Innovation Management Sample Clauses

Innovation Management. The focus of the project is to develop innovative products at the scale and costs demanded by end users, and to create long-lasting and strong cross-sector interconnections in the microalgae economy. The main challenge facing the microalgae industry in recent years has been production of microalgae components at the required scale and with a competitive price. This can only be overcome by establishing strong linkages between players in academia, microalgae frontrunners and large end users, which is what this project aims to achieve. The microalgae production partners have observed a growing demand for their products, but are at the same time aware that, unless they are able to fulfil all specifications from industry, there is no hope that they can compete with traditional ingredients and compounds. In this light, it is precisely the inclusion of three large end users, each a leader in its respective industry and with global market shares, that defines and sets this project apart. This project creates a forum and an innovation platform for all partners and, having already designed the backbone of the project (WP1-WP7), all agree that the objectives of this project are truly reachable. Based on the strong market pull from the three included end users and beyond, the consortium seeks to address the gap and design the most efficient and optimal solutions for satisfying the needs from both a market and a technical point of view. This is done by: • Performing a SWOT analysis, identifying the strengths and weaknesses of the consortium and scanning the operating environment for opportunities and threats, as well as charting the external political, economic, social and technological (PEST) conditions; • Selecting which of these to respond to and how, based on technical and financial viability, sustainability and marketability. The SWOT will help identify the categories of products and product combinations that are optimal for market penetration. Products with higher weaknesses or threats will require additional efforts, during and after the project. The SWOT may also change depending on PEST conditions, which will guide the decision-making in the consortium.
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Innovation Management. As mentioned in the proposal, the main challenge facing the microalgae industry is to produce microalgae ingredients at a) the required scale, and b) at a competitive price. The microalgae production partners have observed a growing demand for their products, but also understand that they must fulfil all specifications from off takers as well as understand the main drivers for these to switch to more sustainable ingredients despite these not being able to compete with e.g., bulk protein from soy. Based on the keen interest proven by having 3 large users included in the consortium (FF, IFF and UPF) as well as Letters of Support from e.g., the global leader in aquaculture feed, the consortium seeks to address the gap and design the most efficient and optimal solutions for satisfying the needs from both a market and a technical point of view. The Market Analysis which is due in M12 will further shed light on key market drivers, total addressable market and purchasing decisions. Participation of industry, academia and non-profit organisations will help xxxxxx creativity, innovation with state-of-the-art knowledge and exploitation capacity. Innovation management is an integrated part of the Exploitation Manager’s work and takes the form of: • Inward-focused innovation: to ensure that innovation comes from WP and partner synergies, and from a high level of autonomy at the WP level. Any new initiatives and/or ideas deriving from the project work are shared across all WPs with the rest of the consortium. • Outward-focused innovation: by monitoring new opportunities and threats rising from other projects and/or the market) innovation
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Innovation Management. Innovation management is the key for boosting competitiveness and sustainable growth in Europe. The effective innovation management system needs to include the innovation from the idea generation to the market results. The innovation management procedure (IMP) is established as to maximize the capability of project outputs of being successful in the form of future products, services or processes, by combining creativity and a technical and market wise perspective. The PUSH2HEAT project will implement TECNALIA’s Standard Innovation Management Process ISAMPE, a derivative of ISAEP model 1. The innovation management is explained in deep details in the deliverable “D1.1 Quality Assurance Plan (QAP)”.
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Innovation Management. The literature on the topic of innovation management is extremely sparse in this field of study and it is difficult to make a comprehensive review, however, what interests us is to note that even in this discipline the implications of the phenomenon of the makers and the DIY have become of interest to scholars. The consequence of this is the absence of a comprehensive framework that covers the range of activities needed to transform ideas into marketable products and profits. The term “innovation” is notoriously ambiguous and lacks both a single definition or a measure recent projections of the economic and social benefits of networked IoT technologies suggest that their technological and economic impact will be significant. These analyses predict that tens or even hundreds of millions of networked devices will proliferate globally as industrial and infrastructure inputs, consumer wearables, smart home technologies, and automated transportation services. The economic gains in terms of cost savings and enhanced productivity growth are projected to be enormous. Trillions in value will be created through cost-savings through preventative health care, minimized accidents, patient monitoring, efficiencies in manufacturing and distribution, and seamless home and municipal infrastructure improvements.
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Innovation Management. Task 1.7 has delivered the overarching Innovation Plan of phase 2 (D1.4) [7] to assist application owners and service owners across the Work Packages as they develop their assessment and implementation of exploitation plans. This also provides a framework for advice and guidance to application owners as Task 5.3, ‘Preparing Content for External Use and Commercialisation’, progresses. Newly generated methods/tools/services will be captured by review at monthly WP leader meetings. Where a new element of application software results from project activity, advice will be provided to the owners to support software incubation. Task 1.7 will also configure the composition of the EEAB to provide external advice in response to any unanticipated major issue that may arise from the activities in Task 5.3 that the wider project team cannot address alone.
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Innovation Management. Innovation management is the key for boosting competitiveness and sustainable growth in Europe. The effective innovation management system needs to include the innovation from the idea generation to the market results. The innovation management procedure (IMP) is established as the methodology and planning of the management of innovation within PUSH2HEAT, understood as a process for maximizing the capability of project outputs of being successful in the form of future products, services or processes, by combining creativity and a technical and market wise perspective. An effective innovation management system needs to include the innovation from the idea generation to the market results, especially on a project like PUSH2HEAT, where the emerging sector of high temperature heat pumps will bring important opportunities for market-ready innovative products at short-term. PUSH2HEAT will implement TECNALIA’s Standard Innovation Management Process ISAMPE, a derivative of ISAEP model 1. The ISAMPE process comprises: I Identification Improving the mechanisms for finding, capturing and communicating information about technologies (both internal and external) which may affect product development, production processes, opportunities and threats. S Selection Determining the portfolio of products and services and the associated production process technologies and their impact on environmental sustainability. A Acquisition (and Development) Technologies can be acquired either by internal development, external acquisition or co-development with partners. M iMpulse to innovation learning and improvement The culture of learning expands to become a culture of continuous improvement with a focus on results. P Protection The effective protection of early stage technologies (freedom to operate, patent, industrial secret…) is an important part of the innovation management system. E Exploitation (and Transfer) Technologies need to be effectively exploited if they are to deliver long-term growth. It can also be the case that new technologies might themselves lead to previously unforeseen product or market opportunities and could potentially change the business strategy. Figure 0.4: Description of ISAMPE - TECNALIA’s Standard Innovation Management Process
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Innovation Management. This term is sometimes used to describe the management of research and development (R&D). People with this interest focus on how to improve the efficiency and effectiveness with which ideas are generated and screened to identify those of greatest interest or value to the organization. CAPITAL MARKETS. People with an interest in capital markets see intellectual capital as a business asset and are concerned with the amount of a firm’s intellectual capital, how it is valued, how its value affects the company balance sheet, and how to provide value information to current and potential stockholders.
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Innovation Management 
Sample 1

