Innovation culture – Innovation Engineering http://www.innovation-engineering.co.uk/ Sat, 12 Jun 2021 04:21:59 +0000 en-US hourly 1 https://wordpress.org/?v=5.7.2 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 APPROVED BY THE BOARD OF REGENTS OF THE NEVADA HIGHER EDUCATION SYSTEM https://www.innovation-engineering.co.uk/approved-by-the-board-of-regents-of-the-nevada-higher-education-system/ https://www.innovation-engineering.co.uk/approved-by-the-board-of-regents-of-the-nevada-higher-education-system/#respond Fri, 11 Jun 2021 21:04:06 +0000 https://www.innovation-engineering.co.uk/approved-by-the-board-of-regents-of-the-nevada-higher-education-system/

RENO, Nevada, June 11, 2021 (GLOBE NEWSWIRE) – The board of directors of the Nevada System of Higher Education (NSHE) voted today at its monthly board meeting to approve an affiliation agreement between University of Nevada, Reno School of Medicine (UNR Med) and Renown Health which will establish Nevada’s first fully integrated healthcare system.

The Board of Regents’ approval of the collaboration between Nevada’s oldest medical school and one of its largest nonprofit healthcare organizations comes after Nevada Gov. Steve Sisolak enacted the Senate Bill 342. The bill authorizes the NSHE board of directors to enter into an agreement to affiliate with a public or private medical institution or related entity, whether for profit or not, in order to promote and further improve a program medical education or health education at a university. .

Almost a year ago, UNR Med and Renown Health announced their intention to affiliate and create an improved healthcare network with increased access to clinical care and expanded clinical training and clinical research programs. . In September 2020, the board unanimously approved a letter of intent between the two organizations, which advanced a due diligence period to further define the relationship. In addition, Renom’s board of directors unanimously approved the deal.

“Thank you to the Board of Directors and Chancellor Rose for supporting UNR Med and Renown Health in this collaborative and generational partnership that will have historic impacts on the delivery of health care, the development of clinical research and the training of health professionals in our state and community. “says Brian Sandoval, president of the University of Nevada, Reno.” This affiliation will help address the challenges of Nevada’s access to health care and medical education in new and innovative ways that proactively support the health and well-being of all. “

The Affiliate Agreement details a 50-year commitment to combine the clinical practice, clinical teaching and clinical research programs of the two institutions, including descriptions of purpose, structure, governance, flow of funds, joint leadership roles and faculty positions, operational management, mission and culture. .

Renown Health and UNR Med aim to achieve key strategic goals, including:

  • Improve access to care, in particular by creating new clinical services that are not currently available in the community;
  • Create new clinical training programs for residents and medical students of UNR Med;
  • Increase the size of student classes at UNR Med, which currently accommodates 70 students per medical class; and
  • Provide increased patient access to clinical trials and expand research and employment capabilities.

Like many medical schools and health systems across the country, UNR Med and Renown Health have worked together for decades to promote mutual commitment to improve community health. Since mid-2020, organizations have been exploring the formalization of high-level clinical integration.

“I appreciate and am very pleased that the Nevada Higher Education System Board of Regents, Governor Sisolak and the Legislature have provided such incredible support for the University of Nevada, Reno School affiliation. of Medicine and Renown Health. We are delighted to continue our mission of supporting the health and healthcare of the people and communities we serve in local urban and rural communities, across our state and country, said Tony Slonim, MD, DrPH, President and CEO of Renown Health. “With this new level of integration, we will be able to drive innovation, research, medical education, public health grant funding, clinical trials and integrate our medical practices to improve the access and affordability of care. Together, we are excited to create a healthier Nevada.

“We are creating an integrated health system that brings together three complementary initiatives – patient care, research and medical education – and merges them into one mission, each one synergistically improving the others, while benefiting the community and the state. “said UNR Med Dean. Thomas L. Schwenk, MD “Affiliation with Renown Health enhances and builds on the core missions of UNR Med as an accredited and publicly funded school of public medicine, governed by the Nevada System of Higher Education to to remain accessible to Nevada residents and to provide them with opportunities. serve the state in new and expanded ways. Affiliation helps our two institutions contribute to exceptional health care in Nevada. “

It is an affiliation between a 159-year-old healthcare provider, the state land grants home university and the state’s oldest medical school. Over the past five decades, UNR Med has trained more than 3,900 physicians, over 30% of whom practice in Nevada, improving access to care for Nevada residents statewide. Also rooted in the community, Renown’s long legacy of service began in 1862 as the county hospital, Washoe Medical Center. Today, Renown Health, a non-profit charitable organization, serves the community by providing care in hospitals, outpatient practices, institutes and a health insurance plan, Hometown Health.

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About Renom Santé

Renown Health is the region’s largest locally-governed, integrated, not-for-profit healthcare network, serving Nevada, Lake Tahoe, and northeastern California. With a diverse workforce of over 7,000 employees, Renown has fostered a long-standing culture of excellence, determination and innovation. The organization includes a trauma center, two acute care hospitals, a children’s hospital, a rehabilitation hospital, a medical group and an emergency care network, as well as the largest non-profit insurance company from the region, Hometown Health. Clinical institutes include: cancer, heart and vascular health, neuroscience, and robotic surgery. Renown is recruiting participants for the world’s largest community-based genetic population health study, the Healthy Nevada Project.®. For more information, visit renown.org.

