viernes, 30 de noviembre de 2012

The best places to be born in the World


The best places to be born in the World

Warren Buffett, probably the world’s most successful investor, has said that anything good that happened to him could be traced back to the fact that he was born in the right country, the United States, at the right time (1930). A quarter of a century ago, when The World in 1988 light-heartedly ranked 50 countries according to where would be the best place to be born in 1988, America indeed came top. But which country will be the best for a baby born in 2013?


El lugar en el que una persona nace condiciona, irremediablemente, el porvenir y el futuro de cada uno. Los factores que rodean a los primeros años de vida y que acompañan durante el desarrollo de ésta son claves para clasificar los mejores lugares del mundo en los que nacer.
Así, los recién nacidos que vean la luz por primera el próximo 2013 enSuiza lo harán en el mejor país posible, ya que ha obtenido la nota más alta–8.22 sobre 10–según el ranking elaborado por la revista «The Economist». En esta lista España ocupa el lugar número 28 de los 80 analizados.

Sources, Fuentes: The Economist, ABC

¿Cómo es el Ecosistema Emprendedor en España?


¿Cómo es el Ecosistema Emprendedor en España?


En España, el ecosistema todavía se ha de completar y la falta de inversión es determinante. Hemos de ser capaces de poner a los mejores al frente y destinar los recursos adecuados para conseguirlo. Hemos de aprender a gestionar el riesgo y perder el miedo al fracaso. Equivocarse es necesario para triunfar, por eso es necesario valorizar el riesgo y poner a los mejores talentos al frente del proceso del cambio en la innovación.

jueves, 29 de noviembre de 2012

Innovation performance of 190 European regions compared. European Commission. MEMO/12/834


Memo from European Commission about Innovation in Europe.

A good approach to Innovation figures and mapping.

Innovation is a key driver of economic growth and jobs. The Regional Innovation Scoreboard 2012, published today, provides a comparative assessment of how European regions perform with regard to innovation. The report covers 190 regions across the European Union, Croatia, Norway and Switzerland. The Regional Innovation Scoreboard is based on the methodology of the Innovation Union Scoreboard (IP/12/102).

The Regional Innovation Scoreboard 2012 classifies European regions into four innovation performance groups, similarly to the Innovation Union Scoreboard: there are 41 regions in the first group of "innovation leaders", 58 regions belong to the second group of "innovation followers", 39 regions are "moderate innovators" and 52 regions are in the fourth group of "modest innovators".
The innovation performance varies more at the regional than at the national level
The results show that there is considerable diversity in regional innovation performance not only across Europe but also within the Member States. Most of the European countries have regions at different levels of innovation performance. The most pronounced examples are France and Portugal: in both countries the performance of regions (including overseas territories) ranges from innovation leaders to modest innovators. Other countries with wide variations in performance are Czech Republic, Finland, Italy, the Netherlands, Norway, Spain, Sweden and the United Kingdom: all have at least one region in 3 different innovation performance groups. The most homogenous countries are the moderate innovators Greece, Hungary, Poland and Slovakia, where all regions except one each are also moderate innovators. The situation is similar in Romania and Bulgaria where most or even all regions are modest innovators.  
The most innovative regions
The most innovative regions in the EU are typically in the most innovative countries: Sweden, Denmark, Germany and Finland. In Germany, 12 out of 16 regions are innovation leaders. In Finland 3 out of 5 regions and in Sweden 5 out of 8 regions are innovation leaders. Only in Denmark, the majority of the regions are innovation followers, and 2 out of 5 regions are innovation leaders, including the capital region of Copenhagen and Midtjylland. The regional innovation diversity is very low in non-EU Switzerland, which according to the Innovation Union Scoreboard 2011 outperforms all EU Member States: all Swiss regions except one are innovation leaders.

