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First question is about our creativity. I asked that "How can we develop our creativity during university studies?" Most common answer is attending to social and scientific conferences/speeches or student clubs. Also having some fun and attending to concert is another common choice. Most of the people choose that part when I ask, because feeling relax and enjoying the event that we attend is important. If we feel ok and enjoy the thing that we do, it affects our creativity in a positive way. I agree with most of the people so I concentrate to that part of the topic and my research is about that part too. There is a little part about another answers. Some people give answer like, if you study hard and do the job of your lesson, your development will be affected in a good way too. Their choice is more academic and more disciplined version when we compare it with the common answer. For myself, I think being relax is really important matter for success and development. Our second question is like "How can being innovative support our career life?" Actually it's related with first question. If we try to develop ourselves during university, we can easily continue to the same things when we are in our career life, so people give same answer and most common answer is "If you try to be the same with university life, your career life will be affected positively because you have self-confidence and creativity which are really important for whole life."

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What can we do to develop our creativity during unıversity studies?  How can being innovative support our carreer lives?

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What can we do to develop our creativity during unıversity studies?  How can being innovative support our carreer lives?

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We asked to our friends about "How can being innovative supports our career life.

1. Being innovative may help you develop new skills.

2. employers and big companies looks for people that can bring something new to their companies. If you are innovative then you can be very important person in you work place.

3. You can find solutions for the problems very easily.

4. You can make new uniqe product which people needs.

5. You can find job easily.

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Last 2 week we preperead for presentation and at presentaion we presented our poster to teachers and to our friends. They listened us very carefully. They generally about are we innovative student and what are doing to be innovative.

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In the last 3-4 weeks I tried to decide my whole topic and also I tried to make it shorter for presentation. Because I found many different sources. At first I was trying to research about different topic but then after some tutorials of pbl, I changed the topic and it became better for me. I presented about cultural events/activies and their importance for our university studies, life and future career. Presentation day was good and it was really useful to present in front of different kind of people in a crowded place.

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Innovation generally refers to changing or creating more effective processes, products and ideas, and can increase the likelihood of a business succeeding. Find out how you can build innovation in your small business.

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business

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Innovation generally refers to changing or creating more effective processes, products and ideas, and can increase the likelihood of a business succeeding. Find out how you can build innovation in your small business.

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creative life healthy life

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There are many conversations taking place right now about creativity -- how our future depends on it, how our kids are losing it, how most schools are killing it, and how parents ought to be nurturing and encouraging it.

I recently attended a lecture on the topic by Tony Wagner, Innovation Education Fellow at Harvard's Technology & Entrepreneurship Center and author of "Creating Innovators: The Making of Young People Who Will Change the World." The lecture took place in an auditorium that was packed with parents, well-motivated on behalf of their kids.

As the mother of two small children, I, too, am very interested in what enables young innovators to flourish and perhaps even go on to change the world.

But I am equally interested in what reignites "old" innovators. That is, how can people well past what our culture defines as their prime awaken to mobilize dormant creativity?

"I loved your book for young innovators," I told Wagner a few days after his lecture. "But what about the rest of us? Where's our path to innovating, to changing the world?"

"The path is still there," Wagner said with a chuckle, "but it can become more difficult to find later in life."-

"We must work very hard to listen to ourselves, because the distractions continue to multiply."

Living a life of innovation needs no justification, but there are plenty of good reasons -- both pragmatic and otherwise -- to do so.

The link between creativity and better mental and physical health is well established by research. Creating helps make people happier, less anxious, more resilient and better equipped to problem-solve in the face of hardship.

Studies say that the stress of work is consuming many of us. And that stress can lead to weight gain, elevated glucose levels, upper-respiratory infections and cardiovascular disease.

Confucius once said that if you choose a job you love, you will never work a day in your life. Confucius must have known then what science now confirms: Passion protects us physiologically, allowing us to work longer and harder than we would be able to toiling away at a job we hate.

Imagining and creating give us a sense of purpose, Wagner says. If you lack those things, a pervasive sense of emptiness becomes the default. The great seduction later in life is that many of us fill the vacuum with false friends, material things and medication, both legal and otherwise.

The first question Wagner asks is: "Are you willing to settle for less money?" Obligations to family, children and mortgages lock many people into career paths that provide a certain income but far less satisfaction.

"I recently met someone trained as an M.D. who is teaching high school science," Wagner says. "She settled for less money but is much happier."

More questions to ask yourself: Are you giving back? Are you making a difference? Are you following your passion when you're not working, or has working become an addiction?

The creative path can be an unconventional one, and choosing it may sometimes be a difficult pursuit. Wagner offers some sound advice that can help guide the way:

Shut out the noise. At some point it's time to stop blaming family, friends and life circumstances. "Look inward," Wagner says. Ultimately the path to innovation requires a certain kind of inner strength, a spiritual discipline. It's important to cultivate the discipline of listening to yourself. Even if you have no support, the support that ultimately matters most must come from within you.

Believe in yourself and your vision. Begin by making a declaration of yourself and your intentions. Put a stake in the ground by making a statement out loud in front of a mirror. Write about your passions in a journal entry, even on a piece of paper. We all have ideas and perceptions, but you can't follow your dream and vision unless you can give it a voice.

Continue to learn. We are wired to be lifelong learners. "It's in our DNA," Wagner says. Is the spirit of curiosity still alive as you get older? Do you listen to your own questions, ideas and interests? Do you make time for them?

Wagner recommends continuing to study things that you care about and developing an area of expertise, inside or outside a formal classroom setting. Seek out teachers who are passionate about their subject. Make a sustained effort over time to master your own interests.

Redefine failure and embrace iteration. By now, you have failed -- and probably more than once. And if you haven't, you are probably playing it too safe.

Accept failure, Wagner writes, because though it "hurts like hell -- especially failing in public ... you will learn some of your most valuable lessons from failure -- far more than from your successes."

We need to redefine "failure" as a society. "It has become a pejorative in our vocabulary," Wagner says. No one wants to fail, and yet you can't pursue passion and purpose without a great deal of trial and error and multiple failures.

Wagner prefers the term "iteration," a design concept which involves the continuous prototyping, testing, analyzing and refining of an idea or product.

Have fun. Creativity, imagination and innovation usually find us during moments of play. Take time off and find ways to recharge your creative and physical energy, Wagner suggests. Take walks, get regular exercise, spend time in nature, listen to music, study paintings and photographs, volunteer.

Practice listening to many different kinds of people and ideas. More people are choosing their source of news by only listening to those who reinforce their biases and points of view. This does you a disservice.

Experience another culture, Wagner suggests. Read a thoughtful opinion piece that is diametrically opposed to your own, read history and good novels, explore other religions as a way of understanding the world.

Wagner believes that travel is important as a way of expanding our view and upsetting our inclination toward equilibrium. But the type of travel matters. Are you engaging in just another form of consumption or undertaking a potentially life-changing learning experience? Do you immerse yourself in authentic experiences or wall off in a cocoon of the familiar?

Travel with the purpose of really understanding a culture, a way of life and being that is radically different from your own.

Work hard at mastery. By now, you are probably no stranger to discipline and hard work. In his book "The Outliers," Malcolm Gladwell writes about the importance of putting in 10,000 hours to master something.

There are no shortcuts to mastery for anyone -- young or old. Though this can mean double the workload for many of us who also hold a day job, you may take solace in the fact that the creative process is "1% inspiration and 99% perspiration" (so is genius, as inventor Thomas Edison famously said).

"You will likely need to develop a regular schedule and a routine for your work," Wagner writes.

Engage in self-reflection. Wagner emphasizes the importance of establishing a regular mindfulness practice, through meditation, writing in a journal, walking, yoga or other pursuits.

If the passion for and benefits of creativity are ageless, then imagination, creativity and innovation cannot just be a young person's game.

