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Innovation is key to winning the global great power competition - TheHill
The decline in innovation is consistent across sectors. From manufacturing to agriculture, Americans today are starting businesses much less frequently than their parents or grandparents. This puts us at a disadvantage in an increasingly competitive and technological world.
innovation  competitiveness  public-private-partnerships  small-business  Around-the-web  this-week-458 
7 days ago by areadevelopment
Ranking the U.S. Economy:  “New Normal” or Room for Improvement? | Global Policy Watch Jun 2019
"Recent reports find that 70 percent of all U.S. wealth is held by the top 10% of the population"

"the IMD Competitiveness Center reports that the U.S. has fallen from the first to the world’s third most competitive economy by its account, behind Singapore and Hong Kong."

"In the Heritage Foundation’s Index of Economic Freedom, the U.S. is currently ranked 12th, and is characterized as “mostly free,” in part because trade freedom and fiscal health have measurably declined. "

"the U.S. is ranked eighth overall on the World Bank’s 2019 “Ease of Doing Business” indicators."

"the United States comes in 6th in the Global Innovation Index,"

"The U.S. ranked 23rd on PISA’s overall averages of math, science and reading scores in PISA’s most recent 2015 assessment. China ranked 10th."

... more, omitted

"What does come to light is that the United States has plenty of scope to improve its economic and social performance."
Covington  rankings  economics  US  competition  competitiveness  innovation 
6 weeks ago by pierredv
America Is Losing the World's Biggest Manufacturing and Climate Race: Electric Vehicles - Forbes
America is losing the EV race. We are allowing China and other nations to capture the single most important manufacturing and environmental opportunity in the world.
this-week-453  Around-the-web  electric-vehicle  automotive-industry  business-globalization  china  competitiveness  industry-reports 
april 2019 by areadevelopment
How America Can Still Win The Battle For 5G - by Arthur Herman
The news of the last month has not been good for America’s prospects for leading the future of telecommunications.
china  business-globalization  huawei  ICT  5G-networks  infrastructure  competitiveness  government-policy  Around-the-web  this-week-452 
april 2019 by areadevelopment
Digitalisierung, Abschwung, Handelskrieg: Was geschieht mit Deutschlands Jobwunder? - SPIEGEL ONLINE
Während die Digitalisierung Jobverluste insbesondere in der Industrie verursacht, entstehen anderswo neue Bedarfe - wegen der Alterung der Gesellschaft und wegen der geringen Nachwuchszahlen in nichtdigitalisierbaren Gefilden des Arbeitsmarkts, etwa im Handwerk.

Knapp werden Fachkräfte wie etwa Klempner sein. Auch in den Bereichen Medizin und Gesundheit werden Arbeitskräfte gesucht.

mittlere Qualifikationen. = schlecht [...] mittelständischen Industrieunternehmen (wenig spezialisierung und high tech und research and new innovative competitive products) in der deutschen Provinz massiv Stellen abbauen müssten.
Mittelstand  University  Strukturwandel  competitiveness 
march 2019 by asterisk2a
Jim Balsillie: Dragging Canada into the 21st Century | TVO.org
Technological innovation at the outset of this millennium has been nothing short of revolutionary. And it shows no signs of slowing down. Jim Balsillie, the former co-CEO of Research In Motion, says Canada is not keeping up. Worse, that policymakers and businesses still don't seem to fully appreciate the scope of the change underway. He's now chair of the Council of Canadian innovators, and he joins The Agenda to discuss his ideas.

