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Tiberius Brastaviceanu

ICT-37-2014 - 0 views

ec.europa.eu/...2589-ict-37-2014.html

horizon 2020

shared by Tiberius Brastaviceanu on 02 Jun 14 - No Cached
  • provide support to a large set of early stage high risk innovative SMEs in the ICT sector
  • Focus will be on SME proposing innovative ICT concept, product and service applying new sets of rules, values and models which ultimately disrupt existing markets.
  • disruptive ideas
  • ...27 more annotations...
  • prototyping
  • validation and demonstration
  • deployment
  • Proposed projects should have a potential for disruptive innovation and fast market up-take in ICT.
  • interesting for entrepreneurs and young innovative companies
  • bearing a strong EU dimension.
  • Participants can apply to Phase 1 with a view to applying to Phase 2 at a later date, or directly to Phase 2.
  • In phase 1, a feasibility study
  • services and technologies or new market applications of existing technologies
  • Intellectual Property (IP) management
  • increase profitability
  • The proposal should contain an initial business plan based on the proposed idea/concept.
  • EUR 50.000. Projects should last around 6 months
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      I don't understand why they call it Open (ODI) when they also talk about Intellectual Property. 
  • company competitiveness
  • prototyping
  • demonstration
  • readiness and maturity for market introduction
  • may also include some research
  • For technological innovation a Technology Readiness Levels of 6 or above
  • Proposals shall be based on an elaborated business plan
  • Proposals shall contain a specification for the outcome of the project, including a first commercialisation plan, and criteria for success.
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      We are not a SME and have no classical commercialization plan. We can form an Exchange Firm for example, and offer services for OVNi for example, helping local food networks, providing them infrastructure. But in that case, the business plan for the Exchange Firm should contain a revenue model. Who is going to pay for the deployment of the OVNi in order to make the Exchange Firm commercially viable in the eyes of the Commission?  
  • coaching and mentoring support during phase 1 and phase 2
  • growth plan and maximising it through internationalisation
  • Enhancing profitability and growth performance of SMEs by combining and transferring new and existing knowledge into innovative, disruptive and competitive solutions
  • Open Disruptive Innovation Scheme
  • Tiberius Brastaviceanu on 02 Jun 14
     
    "Specific Challenge: The challenge is to provide support to a large set of early stage high risk innovative SMEs in the ICT sector. Focus will be on SME proposing innovative ICT concept, product and service applying new sets of rules, values and models which ultimately disrupt existing markets."
Tiberius Brastaviceanu

Proposal - Food SFS-08-2014 - 1 views

ec.europa.eu/...2587-sfs-08-2014.html

horizon 2020 proposal

shared by Tiberius Brastaviceanu on 02 Jun 14 - No Cached
  • development of more resource-efficient and sustainable food production and processing
  • competitive and innovative
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      We are proposing collaborative ways, here the accent is put on competitive ways 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      We are proposing collaborative methods. Here, the accent is put on COMPETITIVE ways for a "sustainable circular economy"
  • ...29 more annotations...
  • reduction in water and energy use
  • gas emissions and waste generation
  • improving the efficiency
  • ensuring or improving shelf life, food safety and quality
  • competitive eco-innovative processes should be developed
  • sustainable circular economy
  • Intellectual Property (IP)
  • In phase 1, a feasibility study
  • technological/practical as well as economic viability of an innovation idea/concept with considerable novelty to the industry sector
  • to establish a solid high-potential innovation project
  • increase profitability of the enterprise through innovation
  • increase the return in investment in innovation activities
  • The proposal should contain an initial business plan based on the proposed idea/concept.
  • apply to phase 1 with a view to applying to phase 2 at a later date, or directly to phase 2.
  • EUR 50,000. Projects should last around 6 months
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      Phase 1 has a classical language. We would need to mask our true identity and beliefs writing this grant proposal. I don't think it's for us... But this is only my opinion. 
  • In phase 2, innovation projects will be supported that address the specific challenge of Sustainable Food Security
  • demonstrate high potential in terms of company competitiveness and growth underpinned by a strategic business plan
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      This is more about individual companies and their competitive advantage. Not about networks and not about collaboration and sharing. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 02 Jun 14
       
      Moreover, they put emphasis on IP protection and ownership, when we must talk about commons, knowledge commons applied to agriculture, sharing platforms, etc. 
  • Proposals shall be based on an elaborated business plan either developed through phase 1 or another means.
  • Particular attention must be paid to IP protection and ownership
  • Successful beneficiaries will be offered coaching and mentoring support during phase 1 and phase 2.
  • Enhancing profitability
  • competitive solutions
  • global business opportunities
  • sustainable
  • turnover
  • IP management
  • return on investment and profit
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.
Kurt Laitner

