Innovation Network Portugal em parceria com a Innovation International Alliance

quarta-feira, 19 de dezembro de 2007

Shape-Shifting Enterprises





A new set of on-demand, Web-based toolkits for business emerges out of the innovation movement. These kits focus on maximizing new options and possibilities for a fast-changing, uncertain global business environment, not boosting efficiencies for existing processes in a stable marketplace. They manage talent, production, and creativity on a global scale.

The Customer Is King





The end of competition for business occurs. Consumers replace competitors as the key reference point for corporate strategy. Reason? Disruptive innovation now often takes places outside the normal competitive environment. Think Google in advertising or Apple in mobile phones/music/retail. Consumers are more knowledgeable and more powerful than competitors.

Hang On to the Good Stuff





"Longevity" replaces "sustainability" as a core concept for the green thing. Just hanging on to that expensive, fancy car does more to help the planet than recycling stuff again and again. Or so the marketing argument will go.

t's All About Me




"Identity" replaces "experience" as the next big concept in design and media thinking. People create their own identities interacting with products and services. The notion of a consumer experience is a more passive way of thinking. It's so 20th century. Identity gets the buzz in '08.

Kindle Catches Fire



Amazon's (AMZN) Kindle e-book reader does much better than the tech blogs predicted. Shifting from paper made from trees to electronic paper reduces personal carbon footprints enormously, and this makes Kindle a darling of the Green Movement, propelling sales. Along the way, Kindle's remarkable direct-to-Web capabilities and cool, anti-iPod design finally get credit.

Mobile Explosion





The next big disruptive innovation is—Super Mobility. A flood of new applications for the iPhone (AAPL), the newly opened Verizon (VZ) network, and Google's (GOOG) Android platform generate an explosion of great cell-phone experiences. Especially watch the apps developed for Facebook on the iPhone.

Unfriend Me




Who you're friends with becomes more important than how many friends you have. Exclusivity and privacy replace open community in social media. People move to gated networks from Facebook and MySpace (NWS), fleeing the commercialization of their personal information and relationships.

Fly WiFi



WiFi on U.S. planes changes the travel experience. Forrester (FORR) estimates that 38% of frequent business travelers would use WiFi—even at a cost of $25 a trip. European airline Lufthansa already offers the service, and demand is big

Our Urban Planet




The 192021 project—a study of 19 cities with 20 million people in the 21st century—gains massive corporate support. For the first time, in 2007, more than half the planet's people live in cities. 192021 plans to generate uniform data on the rise of these supercities and the role their consumers and creators play in business and civic life.

One Laptop Boomerangs





The One Laptop Per Child "$100 laptop" becomes a Christmas best-seller in the U.S. but fails overseas. OLPC is criticized as "Western high-tech imperialism." Governments in Asia and Africa reject the beautifully designed children's computer because of high costs for installation, repair, and electricity as well as limited local educational content.

Presidential Policy





A national innovation policy emerges as a key part of the Presidential campaign. With the economy sinking into recession and competitors from China, India, and Europe embracing national innovation plans, Hillary Clinton is the first to propose a program—and rivals respond.

B-School Goes D-School



A top American B-school follows the lead of University of Toronto's Rotman School of Management and transforms its curriculum to a design model. Business administration focuses on making existing business processes and products better and more efficient. Business design focuses on creating new options for new forms of enterprise.

Innovation Consolidation





One of the big, established consulting firms such as McKinsey, Bain or BCG makes a pass at one of the small design-turned-innovation consultancies—Jump, Continuum, IDEO, Advank or ZIBA—to bolster its innovation practice. Demand from corporate clients for help in executing innovation is surging, and consolidation in the innovation field is on the rise.

Innovation Predictions for 2008




The only truly predictable thing about the coming year is that it's sure to be full of surprises. But some innovations will be ways of dealing with just that fact
By Bruce Nussbaum


2008 will be one hairy beast, what with a U.S. Presidential election playing in the background and huge economic and social forces making us lead our lives in constant beta. Predictions are foolhardy in these circumstances, but...fun. I tapped into the wisdom of my crowd for this enterprise, including Doblin's Larry Keeley, Richard Saul Wurman, Tim Brown of IDEO, David Armano from Critical Mass, Peer Insight's Jeneanne Rae, writers Jessie Scanlon and Jessi Hempel, Pop!Tech's Andrew Zolli, Ammunition's Robert Brunner, consultant John Kao, and a couple more. So—here goes some fun. Fourteen guesses of what may take place in the innovation and design space next year.

Innovation Predictions 2008

Get ready for … anything. As companies, governments—indeed, entire countries—confront an array of dilemmas, the only constant will be change



Building the next-generation enterprise—and maybe even the next-generation nation—will preoccupy most of us in 2008. The demand for innovation is soaring in the business community and is just beginning to gain traction in the political sphere. Most of the leading Presidential candidates have thoughtful positions on innovation (BusinessWeek.com, 11/15/07). And nearly all CEOs and top managers who have learned the language of innovation are now seeking the means to make it happen. It took the Quality Movement a generation to change business culture. The Innovation Movement is still in its infancy, but it's growing fast.
You can see that in the vast changes taking place within the field. Companies are demanding new tools and methods to execute that change within their existing organizations, as well as for the kind of design thinking that transforms cultures. To take advantage of the opportunities, chief innovation officers in big corporations such as Procter & Gamble (
PG) and Harley Davidson (HOG) are leaving to join consultancies or set up shop for themselves. Consolidation is quickening apace as small innovation consultancies try to combine big-picture thought leadership with specific, on-demand Web applications that manage networks, talent, customers, suppliers, and employees around the world. In 2007, consultancy Monitor bought into innovation strategy specialists Doblin, led by Larry Keeley, while another large consultancy, BSG Alliance acquired research firm New Paradigm, led by Wikinomics co-author Don Tapscott.
What's up for 2008? Keep an eye on the business schools. Companies are demanding that their managers be more creative and less obsessed with cost and efficiency. The last revolution within executive education was the introduction of Management Science in the 1950s. Will we see the spread of IM—Innovation Management—in "exec ed"?
Privacy, Mobility, and the Next Big Idea
And expect the whole realm of social networking to change in 2008. Just when you "got it" and thought it was all about open, personal, and casual online relationships, social media will morph into another ecosystem—one with lots of gates. Who your friends are is becoming far more important than how many friends you have. We can probably thank our advertising friends for this. The drive to monetize
Facebook and MySpace (NWS) by using members' personal information is alienating many people, driving them to more private networks. Stay tuned, and watch Europe and Brazil for future trends. Social networks are beginning to feel a lot like hot nightclubs—with velvet rope barriers.
As for hot products in 2008, prepare for yet more surprises. The triumph of opening up the cell phone will create an array of new applications we can only dream of right now. GPS may seem old hat by next summer. The mobile Facebook is bound to be fascinating. And the e-book may be just an iteration away from taking off. Want to reduce your personal carbon footprint easily? Read books, magazines, and newspapers on an e-book.
And the Big Idea for 2008? Stop competing against your competitors. Your traditional rivals aren't your biggest worry. Disruptive innovation is hitting corporations from outside their business. Verizon (
VZ) was forced to open its cell-phone service because Apple (AAPL) and Google (GOOG) smacked it hard. Verizon's new business model will probably generate 10 times the demand for service. You just never know. That's life, in beta.