About the University of Nevada, Reno School of Medicine

The University of Nevada, Reno School of Medicine, Nevada’s first public school of medicine, is a research-driven community medical school with a statewide vision for a healthy Nevada. Since 1969, UNR Med has trained more than 3,900 students, residents and fellows. UNR Med continues to improve the health and well-being of all Nevadans and their communities through excellence in student education, postgraduate training and clinical care, research with local, national and global impact. and a culture of diversity and inclusion. For more information, visit med.unr.edu.

        

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WATCH: Using CICs as a launching pad for research and innovation – Minister https://www.innovation-engineering.co.uk/watch-using-cics-as-a-launching-pad-for-research-and-innovation-minister/ https://www.innovation-engineering.co.uk/watch-using-cics-as-a-launching-pad-for-research-and-innovation-minister/#respond Fri, 11 Jun 2021 11:04:35 +0000 https://www.innovation-engineering.co.uk/watch-using-cics-as-a-launching-pad-for-research-and-innovation-minister/

The Chronicle

Prosper Ndlovu in Binga

THE GOVERNMENT expects the continued establishment of Community Information Centers (CICs) across the country to serve as a springboard to stimulate innovation, research and development, which are essential pillars in building a modern economy. healthy.

In accordance with Vision 2030, the master plan of the National Development Strategy (NDS1: 2021-2025) recognizes information and communication technologies (ICT) as the key engine for the achievement of a digital economy, leading to economic and social transformation in Zimbabwe.

Deputy Minister Phuti cuts ribbon to mark official launch of Binga Village Information Center

This makes empowering all Zimbabweans with digital skills, enabling digitally empowered businesses and stimulating digital investments, especially in remote areas of the country, more paramount.

ICT, Posts and Courier Minister Dr Jenfan Muswere told Binga on Friday in remarks on the occasion of the official commissioning of the Binga Village Information Center.

“The government has taken the necessary steps to facilitate research and development, creating CICs as a means of motivating the development of local solutions to the socio-economic challenges we face as a country,” said Dr Muswere in a speech read on his behalf by his deputy, Cde Dingumuzi Phuthi.

As Zimbabwe strives to transform its economy into an upper middle income status by 2030, the minister said ICT must take center stage.

Already, the World Bank has commended Zimbabwe for making progress in adopting ICTs and creating an enabling environment for a thriving digital economy, especially in the financial services sector.

This strengthens the achievement of the Global Sustainable Development Goals (SDGs), which are anchored on promoting inclusive economic participation and poverty reduction.

“Advanced technological and digital skills are therefore essential for the development of a culture of innovation, a sine qua non for success in the digital economy.

Matebeleland North Province Minister of State Cde Richard Moyo (left) and Deputy Minister of ICT, Postal and Courier Services Dingumuzi Phuthi help each other unveil a plaque at the new information center from the village of Binga.

“It is therefore a question of promoting innovation clusters, bringing together universities, laboratories, start-ups and large companies.

A strong research and development dynamic is essential to transform the productive sector of the country, as advocated by Education 5.0, which has integrated the development of innovation poles in the main state universities.

The innovation dynamic also nurtures young innovators, including those outside the education ecosystem, by providing seed money for projects that are still in the ideation stage, in the form of grants. .

“I also call on young innovators in the Binga community to participate in the innovation campaign programs and use the facilities offered to further develop their ideas into bankable projects,” said Dr Muswere.

Matabeleland North Provincial Affairs and Devolution Minister Richard Moyo, who also attended the event, applauded Potraz for extending ICT network connectivity to unserved areas in his province.

Unveiled plaque

He urged local businesses, including actors in the tourism sector, which is a key economic activity, to adopt ICTs to market their products and access various online government services.

Zimbabwe Postal and Telecommunications Regulatory Authority (Potraz) Director General Dr Gift Machegete said CICs are essential in transforming people’s lives through e-learning, e-commerce, online medicine and various other benefits of the Internet of Things.

The event ended with the donation of 55 laptops to local schools in the province of Mat’North.

Permanent Secretary of ICT, Dr Sam Kundishora, senior officials and traditional leaders attended the launch event.


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Building blocks of innovation | Manila weather https://www.innovation-engineering.co.uk/building-blocks-of-innovation-manila-weather/ https://www.innovation-engineering.co.uk/building-blocks-of-innovation-manila-weather/#respond Thu, 10 Jun 2021 16:45:34 +0000 https://www.innovation-engineering.co.uk/building-blocks-of-innovation-manila-weather/

We are witnessing an acceleration of innovation across the world, driven by an urgent need to adapt to the current environment. Dominated by innovations in pharmaceutical and healthcare, other innovations in logistics, retail and hospitality, and financial services are gaining ground. New business models, product platforms and new ways of engaging customers are key areas in which companies are innovating these days.

The need to create an innovative culture in organizations has never been more pressing than today, as the culture of an organization can make or break digital transformation efforts. Managing Directors (CEOs) have recognized the need to transform corporate cultures into cultures driven by innovation.

Even before the pandemic, forward-looking business leaders already recognized the need to transform the cultures of their organizations with the advent of the Fourth Industrial Revolution and rapidly changing consumer preferences. This is why in our consulting work, we support companies in their digital and cultural transformation strategies.