We Have A Crazy Plan - 0 views

techcrunch.com/...reddit-fundraising

reddit value accounting equity distribution paper

shared by Kurt Laitner on 01 Oct 14 - No Cached
  • “We have a crazy plan and what we’re going to do is create a crypto-currency that is backed by those shares. Then we’re going to distribute the currency to the community through some reasonably fair way that reflects the contributions of community. That is one of the more complex subproblems we have to figure out.”
  • Kurt Laitner on 01 Oct 14
     
    ""We have a crazy plan and what we're going to do is create a crypto-currency that is backed by those shares. Then we're going to distribute the currency to the community through some reasonably fair way that reflects the contributions of community. That is one of the more complex subproblems we have to figure out.""
Tiberius Brastaviceanu

Is it time to change the way we work? | What Would The Internet Do? - 2 views

www.wwtid.com/...time-to-change-the-way-we-work

document post blog value networks new economy

shared by Tiberius Brastaviceanu on 09 Jul 12 - No Cached
  • company culture
  • how important some values are for them to prosper and generate value
  • We are seeing some organization being more successful in creating a culture than others
  • ...24 more annotations...
  • some of the principles of the Internet culture are actually becoming critical in creating successful organizations
  • the Internet culture is setting the foundation for a different way of generating economic and social value.
  • set of values that I believe are relevant for all organization wishing to reinvent their model to be more successful, attract talent and be more sustainable.
  • Resilience
  • more chances to successfully face complexity, speed and unpredictability
  • Bouncing back is more valuable than being tough.
  • establish a circle of trust
  • resources from your network, from outside, rather than stocking them.
  • Compasses (instead of maps)
  • through clear principles and transparency.
  • Pull (instead of push)/ Smart crowd (instead of experts)
  • post-sale structure
  • Portfolios (instead of planning)/ Practice (instead of theory)
  • Prototype, and leverage the ecosystem to fail fast (or scale rapidly).
  • testing less than perfect products into a receptive and responsive ecosystem
  • Systems (instead of objects)
  • the social components, and the interdependence of people, groups and objects.
  • a new set of currency that will merge the intrinsic value with the extrinsic social components associated with it.
  • groups of people can produce a better outcome than single individuals.
  • planning everything excludes the unexpected
  • keeping the eyes open
  • Encourage rebellion (instead of compliance)/Constant learning (instead of education)
  • asking questions and not accepting the traditional answers as given
  • structurally encouraged to question in order to guarantee future development and innovation
Tiberius Brastaviceanu

Science and Technology Consultation - Industry Canada - 0 views

www.ic.gc.ca/...h_07416.html

Industry Canada

shared by Tiberius Brastaviceanu on 15 Jan 14 - No Cached
  • Under this strategy
    • Yasir Siddiqui
      Yasir Siddiqui on 15 Jan 14
       
      Testing
    • Yasir Siddiqui
      Yasir Siddiqui on 15 Jan 14
       
      testing
  • Genome Canada, the Canadian Institute for Advanced Research and the Canada Foundation for Innovation.
  • 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.
  • ...38 more annotations...
  • 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.
  • This valuable resource of highly qualified and skilled individuals needs to be better leveraged.
  • The ease and ability of the academic community to collaborate, including through research networks, is also well-recognized.
  • to develop technologies, products and services that add value and create high-paying jobs.
  • Canada has an impressive record when it comes to research and the quality of its knowledge base.
  • Still, the innovative performance of Canada's firms and the productivity growth continue to lag behind competing nations.
  • 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.
  • 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.
  • the government has invested more to support science, technology and innovative companies than ever before
  • Canada must become more innovative
    • Kurt Laitner
      Kurt Laitner on 15 Jan 14
       
      problem statement
  • 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.
    • Kurt Laitner
      Kurt Laitner on 15 Jan 14
       
      exercise
  • seeking the views of stakeholders from all sectors of the ST&I system—including universities, colleges and polytechnics, the business community, and Canadians
  • written submissions from all Canadians on the policy issues and questions presented in this paper.
  • The government remains focused on creating jobs, growth and long-term prosperity for Canadians
  • 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.
  • has transformed the National Research Council, doubled its investment
  • supported research collaborations through the federal granting councils
  • created the new Venture Capital Action Plan
  • helping to promote greater commercialization of research and development
  • Our country continues to lead the G7 in spending on R&D
  • Canada has a world-class post-secondary education system that embraces and successfully leverages collaboration with the private sector, particularly through research networks
  • destination for some of the world's brightest minds
  • global race
  • businesses that embrace innovation-based strategies
  • post-secondary and research institutions that attract and nurture highly qualified and skilled talent
  • researchers who push the frontiers of knowledge
  • governments that provide the support
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 07 Feb 14
       