Spiral: an organizing force in nature and innovation







The festive season is with us once again, and if you’ve never spent much time looking at pine cones, perhaps now is the time to take a close look at those marvels of nature. Or any other vine, tree branch or a sunflower. The article “Mathematical lives of plants: why plants grow in geometrically curious patterns” describes how these natural structures also show some surprising mathematical properties.



“As a plant puts out leaves or seeds around some central structure, each seed or leaf spaced from the last by about the golden angle, interlocking spiral arms form in clockwise and counterclockwise directions.”
The spiral is also an excellent project management methodology, especially for innovative products. Since most of us work in the highly uncertain market environments we need nimble product development approaches to match the business uncertainty. In other words, one can’t expect to turn out new products like a Six Sigma factory produces standard widgets. Classic product development methodologies, like Stage-Gate® have been excellent in optimizing new product development. However, they don’t work that well for creating brand new things for the simple reason that the Stage-Gate® methodology seeks to eliminate uncertainty… But without uncertainty, there is no innovation.


All projects can be managed better when segmented into a hierarchy of chunks or a waterfall of sequential steps. This is a well-established practice in project management, especially when applied to software development (see a simple and useful set of instructions here:
Principle Based Project Management)
The ultimate evolution from the waterfall is a spiral. This process is a lot more flexible, allowing changes to occur later in the process without too much disruption.



The
Spiral Development Model takes advantage of the fact that development projects work best when they are both incremental and iterative, where the team is able to start small and benefit from enlightened trial and error along the way.


If you get that first product development right, it just might propel your product concept onto the next step of the innovation spiral, where successful innovations beget others.




Predictions for Innovation Next Year

By Bruce Nussbaum

As for hot products in 2008, prepare for surprises. The triumph of opening up the cell phone will create an array of new applications we can only dream of right now. GPS may seem old hat by next summer. The mobile Facebook is bound to be fascinating. And the e-book may be just an iteration away from taking off

Building the next-generation enterprise -- and maybe even the next-generation nation -- will preoccupy most of us in 2008. The demand for innovation is soaring in the business community and is just beginning to gain traction in the political sphere.

Most of the leading Presidential candidates have thoughtful positions on innovation. And nearly all CEOs and top managers who have learned the language of innovation are now seeking the means to make it happen. It took the Quality Movement a generation to change business culture. The Innovation Movement is still in its infancy, but it's growing fast.

You can see that in the vast changes taking place within the field. Companies are demanding new tools and methods to execute that change within their existing organizations, as well as for the kind of design thinking that transforms cultures.

To take advantage of the opportunities, chief innovation officers in big corporations such as Procter & Gamble and Harley Davidson are leaving to join consultancies or set up shop for themselves. Consolidation is quickening apace as small innovation consultancies try to combine big-picture thought leadership with specific, on-demand Web applications that manage networks, talent, customers, suppliers, and employees around the world.

In 2007, consultancy Monitor bought into innovation strategy specialists Doblin, led by Larry Keeley, while another large consultancy, BSG Alliance acquired research firm New Paradigm, led by Wikinomics co-author Dan Tapscott.

What's up for 2008? Keep an eye on the business schools. Companies are demanding that their managers be more creative and less obsessed with cost and
efficiency . The last revolution within executive education was the introduction of Management Science in the 1950s. Will we see the spread of IM -- Innovation Management -- in "exec ed"?

Privacy, Mobility, and the Next Big Idea
And expect the whole realm of social networking to change in 2008. Just when you "got it" and thought it was all about open, personal, and casual online relationships, social media will morph into another ecosystem -- one with lots of gates. Who your friends are is becoming far more important than how many friends you have. We can probably thank our advertising friends for this.

The drive to monetize Facebook and MySpace by using members' personal information is alienating many people, driving them to more private networks. Stay tuned, and watch Europe and Brazil for future trends. Social networks are beginning to feel a lot like hot nightclubs -- with velvet rope barriers.

As for hot products in 2008, prepare for yet more surprises. The triumph of opening up the cell phone will create an array of new applications we can only dream of right now. GPS may seem old hat by next summer. The mobile Facebook is bound to be fascinating. And the e-book may be just an iteration away from taking off. Want to reduce your personal carbon footprint easily? Read books, magazines, and newspapers on an e-book.
And the Big Idea for 2008? Stop competing against your competitors. Your traditional rivals aren't your biggest worry. Disruptive innovation is hitting corporations from outside their business. Verizon was forced to open its cell-phone service because Apple and Google smacked it hard. Verizon's new business model will probably generate 10 times the demand for service. You just never know. That's life, in beta

http://www.bpm-today.com/story.xhtml?story_id=57260

segunda-feira, 17 de dezembro de 2007

A sofisticação do mundo

Uma das várias vantagens da «Monocle» é a de chamar as coisas pelos nomes.

Por nomes a revista entende tudo o que de bom vale a pena neste mundo plano de mediania à medida que vai mostrando as coisas e as pessoas que fazem a vida tal como ela deve ser tida. Evidencia em cada página a criatividade humana por esse mundo fora e, por mundo, a revista entende as partes ainda não reveladas especialmente quando constituem oportunidades de negócio, de bem-estar e usufruto. Ao detectar as tendências, sugere um sem-número de iniciativas que podem encher o seu bolso e melhorar a sua vida, e a dos outros. A sua atenção às pequenas coisas que vão aparecendo nas cidades coloca-a sempre à frente no relato das modernidades e dos confortos. O seu ponto forte é a soma dos pontos fortes de cada sítio - centenas em cada edição. E a de Dezembro/Janeiro tem ainda o aliciante de incluir uma separata onde se fixa o estado da elegância no mundo.Com sugestões do que faz falta em cada segmento.

Fonte: Expresso, 15 de Dezembro de 07

segunda-feira, 10 de dezembro de 2007

Biocombustíveis: Biodiversity key to sustainable biofuel

http://www.innovations-report.com/html/reports/environment_sciences/report-60547.html

Biodiversity key to sustainable biofuel according to University of Minn. researcher’s findings
next article
01.06.2006


Ecosystems containing many different plant species are not only more productive, they are also better able to withstand and recover from climate extremes, pests and disease over long periods of time.

These findings, published in the June 1 issue of Nature, are the culmination of 12 years of experiments conducted by David Tilman, Regents Professor of Ecology at the University of Minnesota, to explore the value of biodiversity. The research was carried out at Cedar Creek Natural History Area, near Cambridge, a field station operated by the university’s College of Biological Sciences.

