ion taxonomy

(Ion)

TERMS

{sector}: 0 sector 1 electronics and ICT 2 batteries and vehicles 3 packaging 4 plastics 5 textiles 6 construction and buildings 7 agrifood (farming) 8 water and nutrients 31 fintech 41 retail 51 innofabric 91 institutional

{ecosystem}: 0 ecosystem 6 built environment 31 financial

{website}: 0 organization 31 Innotribe

{org}: 0 organization 6 IFMA 51 aragrowth

{process}: 0 produce, distribute, dispose 6 integrate into a building, use within the building, remove from the building 7 production, delivery

{lifecycle}: 0 from the production of the product until its disposal 6 from design of the building until its demolition

{activity}: 0 Producing, distributing 6 Building, renovating

{consumption}: 0 , 6 40 percent

{product}: 0 , 6 building

{goal}: 0 , 6 {energy efficiency}

{problem}: 0 , 6 {consumption of energy}

{initiative}: 0 , 6 {renovation}

{legislation}: 0 Directive, 6 Energy Performance of Buildings Directive

PURPOSE

INNOVATION

innovation in (a company) is the generation of (new value) through (the disruptive response to changing customers’ needs and values)
innovation from the perspective of (a public institution) is the generation of (new creators of value) through (the support to the exploitation oe existing critical resources and the exploration of new ones on both national and regional levels)

MARKET

The shifting landscape of the {sector} has challenged conventional thinking about relationships among technology, business models and {ecosystem} services. The {ecosystem} community is emerging in association with incumbent industry participants upon whom they rely for staff, knowhow, business infrastructure and, crucially, as customers.

{sector} firms are distinguishable from the legacy incumbent {ecosystem} services companies by their use of technology to reimagine the products, services and capabilities of the traditional {ecosystem}.

The {sector} revolution is characterized by the application and synthesis of technological capabilities to reduce barriers to entry and allow newcomers to insert themselves into value chains, as providers of innovative products and services.

The outcome of this restructuring is that different technologically-enabled mechanisms for competing and cooperating with incumbents are emerging in tandem with new strategies for value creation.

Researchers have long observed how the introduction of new technological forces can restructure established and previously stable fields. Exogenous shocks, such as the 2008 crisis have the potential to destabilize fields and create significant change.

One such effect of the crisis was to stimulate self-doubt within the {ecosystem} community, making it amenable to change. Another came about as {sector} staff lost their jobs, which pushed many people towards entrepreneurial activities. Indeed, the crisis precipitated complex structural changes to economic environments while digitization has made {ecosystem} information more readily available, programmable, communicable, associable and traceable.

Within {ecosystem}, organizations, technology is extensively used across the value chain, and is a driver of innovation within {ecosystem} services.

A {sector} technology ecosystem is composed of interrelated technologies with specific roles, that is in a continual state of transformation aimed at improving product, process and managerial performance. Within the ecosystem, innovation is facilitated as new technologies are introduced and new technological combinations enable business models to evolve, while correspondingly unsuccessful or outdated combinations of technological innovations and related business models have their value eroded to the point of irrelevance and extinction.

How is the emerging {sector} landscape characterized in terms of competition and cooperation with other industry participants and by related strategies for value creation?

A multi-disciplinary and multi-level analysis is particularly appropriate for understanding the wide range of technological innovations and relationships and the interdependencies manifest in {sector} technologies.

A consistent theme in the {sector} technology literature is competition and cooperation between new entrants and incumbents. The digitization of {sector} services, may redirect flows of information away from incumbents and traditional infrastructures and thereby create instability to established ecosystems.

The introduction of disruptive innovations is impacting established competitive and cooperative dynamics between industry participants. Indeed, previous work has shown how {sector} incumbents have often failed to collaborate with firms which fall outside traditional industry boundaries.

Recent technological innovations reconstruct and redirect the flow of information and so facilitate new competitive and cooperative mechanisms through which value is created and dispersed.

TECHNOLOGY

Today, all areas of {sector} are touched by the technological forces that have led to new entrepreneurship, unbridled innovation, and significant growth in interest by venture capital firms to become involved.

It is not only the dot-coms or e-commerce. It is the technological transformation of all areas of the {sector} as we have known them in the past: new visions of services and customer centricity, with bright prospects for controlling costs and supporting profitability.

There are new capabilities that reflect digital convergence and disintermediation, new forms of financial transactions, and the extension of {sector} services to previously unbanked consumers and markets.

Simultaneously, many practices that are unique to {sector} are undergoing fundamental changes. There are also emerging technologies that are creating new opportunities for innovative applications.

ACTION PLAN

The Green Deal touches upon a broad range of topics including transport, biodiversity, clean energy, zero pollution and the transition towards a more circular economy is fair and does not negatively impact those who are the most at risk.

The most relevant initiative in the Green Deal for {activity} is The New Circular Economy Action Plan

This Action Plan looks at how to make production more circular by mainstreaming the Reduce, Reuse, Recycle principles into all policy areas and across all sectors, including the {ecosystem}.

In other words: everything in the {process} will have to be as sustainable as possible.

Resource-intensive sectors like the {sector} will be under pressure to be more ambitious on climate change and guide the transition. The Commission will consider legal requirements to boost the market with mandatory targets.

SECTOR

The {ecosystem}, as part of the {ecosystem}, during the {lifecycle}, has {problem}.

The goal for the {sector} and the {ecosystem} is to become more circular across its {lifecycle}.

The Commission estimates to reach the EU’s {goal} and climate objectives, the annual {initiative} rate will need to be at least doubled.

To improve {goal}, member states will be encouraged to engage in a {initiative}.

This {initiative} for the {sector} is meant to boost the {sector} by providing new jobs at local level and support small and medium enterprises (SMEs).

The time has come to position {activity} as a solution-maker for increasing the {goal} of the {ecosystem} and as a green dealmaker for everything circular economy related.

By its very nature, {activity} is ideally positioned to increase the {goal} of a {product}. They facilitate and ensure effective waste management, advise on the use of construction products in the various {activity} phases, and properly manage the performance of processes and automation systems.