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Kiran Mazumdar Shaw and Chief Minister Siddaramaiah mark the formal launch of a bioscience incubation centre in Bangalore, February 10 2014. IT and BT Minister S R Patil is in centre.
Bangalore to host first bioscience incubator

Bangalore, February 11, 2014: India's Biggest Biotech Show, the l Bangalore INDIA BIO 2014 (BIB 2014) kicked off yesterday with the launch of a bioscience and medical technology incubator by the host state of Karnataka -- the first such initiative by an Indian state.
The host city is one of the world's largest bioscience clusters with some 400 biotech companies and 10,000 bioscience researchers and professionals based here.
"What makes Bangalore so special is the convergence of IT and Biotechnology", said Kiran Mazumdar Shaw, Chairperson-Karnataka vision group on Biotechnology, and Managing Director of Biocon.
Five years after announcing a Millennium Biotech Policy the state government is set to revise it, said Karnataka Chief Minister Siddaramaiah. The tweaked policy will address the talent shortage faced by the industry, by setting up more biotech finishing schools, incubation centres and common instrumentation facilities he added.
The opening day's keynote was delivered by 2012 Nobel laureate and, Distinguished Group Leader, The Wellcome Trust/Cancer Research UK and the Gurdon Institute, University of Cambridge, Sir John Gurdon , who spoke on “Nuclear reprogramming as a route towards cell replacement therapy.”


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Bangalore to host first bioscience incubator
by Yaroslav on   11,  2014
  "The term „learning organization“ in a web 2.0 eninrovment offers new possibilities for a globally evolved business like adidas to transform the company into a learning organization. This can be achieved by creating a culture of life-long, self-driven learning in a collaborative eninrovment: an eninrovment in which all employees equally teach and learn, and acquire knowledge and skills in a variety of ways to best suit present and future generations. By using web 2.0 technologies, how should a platform look like to meet all the goals stated above? For sure the usage of for example a social media platform has to be intuitive and very easy to understand, hence user friendliness is a key feature it must have to make the transition for the user as easy and convenient as possible to a new system/technology. Similar to „facebook“ there could be „profiles“ for each employee, again it should be simple to adapt the settings to the personal needs of the employee. If an employee is confronted with a new task and searches for help, he or she should be able to open up a „group“ to start a discussion. Companies also often have redundant information, meaning a problem arises in one department that has been solved by a different department months earlier; by using the platform and discussing the problem globally one would find solutions much faster and efficient ( the same work is not done a couple of times but only once). By improving the search function of the platform people could also use keywords to find important topics that might help them in their decision making process. This interaction could be enhanced by a „working-in-real-time“ option. Projects would not have to be send via email (takes a long time: read-edit-send back- read-edit, ) or intranet but people could equally work on presentations or papers without having to meet physically at the same time. To not loose the connection between employees the platform has to offer video-conference calling options to keep the possibility of discussions and learning experiences. Being able to comment on blogs and being able to like or dislike posts employees would feel as a greater part of the company and its decision making process. This would increase motivation especially if employees can comment on higher management decisions. It is also important not only to access the platform on regular working PCs but as well on the workers tablets and mobile devices to stay tuned no matter where they are. Hence, people do not have to be bound to their workplace physically but can choose to work either from home or somewhere else ( this would most likely increase workers satisfaction immensely). A new social platform might help new employees to get in contact with others more easily through separate chats or different interest groups. Not only new employees but also already integrated employees need to learn constantly to help the organization improve. A new social platform could target especially learning issues not only using traditional training seminars but through e-learning and games ( for example: to improve soft skills and management skills in a game where decisions can be made without the fear of making a mistake in the real world). To encourage self-learning the company could also offer access to a virtual library to support the other measures. To cover the terminology of the university, the company should think about creating a network with influential business schools (such as MIT, Harvard, Oxford, ) to stay up to date to latest research and methods of learning. But how can a company successful implement such a new technology? What exactly are the challenges adidas would most likely have to address? New technologies are always viewed very critically in a company. Workers are absorbed with day-to-day business and usually do not see the point in investing time in new technologies. That is the reason