"This is exciting because it shows that biodiversity can be used to produce a sustainable supply of biomass for biofuels," Tilman says.

For more than 50 years, scientists have debated the hypothesis that biodiversity stabilizes ecosystems. The University of Minnesota study is the first to provide enough data -- gathered over a sufficient time period in an experiment that controlled biodiversity – to confirm the theory. The time period of the study allowed researchers to evaluate the average net effects of diversity on resistance to and recovery from drought, pests, disease and other disturbances. Tilman and his collaborators began the work in the early 1990s and began publishing a series of landmark papers in 1994.

Biodiversity of global ecosystems has decreased as global population has increased because diverse ecosystems such as forests and prairies have been cleared to make way for agricultural fields planted with monocultures, buildings and roads.

Tilman’s research has shown that ecosystems containing many different plant species are more productive than those containing only one of those species. A return to biodiversity may prove to be the key to meeting energy needs for the growing number of people on the planet and for restoring global ecosystems.

"Diverse prairie grasslands are 240 percent more productive than grasslands with a single prairie species," Tilman says. "That’s a huge advantage. Biomass from diverse prairies can be used to make biofuels without the need for annual tilling, fertilizers and pesticides, which require energy and pollute the environment. High diversity allows us to produce biofuels with low inputs, and this means that we can get more energy from an acre of land, year after year, with high certainty. Because they are perennials, you can plant prairie grass once and mow it for biomass every fall essentially forever.

" The research was carried out in 168 plots, each of which was randomly planted with 1-16 perennial grasses and other prairie plants. Over 12 years, rainfall during the growing season varied more than twofold and average daily high temperatures ranged from 21.5 C to 24.4 C. Stability was dependent on diversity and root mass. Roots store nutrients and buffer against climate variations. Prairie plants, which are perennials, have far more root mass than crops such as corn, which must be replanted annually.
Mark Cassutt Source: EurekAlert! Further information:
www.umn.edu

Nuno Oliveira
Director, Coordenador Estratégia ‘Business and Biodiversity’ e ‘Countdown 2010’
(+351) 96 294 02 09

E-mail: ambiodiv@ambiodiv.com
Site: http://www.ambiodiv.com

quarta-feira, 5 de dezembro de 2007

Innovation is key for shoe sellers in tough market


by Zac Bissonnette

Back in August, I wrote about all the beaten-down shoe stocks currently on the market: companies like Rocky Brands (NASDAQ: RCKY), Finish Line (NASDAQ: FINL), Phoenix Footwear Group (AMEX: PXG), and Shoe Pavilion (NASDAQ: SHOE).Basically, selling shoes without a strong brand name is a tough business. Companies like Phoenix and Rocky are seeing their margins crushed by competitive forces, and retailers like Finish Line, Shoe Pavilion, and Genesco (NYSE: GCO), owner of stores like Journeys, are having a hard time making any money.Innovation is they key to success in the industry, and there have been a few stories recently about companies looking to do just that. Nike (NYSE: NKE) and Foot Locker (NYSE: FL) have teamed up to launch House of Hoops, which aims to be a "destination" for basketball consumers. At its Nike stores as well, the leading basketball footwear company is realizing that, to differentiate itself and expand margins, it will have to provide customers with more than just a nice shoe: they need a unique shopping experience.To that end, Nike and other companies including Steve Madden (NASDAQ: SHOO) are allowing people to custom-design their own shoes online. Of course, that's more expensive than buying them off the rack, but that really offers shoppers something unique: a one-of-a-kind shoe.And of course, Adidas, Puma, and Nike are all trying to capitalize on the excitement surrounding this week's European Championship.There are a lot of cheap shoe stocks out there. But the companies that are selling commodities and providing customers with a commodity-like experience are unlikely to see a turnaround. Before investing in shares of a shoe retailer like Finish Line, Foot Locker, or Genesco, ask yourself whether that company provides an experience that is unique. If all they're selling are shoes, they'll be extremely vulnerable to price competition.Right now, it looks like Foot Locker is the only company that's innovating. Of course, that could change, and Finish Line already has plans to launch promotions similar to Foot Locker's House of Hoops with Nike.

http://www.bloggingstocks.com/2007/12/03/innovation-is-key-for-shoe-sellers-in-tough-market/

SMEs Redefining Innovation: Insights on the New Ventures India


by Derek Newberry

At first glance, the lineup of products and services on display at this year's New Ventures India Investor Forum seemed to reflect traditional Indian knowledges and practices. Banana-leaf materials, light posts, and packaged Indian foods were some of the offerings on display by entrepreneur finalists. Only the banana leaves were fashioned into modern kitchen ware, the light posts were solar powered and the traditional Indian foods were harvested under an organic, fair trade system designed to exceed the most stringent international standards.
World Resources Institute Vice President Manish Bapna summed up this phenomenon nicely in his keynote speech: "Innovation is not invention; it is the application of existing ideas in a new context." I normally tell people that these enterprises are chosen for their innovation in building profitable businesses that benefit society and the environment, but in this case the word innovation deserves some clarification. As much attention as India gets from investors for its rapid growth and technological advancements, the November 3rd Forum demonstrated that India's entrepreneurs are spurring this growth on their own terms. Theirs is a uniquely Indian brand of innovation that readapts traditional knowledges for new environmental markets.
Witness the example of Span Pump (pictured), a company that adds a carousel or see-saw component to the technology of the many water pumps that dot India's rural areas. These "Funflow" pumps build upon conventional technology to create a device that harnesses the energy of children at play to pump water for sanitation and agricultural purposes. Span Pump is just one example of the modern-traditional innovations on display at the Forum. Others included bikes by Kabirdass which mimick the two-wheelers that are ubiquitous in cities like Bombay, but with electric, zero-emissions motors. Ankur Scientific presented power plants that utilize the jatropha weed, common in rural India, as a fuel source. Each SME taps into Indian traditions and practices of water management, agriculture, and other knowledges.
These companies are far from just feel-good projects - they are increasingly being backed by mainstream investors. The Forum itself was partially geared toward the launch of a Green Investor Network, a New Ventures India initiative that brings together investors such as ICICI bank and the Global Environment Fund to invest in SMEs like the ones on display at the event. In addition, Yes! Bank's Somak Ghosh announced that his firm would be raising a $50 million fund for small sustainable businesses.
The challenge for India now is to support enterprises like these New Ventures finalists that are applying their business skills to connect traditional Indian knowledge and technologies with high-growth markets for sustainable goods. Investors are showing interest, and the ideas are everywhere amid India's thriving entrepreneurialism. What these entrepreneurs require now is the mentoring and showcasing that will prepare their business models for investment and connect them with the capital they need to grow.

