Organisational Structure. 4.1. Decision-making and advisory bodies
Organisational Structure. The CB is to have and make available on request:
Organisational Structure. Within the Regional Ministry of Economics, Industry, Commerce and Knowledge (Canary Islands Government), which is in charge of managing European funds and the coordination of economic issues with the European Union, the Department of Economic Promotion (DGPE) is the body responsible for the promotion and support of actions oriented to the fostering of economic activity, as well as the creation, establishment and consolidation of companies in the Canary Islands. The structure of the Department of Economic Promotion is composed of different Services, being one of them the Service for Business Information, and concretely where the Enterprise Europe Network fits in. In this regard, the Department of Economic Promotion is responsible for: • The information and assistance to economic and social agents providing business-oriented support services on legislation, aids and relevant programmes at regional, national and European levels, in coordination with the Department of Economic Issues. • The dissemination of programmes for the support of business initiatives at regional, national and European levels, in coordination with other related Departments. • The management of general systems for business information The Department of Economic Promotion counts on the accumulated experience gained through acting for many years as the Euro Info Centre (EIC) in the Canary Islands (EIC) and the Enterprise Europe Network Node for the region since 2008. Also attached to the Regional Ministry of Economics, Industry, Commerce and Knowledge, the Technological Institute of the Canary Islands (ITC) is the body responsible for preparing and for executing the regional policies on Energy, Research, Technology and Innovation. Through its Innovation Division, the ITC channels the capacities of research and technological development existing in the Canary Islands, orienting them to the development of small and medium-sized companies, encouraging their collaborative activities and increasing the efficiency and coherence of existing policies. The Enterprise Europe Network services will be carried out through the ITC Innovation Department, with more than 20 years of experience fostering innovation in SMEs. It has been actively involved (together with the CAC) in the Enterprise Europe Network since 2008, being the organization responsible for the services related to technology transfer, research and innovation, as well as member of the former Innovation Relay Centre (IRC) since 1995. The ITC...
Organisational Structure. The parties agree that the organisational structure must support the achievement of Council’s Strategic Plan whilst ensuring optimum productivity is achieved through the principles of continuous improvement. Consequently the organisation structure will from time to time be reviewed to ensure that it supports the achievement of the Council’s strategic plan.
Organisational Structure. The Tenderer shall submit a proposed organisation structure with the names of personnel occupying management, supervisory, administrative and control positions. The personnel nominated may only be changed with the agreement of the Principal. The proposed organisation structure shall include all supervisory personnel proposed for the contract including consultants and main subcontractors where applicable.
Organisational Structure. The Food Team is located within the Public Protection Division of the Environmental and Community Services Department (See tables 2 and 3 for structure details). • Feedingstuffs enforcement is carried out by the Trading Standards team. • Kent Scientific Services is appointed as the Food Examiner.
Organisational Structure. 3.1 The constitution for the Partnership and the Terms of Reference for the Partnership Committee, the Executive and the Stakeholder Forum are set out in Schedule 1 to this Agreement. The Parties will establish and operate through the following organisational structure:
Organisational Structure. It is important for a start-up to have a clear organisational structure with well-defined responsibilities and corresponding tasks. Primarily, there should be at least someone responsible for the technology and development, someone responsible for the financial aspects and someone responsible for the management and PR – the entrepreneur and ‘face of the company’. For investors, the team behind the innovations is one of the first things they will look at, and is a crucial contribution to their trust in the future success of the company. Important features that should be present within the organisation are of course technical and enterpreneurial expertise, but also the level of commitment to the company, perseverence, and the incentive of team members to make the innovation succeed. Goals and strategy Both short and long-term goals are important when starting a company. Long-term goals will prevent a start-up from ‘muddling through’ and not creating a sustainable business model. A lack of short-term goals, however, can cause a focus on company growth and the neglecting of profits, causing many start-ups to go bankrupt. The rule of thumb is to be patient for growth, but impatient for profit. However, goals without a strategy on how to achieve them is like an empty promise to investors. A well-formulated strategy on how these goals are achievable is therefore a requirement. Also consider what exit strategies are possible, and what the preferred exit strategy would be for yourself and the investor. Success factors and timescale Having clear goals is important, but to truly be able to achieve them the identification of the key success factors is required. When are the goals actually achieved and what are the bottlenecks? This asks for an operationalisation of the goals, so that they can be measured. Along with this, a timescale of the actions and milestones for these success factors – and ultimately the goals – is an integral part of this. In other words, a SMART (Specific, Measurable, Attainable, Realistic, Timely) goals and success factors contribute to a clear strategy. User needs analysis Your innovation will only succeed if there is an unmet user need that it addresses. This can be either a problem which needs to be solved, or an opportunity of a brand new type of product which will address unmet and generally unknown needs. The most innovative companies in the world are so successful because they have a very clear understanding of these unmet needs, even w...
Organisational Structure. Bodies: For the coordination of the activities of community members, the support of the exchange of information, and the maintenance of code and documentation the following bodies of the CLM-Community have been established: − regular CLM-Community meetings, − a special coordinating office at the BTU Cottbus, − Working and Project Groups − the Scientific Advisory Board and − the Technical Advisory Group (TAG). The character, competence and decision rules of the bodies are specified in the “Terms of Reference of the CLM-Community”.
