When it comes to innovation, I think there is no place better than Harvard to start work on an important initiative. In my view, it is the only place that effectively combines entrepreneurship, leadership, and knowledge-sharing into a coherent whole.Last fall, I took a course called “Societies of the World 47: Contemporary South Asia: A Survey of Intractable Problems and Innovative Solutions.” The class, taught by Harvard Business School (HBS) Professor Tarun Khanna, was one of the first of its kind to offer cross-collaboration among Harvard institutions, drawing students from the business, law, education, and undergraduate Schools. Utilizing the case study method, we learned about issues in South Asia relating to education, health, finance, and infrastructure.What stood out to me the most about these case studies was that they featured young entrepreneurs, taking stances on interesting issues where they could have an impact. They developed their interests, built networks of supporters, and then made their causes known to others. Throughout this process, I realized that these young entrepreneurs weren’t fixated on a single issue but rather took multiple perspectives into consideration to frame their solutions. As a General Education course, it was clear what I should take from the class: that a successful entrepreneur was one who could craft an initiative by learning from all other areas of expertise through various resources.As a final project, students formed groups of three to five to mock up business plans for social enterprises of their own. The top teams from the class would receive support and funding to implement their plans over the summer. My team, made up of graduate and undergraduate students with backgrounds in education, social studies, economics, and engineering, worked to create Mobilize! Digital Libraries, a service that provided access to innovative educational materials through intuitive modern technology, thus motivating self-directed learning, supporting existing academic infrastructure, and aiding positive social change.We aimed to operate at the intersection of education, technology, and mobility, harnessing the best materials and practices to inspire students toward new ways of thinking while generating greater interest in self-improving academic performance. By spring, our team had been selected as one of the top ones to receive funding. We set our course to go to India to implement our social enterprise.At the same time, I become involved in another organization on campus, the US-India Initiative. Run entirely by students, the student group aimed to foster initial interactions and long-term cooperation between youth from the United States and India and to leverage these relationships to address some of India’s most pressing social and economic issues.When I joined, the group was in its initial stages, having organized one conference in Delhi. As I learned more about the group’s efforts, I couldn’t help but get more involved. The team quickly took on more by hosting events on Harvard’s campus, reaching out to other colleges in the United States to start chapters, and organizing a second summer conference, this time at one of the top colleges in India, the Indian Institute of Technology in Mumbai. By the end of the summer, both Mobilize! Digital Libraries and the Harvard US-India Initiative had taught me that the primary reason for their success was that they were headed by a diverse group of students who were interested in the same issues as me, a key characteristic that I think could only happen at Harvard.Now, I’m taking my interests further. The US-India Initiative is expanding by creating chapters in both high schools in the United States and in colleges in India. The organization is launching Impact, a magazine about social entrepreneurship written exclusively by students that will be available to the broader Harvard community as well as to other US-India Initiative chapters.I also will travel to India this winter to work on some initial senior thesis research, an endeavor that was only made possible by the support of a winter grant from the South Asia Institute at Harvard.Harvard made it possible for me to meet so many people from diverse backgrounds to come together and work on a common cause. Launching a social enterprise takes a great deal of effort, time and resources, but it also requires many perspectives to refine the solution — a trait that students here possess.If you’re an undergraduate or graduate student and have an essay to share about life at Harvard, please email your ideas to Jim Concannon, the Gazette’s news editor, at Jim[email protected]
Harvard University announced today that its endowment posted a 15.4 percent return and was valued at $36.4 billion for the fiscal year ended June 30, 2014. The fiscal year 2014 endowment return was 82 basis points in excess of the 14.6 percent return on the benchmark Policy Portfolio.Over the past five years, the Harvard Management Company (HMC) has delivered investment returns in excess of its benchmark, resulting in a cumulative value-added above the markets of $1.9 billion, net of all costs. Additionally, over the past five years HMC has distributed a total of $11.6 billion in cash to the University.Jane Mendillo, president and CEO of Harvard Management Company, said: “We are pleased to continue to deliver substantial financial support for Harvard’s academic, financial aid, and research programs. We have delivered a five-year average annual return of 11.6 percent, which is consistent with the long-term returns HMC has delivered over the last 10, 20, and 40 years. Our organization and our portfolio are now well positioned to continue to deliver substantial returns and cash flow to the University for decades to come.”Harvard’s endowment helps to fund operations critical to the University’s educational and research objectives. In fiscal year 2014, distributions from the endowment contributed over a third of the operating budget. Endowment income supports Harvard’s academic programs, science and medical research, and student financial aid programs, which allow the University to admit qualified students regardless of their ability to pay.