Portland, second week
After a weekend out in San Francisco, Seattle or the Olympic National Park, we started the morning with the smell of wine in Sokol Blosser Winery, where the EOI group was lead through their installations tasting the wine they produce from organic vineyards.
After having lunch in a Hawaiian restaurant, we visited in Corvallis, home to Oregon State University, the Hinsdale Wave Research Lab and the Wallace Energy Systems and Renewables Facility, both part of the Northwest National Marine Renewable Energy Center. There Meleah Ashford explained us the development they have in wave energy, their new marine science center near Newport (OR), and the difficulties they have to advance in the field although there are real needs of energy in the West Coast .
On Tuesday March 6 we departed for Nike, where presentations about Nike’s approach to sustainability and innovation took place. Afterwards Nate Tofte, Licensed Analyst at Nike, guided us through the so huge Nike Campus and told us anecdotes about different sport celebrities.
That same afternoon the EOI group went to Portland University to attend the presentations of Greg Hill, Professor of Mathematics and Environmental Studies, about the management of timber in Malaysia to prevent deforestation, and Seamus O’Conner, Operations Director for Sumerra, about the Corporate Social Responsibility of big brands within their contract factories all over the world.
The following day at 9:00 am we went to Iberdrola Renewables ’s headquarters, meeting Trevor Mihalik who is Senior VP of Finance in USA. After a presentation about the overview of U.S. renewables, the requirements for its suitable development and Iberdrola’s position in the industry, we visited their trading floor and national control center.
In the afternoon, Rex Burkholder, from Metro Council, showed us how we should move towards a low carbon economy and the importance of engage people with their community. Moreover he explained the progress Metro is achieving in the Regional Transportation Plan, improving health, safety and the environment under Metro’s Regional Climate Action Strategy.
In the morning of Thursday, March 8, Pete Chism, from Recycle at Work, introduced us the methods used in Oregon and Portland to classify and recycle the waste produced at homes, law offices, events, universities, restaurants, government agencies… Recycle at work provides free, customized assistance to all types of businesses that are working for a cleaner, greener future by recycling.
After lunch James Murphy, VP of International Operations for COSTCO, presented the plans they have for the company to expand over the world, although not thinking in a sustainable way… The meeting showed us the efforts other companies are doing in the US to provide the society with a cleaner environment and fairer practices.
That afternoon it was our turn to present the business we liked most in front of our EOI mates, coordinators Andrés and Esperanza, Howard and Kate and some Portland University Studies.
Afterwards Howard and Kate gave us the certificate of attendance to the Study Trip Program on Sustainability and Social Responsibility, awarded by the Pamplin School of Business Administration at the University of Portland. Thanks a lot for everything Howard and Kate!
In the evening we had dinner with E-Scholars, who are in a program that matches each student with an entrepreneurial mentor and provides the opportunity for domestic and international travel to meet with business leaders and practice global business.
On Friday 9th march and our last day in Portland we visited the ReBuilding Center, where building materials in good conditions are donated to reuse them, reduce waste creation and promote sustainable practices. Besides, the ReBuilding Center benefits the society providing affordable construction resources, job creation and inspiring neighbours to work together as a community. We met Taylor Bergmann at the entrance to the building, who explain us their history, services and rewards of their job.
In the afternoon we departed for Boeing, Portland, Inc. the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. In their facilities they presented the sustainable practices they maintain in their manufacturing processes. Afterwards we were be provided a tour of Boeing’s Portland manufacturing plant.
And here our two weeks’ Student Trip to Portland finished. I hope you enjoyed the narration and visit Portland, a city committed to clean air and water, livable neighborhoods, parks and open spaces for all, economic development that is sustainable for our environment, transportation that makes sense and much more.
Comentarios desactivados en Portland, second week /
16 Mar 2012
por
Laura Ambrós Atance
MIGMAmad /
Portland, first week
The travel started when the plane took off from Barajas early in the morning. Thirteen hours later the EOI group was in Portland, Oregon, one of the most sustainable cities in the US.
