Tag Archives: Euskampus @en

Ocean Innovation Platform

On 7th June 2016, the University of Bordeaux and the University of the Basque Country (UPV/EHU) presented the results of the opportunity study for the design of the “Ocean Innovation Platform” project.
This initial study derives from the collaboration agreement signed in November 2015 between the two universities, the Agglomération Sud Pays Basque (ASPB), Bidasoa Activa and Eurosima (surf industry cluster). The ASPB leads the “Ocean Experiences” cross-border territorial strategy based on the economy of action and water sports that cover the Hossegor-Zarautz area. “Ocean Experiences” aims to build a cross-border ecosystem in this sector revolving around 4 themes:
-Ocean Tech (guidance of start-up from the sector through the Bluebuilder accelerator)
-Ocean Fab (with a future Fab Lab, among others, in Saint-Jean-de-Luz)
-Ocean Living Lab (first cross border living lab that seeks to create euro-regional strategic collaborations and make open innovation a development driver in this field, with the user at its heart)
-Ocean Campus Innovation (whose backbone initiative is the “ocean innovation platform” devoted to training and research led by the University of Bordeaux and the University of the Basque Country).
Iñaki Goirizelaia, Chancellor of the UPV/EHU, declared that know how and training has no borders and the UPV/EHU is committed to continue working on this project which is part of the joint strategy of the two universities. Manuel Tuñón de Lara, Chancellor of the University of Bordeaux, highlighted the responsibility of this University to promote the territory to which it belongs and the opportunity that this project offers to build an ecosystem that aspires to be an international benchmark.
Now it is a question of moving on to a feasibility stage, exploring the initial opportunities raised in this study, focusing on the design of a Master’s programme based on the existing offer and summer courses with the “Ocean Experiences” stamp. These initiatives will be developed in conjunction with companies of the sector, relating training to research in order to respond to the challenges faced (materials, management, health etc.).

The Symposium held in the Aquitaine capital between the University of the Basque Country UPV/EHU and the University of Bordeaux on November 19th and 20th has served to “move from intention to action” in the field of cooperation between the two academic institutions, according to Charo Sánchez, UPV/EHU European Projects Manager. As she declared at the end of the event, there was “some cooperation” with Bordeaux, but these two days have succeeded in “consolidating the joint work a little more”.

“Those who were interested in fostering ties are finally going to start enjoying them. Now, we are going to start working together on more specific topics and projects” she highlighted. In her opinion, the Symposium is a “starting point for action” in joint proposals between the Basque Country and Bordeaux, enabling us to “understand the supporting structures for cooperation, such as IdEx, Euskampus, the Bordeaux International Relations Office and the UPV/EHU International Projects Office”. “We all know each other, who’s who, where we are and how we can cooperate”, she outlined. This is why she doesn’t hesitate to affirm that “the Symposium will reap rewards”.

Jordi Curell, Director Higher Education and International Affairs, Erasmus+ at Directorate General Education and Culture, European Commission, expressed the same opinion during the event’s closing ceremony, outlining that cooperation is becoming increasingly integrated between the Basque Country and Bordeaux “it is crucial for the future”. “We are gradually moving towards the merging of universities” he said and “international cooperation is vital to improve the quality of research as well as the quality of education”.

The Rector of the UPV/EHU, Iñaki Goirizelaia, also valued the importance of the new era between both universities, pointing out that it is “a significant step” towards a “Eurocampus” between the Basque Country and Aquitaine, and from now on “we are going to continue moving in the right direction”. In this respect, he reminded us that “there are no similar projects” to the cross-border campus, whereby this alliance “is a benchmark in the European Union”. “We will be seen as a reference point in the future” he emphasised.

HÉLÈNE JACQUET

HeleneJacquet_en

The University of Bordeaux (50,000 students, 2,818 faculty members, 2,763 administrative staff)
results from the extensive fusion process of three major universities recently completed (January
2014). This process began in 2008 and involved a federation of public organizations of R & D & I
and Higher Education, created in March 2007, to carry out a higher education and research strategy for the Bordeaux area, deploy its attractiveness and international competitiveness, and promote the integration of graduates.
The resulting fusion result, called “New University of Bordeaux” by the majority of these federation members, is one of two major operational variations of a strategic development plan “to a new model of university” expressed in 2008 and associated with a comprehensive plan for urban
renewal of the campus, around two main priorities:

(1) reorganize the R & D & I and training offer of Bordeaux area around strong and visible
international thematic poles,

(2) strengthen the role of the University in the economic development planning of the territory.
Another structuring project is IdEx Bordeaux, the development strategy through the excellence of
the University of Bordeaux, held within the framework of the national program “Investissements de
Future” which has an investment capacity of over 120 million euros along four years to strengthen
R & D in Bordeaux area. This strategy is built on a set of areas of excellence in R & D & I at the
crossroads of internationally recognized skills of its research laboratories (materials, neurosciences, archeology, medical imaging, lasers, environment, ICT, etc.) and other Aquitaine development priorities: aerospace, laser, health and ICT, vine and wine, forest, etc..