why „change“ in companies has a hight probability to fail. The new platform will be put out from the top-management, hence we have a top-down approach, workers could feel scared and overpowered by just implementing it from one day to another. Change takes time, hence it is recommended to use core business function users as early adopters. This small group of people will try and improve the system and spread the word about it. „ Word of Mouth“ could be a key concept to make people want to know about it, so using a pull rather than a push system/approach. It is also important to have early adopters not only in the middle management but throughout the hierarchy, to have them act as role-models. This is very important since most likely the generation X will not have too much motivation to adapt to new technologies but if they see somebody from the top management who is their age or even older use it that might convince them to join in and not feel reluctant or aggressive against the change. Starting small e-learning groups that exactly tackle the problem of „how to use the platform effectively“ will also motivate people and takes away the fear of using a new technology. Of course this platform will on the long run change the companies culture to a more democratic workplace using 2-way communication but still this has to be encouraged in the beginning. The company should think about a reward system to have an internal promotion if workers are willing to comment or blog or open up discussions.It is important to stress the benefits of the platform in the early stages of the change to make sure they out-weight negative feelings about the new technology. Adidas also has to be aware that every change (in the short-term) causes a „shock curve“ in its employees behavior. There will be a loss of performance in the intermediate stages of the process but on the long- term there will definitely be an increase to a higher level. But what happens if a top-manager posts a discussion on a Saturday night? How will employees react upon that? They definitely will feel pushed to work as well on the weekends, since the top-managers have a role-model function. This will cause major riots for sure. To navigate around such problems a company must agree on a specific code of conduct and also policies on exactly when and how to use the platform. But what happens if the Saturday night post is already online and employees are threatened and post „sarcastic“ rather than productive comments. How does the management and the company react properly do not cause a „shit-storm“ or a riot/protest of some sort? The company should react very diplomatic to ease the situation but this will not be easy. Hence it will be better to be aware of possibly arising troubles before, to be able to have a proper solution at hand. If the implementation was successful how can adidas now keep the spirit up and still encourage workers to self-organize their learning habits and be involved by posting and commenting using the platform. Again theories have been developed to help organizations understand the principal use of a platform such as the „90-9-1“-Principle or the Forrester ladder. Both target at participation inequalities not only on regular platforms but especially for enterprise platforms (apply for both). Both theories state that the majority of platform users will be „lurkers“ who will not post, comment or like but only look at the content (around 90%). Around 9% will be intermittent contributors who post or comment irregularly, but only 1% of the company will be considered heavy contributors. Since the blogs, comments, etc will most of the time will be done by only 1% of the company it will not be representative for the entire community. The management has to be aware of that as well of the fact that they can not expect every employee to interact in an internal social network. The implementation of the new social network will have major influences not only on the short term but especially on the long-term development of adidas. By encouraging a culture of life-long, self-driven learning in a collaborative eninrovment, adidas will eventually change the traditional approach of traditional learning assessments to a more flexible and more efficient way. The workplace will not be as hierarchically structured anymore, because the different hierarchical levels will interact more and develop a more democratic approach to solutions. What initially started out as a top-down approach might end up as an bottom-up incentive. The implementation could encourage also proactive behavior of the employees by motivating not only extrinsically but also intrinsically (the strategy of rather having pull factors than push factors). If people adapted well to the new system the company could also consider to open up part of discussion rounds to the public. For example if a new design is approved by the market researchers but has not been tested on the real market, adidas could use the network in a separate space to have employees and customers interact. Again one has to put certain guidelines on how to address customers and write responses properly that they do more good than harm! To sum it up, the new social platform offers a variety of possibilities but also challenges. In the long-term, I am sure a successful implementation will serve adidas as a major asset to keep being competitive in the market by reducing costs, increasing efficiency and having highly skilled and motivated employees in a learning eninrovment."