After a day touring the city and getting used to the jet lag, we met Howard Feldman,
Executive Director of the EMBA in Nonprofit Management program at the Pamplin School of Business at the University of Portland, who would accompany us for the rest of the trip. Toguether, we visited Columbia Sportswear, where Scott Welch, the Global Corporate Relations Manager, explained the efforts Columbia is making on sustainability and responsible business practices from product creation to consumer all over the world. That same afternoon Bill Barnes, Professor of Economics, gave a really interesting presentation about Sustainability as a competitive advantage and the backcasting concept.
Later on we visited the Portland University’s campus guided by Meredith Dickinson and its sustainable solutions, such as light sensors, renewable energies or composting.
On Tuesday 28th we visited Portland Purple Water, 
a social enterprise committed to water conservation, with Jason Garvey, who showed us the importance of using what we need from what we have and how to act at local scale to reach improvements for the whole society. In the university, Renee Heath, Associate Professor of Organizational Communication, Persuasion and Leadership explained the importance of knowing the stakeholder’s opinion and dialogue with them to solve problems.
Kate Regan met the EOI team with her class of Spanish’ learners who chatted in Spanish with us to practice and presented their view of the Spanish economic crisis. In the afternoon Val Fishman, Vice President of the Climate Business Group “Bonneville Environmental Foundation” and explained how they find innovative, high-impact solutions to some of the nation”s most pressing energy, carbon and freshwater challenges.
In our leap day we went to the university to listen to Sean Denniston, from New Buildings Institute, giving a presentation on International Green Building Codes, to Regina Hauser, former director of Natural Step USA, a private consultant that give advice to the companies to behave in a more sustainable way. After that we met Thor Hinckley, of Portland General Electric, who informed us about the renewable energies in US.
On Thursday 1st of March, we went walking to the Ecotrust Building, a marketplace that fosters the ideas, goods, and services of a conservation economy reconstructed from a warehouse for the goods of the industrial economy. In that same building we had lunch in Hot Lips Pizza, a sustainable company committed to the energy efficiency, renewable energy, electric delivery vehicles and sourcing locally and organically, meeting its owner David Yudkin in the university where he talked us about the challenge of being sustainable in the pizza world.
In the evening we asisted to the amazing basketball game Portland Trailblazers vs. Miami Heat at Portland Rose Garden, where we had a really nice time! Let’s go Blazers!
Comentarios desactivados en Portland, first week /
12 Mar 2012
por
Laura Ambrós Atance
MIGMAmad /
Hacia una integración de la movilidad sostenible en la gestión ambiental empresarial
Desde siempre, la movilidad ha formado parte de las inquietudes de la sociedad. Continuamente se han buscado formas de desplazarse de un punto a otro en el menor tiempo y coste posible y la aparición de los vehículos motorizados supuso un autentico avance en este sentido.
Sin embargo, aparte de otros problemas de índole social, el uso masivo de este tipo de transporte tiene un impacto muy significativo sobre el medio ambiente y en particular sobre la calidad del aire. Éste problema va en aumento, ya que cada vez es mayor el número de vehículos de los núcleos urbanos, que a su vez se expanden mas por lo que las distancias a recorrer también se hacen mayores. Ésto representa todo un desafío para las Administraciones, encargadas de velar por una calidad del aire aceptable.
Un segundo actor esencial y aún emergente en el tema de la movilidad son las empresas. La mayoría de los desplazamientos que se dan en una ciudad son los derivados de la movilidad laboral, por lo que sería razonable que éstas gestionaran eficientemente la movilidad de sus trabajadores con el fin de minimizar los impactos sobre la atmósfera generados. La gestión ambiental en las empresas se lleva a cabo, voluntariamente, mediante la implantación de Sistemas de Gestión Ambiental certificables por una entidad acreditada. Esencialmente existen dos, la ISO 14001(internacional), altamente utilizada en España, y el reglamento EMAS III (europeo).
La implantación de estos sistemas implica la identificación de los impactos producidos por la actividad de la empresa en cuestión así como las medidas de corrección y minimización. Mientras que el reglamento EMAS si considera dentro de los aspectos ambientales directos el transporte de los empleados, la norma ISO no lo especifica en ninguno de sus apartados, aunque si el de los bienes y servicios producidos. Esto da una idea de como hasta ahora no se ha considerado importante dentro de la empresa la gestión de la movilidad, aunque seguramente si cobre mas importancia en un futuro.