Young or old, Wagner says, "you must, first and foremost, be a creator."

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a creative life is a healthy life - cnn.com

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There are many conversations taking place right now about creativity -- how our future depends on it, how our kids are losing it, how most schools are killing it, and how parents ought to be nurturing and encouraging it.

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innovative work place

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What Are the Benefits of an Innovative Workplace?

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An innovative workplace is on the cutting edge of technology, design and business practices. The benefits of such a workplace are numerous. Not only are there technological benefits but employees ...

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/www.creativityatwork.com

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First of all, we had some problems on our topic. We

tried to find useful topic for all of us. Accordingly,

we solved the problem via separate parts of our topic.

Thus, we learned how we can cope up with a problem

as a team.

After that we did some researches and interviews

with students and teachers. So we collect information about why we need being innovative and how we can

be an innovative. When we researched on internet we used many source and we learn how we can choose

effective information from all of these source pool.

When we look at our poster. We have mistakes

about it. We didn't take enough information and

images on our poster. /////////////

Now we are thinking it will be better

cause now we can put our ideas

together. We will try to do our best. And also we learnt a lot of thing while we did our people presentation. For example we was worried about presenting poster to others before the presentation . However after presentation we saw that presentation is not difficult as we thought but it was very exiting. Now we are more confident about presentation. In the future we can give presentations more confidently This project is a really good process for our presentation skills. Also as we said before, at first we didn't have a common idea about topic but then we tried to solve the problem. That was also another important point about the project, we got the team-working skill too. On the other hand, research period wasn't useful at first but then when we managed the topic it became more clear and at the end we can see that, it was a great journey for us.

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In March I've decided my topic and I started to make researches about it. In half of the March, I started to complete my research.

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Innovation Technics in Music Industry(can)

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Innovation Technics in Music Industry(can)

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The Intersection of Art & Innovation: Marketing and Promotion in the Music Industry

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Join us for another installment of our ongoing series on the ways art and innovation affect and influence both commerce and consumers. Senior Manager, Industry Analysis Sean Murphy will be joined by Matt Merewitz, founder of Fully Altered Media to discuss the music industry from the perspective of a publicist adapting to a rapidly evolving business landscape.

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Marco Alboni, President of Warner Italy & Enrico Pugni, Head of Digital/Brand Partnership Warner Music Italy Click to discover more about Marco & Enrico: http://firenze4ever10.luisaviaroma.com/speakers/warner-music/

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Posts about Music Product Innovation written by Mark Mulligan

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How the Music Industry Manages Innovation(Can)

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How the Music Industry Manages Innovation(Can)

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Is there innovation going on in the music industry space? Perish the thought. Yet this was the question tackled by a 'How the Music Industry Manages Innovation' panel at Midem this afternoon.

The panel was Robert Ashcroft, CEO of PRS for Music; Rolf Budde, president of publisher Budde Music; Mark Hoppus, musician (of Blink-182 fame) and producer; Steve Rennie, manager of Incubus; Johan Lagerlof, CEO of digital label X5 Music; and Jean-Noel Tronc, CEO of French collecting society SACEM.

Moderator Helienne Lindvall kicked things off, asking Ashcroft about whether the music industry remains populated by roaming dinosaurs. "I'm not going to see myself in the dinosaur category, nor am I going to see PRS for Music in the dinosaur category," he said, noting that the society was the first to sign a deal with YouTube, the first to sign up with Apple's iTunes Match and so on.

"But the industry has got a problem," he said. " Apple is now making more in profit than the recorded music industry ever made in revenue. I would like to think that the music industry contributed a little bit of that value to Apple, so my question is have we handled that well in this transition?.. I would say not. Apple have done much better than we have."

Ashcroft says he hopes subscription streaming services like Spotify will become properly mainstream, and herald a "bright future" for the industry. But he warned about an alternative vision: "If on the other hand, the cloud locker services are filled up wit pirated content and we are fighting for scraps of that chain... we just haven't played our cards right."

Budde was asked if there is musical innovation going on in Germany, and he brought up the legal arguments between collecting society GEMA and YouTube there over licensing.

" We are the last fortress against this YouTube situation, and we are fighting hard on that," he said. "The problem is the fair price, getting statements and getting all the business plans... The biggest problem to solve the YouTube deal is they want a non-disclosure deal, and we are not allowed by Germany law to do with any partners a non-disclosure [deal]. We have to do it open."

Onto Hoppus to give an artist's perspective. How does he manage the digital space? Are there innovations that are very useful for Blink-182, or things that he's worried about?

"For us there's a lot of opportunity. We just became an independent band, and with all the forms of digital distribution, we were able to release an EP on our own," he said. " Are record companies dinosaurs? For the large part they are, just because of the nature of being a big business."

But he was also positive. "Record labels now are in a good spot to use all these different technologies to get attention to bands, and to push bands - and for bands to do it on their own." Hoppus talked about artists and labels as being in "partnerships of creativity" in the best examples, with trust and give-and-take on both sides. "There is still a balance to be made there: there is good that can come from that partnership," he said.

Rennie provided a manager's view. "I don't know if I buy the dinosaur," he said, before referring back to his own days working within a label. "The thing that was striking to me, I would sit in label meetings and we would talk about how to move the price up, and about how to make the consumer do everything the way we wanted to do it," he said.

" It felt like that Sony and all the labels spent more time protecting than innovating ... That was the undoing of the label business as we see it today."

Now, Rennie thinks the industry "has got to keep innovating... I feel myself being suspicious of so many of the things that worked in the past, and looking more at ways people are doing it that are outside the mainstream of the business... The great people and the great ideas find a way to happen."

Over to Lagerlof, whose label X5 is digital-only, and hails from Sweden - a country attracting lots of attention from the music industry for its rising sales, fuelled by streaming services.

"The market is bigger now than it was before," he said. "In two or three years, it will be bigger than 2002, which was the biggest year, so it's a bright future. But the labels haven't changed that much their way of working."

He talked about a regular question from artists: their concern about low payouts on Spotify. "I say to them what have you done today to make more revenues from Spotify? And they say 'well, I'm up there, isn't that ok?'." So X5 ran a test. The company took 500 recordings on Spotify and tracked them - they generally did 7k streams a week each. X5 packaged them up in compilations and playlists and reuploaded them to Spotify.

"We traced streams for those for a week. We thought we could maybe double up at least. The streams were also published in an app on Spotify, and the streams were 247k for the new album. That's an increase of 3,400%!"

Tronc gave another collecting society's opinion. "I don't come from this industry. I spent the last 20 years of my career in the IT business," he said. "Frankly coming into this industry, I am really impressed, and of all creative industries... I don't think anyone can quote another industry that has been so involved in grasping the digital world opportunities as music has been."

The panel were asked to pick out a single innovation each that they think is important for the music industry to look closer at and take advantage of.

Rennie: "I would like to think that somewhere in one of these great technology companies, somebody can go out there and track the real plays that happen, and ensure the artist gets paid for it... If every time an artist sold a record, they actually got paid when the money cleared the bank, instead of six-month hold-backs ... I'd like to see somebody track it, because it can be tracked, and get the money in your pocket!"

Hoppus agreed there has "always been that" problem, citing breakages clauses in contracts when Blink-182 first got a deal. "There is a lot less nonsense in the contracts now," he added.

"All this affords a lot of opportunity for bands, but you have to weigh that against what a label can bring you, and the guidance a label can bring you. But it also puts pressure on the labels to get rid of all the bullshit and come up with a plan that works for the band as well as the label... Now bands have a lot of power. Once you have a following the labels are largely as dependent on you as you are on them. "

There was another slightly testy exchange over transparency of collecting societies, and how fast they pay out. "You can pay out the next day if you're willing to risk getting it wrong," said Ashcroft. Rennie suggested societies could hold back 10% for "the funny business" but pay the other 90% as quickly as possible, as an alternative. "I know you can do better," he said in a comment aimed at wider labels and societies rather than PRS specifically.