One diagnostic tool we use is the Six Building Blocks of Innovation. This framework, proposed by Jay Rao and Joseph Weintraub almost ten years ago, postulates that innovative culture rests on a foundation of six building blocks: resources, process, values, behavior, climate and success.

These building blocks are dynamically linked. “For example, company values ​​have an impact on people’s behaviors, on the workplace climate and on how success is defined and measured,” said Rao and Weintraub.

Values. Values ​​determine priorities and decisions, which are reflected in how a business spends its time and money. Truly innovative companies spend generously to be entrepreneurial, promote creativity and encourage lifelong learning. A company’s values ​​are less what executives say or write in annual reports than what they do and invest. Values ​​are manifested in the way people behave and spend, more than in the way they speak.

Behaviours. Behaviors describe how people act in favor of innovation. For leaders, these acts include a desire to remove existing products with new and better ones to energize employees with a vivid description of the future and to reduce bureaucracy. For employees, actions to promote innovation include relentlessly overcoming technical hurdles, “grabbing” resources when budgets are tight, and listening to customers.

Weather. The climate is at the heart of working life. An innovative climate cultivates commitment and enthusiasm, inspires people to take risks in a safe environment, fosters learning and encourages independent thinking.

Resources. Resources are made up of three main factors: people, systems and projects. Of these, people – especially “innovation champions” – are the most critical because they have a powerful impact on the values ​​and climate of the organization.

Process. Processes are the path that innovations follow as they develop. These can include the familiar “innovation funnel” used to capture and sift ideas or stage gate systems to review and prioritize projects and prototyping.

Success. The success of an innovation can be measured at three levels: external, corporate and personal. In particular, external recognition shows how innovative a company is viewed by its customers and competitors, and whether an innovation has paid off. More generally, success reinforces the values, behaviors and processes of the company, which in turn guide many subsequent actions and decisions: who will be rewarded, which people will be hired and which projects will get the green light.

When we diagnose how innovative an organization’s culture is, we conduct a 54-question organization-wide survey that rates employee perceptions on a scale of 1 to 5 in these six building blocks of innovation. The resulting average score is what we call the organization’s innovation quotient, with 5 being the highest.

So far, we have assessed the culture of several companies in the manufacturing, energy, technology and financial services industries in the Philippines. Highly innovative companies scored higher than 4 – advanced in their transformation – while those in the early and middle stages hover between 3 and 3.9.

What’s interesting is that in all of the organizations we assessed, the tangible, tool-focused building blocks – resources, process, and success – scored lower than the people-focused determinants of the innovative culture. – values, behavior and climate. The latter generally obtain higher scores in companies in the Western world. Does this mean that employees of Philippine companies have the right mindset and behaviors towards innovation, but CEOs and boards underinvest in tools, technologies and methods? Most likely.

That is why, in our consultancy work, we help organizations transform their building blocks from resource-process-success through planning, process audits and innovation programs. Most importantly, we align them with transforming employee mindsets, behaviors and skills – the soft side of innovation – to ensure sustainable and institutionalized culture change.

The author is the founder and CEO of Hungry Workhorse Consulting, a digital and cultural transformation consulting firm. He is Chairman of the Information and Communications Technology Committee of the Financial Executives Institute of the Philippines (Finex). He is a fellow of the US-based Institute for Digital Transformation and teaches strategic management in the MBA program at De La Salle University. The author can be emailed to [email protected]

The views, information or opinions expressed by the author do not necessarily reflect or represent those of Finex and its board of directors.


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2 Texas medical centers team up for game-changing COVID vaccine https://www.innovation-engineering.co.uk/2-texas-medical-centers-team-up-for-game-changing-covid-vaccine/ https://www.innovation-engineering.co.uk/2-texas-medical-centers-team-up-for-game-changing-covid-vaccine/#respond Wed, 09 Jun 2021 21:48:18 +0000 https://www.innovation-engineering.co.uk/2-texas-medical-centers-team-up-for-game-changing-covid-vaccine/

Two health care centers in Texas – Baylor College of Medicine and Texas Children’s Hospital – are one more step towards the deployment of what they call the “people’s vaccine” for COVID-19.

The two Houston-based institutions, along with Indian vaccine and pharmaceutical company Biological E Ltd., have obtained approval to move forward this month with Phase III clinical trials in India of a COVID-19 vaccine candidate called Corbevax. The Texas Children’s Hospital Center for Vaccine Development developed the vaccine protein antigen, which was licensed by the BCM Ventures marketing arm of Baylor College of Medicine.

Unlike COVID-19 vaccines in the United States, Corbevax contains the so-called “spike protein” from the surface of the novel coronavirus. Once this protein is injected via a vaccine, the body is supposed to begin to develop immunity to the protein and thus prevent serious illness.

Experts envision Corbevax as a readily available weapon in the global fight against the COVID-19 pandemic, thanks to the straightforward vaccine platform (like the one used to prevent hepatitis B) and the ability to store the vaccine in normal refrigerated environments. The targets of this vaccine are children and mothers.

“Amid the public health crisis in India, we hope that our Texas Children’s and Baylor COVID-19 vaccine can be released for emergency clearance in India and all countries in need of essential COVID-19 vaccines,” Dr Peter Hotez, co-director of the Texas Children’s Hospital Center for Vaccine Development, said in a June 9 press release.

