Smart cities create a symbiosis between information, the Internet of Things and technologies to make better decisions and provide desired services. These cities map community preferences to improve services and infrastructure including public transport, libraries and waste services. They use sensors, Bluetooth and iPhones to track conditions and activities and send awareness messages ahead of emerging problems and disasters.
The 1990s were known for more than the unkempt grunge look in fashion. The dotcom boom reigned supreme as well. Even though dotcommers seemed to take pride in their lack of fashion sense and innovation in the pervasive hoodie and jeans combinations they preferred, this era delivered some of the greatest technology innovations that changed how we see the world.
From Hassan Kamel Al-Sabbah, a Lebanese-born American serial inventor, to Ahmed Zewail, the 1999 Nobel laureate in chemistry, to Farouk El-Baz, a NASA and MIT scientist who helped plan the Apollo landing, to Elias A. Zerhouni, the 15th director of the National Institutes of Health, Arab immigrants have made major contributions to American science and technology.
Looking back, it is sometimes easy to see how basic scientific research benefits our society and our economy. But, early on in the process of scientific discovery, it’s not always clear what research will result in life-changing innovations.
Command-and-control, top-down organizations have the most trouble innovating.
In particular, the fearful mindsets that review, align, and sign off on “decks” to be presented to Vice President-level colleagues often edit out the insights and recommendations that have the power to grow the business in new ways.
La voiture autonome, l’intelligence artificielle, les trackers d’activités et autres assistants personnels chamboulent les métiers de l’assurance. Pour éviter la "disruption", le pôle Assurances du Crédit Agricole s’organise. Caroline Nicaise, Directrice de l’innovation, de la communication et de la RSE de CA Assurances, expose la stratégie à L’Usine Digitale.
Imagine your organization in 2025: your purpose and your Global Business Services (GBS) have intertwined and evolved together to drive stakeholder value. With a robust governance model in place, GBS has become a key pillar of the organization; it is the main keeper of processes, data and technology, and hothouses innovation and talent.
Richard Watson’s latest infographic is a more refined aesthetic compared to the futurist and scenario thinkers previous work. Focused on the less buzzy (but ultimately dizzying) subject of High-Performing Computing (or ‘supercomputing’), Watson has cut through the complexity of this subject to find some interesting patterns.
The electric power system makes our modern, mobile, information-age economy possible. But it is organized in much the same way it was in 1884, when Thomas Edison created the first system of power plants to light up homes and businesses in lower Manhattan. By way of comparison, the iPhone, which is the spiritual descendent of the telegraph, packs more computing power in a user's pocket than mainframes that once filled entire rooms. Meanwhile, the electric system is still built around central generating plants delivering power to customers via a monopoly provider—the local utility company.
Many companies say they are demand driven. However, in practice, they manage their supply chains using a process from a bygone era that is totally dependent on error-prone forecasts instead of actual demand
“Why is Canada filled with ‘low-innovation’ companies?”
In a recent academic paper, Peter Nicholson, a former business leader, bureaucrat and a one-time advisor to former prime minister Paul Martin, poses the question. He then reminds us that for more than a hundred years this has been an exceedingly difficult question to answer.
In today's increasingly inter- connected digital environment the most valuable innovation is found at the intersection of firms' capabilities. Exploiting these opportunities requires a new approach to collaboration.
Innovation is not the same for everyone and can come in many shapes and forms. Which model to choose is often a hard question, but testing and experimenting is a good practice to start with. Today, many companies tend to choose a disruptive model, where they jump in an existing gap at the bottom of the market and make their way up until they replace incumbents. But successful cases of this approach are a rarity rather than common place.
Businesses are like sharks: if they stop moving they die.
In a traditional team, everyone knows their job and what’s expected of them. This is certainly true of the pit crew of a Formula 1 car team, for example. However, for the team charged with innovating and eliciting change in a fast moving and ambiguous environment, clarity of this order can be counter-productive.
hese technologies all have staying power. They will affect the economy and our politics, improve medicine, or influence our culture. Some are unfolding now; others will take a decade or more to develop. But you should know about all of them right now.
The great advances mankind has enjoyed in health, prosperity, food production and longevity are largely taken for granted. Around one billion people have been taken out of extreme poverty in the last 20 years. The march of progress in technology is remarkable - the computing power in your mobile phone is many times that which first put men on the moon. Science, innovation, entrepreneurship and global free trade have raised prosperity, education and opportunity around the world.
The best way to predict the future is to create it. — Peter Drucker According to the World Economic Forum, five years from now, over one-third of skills (35%) that are considered important in today’s workforce will have changed. By 2020, the Fourth Industrial Revolution will have brought us advanced robotics and autonomous transport, artificial intelligence and machine learning, advanced materials, biotechnology and genomics.
You’re an engineer. Let’s say you’re charismatic enough to have the persuasion skills to pull other engineers to you. You decide to take the startup route, packaging yourself, your colleagues and an aspect of your research as ‘doing X for Y within a market’ where the market size is something in the X$billions.
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