Innovation culture – Innovation Engineering http://www.innovation-engineering.co.uk/ Sat, 22 Jan 2022 02:50:39 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 https://www.innovation-engineering.co.uk/wp-content/uploads/2021/04/cropped-icon-32x32.png Innovation culture – Innovation Engineering http://www.innovation-engineering.co.uk/ 32 32 The city is looking for an IT manager; Education Entity Hires Chief Innovation Officer https://www.innovation-engineering.co.uk/the-city-is-looking-for-an-it-manager-education-entity-hires-chief-innovation-officer/ Fri, 21 Jan 2022 23:36:29 +0000 https://www.innovation-engineering.co.uk/the-city-is-looking-for-an-it-manager-education-entity-hires-chief-innovation-officer/

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A Bay Area city is now looking for a replacement for a pioneering IT leader, and a state-level educational entity has taken on a key role in innovation.

The Consolidated City-County of San Francisco has held a recruitment drive for its next director of digital services – prompting the person behind the role, Carrie Bishop, to highlight the job posting on Twitter on Thursday, writing: “If you think you can take this exceptional team to the next level, go for it…”. (Bishop also wrote a retrospective on “Five Years of Digital Services in San Francisco.”) Among the takeaways on recruiting:

  • The position currently open is that of Director of Digital Services, but during recruitment, managers called on potential candidates to “join our team” and wrote: “If you don’t see a position that suits you right now, join our mailing list below. so that we can notify you when new positions are posted. The post is part of a group aimed at helping to “change culture and practices,” according to the listing notice.
  • “You’ll need to roll up your sleeves to work developing, operating and improving complex digital services,” he said. “As a member of this new team, you would have the opportunity to shape the city’s approach to digital services.” Its mission is to “make it easy for all residents to access the city’s 967 services online, from any device,” according to the listing, which describes digital services as reaching “an exciting moment of change. “.
    “Having established its credibility and delivery track record, the team must now focus on scaling. The team must expand its impact by enabling other departments to build services themselves, using platforms provided by Digital Services,” the listing reads.
  • The main duties of the position are to provide “strong and visionary leadership that helps transform the city’s service delivery in line with the goals set out in the city’s digital services strategy; lead a team of 50 people including designers, engineers, and product managers, as well as project and implementation teams” and a budget of approximately $14 million for “staff and non-staff” ; and ensuring that digital services “are built with equity, inclusion and accessibility as core design principles and techniques”. Qualifications include a bachelor’s degree and five years of ‘management experience leading technological change in a large, complex organization’. Desirable qualifications include “proven ability to develop excellent relationships, manage a wide range of high-level stakeholders and technical experts, and coordinate the implementation of complex programs and policy approaches”, as well as the “proven ability to lead and develop a team of skilled specialists made up of designers, engineers and product managers working in an Agile manner.”
  • Bishop invited potential contestants to Twitter DMs and answered some potential FAQs in a comment to his post. Recruitment, she said, “will remain open until the city finds a tough guy to replace me.” San Francisco, she added, “is not totally against giving a work visa to the right candidate, but if you don’t have a visa, make that clear in your application.” The position, which Bishop took in February 2017, was his first in the United States

In a recent appointment, California Community Colleges (CCC) Chancellor Eloy Ortiz Oakley announced Jan. 14 that Dr. Valerie Lundy-Wagner has been named Vice Chancellor of the Digital Innovation and Communication Division. infrastructure of the system after serving as its interim director. She will continue to oversee technology and research for the system, CCC said in a press release, and will lead “a variety of internal and external initiatives overseeing information technology systems, implementation of investments system-wide technologies and the application of evidence-based policy research.

Dr. Valerie Lundy-Wagner

“As we continue to advance our core mission to close equity gaps, increase enrollment and transfer rates, and increase the number of those who earn certificates and degrees through Guided Pathways, we are confident that she will continue to play an important role in guiding the for the benefit of our students,” Oakley said in a statement.

Lundy-Wagner joined the Chancellor’s Office in February 2020 and has also served as Deputy Vice Chancellor for Research and Data. A Richmond native and former assistant professor and faculty member at New York University, she also worked at the Community College Research Center, considered an authority on community college research and reform; national non-profit jobs for the future; and the policy research and advocacy group California Competes. She holds a bachelor’s degree in civil and environmental engineering from the University of California, Los Angeles; a master’s degree in education from Stanford University; and a doctorate in higher education from the University of Pennsylvania.

