Minimizing the Cost of Innovative Nuclear Technology Through Flexibility: The Case of a Demonstration Accelerator-Driven Subcritical Reactor Park

Presented is a methodology to analyze the expected Levelised Cost Of Electricity (LCOE) in the face of technology uncertainty for Accelerator-Driven Subcritical Reactors (ADSRs). It shows that flexibility in the design and deployment strategy of an ADSR park demonstrator significantly reduces its expected LCOE. The methodology recognizes in the conceptual design a range of possible technological outcomes for the ADSR accelerator system. It identifies flexibility “on” and “in” the design to modify the future development path in light of such uncertain scenarios. Uncertainty and flexibility are incorporated in the ADSR valuation. The resulting economic assessment is more realistic than typical discounted cash flow analysis that does not consider a range of development outcomes, or the flexibility to change development path

Performance measurement procedures that support innovativeness rather than hamper it

This paper addresses the contemporary challenges in increasing firm-level innovativeness and developing appropriate performance metrics. The authors discuss these challenges and provide a literature review on the innovation enhancing factors in service industries. They subsequently study the case of a multinational telecom company that tries to renew its innovative capabilities after a restructuring. An interpretative approach, based on employee focus group interviews and an extensive management workshop, is taken to co-develop context specific factors that enhance innovativeness. These factors include, amongst others, personal recognition and acknowledgement for an innovative achievement, available time, customer intimacy, and a clear innovation strategy. The identified factors will be used in a follow-up research aimed to develop performance measurement procedures that support the company to develop and exploit its innovative capabilities

Future Agribusiness Challenges: Strategic Uncertainty, Innovation and Structural Change

The IFAMR is published by the International Food and Agribusiness Management Association.(IFAMA) www.ifama.orgStrategic uncertainty, innovation, structural change, Agribusiness, Research and Development/Tech Change/Emerging Technologies, Risk and Uncertainty, ISSN #: 1559-2448,

Large Scale Deployment of Renewables for Electricity Generation

Comparisons of resource assessments suggest resource constraints are not an obstacle to the large-scale deployment of renewable energy technologies. Economic analysis identifies barriers to the adoption of renewable energy sources resulting from market structure, competition in an uneven playing field and various non-market place barriers. However, even if these barriers are removed, the problem of ‘technology lock-out’ remains. The key policy response is strategic deployment coupled with increased R&D support to accelerate the pace of improvement through market experience. The paper suggests significant contributions from various technologies, but does not assess their optimal or maximal market share

Managing design variety, process variety and engineering change: a case study of two capital good firms

Many capital good firms deliver products that are not strictly one-off, but instead share a certain degree of similarity with other deliveries. In the delivery of the product, they aim to balance stability and variety in their product design and processes. The issue of engineering change plays an important in how they manage to do so. Our aim is to gain more understanding into how capital good firms manage engineering change, design variety and process variety, and into the role of the product delivery strategies they thereby use. Product delivery strategies are defined as the type of engineering work that is done independent of an order and the specification freedom the customer has in the remaining part of the design. Based on the within-case and cross-case analysis of two capital good firms several mechanisms for managing engineering change, design variety and process variety are distilled. It was found that there exist different ways of (1) managing generic design information, (2) isolating large engineering changes, (3) managing process variety, (4) designing and executing engineering change processes. Together with different product delivery strategies these mechanisms can be placed within an archetypes framework of engineering change management. On one side of the spectrum capital good firms operate according to open product delivery strategies, have some practices in place to investigate design reuse potential, isolate discontinuous engineering changes into the first deliveries of the product, employ ‘probe and learn’ process management principles in order to allow evolving insights to be accurately executed and have informal engineering change processes. On the other side of the spectrum capital good firms operate according to a closed product delivery strategy, focus on prevention of engineering changes based on design standards, need no isolation mechanisms for discontinuous engineering changes, have formal process management practices in place and make use of closed and formal engineering change procedures. The framework should help managers to (1) analyze existing configurations of product delivery strategies, product and process designs and engineering change management and (2) reconfigure any of these elements according to a ‘misfit’ derived from the framework. Since this is one of the few in-depth empirical studies into engineering change management in the capital good sector, our work adds to the understanding on the various ways in which engineering change can be dealt with

