The stability in the venture capital investment cmr policies. In a country like ours where the stab

I spent a week in Silicon Valley doing a mission with several clusters managers Catalonia. We had the opportunity to learn Catalan cmr entrepreneurs and professionals who have worked or are working in companies like Cisco, Dropbox or Ideo, business meetings, conferences with teachers at Stanford and Berkeley, responsible for the overall administration and various agents innovative ecosystem that has become the benchmark in this area when it comes to start-ups, innovation, technology companies and an economy based on knowledge. Although there are many ideas that I created this short time, I summarize five lessons I'd share:
The failure cycle. The concept of error as part of the process to innovate and take absolutely present in many conversations. Under a clear desire to achieve success in business, there is an environment that is able to theorize about the significance of the error, be mistaken especially before risking to get the innovative business model or product star. Especially bright reflection of Professor John Danner innovation of UC Berkeley and the Haas School of Business on 7 R to keep in mind about the error: Respect, Recognise, Rehearse, Reaction, cmr Reflecting, and bounce Remember. While in another perspective Stanford professor Bill Barnett talked about the difficulty of promoting innovation and disruptive business models that successfully break with conventional wisdom: "In Many Organisations Fear of Being at the FOOL is Stronger Than the Hope of Being a Genious. " You can read this article in The Economist s opening cmr theme in your website: http://www.barnetttalks.com/
University leadership where research ends and starts the economy. Silicon Valley is the first of a cluster of universities first division, and can not understand why this area is today without the strength of its research centers and universities. Eilif Trondsen of the Stanford University explains the model transfer and consulting of the University. $ 4 billion generated in the last 10 years and $ 540M per year in R & D transfer 2,500 workers, 2,000 patents, 20 centers throughout the world. In addition, a methodology in the process of moving research company, converting knowledge into practical cmr applications that are highlighted famous European paradox, excellent cmr research, often unable cmr to generate what the market needs. It was also quite an experience to visit the Institute of Design at Stanford University, founded in 2004 by David Kelley on Design Thinking expert and founder of IDEO, a leading company when it comes to innovation. Classes filled panels that can be moved depending on the time and accumulate ideas where previous cmr sessions, posters hung on innovation sentences in each room ("The only way to do it is to do it") cmr material to participate in creative sessions everywhere ...
The Institute of Design at Stanford University with the other cluster managers Catalan and Joan Martin of action will be undertaken through an innovative environment and a culture that multiplies the capabilities of that attracts talent from around cmr the world. Peter Monclus, UPC engineer in a large company like Cisco Catalan Reus, from fifty key people in the company a year ago decided to create his own company Plumgrid aware that what they propose can not thrive within the company which has grown (an example barriers to disruptive innovation in a company that leads a sector where radical innovation can cannibalize their existing products success) and they take the road to start-up in raises $ 27M first round. The environment is likely in search of funding and demand sophisticated act. It is very interesting to tell you in person how entrepreneurial culture and the environment has changed, not only as a professional, as well as a person, how to think, how to express, to keep an open mind and Stay connected to the whole ecosystem. As stated in the Singularity University: "The rate of innovation is a function of the number of people connected and exchanging ideas." This university is another example of innovative organization that might be a good case study for our universities, often as little given organizational innovation and management.
The stability in the venture capital investment cmr policies. In a country like ours where the stability of public policy cmr and research budgets is exceptional, where investment in innovation and venture capital is far ahead of the p