It was a bit of a shame, if we're honest: a session to discuss a wide range of innovations in the music industry descended - as it so often does at conferences - into a 'why collecting societies need to be faster / more efficient / more transparent' discussion. And it's an important debate, but it's not the only one to have.

"We've got to get a handle on streaming music," said Hoppus. "I think it's just fractured right now. As a fan of music I don't really know where to go to... I'm really happy with the way that technology is coming around... Bands love people that love their band. Bands want their music everywhere... At the same time we want the respect of people who listen to our music to say 'you create something that's of value to our lives'... Now we're begging people to spend $20 a month to get evey single fucking song that's been made in the history of mankind? Having that kind of access is incredible, and it's worth a lot more to people."

Hoppus said he thinks people's opinions are "coming around" on this point though: they're willing to pay money, if not as much as he'd like. "It's a lot smaller pie," he admitted. "Streaming I think is great, it's immediate, people get a choice of everything, you can get playlists, drag songs to people... That's worth a lot, to me."

Tronc moved the conversation on to the music industry's anger at large internet companies (usually code for Google) who it perceives as trying to erode the rights of creators. "They are lobbying to destroy these existing regulations that will help to shift some of the revenues back to the people who created the reason for these revenues," he said. And so ended the session.

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Midem 2013: How the Music Industry Manages Innovation

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Is there innovation going on in the music industry space? Perish the thought. Yet this was the question tackled by a 'How the Music Industry Manages Innovation' panel at Midem this afternoon.

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New Innovation and Business Modals in Music Industry (Can)

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New Innovation and Business Modals in Music Industry (Can)

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The panel discussion on Sept 18 in New York's prestigious Premier Studios in Times Square about the role of cryptocurrencies for innovative business models in the music industry was very illuminating for lots of different reasons. First of all the panelists and the moderator spoke extremely clearly and passionately about the drivers behind the adoption of these new technologies and the power that they give to artists and fans disintermediating the labels and middlemen in general. Second, with most of the audience composed of music industry and content distribution representatives of various kinds, it very clearly illustrated how much we are living in the world succinctly described by Bre Pettis where "things are changing faster then we can die": while the audience in the room was still trying to get to grips with what is Bitcoin and what the first generation of Blockchain technologies mean, the panel was moving on to describe smart contracts, distributed applications, and how novel implementations of the Blockchain can be more flexible to solve real-world problems that artists face on a daily basis.

Tatiana Moroz eloquently described her experiments with TatianaCoin and a clear understanding of the learning process involved from all sides, her and her technology team, and also on the side of her fans. The securitization of the assets of an artist that was an extremely unexpected move by David Bowie a few years ago, is now available to anybody, so that creative people can leverage their future production promptly. It was amusing how the moderator keenly remarked every time he could that this was not an IPO because the SEC regulations would not allow it.

Phil Quartararo, who is an icon in the music industry made it clear that the power of fans and their ability to send rapid signals back up to the artists would increase radically. His exchanges with the participants were very useful because they spoke the same language, being industry insiders, but still did not bring the many skeptical participants in the audience over to the other side, embracing the exciting new possibilities that have to be experienced in order to be better understood.

Gregory Simon, CFO and Co-Founder of Ribbit.me! highlighted many of these new possibilities, especially oriented to a rapid, and viral adoption of the cryptocurrencies which in his view can be bundled in promotions that have a very low barrier to entry by consumers. Since his platform is shipping in a few months, in December, it is impossible to prove his claim today, but everybody will agree that Bitcoin and the alt coins must become radically easier to use if we want to achieve massive adoption. Ribbit.me!'s bundling approach hits the consumers in their passion at the time of purchase when their defense barriers are lowest and, if the user experience is right, could indeed facilitate large numbers of people becoming acquainted with the advantages of crypto currencies.

The moderation of the panel was conducted with light but sure touch by Rik Willard of MintCombine.

I had the chance of remarking how the music industry has been in the past very successful in moving the balance away from innovation, especially with their victory at the Supreme Court in the Grokster case that criminalized peer-to-peer technologies, shying investors away from financing anybody who would leverage them, and plunging us in an era of suboptimal use of networks which only now is being slowly corrected. The reason why songs cost an amount that never goes lower than a dollar too much is not because artists wouldn't be happy to sell 1 million songs for $.10 each, but is due to the antiquated payment infrastructure enabled by the credit card technologies belonging to the middle of the previous century. We are mindlessly admiring Apple, Google and other tech giants when they announce their latest investment in multibillion dollar data centers. We should instead be living in a universe where as soon as we meet a group of people our phones should start synchronizing the apps and that the content on each other's devices. Based on our respective preferences, without having to go thousands of miles across continents through vulnerable connections to spying, poaching and exploitation, this should all be conducted on ad-hoc local mesh networks.

The fact that these conversations occur, obviously is good, and one can only hope that the lawyers in the room were not there so that they could learn how to build the next line of defense or even attack in order to stop this new generation of technologies from gaining ground and giving opportunities to artists worldwide through their democratizing power.

Premier Studios Live: www.PremierStudiosNY.com

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Innovative Business Models For The Music Industry - Bitcoin Magazine

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The panel discussion on Sept 18 in New York's prestigious Premier Studios in Times Square about the role of cryptocurrencies for innovative business models in the music industry was very illuminating for lots of different reasons.

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This week as always i found some

resources for our pbl. I think this

resources will be enough for this week

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of By Thomas C. Frohlich 24/7 Wall St. |

The United States Patent and Trademark Office (USPTO) issued 300,678 utility patents in 2014, many of them to just a handful of companies. More patents were issued in 2014 than in any other year in the history of patent filings.

IBM (NYSE: IBM) was the global leader for innovation in 2014 for the 22nd consecutive year, with 7,534 patents. Last year was also the first year any company received more than 7,000 annual patent grants. Based on data from global patent data compiler, IFI Claims Patent Services, these are the world's most innovative companies.

The most innovative companies are not always the most financially successful ones. While IBM was the global innovation leader in 2014, its stock price fell 13.3% last year. In the case of several other companies, however, innovation has accompanied financial success. Google (NASDAQ: GOOG), for instance, appears on our list of most innovative companies for the first time after a dramatic increase in patent filings over the last several years. The company has reported substantial revenue increases as well as research and development (R&D) spending increases since at least 2011.

In order to innovate, a company needs resources. IBM had a relatively poor year in terms of revenue in 2014, but this did not prevent the company from investing heavily in R&D. IBM invested more than $6.3 billion in R&D in fiscal 2013, one of the highest figures among all companies worldwide. Similarly, the economy can affect a company's capacity to invest. Larry Cady, vice president of product marketing at IFI Claims Patent Services, suggested that a few years ago, when companies filed many of the applications for the patents awarded last year, "there was probably some cost-cutting" brought on by the recession and other "cyclical economic factors."

This partly explains the slowdown in growth of U.S. patent grants. The number of patents issued in the United States increased by just 8.2% from 2013. This was down from a 9.7% growth in 2013 and from a 12.8% growth in 2012. Despite the growth slowdown, the United States is still far and above the most innovative country worldwide. "[This slowdown is] probably more related cyclically to the economy than it is to any other underlying change in technology," Cady said. "I don't think it's the case that people are running out of things to patent." There were 19 U.S.-based companies among the 50 most innovative companies, and four of the top-10 are based in the United States. According to Cady, the perceived stagnation in U.S. patents is likely temporary.

Cady explained that a range of factors contribute to high numbers of patent grants. Incentive structures at these companies and corporate culture are key among them. "If you provide someone with an incentive to patent their idea, they will patent more," Cady said. For instance, Google employees are permitted one day per week to focus on whatever they want, according to the company's website. This encouragement is part of Google's eight pillars of innovation. IBM, too, has a long history of such incentive structures.

