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How companies have harnessed Collaborative Economy

How companies have harnessed Collaborative Economy | Metamorphosis | Scoop.it

Recent history is littered with companies that didn’t adapt to this Collaborative Economy model.  

From Blockbuster to Netflix, from newspapers to Craigslist, a few were able to harness this change.  Much of the media has deployed a variety of methods to curb peer-to-peer sharing.  

The following list contains examples of companies which have harnessed Collaborative Economy tactics to supplement their business strategy of innovation. 

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Spotify (part 1): What It's Like to Work "The Spotify Way"

Spotify (part 1): What It's Like to Work "The Spotify Way" | Metamorphosis | Scoop.it
TransformaBxl's insight:

Founded in 2008 by Daniel Ek and Martin Lorentzon, Spotify rapidly expanded to a company that currently employs 2,600 employees worldwide.
Spotify is known across the globe for its unique organizational structure. So don’t picture hierarchical top-down management structures filled with bureaucracy. Instead, Spotify uses squads, tribes, alliances and guilds to run its business.
# Squads : they are the basic unit of a development team at Spotify is called a ‘squad’. A squad is similar to a Scrum team, composed of 6 to 12 people and designed to feel like a mini-startup.
# Tribes : A ‘tribe’ is a collection of squads that work in related areas – such as the music player, or back-end infrastructure. The tribe can be seen as the ‘incubator’ for the squad mini-startups, and have a fair degree of freedom and autonomy.

# Guilds : A ‘guild’ is more organic and wide-reaching community of interest, a group of people that want to share knowledge, tools, code, and practices. They can either professional- or hobby-related groups. In other organizations, Guilds are named Communities of Practice, Communities of Interest or Special Interest Groups

# Chapters : A ‘chapter’ is a small family of people having similar skills and working within the same general competency area, within the same tribe. Each chapter meets regularly to discuss their area of expertise and their specific challenges
Chapters are always local to a tribe, while a guild usually cuts across the whole organization. A guild often includes all the chapters working in that area and their members

Last but not least, there is the common misconception that Spotify doesn’t have managers.

This is wrong, there are managers in the shape of the line managers that look after people with the same skill set across different squads. However, next to their task as line managers they are often part-time developers as well, contributing actively to a squad.

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Periodic Table of Agile Principles and Practices

Periodic Table of Agile Principles and Practices | Metamorphosis | Scoop.it
TransformaBxl's insight:

As a (bio)chemist by education, I'm delighted with this way of presenting all the relevant agile practices from several methodologies with layout principles inspired by Mendeleiev's periodic table of elements.

Enjoy !

 

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The Fundamental Things People Get Wrong About Self-Management

TransformaBxl's insight:

Self-management, self-organization, self-governing. These terms seem to become more and more trendy by the day.
And fair enough, when introduced successfully, self-management practices can be highly successful. They hold the power to turn traditional organizations upside down and they can transform the slow moving hierarchical pyramids to fast, adaptive and agile networks of teams.
Sadly, there are many myths and fairy-tales around self-management practices. Ranging from incomplete information to completely false stories about such ‘utopian’ sounding workplaces.
Here are some of the most persistent misunderstandings tackled in this article :
- Self Management is the Magical Solution to Every Problem
- Self Management removes all hierarchy
- Self Management will turn into Anarchy
- Self Management is Easy
- Everybody loves working in a self-managed organization

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4 Ways Your Brand Can Deliver ‘The Good Life’ to Consumers in 2017

4 Ways Your Brand Can Deliver ‘The Good Life’ to Consumers in 2017 | Metamorphosis | Scoop.it
TransformaBxl's insight:

Every business leader wants consumers to think of their company as an essential ingredient in building a better life, yet the very definition of what constitutes the ‘Good Life’ changes over time. So, how can an organization provide people with the things they need to live the life they want and, in turn, distinguish itself as a leading purpose-driven business?

