Jacob Brix

The Epigenetic Reprogramming Roadmap in Generation of iPSCs from Somatic Cells.

Reprogramming of somatic cells to induced pluripotent stem cells (iPSCs) is a comprehensive epigenetic process involving genome-wide modifications of histones and DNA methylation. This process is often incomplete, which subsequently affects iPSC reprogramming, pluripotency, and differentiation capacity. Here, we review the epigenetic changes with a focus on histone modification (methylation and acetylation) and DNA modification (methylation) during iPSC induction. We look at changes in specific epigenetic signatures, aberrations and epigenetic memory during reprogramming and small molecules influencing the epigenetic reprogramming of somatic cells. Finally, we discuss how to improve iPSC generation and pluripotency through epigenetic manipulations.

Learning styles and organisational development in practice: an exploratory study of how learning styles and individual learning strategies can facilitate organisational development

Issues of innovation and knowledge management are often treated from an organisational learning perspective. As a complement to this, there is a vast potential in the strategic enhancement of individual learning by implementing learning styles profiles and creating personal learning strategies for management and employees in a knowledge-based organisation. Based on an action-research case study, we offer an example of how learning styles affects individual learning and thus personal knowledge creation in practice. The paper argues that innovation and knowledge management is enhanced and facilitated in practice by working with the learning styles of individuals and groups/teams.

Corporate creativity: introducing the Creative Idea Solution © framework

In this paper, the Creative Idea Solution© framework (CIS) is presented as a response to the call made by Kozbelt et al. (2010), Lubart (2001) and Rietzschel et al. (2009). The CIS framework integrates theory and methods from creativity research into an open and continued innovation process, and the authors argue that this interdisciplinary approach diminishes the gap between the two literatures. To indicate the value of the proposed framework in practise, a nine month action research case study was conducted in an international technological manufacturing company. The results and the learning outcomes from this action research are presented and the indications which emerged are compared to the existing literature.

Business model pretotyping: exploring pre-commercialisation opportunities in practice

Most practitioners working with innovation agree that business modelling is imperative for their organisations’ survival. Nonetheless, the same practitioners still spend the majority of the time devoted for innovation on their product/process, and only limited time – if any – on exploring new or complementing business models. This myopic ‘product/process’ focus is no longer enough for organisations to create new radical breakthroughs in the market(s). Thus, to assist practitioners in changing this behaviour, our paper prescribes a directly implementable method named the vertical innovation process (VIP) framework. The VIP framework can be used to create different alternatives and variations of business models (pretotypes) when practitioners find themselves between the discovery of a breakthrough and the commercialisation of it.

Improving individual knowledge construction and re-construction in the context of radical innovation

This study presents implications imperative to the industry on increasing the success of working with innovation in practice. As a compliment to this, knowledge is claimed to the under-represented individual level of aggregation in the innovation management literature, where a bold setup for claiming knowledge via action research is presented.

The performance-improving benefits of a radical innovation initiative

Purpose - – The purpose of this paper is to inquire into the question: to what extent does the process of establishing radical innovation proposals identify new potential for improved performance? The goal is to determine the types of early stage concepts that are developed, their potential performance impact on the existing business and their potential value to the organization ex ante decision making with respect to choice of projects to pursue. Design/methodology/approach - – The authors apply a participatory case study approach combined with a content analysis of data from an idea management system that was utilized by the case organization. The authors build new empirically based theory on the direct and indirect value that emerges by creating new potential concepts to the innovation stream of an existing company. Findings - – The authors conclude that three types of performance-improving activities are developed to be exploited during opportunity recognition and concept development, through a disciplined approach to uncovering potential RI projects. These concern existing products and production, as well as the conceptualization of new products to the organization, market and world. Practical implications - – Approaching high uncertainty projects in a disciplined manner can be beneficial to an organization, since knowledge that is directly exploitable to improve performance is identified during the exploration process. Originality/value - – The paper is original since the authors treat the study of innovation as an independent variable. The authors apply a theory-building approach based on empirical evidence that was collected in a real life setting and not in a business school setup. The findings are novel because the authors examine the potential value of radical innovation processes ex ante realization and decision making. Hence, the authors examine what happens before the archetypical performance measurements of realized innovation projects can be utilized to verdict the success or failure.

Individual learning, ideation and innovation management - discussion paper seen from innovation management practices

This paper discusses that the hitherto applied practice in innovation projects has a fundamental fallacy to it which can inhibit ideation capabilities and thus the creation of new businesses (Chesbrough et al., 2006; Christensen, 2003). In consequence, this paper elaborates on three key themes which potentially can reduce the gap between creativity and innovation. The themes are as follows: 1 ideation and innovation processes should be managed as two separated operations in practice 2 awareness about individual learning and learning styles ameliorate cooperation and communication in the processes 3 the cognitive domain of personal knowledge is important to articulate to clarify the validity of the arguments used in both the ideation and innovation processes. The author puts it into hypothesis that the quality of the ideation processes and the results of these processes will be improved radically.

IMPLICATION DE L’USAGER DANS LA GOUVERNANCE COLLABORATIVE: Présentation d’un modèle nordique de protection sociale

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Is Point-of-Care Ultrasound Disruptive Innovation?: Formulating why POCUS is different from conventional comprehensive ultrasound

BackgroundPoint-of-care ultrasound (PoCUS) is spreading throughout Emergency Medicine, Critical Care and Pre-hospital Care. However, there is an underlying inherited conflict with the established specialties performing comprehensive examinations. It has been stated that PoCUS is disruptive innovation. If this is true the definition might open up for a new perspective on differentiating comprehensive ultrasound from PoCUS. PoCUS in the light of disruptive innovation is a different perspective on ultrasound that has not before been academically scrutinized.MethodsIn this paper we investigate if PoCUS is in fact disruptive innovation. This is done by comparative analysis with the point of departure in disruptive innovation theory known from the business world.ResultsWe find that a disruptive innovation process is happening. This new knowledge allows us to put forward advice for the stakeholders in the field of ultrasound. It also allows us to challenge the conventional pyramid of expertise used to describe different types of ultrasound. The perspective of this paper is mutual understanding of similarities and differences between conventional and point-of-care ultrasound. Only with this understanding the stakeholders can collaborate and use the full spectrum of ultrasound for the benefit of the patient.