01944nas a2200265   4500008004100000022001400041245009700055210006900152260004200221300001000263490000600273520114000279653001901419653001801438653001801456653002801474653002001502653001601522653002401538653001901562653002101581653001801602100002001620856003801640       2018                        eng d  a1927-032100aHow to Build Competencies for a Data-Driven Business: Keys for Success and Seeds for Failure0 aHow to Build Competencies for a DataDriven Business Keys for Suc  aOttawabTalent First Networkc10/2018  a18-280 v83 aData analysis to create deep understanding and insights holds vast potential for innovation, but there is a severe shortage of data scientists. How then can a company create the competencies needed to obtain a competitive edge in the era of data-driven business? This article describes “Data Driven Business”, a program developed to coach company teams in Finland in the use of an innovation platform combining data analysis and service design using real-life case projects. The results suggest that this approach is an efficient way to build data-analysis competencies in a company: after taking the 14-week coaching course, 58% of the participating companies had launched a new product or service in the market within six months from the end of the course. After the program, a network called DOBit was established to share experiences among the members and to leverage data analysis and service thinking in society. This article describes the development and implementation of the course, its results and outcomes, and the keys for success and seeds for failure when attempting to build competencies for a data-driven business. 10abest practices10acase projects10adata analysis10adata-intensive services10adesign thinking10aexperiences10ainnovation platform10aservice design10aservice thinking10ateam building1 aKoskinen, Jyrki  uhttps://timreview.ca/article/119001835nas a2200265   4500008004100000022001400041245011500055210006900170260004200239300001000281490000600291520098400297653001801281653002901299653003001328653002401358653000901382653002201391653004201413653001501455653002201470100001901492700002101511856003701532       2016                        eng d  a1927-032100aCollaborative Innovation with External Actors: An Empirical Study on Open Innovation Platforms in Smart Cities0 aCollaborative Innovation with External Actors An Empirical Study  aOttawabTalent First Networkc12/2016  a49-600 v63 aDespite the rapid increase of public–private–people partnership (PPPP) programs at the global scale, the scientific knowledge of collaborative innovation in cities is scarce. All smart city initiatives emphasize collaborative innovation for better services and products to address the needs and problems of modern cities. Indeed, there is an evident need for both scientific and practical knowledge in this area. Based on an extensive empirical study of open innovation platforms in smart cities, this article seeks to address this knowledge gap by increasing the knowledge of opportunities and challenges of collaborative innovation between a city and external actors, including companies, third sector organizations, research institutions, and citizens. The opportunities relate to novel services, products, and solutions, as well as economic gains, regional development, and systemic and process improvements. The challenges relate to city governments and external actors.10acollaboration10acollaborative innovation10ainnovation intermediaries10ainnovation platform10aPPPP10apublic innovation10apublic–private–people partnership10asmart city10aurban development1 aOjasalo, Jukka1 aKauppinen, Heini  uhttp://timreview.ca/article/1041