The CCC comprises 73 districts and 116 colleges that enroll 2.1 million students each year. Its Digital Innovation and Infrastructure division is responsible for improving student experience and outcomes through technology-driven initiatives, “high-quality IT services and innovative practices”; and is playing “an instrumental role in manifesting” Vision for Success, the Chancellor’s Office’s strategic plan to improve student success, increase transfer rates and reduce or eliminate “achievement gaps”. Guided Pathways provides CCC students with “clear lesson-taking maps” to help them succeed.

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Innovation fatigue and how to avoid it in a hybrid working world https://www.innovation-engineering.co.uk/innovation-fatigue-and-how-to-avoid-it-in-a-hybrid-working-world/ Thu, 20 Jan 2022 06:30:00 +0000 https://www.innovation-engineering.co.uk/innovation-fatigue-and-how-to-avoid-it-in-a-hybrid-working-world/

This is an article written by Dave Berardi, Partner at AKF Partners.

Telecommuting is no longer a novelty. As some continue to travel to the office, a hybrid approach to work is looking more and more like a sustainable reality. In fact, up to 84% of UK businesses plan to continue flexible working, even after pandemic restrictions are lifted. The future of work is a far cry from pre-pandemic norms.

This drastic revolution has inevitably affected team collaboration. Although hybrid working can provide several advantages, such as financial efficiency for the company and improved mental well-being for its employees, it does not negate the disadvantage of having your team distributed throughout the country. For technical teams in particular, the opportunities to collaborate and innovate while talking around the water cooler are lost.

Beyond the Buzzword

The term “innovation” is often used by companies looking to accelerate product development and drive growth. In fact, 93% of executives agree that innovation is key to generating revenue and enabling business growth. But what does innovation actually entail? What are the processes needed to drive real innovation that delivers real results?

Innovation is about leveraging technology to generate new products and ideas, as well as to help solve problems. If carried out successfully, innovation can give organizations a new competitive advantage, thereby increasing profit margins. As important as innovation seems, leaders often fail to consider the conditions necessary to foster true innovation. The battle to create the next latest and greatest product is a constant one in the tech world, with teams constantly striving to improve and innovate. Unfortunately, however, innovation thrives in an environment of trial and error, iteration through discovery and collaboration, and cannot be programmed or planned. Organizing an online “innovation meeting” could therefore limit innovation and creativity. Innovation should be seen as a process.

And then fatigue sets in

When teams lack the right conditions to innovate, innovation fatigue inevitably sets in, and remote work only exacerbates the lack of collaborative innovation opportunities. Teams need casual conversation to inspire innovation, a luxury that has been lost for the scheduled Zoom meeting. Fatigue from endless video calls stifles creativity – almost like a second thought.

If a whole team of product engineers are working remotely, it’s only a matter of time before innovation fatigue sets in. Although not a conscious decision, it is recognizable as the feeling when communication is impaired and ideas seem to have dried up. As it becomes more difficult to generate new product ideas, the company risks losing its competitive edge.

Forward and upward

As we continue to navigate what we hope will be the end of the pandemic, where hybrid working has become the norm, it has become even more difficult for leaders to demand that teams work continuously from the office. The UK government is even considering making the remote working option a legal requirement for new hires. Collective collaboration within the confines of an office seems to be becoming less and less of a reality.

However, all hope is not lost. The solution begins with culture. Leaders should strive to foster a culture that inspires innovation within their organizations, where employees are encouraged to grow and experiment. Trial-and-error treatment must be supported, as innovation arises from a continuous process of testing and ideation to find solutions. Some may think this culture has simply migrated to the remote learning environment, but leaders should not become complacent. Creating this growth culture will only serve to benefit the organization.

Simply put, frequent phone calls between employees should be encouraged and teams should be encouraged to incorporate more brainstorming into their schedules. Many have already tested a no-meeting Friday approach, giving employees time to test their ideas in isolation before approaching the wider team, as well as hosting dedicated team days (which can also be virtual) . If these initiatives are all to be used to encourage innovation, it is essential that a reward system is in place to encourage employees to take an active interest in them. However, any approaches taken by leaders should be reviewed regularly, as the potential for product stagnation is always imminent.

While the new world of work may not necessarily invite innovation with open arms, there are steps leaders can take to prevent innovation fatigue from setting in. As the world of work continues to evolve, so must its workforce and work processes.

Dave Berardi is a veteran Fortune 500 entrepreneur and technology leader with over 20 years of experience in technology. In his role as a partner at AKF Partners he has conducted several technical due diligence assignments for clients in different industries and has held several interim leadership positions including CTO, Chief Architect, COO and COO.