Innovation strengths and weaknesses
The analysed regions show diverse strengths and weaknesses in their innovation performance. Similarly to the national innovation leaders and followers, the majority of regional innovation leaders and followers have a balanced innovation system, which means that they score high across a number of various indicators such as public and private R&D expenditures, innovative activity of SMEs, public-private collaboration in research and innovation, development of technological and non-technological innovations, number of patents, as well as commercialisation of innovative products and employment in high-tech manufacturing and knowledge-intensive services. The moderate and modest innovation regions have a less balanced innovation structure. In particular, they suffer from a relatively low innovation activity of SMEs and very low business R&D expenditures. Moreover, in these regions the innovation collaboration between enterprises as well as between enterprises and public organisations is much below the European average. The result is a relatively low number of patents and technological and non-technological innovative products and solutions that are developed in moderate and modest innovator regions.

Capital regions are often national leaders, notably in less performing countries
In almost all analysed European countries capital regions are the national innovation leaders. In some Member States the capital regions play a particularly outstanding role so that the capitals outperform the national average innovation performance by two broad performance groups. This is the case in Czech Republic and Portugal, both of them being moderate innovators, where their capital regions Praha and Lisboa belong to the European regional innovation leaders.
In the countries that are identified as moderate innovators by the Innovation Union Scoreboard 2011, the most innovative regions are typically the capital regions as well: Praha in Czech Republic, Attiki in Greece, Bratislavský kraj in Slovakia, Közép-Magyarország (capital region) in Hungary, Mazowieckie (Warsaw) in Poland and Lisboa in Portugal. Similarly, in modest innovator Romania the Bucuresti-Ilfov region is much more innovative than any other Romanian region. This is not the case in the innovation leader countries where the innovation excellence is distributed more equally throughout the countries.

Innovation performance in regions relatively stable but some leaders emerge
Since 2007, the regional performance has been relatively stable. Most European regions seem to maintain their innovation potential and activity. However, there are clear upward movements. The number of innovation leaders increased by 7 regions between 2007 and 2011. Four regions improved from moderate or modest innovators to the category of innovation followers. 8 regions are continuously improving their innovation performance scoring higher in each of the three Scoreboards (2007, 2009, 2012): the German Niedersachsen, French Bassin Parisien and Ouest, Italian Calabria and Sardegna, Polish Mazowieckie, Portuguese Lisboa and the Swiss region of Ticino.

Leading regions with good access to EU R&D grants
Most of the moderate and modest innovation regions barely use Framework Programme funds but they are usually high users of Structural Funds for business innovation. Several innovation leaders, on the other hand, are very successful in attracting grants under the Research & Development Framework Programme (FP): More than 90% of leading FP absorbers are the regional innovation leaders. The Regional Innovation Scoreboard 2012 shows that at this stage there is a lack of common pattern linking innovation performance and the use of EU funds in regions across time. For example, some of the most dynamic upward movers like Bassin Parisien and Ouest were low users of EU funds. At the same time, in the case of Calabria, Sardegna and Mazowieckie the steady increase in innovation performance happened during a period of increased use of EU funds.

Figure 1: Innovation performance by regions



To better visualise the large variety in innovation performance levels in Europe at regional level, each of the performance group is divided into 3 further subgroups in figure 2, leading to a total of 12 regional innovation performance groups.

Figure 2: RIS 2012 innovation performance sub-groups




martes, 27 de noviembre de 2012

When Micro solutions Solve Macro Problems

The Economist (@TheEconomist) twitteó a las 11:31 p.m. on lun, nov 26, 2012: Trending: A group of the world's top microeconomists are changing the way business decisions are made and markets work http://t.co/4FHnM9rZ (https://twitter.com/TheEconomist/status/273192405560328193) Consigue la aplicación oficial de Twitter en https://twitter.com/download

sábado, 24 de noviembre de 2012

Multilingüisme i Empresa, el camí de l'èxit per la Internacionalització a la Societat del Coneixement




Els Multilingüisme, una eina vital pel creixement de les empreses

Ahir al British Council de Barcelona, en el marc del Language Rich Europe, Multilingualism for Stable and Prosperous Societies va tenir lloc el Seminari sobre “Empresa I multilingüisme, els reptes de la internacionalització, el turisme i la diversitat lingüística”, coordinada pels senyors Miquel Strubell, Francesc Xavier Vila i la Isabella Petith.