Patent grants are a reliable measure of how innovative a company is. However, in an interview with 24/7 Wall St., Cady said that "a fairly small number of the patents granted fall under the category of significant innovations that really change the landscape." Not only are many patents representative of extremely incremental developments, but they are often filed for a variety of reasons. A key innovation, for example, will often require a range of different patents to protect it from challengers. Companies will also deliberately bolster their patent portfolios in order to take a "defensive posture," Cady explained.

In particular, especially in the extremely competitive electronics and software industries, patent trolling has become a common occurrence. Patent trolls will purchase patents on the market without any intention of releasing the product, and they sue other companies for attempting to do so. The increasingly defensive strategies adopted by companies can be attributed in part to the rise of such patent trolls. Cady added that intellectual property laws have become especially vague in these industries. "What's patentable is a contentious issue," Cady said. Methods of doing business, or an intangible invention like software, are entering patent courts more often than ever. Historically, inventions such as these were deemed far too abstract for patent protection.

To identify the 10 most innovative companies, 24/7 Wall St. reviewed the companies with the 50 highest total number of patent grants in 2014 from IFI Claims Patent Services. Patent data from previous years also came from IFI Claims Patent Services. When available, financial data came from the companies themselves or Google Finance. Sales figures from non-U.S.-based companies were converted to U.S. Dollars using exchange rates current as of the publication of this article.

Click ahead for the five most innovative companies in the world, and then visit 24/7 Wall St. for the list complete.

© Paul J. Richards/AFP/Getty Images

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of By Thomas C. Frohlich 24/7 Wall St. | The United States Patent and Trademark Office (USPTO) issued 300,678 utility patents in 2014, many of them to just a handful of companies. More patents were issued in 2014 than in any other year in the history of patent filings.

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For taking a wacky idea and running with It. The Ice Bucket Challenge was not the brainchild of the ALS Association, which raises money to fund research on amyotrophic lateral sclerosis (ALS), otherwise known as Lou Gehrig's Disease. But the Association deftly embraced the Internet sensation, raising more than $100 million during a 30-day period in the summer of 2014. The challenge, started by ALS patients and their advocates, doesn't involve donations at all. Instead, people, some of them famous actors and athletes, posted YouTube videos of themselves being doused with a bucket of ice water. The unusual-if baffling-effort brought a great deal of public attention to an illness that hadn't been getting much of it. The ALS Foundation promoted the idea, and in October announced an initial contribution of $21.7 million to expedite research to find treatments and a cure for the disease, $18.5 million of which was designated for four global research projects.

For making cybersecurity a philanthropic cause. Governments worry about cybersecurity, whether it's a matter of official documents being disclosed or the Sony hacking that caused an international incident involving North Korea. But it's not been a cause in the not-for-profit world until the Hewlett Foundation stepped in. In 2014, the foundation created a "cyber initiative" to explore how to protect privacy, innovation, and the need for data security in an era when so much information is kept electronically. Governments and industry have scrambled to deal with cybersecurity issues, but they have "largely focused their separate, siloed security efforts on the immediate need to thwart enemies, hackers, and thieves," the foundation says. Hewlett has so far pledged $65 million-the largest such commitment by a private donor-to address cybersecurity issues. Stanford University, the Massachusetts Institute of Technology, and the University of California-Berkeley each got $15 million in November to launch academic initiatives aimed at protecting governments, individuals, and businesses from hackers.

For providing the tools for medical innovation. Prescription painkiller abuse ruins lives and costs millions in health care expenses. But what if there was a natural, non-addictive way to register or block the sensations that cause pain? A Chilean researcher launched that project last year, thanks to help from the Boston-based Seeding Labs. The small nonprofit, officially launched in 2007 by Nina Dudnik, doesn't offer cash grants; it merely sends donated lab equipment to great scientists overseas so they can do research. Dudnik, a graduate of Harvard's doctorate program in microbiology, came up with the idea while working as a Fulbright Fellow in Ivory Coast in 2001. As of 2014, Seeding Labs had provided $2.2 million worth of lab equipment to nearly 20,000 scientists and their students in 23 countries. Last year, it also expanded into a public-private partnership with USAID, which gave $3 million to Seeding Labs to close the science research gap abroad.

For making health about more than health care. The 43-year-old Robert Wood Johnson Foundation is known for its attention to health care. With more than $10 billion in assets, RWJF is the single biggest philanthropy dedicated to the nation's health. But in 2014, president Risa Lavizzo-Mourey announced a dramatic change: Instead of treating health care and general public health as separate goals, the foundation would promote a "culture of health" aimed at all the elements that affect a person's well-being, whether it's poverty, food security, adequate housing, assistance to the elderly, or bike paths in cities. RWJF won't stop working for quality, cost-effective health care, Lavizzo-Mourey said in announcing the shift, but will broaden its mission to include other factors that affect the public well-being. One such approach, supported by the Foundation, is Health Leads, which enables doctors and other health care providers to "prescribe" basic resources like food and heat just as they do medication to make sure patients can stay healthy between medical visits.

For making a science out of giving. The Rockefeller Foundation has plenty of cash to throw around; last year, the group spent more than $200 million in grants and other funding for projects in more than 50 countries. To spend the money wisely, the foundation has its own, unique global intelligence unit that identifies needs and figures out what (if anything) the Rockefeller Foundation can do to help. Only a handful makes it to the "development" stage, wherein a project is test-funded to see if it can have a wider impact. In 2014, the Rockefeller Foundation directed $75 million to Smart Power in India, working with utility companies, investors, and NGOs to help a nation in which 290 million people lack basic lighting. The project is expected to electrify 1,000 villages between 2014 and 2017 and will be used as a model for similar projects in Asia and Africa.

For finding a cost-effective way to evaluate its work. Acumen's approach has always been more than straight-up charity; its model is to do "double bottom line" or "impact" investing, in which investors achieve both a profit and a social dividend. But Acumen wanted to make sure its work was reaching the right target-particularly when the rural, very poor are involved. With the 2014 launch of the Lean Data Initiative, done in conjunction with the Grameen Foundation, Acumen is using mobile-enabled impact measurement tools to assess and evaluate its work. Lean Data resulted in collecting data from 1,000 customers of Ziqitza, an investee in India that provides ambulatory services to the poor, helping Ziqitza learn whether it was reaching the poorest and most isolated people. In Africa, more than 3 million customer texts were sent to Sproxil, a Nigerian-based company that enables customers to verify the authenticity of their medications through SMS.

For using interactive mapping to fight ebola. Addressing a major disaster or disease outbreak is problematic enough, but add in the difficulty of tracking people and germs in low-tech nations, and the task is even more daunting. Last year's Ebola crisis presented a special challenge, with the disease spreading from Guinea to Liberia and elsewhere in Africa. And the highly infectious nature of Ebola meant poor tracking could mean a lot more deaths. Direct Relief, answering a request from the Liberian Ministry of Health and Social Welfare, used an interactive mapping system to show where the Ebola cases were, where the clinics were, and where Direct Relief had sent protective gear. Direct Relief was already in the business of collecting donated pharmaceuticals and equipment and sending it to needy clinics, but the mapping and data collection allowed the group to track the spread of the disease and identify where help was needed. It also provided some transparency for donors, who could see where their money was going.

For fighting conflict by battling poverty. Mr. Buffett intends to give away some $3 billion through his foundation by 2045, so it's unsurprising he'd take a bold view toward solving some of the world's biggest problems. The son of Warren Buffett argues that hunger causes conflict, and conflict causes hunger. So, the younger Buffett, author of 40 Chances: Finding Hope in a Hungry World, is peddling an antihunger campaign rooted in the premise of his book. Farmers, notes Buffet (who counts farmer as one of his own avocations) get 40 growing seasons in a lifetime, 40 chances to get a good crop-so get it right. He's financed projects to fund private seed companies in Africa, to get Nicaraguan farmers the legal help to get title to their land, and has partnered with other organizations to give $150,000 fellowships to launch innovative social-enterprise projects addressing hunger and poverty in Liberia, Malawi, Rwanda, and Sierra Leone.