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Firmenich signs a strategic partnership agreement with HARMAY in China https://www.innovation-engineering.co.uk/firmenich-signs-a-strategic-partnership-agreement-with-harmay-in-china/ Tue, 18 Jan 2022 09:45:00 +0000 https://www.innovation-engineering.co.uk/firmenich-signs-a-strategic-partnership-agreement-with-harmay-in-china/

GENEVA, January 18, 2022 /PRNewswire/ — Firmenich, the world’s largest privately held fragrance and flavor company, is proud to announce a new strategic partnership with HARMAY, a new leading retail brand in China. As part of this agreement, Firmenich and HARMAY will join forces to contribute to the development of the Fine Fragrance category by China, drawing on their respective capabilities to support the development of new brands, concepts, experiences and fragrance models.

“As a global leader in fine fragrance, Firmenich is focused on transforming this industry and creating trends to future-proof the business,” said Ilaria Resta, President, Global Perfumery, Firmenich. “After more than 30 years of successful operations in China, this partnership with HARMAY represents a significant improvement in our capabilities in China and reinforces our ambitions as a partner of choice in the Chinese market.”

Founded in 2008, HARMAY is China world’s leading beauty collections store, a new aesthetic warehouse-based retail brand with a strong Gen Z customer base. The brand has become synonymous with art and culture in China by offering premium beauty, skincare, fragrance and lifestyle products through its online and offline stores. All of its offline stores feature innovative designs and have won a loyal following for their unique consumer experience.

China is expected to be the new frontier of the global fine fragrance market, with many local brands emerging and a significant increase in usage among consumers, especially with Gen Z. We are honored to play a key role in propelling of this growth thanks to the synergies between HARMAY and Firmenich”, added Jason Ju, Co-founder, HARMAY. “We hope this will inspire even more innovation and creation for the industry.”

“Through this strategic partnership with HARMAY, we are joining forces to incubate the brands of tomorrow and leverage our mutual capabilities in consumer insights, digital, creativity and the art of perfumery,” added Olivier Viejo, Head of Fine Fragrance, Firmenich China. “This will pave the way for greater growth in the fine fragrance industry, both within China and globally.”

As part of his China expansion strategy, Firmenich brings additional value to customers by creating highly localized, first-hand customer journeys. In 2019, the company became the first global perfume house to establish a fine perfumery workshop in China and was the first to offer a dedicated business model that provides easy access to all fine fragrance capabilities under one roof, serving all local customers in China and global customers around the world. The company also opened its new Guangzhou Studio in September 2021, allowing it to offer a diverse range of benefits to an even wider base of consumers.

About Firmenich

Firmenich is the world’s largest privately held fragrance and flavor company, founded in Geneva, Switzerland, in 1895 and has been a family business for 125 years. Firmenich is a leading business-to-business company operating primarily in the fragrance and taste market, specializing in the research, creation, manufacture and sale of fragrances, flavors and ingredients. Renowned for its world-class research and creativity, as well as its leadership in sustainable development, Firmenich offers its customers superior innovation in formulation, a wide palette of high-quality ingredients and exclusive technologies such as biotechnology, encapsulation, olfactory science and taste modulation. . Firmenich had an annual turnover of 4.3 billion Swiss francs at the end June 2021. More information about Firmenich is available at www.firmenich.com.

Logo – https://mma.prnewswire.com/media/798187/Firmenich_Logo.jpg

SOURCE Firmenich

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How ‘Innovation’ and ‘Storytelling’ Came to Dominate Education https://www.innovation-engineering.co.uk/how-innovation-and-storytelling-came-to-dominate-education/ Fri, 14 Jan 2022 22:30:10 +0000 https://www.innovation-engineering.co.uk/how-innovation-and-storytelling-came-to-dominate-education/ In the mid-1980s, two names quietly entered Indian academia. They were powerful agents of change. Over the years, they have ushered the nation into postmodern ways of speaking. In its homes and its hearts, the country at that time was still struggling to cope with the demands of modernity.

The two names are “innovation” and “narrative”. Administrators and teachers have taken their time learning how to fit these nouns into everyday grammar. Politicians and business leaders investing in education have been quicker. Journalists noticed the change and fulfilled their expected role of getting the word(s) out. The Program of Action (1992) awakened and urged the aging Vice-Chancellors to recognize the importance of the role that ‘innovation’ was to play at the imminent dawn of the new century. Curricula had to be redesigned to make them capable of inspiring the innovative spirit of young people whose imagination had been stifled by kindergarten teachers. Universities rose to the challenge of repairing what had been damaged during the thoughtlessly playful kindergarten years. A new narrative of education reform is born.

