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PowerPoint Template Stakeholder Engagement in Startup Ecosystems ITU Regional Innovation Forum: Bridging the Digital Innovation Divide Fostering Digital Entrepreneurship and Startup Ecosystems David Shelters Oslo, Norway November 21, 2018 YOUR LOGO Page  2 Presentation Outline Personal Background & Research in the field Dictums of Startup Ecosystem Stakeholder Engagement Startup Players & Optimal Roles Stakeholder Collaborative Factors Avenues of Stakeholder Engagement 1 2 3 4 5 Concluding Remarks: Stakeholder Engagement6 YOUR LOGO Page  3 Entrepreneurial Experience Founder/Advisor/Corporate Lecturer/Speaker/Writer • Co-Founder, Board Adviser & Mentor to numerous tech startups in Amercia and SEA • Leading Community- Builder in Thailand • Advised several Incubators, Accelerators & CVCs • CSE Consultant • Corporate Banker, SunTrust Bank • Strategic Advisor, MBMG Group • Frequent Key Note Speaker, Moderator, Panelist & Pitch Judge at Tech events • Guest Lecturer at several of the leading Universities in Thailand • Finance for Geeks Workshop Series • Founder/Editor of 2 startup blogs • Authored 3 Startup books & numerous Funding Reports 20+ Years of Entrepreneurial Experience in America & SEA Organizations Served • Advisor/Speaker, ITU • National Expert & Global Jurist, World Summit Awards • Member of SME & ICT Committees, JFCCT • Advisor/Researcher for numerous orgs including World Bank, Seedstars World, Startup Grind, Global Startup Genome Project & Global Entrepreneurship Network YOUR LOGO Page  4 Norway Connections First Seed Forum in Thailand (Jan 21, 2014) Organized by Steinar Korsmo of Seed Forum Attended by Her Excellency Ambassador Katja CHR Nordgaard Collaborate with Thai-Norwegian Chamber Members on Joint Foreign Chambers of Commerce Thailand (JFCCT) Committee Meetings and Events Vibeke Lyssand Leirvag, Vice Chair of JFCCT 1 2 3 Wizard of App campaign launched February 2013 Dtac Accelerate Program established March 2014 Norway Active in Thailand Startup Ecosystem YOUR LOGO Page  5 Co-Founder & CFO of Ovalz  Ovalz is an Information Supply Chain Management and Exchange Platform for smaller shippers and carriers.  Products: BlocTrac (Mobile Asset Management) SmartTrac (Compliance Management) Member: BiTa Website: www.ovalz.io Target Market: Smaller Carriers with fleets of 20 or less that represent 97% of the industry and the shippers that work with them New smart technologies such as Distributed Ledgers, Smart Contracts, AI and the Internet of Things are now available to revolutionize supply chains for large companies with sufficient resources. (...) Availability of Vital Resources to Startups  The focus of Ecosystem Building for all Stakeholders is to ensure that all three vital resources for startups (Financial, Relational and Knowledge-Based) are available from diverse and competing sources YOUR LOGO Page  11 The Six Stakeholders in a Startup Ecosystem Entrepreneurs Investors Startup Organizations Universities Corporate community 1 2 3 4 5 Government6 Optimal Roles YOUR LOGO Page  12 Startup Players Entrepreneurs Investors Primary Role is to Develop Innovations  Assume the leadership role in building the local startup community  Have regional and global ambitions  Foster a “we are all in the same boat” spirit d’corps  Establish both online and offline forums for mutual support and develop a community consciousness  Establish an organized and unified voice for the community  Promote the startup community as a whole Primary Role of Investors is to select those Investment-Grade ventures worthy of the support of all Stakeholders  Provide sufficient investment capital for success  Make Strategic Introductions  Offer management expertise  Insist on good governance  Market-driven allocation of resources  Trailblaze paths to Exit Opportunities Optimal Roles YOUR LOGO Page  13 Startup Players Startup Organizations Universities The Primary Role of Startup Organizations is too provide “no strings attached” resources that they particularly possess that are vital to startups in an impartial manner  Provide access to global networks  Disseminate best startup practices  Organize Community-Building Events Primary Role is to produce a large local Innovative Talent Pool  Establish Advanced Technology R&D Facilites  Entrepreneurial Awareness Programs  University Incubator Programs  Monetize University Sponsored Research by partnering with local startups capable of commercializing it rather than licensing it out to an entity that often pigeon-holes the technology