Aún así, indirectamente si se puede gestionar a través del sistema ISO una movilidad sostenible. Dentro de los pasos de implantación está el de la redacción de una política ambiental, en la cual se puede incluir la preocupación de la empresa por este tema. Además, es obligatoria la comunicación con los empleados, por lo que se podrían establecer cursos o charlas sobre movilidad sostenible, conducción eficiente… Por último, identificando a modo de extra el impacto indirecto de los vehículos de los empleados, se podrán establecer planes de reducción concretos que se revisarán anualmente.
Queda claro que la movilidad es un problema al que cada vez se le da mas importancia, por lo que cabe pensar que la tendencia podría ser incluirlo mas específicamente en los sistemas de gestión ambiental. Sin embargo, queda un último actor que seguramente sea el mas importante: la sociedad. El éxito de todos los planes e iniciativas de movilidad sostenible depende en última instancia de la sociedad y, en este caso, de los trabajadores, por lo que sería necesaria una concienciación progresiva paralela a esta integración.
Comentarios desactivados en Hacia una integración de la movilidad sostenible en la gestión ambiental empresarial /
05 Mar 2012
por
Alba Zamora Uru-uela
MIGMAmad /
Aspectos e impactos ambientales de la “movilidad”
En la segunda mitad del siglo XX empieza a tratarse la “movilidad sostenible” como consecuencia del crecimiento de las grandes ciudades, donde la necesidad de trasladarse desde un punto A a un punto B por parte de los ciudadanos empieza a requerir un tiempo desmesurado. Una época donde aún no había un pensamiento enfocado hacia la sostenibilidad, ya que no se pensaba en la característica finita de los recursos, y la economía se basaba en un consumo desenfrenado.
En España, la situación fue ligeramente distinta ya que en los años sesenta en las principales ciudades, Madrid y Barcelona, la administración buscaba aumentar la capacidad de la red viaria centrándose en los turismos. Pasando a gestionar la movilidad en los años ochenta, centrando sus esfuerzos en desarrollar el transporte público paralelamente al crecimiento de las ciudades. Desembocando en los tiempos actuales a gestionar la “accesibilidad”, entendiendo la accesibilidad como la facilidad para el desplazamiento y la proximidad al destino.
En este post se tratará la movilidad desde el punto de vista medioambiental. Los impactos ambientales que tiene una gobernanza que no apuesta por una movilidad sostenible. Esto conlleva a la necesidad de modificar las condiciones ambientales precarias que han desencadenado las anteriores políticas de movilidad, así como de urbanismo en las ciudades.
El transporte es el sector que más energía final consume en España, cercano al 40%, del cual el 80% tiene lugar por carretera. Además hay que tener en cuenta que los turismos son los que más energía requieren para su movimiento por viajero y kilómetro. Como consecuencia de que el parque automovilístico se ha duplicado en los últimos veinte años, el consumo de energía se ha incrementado desde los ochenta hasta hoy en un 135%.Los aspectos ambientales serán por lo tanto las emisiones debido a la extracción del crudo, así como, las derivadas de su refino, además de las emisiones generadas por los coches.
El 22% de las emisiones de GEI (gases de efecto invernadero) se deben al transporte. Los motores de gasolina contribuyen a una mayor presencia de CO2 en el aire, sin embargo, los coches diésel emiten más partículas y contribuyen a una mayor presencia de NOx (responsable del smog fotoquímico y del ozono troposférico), para ello son necesarias unas condiciones atmosféricas de altas temperaturas y poco viento, además de que pueden contener trazas de azufre. Las zonas urbanas son las más castigadas porque además de haber un mayor número de coches, estos emiten mayor cantidad de contaminantes cuánto más bajas son las velocidades, ya que los motores a bajas velocidades son menos eficientes.
Según el tamaño que tengan las partículas emitidas por los distintos vehículos éstas tendrán un mayor impacto en el entorno natural. Se han definido tres tipos de partícula en función de su tamaño(PM 10, PM 2,5, PM 1) y de su peligrosidad (cancerígenas, tóxicas,…). Cuánto más pequeñas son mayores efectos negativos causan en los humanos, ya que tendrán más facilidad para llegar a zonas internas del cuerpo. En los animales también tendrán efectos negativos, al igual que en las plantas que pueden taponar sus esporas, inhibiendo su desarrollo.