#1 job. Accumulate valuable intangible assets. which you then commercialize. You acquire a lot of IP and data assets.
Jim_Balsillie  Canada  Steve_Paikin  policymakers  priorities  digital_economy  innovation  knowledge_economy  ideas  intangibles  intellectual_property  competitiveness  protocols  Sun_Tzu  under-performing  under_appreciated  21st._century 
february 2019 by jerryking
Inside Shenzhen’s race to outdo Silicon Valley - MIT Technology Review
Shenzhen flooded the world with cheap gadgets. Can it now become what Silicon Valley never did—a global hub of innovation, entrepreneurship, and manufacturing?
china  innovation-hubs  electronics-industry  silicon-valley  competitiveness  Around-the-web  this-week-445 
december 2018 by areadevelopment
Educator: In Finland, I realized how 'mean-spirited’ the U.S. education system really is - The Washington Post
"The public school system is free to all, for as long as they live. Compulsory education extends from age 6 to 16. After that, students can choose schools, tracks and interests. Students can track academically or vocationally, change their minds midstream, or meld the two together. Remember the goal: competency.

Though students are required to go to school only until age 16, those who leave before secondary school are considered dropouts. Programs designed to entice these youngsters — typically those who struggle academically for a variety of reasons — back into education address the national 5 percent dropout rate. We visited one of these classrooms where teachers rotated three weeks of instruction with three weeks of internships in area businesses.

We toured a secondary school with both a technical and academic wing. The teachers were experimenting with melding the two programs. In the technical wing, we visited a classroom where adults were receiving training to make a career switch. Free.

The fact that students can fail and return, or work and return, or retire and return had a palpable effect on the mood and the tone of the buildings. Surprisingly, considering their achievements, Finnish students spend less time in the classroom, have more breaks throughout the day, and benefit from receiving medical, dental, psychiatric care and healthful meals while in school. It was ... nice.

In comparison, the United States public school system (an idea we invented, by the way) seems decidedly mean-spirited.

Our students enter at around age 5 and have some 13 years to attain a high school diploma. Failure to earn a diploma is a dead end for most. In the United States, when students fail at school — or leave due to many other factors, sometimes just as resistant teenagers — we are done with you. Sure, there are outliers who are successful through luck, sweat, connections or all three, but for most, the lack of a diploma is a serious obstacle toward advancement.

Without a high school diploma, educational aspirations can be severely truncated. Students need a high school diploma to attend community colleges and many technical schools which provide access to advanced skills that impact the living standard.

With or without the needed diploma, any additional education is at the student’s expense in time or money — a further blow to financial standing.

The 13-year window of opportunity does not factor in the developmental level of students at the time of entry. Any educator knows that children do not arrive with the same readiness to learn.

There are many other differences. Unlike the Finnish competency system, ours is based on meeting a prescribed set of standards by passing tests of discrete knowledge. Our students face a gauntlet of tests, even though any standards can be woefully outdated by the time a graduate enters a quickly evolving job market. The Finns take matriculation tests (there is choice in these as well) at the end of secondary but all interviewed said the scores did not have much bearing on what students could do next.""
finland  schools  us  education  policy  unschooling  deschooling  schooliness  competition  competitiveness  marytedro  valeriestrauss  politics  economics  assessment  testing  standardizedtesting  competency  vocational  schooling  2018  readiness  standardization  standards  work  labor  opportunity  dropouts  care  caring 
november 2018 by robertogreco
“When You Get That Wealthy, You Start to Buy Your Own Bullshit”: The Miseducation of Sheryl Sandberg | Vanity Fair
"Harvard Business School invented the “leadership” industry—and produced a generation of corporate monsters. No wonder Sandberg, one of the school’s most prominent graduates, lacks a functioning moral compass."



"The truth is, Harvard Business School, like much of the M.B.A. universe in which Sandberg was reared, has always cared less about moral leadership than career advancement and financial performance. The roots of the problem can be found in the School’s vaunted “Case Method,” a discussion-based pedagogy that asks students to put themselves in the role of corporate Übermensch. At the start of each class, one unlucky soul is put in the hot seat, presented with a “what would you do” scenario, and then subjected to the ruthless interrogation of their peers. Graded on a curve, the intramural competition can be intense—M.B.A.s are super-competitive, after all.