      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. 
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 07 Feb 14
       
      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 
  • low taxes, strong support for new businesses, a soundly regulated banking system, and ready availability of financial services
  • reducing red tape
  • expanding training partnerships and improving access to venture capital.
  • Collaboration is key to mobilizing innovation
  • invest in partnerships between businesses and colleges and universities
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 07 Feb 14
    • Tiberius Brastaviceanu
      Tiberius Brastaviceanu on 07 Feb 14
       
      But the public and in people is still not in sight of the fed gov. 
  • Economic Action Plans (EAP) 2012 and 2013
  • 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.
Kurt Laitner

Marsha Shenk: Symbionomics Interview on Vimeo - 0 views

vimeo.com/23393856

symbionomics *alanrosenblith *jaystandish *marshashenk

shared by Kurt Laitner on 10 Sep 13 - No Cached
  • Kurt Laitner on 10 Sep 13
     
    I funded these interviews on kickstarter, a good job was done, even if they didn't follow through with the planned kickstarter rewards
Kurt Laitner

Owning Together Is the New Sharing by Nathan Schneider - YES! Magazine - 0 views

www.yesmagazine.org/...ng-together-is-the-new-sharing

ouishare sensorica loomio enspiral cobudget ethereum sovolve swarm ownership sharing paper

shared by Kurt Laitner on 05 Jan 15 - No Cached
  • VC-backed sharing economy companies like Airbnb and Uber have caused trouble for legacy industries, but gone is the illusion that they are doing it with actual sharing
  • Their main contribution to society has been facilitating new kinds of transactions
  • The notion that sharing would do away with the need for owning has been one of the mantras of sharing economy promoters. We could share cars, houses, and labor, trusting in the platforms to provide. But it’s becoming clear that ownership matters as much as ever.
  • ...30 more annotations...
  • Whoever owns the platforms that help us share decides who accumulates wealth from them, and how
  • Léonard and his collaborators are part of a widespread effort to make new kinds of ownership the new norm. There are cooperatives, networks of freelancers, cryptocurrencies, and countless hacks in between. Plans are being made for a driver-owned Lyft, a cooperative version of eBay, and Amazon Mechanical Turk workers are scheming to build a crowdsourcing platform they can run themselves. Each idea has its prospects and shortcomings, but together they aspire toward an economy, and an Internet, that is more fully ours.
  • Jeremy Rifkin, a futurist to CEOs and governments, contends that the Internet-of-things and 3-D printers are ushering in a “ zero marginal cost society“ in which the “collaborative commons” will be more competitive than extractive corporations
  • once the VC-backed sharing companies clear away regulatory hurdles, local co-ops will be poised to swoop in and spread the wealth
  • People are recognizing that doing business differently will require changing who gets to own what.
  • “We’re moving into a new economic age,” says Marjorie Kelly, who spent two decades at the helm of Business Ethics magazine and now advises social entrepreneurs. “It needs to be sustainable. It needs to be inclusive. And the foundation of what defines an economic age is its form of ownership.”
  • It’s a worker-owned cooperative that produces open-source software to help people practice consensus—though they prefer the term “collaboration”—about decisions that affect their lives.
  • From the start Loomio was part of Enspiral, an “open value network“ of freelancers and social enterprises devoted to mutual support and the common good.
  • a companion tool, CoBudget, to help them allocate resources together
  • The team members recently had to come to terms with the fact that, for the time being, only some of them could be paid for full-time work They called the process “participatory downsizing.”