Desde el punto de vista acústico, decir que los niveles sonoros han ido disminuyendo progresivamente debido a las acciones correctivas llevadas a cabo por los fabricantes, y en algunas casos gracias a las medidas preventivas adoptadas en los viales. Sin embargo, muchos puntos de las ciudades están expuestos a unos límites superiores de 55 dB(A) por lo que pueden causar trastornos mentales en las personas, así como, modificar los hábitos de la fauna.
Destacar que las grandes multinacionales españolas con departamento de responsabilidad social y corporativa, están introduciendo la movilidad sostenible en sus informes anuales, siendo tratada como una de sus prioridades. Una buena estrategia en este campo reduce sus emisiones considerablemente al igual que el gasto del combustible por lo que han visto cómo tiene un aspecto económico positivo, lo cual lo hace más atractivo para la dirección de la empresa.
Por último, decir que su inclusión en la norma ISO 14001 referida a la implantación de un sistema de gestión medioambiental, podría perfectamente cumplir con los requisitos que requiere la norma, reduciendo los impactos ambientales al implantar estrategias enfocadas a la “movilidad sostenible”.
Comentarios desactivados en Aspectos e impactos ambientales de la “movilidad” /
04 Mar 2012
por
Pedro Pernas Filloy
MIGMAmad /
Módulo Ruido y Vibraciones – MPIGMA
Este módulo tiene como objetivo la presentación de los fundamentos de la acústica, el ruido y las vibraciones para posteriormente y tras el análisis de la legislación nacional, autonómica y local, proceder a la definición de las principales acciones de control acústico y de las vibraciones.
Esto implica analizar la problemática acústica tanto en los puestos de trabajo como en la industria, incluyendo además el ruido de aviones, trenes y tráfico rodado.
Los temas que se van a desarrollar en el módulo son los siguientes:
– Fundamentos de acústica
– Sonido y vibraciones
– Legislación
– Acondicionamiento y aislamiento acústico
– Propagación del sonido en recintos abiertos y cerrados
– Definición y cálculo de la eficacia de barreras, silenciadores, cerramientos y antivibradores.
La bibliografía de referencia comprende el Documento de DB-HR del Código Técnico de la Edificación y la ley 37/2003 del ruido.
Vicente Mestre Sancho
Profesor Módulo Ruido y Vibraciones
MPIGMA
Comentarios desactivados en Módulo Ruido y Vibraciones – MPIGMA /
24 Feb 2012
por
mpigmamad
MIGMAmad /
Entra en vigor la nueva directiva de Evaluación de Impacto Ambiental de Proyectos
El pasado viernes, 17 de febrero de 2012, entró en vigor la Directiva 2011/92/UE del Parlamento Europeo y del Consejo, relativa a la evaluación de las repercusiones de determinados proyectos públicos y privados sobre el medio ambiente (Diario Oficial de la Unión Europea del 28 de enero de 2012).
Esta directiva viene a refundir los textos existentes hasta ahora, quedando derogadas la Directiva 85/337/CEE del Consejo, la Directiva 97/11/CE del Consejo, así como el artículo 3 de la Directiva 2003/35/CE y el artículo 31 de la Directiva 2009/31/CE.
La citada directiva se encuentra en:
http://eur-lex.europa.eu/LexUriServ/LexUriServ.do?uri=OJ:L:2012:026:0001:0021:ES:PDF
Manuel Díaz. Profesor EOI
Comentarios desactivados en Entra en vigor la nueva directiva de Evaluación de Impacto Ambiental de Proyectos /
20 Feb 2012
por
evacurto
MIGMAmad /
Comenzamos el módulo de Gestión Ambiental y Auditorías en el MIGMA
Iniciamos el módulo de Gestión Ambiental en el que veremos las principales herramientas que organizaciones de todo tipo están utilizando para gestionar y enfocar todo lo referente al medo ambiente: obligaciones y también estrategias
Nos referiremos a los principales estándares internaciones que marcan las pautas para definir y mantener Sistemas de Gestión Ambiental: ISO 14001 y Reglamento EMAS, y también veremos lo relativo a la Gestión de la Calidad (ISO 9001) y a la Gestión de la Seguridad y la Salud ( OHSAS 18001), puesto que cada vez más las organizaciones abordan estos ámbitos de manera conjunta e integrada. Analizaremos el marco regulador y los protocolos y requisitos para el desarrollo de Auditorías de Sistemas de Gestión (ISO 19011:2011).