India has reported more than 29 million cases of COVID-19, causing 354,000 deaths. The country’s COVID-19 outbreak peaked in May.

Read on on our sister site, InnovationMap.


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Capgemini press release // Capgemini launches “Sustainable https://www.innovation-engineering.co.uk/capgemini-press-release-capgemini-launches-sustainable/ https://www.innovation-engineering.co.uk/capgemini-press-release-capgemini-launches-sustainable/#respond Wed, 09 Jun 2021 06:30:00 +0000 https://www.innovation-engineering.co.uk/capgemini-press-release-capgemini-launches-sustainable/

Press contact:
Sam connatty
Phone. : +44 (0) 370 904 3601
E-mail: sam.connatty@capgemini.com

Capgemini launches Sustainable computing to reduce the carbon footprint of IT: Ffirst offeris lying of Capgemini end-to-end sustainability framework

Sustainable computing helps clients achieve their sustainability goals by reducing the environmental impact of their business IT and createis lying an organization-wide culture about zero net goals.

Paris, June 9, 2021 – Capgemini unveils a new sustainable IT offeris lying, designed to help customers reduce their IT carbon footprint. greinject emissions generated by corporate IT1 could be compared to the third largest country, in terms of energy consumption, and are is expected to grow significantly with digital acceleration. Ssustainable computing is a building block of Capgeminis global sustainability offeringis lying frame. The group is in a unique position to support clients in their sustainable development journey through his technical expertise, tailor-made approach, and a strong ecosystem of partners.

IT generates 4% of global CO2 emissions and consumption is expected to triple from 2010 to 20252. Organizations in all sectors must both reduce their carbon footprint and become catalysts for positive climate action. A recent report from the Capgemini Research Institute suggests that 61% of organizations that have developed a comprehensive roadmap to accelerate sustainable computing3 implementation resulted in improved ESG scores, 56% saw improved customer satisfaction, and 44% saw tax savings through sustainable IT practices. Additionally, companies that have already scaled sustainable IT use cases have seen an average of 12% cost savings.4.

New offeris lying goes beyond IT consumption
Capgemini’s new offering goes beyond the structural transformation of IT in terms of consumption habits and ways of working, to enable clients to create a sustainable IT culture at the scale of the company. organization. Capgemini works with its clients to provide qualitative and diagnostic tools that establish basic business approaches for a sustainable practice. Across all business functions, Capgemini takes a holistic approach to identify a company’s emissions hot spots and reduce their environmental impact.

Sustainability is a key pillar of our strategic ambition and we are committed at helpis lying our clients reache their net zero Goals. Sustainable IT is the first block of Capgeminiis new durability to offeris lying frame, Which one is the the backbone of a climate positive future. Oorganizations need to reassess their sustainability approaches to unleash the potential of smart technologies and move of a mstrategy and-zero to green product and service experiences, comments Aiman ​​Ezzat, CEO of Capgemini.

The offer has already been applied to several key customers in the banking, insurance, utilities, industry, utilities and energy sectors.

Capgemini’s strong network includes partners such as Enterprise Resource Planning (ERP) and Application Providers, Computer Hardware Manufacturers (OEMs) and Infrastructure / Cloud Providers which provide further end-to-end opportunities for accelerate the sustainable customer journey with this new offer.

It is based on a holistic four-pillar framework focused on:

Sustainable IT strategy: Define a shared vision that includes a qualitative and quantitative analysis of an organization’s IT environmental impact. Quantitative analysis includes the “Life Cycle Analysis” methodology which covers the impact of devices, infrastructure, applications and data. This allows organizations to assess their sustainability IT maturity score, allowing them to develop the right roadmap to meet their sustainability goals.

Sustainable IT transformation: Leverage 50 existing levers identified to reduce carbon emissions generated by enterprise IT through hardware, infrastructure, data and software. This pillar of the transformation includes levers such as server optimization, migration to the cloud, eco-design of applications, data rationalization or even the sustainable IT module for the economic management of the application portfolio ( eAPM) owner of Capgemini to not only reduce the carbon footprint but also reduce operating costs.

Sustainable IT employees: Evolve IT consumption habits and employee work methods to embrace a sustainable IT culture through a set of engagement tools and training programs, which can be easily deployed to accelerate awareness and awareness. workforce mobilization.

IT for a sustainable business: Leverage new technologies such as the Internet of Things (IoT), augmented reality (AR), virtual reality (VR) and analytics to address an organization’s environmental challenges that enable capture, assessment and effective data analysis, monitoring and control, supports decision making. It is enriched and facilitated by the Capgemini Applied Innovation Grant5 global network.

About Capgemini
Capgemini is a global leader in partnering with businesses to transform and manage their businesses by harnessing the power of technology. The Group is guided on a daily basis by its objective of freeing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization with 270,000 team members in nearly 50 countries. With its strong 50-year heritage and deep industry expertise, Capgemini has the confidence of its clients to meet all of their business needs, from strategy and design to operations, fueled by the changing world. fast and innovative cloud, data, AI and connectivity. , software, digital engineering and platforms. The Group achieved worldwide sales of 16 billion euros in 2020.
Get the Future You Want | www.capgemini.com


1 Business computing generates around 11 MtCO2e of greenhouse emissions (2) and 53.6 million tonnes of electronic waste (2) worldwide per year.