http://www.nextbillion.net/blogs/2007/12/04/smes-redefining-innovation-insights-on-the-new-ventures-india-investor-forum

Prémios Inovação-Popular Science


A revista norte-americana Popular Science divulgou recentemente os vencedores dos prémios inovação em diversas categorias.
O produto vencedor da categoria "tecnologias verdes" venceu também como a inovação do ano: Nanosolar Powersheet.
A Nanosolar é uma empresa de Silicon Valley que produz células solares através do processo tradicional de impressão em prensas.Uma fina camada de um nano-pigmento capaz de absorver energia solar é impressa em folhas de metal. Desta forma, os painéis podem ser produzidos custando cerca de um décimo do custo de um painel tradicional e pode ser produzido a uma velocidade de centenas de folhas por minuto.

sexta-feira, 30 de novembro de 2007

phone-ix


Inovar nos correios?
Sem dúvida os CTT - Correios de Portugal, têm enquadrado de forma óptima a sua missão: "o estabelecimento de ligações físicas e electrónicas". Numa era onde as novas tecnologias lideram as comunicações, onde o papel e o correio tradicional perde adeptos, faz todo sentido tirar partido da" sua tradição postal progressivamente reforçada e alargada às actividades e áreas de negócio, onde a vocação logística e comunicacional da Empresa possa ser eficientemente colocada ao serviço dos Clientes".
Este é um excelente exemplo de como as empresas inovadoras devem ser.
Adequar-se atempadamente para evoluir no sentido da sua verdadeira vocação e entender onde se encontra o seu verdadeiro centro de actividade empresarial, permitir-lhes-á evoluir e sobreviver frente à dinâmica do mercado.
No caso dos CTT, o phone-ix faz todo sentido e tira partido duma fatia do mercado que procura produtos descomplexados, quando todos os outros players apostam cada vez mais no luxo.

quinta-feira, 29 de novembro de 2007

An industry in dire need of innovation

Talking today with a colleague in the innovation space, we were discussing industries that are more or less capable and prepared for change. Many industries have a history of research and development or new product development, and so may be more culturally and systemically prepared for innovation. Some industries, however, have had little change in many years and are less able to consider the tasks necessary for innovation. The industry we spent some time talking about most specifically is the newspaper industry.Tom Brokaw made news recently by stating that he felt the Washington Post would not be published on paper in the next few years. That's because there are two significant trends impacting the news business. First, demographically, younger people get their news from a range of sources, including the internet, radio and television, rather than the newspaper. Reading seems a bit old fashioned. The older generations who were faithful newspaper readers are dying off. Second, the availability of information has exploded. You can get real time news and insights on any topic, from a wide range of sources online. Many times a story in the daily paper will seem like yesterday's news, if not older. The relevancy of the information and its currency are at risk.Newspapers face dwindling subscriber bases and make money on advertising, especially local advertising like car dealers, real estate and local merchants. They make no money and place little value on the content they generate. Newspapers also are still a very "local" phenomenon, a reminder of the past when stores, restaurants and businesses competed locally but not geographically or nationally. What Ted Turner did to broadcast television with TBS was to create a "national" channel. Other than the USA Today, there's not a "national" newspaper.All of these factors mean that newspapers and the media companies that own them need to rapidly change, yet they face significant hurdles. Most newspapers are still small, family-owned businesses with little cross-fertilization in the management ranks. Culturally, newspapers are fairly independent and not willing to adopt lessons that other businesses have learned. There are a number of cultural factors that will make innovation difficult, at a time when radical innovation is required.I can see at least three alternatives for newspapers: one, fulfill the "last mile", two, sell content not advertising and three, build a national presence. In the first case, the "last mile" is where all the difficulties lie and all the value is hidden. There are still very important needs for very local news, commentary and information, but the newspapers need to become information brokers for the local community rather than simply news providers. Second, many newspapers have extensive contacts in wide geographic areas and deep experience reflected in their reporters. Why not publish the stories and allow individuals to aggregate the papers online? Then, the newspapers would compete on the best content rather than assume a captive local audience. Finally, newspapers could create a more national newspaper by aggregating information from a broad array of sources and publishing the newspaper online for a national audience.These are a few ideas for the newspaper industry - I'm sure there are more. But this industry faces a number of challenges from the web, from the steady stream of content and information, and the existing demographics. Anyone watching the trends carefully could see this coming. Think about a world with no tactile Washington Post or New York Times. It could happen, sooner than they think.
Innovate on Purpose - http://innovateonpurpose.blogspot.com/

Customer-Driven Innovation

By Chris Bucholtz


Back on November 6, we ran a story about Salesforce.com’s new idea incubator, Salesforce Ideas , a product it was selling to customers to allow them to harvest, rank and evaluate ideas from customers, employees and other interested parties. It’s a concept that blurs the edges of where and to whom CRM concepts apply.
Salesforce.com isn’t the only one advocating this concept. Just before the Thanksgiving holiday I was able to sit down with Matt Greeley, the CEO of
Brightidea, which offers Webstorm, a product in a similar vein, but with some unique differences. While Ideas is useful for collecting and ranking suggestions, for most companies the next step can be difficult to manage. That involves taking valuable input and translating it into changes in various aspects of the business: not just marketing and sales but also manufacturing.
Brightidea’s differentiator is that it allows customers to track ideas all the way through implementation. “I don’t think it’s enough for companies just to pile up 5000 ideas and then sit on them,” Greeley said. “That just pisses off the customers and the employees.” While Salesforce’s IdeaExchange works because the ideas it generates are taken up by independent software vendors, most companies translate their ideas into their own products and services, so their innovation process is longer and needs closer scrutiny, he said. Brightidea has already collected a number of large customers during its eight-year existence. But it may be smaller businesses that benefit the most from this technology, since it can turn the users of a company’s products into a distributed research department to generate new products.
The implementation stage of Brightidea’s solution allows management to set the parameters on the process, so that innovation doesn’t elbow out other operational concerns. The goal, Greeley said, is to shift from the old, self-contained methods of innovation to a scenario in which the customer is “directly touching and affecting the innovation process,” Greeley said. “The customer can feel like he’s co-creating the product. We think that is a very valuable culture change – allowing the customer to feel as if he has the ability to influence both future products and incremental enhancements to existing products.” If that doesn’t help build customer loyalty, I’m not sure what would.

The Inside CRM Blog - http://www.insidecrm.com/blog

A National Innovation Agenda

PROGRESSIVE GROWTH
A National Innovation Agenda
Progressive Policies for Economic Growth and Opportunity Through Science and Technology



SOURCE: FotoSearch

The Center for American Progress today releases the first pieces of Progressive Growth, its Economic Plan for the Next Administration, which includes a chapter on expanding growth and opportunity through science and technology


By Thomas Kalil, John S. Irons Wednesday, November 28th, 2007




The Importance of Science, Technology, and Innovation

Science, technology, and innovation have long provided the foundation for America’s prosperity. Naturally inquisitive and inventive, the American people have developed new products and technologies that have fueled our economy and improved our quality of life. Consider how different our lives would be without electricity, air travel, antibiotics, computers, and the Internet.