  • And they can take many forms. Loomio and other tech companies, for instance, are aspiring toward the model of a multi-stakeholder cooperative—one in which not just workers or consumers are voting members, but several such groups at once.
  • Loconomics is a San Francisco-based startup designed, like TaskRabbit, to manage short-term freelance jobs
  • “People who have been without for a long time,” she says, “often operate with a mindset that they can’t share what they have, because they don’t know when that resource will come along again.”
  • As Loconomics prepares to begin operations this winter, it’s running out of the pocket of the founder, Josh Danielson
  • The ambition of a cooperative Facebook or Uber—competitive, widespread, and owned by its community—still seems out of reach for enterprises not willing to sell large parts of themselves to investors. Organizations like 
  • His fellow OuiShare founder Benjamin Tincq is concerned that too much fixation on a particular model will make it hard for well-meaning ventures to be successful. “I like the idea that we don’t need to have a specific legal status,” he says. “It’s more about hacking an existing legal status and making these hacks work.”
  • Fenton’s new undertaking, Sovolve, proposes to “create innovative solutions to accelerate social change,” much as CouchSurfing did, but it’s doing the innovating cautiously. All work is done by worker-owners located around the world. Sovolve uses an internal platform—soon to become a product in its own right—through which contributors decide how much they want to be paid in cash and how much in equity. They can see how much others are earning. Their virtual workplace is gamified, with everyone working to nudge their first product, WonderApp, into virality
  • Loomio’s members use a similar system, which they call Loomio Points. But Sovolve is no cooperative; contributors are not in charge.
  • Open-source software and share-alike licenses have revived the ancient idea of the commons for an Internet age. But the “ commons-based peer production“ that Sensorica seeks to practice doesn’t arise overnight. Just as today’s business culture rests on generations of accumulated law, habit, and training, learning to manage a commons successfully takes time
  • It makes possible decentralized autonomous organizations, or DAOs, which exist entirely on a shared network
  • The most ambitious successor to Bitcoin, Ethereum, has raised more than $15 million in crowdfunding on the promise of creating such a network.
  • all with technology that makes collective ownership a lot easier than a conventional legal structure
  • A project called Eris is developing a collective decision-making tool designed to govern DAOs on Ethereum, though the platform may still be months from release.
  • For now, the burden of reinventing every wheel at once makes it hard for companies like Sensorica and Loomio to compete
  • For instance, Cutting Edge Capital specializes in helping companies raise money through a long-standing mechanism called the direct public investment, or DPO, which allows for small, non-accredited investors.
  • Venture funding may be in competition with Dietz’s cryptoequity vision, but it provides a fearsome head start
  • Co-ops help ensure that the people who contribute to and depend on an enterprise keep control and keep profits, so they’re a possible remedy for worsening economic inequality
  • Sooner or later, transforming a system of gross inequality and concentrated wealth will require more than isolated experiments at the fringes—it will require capturing that wealth and redirecting its flows
  • A less consensual strategy was employed to fund the Catalan Integral Cooperative in Spain; over the course of a few years, one activist borrowed around $600,000 from Spanish banks without paying any of it back.
  • In Jackson, Mississippi, Chokwe Lumumba was elected mayor in 2013 on a platform of fostering worker-owned cooperatives, although much of the momentum was lost when Lumumba died just a few months later.
Tiberius Brastaviceanu

