Living lab A living lab is a research concept. A living lab is a user-centred, open-innovation ecosystem,[1][2] often operating in a territorial context (e.g. city, agglomeration, region), integrating concurrent research and innovation processes[3] within a public-private-people partnership.[4] The concept is based on a systematic user co-creation approach integrating research and innovation processes. User centred research methods,[6] such as action research, community informatics, contextual design,[7] user-centered design, participatory design,[8] empathic design, emotional design,[9][10][11] and other usability methods, already exist but fail to sufficiently empower users for co-creating into open development environments. Description[edit] William J. In 2010, Mitchell, Larson and Pentland, formed the first US-based living labs research consortium. The convergence of globalization, changing demographics, and urbanization is transforming almost every aspect of our lives. How it works[edit]
How to Make Your Brain More Creative Can you make yourself more creative? According to Shelley Carson, author of the new book Your Creative Brain: Seven Steps to Maximize Imagination, Productivity, and Innovation in Your Life, you can. In a recent conversation with the Boston Globe, Carson, who has a PhD in psychology from Harvard University and teaches at Harvard Extension School, noted these three things: “In the business world, creativity is now the number-one quality that head hunters are looking for in top-level chief executives. It’s possible, she says, for creativity-challenged people to use “biofeedback programs and other types of cognitive behavioral research” to change brain activation patterns to “mimic the brain activation of highly creative people.” “What we have found in recent years in the neuroscience of creativity is that highly creative people tend to activate certain neural patterns in their brain when they are solving a creative problem or doing creative work,” she told the Globe.
Programme pour la compétitivité des entreprises et les PME (COSME) 2014-2020 - Commission européenne Additional tools What is COSME? COSME is the EU programme for the Competitiveness of Enterprises and Small and Medium-sized Enterprises (SMEs) running from 2014 to 2020 with a planned budget of €2.3bn. Regulation establishing COSME 2014-2020 Programme COSME 2015 Work Programme and financing decision (29 October 2014). COSME 2014 Work Programme 1st Revision and financing decision and financing decision 1st revision (22 July 2014). COSME 2014 Support Measures 1st Revision and financing decision 1st revision (08 August 2014). Third countries' participation in the COSME programme (situation on 03 November 2014) Enterprise Europe Network EASME: The Executive Agency for Small and Medium-sized Enterprises (EASME) has been set-up by the European Commission to manage on its behalf several EU programmes including COSME The Participant Portal: Published calls for tender and calls for proposals related to COSME COSME Loan Guarantee Facility: COSME Equity Facility for Growth:
Cloud computing Cloud computing metaphor: For a user, the network elements representing the provider-rendered services are invisible, as if obscured by a cloud. Cloud computing is a computing term or metaphor that evolved in the late 1990s, based on utility and consumption of computer resources. Cloud computing involves application systems which are executed within the cloud and operated through internet enabled devices. Purely cloud computing does not rely on the use of cloud storage as it will be removed upon users download action. Clouds can be classified as public, private and hybrid.[1][2] Overview[edit] Cloud computing[3] relies on sharing of resources to achieve coherence and economies of scale, similar to a utility (like the electricity grid) over a network.[2] At the foundation of cloud computing is the broader concept of converged infrastructure and shared services. Cloud computing, or in simpler shorthand just "the cloud", also focuses on maximizing the effectiveness of the shared resources.
