In mid-thought about why government needs to pursue a cloud-based IT development strategy, an idea about government’s v. the private sector’s role (and shortcomings) in Canadian productivity unfolded.
I pondered: what does government do well and badly? why does it fiddle with various levers and dials at the periphery to affect players’ activities? are there other things it could do? is business doing all/what it can do?
The technology sector is facing legal and regulatory challenges on a number of fronts.
Many are being driven by software, mobile and cloud computing technologies transforming and becoming critical in almost every industry. This creates friction with existing laws and regulations and highlights the fact that many of these have not kept pace with the technology and industries that they are regulating and need to be updated.
First, I would like to state that all three I’s (Infrastructure, Innovation, Information) are considered co-enablers to achieve the country’s transformation by means of sustainable growth that is inclusive.
These are part of the eight key factors for competitiveness which were targeted for improvement in 2007 when the National Competitiveness Council (NCC) was formed.
Today’s customers come to a purchase decision with a lot more knowledge in their hands than they did a decade ago. Before making a purchase or entering into a business relationship, they research thoroughly and, in the process, tap into social circles extensively.
The famous inventor, Thomas Edison, lived in a beautiful home. But something was unusual about the gate that led into his house. His visitors had to push the gate very hard to open it, and then again very hard to close it. It seemed odd that such a successful inventor like Thomas Edison wouldn’t fix his gate. Rumor has it that Thomas had attached a pump to his gate so that every time someone opened or closed it, they were pumping fresh water into the plumbing system of the house.
In today’s fast-paced marketplace, accelerated product life cycles, extreme competition, extensive unpredictability and demanding customers have stimulated a need for innovation, making it a matter of...
A few years ago, if a horrific infection ate your jawbone, doctors had to build makeshift mandibles from your fibula, a process that left you sliced open as surgeons painstakingly whittled away at replacement bone.
For the past year, Harvey Seifter has set up a kind of laboratory in Balboa Park where dozens of community volunteers have spent hundreds of hours in an experiment where art meets science.
Seifter’s “Art of Science Learning,” funded by a $2.6 million National Science Foundation grant and administered by the Balboa Park Cultural Partnership, has trained its participants in opportunity identification, idea generation, core skill communication, design and numerous other skills tied to creativity and driven by an arts-based approach.
Innovation is a key driver in business success. While it’s not something that business owners and employees need to have top of mind every day, it does help to always be thinking about how you can move business, and who knows, maybe the world, a little further.
It’s no secret that technology has become a major part of the health and wellness conversation as seen by Apple’s recently announced iWatch, which tracks heart rate activity, and increased popularity of the Jawbone, a wearable device that monitors sleep patterns. As technology continues to make advancements in the wellness movement, people are starting to pay much more attention to an activity we spend about one third of our lives doing: sleeping.
Your business has intellectual property, and if you’re not protecting it, your entire business is at risk. But how do you know when it’s the right time to take the actual steps, contact an intellectual property attorney, and set the process in motion to secure your rights and protect your intellectual property?
We staan aan de vooravond van een Vierde Industriële Revolutie. Vanuit het niets duiken internetbedrijfjes op die traditionele bedrijven het vuur aan de schenen leggen. Ze zijn allemaal op hun eigen manier disruptief, want ze gooien de zakenmodellen van traditionele ondernemingen helemaal overhoop. En intussen kan zowat elke Belgische onderneming worden bekampt door bedrijven van over de hele wereld. Bedrijven die willen overleven, moeten daarom zwaar inzetten op innovatie en hun blik ook richten op het buitenland. Dat is de conclusie van Dominique Adriansens (oprichter van internetbedrijf Twikey), Stijn Decock (hoofdeconoom Voka), Yvan De Cock (Head of Corporate & Public Bank BNP Paribas Fortis) en Bruno Van Pottelsberghe (decaan Solvay Business School).
A new report from the Kauffman Foundation talks about the importance of connections and relationships to startup communities and outlines the elements necessary to build strong entrepreneurship ecosystems.
De beste ideeën ontstaan op de werkvloer. Daarom stimuleren veel grote bedrijven het personeel tot het bedenken van nieuwe, slimme producten. Neem Google. Bij de zoekreus mogen werknemers twintig procent van hun werktijd besteden aan 'hobby- en innovatieprojecten'. De helft van het aantal Google-producten zou op deze manier zijn ontstaan.
Corporations tend to focus on fads, often packaged into corporate initiatives or programs, that roll in and out of favor over time. Attention from leadership around any single initiative doesn’t last forever, and it will shift to the next bright and shiny object at some point. How do you prepare for when this happens?