long-term support of their research efforts
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Many prospective hires may find smaller startup packages palatable, if they can be convinced that the smaller packages are coupled with an institutional commitment to ongoing research support and more reasonable expectations about winning grants.
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Smaller startup packages mean that in many situations, new faculty members will not be able to establish a functioning stand-alone laboratory. Thus, space and equipment will need to be shared to a greater extent than has been true in the past.
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construction of open laboratory spaces and the strategic development of well-equipped research centers capable of efficiently servicing the needs of an array of researchers
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Collaborative proposals and the assembly of research teams that focus on more complex problems can arise relatively naturally as interactions among researchers are facilitated by proximity and the absence of walls between laboratories.
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The more likely trajectory of a junior faculty member will evolve from contributing team member to increasing leadership responsibilities to team leader
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nternal evaluations of contributions and potential will become more important in tenure and promotion decisions.
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relationships with foundations, donors, state agencies, and private business will become increasingly important in the funding game
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Further complicating university collaborations with business is that past examples of such partnerships have not always been easy or free of controversy.
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some faculty members worried about firms dictating the research priorities of the university, pulling graduate students into proprietary research (which could limit what they could publish), and generally tugging the relevant faculty in multiple directions.
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University faculty and businesspeople often do not understand each other’s cultures, needs, and constraints, and such gaps can lead to more mundane problems in university/industry relations, not least of which are organizational demands and institutional cultures
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n addition to funding for research, universities can receive indirect benefits from such relationships. High-profile partnerships with businesses will underline the important role that universities can play in the economic development of a region.
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Universities have to see firms as more than just deep pockets, and firms need to see universities as more than sources of cheap skilled labor.
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We do not believe that research proposed and supervised by individual principal investigators will disappear anytime soon. It is a research model that has proven to be remarkably successful and enduring
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However, we believe that the most vibrant scientific communities on university and college campuses, and the ones most likely to thrive in the new reality of funding for the sciences, will be those that encourage the formation of research teams and are nimble with regard to funding sources, even as they leave room for traditional avenues of funding and research.
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What do we need corporations for and how does Valve's management structure fit into tod... - 0 views
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Valve’s management model; one in which there are no bosses, no delegation, no commands, no attempt by anyone to tell someone what to do
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Every social order, including that of ants and bees, must allocate its scarce resources between different productive activities and processes, as well as establish patterns of distribution among individuals and groups of output collectively produced.
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the allocation of resources, as well as the distribution of the produce, is based on a decentralised mechanism functioning by means of price signals:
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Interestingly, however, there is one last bastion of economic activity that proved remarkably resistant to the triumph of the market: firms, companies and, later, corporations. Think about it: market-societies, or capitalism, are synonymous with firms, companies, corporations. And yet, quite paradoxically, firms can be thought of as market-free zones. Within their realm, firms (like societies) allocate scarce resources (between different productive activities and processes). Nevertheless they do so by means of some non-price, more often than not hierarchical, mechanism!
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Hayek’s argument was predicated upon the premise that knowledge is always ‘local’ and all attempts to aggregate it are bound to fail. The world, in his eyes, is too complex for its essence to be distilled in some central node; e.g. the state.
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The idea of spontaneous order comes from the Scottish Enlightenment, and in particular David Hume who, famously, argued against Thomas Hobbes’ assumption that, without some Leviathan ruling over us (keeping us “all in awe”), we would end up in a hideous State of Nature in which life would be “nasty, brutish and short”
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Hume’s counter-argument was that, in the absence of a system of centralised command, conventions emerge that minimise conflict and organise social activities (including production) in a manner that is most conducive to the Good Life
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The miracle of the market, according to Hayek, was that it managed to signal to each what activity is best for herself and for society as a whole without first aggregating all the disparate and local pieces of knowledge that lived in the minds and subconscious of each consumer, each designer, each producer. How does this signalling happen? Hayek’s answer (borrowed from Smith) was devastatingly simple: through the movement of prices
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The idea here is that, through this ever-evolving process, people’s capacities, talents and ideas are given the best chance possible to develop and produce synergies that promote the Common Good. It is as if an invisible hand guides Valve’s individual members to decisions that both unleash each person’s potential and serve the company’s collective interest (which does not necessarily coincide with profit maximisation).
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Hume thought that humans are prone to all sorts of incommensurable passions (e.g. the passion for a video game, the passion for chocolate, the passion for social justice) the pursuit of which leads to many different types of conventions that, eventually, make up our jointly produced spontaneous order
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In contrast, Smith and Hayek concentrate their analysis on a single passion: the passion for profit-making
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Hume also believed in a variety of signals, as opposed to Hayek’s exclusive reliance on price signalling
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One which, instead of price signals, is based on the signals Valve employees emit to one another by selecting how to allocate their labour time, a decision that is bound up with where to wheel their tables to (i.e. whom to work with and on what)
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He pointed out simply and convincingly that the cost of subcontracting a good or service, through some market, may be much larger than the cost of producing that good or service internally. He attributed this difference to transactions costs and explained that they were due to the costs of bargaining (with contractors), of enforcing incomplete contracts (whose incompleteness is due to the fact that some activities and qualities cannot be fully described in a written contract), of imperfect monitoring and asymmetrically distributed information, of keeping trade secrets… secret, etc. In short, contractual obligations can never be perfectly stipulated or enforced, especially when information is scarce and unequally distributed, and this gives rise to transaction costs which can become debilitating unless joint production takes place within the hierarchically structured firm. Optimal corporation size corresponds, in Coase’s scheme of things, to a ‘point’ where the net marginal cost of contracting out a service or good (including transaction costs) tends to zero
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As Coase et al explained in the previous section, the whole point about a corporation is that its internal organisation cannot turn on price signals (for if it could, it would not exist as a corporation but would, instead, contract out all the goods and services internally produced)
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Each employee chooses (a) her partners (or team with which she wants to work) and (b) how much time she wants to devote to various competing projects. In making this decision, each Valve employee takes into account not only the attractiveness of projects and teams competing for their time but, also, the decisions of others.
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Valve differs in that it insists that its employees allocate 100% of their time on projects of their choosing
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Valve is, at least in one way, more radical than a traditional co-operative firm. Co-ops are companies whose ownership is shared equally among its members. Nonetheless, co-ops are usually hierarchical organisations. Democratic perhaps, but hierarchical nonetheless. Managers may be selected through some democratic or consultative process involving members but, once selected, they delegate and command their ‘underlings’ in a manner not at all dissimilar to a standard corporation. At Valve, by contrast, each person manages herself while teams operate on the basis of voluntarism, with collective activities regulated and coordinated spontaneously via the operations of the time allocation-based spontaneous order mechanism described above.
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In contrast, co-ops and Valve feature peer-based systems for determining the distribution of a firm’s surplus among employees.
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There is one important aspect of Valve that I did not focus on: the link between its horizontal management structure and its ‘vertical’ ownership structure. Valve is a private company owned mostly by few individuals. In that sense, it is an enlightened oligarchy: an oligarchy in that it is owned by a few and enlightened in that those few are not using their property rights to boss people around. The question arises: what happens to the alternative spontaneous order within Valve if some or all of the owners decide to sell up?
OpenExO - 0 views
Leadership Team - Open Invention Network - 0 views
openinventionnetwork.com/...leadership-team
possible collaborator network team platform open open innovation consultancy
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