Una bona jornada amb molta participació per part dels assistents i on es van fer propostes molt interessants.  Al cap i a la fi, les llengües, els idiomes, afecten al Producte, els Serveis, el Capital i al Turisme. Aquest últim sobretot a Catalunya i a Espanya és un factor important a tenir en compte.

En el decurs del seminari vaig veure que la majoria d’empreses catalanes tenen com a Mercat principal França, no obstant no surten prou titulats amb un domini elevat de la llengua francesa, pel que hi ha bona feina a fer en aquesta àrea.


En general es va veure que les empreses, el sector privat va darrera del sector públic en multilingüisme.  Caldria doncs una major transversalitat entre empreses i administració així com la participació en plataformes d’estudi de llengües compartit. En aquest marc, fins i tot afegir la translació de les bones practiques i casos d’èxit de manera col·laborativa permetria millorar l’èxit en la internacionalització o bé donar millors respostes a les empreses i persones que s’instal·len al nostre país.

Naturalment, això s’ha de valoritzar i implica una Coresponsabilitat Social Compartida.




Les llengües ajuden a obrir mercats i un cop oberts el millor és racionalitzar la comunicació i els processos per així establir un sistema de treball estandarditzat.
Estem al segle XXI, i com va dir el professor de Sociologia Amado Alarcón, estem a l’era de la Informació i el Coneixement. Així doncs, en aquesta Societat en que vivim la Rellevància de les Llengües i el Multilingüisme ha esdevingut crucial a l’Aldea Global.
El pas de la societat Fabril a la societat del Coneixement.

Fins i tot, hi ha una indústria anomenada del llenguatge, que no para de créixer,  la indústria química els Call Centers que organitzen i divideixen el treball per competències lingüístiques. Però això mateix, ho podem ampliar doncs que és sinó la GLOBALITZACIÓ? Internacionalització més Informacionalisme. I és un àrea que com tots sabem no para de créixer.

A nivell d’empresa, per poder optimitzar els seus recursos idiomàtics, un cop té definir on vol tenir presència, caldria analitzar:
1.       El seus propis recursos a nivell intern
2.       Contractar o establir col·laboracions, permanents o temporals amb persones plurilingües en funció del seu mercat objectiu
3.       Establir plataformes col·laboratives i transferència de bones pràctiques al respecte.
4.       Facilitar els recursos necessaris per poder millorar en aquest àmbit les empreses ja sigui mitjançant ajuts o bé destinant recursos propis.
5.       Facilitar la mobilitat dels treballadors per obtenir un major domini lingüístic en les necessitats de l’empresa. Per això cal sobretot Establir una Política Lingüística al si de l’Empresa.

Per sort, ja hi ha Administracions, Entitats i Persones treballan en aquest àmbit, ara falta proporcionar les Eines necessàries al teixit empresarial del nostre país per poder-ho dur a terme.



Andreu Pozas,
Expert en l’àrea de desenvolupament de negoci i vendes així com en l’àrea de compres i operacions, a nivell internacional, treballant per empreses multinacionals i pymes. Obert a noves col·laboracions.

Llicenciat en CC.PP. i Sociologia a la UAB
Llicenciat en Filosofia i Lletres (Història) a la UAB
Màster en Gestió Pública, UAB-Erasmus Universiteit Rotterdam
Màster en Logística i Operacions a la UOC
Amb diversos cursos en comerç internacional i de la Diplomatura de Ciències Empresarials a la UOC.

martes, 13 de noviembre de 2012

Health care professionals meeting at MEDICA

MEDICA Trade Expo at Düsseldorf, Germany, beginning tomorrow. The place where health care professionals meet. 14th - 17th November. www.medica.de