Local, national and international contexts pose strong challenges and incentives used by the
University committed to a dynamics of excellence and deep meditation on internationalization and
have played a role of an accelerator in the merging process; a merger carried out as a project for two years which will be discussed later on in this presentation.

This merger was accompanied also by a deep transformation of the University: in terms of political
organization, with the establishment of a renovated and innovative governance and in terms of the
administrative organization with the creation of seven major Poles, thematic and not
compartmentalized. The aim of this new organization is to be able to address global challenges that require cross-cutting responses. A simpme illustrative example, through the operational
implementation of the concept of “comprehensive internationalization” by RIPI Pole (International
Relations Innovation Partnerships in French) as an organizational response to major international
challenges.

Generally speaking, we propose a feedback after six months of implementation of the
organizational fusion and related challenges.

KARLOS AIZPURUA

Karlos Aizpurua EN

Bertsolarism is a tradition, but a very alive one. A modern tradition. Why is it so strong? Why is it so healthy? Because of the quality of the bertsolaris? That for sure will have something to do, of course, but in our opinion, apart from the quality of the verses, there are other factors that have made possible the boom of bertsolarism.

The first try for transformation of bertsolarism took place in 1935 and was led by Manuel Lecuona and Aitzol. They wanted to make of it the nucleus of the cultural project. Their beginnings were successful but in 1936 not only its wings were cut, but also the language.

However, in the last years of Franco times, and not in few occasions, the verses were used to claim some social themes, and freedom. That was one of the first steps of the transformation. And in that context appeared Xabier Amuriza, who revolutionized not only the verse art but also the bertsolarism. The one from Etxano brought the change. He did not succeed in obtaining instant acceptance from the most traditional sectors, but with time, people have realized he was right. The art of versing and the transmission of current bertsolarism are based mostly in the change of directions introduced by Amuriza.

Another key factor of the worl of bertsolarism was that, by initiative of the Ikastola Association, bertsolarism was introduced in some ikastolas and that in 1981 the first Interschool Championship of young Bertsolaris was organized. Due to this, some Bertsolari Schools for children and youngsters were born, from which although they were autonomous entities, a lot of participants for the Interschool Championship came out.

After the victories of Amuriza in 1980 and 1982, it was time in 1985 to organize a new edition of the Absolute Championship of Bertsolaris. The outcomes of all that became a milestone in bertsolarism, for the Bertsolari Association was born, named afterwards Friends of the Bertsolarism Association.

Although that was the history, the most important transformation of the bertsolarism has been staged by the Bertsolarism Friends Association, in all related to the art of versing as well as in all related to the planning of bertsolarism. The evolution has been significant in several areas: transmission, promotion and research.

And all this has been possible thanks to those fans of the verse have organized themselves and succeed in joining paid work with voluntary work.

MIKEL GOMEZ URANGA Y JON MIKEL ZABALA

Uranga- Zabala EN

This paper deals with the study of organisational dynamics (epigenetic dynamics, as it is called in this text) that arise from the processes to adapt to unstable and turbulent environments. Unlike the prevailing Darwinist approach, which considers that the adaptation of social organisations to change happens slowly and moderately, our argument suggests fast transformation processes that enable adaptation to unstable environments. The paper thus presents the concept of ‘epigenetic dynamics’, which is defined as dynamics that are generated as a consequence of the adaptation of organisations to changes in their respective environments. The concept of epigenetics comes from the latest breakthroughs in biology in recent years, particularly in the field of molecular biology.

In this paper we draw an analogy between businesses and geographic spaces. Thus, we analyse activities, resources, routines and strategies observed in companies, and how these can determine not only their adaptation to changes in the environment, but also the impact of businesses on the territory. We go from the organisational level to the territorial level, studying how dynamics and the ability to adapt observed in the former influence the dynamics in the latter. Our goal is to establish whether the dynamics observed on both levels can be classed as epigenetic, based on the aforementioned definition, and if so, to study how said dynamics affects organisations and the territory. The reason why we aim to relate the dynamics observed in organisations with those at geographic level is that in the case of business groups that are deeply rooted in their respective territorial spaces (like the three industrial groups we have studied in our paper), the context (and the institutions that are part of it) seems to be much more central when explaining the behaviour and evolutionary dynamics behind said groups.