“Jane and the HMC team have done an excellent job strengthening the portfolio and investment organization, and we are proud to deliver strong returns to the University,” said James Rothenberg, chair of the HMC Board of Directors. “At the same time, HMC’s unique hybrid model has saved the University approximately $2 billion over the last decade as compared to the cost of management for a completely external model.”The endowment allows Harvard to undertake specific activities that donors have supported over the years, in areas including staff and faculty salaries, facilities maintenance, and Harvard’s generous financial aid programs.Nearly 60 percent of Harvard undergraduates received need-based scholarship aid this year, totaling more than $170 million. Families of undergraduate students receiving financial aid pay an average of only $12,000 per year; in addition, one in five families of students at Harvard College pays no tuition, room, or board, based on economic need. Throughout Harvard, scholarships and awards to students from University funds have almost tripled over the past decade, passing $460 million. The College’s industry-leading financial aid policies are designed to make Harvard affordable for families across the economic spectrum, a commitment that has remained a high priority despite economic uncertainties.The endowment has earned an average annual return of 11.6 percent over the past five years, 8.9 percent over the past 10 years, and 12.3 percent over the past 20 and 40 years.The endowment is not a single fund, but comprises more than 12,000 individual funds, many of them restricted to specific uses such as support of a research center or the creation of a professorship in a specific subject. The funds are invested by HMC, which oversees the University’s endowment, pension, trust funds, and other investments at a significant savings relative to outside management.The endowment’s total value is affected by several factors each year, including investment returns, new contributions, and the annual payout for University programs.About Harvard Management CompanyHarvard Management Company is a subsidiary of Harvard University. Founded in 1974, HMC provides professional investment management of the University’s $36 billion endowment as well as its related financial assets, using a unique hybrid structure integrating internal and external management. HMC’s strong investment results over four decades have enabled the world-class teaching, groundbreaking research, and extensive financial aid programs of Harvard University.Contact: Emily Guadagnoli, [email protected], 617.720.6994
In 2003, Dr. Henry Chesbrough published a paper that challenged organizations to drive new technology breakthroughs outside of their own four walls, and in collaboration with customers and partners for an outside view. The approach, open innovation, follows a framework and process that encourages technologists to share ideas to solve actual challenges.I loved it. It was fast, yet pragmatic. It was conceptual, but grounded in real-world challenges that we could solve. The time and resources invested in innovation delivered better outcomes because it was developed with customers and partners.For me, open innovation is core to how my teams have fostered new technology discoveries and patents that get realized in real-world use cases. It’s an archetype that has proven successful for Dell Technologies, notably as our customers look to modernize their IT infrastructure as part of their digital transformation.Four tenets govern open innovation: collaboration, “open” in nature, rapid prototyping, and a clear path to commercialization. Our innovation teams have embraced this process, developing new solutions alongside our customers and partners based on the realities of the market landscape over the next three to five years. It’s a thoughtful blend of academic research, advanced internal technology, and developments from around the technology ecosystem.Each engagement outlines problem statements and the many lessons learned from previous projects, and uses a number of internal and external resources from around the world to collaborate and ideate. Within a few short weeks, we develop and test prototypes and proofs-of-concept iterated in a real-world environment. This gives us the opportunity to learn critical lessons where we need to innovate around roadblocks, with a goal of designing a solution that’s incubated and integrated within 12-18 months, and primed to solve the challenges that lie ahead.For example, we’ve worked with service providers to advance cloud-based storage container innovation designed specifically for IoT and mobile application strategies, laying the groundwork for an IT infrastructure that can evolve quickly to handle the volume of data that was then anticipated from 5G deployments and edge devices – happening today.The scope of innovation projects underway today continues to focus on how we drive more value out of the exponential data resulting from more connected devices, systems, and services at the edge. IDC forecasts that by 2025, the global data-sphere will grow to 175 zettabytes, 175×1021 or 175 Billion 1TB drives. Dell Technologies Vice Chairman, Jeff Clarke, recently put that into context during the keynote at Dell Technologies World – that’s more than 13 Empire State building loaded with data top to bottom! Much of that will happen at the Edge. The Edge computing market is expected to grow 30% by 2022.All of that data has the potential to drive better outcomes, processes and of course, new technology that could be the next major industry disruption and breakthrough. But the key word is potential – these are challenges that require innovation to not simply find a solution, but ensure that solution