Co-Creating as Disruption to the Dominant Cultural Framework » Wirearchy - 0 views

wirearchy.com/...he-dominant-cultural-framework

paper Wirearchy John Husband

shared by Tiberius Brastaviceanu on 18 Jun 14 - No Cached
  • more open people processes
  • Participative processes like Open Space, World Cafes, Unconferences, Peer Circles
  • Barcamps, Wordcamps, Govcamps, Foo Camps, Unconferences, high-end celebrity-and-marketing-and venture-capital ‘experience’ markets, new cultural and artistic festivals with technology-and-culture-making themes
  • ...45 more annotations...
  • maker faires
  • community-and-consensus building, organizing for activism and fundraising
  • The impetus behind this explosion is both technological and sociological
  • Technological
  • information technology and the creation and evolution of the Internet and the Web
  • appearance, development and evolution of social tools, web services, massive storage, and the ongoing development of computer-and-smart-devices development
  • Sociological
  • People are searching for ways to find others with similar interests and motivations so that they can engage in activities that help them learn, find work, grow capabilities and skills, and tackle vexing social and economic problems
  • get informed and take action
  • Developing familiarity and practice with open and collaborative processes
  • play and work together
  • rules about self-management, operate democratically, and produce results grounded in ownership and the responsibilities that have been agreed upon by the ‘community’
  • The relationships and flows of information can be transferred to online spaces and often benefit from wider connectivity.
  • Today, our culture-making activities are well engaged in the early stages of cultural mutation
  • What’s coming along next ?  “Smart” devices and Internet everywhere in our lives ?  Deep(er) changes to the way things are conceived, carried out, managed and used ?  New mental models ?  Or, will we discover real societal limits to what can be done given the current framework of laws, institutions and established practices with which people are familiar and comfortable ?
  • Shorter cycle-based development and release
  • Agile development
  • It is clear evidence that the developmental and learning dynamics generated by continuous or regular feedback loops are becoming the norm in areas of activity in which change and short cycles of product development are constants.
  • The Internet of Things (IoT)
  • clothes, homes, cars, buildings, roads, and a wide range of other objects that have a place in peoples’ daily life activities
  • experiencing major growth, equally in terms of hardware, software and with respect to the way the capabilities are configured and used
  • The IoT concept is being combined with the new-ish concepts of Open Data and Big Data
  • ethical, political and social impact policy decisions
  • that key opportunities associated with widespread uptake of the IoT are derived from the impact upon peoples’ activities and lives
  • ‘we’ are on our way towards more integrated eco-systems of issues, people and technologies
  • participation and inclusion enabled by interconnectedness are quickly becoming the ‘new rules’
  • What the Future May Hold
  • the ‘scenario planning’ approach
  • world’s politics, economics, anthropology, technology, psychology, sociology and philosophy
  • A scenario planning exercise carried out by the Rockefeller Foundation
  • Clearly these early (and now not-so-weak) signals and patterns tell us that the core assumptions and principles that have underpinned organized human activities for most of the past century
  • are being changed by the combinations and permutations of new, powerful, inexpensive and widely accessible information-processing technologies
  • The short description of each scenario reinforces the perception that we are both individually and collectively in transition from a linear, specialized, efficiency-driven paradigm towards a paradigm based on continuous feedback loops and principles of participation, both large and small in scope.
  • cultural ‘mutation’
  • Wirearchy
  • a dynamic two-way flow of power and authority based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology.
  • the role of social media and smart mobile devices in the uprisings in Egypt, Libya and elsewhere in the Middle East
  • The roots of organizational development (OD) are in humanistic psychology and sociology action and ethnographic and cybernetic/ socio-technical systems theory.  It’s a domain that emerged essentially as a counter-balance to the mechanistic and machine-metaphor-based core assumptions about the organized activities in our society.
  • Organizational development principles are built upon some basic assumptions about human motivations, engagement and activities.
  • Participative Work Design – The Six Criteria
  • in recent years created models that help clarify how to evaluate and respond to the continuous turbulence and ambiguity generated by participating in interconnected flows of information.
  • contexts characterized by either Simple, Complicated or Chaotic dynamics (from complexity theory fundamentals). Increasingly, Complexity is emerging as a key definer of the issues, problems and opportunities faced by our societies.
  • peer-to-peer movement(s) unfolding around the world
  • Co-creating in a wide range of forms, processes and purpose may become an effective and important antidote to the spreading enclosure of human creative activity.
  • But .. the dominant models of governance, commercial ownership and the use and re-use of that which is co-created by people are going to have to undergo much more deep change in order to disrupt the existing paradigm of proprietary commercial creation and the model of socio-economic power that this paradigm enables and carries today.
Tiberius Brastaviceanu

Open Source Completely 3-D Printable Centrifuge - Appropedia, the sustainability wiki - 0 views

www.appropedia.org/etely_3-D_Printable_Centrifuge

open science open hardware OSH catalog

shared by Tiberius Brastaviceanu on 10 Oct 23 - No Cached
  • Tiberius Brastaviceanu on 10 Oct 23
     
    "Centrifuges are commonly required devices in medical diagnostics facilities as well as scientific laboratories. Although there are commercial and open source centrifuges, the costs of the former and the required electricity to operate the latter limit accessibility in resource-constrained settings. There is a need for low-cost, human-powered, verified, and reliable lab-scale centrifuges. This study provides the designs for a low-cost 100% 3-D printed centrifuge, which can be fabricated on any low-cost RepRap-class (self-replicating rapid prototyper) fused filament fabrication (FFF)- or fused particle fabrication (FPF)-based 3-D printer. In addition, validation procedures are provided using a web camera and free and open source software. This paper provides the complete open source plans, including instructions for the fabrication and operation of a hand-powered centrifuge. This study successfully tested and validated the instrument, which can be operated anywhere in the world with no electricity inputs, obtaining a radial velocity of over 1750 rpm and over 50 N of relative centrifugal force. Using commercial filament, the instrument costs about U.S. $25, which is less than half of all commercially available systems. However, the costs can be dropped further using recycled plastics on open source systems for over 99% savings. The results are discussed in the context of resource-constrained medical and scientific facilities."
Justin McCollen