For showing girls technology is about more than texting. Online sales aren't new. But with the announcement of Digital Cookie in December, the Girl Scouts has not only brought their century-old organization into the Internet age, but it accomplished an unusual feat: keeping the charm of the green-uniformed girls selling Thin Mints and adding the convenience of ordering cookies with a mouse click. The girls create their own websites to sell the cookies, providing them with valuable training in website design, online marketing, business management, and customer tracking and service. The Scouts aren't the first to do e-commerce, but they may be the first to create a web sales program run entirely by girls. The program also teaches the girls Internet safety, as customers must be invited to buy from a Scout's website, and the sites do not say where the girls live.

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The World's Top 10 Most Innovative Companies Of 2015 In Not-For-Profit

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For taking a wacky idea and running with It. The Ice Bucket Challenge was not the brainchild of the ALS Association, which raises money to fund research on amyotrophic lateral sclerosis (ALS), otherwise known as Lou Gehrig's Disease. But the Association deftly embraced the Internet sensation, raising more than $100 million during a 30-day period in the summer of 2014.

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APPLE

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For the third year in a row, Apple was named number one in management consulting firm Booz & Company's annual survey of the top 10 most innovative companies.

Almost 80 percent of the respondents in the 700-company survey (.pdf) named Apple as one of the top three most innovative companies in the world. Google, which took the second spot overall, ahead of 3M, was listed in the top three by 43 percent of respondents.

But what is innovation? How can it be quantified, and what does it mean that Apple comes out on top? Reticle Research analyst Ross Rubin notes there are different kinds of innovation, and different companies excel in different areas.

"Apple's innovation focuses on bringing together different parts of an ecosystem and tightly integrating them together with meticulous attention to detail" Rubin told Wired via e-mail. "They refine consumer capabilities in an approachable offering with broad appeal."

Samsung, number four on Booz's list, takes a different approach than Apple, making a point to incorporate the latest technologies into its products, like large OLED displays and NFC.

"Other companies, like Dell, focus on relatively unglamorous innovation in process and manufacturing," Rubin said. And then there are companies like Google, whose innovation is largely left to prototypes and concepts, things like Project Glass.

"I think Apple is a leading innovator among tech companies - but innovation comes from many companies, and it's easy to point to clear examples from many of Apple's competitors," Forrester analyst Charles Golvin told Wired.

"A big distinction for Apple is the breadth of areas in which it innovates: hardware, industrial design, software, usability, retail. Many of its competitors are strong in one or more of these areas but not across the board."

Interestingly, innovation (at least in the surveyors' eyes) is not tied with R&D spending. Apple's absolute R&D expenditures rank it 16th within its industry. Microsoft, the top R&D spender in the software and Internet area, was ranked as the sixth most innovative company.

In recent months, Apple has come under criticism for its products being largely "evolutionary," rather than "revolutionary" (and even, in some respects, "utterly boring"). Because of Apple's history of innovation, many of us hold higher expectations for Apple than for its competitors.

Golvin thinks Apple will continue to be a leader in innovation in the coming years, despite doubts about the company now that Steve Jobs is out of the picture. "[Jobs'] leadership and imprimatur persist in the people that he hired, like Jony Ive," Golvin said.

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apple (again) tops list of most innovative companies - cnn.com

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Apple (again) tops list of most innovative companies

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For the third year in a row, Apple was named number one in management consulting firm Booz & Company's annual survey of the top 10 most innovative companies. Almost 80 percent of the respondents in the 700-company survey (.pdf) named Apple as one of the top three most innovative companies in the world.

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This week, I have decided my sub

category, How to become innovative

person to professional life. I make

researches about real life stories. I hope it will be interesting. :) --------------------------------------------------

Presentation week, We presented our poster at university

center. That improve our present skill.

When you present something you can

comprehend too.

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You are alive today. You were alive yesterday. You were alive the day before that. This is good news from a survival perspective. Unfortunately it is bad news from an innovation perspective.

Your brain is wired to keep you alive.

Your brain makes the assumption that because you were alive yesterday, what you did previously is safe. Therefore repeating the past is good for survival. As a result, doing things differently, even if it seems like an improvement, is risky. Perpetuating past behaviors, from the brain's reptilian perspective, is the safest way.

This is why innovation is difficult for most individuals and organizations.

Innovation is about change. It is about doing something different than you did previously. It is about trying something that you have not done before, and therefore may feel is a danger to your survival.

How does the brain's survival instinct prevent innovation-and what can you do about it? Here are seven ways to outsmart your brain.

Challenge No. 1: The brain wants pains solved first.The brain is wired to minimize loss. We want to keep what we already have. Equally, we are not interested in something new, until we address our pains. The brain seeks preservation over pleasure.
Solution: Recognize that people want their pains solved more than anything else. Be the aspirin. Innovation is not just about creating something new and different. It should solve a problem that people have. Infomercials are especially effective at demonstrating this.

Challenge No. 2: Expertise is the enemy of innovation. We build neural pathways to known solutions. What we know best (or in some cases have heard most recently) becomes our default answer. Unfortunately, once we find an answer to a problem, we stop looking for other possible solutions. As a result, the tried and true wins out and we get more of the same.
Solution: Keep looking. Although this sounds simple, don't stop with the obvious answers. Keep pushing until you are out of ideas and then still push forward. Ask "who else has solved a problem like this?" A whitening toothpaste was developed by studying how laundry detergent whitens clothes. A medical device manufacturer learned how angioplasty balloons expand and contract by studying car airbag deployment.

Challenge No. 3: The brain wants solutions, not problems. In the world of business, we hear the expression, "Don't bring me problems, bring me solutions." From a survival perspective this makes sense. When faced with the possibility of being eaten by a lion, we don't want to study our navel. Action is critical. However, in the world of innovation, the "problem" is actually more important.
Solution: Ask better questions. Einstein reputedly said, "If I had an hour to save the world, I would spend 59 minutes defining the problem and one minute finding solutions." Instead of asking for broad ideas such as how to increase revenues, first identify the specific growth opportunities, untapped markets, emerging trends and current roadblocks. Then find solutions to those more focused challenges.

Challenge No. 4: The brain craves commonality. Contrary to conventional wisdom, opposites do not attract. It is safer to be in a tribe of people who think the same way. Things get done quickly. It feels effortless. But the downside is that it thwarts innovation.
Solution: Work with people who are not like you. Find people with different backgrounds, personality styles, and interests. Appreciate their contribution to you and your professional efforts. For example, I am someone who is disorganized and despises plans or planning. As a result, the first person I bring on to my team is a detail-oriented project manager who can make sure ensure that I get everything done.

Challenge No. 5: The brain sees what it believes.The brain uses a pattern matching technique called "confirmation bias." In a nutshell, it rejects anything that is inconsistent with your belief structure. This is why two people can listen to the same political candidate and hear completely different things. From an innovation perspective, this may have us get attached to certain ideas, despite evidence proving that they are probably duds.
Solution: Avoid getting wed to your ideas by getting someone to play devil's advocate. Any time you think to yourself, "Wow, this is a great idea," get someone to poke holes in your logic. Don't go to the same people for input. Seek out people who you suspect would reject the idea. Learn from them. Refine your solution based on numerous perspectives, not just your own biases.

