i2010 - A European Information Society for growth and employment
i2010 was the EU policy framework for the information society and media. It promoted the positive contribution that information and communication technologies (ICT) can make to the economy, society and personal quality of life. The strategy is now coming to an end and is going to be followed by a new initiative – the Digital Agenda – in 2010.
Highlights:
Vice-President for the Digital Agenda Neelie Kroes welcomes Ministers' support for the European Digital Agenda, in particular the Ministerial Declaration on Digital Europe
This very ambitious Agenda has unfortunately disappointed the many supporters of progress on the continent. The Europe still lags beside the US in the number of higher educate populace, in the number and size of High Technology business, and in several aspects of a modern and fast growing society.
F
I was one of these believers in late 1980's. I sold my house and moved with family to realize the dream of a century. Europe was about to open up and reunite with the Central and Eastern economies that are now part and some like Poland quite successful within EU.
We did succeed in this and reached more. In 8 years from my arrival in Germany, our business grew by 4000% (meaning steady 500% growth annually!!!).
Europe still invest in technology but in States, so far that European investments in US exceed by 6 billion annually the US investments in Europe.
I see that not "new" agenda for the Digital Europe 2020 would not do much either.
Help me with argumentation to the contrary you all euro-enthusiasts by commenting below.
regards
Stefan
Digital Agenda for Europe is one of flagships of Europe 2020 – the Commission’s proposal on a new economic strategy
The Digital Agenda: challenges for Europe and the mobile industry - speech by Neelie Kroes, European Commissioner for Digital Agenda
Other highlights:
Europe's Digital Competitiveness Report 2009
Other highlights:
eYouGuide to your rights online
Broadband gap and economic recovery
2010/05/03
Follow the trend or create a new one? How company should act in order to be called innovative and pioneering?
Helen has given great overview, usefull for all in the business. I think.
Below you may find research-based action tips for improvement of innovation performance in your very company.
1: Conceive of innovation as a business discipline, and then manage and execute it systematically. Please make it an end-to-end uniform process, from insight development and idea generation to development and marketplace launch.
2: Craft a precise definition of innovation’s role in the overall corporate strategy based on the company’s industry, market, and competitive environment. Define specific goals. What innovations do you need to build a sustainable competitive position and what value are the innovations expected to generate? Make innovation definition broad enough to no one be let off the hook. It is perfect to end up in the situation when [innovation is about continuously finding new sources of value and therefore executives are looking at the processes they currently have in place for identifying new sources of value, setting up teams to explore and execute around those sources, managing the teams, and measuring results.]
3: Focus much more time and resources on breakthrough, long-term, game-changing innovation. Play for high stake delivering breakthrough innovations based on “big bet” initiatives and spend less time on incremental innovation that yields only short-term benefits.
4: Take more risks, reward failure, and encourage continuous improvement. Thinking big and acting big will lead you to breakthrough innovations. Cultivate such skills and make them a corporate culture. It’s vital.
5: Measure innovation performance and results as you do other business functions, such as marketing, strategy, and operations. Keep your eyes open all the time: track detailed, disciplined, and consistent metrics about innovation performance, measure past success and estimate the future market impact of new products.
6: Focus on the customer experience and less on technology. Zero in on a problem looking for a technology solution rather than a technology solution looking for a problem. Listen and hear the very voice of the customer. For this use ethnographic, best-practice observational customer understanding techniques. You can’t develop something just because a room full of engineers think it’s cool.
7: Embrace open innovation and open innovation tools. Use external sources as far as keeping all innovation activities within your company is a recipe for failure.
8: Encourage idea generation from everywhere, both inside and outside your company. Include everyone from the highest levels of the company to the lowest. Often the most innovative ideas are submitted by junior employees.
9: Consider appointing a chief innovation officer and setting up a uniformity of command for corporate innovation accountability. Designating an executive to be accountable and leading innovation execution report results in [dramatically higher satisfaction levels across all aspects of their innovation performance.]
10: Have a dedicated budget for innovation. You will need an adequate level of resources to fund the innovation infrastructure. Just appointing a chief innovation officer isn’t enough.
To sum up the above stated try to combine innovative sole and brains, thoughts and actions and you will be able to achieve growth through innovation. What do you think of this? Would you use these tips or just consider them to be high-flown words?
Welcome with your opinions.
BR,
Helen Boyarchuk
Altabel Group
www.altabel.com
By Helen Boyarchuk, Marketing Manager at Altabel Group
Below you may find research-based action tips for improvement of innovation performance in your very company.
1: Conceive of innovation as a business discipline, and then manage and execute it systematically. Please make it an end-to-end uniform process, from insight development and idea generation to development and marketplace launch.
2: Craft a precise definition of innovation’s role in the overall corporate strategy based on the company’s industry, market, and competitive environment. Define specific goals. What innovations do you need to build a sustainable competitive position and what value are the innovations expected to generate? Make innovation definition broad enough to no one be let off the hook. It is perfect to end up in the situation when [innovation is about continuously finding new sources of value and therefore executives are looking at the processes they currently have in place for identifying new sources of value, setting up teams to explore and execute around those sources, managing the teams, and measuring results.]
3: Focus much more time and resources on breakthrough, long-term, game-changing innovation. Play for high stake delivering breakthrough innovations based on “big bet” initiatives and spend less time on incremental innovation that yields only short-term benefits.
4: Take more risks, reward failure, and encourage continuous improvement. Thinking big and acting big will lead you to breakthrough innovations. Cultivate such skills and make them a corporate culture. It’s vital.
5: Measure innovation performance and results as you do other business functions, such as marketing, strategy, and operations. Keep your eyes open all the time: track detailed, disciplined, and consistent metrics about innovation performance, measure past success and estimate the future market impact of new products.
6: Focus on the customer experience and less on technology. Zero in on a problem looking for a technology solution rather than a technology solution looking for a problem. Listen and hear the very voice of the customer. For this use ethnographic, best-practice observational customer understanding techniques. You can’t develop something just because a room full of engineers think it’s cool.
7: Embrace open innovation and open innovation tools. Use external sources as far as keeping all innovation activities within your company is a recipe for failure.
8: Encourage idea generation from everywhere, both inside and outside your company. Include everyone from the highest levels of the company to the lowest. Often the most innovative ideas are submitted by junior employees.
9: Consider appointing a chief innovation officer and setting up a uniformity of command for corporate innovation accountability. Designating an executive to be accountable and leading innovation execution report results in [dramatically higher satisfaction levels across all aspects of their innovation performance.]
10: Have a dedicated budget for innovation. You will need an adequate level of resources to fund the innovation infrastructure. Just appointing a chief innovation officer isn’t enough.
To sum up the above stated try to combine innovative sole and brains, thoughts and actions and you will be able to achieve growth through innovation. What do you think of this? Would you use these tips or just consider them to be high-flown words?
Welcome with your opinions.
BR,
Helen Boyarchuk
Altabel Group
www.altabel.com
By Helen Boyarchuk, Marketing Manager at Altabel Group
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