Along the way, myriad new products and services emerged from this shared public and private commitment to science, technology, and innovation, creating entirely new industries and good paying jobs up and down the economic ladder. This creativity still underpins our economy, yet the United States faces intense economic competition in the 21st century and is not adopting the policies that will keep it at the cutting-edge of innovation.


That’s why science, technology, and innovation policy must be a top priority for the next administration and a central component of America’s national economic strategy.


Science, technology, and innovation are critical to America’s future for a variety of reasons. First, innovation—the development of new products, services, and processes—drives economic growth and job creation. Innovation is important not only for high-tech sectors such as advanced manufacturing, aerospace, clean energy, the life sciences, semiconductors, and the Internet. It is also essential for companies that are using technology to develop products more rapidly, harness the “collective IQ” of their customers and employees, and orchestrate sophisticated global supply chains. Innovation is not solely the province of the venture capitalist, the entrepreneur, and the molecular biologist. Innovation can create jobs for workers who are installing broadband networks, retrofitting buildings with energy-efficient technologies, manufacturing biopharmaceuticals, and building a 21st century infrastructure.


Second, even small differences in productivity have a huge impact on America’s long-term standard of living. Our average standard of living will double every 23 years if our productivity growth rate is 3 percent, and every 70 years if it is 1 percent. Furthermore, high productivity growth rates will make it much easier to honor our commitments to older Americans, expand access to healthcare for the uninsured, and increase our investments in infrastructure, education, and worker training.


Third, innovation is currently a source of competitive advantage for the United States in the global economy. We have world-class research universities, an entrepreneurial culture, flexible labor markets, and deep capital markets. Americans are twice as likely as adults in Europe and Japan to be “high expectation” entrepreneurs—that is, to start a business with the intention of growing it rapidly. The United States is also one of the quickest and least expensive places to start a new business. It costs less than 1 percent of per capita income to start a business in the United States, compared to 5.1 percent in Germany and 7.5 percent in Japan.1 The United States can not afford to rest on its laurels, however. Other countries are determined to match and surpass America’s investment in research and development and a skilled workforce. We should have a laser-like focus on strengthening our position as an innovation superpower.


Fourth, innovation can play an important role in meeting many of the most important goals we have as a nation. Innovation is pivotal to providing all Americans with longer, healthier lives, fighting global warming, maintaining a strong defense at home and abroad, expanding access to high-quality education and training, and making government more open and efficient.


Fifth, innovation is important in the civic sector as well as the private sector. A new generation of “social entrepreneurs” is changing the way we educate our children, lift people out of poverty, prevent crime, and build vibrant communities. Innovation in the civic sector has the potential to help address some of our toughest and most persistent societal challenges (see box on page 3).


Finally, advancing the frontiers of human knowledge and increasing our understanding of ourselves and the world around us are worthy goals themselves. We want to understand the ultimate fate of the universe, the nature of matter, the origin of life, and how human consciousness emerges from 100 billion neurons and 100 trillion synapses. We want to know why civilizations rise and fall, and how to foster thriving, multi-cultural societies. It is important to support unfettered inquiry to address these and many other questions.


An Innovation Agenda
This report sets forth an innovation policy agenda that will foster economic growth, create high-wage jobs, and help address the critical challenges we face in the 21st century. This agenda is informed by a set of principles (see box on page 4) and an important but limited role for the government in fostering innovation. It builds on the important work of the Council on Competitiveness and the National Academy of Sciences (particularly the Rising Above the Gathering Storm report)2 but with a greater emphasis on harnessing innovation to help meet key economic and societal goals.


The agenda—outlined here and described in greater detail in the pages below, consists of four sets of policy proposals to:


Increase federal research funding
Spur private sector investment in research and innovation
Build a workforce with world-class science and technology skills
Restore the integrity of U.S. science and technology policy.


The next administration should provide sustained increases in funding for research and development by boosting the budgets of key science agencies such as the National Science Foundation and the National Institutes of Health. Some of these increases should be targeted to help address some of the key challenges we face in the 21st century, such as fighting global warming and developing more effective technologies for education and training. The impact of these investments should be increased by boosting support for research that is multidisciplinary and offers the potential for revolutionary advances in science and technology.


This increased federal support for research must be complemented by policies that will spark private sector investment in research and innovation, such as a permanent Research and Experimentation tax credit, a commitment to build thriving regional economies, and a strategy for promoting the deployment of broadband networks.


America’s global competitiveness and capacity to innovate, however, ultimately rests on the skills of its workforce. The next administration should increase our nation’s commitment to creating a workforce with world-class skills in science, technology, engineering, and mathematics, while making it easier for the “best and brightest” from all over the world to study here and contribute to our economy.


Finally, the next administration should increase the capacity of the government to understand the forces that are shaping America’s economic competitiveness and restore integrity to U.S. science policy.


These bold policy directions must be embraced by the next president and the Congress if the United States is to remain at the forefront of innovation while leading the world toward a more prosperous and sustainable future. The policy prescriptions that follow constitute a comprehensive blueprint to ensure all Americans benefit from sustained productivity and innovation in this new century. Future work by the Center for American Progress will address additional critical innovation policy issues, such as intellectual property.
Read the full chapter (pdf)

quarta-feira, 28 de novembro de 2007

report 28 nov 07

Aston University in double innovation award
Aston University has been awarded two prestigious innovation awards in a week after taking the Impact through Innovation award at the Lord Stafford Awards* and a £100K EPSRC Knowledge Transfer Challenge Award**.
Aston University News - http://www.aston.ac.uk/about/news/index.jsp

Video: Doug Engelbart at IJ-4
By David Nordfors(David Nordfors) Doug's vision fits well together with the concept of innovation journalism. Doug addresses this in his talk, noting that innovation journalism can be the "perceptory system" of the collective intelligence. ...
The Innovation Journalism Blog - http://www.innovationjournalism.org/blog/

Innovation networks: disruption and progress (part 2 of 2)
By Mike When asked about how a company would actually go about building and participating in an innovation network once it has decided to move in that direction, Larry Huston explained that the company needs to be clear on what he calls its ...
innovation.net - http://venture2.typepad.com/innovationnet/

