1. OBRAZOVANJE ZA RAST I RAZVOJ
Nacionalno vijeće za konkurentnost
Ivan Vidakovic
Opatija,

2. ULAGANJE U OBRAZOVANJE I ZNANOST U BOLJU BUDUĆNOST LJUDI
Temeljna postavka
ULAGANJE U OBRAZOVANJE I ZNANOST
JE ULAGANJE
U BOLJU BUDUĆNOST LJUDI

3. Dijagnoza stanja u hrvatskom obrazovanju
Niska razina obrazovanosti
Premala izdvajanja za obrazovanje -
i države, i lokalnih zajednica, i gospodarstva
Neprimjerenost obrazovnih programa
Nedefiniranost znanja i vještina potrebnih gospodarstvu RH

4. Glavni ciljevi promjena obrazovanja za rast i razvoj (1)
Poboljšanje obrazovne strukture radno sposobnog stanovništva, prvenstveno porast udjela visokoobrazovanih u radnoj snazi
Trajno osuvremenjavanje sadržaja i metoda obrazovanja na svim razinama obrazovnog sustava te usmjerenost na razvijanje temeljnih kompetencija
Uspostava sustava vrednovanja i samovrednovanja kvalitete procesa i rezultata obrazovnog sustava

5. Glavni ciljevi promjena obrazovanja za rast i razvoj (2)
Povećanje ulaganja gospodarstva i države u obrazovanje
Što veće uključivanje djece u predškolski odgoj

6. Preporuke (1)
Povećati uključenost odraslih u programe dodatnog obrazovanja
Obavljati procjenu znanja i vještina potrebnih na budućem tržištu rada
Prilagoditi obrazovne programe razvoju znanja i vještina potrebnih budućnosti
Povećati vertikalnu i horizontalnu prohodnost poslijeobaveznog obrazovnog sustava
Unaprijediti visoko obrazovanje

7. Preporuke (2)
Povećati broj studenata prirodnih i tehničkih znanosti
Osuvremeniti obrazovanje nastavnika (‘poučiti učitelje’)
Provesti eksternu i međunarodnu evaluaciju, te povećati ulogu društva
Povećati ulogu privatnog sektora u obrazovanju
Povećati državna ulaganja u obrazovanje
Uključiti što više djece u predškolski odgoj

8. Nacionalno vijeće za konkurentnost

9. Driving Innovation A Framework for Action
Ivan Vidakovic
Opatija,

10. What Is Innovation?
True innovation begins at intersection of invention and insight
Fusion of new developments and new approaches to solve real problems
Significant value created for society or business:
Creates new industries and markets
Spurs productivity and economic growth
Fuels wealth creation and profits
Generates high-value, higher-paying jobs
Raises standard of living

11. Innovations That Ignited Growth
Steam Engine
Automotive Assembly
Transistor
Plastic

12. Nature of Innovation Changing
From To
Invention
Innovation
Linear innovation model
Dynamic innovation mode
Build to forecasted demand
Sense and respond to demand
Independent
Interdependent
Single discipline
Multiple Discipline
Product functions
Value to customer
Local R&D teams
Globalized 24x7 R&D teams

13. New Economic Superpowers in 2050
New Economic Superpowers in 2050? China Overtakes the G3; India Close Behind
GDP ’03US$bn
50000
China US
India
25000
Japan
Germany
2000
2010
2020
2030
2040
2050

14. Pace of Innovation Accelerating
Newer technologies taking hold at double or triple previous rates
100
Television
Electricity
Telephone
Radio
Automobile
VCR 50
% Penetration PC
Cellular
Internet 25 50 75
100
125
150
Years

15. Temeljne kompetencije

16. “Learning is what most adults will be doing
for a living in the 21st century.”
Sidney Perelman
Economist
As we’ve worked with these clients and thousands like them around the world – we’ve gathered three key insights that are helping us and our customers to move from the theory of becoming and on demand business … to the reality of actually operating as an on demand business.
I’m going to spend the rest of the presentation going into more detail on each of these insights – but let me start by teeing them up …
The first major insight – the need for flexibility and innovation is forcing organizations to become more componentized. To break down the overall business into the pieces (or components) that make it up. This allows an organization to stop looking at itself through lenses such as organization, geography and product or customer segment – and start looking at itself through the lens of what is actually being done.
Second, applications are evolving on a similar path – they’re becoming increasingly modular. So instead of focusing on big monolithic applications that are made up of millions of lines of code, organizations are beginning to think about discrete modular elements of application functionality – that can more easily be modified and changed to meet the needs of the business.
And our third insight has to do with the infrastructure that’s required. Today’s infrastructure is complex. It’s rigid. Too often the limitations of the way it’s been implemented force the business to compromise its approach to solving problems. That has to change. The business pressures that are forcing increased componentization of the business and its processes as well as the applications that support them are going to force you to rethink your infrastructure and simplify it …

17. HVALA