This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
On my last trip to India, I witnessed an innovation experiment, National Agro Foundation (NAF) , that addresses this wicked problem. Addressing the agriculture value chain—soil testing, facilitation of inputs and credit, market linkage, and field advisory services—is part and parcel of agriculture development initiatives.
ready to weigh and measure any parcel of human nature, and tell you what it comes to." Turning humans into numbers isn't what analytics is about; at least not good analytics. How can we share insights and innovations that allow our employees to be more productive? Take Thomas Gradgrind in Hard Times. A man who is.
Make you more innovative. And in a connected world, building stronger external networks to tap into the best sources of insight into environmental trends is also part and parcel of the leadership role. The sidebar “The Innovator’s Network Dilemma” presents convincing data that bears out this observation.
Anyone who has worked inside a large organization can rattle off a lengthy list of the things that regularly kill promising ideas: conflict with existing businesses, naysayers, management turmoil, insufficient resources. Here are six ways to change that. Start with a survey. But the most common cause of death they reported?
We organize all of the trending information in your field so you don't have to. Join 5,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content