Research and development industry is a tough one, it's easy to get a list of names online but finding the key connection for potential partners is another 'Lord of the Rings' kind of journey.

Having dug around for 2 years has allowed me to find a few tricks which have led me directly to people of influence within the R&D consulting industry.

One link I found super helpful is the R&D Management Conference, recently held in Paris. For those of you getting into the industry, I would highly recommend combing through the list of thought leaders and reaching out to them.

Link: https://portail.polytechnique.edu/rdmanagement2019/fr/programme/conference-programme-0

p.s. I am sure many of you have heard of the 1000 true fans, if not, I would really, really, read this: [Link]

14 years on as an entrepreneur.... this summer has been the roughed part of the journey.

GDN Intelligence is by far the most challenging and balancing university is by far the most demanding in regards to personal discipline.

Here is a quick Trello overview of how the road has been as a research and development entrepreneur. [Link]

 

This became the best decision of my life and GDN, as it gave direct route in to academia. Allowing me to make a diffrence from within.

Image result for google data studio gif

Let's keep it simple, we all wish we can show live data visualisation and not have to fork out £10+ on sub every month.

Thanks to Peter of Think Happy Customer, I discovered https://datastudio.google.com. I regularly use this to track my daily behaviour and life tracking - (more on this soon).

Here are some examples of what others have built:
https://datastudio.google.com/gallery

This one by Atos Consulting on MailChimp campaign in my fav:
https://datastudio.google.com/reporting/0B4Z0eYsf6qkUMTZvTFdrcTl1OEE/page/VQhD

and, how it was created:
https://blog.ch.atosconsulting.com/break-data-silos-google-data-studio-supermetrics/?utm_source=google+data+studio&utm_medium=referral&utm_campaign=web+analytics&utm_content=data+studio+dashboard

 

But let's start at the basic, you will find the following youtube tutorial a great starting point.
(Link: https://www.youtube.com/watch?v=R0rV4ZS-ruQ&vl=en)

 

 

Back Home

I have seen my friend really struggle to find a successor for her not for profit, and we at www.GYAEN.com was unsuccessful in finding a successor.

This is why it is back in my and my partner's hand, and it's back with a vengeance.

However, over the next 5 years of running it, we are going to be looking for a successor, rather than doing it overnight. We will follow on these 4 key rules.

1. Establish a time frame (3-5 years)

2. Focus on the skills, not relationships (no family!)

3. Find the right fit (ideally around the age 20-23 and willing to run GYAEN for 5 years)

4. We start the challenge from today

 

 

Understanding the lack of resources to build and develop advanced technology

With the surveyed companies looking to hire more people, medium-sized companies are on a marathon to escape the crosshair of large companies spending millions on technology advancements and small startups with a very specialised team. Over 57% of companies in the mid-market are looking at technology, service and product development.

This desire to catch up has led to 40% of business and IT leaders to work and learn from each other in adopting new and emerging tech however third of the respondents say they have little to no formal strategy or processes in place to oversee the risks and opportunities attached to emerging technologies.

Asked what is holding back their IT governance, the executives cite issues such as lack of resources to build and develop such protocols, the cost, and
a lack of understanding of the importance of IT governance within the C-suite, among other factors.

This lack of formal oversight is problematic for many reasons. For one, it is critical that the board has a fundamental understanding of IT strategy given how technology is reshaping just about every facet of a company’s business. A lack thereof can leave promising opportunities untapped over time, and it can contribute to a lack of organizational efficiency. There also are plenty of issues to discuss as new technologies take hold, particularly as artificial intelligence and machine learning tools become more entrenched in day-to-day business and customer interactions.

“Traditional IT governance structures and processes can be bureaucratic and cumbersome, which can lead to project delays and extra cost. CIOs are now expected to develop IT governance processes that are agile, collaborative, and innovative. IT governance cannot just be about managing the risk: good IT governance can facilitate innovation and uncover new business opportunities.””Khalid Kark, research director, US CIO program, Deloitte

This forward thinking mid-market mindset will dominate executives’ agendas, and it requires organizations to take a hard look at their current approach to governance, potential changes to protocols, and, at times, their understanding and awareness of ethical obligations toward their industry where transparency and immediacy will be vital.

Optimism remains high as private company leaders take a collaborative approach to their technology investments. As executives consider investments to help their companies stay competitive in the long term, it’s positive to see so many executives stepping up to shoulder the responsibility.

Article on Medium: https://medium.com/@Mousuf_ZC/technology-advances-in-the-mid-market-deloitte-48f9350d8f2

Find the full Deloitte report: https://www2.deloitte.com/content/dam/Deloitte/us/Documents/deloitte-private/us-private-tech-report-2018.pdf