2 “LEAN ICT” — TOWARDS DIGITAL SOBRIETE – The Shift Project.

3 Sustainable computing is an umbrella term that describes an environment-centric approach to the design, use, and disposal of computer hardware and software applications, as well as the design of associated business processes. The term also extends to activities such as responsible mining of rare metals used to develop computer hardware, water conservation and the application of circular economy principles throughout the life cycle of the plant. technology. Capgemini’s research covers four key areas of enterprise computing, including user hardware and devices, communication networks and systems, applications and data, and cloud computing.

4 Sustainable IT report published by Capgemini Research Institute in May 2021.

5 Capgemini’s Applied Innovation Exchange (AIE) brings together a framework for action, a global network of exchanges and a rich and diverse ecosystem to deliver a high-performance innovation engagement experience through a portfolio of more than 20 services separate covering the whole of the applied innovation process.

  • 2021_06_09_ Press release Capgemini_Sustainable IT offer


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Teleperformance recognized by Frost & Sullivan as the North American leader in innovation in competitive strategy BPO 2021 https://www.innovation-engineering.co.uk/teleperformance-recognized-by-frost-sullivan-as-the-north-american-leader-in-innovation-in-competitive-strategy-bpo-2021/ https://www.innovation-engineering.co.uk/teleperformance-recognized-by-frost-sullivan-as-the-north-american-leader-in-innovation-in-competitive-strategy-bpo-2021/#respond Tue, 08 Jun 2021 17:53:00 +0000 https://www.innovation-engineering.co.uk/teleperformance-recognized-by-frost-sullivan-as-the-north-american-leader-in-innovation-in-competitive-strategy-bpo-2021/

Based on its recent analysis of the North American contact center market, Frost & Sullivan recognized Teleperformance with the 2021 Competitive Strategy Innovation Leadership Award in North America in BPO Outsourcing.

“This award recognizes Teleperformance’s more than 40 years of experience and leadership in the BPO market. Teleperformance Group has grown to more than 380,000 employees in 83 countries, serving more than 170 markets and managing client programs in more than 265 languages, ”said the senior analyst. Michel DeSalles. “Teleperformance’s rapid deployment of an improved and expanded Work-at-Home Agent (WAHA) workforce, from 10,000 to over 160,000 employees in less than 4 months, has been particularly noteworthy over the course of the pandemic period of 2020. “

“Teleperformance’s focus is on service, innovation, technology, tools, C-Sat / NPS, employee satisfaction (eSat), culture change and revenue growth opportunities,” said noted DeSalles. “Teleperformance has made great strides in implementing its mantra” Every Interaction Counts “. The company has distinguished itself as an innovator in customer service delivery, global contact center practices and exceptional financial performance. ”

Teleperformance takes a rigorous and holistic approach to compliance, security and privacy. The company has a strong framework in place to proactively identify and mitigate data breaches and tackle agent fraud. The framework consists of the following elements:

  • Consistent and regular employee education and awareness
  • State-of-the-art privacy and security technology processes
  • A global team of highly trained security professionals
  • Proprietary privacy and security management methodologies
  • Strict global policies

Teleperformance’s unique Cloud Campus

WAHA solutions continue to be in high demand in 2021. Teleperformance Cloud Campus is a clear differentiator in the market, which Frost & Sullivan believes may be the most efficient and effective model for hiring, training and management remote teams while ensuring an exceptional and consistent customer experience.

The Frost & Sullivan Best Practices Awards recognize companies in various regional and global markets for demonstrating outstanding achievement and superior performance in areas such as leadership, technological innovation, customer service and strategic product development. Industry analysts compare market players and measure performance through in-depth interviews, analysis and secondary research to identify best practices in the industry.

About Téléperformance

For more than 40 years, Teleperformance, the global leader in customer experience management, has connected its customers with the most successful companies in the world.

Teleperformance’s digital integrated business services combine human touch and high technology to deliver an extraordinary customer experience. As technology creates new and agile ways of working, the company’s interaction experts remain committed to creating unique connections through empathy, adaptive communication skills and, most importantly, a passion for achievement. .

Visit www.teleperformance.com for more information

About Frost & Sullivan

Frost & Sullivan, the growth partnership company, works with clients to leverage visionary innovation that addresses global challenges and associated growth opportunities that will make or destroy today’s market players. For more than 50 years, Frost & Sullivan has been developing growth strategies for the World 1000, emerging businesses, the public sector and the investment community.

Contact us: start the discussion.

Contact:

Kristen moore
Phone. : 1-210-247-2843
E: [email protected]

SOURCE Frost & Sullivan

Related links

www.frost.com


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2 more Portland workers paid to resign over damning civic life report https://www.innovation-engineering.co.uk/2-more-portland-workers-paid-to-resign-over-damning-civic-life-report/ https://www.innovation-engineering.co.uk/2-more-portland-workers-paid-to-resign-over-damning-civic-life-report/#respond Mon, 07 Jun 2021 23:29:47 +0000 https://www.innovation-engineering.co.uk/2-more-portland-workers-paid-to-resign-over-damning-civic-life-report/

Two other employees of Portland’s struggling Community and Civic Life Office received a year’s salary in exchange for resigning after a damning independent report on the office culture called them problematic employees.