Top Quality Spill Control Products and Services - 2 views

Bunding

started by Justin McCollen on 01 Mar 13 no follow-up yet
Francois Bergeron

What Dollar Shave Club can Teach You About Making a Video for Your Startup - Techvibes.com - 0 views

www.techvibes.com/...eo-for-your-startup-2012-03-17

video marketing

shared by Francois Bergeron on 14 May 12 - No Cached
  • Too often people are so caught up in their product that they want to jump right into talking about features before clearly articulating the customer need they are addressing. Don't start making a video until you have your value proposition nailed down.
  • "Do you have a PLAN for your videos? Or are you just posting and praying for views?"
  • Make it personal
  • ...2 more annotations...
  • Anchor the message by positioning against a leader
  • Offbeat humor and great comedic timing keeps the viewer engaged in this video
  • Francois Bergeron on 14 May 12
     
    tips for making a good video
Tiberius Brastaviceanu

What is an ontology and why we need it - 1 views

protege.stanford.edu/...ntology101-noy-mcguinness.html

protege ontologies infrastructure tutorial

shared by Tiberius Brastaviceanu on 29 Jul 12 - Cached
  • an ontology designer makes these decisions based on the structural properties of a class.
  • an ontology is a formal explicit description of concepts in a domain of discourse (classes (sometimes called concepts)), properties of each concept describing various features and attributes of the concept (slots (sometimes called roles or properties)), and restrictions on slots (facets (sometimes called role restrictions)). An ontology together with a set of individual instances of classes constitutes a knowledge base. In reality, there is a fine line where the ontology ends and the knowledge base begins.
  • Classes describe concepts in the domain
  • ...16 more annotations...
  • A class can have subclasses that represent concepts that are more specific than the superclass.
  • Here we discuss general issues to consider and offer one possible process for developing an ontology. We describe an iterative approach to ontology development: we start with a rough first pass at the ontology. We then revise and refine the evolving ontology and fill in the details. Along the way, we discuss the modeling decisions that a designer needs to make, as well as the pros, cons, and implications of different solutions.
  • In practical terms, developing an ontology includes: �         defining classes in the ontology, �         arranging the classes in a taxonomic (subclass–superclass) hierarchy, �         defining slots and describing allowed values for these slots, �         filling in the values for slots for instances.
  • We can then create a knowledge base by defining individual instances of these classes filling in specific slot value information and additional slot restrictions.
  • Slots describe properties of classes and instances:
  • There is no one correct way to model a domain— there are always viable alternatives. The best solution almost always depends on the application that you have in mind and the extensions that you anticipate. 2)      Ontology development is necessarily an iterative process. 3)      Concepts in the ontology should be close to objects (physical or logical) and relationships in your domain of interest. These are most likely to be nouns (objects) or verbs (relationships) in sentences that describe your domain.
  • some fundamental rules in ontology design
  • how detailed or general the ontology is going to be
  • what we are going to use the ontology for
  • concepts in the ontology must reflect this reality
  • We suggest starting the development of an ontology by defining its domain and scope. That is, answer several basic questions: �         What is the domain that the ontology will cover? �         For what  we are going to use the ontology? �         For what types of questions the information in the ontology should provide answers? �         Who will use and maintain the ontology?
  • plan to use
  • domain
  • If the people who will maintain the ontology describe the domain in a language that is different from the language of the ontology users, we may need to provide the mapping between the languages.
  • One of the ways to determine the scope of the ontology is to sketch a list of questions that a knowledge base based on the ontology should be able to answer, competency questions
  • These competency questions are just a sketch and do not need to be exhaustive.
Tiberius Brastaviceanu

In networks, cooperation trumps collaboration | Harold Jarche - 0 views

www.jarche.com/...operation-trumps-collaboration

new economy value networks paper article blog theory

shared by Tiberius Brastaviceanu on 20 Jun 12 - No Cached
  • Collaboration happens around some kind of plan or structure
  • cooperation presumes the freedom of individuals to join and participate
  • Cooperation is a driver of creativity
  • ...10 more annotations...
  • use networks as our primary form of living and working
  • Tribal; Institutional; Markets; Networks
  • how we have evolved as a civilisation
  • network
  • a form in itself that can address issues that the three other forms could not
  • Chaordic refers to a system of governance that blends characteristics of chaos and order.
  • Wirearchy: a dynamic multi-way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology.
  • Collaboration is only part of working in networks
  • Cooperation is also necessary, but it’s much less controllable than our institutions, hierarchies and HR practices would like to admit.
  • In networks, cooperation trumps collaboration
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