Challenge No. 6: Your brain only sees a fraction of reality. What you focus on expands, to the exclusion of everything else. The brain's reticular activating system is designed to filter out 99.99 percent of the stimuli out there. This prevents the brain from being overwhelmed by information. Unfortunately, as a result, you miss out on opportunities because you cannot even see they are there. When you are a technology expert, the solution to every problem involves software/hardware. Opportunities are limited to your frame of reference.
Solution: Sometimes you need to purposefully retrain the brain. Attend conferences unrelated to your work. Read magazines from different industries. This is why I don't read books on innovation, but instead read about neuroscience, psychology, and sports performance. This helps me see more of the world and find opportunities in places I wouldn't have thought to look.

Challenge No. 7: The brain thinks too much: The dorsolateral prefrontal cortex is the judgmental part of the brain. It is analytical and calculating. This is great for decision-making that requires logic. But it can kill innovation. When athletes choke, they are over thinking and constrict the neural pathways that allow access to their deeper capabilities.
Solution: Quiet that part of the brain through meditation, yoga, showering or any other relaxing activity. This allows you to gain access to the creative parts of your brain. Aristotle found his greatest breakthroughs while napping. One company found that they could speed up the development of new product ideas through meditation first thing in the morning.

The brain is incredibly powerful. And it does its job exceptionally well: perpetuate the species. It does this by ensuring the survival of the individual and the gene pool. Although this is of course valuable, it does limit our ability to try new things. Perpetuating the past is the surest way to survive. But for organizations, doing what you did in the past is the fastest path to extinction. By knowing how your brain is wired, you can choose to both survive and thrive.

Read more posts about psychology and business.

Photo: Getty Images

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7 Ways to Outsmart Your Brain to Be More Innovative

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You are alive today. You were alive yesterday. You were alive the day before that. This is good news from a survival perspective. Unfortunately it is bad news from an innovation perspective. Your brain is wired to keep you alive. Your brain makes the assumption that because you were alive yesterday, what you did previously is safe.

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Innovation: The Key to Business Success - Online Course

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Understand commercial innovation, how ideas emerge and become reality, with this free online course developed with Marks & Spencer

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Big companies that fail to innovate risk extinction. That's the stark truth in the era of "digital disruption".
Special Report: The Technology of Business Windows XP: Your upgrade experiences Has the humble password had its day? Could your clothing save your life? Smartphone stress: Are you a victim? Quantum computers to crack the world
Just look at the likes of Woolworths, Polaroid, Alta Vista, Kodak, Blockbuster, Borders... the list goes on. All steamrollered by strings of ones and noughts and changing consumer behaviour.

But why are so many big companies so bad at it?

"Typically, big companies are much more conservative than start-ups and won't do anything that is untested or could risk future profits," says George Deeb, managing partner at business consultancy Red Rocket Ventures.

"Innovation efforts really require a very different, more entrepreneurial risk-taking mindset."

Jackie Fenn, a specialist in innovation at research consultancy Gartner, told the BBC: "Size can add to the challenges. A strong brand can have a fear that failure may damage its reputation.

"But you cannot afford to stay still - business is a moving escalator. The world is moving around you - customer expectations are changing, competitors are always catching up and threatening to take away your business."

Short-termism

Big publicly quoted companies also have quarterly earnings and shareholder expectations to meet, says Mr Deeb. This can take the focus away from research and development (R&D) and on to earnings and profits.

Exponential-e is a cloud and internet service provider with an annual turnover of about £60m. Its founder and chief executive, Lee Wade, used to lecture on innovation and agrees that short-termism is a major problem.

"[Big companies] are not adept at monetising ideas because they're so focused on delivering short-term performance to meet City shareholder demands," he says.

Another reason is that innovative companies often have a forceful, passionate entrepreneur at the helm, he adds, but when that person leaves or dies, the company can lose momentum.

"Tesco was one of the greatest British innovators under [Sir] Terry Leahy," he offers by way of example. "Now they're losing out to the likes of Aldi and Lidl.

"Apple's Steve Jobs was the hardest taskmaster and a ruthless visionary. But this is what you need to drive innovation."

Growth engine

So how can big companies avoid becoming innovation laggards?

Venerable engineering company General Electric (GE), a global powerhouse with revenues of about $150bn (£91bn) and a market capitalisation of nearly $265bn, has built innovation into every part of its business, says Todd Alhart, director of media relations for GE Global Research, the group's R&D subsidiary.

With centres around the world employing thousands of researchers and engineers serving all of GE's divisions, you might think the company had innovation covered.

But Mr Alhart says: "We have a tremendous amount of investment in engineering, but the world is moving a lot faster. So we know we've got to be faster. The digital world is increasingly becoming part of the physical world."

So GE has been experimenting with "open innovation", inviting external engineers to take part in design competitions.

"We're trying to reach out in a more open and collaborative way," says Mr Alhart.

For example, in 2013 GE challenged the GrabCad engineering community to come up with a way of 3D printing a lighter, stronger bracket for its jet engines.

"We had about 700 entries and gave out prizes for the best ideas," he says. "A young student from Indonesia reduced the weight by 84%. It's a great lesson in how you can get great ideas fast."

Outsourcing innovation this way is definitely the trend, says Phil Cox, president of Silicon Valley Bank's UK branch.

"Facing dual pressures of the cost of innovation and the speed at which the innovation economy is changing, large organisations are increasingly embracing open innovation.

"By partnering with other organisations, from academics to early-stage businesses, larger companies are able to introduce new products and strategies more easily and rapidly."

More than a bank?

Barclays Bank is a case in point.

It has set up an Accelerator centre in Whitechapel, east London, in partnership with Techstars, the start-up investment and mentoring company. Of 340 companies that applied to join the accelerator programme, 11 were selected.

"We wanted to partner with the entrepreneur ecosystem," says Derek White, the bank's chief design officer. "We now have an engine for capturing technology, implementing and promoting it. This is about inventing the future of financial services."

The bank also has its own internal start-up programme expanded after the successful launch of person-to-person mobile payment platform Pingit in 2012. There are now 40 business ideas in development, says Mr White.

"Launching Pingit would normally have taken two or three years - it actually took just seven months," he says.

The secret is designing products around customer need, prototyping rapidly, keeping teams small and agile, and having daily, not weekly, meetings, he maintains.

"A large corporate doesn't have to behave like a large corporate."

It's a gas

In another example, Centrica-owned British Gas, a former nationalised monopoly and the largest UK energy company with about 10 million domestic customers, has traditionally been concerned with holes in the ground, pipes and wires.

But with the arrival of smartphones, smart meters and smart thermostats, it had to act quickly or lose out to imminent competition from the likes of Nest, which makes smart devices for the home, and other newcomers.

Like Barclays, it adopted the start-up approach and created Hive, its smart-metering subsidiary.

Kassir Hussain, director of connected homes at British Gas, says Hive was founded on the "lean start-up principles" espoused by Eric Ries in his book The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses.

In practice, this means developing a product or service step by step, constantly consulting with customers so that money isn't wasted on features they will not want. Each stage of development is tested - so-called "validated learning" - so that future success is almost built in to the process. Normal management structures don't apply.

"We believe that job titles can actually prevent co-operation and teamwork," says Mr Hussain. "It's about encouraging an entrepreneurial mentality throughout the business. Hive's product development is in days and weeks, not months and years."

Hive's Active Heating system, which lets you remotely control your home heating via smartphone, now has about 80,000 customers. But the service could not have come about from within British Gas's complex corporate structure, Mr Hussain believes.

"Nearly three-quarters of Hive's business is staffed by people with digital backgrounds from outside the group," he says.

'Two pizza' teams

Perhaps it is online retailer and web services provider Amazon that best exemplifies lean start-up principles in action.

Keeping teams small enough to be fed by two large pizzas, giving them autonomy and direct access to customers, encourages risk taking and innovation, says Ian Massingham, technical evangelist for Amazon Web Services (AWS), the retailer's cloud platform.

"AWS has launched 280 new services and features this year - it's all about making things better for our customers."

Most commentators accept there is no one way for big companies to innovate, but they all agree that without innovation your days at the top could be numbered.