Meg Juarez, a supervisor of the city’s crime prevention program, will receive $ 93,496 in return for her resignation and agreeing not to sue the city, according to a targeted separation agreement released by the city as part of a request for public documents on Monday. Dianne Riley, a supervisor at the East Portland Community Office, will receive $ 101,897 in return for her resignation.

This brings the total amount the city has paid in payments to civic life office workers over the past few months to over $ 373,000. The city agreed to pay just over $ 178,000 to former office manager Suk Rhee, who was also singled out in the report, to step down in May. The city also paid $ 127,000 for the report itself.

This report, carried out by strategic design consultancy ASCETA, criticized the conduct of five employees, alleging that they played a significant role in the dysfunction of the office.

According to the report, a number of staff complained about Juarez, saying they felt they were being treated like children and suffered retaliation for speaking out. Two-thirds of nine crime prevention staff said they felt they couldn’t move forward with Juarez as supervisor.

Similar complaints have been filed against Riley. Three employees reportedly said they felt unable to stay at their posts due to Riley’s behavior and objected to Riley’s “repeated use of ‘motherfucker’ when referring to employees.”

The city was forced to turn in the independent report on May 18 after Multnomah County District Attorney Mike Schmidt ruled the city could not hide the report from the public on the grounds of solicitor-client privilege. Juarez signed the deal two days later. Riley signed three days later.

Separation agreements like these help the city avoid lawsuits down the road. According to the agreement, no employee can sue for any reason whatsoever related to their employment.

Neither Riley nor Juarez responded to a request for comment.

Their departure leaves only two of the five employees named in the report working in the office. Paul Van Orden, a noise control officer, and Jacob Brostoff, a member of the city’s crime prevention program and AFSCME local vice-president, were also named in the report as employees contributing to a hostile working environment. Office of Management and Finance spokesperson Mark Alejos said they had not signed severance agreements for any of the employees.

A union representative from PROTEC17, which represents public employees in the Pacific Northwest, wrote in an email that Van Orden would not seek severance pay and that the allegations against him in the report stemmed from his failure to seek severance pay. had shed light on the misconduct of others.

“His actions as a whistleblower, conscientiously reporting inappropriate behavior, should not result in disciplinary action,” wrote union representative Rachel Whiteside. “The comments in the report appear to be retaliation for taking action to uphold the city’s code of ethics.”

Alejos said the city has signed 12 of these targeted departure agreements with city directors and supervisors in the past five years. This does not include payments made to office managers.

Commissioner Jo Ann Hardesty, who began overseeing the office in January, has pledged to chart a new course for the ailing department. Hardesty recently appointed Michael Montoya, who served as the office’s director of strategy, innovation and performance, as interim director following Rhee’s departure.

Montoya said at the time that he accepted the job with “dark enthusiasm” and promised that the staff in the office “would demonstrate the human capacity to heal and to grow”.

Commissioner Jo Ann Hardesty and a spokesperson for the Office of Community and Civic Life declined to comment on the agreements, citing staff issues.


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Washington and Lee will keep their names in the face of opposition https://www.innovation-engineering.co.uk/washington-and-lee-will-keep-their-names-in-the-face-of-opposition/ https://www.innovation-engineering.co.uk/washington-and-lee-will-keep-their-names-in-the-face-of-opposition/#respond Mon, 07 Jun 2021 07:00:49 +0000 https://www.innovation-engineering.co.uk/washington-and-lee-will-keep-their-names-in-the-face-of-opposition/

After much conversation, reaction and debate, the University of Washington Board of Trustees and Lee voted not to change the name of the institution. The last part of the name pays homage to Robert E. Lee, Commander of the Confederate States Army and former president of the institution. The council voted 22 to 6.

The name had been the subject of serious conversations in Washington and Lee in recent years, and the plea for a change intensified after the murder of George Floyd. In the wake of the nationwide protests, many colleges and universities reassessed their institutions and changed symbols and traditions.

The board addressed the issue last July and said it would review and vote on the decision this month.

While the name will remain, other changes will be made, the board said. The university is looking to raise $ 160 million for unnecessary admissions. The Lee Chapel, where the former president is buried, will be renamed University Chapel and modified to separate the auditorium from the crypt and a memorial sculpture of Lee. University degrees will be changed to remove images of Lee and George Washington, the university’s other namesake. The institution will also be ending Founders Day, a celebration celebrated on Lee’s birthday. It will establish a university center for the study of race relations in the South.

“Association with our namesakes can be painful for those who continue to experience racism, especially African Americans, and is seen by some as a hindrance to our efforts to attract and support a diverse community,” wrote the board of directors in its announcement. “For others, our name is a fitting recognition of the specific and meaningful contributions that each man has made directly to our institution.”

The board said it repudiates racism and regrets the university’s past reverence for Confederation and its role in perpetuating the mythology of the lost cause. In 2014, the university withdrew the Confederate flags displayed in the chapel. In 2016, it stopped allowing groups of outside Confederate veterans to hold events in space. In 2018, an academic panel called for a number of other changes in the symbols and traditions of the university, but declined to approve a name change.