Como parte de la asignatura veremos asimismo otras herramientas como la Agenda 21 Local (gestión ambiental en municipios), la Evaluación de Riesgos Ambientales (Norma UNE 150008) y la Guía del Global Reporting Initiative para el desarrollo de Memorias de Sostenibilidad.
Existen protocolos internacionales establecidos para conceder a las organizaciones los certificados correspondientes que acrediten el cumplimiento de sus requisitos. No obstante, creo que la carrera sin fin por conseguir el mayor número de reconocimientos externos de este tipo, debe dar paso ya a una postura más lógica e inteligente que trate de obtener el mayor beneficio interno de dichas herramientas; en ello centraré los objetivos de mi asignatura, y con mayor motivo en el contexto de este Master, del que saldrán futuros responsables de Medio Ambiente que tendrán que ejercer un liderazgo efectivo para que la gestión ambiental cumpla sus objetivos.
Todas estas herramientas pueden ser por tanto de gran utilidad interna, con la ventaja adicional de que permiten ese reconocimiento externo de cara a los grupos de interés, pero siempre sin olvidar unos factores clave a tener presentes:
El LIDERAZGO DE LA ALTA DIRECCIÓN. Sin ello, los Sistemas de Gestión corren el riesgo de convertirse en elementos aislados e improductivos.
La DEFINICIÓN DE LÍNEAS ESTRATÉGICAS: visión, valores corporativos y principios de actuación, todo ello alineado con los objetivos del negocio.
Una ESTRUCTURA ORGANIZATIVA sencilla, eficiente y adaptada a las características de la organización.
La IMPLICACIÓN DE LAS PERSONAS. Sistemas integrados en los métodos de trabajo, conocidos y valorados por los trabajadores, cuya influencia en los resultados es decisiva: lograr la motivación a todos los niveles redundará en mejores resultados.
La IDENTIFICACIÓN DE UN BUEN SISTEMA DE INDICADORES DE PROCESOS. Solo se puede mejorar aquello que se mide. Y medir debe resultar de utilidad; no puede convertirse en una recopilación de datos y registros sin sentido.
El SEGUIMIENTO Y EVALUACIÓN DE RESULTADOS PARA LA MEJORA CONTINUA: mecanismos y procedimientos establecidos para evaluar y actuar sobre los resultados de dichos indicadores.
Una COMUNICACIÓN INTERNA Y EXTERNA: DIFUSIÓN DE RESULTADOS. Si entendemos un Sistema de Gestión como herramienta enfocada hacia los grupos de interés, éstos deben conocer cómo de eficiente está siendo la compañía en su ámbito de interés.
Parecen cuestiones muy obvias, pero desde mi experiencia en asesoría y auditoría, puedo decir que a menudo es necesario recordarlas.
A modo de presentación de esta temática, sugiero dos videos realizados por la propia organización ISO (Internacional Standard Organization), ilustrativos acerca de los contenidos y objetivos de la Norma ISO 14001: requisitos de un Sistema de Gestión Ambiental, y ya en un contexto más amplio, la Guía ISO 26000, sobre la gestión de la Responsabilidad Social en las organizaciones (“I have a dream”).
Norma ISO 14001: http://www.youtube.com/user/PlanetISO#p/u/1/J7Fak8QI6Ww
Guía IS0 26000: http://www.youtube.com/watch?v=jBeIXjqyuiY
Por Cristina Rey. Profesora EOI.
Profesora: CRISTINA REY
Comentarios desactivados en Comenzamos el módulo de Gestión Ambiental y Auditorías en el MIGMA /
13 Feb 2012
por
evacurto
MIGMAmad /
Open Innovation: Open up your mind
“Combining internal and external ideas as well as internal and external paths to market to advance the development of new technologies.”
Henry Chesbrough, adjunct professor and the executive director of the Center for Open Innovation at the Haas School of Business (University of California, Berkeley), coined the term open innovation. Also, he wrote Open Innovation: The New Imperative for Creating and Profiting from Technology (2003); Open Business Models: How to Thrive in the New Innovation Landscape (2006) and Open Innovation: Researching a New Paradigm (2006).
