scholarly journals Scaling Up Broken Systems? Considerations from the Area of Music Streaming

2021 ◽  
pp. 165-171
Author(s):  
Peter Knees
Keyword(s):  
Historical Perspective ◽  
Business Models ◽  
Scale Up ◽  
Scaling Up ◽  
Current Situation ◽  
Record Industry ◽  
Potential Benefits ◽  
Music Distribution ◽  
Deployed Systems ◽  
Music Streaming

AbstractWe discuss the effects and characteristics of disruptive business models driven by technology, exemplified by the developments in music distribution and consumption over the last 20 years. Starting from a historical perspective, we offer insights into the current situation in music streaming, where technology has not only changed the way we access music but also has important implications on the broader ecosystem, which includes the consumers, the authors, the record industry, and the platforms themselves. The discussion points to potential benefits, as well as to the risks involved in the currently deployed systems. We conclude that the increased profitability of the disruptive business models in the music domain and beyond is largely generated at the expense of the providers of the goods or services being brokered. Using the platforms as a consumer further subsidizes their value and might lead to mono- and oligopolies. While technology allows companies to effectively scale up business, the resulting systems more often amplify existing injustices than mitigate them.

scholarly journals Measuring the Readiness of SMEs for Eco-Innovation and Industrial Symbiosis: Development of a Screening Tool

2018 ◽  
Vol 10 (8) ◽  
pp. 2861 ◽  
Author(s):  
Daniela C. A. Pigosso ◽  
Andreas Schmiegelow ◽  
Maj Munch Andersen
Keyword(s):  
Business Models ◽  
Screening Tool ◽  
Small And Medium Enterprises ◽  
Scale Up ◽  
Special Focus ◽  
Industrial Symbiosis ◽  
Business Innovation ◽  
Green Business ◽  
Potential Benefits ◽  
Medium Enterprises

Despite the high business, innovation and sustainability potential linked with eco-innovation and industrial symbiosis, limited implementation can be observed in small and medium enterprises (SMEs). In order to enhance the implementation of these concepts in SMEs, the main goal of this paper is to propose a screening tool to identify and evaluate SMEs’ potential for eco-innovation, with a special focus on industrial symbiosis and green business models aspects. In order to accomplish this goal, an action research was developed in two cycles: (1) development and testing of the screening prototype; and (2) improvement and scale-up of the enhanced screening tool, in close collaboration with the research partners. In addition to enabling a better understanding about their own internal processes and activities, the evaluation of the potential of 108 SMEs for eco-innovation provided them with detailed insights about how to reach the potential benefits with industrial symbiosis and green business models. Differently from the identified existing tools, the screening tool proposed in this research aims at supporting companies to understand what their potential for eco-innovation is, combining wider eco-innovation and industrial symbiosis opportunities and green business models, supplemented with a readiness evaluation to explore the existing potential.

Track 6.c Introduction: Entrepreneurship in Design Education

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Bryan Howell ◽  
Curt Anderson ◽  
Nile Hatch ◽  
Chia-Chi TENG; ◽  
Neal Bangerter ◽  
...  
Keyword(s):  
Design Education ◽  
Management Strategy ◽  
Business Models ◽  
Scaling Up ◽  
Engineering Management ◽  
Significant Rise ◽  
Limited Resources ◽  
Multidisciplinary Teams ◽  
Interdisciplinary Relationships ◽  
Human Centred Design

Over that last few decades there has been a significant rise in interest for design-led entrepreneurship and innovation. This has brought about the need to expand on the principles and methods of human-centred design by incorporating knowledge from multiple disciplines, such as management, business, and entrepreneurship studies. This expansion aids designers, engineers, and marketing practitioners who strive to create innovative, meaningful and relevant services, business models and experiences. More often than not, ventures operate under very limited resources, and practitioners are often required to fulfil several roles. The concept of ‘multidisciplinary teams’ widely spread in this sphere often bears little resonance in these contexts. Designers possess valuable competencies that can have a significant impact on the venture, especially driving user and context-centred strategy and processes for the introduction, legitimization and scaling-up stages. However, engaging with these areas of practice requires skills and capacities that overlap traditional disciplinary roles. In doing so, the boundaries between design and engineering, branding and communications, cultural and behavioural insight, marketing and management strategy are blurred. As educators in design innovation, how do we explore, define and balance interdisciplinary relationships between design, engineering, management, business and entrepreneurship theories, methods, language and models of education? The purpose of the entrepreneurship in design education track is to discuss methods, models, case studies, research, insights and unexpected knowledge in benefits and limitations of design entrepreneurship education. In particular, the three papers presented in this track demonstrate different approaches to entrepreneurship and design education.

scholarly journals Strategies for involving patients and the public in scaling-up initiatives in health and social services: protocol for a scoping review and Delphi survey

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Ali Ben Charif ◽  
◽  
Karine V. Plourde ◽  
Sabrina Guay-Bélanger ◽  
Hervé Tchala Vignon Zomahoun ◽  
...  
Keyword(s):  
Social Services ◽  
Scoping Review ◽  
Delphi Study ◽  
Public Involvement ◽  
Scale Up ◽  
Scaling Up ◽  
Delphi Survey ◽  
The Public ◽  
Health And Social Services ◽  
Scoping Reviews