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Innovate or die: The stark message for big business - BBC News

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Big companies that fail to innovate risk extinction. That's the stark truth in the era of "digital disruption". Special Report: The Technology of Business Windows XP: Your upgrade experiences Has the humble password had its day? Could your clothing save your life? Smartphone stress: Are you a victim?

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We managed our sub categories and it's ok for me to making research about music industry. 3.3.2015 I've decided my sub category of our research. I chose music industry and innovation. 4.3.2015 I searched my sources about my topic.

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Steve Jobs Stanford Commencement Speech 2005

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The harmony of innovation and music | Piyapat Thanyakij | TEDxChiangMai

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The story behind the Vibrato Alto Saxophone, a saxophone made out of polycarbonate ("plastic"). Piyapat Thanyakij is an inventor and the founder of Vibrato Saxophones. Vibrato produces and sells polycarbonate alto saxophones. The award-winning saxophone is lighter than any brass saxophones, is waterproof, easier to maintain, has a good sound, and is less costly than many well-known brands.

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Relationship between Innnovation and Music

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Relationship between Innnovation and Music

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Innovation and Music - A Cappella: Eh440 at TEDx StCatharines

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5 voices, 0 instruments, 1 new exciting vocal sound. Eh440 is an acappella group founded in Toronto, Canada in 2012. Of course, that means that they only use their voices to create their music. How Did It Start? A group of singers got together in 2012 and decided to form a new kind of group.

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Is there innovation going on in the music industry space? Perish the thought. Yet this was the question tackled by a 'How the Music Industry Manages Innovation' panel at Midem this afternoon.

The panel was Robert Ashcroft, CEO of PRS for Music; Rolf Budde, president of publisher Budde Music; Mark Hoppus, musician (of Blink-182 fame) and producer; Steve Rennie, manager of Incubus; Johan Lagerlof, CEO of digital label X5 Music; and Jean-Noel Tronc, CEO of French collecting society SACEM.

Moderator Helienne Lindvall kicked things off, asking Ashcroft about whether the music industry remains populated by roaming dinosaurs. "I'm not going to see myself in the dinosaur category, nor am I going to see PRS for Music in the dinosaur category," he said, noting that the society was the first to sign a deal with YouTube, the first to sign up with Apple's iTunes Match and so on.

"But the industry has got a problem," he said. " Apple is now making more in profit than the recorded music industry ever made in revenue. I would like to think that the music industry contributed a little bit of that value to Apple, so my question is have we handled that well in this transition?.. I would say not. Apple have done much better than we have."

Ashcroft says he hopes subscription streaming services like Spotify will become properly mainstream, and herald a "bright future" for the industry. But he warned about an alternative vision: "If on the other hand, the cloud locker services are filled up wit pirated content and we are fighting for scraps of that chain... we just haven't played our cards right."

Budde was asked if there is musical innovation going on in Germany, and he brought up the legal arguments between collecting society GEMA and YouTube there over licensing.

" We are the last fortress against this YouTube situation, and we are fighting hard on that," he said. "The problem is the fair price, getting statements and getting all the business plans... The biggest problem to solve the YouTube deal is they want a non-disclosure deal, and we are not allowed by Germany law to do with any partners a non-disclosure [deal]. We have to do it open."

Onto Hoppus to give an artist's perspective. How does he manage the digital space? Are there innovations that are very useful for Blink-182, or things that he's worried about?

"For us there's a lot of opportunity. We just became an independent band, and with all the forms of digital distribution, we were able to release an EP on our own," he said. " Are record companies dinosaurs? For the large part they are, just because of the nature of being a big business."

But he was also positive. "Record labels now are in a good spot to use all these different technologies to get attention to bands, and to push bands - and for bands to do it on their own." Hoppus talked about artists and labels as being in "partnerships of creativity" in the best examples, with trust and give-and-take on both sides. "There is still a balance to be made there: there is good that can come from that partnership," he said.

Rennie provided a manager's view. "I don't know if I buy the dinosaur," he said, before referring back to his own days working within a label. "The thing that was striking to me, I would sit in label meetings and we would talk about how to move the price up, and about how to make the consumer do everything the way we wanted to do it," he said.

" It felt like that Sony and all the labels spent more time protecting than innovating ... That was the undoing of the label business as we see it today."

Now, Rennie thinks the industry "has got to keep innovating... I feel myself being suspicious of so many of the things that worked in the past, and looking more at ways people are doing it that are outside the mainstream of the business... The great people and the great ideas find a way to happen."

Over to Lagerlof, whose label X5 is digital-only, and hails from Sweden - a country attracting lots of attention from the music industry for its rising sales, fuelled by streaming services.

"The market is bigger now than it was before," he said. "In two or three years, it will be bigger than 2002, which was the biggest year, so it's a bright future. But the labels haven't changed that much their way of working."

He talked about a regular question from artists: their concern about low payouts on Spotify. "I say to them what have you done today to make more revenues from Spotify? And they say 'well, I'm up there, isn't that ok?'." So X5 ran a test. The company took 500 recordings on Spotify and tracked them - they generally did 7k streams a week each. X5 packaged them up in compilations and playlists and reuploaded them to Spotify.

"We traced streams for those for a week. We thought we could maybe double up at least. The streams were also published in an app on Spotify, and the streams were 247k for the new album. That's an increase of 3,400%!"

Tronc gave another collecting society's opinion. "I don't come from this industry. I spent the last 20 years of my career in the IT business," he said. "Frankly coming into this industry, I am really impressed, and of all creative industries... I don't think anyone can quote another industry that has been so involved in grasping the digital world opportunities as music has been."

The panel were asked to pick out a single innovation each that they think is important for the music industry to look closer at and take advantage of.

Rennie: "I would like to think that somewhere in one of these great technology companies, somebody can go out there and track the real plays that happen, and ensure the artist gets paid for it... If every time an artist sold a record, they actually got paid when the money cleared the bank, instead of six-month hold-backs ... I'd like to see somebody track it, because it can be tracked, and get the money in your pocket!"

Hoppus agreed there has "always been that" problem, citing breakages clauses in contracts when Blink-182 first got a deal. "There is a lot less nonsense in the contracts now," he added.

"All this affords a lot of opportunity for bands, but you have to weigh that against what a label can bring you, and the guidance a label can bring you. But it also puts pressure on the labels to get rid of all the bullshit and come up with a plan that works for the band as well as the label... Now bands have a lot of power. Once you have a following the labels are largely as dependent on you as you are on them. "

There was another slightly testy exchange over transparency of collecting societies, and how fast they pay out. "You can pay out the next day if you're willing to risk getting it wrong," said Ashcroft. Rennie suggested societies could hold back 10% for "the funny business" but pay the other 90% as quickly as possible, as an alternative. "I know you can do better," he said in a comment aimed at wider labels and societies rather than PRS specifically.

It was a bit of a shame, if we're honest: a session to discuss a wide range of innovations in the music industry descended - as it so often does at conferences - into a 'why collecting societies need to be faster / more efficient / more transparent' discussion. And it's an important debate, but it's not the only one to have.

"We've got to get a handle on streaming music," said Hoppus. "I think it's just fractured right now. As a fan of music I don't really know where to go to... I'm really happy with the way that technology is coming around... Bands love people that love their band. Bands want their music everywhere... At the same time we want the respect of people who listen to our music to say 'you create something that's of value to our lives'... Now we're begging people to spend $20 a month to get evey single fucking song that's been made in the history of mankind? Having that kind of access is incredible, and it's worth a lot more to people."

Hoppus said he thinks people's opinions are "coming around" on this point though: they're willing to pay money, if not as much as he'd like. "It's a lot smaller pie," he admitted. "Streaming I think is great, it's immediate, people get a choice of everything, you can get playlists, drag songs to people... That's worth a lot, to me."