1. Help consumers live simple, meaningful lives
2. Facilitate and strengthen relationships between people and causes
3. Foster dynamic & seamless internal and external user experiences
4. Support consumers and employees in achieving their goals

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500 of us built a city of clay at Bellastock in Paris

500 of us built a city of clay at Bellastock in Paris | Metamorphosis | Scoop.it
TransformaBxl's insight:

To build an ephemeral city out of raw clay in less than 48 hours with 500 pairs of hands: this was the festival challenge of the experimental architecture organization Bellastock.

From July 13 to 16 around the theme “City of clay”, CRAterre, Amàco and Bellastock collaborated to stimulate reflection on reusing 50 million tons of earth left over from the construction sites of the Grand Paris.

It was a way of both demonstrating the high-impact socio-economical and ecological potential of building out of raw earth and calling attention to the fact that this earth is not debris but indeed a prime material for construction.

This environmental concrete could play a significant role in low-carbon projects. The key issue was to prove that a commercial market for earth exists.

The challenge posed to the 500 participants (architecture students, fans of collective construction sites, designers, young architects…) consisted of building and inhabiting an ephemeral city in two days, before opening it to the public and then destroying it on the fourth and final day.

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Principes de mise en oeuvre d'une démarche d'innovation managériale

Principes de mise en oeuvre d'une démarche d'innovation managériale | Metamorphosis | Scoop.it
TransformaBxl's insight:

Mettre en oeuvre une démarche d'innovation managériale - libérer l'entreprise, la réinventer, la rendre agile - obeit à des principes :

1- Bonne connaissance de soi

2 - Lâcher prise

3 - Transparence

4 - Egalité de traitement

Principes qui sont détaillés dans cet article... 

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12 simple rules of social change, organizational (culture) or societal (2 of 2)

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Here are the rest fo 12 laws of social change at a scale.
7. It’s grassroots, or it isn’t.
8. Two types of leadership are needed : top-down and backstage
9. ‘Readiness’ is a red herring
10. Build in a tracking process, but be careful what you measure
11. Master bottom-up storytelling at a scale
12. Recalibrate all the time

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12 simple rules of social change, organizational (culture) or societal (1 of 2)

TransformaBxl's insight:

These very simple laws apply to any large scale change including the one inside organizations, cultural change and transformation and any other labels.
1. Cater for many motivations
2. Create a compelling narrative
3. Segment, segment and segment
4. Engage as many people as you want but the key ones
5. Fix role assumptions, expectations, labels
6. Passion per se is overrated. It’s hard work first!

The other half to come soon, to end the little list of social change rules.

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How Biohackers at Counter Culture Labs Are Trying to Make Insulin More Affordable

How Biohackers at Counter Culture Labs Are Trying to Make Insulin More Affordable | Metamorphosis | Scoop.it
TransformaBxl's insight:

According to the World Health Organization, more than 420 million people around the world — including over 29 million Americans — have diabetes.
Problem solved, right? Wrong. Insulin is one of fewer and fewer drugs for which no generic version is available.
Anthony DiFranco and his team at Oakland's Counter Culture Labs are hoping to change that. DiFranco is a medical researcher, self-described bio-hacker, and cofounder of the Open Insulin Project. He has Type 1 diabetes himself. DiFranco and his team are working on a protocol to extract insulin from genetically engineered yeast cells and produce a generic drug at a cost of around $10 for a month's supply. He says users could even eventually produce the drug in their homes.

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How CSR execs redefine the future of the workforce

How CSR execs redefine the future of the workforce | Metamorphosis | Scoop.it
TransformaBxl's insight:

The workplace is dramatically changing.

A growing cadre of activist employees means CSR and sustainability professionals must start thinking of employee engagement as "fulfillment" rather than a tactical roadmap of actions.

That means going well beyond laying out an inclusive engagement strategy to making employee health and well-being a core requisite and indicator of success.
Forum Of The Future recently published a report with the following key takeaways :

# Employers and governments must start actively planning for a future of automation and what that could mean for human employment.
# We need to start using technology and big data for increasing well-being.
# We must begin the process of building supportive peer networks and community interaction in earnest.
# We need to create healthy workplaces and employment structures including rethinking the role of building and virtual structures.