Changeable Manufacturing on the Network Level

AbstractAgility in the sense of changeability on the manufacturing network level, and here especially the business perspective, has received less attention than the other dimensions of changeability on the lower production levels, as well as in relation to the technological perspective. The present paper aims to enrich the concept of agility in the aforementioned sense, taking strategic management concepts into account that have so far received less attention in relation to changeability. Namely, we consider the concepts of lead factory, capacity pooling and allying, operational flexibility, and the concept of combining products, services and software as fruitful enrichments of the umbrella concept changeability. In so doing, we highlight interdependencies between agility and the analyzed concepts as well as the other changeability dimensions on the lower production level of factories or sites. On this basis, we formulate six hypotheses in consideration of the presented theoretical derivations. Hence, the methodological approach of our research is conceptual and hypothesis generating. Our work is supposed to build the basis for continuative conceptual and empirical research on agility

What If? The Art of Scenario Thinking for Nonprofits

Gives an overview of scenario thinking customized for a nonprofit audience. Outlines the basic phases of scenario development, and provides examples and advice for putting the process into practice. Includes an annotated bibliography of select readings

Working Paper 89 - Come Rain or Shine - Integrating Climate Risk Management into African Development Bank Operations

Climate change is happening now, and further changes during the next decades are inevitable (IPCC, 2007a). During the last century, the global climate warmed by about 0.7°C. At the same time, there were distinct changes in rainfall patterns, an increase in both frequency and severity of extreme weather events, and a rise in sea levels. The impacts of these changes are already being felt, and will intensify as further changes take place. Another 2–4°C rise is projected for the current century, mostly as a result of greenhouse gases that have already been emitted. This means that, although aggressive mitigation of greenhouse gas emissions is crucial to prevent longer term, potentially catastrophic changes, most of the changes projected for the coming decades cannot be avoided.Africa is especially vulnerable. This is clear from the effects of current climate variability and weather extremes – such as floods, droughts and storms – which severely affect economic performance (AfDB, 2003; G8, 2005; Stern et al., 2006; IPCC, 2007b). The poor pay the highest price, because their livelihoods are most affected, and they have fewer resources to help them adapt to the changing climate. Box 1 describes some of the areas where climate change will have its most severe impacts in Africa.African policy-makers and stakeholders are beginning to recognize the need to address adaptation to climate change. There is growing awareness of the setbacks to development and poverty reduction that will result from climate change, threatening the achievement of the Millennium Development Goals (MDGs). This was articulated in the multi-agency document ‘Poverty and Climate Change’ (AfDB, 2003), and more recently at the African Partnership Forum in May 2007 (APF, 2007). Climate change was placed on the agenda of the AU Heads of State Summit for the first time in January 2007, which resulted in the adoption of a Decision and Declaration on Climate Change and Development in Africa and in the endorsement of the Climate Information for Development – Africa (ClimDev Africa) Stakeholders Report and Implementation Strategy (GCOS, 2006).

Mobile Communications Industry Scenarios and Strategic Implications for Network Equipment Vendors

Mobile infrastructure markets have changed dramatically during the past years. The industry is experiencing a shift from traditional large-scale, hardware-driven system roll-outs to software and services -driven business models. Also, the telecommunications and internet worlds are colliding in both mobile infrastructure and services domains requiring established network equipment vendors and mobile operators to transform and adapt to the new business environment. This paper utilizes Schoemaker's scenario planning process to reveal critical uncertain elements shaping the future of the industry. Four possible scenarios representing different value systems between industry's key stakeholders are created. After this, five strategic options with differing risk and cost factors for established network equipment vendors are discussed in order to aid firm's strategic planning process. --