A few years ago, I met a young man who had designed a five-day training module to instill the spirit of innovation in school teachers. A whole panoply of VIPs had endorsed this effective module. When I met its creator, the remarkable module had already been administered to almost half a million teachers, distracting them from their fixed teaching habits. Among the teachers he had trained, a few dozen had been selected to be recognized as leaders. State governments were vying with each other to stage the five-day innovation stunt among their apathetic teachers.

According to a recent report by this newspaper, an American innovator had attracted a record number of big investors in a new device capable of detecting a wide range of potential diseases from a few drops of blood. The device has drastically reduced the price and hassle of a standard blood test. This disruptive health-tech device ruled the US market for several years before it was revealed to be a fraud.

The success of this project helps us understand the intimate relationship between “innovation” and “narrative”. Both have achieved keyword status. Together, they marked the arrival of a new culture. However, one was more important than the other. While narrative had sustained weight, in the final analysis it was subordinate to its verbal companion, innovation. Herein lay the new goal of teaching and research – to carve a mind that could usually innovate in any sphere of choice, including the art of creating a narrative.

Innovation thus became the supreme goal of the work of the humble professor. Universities set up cluster resource centers where exam-weary youngsters could seek refuge to assemble a new device or invent a solution to an old nagging problem. The mission to create such a space in schools had to wait a while, but now that wait is over. Entrepreneurship has finally become a “subject” and teachers have been trained to deal with it effectively. Their goal is to nurture young adults who don’t dream of a job; instead, they create jobs for others. The innovation is in the story.

Older pedagogical theory was vaguely aware of the importance of ‘innovation’. The origins of fuzziness were many, but the main reason was grammatical. Innovation was stuck in a web of similar ideas whose ancestry had long been respected in the history of science and the arts. Verbs like ‘create’ and ‘invent’, and nouns like ‘investigation’ and ‘pursuit’ had formed a nebulous whole. Construction had dominated the philosophy and pedagogy of education for too long. This old tradition did not allow “innovation” to come by itself, or to become an objective in itself. Teachers had to cultivate young minds in a slow, loving fog of daily attendance. The ability to do something differently germinated in a few in the end, but it couldn’t be predicted, let alone tested with a few drops of saliva. It was when “innovation” became an independent goal that the new era of education began. From then on, the teacher no longer has to worry about general development. The narrative of specific goals would soothe old anxieties like overall growth. The teacher could now sit down and plan her lesson just in time using an app purchased from the Education Market.

What started with words gradually became reality. A counselor in the mid-1980s once illustrated the future by showing a little pill in his palm. A time will soon come, he says, when you can drop a pill like this into a dirty, stagnant pond and watch its water turn blue and clean enough to drink. These words had power. Everyone present became aware that drinking water should no longer be a systemic challenge.

A well-honed capacity for innovation tops the list of “21st century skills” to be taught in higher education institutions. This title is also from the mid-1980s. Apparently, there was something magical in the air of that period. Narrative capture has become a political art. Education is usually a slow sector to react to pressures, but now it seems ready. The speed and volume of research output are key factors in a university’s place in the rankings. Old-fashioned courses that allowed leisure to think are no longer necessary.

Some rare advice to rethink came a few years ago from a book called Slow Professor by Maggie Berg and Barbara K Seeber. Although there is little evidence that he caused anyone to look closely at the reality facing students, the book makes his diagnosis abundantly clear. Maybe we don’t have to worry about the book’s impact since the evidence is everywhere. It lies in the speed at which innovations are claimed in research papers produced and published overnight. Education has undergone a transformation in that it is no longer necessary to cultivate patience to make sense of things.

The author is a former director of NCERT. His latest book is Smaller Citizens

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Create a culture of mission-driven innovation https://www.innovation-engineering.co.uk/create-a-culture-of-mission-driven-innovation/ Wed, 12 Jan 2022 23:16:46 +0000 https://www.innovation-engineering.co.uk/create-a-culture-of-mission-driven-innovation/

Today, consumers increasingly value authenticity and reward brands rooted in social good. But what does fostering a mission-driven corporate culture mean? What are the potential benefits and pitfalls? The recent Fast Company Agenda 2022 event featured “Leading with Purpose,” a moderated conversation between Sanjiv Yajnik, President of Financial Services at Capital One, and Tom Cortese, Co-Founder and COO at Peloton. They discussed their organizations’ journey to create a mission-driven culture of innovation and the importance of innovating on behalf of customers. Here are four takeaways from their conversation.