Citigroup Inc. (NYSE: C) benefits from Abu Dhabi Investment
By Sanjay Dalal(Sanjay Dalal) Although Citigroup is not included in the 20 innovators comprising The Innovation Index for 2007, at the current valuation where it is at five year lows, Citigroup is a great BUY. Citigroup is a great company, that will stand the test ...
Creativity And Innovation Driving... - http://creativityandinnovation.blogspot.com/

segunda-feira, 19 de novembro de 2007

Article 98: Patents and the decline of innovation in Venezuela
By KA(KA) The State recognizes and protects intellectual property rights in scientific, literary and artistic works, inventions, innovations, trade names, patents, trademarks and slogans, in accordance with the conditions and exceptions ...
Venezuela-US topics - http://venezuela-usa.blogspot.com/
CfP's > Shocked by Alliances: How Interorganizational ...
By SmartEconomy He became Doctor in Applied Economics (Katholieke Universiteit Leuven, Belgium) in 2006 with a thesis titled: 'Collaboration for Innovation: Processes of Governance and Learning in R&D Alliances'. He has published papers in journals ...
Entrepreneurship and Innovation Today - http://smarteconomy.typepad.com/entrepreneurship_and_inno/
Legos and Innovation - Self-building machines
By Dan Keldsen Now all along, I've also been doing a ton of research into Innovation, who is doing it, how do they do it, why do they do it (or more likely WHY NOT?), what is the role of R&D these days - is it backroom, coming directly from customers, ...
BizTechTalk - http://www.biztechtalk.com/
Lisboa, 13 de Novembro de 2007.

Novadelta e Portucel apostam na comunicação das boas práticas pró-Biodiversidade.


A Novadelta e o grupo Portucel Soporcel tornaram-se no dia 13, durante a conferência dedicada ao ‘Business and Biodiversity’, nos mais recentes membros da rede internacional ‘Countdown 2010 – travar a perda de Biodiversidade’. Ambas as empresas assinaram através dos seus CEO, nomeadamente Miguel Ribeirinho, pela Novadelta, e José Honório, pelo grupo Portucel Soporcel.
Nos dois casos, a adesão ao Countdown 2010 foi assumida como um complemento à visão estratégica declarada no Memorando de Entendimento ‘Business and Biodiversity’ de procura do objectivo ‘No Net Loss’, isto é, desenvolvimento de actividades comerciais e industriais com impacto zero na Biodiversidade e serviços ecológicos da paisagem e ecossistemas.
Em particular, a Novadelta irá comunicar a importância da Biodiversidade através do uso do logótipo do Countdown 2010 nos seus lotes de café ‘Origens’, que incluem café certificado como ‘Rainforest Alliance’, ‘Agricultura Biológica’ e ‘Comércio Justo’.
A Portucel irá apostar mais no apoio à comunidade escolar mais jovem, e irá promover prémios e desenvolver iniciativas que levem as crianças a compreender a importância do equilíbrio ecológico para uma floresta saudável e a serem mais exigentes com o que compram e consomem.


Em ambos os casos, todo o processo de adesão foi acompanhado pela AmBioDiv – Valor Natural, sendo que o mesmo acontecerá para o processo de implementação das medidas protocoladas.

Muito em breve será feita a adesão da Associação para a Defesa do Património de Mértola e da Quinta do Valle do Riacho, também com apoio da AmBioDiv – Valor Natural.

Para mais informações contacte:

Nuno Oliveira
Director, Coordenador Estratégia ‘Business and Biodiversity’ e ‘Countdown 2010’
(+351) 96 294 02 09

segunda-feira, 12 de novembro de 2007

Forum Financing Innovation


No passado dia 8e 9 de Outubro Estoril foi a sede do “Forum Financing Innovation”, neste contexto foram debatidos diferentes aspectos fundamentais para o impulso da inovação, investigação e desenvolvimento, espírito empreendedor, crescimento e criação de trabalho dentro dos objectivos de Lisboa. A iniciativa surge no contexto da presidência portuguesa do concelhio da união europeia e concluiu com importantes iniciativas...


Um dos pontos mais importantes assinalados neste fórum foi que pouco importante é ter os recursos disponíveis se não se tem empresas com projectos realmente inovadores, se a linhas de investigação no aportam nada o desenvolvimento económico do pais, sim no é reforçada uma cultura de empreendedurismo, si as empresas não conseguem levar a inovação ao mercado e se não temos recursos humanos de qualidade nas empresas....


Ver artigo completo na REVISTA INVEST de Novembro
Eric Von Hippel on Openness and Innovation in Scholarly Publishing
By Kaitlin Thaney "Professor von Hippel speaks about his experiment with making two of his books openly available on his website at no cost to the reader, and about the broader issue of how the economics of innovation are increasingly favoring open, ...
Science Commons - http://sciencecommons.org
Video Insider: The Next Video Ad Innovation: Automation of Ad Assembly
By Bernie Day The onslaught of demand by marketers and advertisers alike has driven innovation surrounding the distribution of video advertisements of all types -- whether they are ads surrounding, laying over or inserted within user-generated ...
MediaPost Online Media News - http://publications.mediapost.com
Innovation for development
This comes at the same time as an interesting survey, brought my way by the ever-excellent Will Davies, showing that France lead the way in pointing their innovation policies towards developing world needs. Will makes the point that ...
Demos - http://www.demos.co.uk/
Innovation in m-learning
By Martin Owen Some weeks ago I wrote about an article on "heuristics for innovation" that started from reading Suw Charman's blog. I asked if it the rules discussed there applied to teacher innovation. I have since attended a number of events and ...
Flux - http://flux.futurelab.org.uk
Innovation: Setting World Records in TPC-H Paraccel & Sun Fire ...
By bm_seer Innovation is an infectious thing in a very good way. Innovators seek out innovators to get even greater things. This is a story that is all about that. Customer wanted innovative hardware, they came to Sun, customer was interested in ...
BM Seer - http://blogs.sun.com/bmseer/

Fórum Missão Exportar 2007



Fórum Missão Exportar 2007
Lisboa, PORTUGAL – 15 de Novembro de 2007


O Fórum Missão Exportar 2007 é um evento dirigido prioritariamente às empresas que querem dar os primeiros passos para a internacionalização e/ou alargar as suas capacidades de exportação. Este ano, a COTEC Portugal estará presente através de um expositor que reunirá uma delegação de empresas da Rede PME Inovação.
O Fórum permitirá aos empresários uma visão integrada das entidades, instrumentos, apoios e serviços disponíveis para iniciar ou estruturar a actividade exportadora da empresa, nomeadamente através da realização de um pré-diagnóstico para a internacionalização, do apoio de consultoria em internacionalização por uma equipa de consultores especializados e do contacto com especialistas de mercado e acesso a informação privilegiada relativamente aos mercados de Angola, Argentina, Brasil, China, Espanha, EUA, Índia, Marrocos, Polónia e Rússia.
Será também possível conhecer os testemunhos de empresas portuguesas com experiência de internacionalização, no “Speaker´s corner”, espaço vocacionado para o debate informal. Os visitantes poderão ainda participar na II Missão e Encontro de Negócios Brasil – Portugal, bem como em nas sessões destinadas às empresas portuguesas nas áreas da Biotecnologia e Tecnologia e Informação (TIC) com vista aos mercados dos EUA e China.
As Embaixadas acreditadas em Portugal e as Câmaras de Comércio e Indústria bilaterais estarão também presentes e proporcionarão documentação e informação sobre os respectivos países.