More to discover is the report available through this article.

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This investor dashboard visualizes progress (or lack thereof) on climate risks

This investor dashboard visualizes progress (or lack thereof) on climate risks | Metamorphosis | Scoop.it
TransformaBxl's insight:

U.K. investment giant Schroders warns planet is on track for more than 4 degrees Celsius of warming.

The asset management giant, which manages $520 billion of assets globally, this week launched a new "dashboard" designed to help investors better understand complex climate-related investment risks, arguing that without urgent action the world was "accelerating towards a cliff edge."
Schroders stated its new Climate Progress Dashboard would help investors track the pace at which industries are shifting towards lower carbon business models.

The toolkit assesses decarbonization progress across 12 key metrics, including political action, public concern, climate finance, corporate planning, renewables deployment and fossil fuel production.

It concludes that the well-documented challenges faced by the coal industry and the success of renewables in recent years mean the two metrics are on track for delivering 2.2°C and 3.1°C of warming respectively — still above the 2°C goal, but well below the average for all indicators.

In contrast, the dashboard warns that current oil and gas production trends are in line with a 7.8°C warming trajectory, while slow progress on carbon capture and storage technology threatens 5°C of warming.

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How To Deliver Great User-Experience at Scale in Global Organizations

How To Deliver Great User-Experience at Scale in Global Organizations | Metamorphosis | Scoop.it
TransformaBxl's insight:

Many traditional organizations are now driving away both potential employees and new business by not putting their users (employees, customers, and partners) first.

Transforming these traditional, behemoth, monolithic organizations into easy, friendly, and fun to interact with companies (both as employees and as customers) is a monumental challenge.

That’s where Enterprise User Experience (UX) comes in.
When companies focus on Enterprise UX, they’re able to:

# Fix inefficiencies
# Reduce risk
# Work better and faster

# Breakdown silos

More insights in the article...

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Reporting 3.0 Launches New Business Models Blueprint, Seeks More 'Positive Mavericks'

Reporting 3.0 Launches New Business Models Blueprint, Seeks More 'Positive Mavericks' | Metamorphosis | Scoop.it
TransformaBxl's insight:

The Paris Agreement will require significant business model transformation. This emerging reality prompted the Reporting 3.0 Platform.

The primary output of the New Business Models Blueprint will be a set of Recommendations geared toward key constituencies in the field – in this instance, they will address the following key considerations for new business models:

# Context: Attends to micro (company-level) / macro (systems-level) link for sustainable management of common capital resources within their carrying capacities
# Multicapitals: Synergies between and amongst capital-based resources
# Scalability: Prioritizes potential for spurring broader economic transformation
# Governance: Embeds responsibility for transformation at board level
# Innovation & Strategy: Aligning future value creation with sustainability imperatives (eg <2°C / net zero GHG) spurs innovation opportunities
# Risk: Integrates Enterprise Risk Management (ERM) with outside-in as well as inside-out sustainability impacts
# Metrics: Measures current and future value creation and incentives linked to sustainability norms
# Roles: Requires level-setting of work functions to transformative capacity

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Jeremy Rifkin on How to Manage a Future of Abundance

Jeremy Rifkin on How to Manage a Future of Abundance | Metamorphosis | Scoop.it
TransformaBxl's insight:

This systemic approach to the industrial future is the domain of economic theorist Jeremy Rifkin. 

He argues, for example, that both capitalism and the fossil fuel industries are hitting limits that stem from the laws of thermodynamics. Investor-based capitalism, which focuses resources for immediate returns, will inevitably be replaced by a more distributed and streamlined network-based capitalism, alongside a sharing economy governed by a high-tech global commons.

In the world he envisions, the costs of producing and delivering an increasing array of goods and services will dwindle to near zero, and economies will have to learn to manage abundance — and the use of shared goods and services. These shifts will happen during the next 40 years or so, he says, unless they are cut short by the exponentially increasing dangers of climate change and species extinction.

Simply brilliant !