can be deployed and commercialized. Through the open innovation approach, we’re collaborating with customers and partners to meet the new demands of the “Data Era,” and ensuring that ALL the data, wherever it lives, is being preserved, mobilized, analyzed and activated to ultimately, deliver intelligent insights.Open innovation enables us to be pioneers in software-defined solutions and systems that can scale to manage the influx of data and ensure they evolve with new software and application updates – and unlock our customers’ data capital.For instance, we’re working with the world’s largest auto manufacturers to build their edge infrastructures and data management capabilities to support huge fleets of autonomous cars! Through innovation sprints and collaboration, we’ve been able to understand what’s required for data to work in real-time at the vehicle level, driving intelligence and automation through AI/ML, while also ensuring data management in the cloud and data center is equipped to handle Zettabytes of data. It’s our view that the infrastructure powering the future of smart mobility will be the first private ZetaScale systems in the world, and Dell is part of the core journey to make that a reality.We’ve partnered with customers in retail to develop intelligent software-defined storage solutions that support integrated artificial intelligence (AI) and machine learning (ML). This automates software updates, which can often zap productivity from IT teams. Using software-based storage offerings provisioned through automation, IT teams can now develop data-driven business applications that deliver better customer experiences.We’re also continuing our work with service providers and enterprises to build the edge infrastructure required for 5G. For example, we’re working with Orange on specific solutions that look at how AI/ML can manage edge environments. At the same time, we’re helping service providers evolve their multi-cloud strategy so they can seamlessly manage and operate a variety of clouds that exist in public cloud domains, on-premises for faster access and stronger security, and clouds at the edge that enable them to manage data in the moment.In my experience, innovation with “open” collaborative frameworks and processes delivers pragmatic yet incredibly meaningful fast innovation across any industry. You can’t advance human progress through technology if it can’t get into the market to deliver real leading-edge solutions to problems not previously solved. The single biggest challenge in front of our customers is the risk of being disrupted by a digital version of their business that can better exploit technology innovation. And that’s why our aim is to partner with our customers to innovate at speed through open innovation – ensuring our customers can be the disrupters – not the disrupted. https://www.networkworld.com/article/3325397/idc-expect-175-zettabytes-of-data-worldwide-by-2025.html  https://www.eweek.com/networking/why-edge-computing-market-will-grow-30-percent-by-2022
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Advertisement Advertisement Comment Arsenal agree personal terms with Alexis Claude-Maurice and prepare to make third bid for Lorient star Arsenal signed Matteo Guendouzi from Lorient last summer (Picture: Getty)‘If they’ve only got £45m to spend you’ve got to shop differently, go a bit younger and sign players from second divisions. He’s a good player and has really good qualities.‘At a club like Arsenal that gives chances to young players it would be a good step for him.‘I remember incredible quick feet, a technical player. Technically he was amazing. The only thing – he was young at the time – was making the right decision, passing when you need to pass.‘He was dribbling all the time when I was there. But he’s a very sharp, skilful player.’More: Arsenal FCArsenal flop Denis Suarez delivers verdict on Thomas Partey and Lucas Torreira movesThomas Partey debut? Ian Wright picks his Arsenal starting XI vs Manchester CityArsene Wenger explains why Mikel Arteta is ‘lucky’ to be managing Arsenal Metro Sport ReporterSaturday 15 Jun 2019 2:37 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link551Shares Alexis Claude-Maurice has agreed personal terms ahead of a transfer to Arsenal (Picture: Getty)Arsenal are set to make a third bid for Lorient forward Alexis Claude-Maurice after agreeing personal terms with the teenage forward.Despite interest from Barcelona, Atletico Madrid and Chinese Super League clubs in Pierre-Emerick Aubameyang and Alexandre Lacazette, Arsenal are determined to retain their star strikers and are prepared to offer both lucrative new deals this summer.Unai Emery’s decision not to offer Danny Welbeck a contract extension, however, saw the experienced England international, who missed the majority of the Spaniard’s first year in charge with a serious ankle injury, released earlier this month, leaving Arsenal short of a versatile forward capable of deputising for last season’s top goalscorers.AdvertisementAdvertisementClaude-Maurice is said to be keen on a move to north London where he would be reunited with his former teammate Mattéo Guendouzi, but Arsenal will need to up their offer for a third time to €20m after seeing a second bid rejected, according to Get French Football.ADVERTISEMENTMore: FootballRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starChelsea defender Fikayo Tomori reveals why he made U-turn over transfer deadline day moveMikel Arteta rates Thomas Partey’s chances of making his Arsenal debut vs Man CityFormer Arsenal and Lorient striker Jeremie Aliadiere, meanwhile, believes Claude-Maurice, who scored 14 goals in 35 starts last season, is definitely worth taking a gamble on.He said: ‘For the money that we talk about I think he’ll make it. It’s about taking a gamble now when other teams aren’t prepared to.‘The market has gone so crazy in the last few years. If you want a top level international it’s nothing cheaper than £40m.