Traditionally, new business development processes and the marketing of new products took place within the firm boundaries. However, this model has changed during the last years, mainly thanks to:
– Society changes such as the mobility and availability of highly educated people, which implies large amounts of knowledge apart from companies R&D department;
– The availability of venture capital, which gets ideas and technologies developed outside firms;
Thus, these opportunities have moved companies to look for other ways to increase the efficiency & effectiveness of their innovation processes. For instance, taking into account the previous ideas but also through cooperation with suppliers and competitors, in order to create customer value.
Companies such as Procter & Gamble, Cisco Systems, Genzyme, General Electric and Intel are often credited withhaving attained market leadership through open innovation strategies.
Procter & Gamble (P&G from now on) has operated one of the greatest research and development operations in corporate history. Most mature companies have to create organic growth of 4 % to 6 % year in, year out, i.e. for P&G this means building a $4 billion business this year alone. For generations, P&G created most of its phenomenal growth by innovating from within. That worked well when it was a $25 billion company; today, it is an almost $70 billion company.
By 2000, P&G admitted that its invent-it-ourselves model was not capable of sustaining high levels of top-line growth. New technologies put ever more pressure on its innovation budgets, R&D productivity has leveled off and its innovation success rate—the percentage of new products that met financial objectives—had stagnated at about 35 %. P&G felt squeezed by nimble competitors, flattening sales, lackluster new launches, and a quarterly earnings miss, losing more than half its market cap when its stock slid from $118 to $52 a share.
It was time to change, so A.G. Lafley (P&G CEO) challenged his workers to reinvent the company’s innovation business model. P&G had not changed it since the late 1980s when discovered that important innovation was increasingly being done at small and midsize entrepreneurial companies.
Until that very moment, most of P&G’s best innovations had come from connecting ideas across internal businesses and after they cheacked out that also external connections could produce highly profitable innovations. Betting those last ones were the key to future growth, Lafley made their our goal to acquire 50% of its innovations outside the company. As a result, they estimated that for every P&G researcher there were 200 scientists or engineers elsewhere in the world who were just as good—a total of perhaps 1.5 million people whose talents they could potentially use.
These changes also implied P&G needed to move the company’s attitude from resistance to innovations “not invented here” to enthusiasm for those “proudly found elsewhere” as well as redefined its R&D organization with a permeable boundary between people inside and outside. Today, results speak for themselves:
+ More than 35% of its new products in market have elements that originated from outside P&G, up from about 15% in 2000;
+ 45% of the initiatives in its product development portfolio have key elements that were discovered externally;
+ P&G’s R&D productivity has increased by nearly 60 %, meanwhile the investment as a percentage of sales is down from 4.8% in 2000 to 3.4% today;
+ Its innovation success rate has more than doubled, while the cost of innovation has fallen;
+ In the last two years, P&G has launched more than 100 new products for which some aspect of execution came from outside the company;
+ Five years after the company’s stock collapse in 2000, they have doubled its share price and have a portfolio of twenty-two billion-dollar brands.
What’s more do you need to join to open innovation?
References:
http://www.openinnovation.net/featured/seven-ways-to-make-open-innovation-work-in-europe/
http://bulletin.sciencebusiness.net/news/75615/7-ways-to-make-open-innovation-work-in-Europe
3 aspects in which Open Innovation companies distinguish themselves: results from science
http://www.openinnovators.net/list-open-innovation-crowdsourcing-examples/
http://hbswk.hbs.edu/archive/5258.html
http://www.pg.com/en_US/downloads/innovation/C_D_factsheet.pdf
Comentarios desactivados en Open Innovation: Open up your mind /
11 Feb 2012
por
Elvira Sáez Chamorro
MIGMAmad /
Move Fast & Break Things: Facebook
“You would never build something great doing it the same way others have done it” Mark Zuckerberg
Maybe this is a good concept if we are talking about innovation, but being more specific…about open-innovation. However…. what is open innovation? It is the fact to combine internal and external ideas as well as internal and external paths to market to advance the development of new technologies.
Talking about innovation there are four elements which are the clue and which are interconnected: strategy, ideas, process & climate.