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Q&A with Ken Schwaber and Jeff Sutherland about Scrum Guide Updates

Q&A with Ken Schwaber and Jeff Sutherland about Scrum Guide Updates | Metamorphosis | Scoop.it
TransformaBxl's insight:

The Scrum guide has been updated to better reflect what Scrum is and clear up misconceptions.

Though initially designed for building software products, Scrum can be applied to many other areas outside of software as well. Scrum is a framework based on empiricism for continuous improvement. Having a potentially shippable product increment at least every sprint or more often is a key element of Scrum.

The new Scrum Guide published this month includes significant updates that are commented by its creators, Ken Schwaber and Jeff Sutherland.

Feel free to contact Metamorphosis if you want to know more about how to implement Scrum in non-IT environments through a whole and integral approach.

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Beyond Agile: Why Agile Hasn’t Fixed Your Problems

Beyond Agile: Why Agile Hasn’t Fixed Your Problems | Metamorphosis | Scoop.it
TransformaBxl's insight:

Adopting Scrum, Kanban or other agile practices is a great way to start fixing the organization: it puts the focus on learning and iterating instead of planning and predicting. It helps you move away from the hierarchical model to a more networked model of autonomous teams. But it is far from a silver bullet.

 

What is often seen is that organizations try to adopt agile in a way that is fundamentally at odds with the underlying mindset that it tries to introduce. In other words, Top-down agile doesn’t work, it simply creates a new command-and-control structure.

 

In the continuation of the Agile Manifesto, here is a roadmap to ensure to set up the right Agile climate :

 

Vulnerability over Professionalism
How can psychological safety be enhanced?

 

Trust over Verification
Are people told what to do or can people self-organize and decide how to work?

 

Consent over Consensus
How to make decisions just “safe to try” and move forward ?

 

Progress over Perfection
How to develop a bias for action, learn as we go, iterate ?

 

Doing the Work over Discussing the Work
How can we make meetings more effective and reduce the time spent on them?

 

Participation over Power
Do we ask for everyone’s input on how the organization can be improved? Can we let people decide for themselves what to work?

 

Open over Closed
Does everyone has the information they need? Can we provide clarity and improve transparency of priorities?

 

Sprints over Big Moves
Do we steer continuously, commit to a cadence and timeboxed iterations or are we still making long-term plans?

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Shaping Inclusive Markets

Inclusive markets not only are possible, but can be made more possible.
TransformaBxl's insight:

The current global crisis of economic exclusion and inequity has millions of people in poverty with limited opportunities to escape. The questions of how markets work, and who they work for, have never been more pressing.

Truly inclusive markets lead to expanded opportunity for more broadly shared prosperity, especially for those facing the greatest barriers.

This report that is downloadable for free highlights 3 top takeaways

1 - A single innovation being scaled is not enough for a market shift. Rather, these shifts occur as a result of many innovations coming together over time, interacting with and building on each other, in order for the market to evolve.
2- Innovations can occur in relation to 3 areas: business models and practices; formal laws, regulations, and policies; and informal norms that guide the behaviors of various actors.
3 - The complexity of this work requires an iterative approach, where strategies and goals are continually refined as the system is better understood and as the system itself evolves. Organizations must remain in a state of dynamic learning and adaptation to achieve more inclusive markets.

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Nouveaux enjeux des organisations

TransformaBxl's insight:

Pourquoi se lancer dans l'innovation managériale ?  

Les nouveaux enjeux de l'organisation sont décrits en 8 tableaux :

- Comment être innovant ?

- Nouveau rôle du Manager

- Organiser le dialogue

- Un exemple : Pixar

- Les hiérarchies horizontales...et les questions que cela pose

- Impact des nouveaux usages sur l'organisation

- Le nouveau rôle de l'entreprise dans une société en crise

- La liberté, levier de développement économique

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‘Ready, Steady, Scale!’: A Practical Tool to Assess Your Social Business

‘Ready, Steady, Scale!’: A Practical Tool to Assess Your Social Business | Metamorphosis | Scoop.it
TransformaBxl's insight:

A lot of faith has been put in the ability of social businesses to solve large-scale development challenges.