Let’s be clear about this: in business, as in life, there isn’t always one correct answer. So the teaching of a decision-making philosophy that is deliberate and systematic, but still open-minded, is hardly controversial on its face. But to help students overcome the fear of sounding stupid and being remorselessly critiqued, they are reminded, in case after case—and with emphasis—that there are no right answers. And that has had the unfortunate effect of opening up a chasm of moral equivalence in too many of their graduates.

And yet, there are obviously many situations where some answers are more right than others. Especially when it comes to moral issues like privacy, around which both Sandberg and Facebook have a history of demonstrating poor judgment. While H.B.S. is correct in its assertion that it produces people who can make decisions, the fact of the matter is that they have never emphasized how to make the right ones.

Consider investment banker Bowen McCoy’s “The Parable of the Sadhu,” published in Harvard Business Review in 1977, and again 20 years later. It addressed what seemed, at least to the H.B.S. crowd, to be an ethical dilemma. McCoy was on a trip to the Himalayas when his expedition encountered a sadhu, or holy man, near death from hypothermia and exposure. Their compassion extended only to clothing the man and leaving him in the sun, before continuing on to the summit. One of McCoy’s group saw a “breakdown between the individual ethic and the group ethic,” and was gripped by guilt that the climbers had not made absolutely sure that the sadhu made it down the mountain alive. McCoy’s response: “Here we are . . . at the apex of one of the most powerful experiences of our lives. . . . What right does an almost naked pilgrim who chooses the wrong trail have to disrupt our lives?”

McCoy later felt guilt over the incident, but his parable nevertheless illustrated the extent to which aspiring managers might justify putting personal accomplishment ahead of collateral damage—including the life of a dying man. The fact that H.B.S. enthusiastically incorporated said parable into its curriculum says far more about the fundamental mindset of the school than almost anything else that has come out of it. The “dilemma” was perfectly in line with the thinking at H.B.S. that an inability to clearly delineate the right choice in business isn’t the fault of the chooser but rather a fundamental characteristic of business, itself.

Here’s a slightly more recent example: remember Jeff Skilling? Like Sandberg, he graduated from H.B.S. and went to work at McKinsey. And like Sandberg, he left McKinsey for a C-suite gig—in his case, Enron—that took him to the stratosphere. Again like Sandberg, he basked in adulation over his ability to deliver shareholder returns. Skilling had done so, of course, by turning Enron into one of the greatest frauds the world has ever seen.

One of Skilling’s H.B.S. classmates, John LeBoutillier, who went on to be a U.S. congressman, later recalled a case discussion in which the students were debating what the C.E.O. should do if he discovered that his company was producing a product that could be potentially fatal to consumers. “I’d keep making and selling the product,” he recalled Skilling saying. “My job as a businessman is to be a profit center and to maximize return to the shareholders. It’s the government’s job to step in if a product is dangerous.” Several students nodded in agreement, recalled LeBoutillier. “Neither Jeff nor the others seemed to care about the potential effects of their cavalier attitude. . . . At H.B.S. . . . you were then, and still are, considered soft or a wuss if you dwell on morality or scruples.”

Why do so many M.B.A.s struggle to make the ethical decisions that seem so clear to the rest of us? Is it right to employ a scummy P.R. firm to deflect attention from our failures? Is it O.K. if we bury questions about user privacy and consent under a mountain of legalese? Can we get away with repeatedly choosing profits over principles and then promising that we will do better in the future?

If you think this kind of thing isn’t still going on at Harvard Business School—or wasn’t going on when Sandberg graduated in 1995—I refer you to Michel Anteby, who joined the faculty 10 years later, in 2005. At first enthusiastic, Anteby was soon flummoxed by the complete absence of normative viewpoints in classroom discussion. “I grew up in France where there were very articulated norms,” he told the BBC in 2015. “Higher norms and lower norms. Basically, you have convictions of what was right or wrong, and when I tried to articulate this in the classroom, I encountered . . . silence on the part of students. Because they weren’t used to these value judgments in the classroom.”