“The name ‘Washington and Lee’ does not define us. We define it, ”President William Dudley wrote in a message to campus. “Although the name has not changed for over 150 years, the institution has been completely transformed during this period through integration, diversity and sustained innovation.”

The decision was widely criticized by those who had advocated for the removal of the Lee name. Faculty overwhelmingly voted for change, and students organized two protests this year around the campus name and climate.

“Imagine a board of directors more afraid of being called aroused than racist,” Carliss Chatman, a university law professor, wrote on Twitter.

Washington and Lee student Tara Kakkaramadam said it was disrespectful of the board to decide that the pain of black students is unfounded or not important enough to go against of tradition.

“What the board decided in June is mostly a token conversation. There are so many other layers of systemic inequalities that need to be broken down on this campus, and this was the most superficial level of change to debate, ”Kakkaramadam said. by email. “And they didn’t even meet us about it – they settled for a fraction. Words can’t even express how minorities, especially black students and professors, have failed here.”

Nora Demleitner, a law professor at the university and former dean of the law school, said the decision was a slap in the face for many, especially after the 2020 racial justice movements.

“It’s just sad to let down your students and your faculty in this way, and I think that says a lot about attitudes towards these two groups,” she said.

Regarding other commitments the university has made, Demleitner said the university has long been invited to make them and they could have come sooner.

“There was a lot of perks and a lot of probably good PR that could have come for the school, which would have attracted a different donor base, which would have attracted a different kind of student, who might have attracted a different kind of teachers, ”she said. “This is a lost opportunity for the institution.

Otice Carder, a student who was involved in organizing one of the name change protests and has since transferred from the institution, said efforts to increase diversity in Washington and Lee will have some benefit. hard to succeed without change.

“Having something at the forefront of the university that turns off a lot of more diverse students is going to create a university community that just isn’t as diverse, and those students will continue to be under-represented,” he said. he declared.

“When W&L is not performing well and is not attracting the students its peers can, the board will find that money can’t fix everything,” he added via email.

In addition to students and faculty, alumni and parents were also heavily involved in the name change debate. Alumni group Generals Redoubt advocated retaining the name, with many members believing Lee should be remembered for his leadership at the university and positive personal qualities. The group is engaged in letter writing campaigns and other efforts.

Generals Redoubt applauded the board’s decision, saying it’s important to consider namesakes in their historical context.

“Any attempt to erase history in the name of ‘political correctness’ is simply wrong. The aim of the university should be to educate students to learn and to critically question past and present problems through a free exchange of ideas without fear or intimidation, “Thomas Rideout, president of the organization, wrote in a statement.

Generals Redoubt opposed many other changes the board had committed to, including changes to degrees, chapel and Founders Day, and the organization criticized the board’s claims administration concerning the university’s past reverence for Confederation.

“All of the proposed changes to campus symbols, buildings and practices are, in our opinion, further manifestations of the ‘erase history’ and ‘cancel culture’ movements that have proliferated in Washington and Lee and in the culture. at large lately. years, “Rideout wrote.

Earlier this year, more than 200 college parents approved a letter to the board of directors opposing a name change. They did not disclose their names and asked the council to keep them confidential.

“To remove Lee’s name is to deny the uniquely American value of redemption. It is well known that Lee was instrumental in reviving the school after the Civil War. Many of the school’s most honored traditions were initiated by President Lee. His previous actions, while historically relevant, are not the reason the school was renamed in his honor, ”they wrote. “Changing your name is a threat to current financial support and to untold future contributions. Show the world that alumni contributions, if accepted by the university, will always be honored. “

The institution, they wrote, should not try to clean up its history.

Some former students, including those from the group Not Unmindful, have advocated for change. Taylor Woods, who graduated in 2008, said he was disappointed.

“[The board] wants to ring the right rhetorical notes, ”he said. “Just say you voted against, leave it there. Don’t say you’re making it a more inclusive place, because actions speak louder than words.


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The Rockford Area Arts Council is the region’s collective voice for artists and organizations https://www.innovation-engineering.co.uk/the-rockford-area-arts-council-is-the-regions-collective-voice-for-artists-and-organizations/ https://www.innovation-engineering.co.uk/the-rockford-area-arts-council-is-the-regions-collective-voice-for-artists-and-organizations/#respond Sun, 06 Jun 2021 11:39:17 +0000 https://www.innovation-engineering.co.uk/the-rockford-area-arts-council-is-the-regions-collective-voice-for-artists-and-organizations/

The mission and purpose of the Rockford Area Arts Council is to support, promote and develop access to the arts for all. The council is the collective voice of individual artists and regional arts organizations.

We believe in the transformative power of the arts and its ability to set the tone for a region’s creative and cultural infrastructure.

The council’s service area includes the counties of Winnebago, Boone, Ogle and DeKalb – with Rockford as its urban center.

The board is a membership organization; our budget is built using funds from the Illinois Arts Council, the City of Rockford, the County of Winnebago, local foundations and organizations, and individual memberships.

In a typical year, our budget is between $ 275,000 and $ 350,000. Most of the funds we receive are filtered by our agency and redistributed to our partner organizations.