And indeed there are social enterprises that have proven that it is possible to design – and successfully deliver – appropriate poverty solutions through inclusive business.

However, only a handful have had a significant impact on the problems they are trying to solve. Time and again, internal or external pressures to achieve scale too quickly have jeopardized the chances of success for social businesses.

To scale in base-of-the-pyramid markets, social ventures need to spend time developing approaches that are often very different than those used in traditional businesses. They need to learn to operate and grow in complex, uncertain and resource-limited markets, and become highly adaptive to market and social context.
In 2016, the MIT Practical Impact Alliance (PIA)* formed a working group to look at ways to advance scale-readiness in social ventures. The group developed “Ready, Steady, Scale!,” a guide with a series of checklists and 10 case studies, to help inclusive business practitioners better understand their organization’s readiness for scale and to clearly identify opportunities for improvement in four distinct areas:

- social impact,

- financial viability,

- internal capacity and

- external enablers.

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Social Impact Incentives: A New Solution for Blended Finance

Social Impact Incentives: A New Solution for Blended Finance | Metamorphosis | Scoop.it
TransformaBxl's insight:

Social impact incentives (SIINC) is a new solution for blended finance created by Roots of Impact and the Swiss Agency for Development and Cooperation (SDC) in 2016.

In principle, it aligns profitability with social impact by paying social enterprises directly for proven social outcomes.

This may resemble social impact bonds, but the structure of SIINC is far more straightforward and offers an important twist. Ongoing premium payments increase the enterprises’ regular revenues during the intervention and thus allow it to scale.

The beauty of this enterprise-centric approach is that it makes it easier for companies to crowd in impact investment and become self-sustaining. In essence, it tilts the business toward the needs of the poor.
An example : Clínicas del Azúcar (CDA) is the largest private provider of specialized diabetes care in Mexico. Payments are triggered once the ratio of BoP clients improves and success rates of the diabetes treatment increase (measured by patients’ glycated hemoglobin levels, which indicate the risk for diabetes-related complications). This is stipulated by a straightforward contract between the outcome funder and CDA.

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How to Run Collaborative Projects That Don't Fall Prey to Bureaucracy

How to Run Collaborative Projects That Don't Fall Prey to Bureaucracy | Metamorphosis | Scoop.it
TransformaBxl's insight:

Prestigious nonprofit organizations and government agencies with tremendous resources at their disposal are rendered useless in the face of overwhelmingly inefficient and convoluted bureaucratic processes.

Activist groups with tremendous grassroots energy dominated are subdued, and balkanized by bureaucratic tendencies among their members.
People pursuing excellence within such organizations — big and small — have to quit (or are fired) because they're too frustrated by the intractable dynamics they find themselves embedded within. They generally choose to go in one of three directions:

- pursue freelance work that allows them to serve clients directly,

- create a startup that they promise won't fall prey to bureaucratic bloat, or

- join grassroots groups that never develop administrative capabilities.
To arrive at a scalable organizational format that doesn't develop a mediocre bureaucracy but does have the ability to provide dependable, quality-controlled services, a successful format  is a project-based "spokes council" in opposition to interest-based / affinity-based "spokes council".
Groups that formed around an area of interest (ex. visions and goals) become unproductive and collapsed much faster than groups based around an action.

Interest-based groups attract people who feel entitled to participate in decision-making processes both internal to the group and within the council as a whole, while action-based groups just want to get the meetings over with so they could do the actual work.

Project-based "spokes councils" only need a few simple principles :

# People over processes. Instead of creating an "organization," create a charter that explains how to run a network

# Effectuation. Instead of figuring out all the things you want your organization to do, find people already doing these things and invite them to join your network.

# Decentralization. Instead of creating a central administration to run the network, encourage projects to commit to performing the various functions needed to sustain the network, including administrative ones.

One of the great features of the project spokescouncil approach is that participating projects don't have to agree on anything more than a charter.

For-profits, nonprofits, cooperatives, coalitions, grassroots projects, and other groups can all coexist without forcing their processes on each other.

