Errors in scientific results due to software bugs are not limited to a few high-profile cases that lead to retractions and are widely reported. Here I estimate that in fact most scientific results are probably wrong if data have passed through a computer, and that these errors may remain largely undetected. The opportunities for both subtle and profound errors in software and data management are boundless, yet they remain surprisingly under appreciated.
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Showing posts with label analysis. Show all posts
Showing posts with label analysis. Show all posts
Wednesday, 21 January 2015
Tuesday, 23 December 2014
The Global Innovation 1000: Proven Paths to Innovation Success
The Global Innovation 1000: Proven Paths to Innovation Success
Ten years of research reveal the best R&D strategies for the decade ahead.
Post by Barry Jaruzelski, Volker Staack and Brad Goehle
The success of corporate R&D is on every C-suite agenda. Yet wide disparities persist in how well innovation investments actually pay off. As a consequence, R&D is often seen as a black box, where large sums of money go in and innovative products and services only sometimes come out. One of the aims of the Global Innovation 1000 study, our annual analysis of R&D spending, has been to demystify the process—and to find universal principles that can be applied by any company, in any industry.
This year, the 10th anniversary of the study, we looked back at a decade’s worth of research on R&D spending patterns and surveys of innovation executives, plus anecdotal insights about how companies have been improving their innovation performance. We also surveyed more than 500 innovation leaders in companies large and small, across every major region and industry sector, to ask what they have learned in the last 10 years about why some investments work and others do not. We found that it’s really not that mysterious: Over the years, we’ve identified the core strategies that can improve a company’s return on its R&D investment, and we’ve witnessed some consensus around the key success factors that drive results. For example, one of the main messages we heard is that innovation leaders feel they have made real progress in better leveraging their R&D investments, particularly by more tightly aligning their innovation and business strategies, and by gaining better insights into customers’ stated and unstated needs. And in fact, 44 percent of our 2014 survey respondents say that their companies are better innovators today than they were a decade ago, while another 32 percent say they are much better. Only 6 percent say they are doing worse.
Full Post
Ten years of research reveal the best R&D strategies for the decade ahead.
Post by Barry Jaruzelski, Volker Staack and Brad Goehle
The success of corporate R&D is on every C-suite agenda. Yet wide disparities persist in how well innovation investments actually pay off. As a consequence, R&D is often seen as a black box, where large sums of money go in and innovative products and services only sometimes come out. One of the aims of the Global Innovation 1000 study, our annual analysis of R&D spending, has been to demystify the process—and to find universal principles that can be applied by any company, in any industry.
This year, the 10th anniversary of the study, we looked back at a decade’s worth of research on R&D spending patterns and surveys of innovation executives, plus anecdotal insights about how companies have been improving their innovation performance. We also surveyed more than 500 innovation leaders in companies large and small, across every major region and industry sector, to ask what they have learned in the last 10 years about why some investments work and others do not. We found that it’s really not that mysterious: Over the years, we’ve identified the core strategies that can improve a company’s return on its R&D investment, and we’ve witnessed some consensus around the key success factors that drive results. For example, one of the main messages we heard is that innovation leaders feel they have made real progress in better leveraging their R&D investments, particularly by more tightly aligning their innovation and business strategies, and by gaining better insights into customers’ stated and unstated needs. And in fact, 44 percent of our 2014 survey respondents say that their companies are better innovators today than they were a decade ago, while another 32 percent say they are much better. Only 6 percent say they are doing worse.
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Thursday, 28 February 2013
Analyzing MOOCs – A SWOT Analysis
MOOCs are like your typical university style class – a professor, students, homework, and exams. However, these courses are open to anyone, anywhere in the world, and the majority of them are completely FREE.
There are a growing number of MOOC platforms where you can sign up and attend the courses. Some of the most reputable platforms include: Udacity, Coursera, and EdX. These platforms have gained considerable attention because they either have raised venture capital and/or have been started by very reputable institutions.
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