Abstract Background The scale-up of evidence-based innovations is required to reduce waste and inequities in health and social services (HSS). However, it often tends to be a top-down process initiated by policy makers, and the values of the intended beneficiaries are forgotten. Involving multiple stakeholders including patients and the public in the scaling-up process is thus essential but highly complex. We propose to identify relevant strategies for meaningfully and equitably involving patients and the public in the science and practice of scaling up in HSS. Methods We will adapt our overall method from the RAND/UCLA Appropriateness Method. Following this, we will perform a two-prong study design (knowledge synthesis and Delphi study) grounded in an integrated knowledge translation approach. This approach involves extensive participation of a network of stakeholders interested in patient and public involvement (PPI) in scaling up and a multidisciplinary steering committee. We will conduct a systematic scoping review following the methodology recommended in the Joanna Briggs Institute Reviewers Manual. We will use the following eligibility criteria: (1) participants—any stakeholder involved in creating or testing a strategy for PPI; (2) intervention—any PPI strategy proposed for scaling-up initiatives; (3) comparator—no restriction; (4) outcomes: any process or outcome metrics related to PPI; and (5) setting—HSS. We will search electronic databases (e.g., Medline, Web of Science, Sociological Abstract) from inception onwards, hand search relevant websites, screen the reference lists of included records, and consult experts in the field. Two reviewers will independently select and extract eligible studies. We will summarize data quantitatively and qualitatively and report results using the PRISMA extension for Scoping Reviews (PRISMA-ScR) checklist. We will conduct an online Delphi survey to achieve consensus on the relevant strategies for PPI in scaling-up initiatives in HSS. Participants will include stakeholders from low-, middle-, and high-income countries. We anticipate that three rounds will allow an acceptable degree of agreement on research priorities. Discussion Our findings will advance understanding of how to meaningfully and equitably involve patients and the public in scaling-up initiatives for sustainable HSS. Systematic review registration We registered this protocol with the Open Science Framework on August 19, 2020 (https://osf.io/zqpx7/).

scholarly journals Promoting Scale-Up Across a Global Project Platform: Lessons from the Evidence to Action Project

2021 ◽  
Author(s):  
Laura Ghiron ◽  
Eric Ramirez-Ferrero ◽  
Rita Badiani ◽  
Regina Benevides ◽  
Alexis Ntabona ◽  
...  
Keyword(s):  
Family Planning ◽  
Scale Up ◽  
Scaling Up ◽  
Sub Saharan Africa ◽  
Health System Strengthening ◽  
Country Level ◽  
Look Ahead ◽  
Republic Of The Congo ◽  
Sub Saharan ◽  
Multi Stakeholder

AbstractThe USAID-funded flagship family planning service delivery project named Evidence to Action (E2A) worked from 2011 to 2021 to improve family planning and reproductive health for women and girls across seventeen nations in sub-Saharan Africa using a “scaling-up mindset.” The paper discusses three key lessons emerging from the project’s experience with applying ExpandNet’s systematic approach to scale up. The methodology uses ExpandNet/WHO’s scaling-up framework and guidance tools to design and implement pilot or demonstration projects in ways that look ahead to their future scale-up; develop a scaling-up strategy with local stakeholders; and then strategically manage the scaling-up process. The paper describes how a scaling-up mindset was engendered, first within the project’s technical team in Washington and then how they subsequently sought to build capacity at the country level to support scale-up work throughout E2A’s portfolio of activities. The project worked with local multi-stakeholder resource teams, often led by government officials, to equip them to lead the scale-up of family planning and health system strengthening interventions. Examples from project experience in the Democratic Republic of the Congo, Kenya, Nigeria, and Uganda illustrating key concepts are discussed. E2A also established a community of practice on systematic approaches to scale up as a platform for sharing learning across a variety of technical agencies engaged in scale-up work and to create learning opportunities for interacting with thought leaders around critical scale-up issues.

scholarly journals ANALYZING THE HISTORICAL PERSPECTIVE OF TALIBAN IN ORDER TO UNDERSTAND THE RE-EMERGENCE OF TALIBAN AND FUTURE PROSPECTS FOR NEIGHBORING COUNTRIES

2021 ◽  
Vol 03 (01) ◽  
pp. 92-97
Author(s):  
◽  
Suhrab Ahmad ◽  
Nelofar Ihsan ◽  
◽  
Keyword(s):  
Historical Perspective ◽  
International Politics ◽  
Current Situation ◽  
Central Point ◽  
The Political ◽  
Future Prospects ◽  
Chronological Order ◽  
Political Landscape ◽  
Current Scenario