Inscrições e mais informações em http://www.missaoexportar.aip.pt/

domingo, 4 de novembro de 2007

From AdSense to IDSense or why may Facebook be worth $15B.
By Nico Popp We have all heard about it. On Wednesday, Microsoft invested $240M into Facebook, beating Google to the punch, and giving the folks on University Avenue a $15B valuation ("yes, mini-me, $15B dollars...") and a war chest large enough to ...
Blue Ocean - Innovation at VeriSign - http://blogs.verisign.com/innovation/
Innovation and Networked Economy Podcasts
By rhoeg This post contains my favorite Innovation and Networked Economy Podcasts. In all instances the podcasts are interviews with the authors who review the major theories and themes of their respective books. A podcast's appearance in this ...
eContent - http://econtent.typepad.com/econtent/
Slingshot Fund & Philanthropic Innovation
By Sean Stannard-Stockton We've debated recently on this blog whether innovation for the sake of innovation is valuable in the philanthropic sector. I originally said that it was not, but then quickly came around to the idea that since innovation is not rewarded ...
Tactical Philanthropy - http://tacticalphilanthropy.com
First, second and third generation innovation practice
By jackmartinleith Innovation 3 is what Edward Matchett calls Creative Action - the title of this website. Corresponding with Worldview 3, it is an organic endeavour that springs from a connection with what Matchett calls Creative Energy, containing "the ...
Creative Action - http://www.jackmartinleith.com/
Software piracy and innovation...
There has been a lot of software innovation in the first 50 years of the computer industry. Software continues to transform our world. The CEOs of companies that are members of the Business Software Alliance (BSA) believe that 75 ...
Sip from the Firehose - http://blogs.codegear.com/davidi
Be Bold in Your Innovation
If management innovation has been mostly incremental in recent years, it may be due to a lack of daring in the choice of problems to tackle. Ask yourself, has your company ever taken on a management challenge that was truly ...
Gary Hamel - http://discussionleader.hbsp.com/hamel/
Innovation Leadership Course - UQ Business School Executive Education
By UQ Events Dr John Steen from the UQ Business School will be leading the Innovation Leadership course, which will run from Monday 29 October 2007 to Friday 2 November 2007. Innovation has been described as the fundamental source of competitive ...
UQ Events - http://www.uq.edu.au/events/
Fusing Measuring Innovation with Global R&D
The fusion of 60 years of measuring innovation with a worldwide R&D capability has catapulted Trimble to the forefront of state-of-the-art instrumentation.
Digg / upcoming - http://digg.com/

quinta-feira, 18 de outubro de 2007

Associação Mundial de Business Angels

Cimeira Mundial de Business Angels dá origem à criação da Associação Mundial de Business Angels
Representantes de 5 continentes encontram-se no Estoril para preencher uma falha do mercado mundial de financiamento

No dia 10 de Outubro de 2007, no Estoril (Portugal), os participantes da Cimeira Mundial de Business Angels (Business Angels Leaders Forum), co-organizado pela FNABA (Federação Nacional de Associações de Business Angels), pela EBAN (European Business Angels Network) e pela ACA (Angel Capital Association), da América do Norte, decidiram criar a Associação Mundial de Business Angels, com início oficial a 1 de Janeiro de 2008.Este encontro foi patrocinado pelo IAPMEI, DNA Cascais, InovCapital e pela Gesventure.António d’Orey Capucho, Presidente da Câmara Municipal de Cascais, mostra-se satisfeito por “decorrer no município de Cascais a recepção desta comunidade internacional que tanto representa o esforço que o próprio município tem feito no estímulo ao empreendedorismo”.Este evento teve lugar no âmbito da Presidência Portuguesa da U.E., facto que levou Jaime Andrez, Presidente do IAPMEI, a comentar no encerramento do evento que “este é um importante passo para o desenvolvimento da comunidade de business angels em todo o mundo, sendo certo que a presidência portuguesa continuará este movimento no próximo Conselho de Ministros da U.E. sobre a Competitividade, que terá lugar em Novembro em Portugal”.As seguintes regiões foram representadas pelas associações:- América do Norte, representada pela ACA- Europa, representada pela EBAN- Países de origem Árabe, representados pela ABAN (Arab Business Angels Network)Os seguintes países estiveram presentes:
Angola
Austrália
Brasil
Cabo Verde
Chile
China
Finlândia
França
Índia
Itália
Japão
Malásia
Polónia
Portugal
Espanha
Reino Unido

“Ter representantes de 5 continentes e mais de 30 paíeses, foi um grande desafio para a FNABA, EBAN e ACA. Estou desde já muito satisfeito com os resultados atingidos e que excederam largamente as nossas expectativas. Tenho a certeza de que este evento e a criação da associação munidal, fomentará a actividade da Comunidade de Business Angels portuguesa e de todo o mundo”, mencionou Francisco Banha, Fundador e Presidente da FNABA.Os participantes consideraram que:- A actividade dos Business Angels em todo o mundo contribui para a criação de um ambiente propício ao financiamento da inovação e do empreendedorismo.- É importante conhecer e disseminar as ferramentas adequadas para o financiamento da inovação e empreendedorismo, de forma a estimular o aparecimento de empresas start-ups com o suporte de Business Angels.- É importante estabelecer parcerias entre redes de anjos de diferentes países, bem como fomentar os investimentos transnacionais.- É importante para os legisladores de cada país ter acesso à informação recolhida pela comunidade de Business Angels e fomentar a sua capacidade de criar e desenvolver mecanismos de financiamento numa lógica público-privada, tendo em vista o suporte à inovação e ao empreendedorismo.“A EBAN considera que esta iniciativa se tornará no pontapé de saída para uma vigorosa comunidade internacional de Business Angels. Gostaria de agradecer à FNABA, ao Governo Português, ao Município de Cascais e aos patrocinadores que tornaram este evento possível”, afirmou Anthony Clarke, Presidente da EBAN.A Associação Mundial de Business Angels terá os seguintes objectivos:• Divulgar mundialmente a importância e a prática do investimento realizado pelos Business Angels;• Apoiar os membros na reflexão, realização de iniciativas e tomadas de decisão que contribuam para a difusão do conceito de investimento em early stage, nomeadamente o investimento de early stage realizado por particulares em empresas;• Realização de um evento anual;• Criar um portal de web para disseminação de informação e facilitar a comunicação entre os membros;• Identificar e divulgar através do website informação relevante que conduza à adopção internacional de boas práticas no financiamento da inovação e do empreendedorismo;• Estudar a exequibilidade de investimentos transnacionais com a participação de vários business Angels.• Promover a partilha de informação e conhecimento de boas práticas por Business Angels;• Contribuir para o desenvolvimento sustentável da sociedade, promovendo a adopção de todos os recursos disponíveis sobre Business Angels para o suporte à inovação e ao empreendedorismo.John May, Presidente da organização que representa mais clubes, afirmou reconhecer que “nunca mais um país ou rede de business Angels pode ficar no topo da inovação e da energia do empreendedorismo, sem considerar o resto do mundo. Agradecemos a oportunidade de co-organizar este inovador encontro mundial. Ficamos agora disponíveis para participar em esforços organizativos futuros”.