Tronc moved the conversation on to the music industry's anger at large internet companies (usually code for Google) who it perceives as trying to erode the rights of creators. "They are lobbying to destroy these existing regulations that will help to shift some of the revenues back to the people who created the reason for these revenues," he said. And so ended the session.

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Midem 2013: How the Music Industry Manages Innovation

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Is there innovation going on in the music industry space? Perish the thought. Yet this was the question tackled by a 'How the Music Industry Manages Innovation' panel at Midem this afternoon.

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For naming that tune. All the time. The "Pop-up Video" for everyday life, Shazam has become the de facto method to identify that song on the tip of your tongue. In 2013, it introduced Auto Shazam, an opt-in feature that keeps a diary of your day's playlists without you even noticing. The company has also started working directly with artists, allowing them to provide exclusive behind-the-scenes footage, interviews, and unplugged versions of their tracks. With no interruptions, the guarantee that no audio will be stored, and the opportunity for companies to reach consumers based on their TV show or commercial engagements, Shazam has moved from cool party trick to major music-industry player.

For reclaiming karaoke and taking it online. While YY started in 2005 as a hub for hardcore gamers, it's evolved into a karaoke haven and cash cow with $198 million in revenue. Vocalists perform for thousands of viewers live, and popularity leads to rewards. Viewers can give virtual goods to the vocalists, which can be redeemed for cash after YY takes its 60% cut.

For staying up all night. A label more closely identified with the old-school music business made two strategic bets in 2013. Without any previous promotion, Beyonce's surprise self-titled release dropped at midnight on December 13th and sparked a downloading frenzy that rocketed it to No. 1 on the sales charts. On the other end of the spectrum, Columbia showed deftness in the campaign behind Daft Punk's new album, creating a stir with short teasers on Saturday Night Live and at Coachella, hitting overdrive with a clip of Pharrell and Nile Rodgers performing "Get Lucky" and releasing a series of "Collaborator" videos.

For saving the music industry, one stream at a time. Spotify's influence can hardly be overstated. The company has essentially trained roughly 25 million people to pay for streaming music rather than pirate it for free. And more than 6 million of them are now paying $10 a month for the ad-free experience. In 2013, Spotify extended its reach to 55 different countries and became the second largest source of music revenue, only behind iTunes. It also invested in music data by acquiring The Echo Nest, which has compiled over 1 trillion data points about more than 35 million songs, undoubtedly giving Spotify a leg up when it comes to providing users with more personalized recommendations and radio playlists.

For shaking up how music goes mainstream. The Harlem Shake meme defined the early part of 2013. And it was all because of how Mad Decent, the record label behind the artist Baauer, deftly reached the masses. The viral sensation sold more than one million copies and reached No. 1 on the Billboard Hot 100, but Mad Decent reportedly spent less than $5,000 marketing the track-initially giving it away for free. The label also continued expanding its popular Block Party events, debuting in Johannesburg and Cape Town, South Africa.

For mastering the magic of music videos. Once inextricably linked with YouTube, the music video portal took steps toward becoming a standalone musical monolith in 2013. Now, 40% of its streams come outside of YouTube and half of its 5 billion monthly views come from mobile devices. Part of that uptick on mobile comes from VEVO's newly redesigned mobile app, which allows users to create video playlists that save to the cloud.

For leveraging major label power intelligently. Macklemore and Ryan Lewis's "Thrift Shop" received major radio play in 2013, holding court at No. 1 on the Billboard Hot 100 for six weeks and selling more than 10 million copies since its 2012 release. But it was the strategy behind the artist's own label, Macklemore LLC, that led the track to radio success. After the release of The Heist in 2012, the duo hired the Alternative Distribution Alliance, an arm of Warner Music Group, to expose the track to markets outside their hometown of Seattle. With the rights to the music in their back pocket, the two could license it without losing creative control or splitting revenue with a label, making the endeavor an unrivaled success.

For going pro properly. The audio platform expanded its reach with a new way for creators to bolster their presence on the site. Partnering with acts like Snoop Lion and The-Dream as well as The Guardian, Blue Bottle Coffee, Red Bull and the Nerdist network, Pro Partners get a more robust profile and the ability to place images along certain recordings. And in a surprise move, Bruce Springsteen streamed his newest album, High Hopes, on the platform before its release showing the influence of SoundCloud's openness.

For bringing the world's music to the rest of the world. In 2013, the Miami-based dance music festival expanded to two weekends (though it's scaling back to one weekend in 2014), which saw a spike in ticket sales and continued its global expansion to Santiago, Chile; Split and Hvar, Croatia; and Cape Town and Johannesburg, South Africa. Ultra's move beyond the United States to countries where dance music is even more popular, while adding other, non-electronic acts to the predominantly dance-focused lineup makes it one of the biggest festivals in the world. The company's ability to consistently book the best acts has led to almost immediate sellouts. Earlybird tickets for 2014 sold out in just four minutes.

For growing up. YouTube held its first annual awards show in 2013 to recognize the best acts in music videos. Live-streamed and often chaotic, the event was directed by Academy Award winner Spike Jonze and hosted by Jason Schwartzmann and Reggie Watts-a musical YouTube star in his own right. But YouTube has become more than a place for artists to reach fans directly, it is also paying the artists who are using the platform-more than a billion dollars in 2013. With music streaming up 32% from 2012, the payout for artists will rise too.

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The World's Top 10 Most Innovative Companies In Music

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For naming that tune. All the time. The "Pop-up Video" for everyday life, Shazam has become the de facto method to identify that song on the tip of your tongue. In 2013, it introduced Auto Shazam, an opt-in feature that keeps a diary of your day's playlists without you even noticing.

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Do you know how Music Affects Your Productivity ? (melisa)

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Do you know how Music Affects Your Productivity ? (melisa)

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Do you know how Music Affects Your Productivity ? Must watch.

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Now a day with so much of our work now being done at computers, music has become an important way to optimize the boring. Here how to do it right. Get inspired daily. #Subscribe Now. All text diplayed on this video is orignaly published on ENTREPRENEUR. Copyright 2014

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Should you listen to music while working to be productive? It's very individual, and depends on your brain and past experiences.

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How Music Affects Productivity sources (melisa)

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How Music Affects Productivity sources (melisa)

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Music and Productivity

https://www.psychologytoday.com/blog/your-musical-self/201005/music-and-productivity-5-ideas-using-music-boost-performance

http://www.fastcompany.com/3032868/work-smart/how-music-affects-your-productivity

https://gigaom.com/2010/07/12/can-listening-to-music-boost-your-productivity/

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12,03,2015

it's like sitting on a footstool. I'm not feeling comfortable. Not sure how to do posters. It's difficult to move because if ı move ı can fall down. ı don't have anywhere to put my arms or my back. I can't just snuggle to a comfortable arm chair.

04.03.2015

I'm upset because I don't like the topic. I get bored.

I don't think that it will be good.

I did some research. Found some videos and links about music.

03.03.2015

Today I did some research about innovations. I decided my topic. It will be about how music affects productivity.

10.05.2015

Pbl poster presentations was so good ı could not believe myself. Because ı found myself speaking loudly to my friends and other audience. When ı realised it ı shocked. At first PBL was so hard for me because ı could not feel comfortable about our topic .

At the presentations one of the teachers asked us what is creativity and what is innovativity. And ı said creativity is like a talent and if we use creativity it will be innovation. But ı think he did not like my answer.

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Sir Ken Robinson: Do schools kill creativity?

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Sir Ken Robinson makes an entertaining and profoundly moving case for creating an education system that nurtures (rather than undermines) creativity.

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Habits of Innovative People

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The 9th edition of The Innovation Network, presented by the Cornell University School of Hotel Administration, was held at Google's New York headquarters on November 14, 2011. Learn more about the Innovation Network: http://www.hotelschool.cornell.edu/industry/events/innovations/