Eight years after his arrival, Anteby published Manufacturing Morals: The Values of Silence in Business School Education. The book was not published by Harvard but the University of Chicago Press. Calling the case system an “unscripted journey” for students, it was one of the first times an insider had joined the chorus of outsiders who have long criticized the case method as one that glamorizes the C.E.O.-as-hero, as well as the overuse of martial terminology in business curricula. (The Wall Street Journal reported last week that Mark Zuckerberg currently considers Facebook “at war.”)

“H.B.S. studies everybody under the sun,” Anteby told me in early 2015. “There is no reason we should be off limits.” Alas, they were. Not long after his book was published, Anteby came to believe that H.B.S. would not grant him tenure, and left the school soon after. “He is an unbelievably productive and smart guy,” one of his supporters, the University of Michigan’s Jerry Davis, told me later that year. “And they fired him. Probably because H.B.S. wasn’t the right place to have a conversation about itself. It would be like being at Versailles in 1789, offering up leadership secrets of Louis XIV. The really unfortunate part is that he wasn’t as harsh as he should have been, because he was up for tenure.”

The absence of voices like Anteby’s are evident to this day, and an ongoing indictment of the culture that turned Facebook from a Harvard sophomore’s dorm-room project into what passes for a Harvard Business School success story. Return one last time to the H.B.R. Web site, and you will find a case study that was published just a few months ago entitled “Facebook—Can Ethics Scale in the Digital Age?” Set aside the abuse of the English language in the question—M.B.A.s specialize in that kind of thing. The mere fact that it’s being asked serves as resounding proof that the moral equivalence problem is still with us today. The question is not whether or not a company of Facebook’s size and reach can stay ethical. The question is whether it will even try."
harvard  harvardbusinessschool  ethics  sherylsandberg  facebook  2018  business  careerism  morality  hbs  via:nicoleslaw  leadership  billclinton  mba  mbas  harvardbusinessrevie  hbr  duffmcdonald  competition  competitiveness  winning  decisionmaking  billgeorge  larrysummers  abrahamzaleznik  johnleboutillier  jeffskilling  bowenmccoy  michelanteby  norms  values  capitalism  neoliberalism 
november 2018 by robertogreco
How the Shift to IT-Enabled Vehicles Plays to America’s Competitive Strengths - ITIF
Connected and autonomous vehicles rely on IT hardware and software, an area where the United States has a competitive advantage globally. Congress and the administration should help U.S. industry press that advantage not with auto tariffs, but with more robust innovation policies.
competitiveness  automotive-industry  autonomous-vehicles  internet-of-things  Around-the-web  this-week-440 
october 2018 by areadevelopment
How the U.S. Can Rebuild Its Capacity to Innovate - HBR
Many U.S. firms have long had a simple mantra: “Invent here, manufacture there.” But, increasingly, those same companies are now choosing to invent as well as manufacture abroad. From automotive to semiconductors to pharma to clean energy, America’s innovation centers have shifted east, offering growing evidence that the U.S. has lost what Harvard Business School’s Willy Shih calls the “industrial commons”: indispensable production skills and capabilities.
china  innovation-centers  applied-research  research&development  research-commercialization  tech-transfer  semi-conductor  electronics-industry  offshoring  competitiveness  Around-the-web  this-week-440-top 
october 2018 by areadevelopment
Can the U.S. Keep Its High-Tech Edge? - WSJ
America still leads the world in innovative start-ups, but other countries are gaining fast. If we don’t act, the next big thing will come from Beijing or Berlin.
startup  competitiveness  Around-the-web  small-business  this-week-439-top 
october 2018 by areadevelopment
The finance curse: how the outsized power of the City of London makes Britain poorer | News | The Guardian
The long read: The City of London and the services it sells around the world are hailed as the crowning glory of the UK economy. But as the financial sector blooms, everything else withers
financialsector  debt  tax.havens  uk  competitiveness 
october 2018 by zesteur
Opinion | In Praise of Mediocrity - The New York Times
Lest this sound suspiciously like an elaborate plea for people to take more time off from work — well, yes. Though I’d like to put the suggestion more grandly: The promise of our civilization, the point of all our labor and technological progress, is to free us from the struggle for survival and to make room for higher pursuits. But demanding excellence in all that we do can undermine that; it can threaten and even destroy freedom. It steals from us one of life’s greatest rewards — the simple pleasure of doing something you merely, but truly, enjoy.
leisure  hobbies  excellence  competitiveness  capitalism  work  neoliberalism  dctagged  dc:creator=WuTim 
october 2018 by petej
¿Nos dejarán los robots sin empleo? – Nada es Gratis
La robotización puede producir tres tipos de impactos en la economía y el empleo. En el ejemplo del técnico odontológico:
1. la introducción de impresoras 3-D probablemente reducirá los precios de los implantes, aumentando su demanda y generando empleo entre los dentistas.
2. Un segundo efecto indirecto se produce si dicho cambio tecnológico altera la demanda de otras industrias que nutren de insumos al sector en el que la nueva tecnología se ha introducido. Si los implantes están hechos de cerámica, los productores de los componentes para la fabricación de dicha cerámica pueden ver como su demanda aumenta.
3. El tercer efecto, sería el indirecto sobre el empleo se produce a través de la demanda final. Si el precio de los implantes es menor gracias a las impresoras 3-D y yo tenía que hacerme tres implantes, quizá por fin me pueda permitir esas vacaciones en Jávea.
4. reducción de los fabricantes históricos de productos que mueren (moldes dentales).