Related to Innovation Management

  • Project Management Project Management Institute (PMI) certified project manager executing any or all of the following: • Development of Project Charter • Development of project plan and schedule • Coordination and scheduling of project activities across customer and functional areas • Consultation on operational and infrastructure requirements, standards and configurations • Facilitate project status meetings • Timely project status reporting • Address project issues with functional areas and management • Escalation of significant issues to customers and executive management • Manage project scope and deliverable requirements • Document changes to project scope and schedule • Facilitate and document project closeout

  • Project Management Plan 1 3.4.1 Developer is responsible for all quality assurance and quality control 2 activities necessary to manage the Work, including the Utility Adjustment Work.

  • Configuration Management The Contractor shall maintain a configuration management program, which shall provide for the administrative and functional systems necessary for configuration identification, control, status accounting and reporting, to ensure configuration identity with the UCEU and associated cables produced by the Contractor. The Contractor shall maintain a Contractor approved Configuration Management Plan that complies with ANSI/EIA-649 2011. Notwithstanding ANSI/EIA-649 2011, the Contractor’s configuration management program shall comply with the VLS Configuration Management Plans, TL130-AD-PLN-010-VLS, and shall comply with the following:

  • Information Management Information and Records

  • Construction Management Landlord or its Affiliate or agent shall supervise the Work, make disbursements required to be made to the contractor, and act as a liaison between the contractor and Tenant and coordinate the relationship between the Work, the Building and the Building’s Systems. In consideration for Landlord’s construction supervision services, Tenant shall pay to Landlord a construction supervision fee equal to three percent (3%) of Tenant’s Costs specified in Section 7.

  • Program Management 1.1.01 Implement and operate an Immunization Program as a Responsible Entity

  • Utilization Management Contractor shall maintain a utilization management program that complies with applicable laws, rules and regulations, including Health and Safety Code § 1367.01 and other requirements established by the applicable State Regulators responsible for oversight of Contractor.

  • Disease Management If you have a chronic condition such as asthma, coronary heart disease, diabetes, congestive heart failure, and/or chronic obstructive pulmonary disease, we’re here to help. Our tools and information can help you manage your condition and improve your health. You may also be eligible to receive help through our care coordination program. This voluntary program is available at no additional cost you. To learn more about disease management, please call (000) 000-0000 or 0-000-000-0000. About This Agreement Our entire contract with you consists of this agreement and our contract with your employer. Your ID card will identify you as a member when you receive the healthcare services covered under this agreement. By presenting your ID card to receive covered healthcare services, you are agreeing to abide by the rules and obligations of this agreement. Your eligibility for benefits is determined under the provisions of this agreement. Your right to appeal and take action is described in Appeals in Section 5. This agreement describes the benefits, exclusions, conditions and limitations provided under your plan. It shall be construed under and shall be governed by the applicable laws and regulations of the State of Rhode Island and federal law as amended from time to time. It replaces any agreement previously issued to you. If this agreement changes, an amendment or new agreement will be provided.

  • Construction Management Plan Contractor shall prepare and furnish to the Owner a thorough and complete plan for the management of the Project from issuance of the Proceed Order through the issuance of the Design Professional's Certificate of Material Completion. Such plan shall include, without limitation, an estimate of the manpower requirements for each trade and the anticipated availability of such manpower, a schedule prepared using the critical path method that will amplify and support the schedule required in Article 2.1.5 below, and the Submittal Schedule as required in Article 2.2.3. The Contractor shall include in his plan the names and resumés of the Project Superintendent, Project Manager and the person in charge of Safety.

  • UNION-MANAGEMENT RELATIONS 4.1 All collective bargaining with respect to hours and general working conditions shall be conducted by authorized representatives of the Union and authorized representatives of the Employer.

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