scholarly journals Regulatory Experimentation in Energy: Three Pioneer Countries and Lessons for the Green Transition

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Tim Schittekatte ◽  
Leonardo Meeus ◽  
Tooraj Jamasb ◽  
Manuel Llorca
Keyword(s):  
Great Britain ◽  
The Netherlands ◽  
Business Models ◽  
New Products ◽  
Real Life ◽  
Energy Sector ◽  
European Level ◽  
Life Testing ◽  
Look Ahead ◽  
Six Dimensions

Regulation cannot always move as fast as innovation. Regulatory experiments enable real-life testing of new products, services or business models by allowing derogations from existing rules while maintaining the protection of energy consumers. The outcomes of these experiments inform future regulation. In this chapter, we discuss the experiences with regulatory experimentation in the energy sector of three pioneering countries: the Netherlands, Great Britain and Italy. We compare the implementations along six dimensions: eligible project promoters, scope of the derogations, length of the derogations, administration of the experiments, funding, and transparency. We also describe how the early approaches have evolved in these countries. Finally, we look ahead and discuss how learnings can be applied to enable experimentation at the European level involving technologies that are expected to become important to enable the green transition.

Textile-based solutions in architecture for a sustainable future

2021 ◽  
Vol 64 (2) ◽  
pp. 59-62
Author(s):  
Uwe Merklein
Keyword(s):  
Global Warming ◽  
Business Models ◽  
Real Life ◽  
Cultural Factors ◽  
Sustainable Urban Development ◽  
Population Increase ◽  
Life Testing ◽  
Pilot Projects ◽  
Textile Materials ◽  
Green Business

Challenges in the context of global megatrends, such as global warming, endangerment of global ecosystems or the consequences of the enormous population increase, will have to be faced in the coming decades. New, unconventional solution approaches to protect the environment and resources will be portrayed with the aid of selected examples – with the use of textile materials for architecture in sustainable urban development taking ecology, economics, as well as socio-cultural factors into consideration. ‘Lighthouses’ in the form of ecological pilot projects to also show the technical and creative advantages of textiles, enabling real-life testing of innovations for more sustainability, raise awareness and enhance the recognition and acceptance of ‘Green Business Models’.

Planning and the Future of the Countryside: Great Britain and the Netherlands

1990 ◽  
Vol 156 (2) ◽  
pp. 224
Author(s):  
P. T. Wheeler ◽  
Gordon Clark ◽  
Paulus Huigen ◽  
Frans Thissen
Keyword(s):  
Great Britain ◽  
The Netherlands ◽  
The Future

Fueling Spin-offs: Case Studies of University-based Technology Start-up Funding

2021 ◽  
Vol 22 (1) ◽  
pp. 29-40
Author(s):  
Julie Lenzer ◽  
Piotr Kulczakowicz
Keyword(s):  
Product Development ◽  
New Technologies ◽  
Early Stage ◽  
New Products ◽  
Academic Research ◽  
Real Life ◽  
Private Investment ◽  
Building Relationships ◽  
Start Up ◽  
Single Path

The new technologies born from academic research can be very promising, yet they are often very early stage. University spin-off companies are uniquely positioned to tackle the risks associated with new technologies emerging from academia by developing proofs of concept, functioning prototypes, and new products. While these enterprises start from a solid research and development foundation, they face their own unique set of challenges—they are strongly anchored in the scientific and technological expertise that is typically backed by intellectual property but often lack the business experience needed to develop and market products demanded by customers. University spin-offs have access to substantial non-dilutive funding that can be utilized for advancing product development. While the relentless pursuit of these funds builds a company's credibility and improves its position for negotiating future private investment, university spin-offs would greatly benefit from an early focus on complementing their technology teams with their business teams. These new enterprises should consider pursuing private investment in parallel to utilizing sources of non-dilutive funding. Timing of private investment is extremely important to maximize the value of the opportunity, and, therefore, building relationships with investors early on and getting ready for executing an investment round can greatly increase odds for success. While there is no single path to formulate, pursue, and adapt successful financing strategies, lessons can be learned from real-life cases of university spin-offs that continue their journeys towards ultimate success.

Chaetomium strumarium. [Descriptions of Fungi and Bacteria].

2006 ◽  
Author(s):  
D. W. Minter
Keyword(s):  
South Africa ◽  
Saudi Arabia ◽  
Great Britain ◽  
The Netherlands ◽  
Host Range ◽  
Geographical Distribution ◽  
Canary Islands ◽  
Democratic Republic ◽  
Democratic Republic Of Congo ◽  
Horticultural Crops

Abstract C. strumarium is described and illustrated. Information on diseases caused by C. strumarium, host range (field and horticultural crops, trees, dung, man and artefacts), geographical distribution (Algeria, Canary Islands, Democratic Republic of Congo, Egypt, Gambia, Kenya, Namibia, Nigeria, South Africa, Tanzania, USA, India, Nepal, Pakistan, Thailand, Western Australia, Germany, Great Britain, the Netherlands, Cyprus, Israel, Kuwait and Saudi Arabia), and transmission is provided.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

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