1. You can’t pretend.

Authenticity is paramount. For a company to be truly mission-driven, that mission must be deeply embedded in its fabric. It should be what drives the company, from the products or services it offers to how it cares for its associates, customers and communities. “It’s not like you’re sitting in a room and thinking about what the goal should be based on the business,” Yajnik says. “It’s the opposite.” Indeed, prioritizing mission helps companies attract and build diverse teams that can rally around a goal, unlocking the promise embedded in that goal in unexpected and impactful ways. It can also serve as a crucial touchstone to inform business decisions, serving as a “north star” when assessing the value the business brings to the customer.

For Peloton’s Cortese, a company must be sincere in its mission, otherwise people will see through. “Customers know what brings them value, and they know what doesn’t,” he says. “You cannot, and you should not, deceive a customer.”

2. It’s about long-term customer relationships.

Because mission-driven companies seek more than short-term gains, they must think beyond the initial transaction with the customer. As Yajnik shared, from its inception, Capital One recognized that the tools for success can be very different depending on a client’s unique circumstances. As he puts it, “changing the banking industry” means more than just creating reliable products, although of course it’s important to understand that too. It’s about using new technologies, information and analytics in innovative ways to make banking services easier and more accessible to more people and businesses, and answering the question: “If we created a product for our family member, how would we [do] this?”

Peloton’s mission is to help people build healthy habits and make working out easier. It’s not enough to sell exercise equipment to customers, and the company’s subscription-based business model reflects that. “After this first transaction, we must continue to show value. We need to maintain a long-term relationship,” Cortese says.

Peloton achieves this by continuing to innovate and adapt. The company is expanding and refining its offerings to give subscribers new reasons to log into their app and ultimately new reasons to work out. “Fitness has often been a matter of willpower,” Cortese says. “If we could make fitness something you enjoy, something fun, we’re creating value for the consumer. It’s something they really wanted.

3. Be data-informed, not just data-driven.

Because data fuels innovation, it matters to mission-driven companies. But data requires human judgment to make it a useful tool. Without a fundamental commitment to putting people first and serving all customers, warns Yajnik, just tracking data “may not be the best thing for customers.”

Cortese echoes this point. “We are using [data] to inform our decisions, not necessarily to guide them,” he says. “We are a team of people with a lot of knowledge and intuition, and we are emotionally connected to our members. When you couple that with data, that’s when we get the big innovations we’re looking for.

4. Motivated employees lead to satisfied customers.

Both Capital One and Peloton use Net Promoter Scores (NPS), which measure the likelihood that customers will recommend products or services to others, to measure customer loyalty. But they also pay attention to how their employees feel. (Peloton even looks at a metric called employee NPS, or eNPS.) “We believe customers will never be fully engaged and happy if our associates aren’t fully engaged and happy,” Yajnik says. “So we’re actually measuring both simultaneously.”

Because a mission is not transactional, mission-driven businesses cannot operate solely for their own benefit. They are fueled by enthusiasm for the mission itself. If employees are inspired, they are more likely to embody the mission in their work and in their interactions with customers. And if your data tells you that your customers are dissatisfied, the problem could be unmotivated employees. As Yajnik puts it, “Very rarely would you see that the customer is thrilled, but the associates are not.”

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Mayor’s Pride Award: applications are open https://www.innovation-engineering.co.uk/mayors-pride-award-applications-are-open/ Tue, 11 Jan 2022 10:32:46 +0000 https://www.innovation-engineering.co.uk/mayors-pride-award-applications-are-open/

Publication date:

Applications have been opened for this year’s St Albans Mayor’s Pride Awards, including a new one for 2022 – the Frontline Worker Award

The annual awards are held to celebrate extraordinary people and exceptional organizations making a positive contribution to the District of St Albans.

As the country has been affected by the COVID-19 pandemic, the Special Frontline Worker Award has been created for someone who has helped provide essential services during the public health emergency.

This is one of nine award categories where residents can nominate their community heroes until Monday, February 7.

A panel of nine judges will then meet to assess the nominees and decide on the winners and finalists.

There will be an introductory ceremony, hosted by Mayor Councilor Edgar Hill, at St Michael’s Manor Hotel on Tuesday March 29.

The awards, which were suspended last year during the COVID crisis, are sponsored by construction firm Morgan Sindall.

In addition to the frontline worker award, the categories are:

Community Champion of the Year – someone who has done everything possible to help others

Cultural innovation award – a person or group who has contributed to the arts, culture or sport or simply made the District a better place to live

Young Person of Distinction – an exceptional child or young person who deserves to be recognized for their talent, positivity, energy or strength of character.

Community project of the year – a project undertaken by a group or an individual who has identified and responded to a local need.

Community business of the year – a company that works with the public or local organizations for the benefit of the community.