Optimal Roles YOUR LOGO Page  14 Startup Players Corporate Community Government Primary Role is to provide a sufficient runway for local startups to scale first domestically and then globally by allowing access to vast client base, IT infrastructure and distribution network  Startups are not your competitors they are a means to enhance your competitiveness  Devise a Corproate Startup Engagement (CSE) Strategy  Provide industry and management expertise  Ensure startup interests adequately represented in Buisness Chambers The Primary Role of Government is to get out of the way by creating a favorable regulatory and business environment for cash-starved entrepreneurs  Offer Incentives for startups in all funding stages and all supporting stakeholders (i.e. IV Proposal)  Public Funding not to compete with Private Funding  Avoid the use of vanity metrics  Quality over Quantity of Startups  Public Incubators with appropriate KPIs Optimal Roles YOUR LOGO Page  15 Stakeholder Collaborative Factors Decision-Making Processes Resources Alignment of Interests Risk Tolerance Empathy YOUR LOGO Page  16 Avenues of Engagement  Engagement with other Stakeholders and the startup ecosystem as a whole needs to be approached in the following manners: Strategic- Considering one’s strategic self-interests and Resources that can be contributed Opportunistic- Collaborative Opportunties often present themselves unexpectantly, assume many forms and on varied scales Pro-Active- Become a lead organizer, actively seek and actively participate in collaborative events and entities Entrepreneurs Startup Organizations Universities Investors Corporations Government Strategic, Opportunistic & Pro-Active YOUR LOGO Page  17 Concluding Remarks: Stakeholder Engagement The objective is for all stakeholders to leverage the innovations of local startups to enhance the global competitiveness of the entire economy Each of the Six Startup Ecosystem Players have Optimal Roles Mutual Empathy among Stakeholders is required for effective collaboration Be Strategic, Opportunisitic & Pro-Active regarding Stakeholder Engagement 1 2 3 4 5 The Focus is ensuring the availability of the three vital Resources required of Entrepreneurs- Financial, Relational and Knowledge- Based.
Language:English
Score: 1338391.9 - https://www.itu.int/en/ITU-D/R...0in%20Startup%20Ecosystems.pdf
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Thus efforts to reduce postharvest losses will ensure sustainable food sources and enable reduced food imports which will translate in enhanced food security and income. There are numerous agencies involved in the promotion of enhanced Agricultural production in Uganda. Among these the WFP, IFAD, and FAO partners are key and are largely involved in numerous efforts to address challenges along the grain value chain. In line with this there is need for better synergies among the different players to enable attainment of more impact at national level.
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Score: 1329314.55 - https://www.fao.org/fileadmin/...he_Director_Crop_Resources.pdf
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This section inquired certain public parks creates a disturbance as players conquer the opinions of the non-player, the general public, who have the facilities provided for the public. (...) Figure 3 shows the division of male and questionnaires were distributed to both AR games players female respondents. and non-players to attain their insights on the intervention of public spaces by locative AR games players. (...) The questionnaire was given to two target groups: the players and the non-players (the general public), who used public parks.
Language:English
Score: 1326565.3 - https://www.itu.int/en/publica.../files/basic-html/page175.html
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In close collaboration with the Hannover MusikZentrum, the city has launched the project ‘Local Players in Concert’, a live music streaming initiative for freelance professional musicians from Hannover. (...) In addition to these concerts, the website also offers a collection of various kinds of cultural initiatives from Hannover, thanks to ‘kre|H|tiv’, the local cultural and creative industries network. ‘Local Players in Concert’ aims to provide support to local musicians by ensuring a fair and equitable remuneration for their performances. With the expanded outlook of the initiative, the city also provides support to numerous live venues located in the city that were impacted due to the cancellation of cultural events.