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How Your Leadership Style Affects Your Ability to Recruit and Retain Employees

TransformaBxl's insight:

Great leaders cultivate the foundation for a terrific work experience for their employees -- a place where people are motivated and inspired and want to be a part of the company.
In one survey, 42 percent of employees felt that executive leadership does not contribute positively to company culture. That stat should give you pause if you're a startup CEO.
CEOs struggle to attract and retain top talent for a few reasons. If you find yourself guilty of any of these bad behaviors below, take a good look in the mirror and consider what type of leader would inspire you to go above and beyond.

1. Not being clear about expectations upfront
2. Being evasive about shifting strategies or constrained resources
3. Pulling back or exhibiting avoiding/hiding behavior

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How Do You Communicate Effectively in the Workplace? Use Visuals.

How Do You Communicate Effectively in the Workplace? Use Visuals. | Metamorphosis | Scoop.it
TransformaBxl's insight:

Five reasons why it’s time to normalize the work doodle and start communicating with your employees using visuals. Visual thinking is the way to go!

  • Visuals trigger a different part of your brain.
  • Visuals allow you to move faster.
  • Visuals create valuable context.
  • Visuals create understanding.
  • Visuals inspire action.
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Bien-être au travail : l’erreur médiatique.

Bien-être au travail : l’erreur médiatique. | Metamorphosis | Scoop.it
TransformaBxl's insight:

Le bien-être au travail est un sujet porteur, voire à la mode.

Dans la majorité des cas, les médias passent à côté de l’essentiel.

Effectivement, quand on parle ‘bien-être au travail’, les médias expliquent que « les entreprises se mobilisent pour que leurs salariés vivent mieux au travail. »

Non ! Les entreprises ne sont pas des organisations à but non-lucratif. Investir pour améliorer l’expérience des employés ne se fait pas dans un objectif philanthropique ou sympathique. Investir pour améliorer la vie des employés au travail répond à une impérieuse nécessité business.
Le bien-être en entreprise, ce n’est pas organiser des cours de yoga. Ce n’est pas « faire une déco sympa. »
Le bien-être en entreprise, il est procuré certes par un environnement mais surtout par des relations saines. Le bien-être en entreprise ne peut être effectif que dans un climat de confiance. La position managériale est clé. Voici quelques éléments qui développent le bien-être en entreprise :
# Considération
# Partage du sens de l’action
# Liberté de parole et de s’organiser
# Peu d’injonctions paradoxales.
# Possibilité de prendre des initiatives
# Automatisation des tâches répétitives et/ou sans valeur ajoutée

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3 Ways to Satisfy Employees’ Desire for Purpose, Fulfillment in the Workplace

3 Ways to Satisfy Employees’ Desire for Purpose, Fulfillment in the Workplace | Metamorphosis | Scoop.it
TransformaBxl's insight:

Employee engagement has been a growing focus for years, with companies large and small building programs in an effort to inspire employees and drive productivity. In fact, 74 percent of people say their job is more fulfilling when they are given opportunities to make a positive impact at work. More recently, there has been an increased desire from employees for engagement that’s focused on sustainability.

While no two employee engagement programs are the same, here are a few key lessons learned while embedding sustainability programs and opportunities into employee engagement strategies:

1. Hire with values in mind.
2. Offer opportunities to explore individual passions.
3. Extend sustainability beyond the CSR department.

 

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UNDP Report Reveals How Investment in Innovation is Helping Achieve SDGs 

UNDP Report Reveals How Investment in Innovation is Helping Achieve SDGs  | Metamorphosis | Scoop.it
TransformaBxl's insight:

The UN Development Program Innovation facility has released a new report highlighting initiatives that are leveraging innovation to eliminate poverty, protect the environment, prevent conflict, manage climate and natural hazard risk, improve disaster response and advance gender equality and therefore achieving the Sustainable Development Goals (SDGs)

Through 40 cases from across the globe, it demonstrates how these innovations have led to more effective development solutions and to new service lines to government partners.

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