Afghanistan has been a focal state when it comes to international politics. With the advent of Taliban in Afghanistan, it has become central point of attention. The whole world is oblivious to Taliban’s strategic moves. Therefore, it is imperative to comprehend that Afghanistan's socio-politico circumstances since the very start were dampened by the connectivity issue, which aggravated the political landscape of Afghanistan in order to understand the current scenario. This paper is an attempt to comprehend the current situation through a historical lens of understanding the emergence of Taliban in the first place. This paper shall also identify the historical emergence through chronological order and then shall see Taliban emergence and changing dynamics of neighboring countries. Keywords: Taliban, Perspective, Afghanistan, Strategic view, Neighboring Countries

scholarly journals Citizen workshops in public libraries to disseminate and discuss primary care research results: a scaling-up study

2020 ◽  
Author(s):  
José Massougbodji ◽  
Hervé Tchala Vignon Zomahoun ◽  
Evehouenou Lionel Adisso ◽  
Jasmine Sawadogo ◽  
Valérie Borde ◽  
...  
Keyword(s):  
Knowledge Translation ◽  
Financial Incentives ◽  
General Public ◽  
Large Scale ◽  
Public Libraries ◽  
Scale Up ◽  
Scaling Up ◽  
Computer Assisted ◽  
Knowledge Gain ◽  
Research Results

Abstract Background Little is known about engaging patients and stakeholders in the process of scaling up effective knowledge translation interventions targeting the general public. Using an integrated knowledge translation approach, we aimed to scale up and evaluate an effective pilot program of disseminating research results in public libraries. Methods We conducted a scaling-up study targeting the general public. Based on our successful pilot project, we co-developed and implemented a larger-scale program of free citizen workshops in public libraries, this time in close research partnership with stakeholders and patient representatives. Citizen workshops, each facilitated by one participating physician and one science communicator, consisted of a 45-min computer-assisted presentation and a 45-min open exchange. Additional scale-up costs included offering financial incentives to stakeholders involved and the purchase of audio-visual equipment. The intervention outcome was knowledge gained. Scale-up outcomes were satisfaction, appropriateness, coverage, time and costs. An evaluation questionnaire was used to collect data of interest. Both quantitative and qualitative analyses were performed. Results The workshop theme chosen by patient and stakeholder representatives was the high prevalence of medication overuse among people over 65 years of age. From April to May 2019, 26 workshops were given in 25 public libraries reaching 362 people. Eighteen participating physicians and six science communicators facilitated the workshops. Participants reported significant knowledge gain (mean difference 2.1, 95% CI 2.0–2.2, P < .001). Median score for overall public satisfaction was 9/10 (IQR 8–10). A high level of appropriateness of the workshops was globally rated by the public participants Coverage was 92.6% of the total number of public libraries targeted. Costs were $6,051.84 CAD for workshop design and $22,935.41 CAD for scaling them up. Conclusion This project successfully established a large-scale and successful KT bridge between researchers, clinicians, and citizens via public libraries. This study provides a model for a dissemination practice that benefits the general public by both engaging them in the dissemination process and by targeting them directly.

Your winning business model agenda: four questions to shape growth

2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
High Performance ◽  
Design Methodology ◽  
Business Models ◽  
Scale Up ◽  
The Other ◽  
Content Type ◽  
Current State ◽  
Growth Planning ◽  
Practical Implications

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.

What does it Take to Scale up and Sustain Evidence-Based Practices?

2013 ◽  
Vol 79 (2) ◽  
pp. 195-211 ◽  
Author(s):  
Janette K. Klingner ◽  
Alison G. Boardman ◽  
Kristen L. Mcmaster
Keyword(s):  
Research Policy ◽  
Scale Up ◽  
Scaling Up ◽  
District Leadership ◽  
Small Scale ◽  
Evidence Based ◽  
Policy And Practice ◽  
Evidence Based Practices ◽  
Strategic Reading ◽  
Collaborative Strategic Reading

This article discusses the strategic scaling up of evidence-based practices. The authors draw from the scholarly work of fellow special education researchers and from the field of learning sciences. The article defines scaling up as the process by which researchers or educators initially implement interventions on a small scale, validate them, and then implement them more widely in real-world conditions. Examples of scale-up research are included. The authors discuss challenges to scaling up and sustaining evidence-based practices, followed by factors that can potentially support scaling up, including professional development and district leadership. A case example describes how these issues can play out by highlighting experiences with a Collaborative Strategic Reading (CSR) scale-up research project in a large urban school district. The article concludes by offering recommendations for research, policy, and practice.

Scaling Up an Organization

Innovating ◽  
2017 ◽  
Author(s):  
Luis Perez-Breva ◽  
Nick Fuhrer
Keyword(s):  
Problem Solving ◽  
Scale Up ◽  
Scaling Up ◽  
The Past ◽  
The Future

Organizations don’t just grown on their own. You build them, and you may end up building multiple organizations, each one atop the previous one. The scale-up logic is straightforward: You present what you did (the past) to motivate where you will go (the future), but what you work on is the middle (the present). Most emerging organizations fail because they build for the future having ignored the entire present. But you don’t have to worry about whether a decision is optimal for that rosy future—it just needs to work today. As you build the next organization, you’ll reuse parts from the old one and you’ll get to implement everything you’ve learned. Growth and scale-up work like problem solving: no one cares how you first came up with the solution. The organization that systematizes your current innovation prototype is your first big milestone.

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