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Score: 1302763.4 - https://en.unesco.org/creative...rs_response_to_covid-19_en.pdf
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UNICEF Available in: русский Қазақша English Dinara Saduakassova Dinara is a Kazakhstani chess player with the FIDE’s title of International Master (IM) and Women Grandmaster (WGM). In January 2020, she entered the top 10 chess players in the world ranking list of the International Chess Federation ( FIDE ) and became the Asian champion among women. In addition to her numerous achievements in sports, Dinara also has many merits in social activities.
Language:English
Score: 1271626.2 - https://www.unicef.org/kazakhs.../en/unicef-goodwill-ambassador
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This “conformance testing” involves specialized tools and expertise, which are not always available in every country.2 Equally complex is operational testing, which is normally the final step before a product or system is handed over for commercial use. Numerous players are involved in determining interoperability, with differing needs and agendas. Specific capabilities need to be identified in particular players, as well as potential areas for collaboration among the many interests — public and commercial — that are involved.
Language:English
Score: 1255450.5 - https://www.itu.int/en/wcit-12...nts/WCIT-background-brief4.pdf
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Then the IP-based Internet and its content-led value chain (see Figure 1) came along with its attractive devices, numerous online services, thousand of apps and unlimited content that wows subscribers – completely “over-running” the erstwhile telecoms 3-layer value chain. (...) There are clear calls from many stakeholder groups to “control” or regulate OTTs, yet the many proponents typically neither point to any market failure nor to any evidence of “The IP-based Internet and its content-led value chain came along with its attractive devices, numerous online services, thousands of apps and unlimited content that wows subscribers… Operators have suddenly found themselves delineated to the connectivity layer/segment of the Internet value chain whilst other players dominate other segments.” (...) It turns out that it is not that easy to implement as practically all foreign online services layer players (see Figure 1) are arguably caught by the new tax.
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Score: 1234409.8 - https://www.itu.int/dms_pub/it.../07/1a/D071A0000070001PDFE.pdf
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It is important to attract new content, application and service players with the technical expertise and marketing know-how who can compete with existing players, both wired and wireless. (...) It would also provide these operators with some degree of certainty over their operations for the remaining duration of their licences (ranging 17 to 20 years). 2.3.2 On the other hand, there may be new players with the necessary technical capability and market savvy to be key players in the 3G market and ensure optimal use of the technology and meet the sophisticated needs of users. (...) The idea here is to allow as many 3G operators into the market and let market forces eventually decide on the optimal number of players through industry consolidation. While there is benefit to letting the market decide, the drawbacks would be possible duplication of resources (6 islandwide 3G networks), market upheaval as operators merge and consolidate or close down and reluctance of operators to invest substantially in the infrastructure in view of the intense competition.
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Score: 1227742.2 - https://www.itu.int/osg/spu/ni/fmi/singapore_3G.doc
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They are establishing regulatory regimes that are designed to foster competition and to create a favorable climate for investment. As a result, numerous private players have entered the market and state organizations are being privatized. We believe that the ITU must address the needs of these market players. Their inclusion in the process and the efficient adoption of standards will promote innovation and high quality services.
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Score: 1198517 - https://www.itu.int/plenipoten...cystatements/texts/cyprus.html
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However, from an IP law perspective, numerous aspects of video games remain unclear. These can be a problem for video game developers, publishers, and even players in some cases. (...) An example can be found in The Witcher 2: Assassins of Kings , where players can find a dead, white-robed body next to a haystack. (...) User-generated content Socializing within video games does not end with communication between players or with attending online events. Like social media, many video games encourage players to create and share so-called user generated content (UGC).
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Score: 1195220.7 - https://www.wipo.int/wipo_maga...e/en/2021/02/article_0002.html
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