Environmental champion of the year – a group or individual demonstrating innovation or commitment to improving the environment locally.

Volunteer Award – a volunteer who has gone the extra mile or given many years of service to an organization that provides exceptional service to the community.

Inclusive communities price – an individual, group or project that brings together people from different backgrounds and abilities

In addition, the mayor will present a special award to an organization or person whom he would like to personally recognize for outstanding work during his year in office.

Cllr Hill said:

The pandemic has been very difficult for all frontline workers in the district.

I’m sure many of our residents will want to show their appreciation by nominating someone who lives or works in the district for this special award.

It’s our shift to shine the spotlight on the unsung heroes and amazing organizations that make a vital contribution to our community.

It’s important that we celebrate the accomplishments, hard work and commitment of these selfless community heroes, so I urge people to nominate those they think deserve a Mayor’s Pride Award.

How to Nominate

You can nominate for all nine categories by completing the nomination form at https://www.stalbans.gov.uk/mayors-pride-awards.

If you need help or have difficulty reading

this information, please contact events@stalbans.gov.uk or call us on 01727 819311.

Picture: the Mayor of St Albans and the District, Councilor Edgar Hill.

Contact for the town hall: Alison Orde, Civic Officer: 01727 819544, mayoralty@stalbans.gov.uk

Media contact: John McJannet, Senior Communications Officer: 01727-819533, john.mcjannet@stalbans.gov.uk.

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Six innovation centers to promote medicinal plants https://www.innovation-engineering.co.uk/six-innovation-centers-to-promote-medicinal-plants/ Sun, 09 Jan 2022 14:19:47 +0000 https://www.innovation-engineering.co.uk/six-innovation-centers-to-promote-medicinal-plants/

TEHRAN – The Vice Presidency for Science and Technology has established six innovation centers to develop the supply chain for medicinal plants in the country.

The innovation centers were established in the cities of Tehran, Kermanshah, Ardebil, Hamedan, Yasouj and Gonabad, with the aim of paving the way for industries for easier access to ideas and products in the field of medicinal plants. , IRNA reported on Sunday.

Fifteen other requests [for creating innovation centers] are also awaiting approval, the report adds.

The Vice Presidency for Science and Technology has taken technological steps to make this ancient industry in the country thrive. These measures include the development of a promotional package to develop the production and use of these products.

“Using the capacity of national media and supporting national and international exhibitions and festivals in the field of medicinal plants” and “Using the capacity of education to promote the importance of medicinal plants in primary and secondary education” are included. among other actions.

In addition, “promoting culture and reforming the attitude of society towards traditional medicine and promoting a healthy lifestyle” and “establishing a database of available traditional medicines” and “the establishment of a system for registering traditional and herbal medicines and providing pharmaceutical information” were also implemented.

Iranian traditional medicine is one of the oldest forms of traditional medicine. It is based on the concept of the four senses of humor: phlegm (Balgham), blood (Dam), yellow bile (Safra ‘) and black bile (Sauda’). The concept of the four senses of humor is based on the teachings of Rhazes and Avicenna in an elaborate medical system.

Iranian traditional medicine strongly focuses on prioritizing health maintenance and disease prevention over treatment.

Iran ranked fourth for publishing articles in the field of traditional medicine and herbal medicines around the world, ISNA said citing Nafiseh Hosseini, an official at the health ministry.

Iran also won the fifth place for the production of traditional medicine and herbal medicine knowledge in the world in 2020, but this year the country has improved and ranked fourth after India, China and the United States, added Hosseini.

Progress has been made over the past 10 years, she noted.

The Vice Presidency for Science and Technology has so far registered 120 national standards for herbal and traditional medicine to support the industry.

So far, around 30,000 plant species have been identified worldwide, with Iran’s share of around 8,000 species being greater than that of Europe as a whole.

Currently, about 2300 species of medicinal plants have been identified in the country, accounting for one third of the drugs used in human societies, the global trade share of these products is about 124 billion dollars, and Iran’s share. is $ 570 million, or just 0.5 percent of the total.

The per capita consumption of medicinal plants in Iran is about one kilogram of dried plants. In other words, 83,000 tons of medicinal plants worth 1,200 billion rials (about 4.5 million dollars) are consumed in the country, while in Europe this quantity is 900 grams and in United States of 2.5 kilograms.

MG

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Houston airport obtains the first coveted 5-star rating in North America https://www.innovation-engineering.co.uk/houston-airport-obtains-the-first-coveted-5-star-rating-in-north-america/ Fri, 07 Jan 2022 20:53:27 +0000 https://www.innovation-engineering.co.uk/houston-airport-obtains-the-first-coveted-5-star-rating-in-north-america/

Houston travelers now have new bragging rights. William P. Hobby Airport has just been awarded prestigious 5-star airport status in the Skytrax World Airport Ranking for 2022. This makes Hobby the number one airport in Texas, the United States and North America – and one of 16 airports around the world to land the 5 star rating.