The Weird Rules of Creativity The Idea in Brief Hire people you don’t like, then promote them when they defy you. Wholeheartedly commit to risky projects. Get your happiest workers arguing. Recipes for disaster? Traditional management practices apply when you need to make money now from tried-and-true products and services—but they don’t foster creativity. To innovate, companies must ignore longstanding management wisdom and adopt downright weird ways. The Idea in Practice To encourage creativity, take these counterintuitive approaches to hiring, managing, and risk-taking: Hiring Recruit people who aren’t blinded by preconceptions, including: mavericks and misfits who drive bosses and coworkers crazy because they reject popular opinion and bull-headedly champion their own ideas. When new hires at a toy company pointed out current products’ flaws, their behavior made senior executives “hate them.” people with seemingly irrelevant skills Example: Managing Encourage people to defy superiors and peers. Risk-Taking Example:
Joseph Schumpeter Austrian political economist (1883–1950) Schumpeter was one of the most influential economists of the early 20th century, and popularized the term "creative destruction", coined by Werner Sombart.[4][5][6] Early life and education[edit] Schumpeter was born in 1883 in Triesch, Habsburg Moravia (now Třešť in the Czech Republic, then part of Austria-Hungary) to German-speaking Catholic parents. Both of his grandmothers were Czech.[7] Schumpeter did not acknowledge his Czech ancestry; he considered himself an ethnic German.[7] His father, who owned a factory, died when Joseph was only four years old.[8] In 1893, Joseph and his mother moved to Vienna.[9] Schumpeter was a loyal supporter of Franz Joseph I of Austria.[7] Schumpeter was educated at the Theresianum, and began his career studying law at the University of Vienna under Eugen von Böhm-Bawerk, an economic theorist of the Austrian School. In 1913–1914, Schumpeter taught at Columbia University as an invited professor. Career[edit]
The Wisdom of Crowds The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations, published in 2004, is a book written by James Surowiecki about the aggregation of information in groups, resulting in decisions that, he argues, are often better than could have been made by any single member of the group. The book presents numerous case studies and anecdotes to illustrate its argument, and touches on several fields, primarily economics and psychology. The opening anecdote relates Francis Galton's surprise that the crowd at a county fair accurately guessed the weight of an ox when their individual guesses were averaged (the average was closer to the ox's true butchered weight than the estimates of most crowd members, and also closer than any of the separate estimates made by cattle experts).[1] Types of crowd wisdom[edit] Surowiecki breaks down the advantages he sees in disorganized decisions into three main types, which he classifies as
Managing for Creativity The Idea in Brief Your company’s most important asset? Creative capital: the arsenal of creative thinkers whose ideas turn into valuable products and services. Creative employees pioneer new technologies, birth new industries, and power economic growth. But the process by which they do all this is complex and chaotic. How to manage your firm’s creative capital so it delivers maximum value—increasing efficiency, improving quality, and raising productivity? Help employees do their best work by engaging them intellectually and eliminating distractions. The payoff? The Idea in Practice SAS’s strategies for maximizing creativity: Help Employees Do Their Best Work Creative people excel when you present them with on-the-job challenges. Example: SAS’s developers thrive on intellectual stimulation. But as much as creative people like to feel challenged, they don’t want to have to surmount unnecessary obstacles, so SAS also strives to eliminate hassles off and on the job. Make Managers “Creatives”
Théorie du management par les ressources La théorie du management par les ressources (ou Resource based View Theory)[1] est une approche qui est apparue au milieu des années 1980 dans la gestion stratégique des entreprises grâce à des auteurs comme Birger Wernerfelt, Richard Rumelt[2] et Jay B. Barney. Cette analyse est fondée sur les travaux initiaux d'Edith Penrose et de la théorie de l'organisation industrielle de l'école de Chicago (Yale Brozen, Harold Demsetz, Sam Peltzman). Présentation de la théorie du management par les ressources Selon la théorie du management par les ressources, le "développement de la'firme ne dépend pas seulement de son positionnement externe et du jeu des forces auquel elle est soumise, mais qu'une bonne part de son succès dépend aussi des ressources qu'elle a à sa disposition et qu'elle mobilise à sa façon au service de son offre pour ses clients"[3]. La notion d'équilibre économique, en particulier sous la forme d'équilibre concurrentiel, est une concept central dans cette approche. Annexes
KIS-STARTER This is comment from an impartial third party that we provided our BOM, Schematics, IC Datasheets and CBA test reports too: To all backers! I am Justin Shaw, co-founder of WyoLum offered to review any material provided to validate Anthony Vilgiate claims. Justin Shaw Mark Anthony claims that these are not original products being produced by us but Chinese knock offs. Truth: These units contain our unique circuit and have been built by us with our contract manufacturer in Shenzen China. Mark Anthony Claims that The Adventurer is a cheap knock off of a product from a company called Yooboo, whom I have never heard off. Truth: The similarities are only in the fact that it is white plastic and houses a battery and charging circuit. Mark Anthony claims that the Adventurer units must be made by a small knock off factory because there are gaps in our plastic, and our LED protrudes as well as the ability to see parting lines in our plastic tooling.