El Gobernador Wolf firma una orden para brindar una distribución dirigida de equipos de protección personal (PPE) y suministros a hospitales para luchar contra la COVID-19 April 08, 2020 Español, Healthcare, Press Release, Public Health Entre las innumerables medidas para apoyar el sistema sanitario de Pennsylvania durante la pandemia de COVID-19, el Gobernador Tom Wolf firmó hoy una orden para brindar ayuda crucial a los hospitales mediante la distribución dirigida de equipos de protección personal (PPE) y suministros.“Combatir una pandemia significa que todos tenemos que trabajar juntos y eso significa que debemos utilizar nuestros activos médicos de la mejor manera con el fin de garantizar que lleguen a los lugares donde más los necesitan”, dijo el Gobernador Wolf. “Hoy voy a firmar una orden que nos permitirá transferir suministros e información entre los centros médicos para las áreas de alta población y alto impacto y las áreas de menor población que es posible que no tengan tantos recursos médicos.“Esto también evitará que los residentes de Pennsylvania que estén enfermos tengan que elegir a qué hospital ir por temor a que algunos tengan menos acceso a equipos que otros y nos ayudará a usar cada respirador, cada pieza de PPE y cada trabajador médico”.La orden garantizará la distribución y el uso eficaz de los recursos médicos cruciales, como máscaras faciales N95, ventiladores, respiradores, protectores faciales, gafas de seguridad, desinfectantes y otras soluciones desinfectantes por parte de los hospitales del estado.La orden dice que “a pesar de los esfuerzos que realizan los proveedores médicos y a pesar del trabajo exhaustivo de las agencias del estado para obtener PPE y otros recursos médicos de la industria privada para apoyar a los trabajadores de la salud, los centros médicos y servicios de emergencia de Pennsylvania, sigue habiendo una escasez crucial de PPE, productos farmacéuticos y otros insumos médicos”.El Gobernador consultó con la Secretaria de Salud, la Dra. Rachel Levine y a Randy Padfield, Director de la Agencia para el Manejo de Emergencias en Pennsylvania (PEMA), en el desarrollo de la orden para asegurar que todos los recursos del estado se aprovechen para enfrentar el aumento inminente de los casos de COVID-19 y evitar abrumar el sistema de atención médica.La orden exige que los proveedores y centros médicos privados, públicos y semipúblicos, así como los fabricantes, distribuidores y proveedores de PPE, productos farmacéuticos y otros recursos médicos ubicados dentro del estado, presenten la cantidad de PPE, productos farmacéuticos y otros recursos médicos a PEMA con la que cuentan en sus inventarios actuales en el plazo de cinco días desde la emisión de la orden de hoy. Los proveedores de atención médica y los centros médicos también tienen la orden de proporcionar informes escritos que detallen las necesidades que tienen los centros médicos y toda la información pertinente en la manera y con la frecuencia que PEMA lo indique.PEMA hará acuerdos con otras agencias del estado para reembolsar a los centros médicos los importes por los PPE y otros suministros y equipos, luego organizará que los suministros se asignen donde más se necesitan.“Felicito a los centros médicos de Pennsylvania por sus esfuerzos hasta el momento para ayudar a trasladar los recursos para luchar contra la COVID-19”, dijo el Gobernador Wolf. “Muchos ya están trabajando juntos para trasladar los recursos entre los centros médicos, tanto públicos como privados, y muchos de nuestros centros médicos han intercambiado los recursos internamente”.También en el día de hoy, el Departamento de Salud presentó un nuevo panel de preparación de hospitales que brinda información a nivel de condado, incluida la cantidad de camas y ventiladores disponibles en uso en los centros médicos de todo el estado. El panel también ofrece información general de la capacidad de todo el sistema de atención médica del estado.“Estamos trabajando para crear más maneras de llevar la mayor cantidad posible de información a la comunidad”, dijo la Dra. Levine.El panel se puede encontrar en la sección COVID-19 de health.pa.gov.Lea la orden del Gobernador como PDF aquí o en Scribd.Vea esta página en inglés aquí. SHARE Email Facebook Twitter
Private sector house approvals took a hit in December, falling 0.4 per cent nationally. Picture: Jodie RichterMore from newsMould, age, not enough to stop 17 bidders fighting for this home3 hours agoBuyers ‘crazy’ not to take govt freebies, says 28-yr-old investor9 hours agoQUEENSLAND dwelling approvals have dropped at twice the pace of the national monthly decline, latest ABS figures show.Nationally the trend was a 2.5 per cent drop in December last year, with Queensland seeing a 5 per cent fall in the number of dwellings approved.Nationally the figure has been falling for seven consecutive months, led by New South Wales’ in December with a fall of 6.3 per cent, compounded by falls elsewhere in ACT (2 per cent), South Australia (1.3 per cent) and Western Australia (0.3 per cent). Tasmania (3.8 per cent), Victoria (1.5 per cent) and the Northern Territory (1.4 per cent) logged increased in their dwelling approvals.Private sector house approvals took a hit, falling 0.4 per cent in December in trend terms.“Private sector house approvals fell in Western Australia (1.2 per cent), South Australia (0.7 per cent), New South Wales (0.5 per cent), Victoria (0.2 per cent) and Queensland (0.1 per cent).” ABS found the value of residential building fell 2.4 per cent while non-residential building fell 5.6 per cent.