A little about this ranking: The Skytrax World Airport Star Rating is a global benchmark for quality assessment for the aviation industry, describes a press release. All airports are rated between 1 and 5 stars after a detailed audit analysis of facilities and service from staff to customers in all areas of frontline service.

In the new poll, Hobby soared in all 29 rating categories. Skytrax’s international 5-star rating also highlighted the “wide range of substantial improvements to the customer experience from inside terminals, passenger facilities and customer service initiatives”.

Skytrax praises recent Hobby upgrades such as a new children’s play area, state-of-the-art restrooms, modern signage and information systems, a prayer room and a new stage for music performances live.

Meanwhile, Houston’s other airport, Intercontinental George Bush, maintained its 4-star rating for the fifth consecutive year and increased its score in all rating categories.

Houston Airports notes in a statement that construction continues to advance the international terminal redevelopment program, such as the Mickey Leland International Terminal Project, which aims to create two 5-star airports in Houston.

“The entire Houston Airports team has worked tirelessly to achieve this accomplishment at Hobby Airport,” Houston Airports Director of Aviation Mario Diaz said in a statement. “Providing the highest standard of customer service, exceptional amenities and state-of-the-art facilities has earned us five stars at Hobby Airport and an enhanced 4-star rating at Bush Airport, and we now owe our passengers to continue to deliver excellence at every step. of the airport experience.

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How communication and relationships have evolved during the pandemic https://www.innovation-engineering.co.uk/how-communication-and-relationships-have-evolved-during-the-pandemic/ Wed, 05 Jan 2022 17:00:27 +0000 https://www.innovation-engineering.co.uk/how-communication-and-relationships-have-evolved-during-the-pandemic/

The opinions expressed are solely those of the author and do not reflect the opinions of the editors or editors of Rolling Stone.

The world as we know it has changed dramatically in a two-year record. Corporate headhunters probably wouldn’t have been able to predict that we would be at home, communicating with coworkers, clients, and bosses through emails, chats, and Google calls. Meet.

This transition invites us to reflect on new technologies and the evolution of our communication. However, beyond understanding data and the growth of social media, it is also important to analyze the social changes that have occurred due to the increased use of virtual settings.

Attending a birthday party, congratulating a loved one on their promotion, advising a client on an important decision – these are just some of the many actions that we used to do in person but are now mostly done in virtual environments. Actions that used to take a lot of time, like getting to work or waiting for feedback on a report, are now reduced to seconds. Likewise, transactions that used to take hours can now be resolved in the time it takes to send or receive a message.

Data from Statista points out that in March 2020, Google Hangouts downloads grew 30 times week-over-week, while the number of Facebook profiles increased 8.7% in 2020. In addition, the data also shows that 42% of American adults have digitally socialized with friends. and the family. This bold leap into the virtual world has left us with changes as a society that we barely witness.

For example, as more and more employees get vaccinated, thousands of companies have chosen to ask their employees to return to the office. And yet, most employees aren’t entirely comfortable with it: Harvard Business School study indicates that 81% of people who worked remotely in 2020 would prefer not to go back to the office or would prefer a schedule. hybrid. We may be facing a paradigm shift in work.

Our communication with colleagues, clients and others has taken to a new level: a level in which we prefer the use of digital platforms, and which has left more space to complement professional life with time for health. mental, fun, rest, family and friends.

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More research is needed on how the evolution of communication and interpersonal relationships has profoundly affected society. While it is clear that there is a growing trend in the use of virtual platforms, as the numbers suggest a significant increase over the past two years, it is also essential to take a more in-depth look at the social effects and the he impact of this fortuitous movement has on our interpersonal relationships.

Obviously, our interpersonal relationships have changed over the past two years, but will our ways of interacting with institutions and businesses change as well?

This is a relevant question that needs to be addressed by society because although virtual worlds have brought us closer together, they have also changed various aspects of our lives and can potentially have an impact on the way we interact and communicate with institutions. I’d like to share four key points focused on how business leaders can tailor their communications with employees and consumers in a way that recognizes this shift in interpersonal communication:

• Be adaptable to change. You need to be flexible in the face of challenges, which means observing new facts and seeking new forms of leadership. Every day you need to create a culture of connection and communication with your employees and consumers.