In the Facebook case, the project started in 2004 in Harvard when Mark Zuckerberg was 19, and nowadays it has 300 million users all around the world and $500 million in revenue.
The main idea was that people care a lot about controlling information about themselves, their reputation and privacy. It had worked in Harvard and the big initial question was: Is it going to work in the world? …. The answer to that question was that every user has an identity that they want to express and friends and family that they want to stay connected with. And it has grown from the original 6 thousand person student body to more than 300 million people across the world.
All the motivation of this idea comes from a creator’s passion of building things very quickly. The first person in Facebook was built in 2 weeks, and after that they improved the application ending in a really quickly website.
As Mark has said, it is the idea that is sacred and is the person who thought of it the one that should get full credit for it and so forth. It is just the combination of execution and an idea of where you want it to go.
So, from those conversions that Mark had with his friends in college, they had this very broad idea of where they thought the world should go and not just, kind of, guide at Facebook’s development to this date. But a lot of it was also just good technical decisions, getting really smart people in to work on it. These are the three keys to Facebook success http://www.youtube.com/watch?v=Vl74ypiwlA4
Furthermore, long term focus is a really important part of this innovation process and we have lots of opportunities to optimize for the shorter term whether it is in selling the company or doing in different products that would have benefited us in the short term but not optimized for the long term impact.
“Opportunities like this don’t come around that often. So, when you get one, I feel like you almost have a duty to see it through and built it to be what it can be” Mark Zuckerberg.
Comentarios desactivados en Move Fast & Break Things: Facebook /
11 Feb 2012
por
Elisa Roman Luengo
MIGMAmad /
Open Innovation and Lead User Innovation
– Open Innovation is a term originated and developed by Henry Chesbrough in his book “Open Innovation: The new imperative for creating and profiting from technology” in 2003.
Open Innovation explains how companies have changed from a research and development model where all the ideas came from the company itself (Closed Innovation) to a new model in which the new ideas come from the company and external sources, such as universities, spin-offs, licensing or joint ventures. The concept is based on the current situation we are living, where the availability of highly educated people is higher than any other time in our History. As Chesbrough says:”Nowadays there is too much knowledge available in too many areas all over the world to try to do it all yourself”. So the companies have started to look for other ways to increase the efficiency and effectiveness of their innovation processes outside their walls, becoming more permeable to the transference of ideas.
Two examples of companies that have developed this system are Intel, which transferred to their company external ideas from universities and start up’s and created platforms where people could take advantage of their technologies; and IBM, that collaborated in the creation of open source software like Linux or Java and then created complementary goods that are based in them.
– Eric von Hippel coined the term Lead User Innovation in 1986 and promulgated it with his book “Sources of Innovation” in 1988 and a series of journal articles.
Lead users are those who identify a need before it exists in the market. They are only a little portion of the company’s general market and as a result the manufacture is not interested in them. However, for the users a solution is necessary, so they have to innovate and create something to solve their need. When the solution is created others appreciate it and want to start to produce it too, and then, when the market is growing and a solution to the need is created, a company starts to develop the project. As a result the manufactures are benefiting from the users who have created the product for free using them as a pool of new ideas as a source of innovation.
But the manufacture is benefiting twice, as the innovation implemented by lead users create something to use it nor to sell it and the improvements they made are real new functional capabilities to solve a real problem.
Once the manufacture community has denoted the importance of the feedstocks the lead users are offering, the companies are interested in allying with them, interested in adapting the innovation from the users to create new and valuable products. The Lead User Method explains how to identify the lead users and integrate them in the company as product.
– To conclude, it can be said that Open innovation and Lead user innovation are connected as they both share the view of information as a public and fundamental good. Although Lead User Innovation is an older concept, it was the creation of the Open Innovation theory, which has is actively discovered and used by firms, what awoke the companies and show them how they can benefit from Lead User Innovation. Open Innovation describes a much broader concept than Lead User Innovation, as it is a tool to create value but only in the user side. However, we need all the potential of the community to develop the Open Innovation concept.
Comentarios desactivados en Open Innovation and Lead User Innovation /
10 Feb 2012
por
Laura Ambrós Atance
MIGMAmad /
.png)
].gif)
.png){kind=logo}
].png)
].png)
].png)
].png)
.png){kind=logo}
].png)
.png){kind=logo}