Este efecto "combinado" en un periodo de 37 produjo una reducción del 8,2% en el empleo (efecto del pto 4) y un crecimiento en los ptos 1,2,3 sumado del 17,8%.

A esto hay que sumarle un 5 efecto de una naturaleza diferente al empleo, que serían los salarios. Si las mejoras tecnológicas se producen en sectores donde la remuneración del factor empleo es baja con respecto al capital (por ejemplo, manufacturas) y el empleo se desplaza a sectores donde los salarios tienen más peso (por ejemplo, el sector educativo), la remuneración del empleo aumentará y viceversa.

Como en el caso del empleo, el efecto directo es negativo, es decir, que baja la remuneración del factor trabajo en los sectores afectados por el cambio tecnológico. Pero, a diferencia del caso del empleo, estos efectos negativos no se ven compensados por los efectos indirectos. La predicción del estudio es que el cambio tecnológico ha sido responsable de una caída de la participación de la masa salarial en el valor añadido de aproximadamente 6 puntos porcentuales.

Es decir, el efecto agregado, es más empleo pero peor pagado, con lo que hay una masificación de la precarización (al menos, tal y como ha sucedido en las última cuatro décadas).

En conclusión, el cambio tecnológico durante las últimas cuatro décadas no parece haber desplazado el empleo, pero sí la participación del factor trabajo en las rentas totales. Como recalca Piketty, puesto que las rentas del capital tienden a estar concentradas entre los ciudadanos de altos ingresos, esto nos lleva a pensar que debemos quizá preocuparnos más por los aspectos distributivos del cambio tecnológico que por sus posibles efectos en el número de empleos.
!trends  automation  competitiveness  economics  robotics  productividad  innovation  !key 
october 2018 by david.garciahz
US takes first step toward a quantum computing workforce - MIT Technology Review
The pioneer behind a new national plan says it could help the US compete—and address a looming shortage of quantum engineers.
STEM-workforce  skills-gap  workforce-development  competitiveness  Around-the-web  this-week-437  sfp-insider-9-25-2018 
september 2018 by areadevelopment

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