• Embrace innovation. There are different ways to achieve goals; using resources in this new digital age means learning new ways to succeed through innovation. There is no leadership without innovation, and there is no innovation without leadership because innovation requires an emotional force that takes the organization out of its comfort zone.

• Be humble. Not all new technology may be easy to learn or accessible. As a leader, you must also be part of the learning process.

• Empower others. The new digital world gives space to train workers. In today’s environment, there is a need for leadership that focuses on the ability to empower others; it is more critical to empower than to concentrate power on one person. The approach of a collective pearl of wisdom built by a group is fundamental.

In an age where the virtual world offers endless possibilities, which we are still getting used to, and where interpersonal communication has evolved with social effects, our goal is to understand how social media data will allow us to anticipate trends and changes. changes that the future will bring.

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Customizable personal technologies new mantra – News https://www.innovation-engineering.co.uk/customizable-personal-technologies-new-mantra-news/ Mon, 03 Jan 2022 19:19:03 +0000 https://www.innovation-engineering.co.uk/customizable-personal-technologies-new-mantra-news/

Our experience at home has become so much more important, and technology is no longer just useful tools but lifesavers for our family, friends and hobbies.



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By JH Han

Posted: Mon 3 Jan 2022, 23:19

With the Consumer Electronics Show (CES), one of the biggest shows in the world, returning to Las Vegas in person today, and as I embark on a new role here at Samsung, I am deeply honored to welcome our pre-show speech, organized under the theme “Together for tomorrow”. Since the last time we logged in to CES in person, we’ve all been through a period of significant change. We have had to re-examine our relationship with the world around us and re-prioritize the things that are most important to us. We have found greater value in “friendliness”, being closer to our family and friends.

In this new era, we have found that innovation can no longer be a “one size fits all” approach. Personalized devices and personalized spaces are more important than ever. The same goes for the connections and experiences that our technologies enable. Our experience at home has become so much more important, and technology is no longer just useful tools but lifesavers for our family, friends and hobbies.

This reality has reinforced our commitment to creating new and meaningful experiences for our customers. This led us to explore better ways to bring our devices closer together, for improved connectivity and personalization. At Samsung, we believe that your devices should reflect your lifestyle, your passions and your personal tastes, from smartphones in your hand to your devices and screens. And by working together seamlessly, they should make your life easier, so you can do more of the things you love.

This is why we announced at the beginning of the month a major change in our organization, aimed at strengthening the synergies between our various products and services. Under this new structure, all of our consumer electronics, from televisions and home appliances to mobile devices, will be brought together under one larger roof, consistent with our vision of creating meaningful experiences through innovation.

And of course, Samsung’s vision for the future isn’t just about connecting devices. Reconnecting to the planet and leaving a positive impact is integral to our plan. As a global leader in consumer electronics, Samsung has a responsibility to protect our environment and build a better future.

For starters, we plan to share a sneak peek of where we’re headed at the upcoming CES 2022. Here’s a quick look at what we’ll be announcing then:

Personalized experiences

Samsung’s culture of innovation is rooted in pushing boundaries and breaking down barriers. Today, Samsung is innovating for a new era, where technologies are flexible and adaptable to you. At CES, you’ll see our latest innovations and experiences, including products that give you the freedom to watch TV from anywhere and turn any space into a landscape or a work of art. The gaming experience will become even simpler, more immersive and hassle-free. And because everyone has their own personal tastes and lifestyle, we want you to tailor your devices to what matters most to you. A new, customizable future of personal tech is here, and I’m excited to show you how it’s coming to life on our home appliances, mobile devices, and screens everywhere.

Seamless connectivity

We envision a world where technology is tailored to the lifestyle and needs of each consumer, and one way to achieve this is through seamless connectivity. At CES, we’ll share more about our collaboration with experts and industry partners to create a truly enhanced connected experience. Because we believe that a secure and open ecosystem is what delivers the best experience to our customers, giving you the freedom to design experiences that best suit your unique lifestyle.

Reinventing a better planet

It is an important moment for our planet. Protecting it is everyone’s business. At Samsung, we infuse sustainability into everything we do, from the chips that power our products to the consumer experience on the devices themselves. At CES, we’ll be sharing more about how we’re making meaningful updates in our innovation process that empower you, our consumers, to make these changes in your daily lives as well.

It’s time to evolve our products and experiences to better meet the needs of a new generation of users. As we champion an ecosystem of inclusive and connected technologies, I look forward to sharing how we have been inspired by the people, values ​​and lifestyles that create our global community, and how we can continue to support them through people-centered programs and innovation.

JH Han is Vice President, CEO and Head of DX (Device eXperience) Division, Samsung Electronics

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