4210/18 Parkside Circuit, Hamilton.ON the second level of Northshore Atria South, this apartment is set to impress. More from newsParks and wildlife the new lust-haves post coronavirus18 hours agoNoosa’s best beachfront penthouse is about to hit the market18 hours agoThe apartment at 4210/18 Parkside Circuit, Hamilton has a green outlook.Inside is a neutral colour scheme with features including ducted airconditioning and carpet and tiled flooring.It is being rented until August this year, with a long-term tenant paying $380 per week.On entry, a kitchen overlooks a living and dining space. From here is a covered balcony with screens and a ceiling fan, while a bathroom, laundry nook and the bedroom run along one side of the apartment.Other features include an intercom system, with residents’ amenities including a pool.
Denmark’s Financial Supervisory Authority (Finanstilsynet) wants a “broad debate” in the country over risks in the new breed of pensions that are run on a market-rate basis, effectively shifting risk to consumers.Jesper Berg, director at Finanstilsynet, said: “The Danish pension system has undergone an enormous change in the course of just a few years, with the transition from the traditional guaranteed products to market-rate products.”The development was being driven by the desire to give customers higher expected pension benefits, he said.“But it has also meant that the customers themselves shoulder the risk of whether there will enough money for the years as a pensioner,” Berg said. “We need to have a broad and informed debate about it.” The traditional average-rate pension products offered in the past – and to a lesser extent today – by Danish pension providers may or may not carry a yield guarantee. All involve an element of smoothing investment returns by effectively holding some investment returns back in good years and adding it to customers’ accounts in years when investment performance is weak or negative.Market-rate pension products link the annual investment return directly to the performance of the underlying investments and do not carry yield guarantees, similar to defined contribution arrangements in countries such as the UK.Finanstilsynet said it wanted to discuss whether consumer protection in the sector was adequate.“Today, regulation and oversight of pension companies is more directed towards the traditional, guaranteed products,” the regulator said. Companies could therefore make riskier investments on behalf of customers in market-rate products.Berg said the proportion of higher-risk investments was greater in market-rate products than it was in traditional products.“At the same time, there is a very big difference in how the individual companies define what is low, medium or high risk,” he said.The supervisor has published a new discussion paper on the topic which it plans to present at a conference in Copenhagen on 9 March.It is inviting responses to the paper by 19 April.
NZ Herald 2 January 2019 Police Minister Stuart Nash wants to see all New Zealand music festivals kitted out with drug testing kits by next summer.This has been welcomed by the New Zealand Drug Foundation, who said this was “fantastic news”.But the foundation’s executive director Ross Bell has warned the Minister that a law change would be needed before drug testing stations become the norm at the bigger festivals.Nash’s comments come after illicit drugs, which contained traces of pesticide, were obtained by police in Gisborne at the Rhythm and Vine music festival earlier this week.Family First National Director Bob McCoskrie said the Government’s approach was “flawed and dangerous”.“Pill testing will be seen by many younger people especially as a clear endorsement of drug use.”He said it would send a message that illicit drugs are acceptable and can be safe and will worsen harmful drug use.Earlier this week, a petition calling for the introduction of roadside drug testing was launched.READ MORE: https://www.nzherald.co.nz/index.cfm?objectid=12184807&ref=twitter