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Sharjah serves as a model for environmental leadership and innovation https://www.innovation-engineering.co.uk/sharjah-serves-as-a-model-for-environmental-leadership-and-innovation/ https://www.innovation-engineering.co.uk/sharjah-serves-as-a-model-for-environmental-leadership-and-innovation/#respond Sat, 05 Jun 2021 17:24:31 +0000 https://www.innovation-engineering.co.uk/sharjah-serves-as-a-model-for-environmental-leadership-and-innovation/

Sharjah is home to up to 15 nature reserves, including two marine reserves and 13 land reserves.

Guided by the vision and direction of His Highness Dr Sheikh Sultan Bin Mohammed Al Qasimi, member of the Supreme Council and Sovereign of Sharjah, the emirate has taken relentless and extraordinary steps to solidify its global reputation in the field of conservation of the environment and the preservation of biological resources. the diversity.

The emirate has become a model of environmental innovation and sustainability and has several achievements to its credit, thanks to the constant attention and personal involvement of the ruler of Sharjah.

On June 5 of each year, the United Nations celebrates World Environment Day, to spread the culture of environmental conservation among all the inhabitants of the planet and make them aware of their responsibility to control bad ecological practices.
Sultan-2-750Under the guidance of Sheikh Sultan, Sharjah has played a central role in preserving its biological diversity by paying the utmost attention to the environment. WAM

Under the directives and guidelines of the ruler of Sharjah, the emirate has made qualitative leaps in the field of the environment, through the creation of nature reserves, the launch of various environmental projects and initiatives, and the support of studies which suggest ways to preserve environmental diversity and find radical solutions to protect animal and plant cover.

Represented by the Environment and Protected Areas Authority (EPAA), Sharjah has developed an infrastructure partnership at the national and regional levels. This is illustrated by a set of joint scientific and field plans and studies that have been adopted to conserve endangered species and exchange information on empirical methods of establishing nature reserves and rehabilitating, developing and preserving ecosystems.

Hana Al Suwaidi, President of the Environment and Protected Areas Authority, said: “Under the guidance of His Highness Dr Sheikh Sultan Bin Mohammed Al Qasimi, member of the Supreme Council and Sovereign of Sharjah, the emirate has played a central role in preserving the environmental cover. and by preserving its biological diversity by paying the greatest attention to the environment and by creating nature reserves and by benefiting from the experience of the best experts and researchers in this field. “

She added: “Sharjah has recorded many achievements in the field of biodiversity protection and has initiated many studies and research projects to preserve its ecosystems. The ruler of Sharjah was keen to protect and preserve the environment, the biodiversity and fauna of the emirate and verify its erosion. “
Sharjah3Environmental-750x450The emirate has also successfully assisted the reproduction of many endangered organisms.

The EPAA President stressed: “The celebration of World Environment Day, which falls on June 5 each year, promotes global awareness of the need to preserve the environment by checking out wrong green practices. and harmful such as the use of toxic chemicals and the disposal of unhealthy waste. . “

The head of the EPAA stressed that in recent years, the emirate has taken a lot of measures for the protection of the environment and the preservation of its biological diversity. Many projects have been launched and many research studies have been carried out in recent years.

In recent years, Sharjah has been successful in the Arabian kingfisher’s first breeding experience and exploring the first olive ridley sea turtle nesting in the Kalba mangrove reserve, which is the first nesting in this area. species in the United Arab Emirates. The emirate has also initiated the study of nesting hawksbill turtles on Sir Bu Na’ir Island. The emirate has also completed work on the Coral Reef Cultivation Project on Sir Bu Nair Island and the Hamriyah Coast.

Sharjah was also keen to protect and raise the traditional fauna of the Arabian Peninsula region, including the Arabian leopard, Arabian oryx, Reem’s gazelle, Arabian tahr, Egyptian eagle and other endangered animals. Sharjah is home to up to 15 nature reserves, including two marine reserves and 13 land reserves.

The emirate has also successfully assisted the reproduction of many endangered organisms. Dr Sheikh Sultan inaugurated the Khor Kalba Mangrove Center earlier this year. Al Buhais Geological Park and Al Dhaid Wildlife Center were opened in 2020.
Sharjah2-environmental-750x450Sharjah has also been keen to protect and nurture the traditional fauna of the Arabian Peninsula region. WAM

Al Suwaidi pointed out that EPAA has launched several community-based environmental awareness programs, including the Al-Muntather Reserve Reforestation Campaign, which takes place every year to increase the coverage of green spaces and highlight the importance of native plants and ensuring the sustainability of wildlife areas. EPAA has also carried out awareness campaigns on the mountain environment and the need to preserve it.

The authority also organizes clean-up campaigns in various areas of the emirate such as beaches, desert and mountainous areas, in addition to organizing various educational workshops and conferences for students and visitors, and educational programs such as “Together for a beautiful summer” and the “Park of the source of the desert”.

EPAA participates in various exhibitions and events held in the United Arab Emirates to raise awareness, in addition to participating in global environmental celebrations such as Earth Hour and World Animal Day and other events that address environmental issues most important to educate the community. EPAA also hosts the Sharjah Sustainability Prize, which is an annual environmental award given to creative people and students of schools and universities for their contribution to distinguished projects providing sustainable environmental solutions to environmental challenges.

Under the leadership of Dr Sheikh Sultan, Sharjah strives to offer guidance and leadership in environmental protection work and build a system of effective partnerships, to achieve sustainable development and to increase efforts to protect the environment, wildlife and biological diversity in their natural environment and habitat.

WAM


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