Portugal, Estoril, 10 de Outubro de 2007
Para mais informações contacte:
EBAN – claire.munck@eban.org
ACA – john@angelcapitalassociation.org
FNABA – info@fnaba.org

terça-feira, 16 de outubro de 2007

concurso para empreendedores!!

A Missão deste concurso, orientado para empreendedores, é o de desenvolver o espírito de iniciativa de natureza empresarial, em qualquer sector de actividade e em todo o território nacional.



É intuito dos promotores desta iniciativa incentivar empreendedores a elaborar planos de negócios para a criação de novas empresas de cariz inovador e produtivo, que venham a contribuir de forma clara para a criação de riqueza e para o crescimento da economia portuguesa. O concurso “AUDAX – Negócios à Prova” pretende ser assim uma iniciativa de referência na área do empreendedorismo nacional.

http://www.audax.tv/

Manuel Guerra Pinheiro, Paulo Reis & Associados -
Sociedade de Advogados
Law Firm

Helena Margarida GPV Reis, PhD, MBA
Consultant
Rua Barata Salgueiro, 30, 3.ºEsq – 1250-044 LISBOA
Tel.: [+351] 210 010 640 – Fax: [+351] 210 010 644 Tlm.: [+351] 913 455 681

o que para nós é I&D e Desenvolvimento Sustentável?

o que para nós é I&D e Desenvolvimento Sustentável?


Saudações a todos,
Nuno Oliveira
Coordenador Estratégia ‘Business and Biodiversity’ e ‘Countdown 2010’
(+351) 96 294 02 09

AmBioDiv ~ Valor Natural
R. Filipe da Mata, 10, 1º Frente 1600-071 Lisboa
Tel: 217 975 132
Fax: 217 959 141
E-mail: ambiodiv@ambiodiv.com

segunda-feira, 15 de outubro de 2007

Fueling Biodiversity

http://www.wbcsd.org/plugins/DocSearch/details.asp?MenuId=MTcw&ClickMenu=&doOpen=1&type=DocDet&ObjectId=MjY1NTI

Fueling Biodiversity

Geneva, 5 October 2007 - The Netherlands is one of the biggest importers of palm oil for biofuels. However, recent studies illustrate that harvesting oil from Southeast Asia, in particular Indonesia and Malaysia where 85% of commercial palm oil is grown, causes major carbon emissions through the destruction of rainforests and the draining and burning of peat land.
“As a biofuel, it’s a failure,” said Marcel Silvius, a climate change expert for Wetlands International, in an interview with the Associated Press.
Even though global efforts to decrease greenhouse gas emissions are increasingly concentrating on biofuels, numerous energy companies have put on hold plans to switch to palm oil. They are actually homing in on other solutions, including the possibility of moving towards so-called “second generation” biofuels that go beyond palm oil, corn (maize) and sugarcane as feedstocks.
First generation biofuels can degrade biodiversity because they traditionally use grains (wheat, corn, soybean), sugarcane and palm oil grown on the cleared forest land of wetlands. Some of these biofuels require almost as much energy to produce as they offer as fuels. They can affect food security as choices are made between using a crop as food or fuel, and because using farmland to plant for fuels can make food crops scarcer and more expensive. This could bring food shortages to poorer countries that rely on food imports and food aid.
The race to produce biofuels is also driving up land prices. As land prices go up, people who cannot prove tenure are pushed off their land to make way for commercial exploitation, as is happening in Brazil.
While first generation biofuels focus on corn and sugar and do not use all of the plant, second-generation biofuels use more of the feedstock, including the waste, to generate the fuel. The technology allows fuel to be made from any plant material.
“You can exchange food for energy,” said Fernando Almeida, BCSD Brazil (CEBDS) at the WBCSD’s March Liaison Delegates meeting in Montreux, Switzerland, but “be very careful, for when you solve a problem for one side of the world, you create problems for another.”
Cultivation of biofuels also brings with it risks of soil erosion, soil compaction, nutrient leaching, water use, declining crop diversity, and declining farmland diversity. Forestry risks stem from the conversion of forestland to agricultural uses, leading to species loss, habitat loss/fragmentation, declining site fertility, soil erosion and declining forestry diversity, not to mention competition for resources from other industry sectors that rely on forests for their primary products.
Similarly, there is the question of the amount of virtual water required to produce biofuels. For example, according to www.waterfootprint.org, as much as 1,300 liters of water are required to produce 1kg of wheat.
However, second generation biofuels could be used to increase biodiversity and help restore prairies, as flowering plants provide more useable energy per acre than corn fuel ethanol or soybean diesel and are far better for the environment. According to some estimates, prairie flowers provide 238% more bioenergy on average when there is a diverse mixture rather than a single species. The shift from annual to perennial crops also reduces the need to plough and till the fields, reducing the agricultural risks.
But “it will take second generation technology to make that work ... and it’s about commercializing that science,” said WBCSD’s George Weyerhaeuser, also at the Montreux meeting.
The second generation biofuels market could encourage forest landscape restoration through cleaner water, timber production and nature conservation, rather than simply maximizing tree cover on individual forest sites. Opportunities include incentives for forest landscapes by keeping forest land in forests and returning degraded agricultural lands to forest, which is good for nature conservation and clean water production, and reducing fire risk by getting rid of the fuel buildup in the understory (the area of a forest which grows in the shade of forest canopy).
But the challenge remains to create the enabling factors for biofuels to
enhance biodiversity. Some of these enabling factors include:
Environmental guidelines;
Planning processes to promote environmentally beneficial cropping and forestry;
Certification to inform intermediary buyers and endconsumers, thereby enabling differentiation in the marketplace and allowing people to make informed choices;
Technological innovations to get to the second generation quicker.
The standards should be appropriate for and applicable to all feedstocks, practical to implement and use, and cover the full life cycle. An energy company such as BP could have a role in doing an objective, thorough life cycle analysis of biofuels through its US$ 500 million energy bioscience institute based at the Universities of Berkeley and Illinois. “One option is to pursue regulation… another is to create market value and let customers differentiate to marginalize the nonsustainable processes,” said IUCN’s Andrea Athanas, also in Montreux.


Nuno Oliveira
Coordenador Estratégia ‘Business and Biodiversity’ e ‘Countdown 2010’
(+351) 96 294 02 09