Specifically, we will place emphasis on a routine that is present in all types of organisations as a way to achieve said adaptation: decision-making. To do this, our focus will be a detailed study of decision-making in three business groups belonging to Mondragón Corporation (MCC).

IBAN ARREGI & JOAN MARI LARRATE

 Arregi-Larrate EU

In the lecture 9 ideas will be underlined, 9 ideas will be developed, for those ideas explain the development of BERRIA GROUP as a company and a project.

1. BERRIA is a project that should have never been born. No one should have ever launched it. After the closing by the force and without any explanation of EGUNKARIA (something proved afterwards by the Supreme Court) BERRIA was born. This is something we should bear in mind before anything else. The upraisal was atypical, and in those times, while in 2003 all companies were getting full of debts, we did not have that choice (fortunately we must say today), we had on us the black stain granted by the Supreme Court and Spanish Law System. Petty stuff. We appeared in the way we appeared, and in our origins lie the creation and character of EGUNKARIA.

2. In that context, not only did we find appropriate the creation of a community project, but also necessary. BERRIA has 25.000 shareholders, a very scattered one. The country itself became owner of the project and since then a whole community has been created, a neverending process : a community not restricted to the shareholders themselves, but encloses too the “friends of berria” (12.000), the cultural ecosystem, the sector….BERRIA is a project that gives added value to its clients, because we are much more than a newspaper, a necessary tool for our linguistic community.

3. BERRIA GROUP keeps its way in the communication area, in Basque,

a. We will explain the company`s structure here.
b. Yearly budget, consolidated
c. And its big production

i. Berria newspaper, berria web page. Significant Otureach data (we will compare ourselves with Spanish and Catalunian newspapers).

ii. Local newspapers “Hitza”, collaboration work with other associates.

iii. 11amaika TB. We will compare ETB-Basque TV with CIES data.

iv. Irrien Lagunak

d. More than 200 employess in staff, and a very large community in the contents production :”a big collaborators network, writers, creators…

4. A project based on the people’s abilities. In this project, we give very much importance to the personal and profesional development. It is very frequent to see individuals who start as scholarship mates and after a few years you see them in management. Besides, apart from BERRIA the very journalist is promoted as a brand, his/her value being hightlighted, boosted. The own journalist plunges in the social networks for his/her work, and starts up relatins with his/her close community, something that enables him/her to surpas the limits of BERRIA and dive in other areas: books p”roduction, participation in cultivated chats as experts, etc.

5. Borrowing from Jose Cabrera his concept in order to outline the 5th idea: we think we have been able to unveil the jump from the jerarquy towards the redarquy, we are in the process of unveiling it. In our company we have a managing department, of course, there is someone who arranges the responsibiities and salaries, but there is very little difference between one another.

Some examples:

a. Collaboration is promoted, not rivalry, collective learning
b. The ability to influence and inspire enthusiasm is greatly valued, not the ability to impose.
c. A great importance is given to process control, but based on the the people’s trust: we don’t check in/out, the work schedule is flexible, the control is not an everyday thing, asfixiating;
d. There is total transparence, economically speaking as well as decision making speaking, transparence in the intranet, general assemblies.
e. And participation, as basic of everything else: over here, solutions are not always top- bottom set up; solutions, very often, come up bottom-up: innovaton processes, for example (recently carried out, for example).
f. In relation to the Administration Committe, it is changed every 5 years, promoting transparence, plurality and participation. In the end, we try to develop the capacities and knowledge of our association, every individual’s, creating a fast management system.

We still have a lot to learn relating this matter, however we think we have come a long way. That is our model, we do not have another choice.

6. BERRIA is a project that comes from the society, and we are proud of that, but it is also a company that competes in the open market and in a neverending innovation process. We are constantly innovating our product, adapting itself to new realities (digitalization, but also adapting to paper production, for example Sundays Berria). Moreover, processes and management an editing systems are also constanlty updated, mostly throgh free software.

7. And yes, being as we are inmersed in a sector that is suffering the crisis, we too are in the middle of crisis. Our balance is very clean, as mentioned before we do not have any kind of debt with any bank whatsoever, nor with any loan intitution, and the losses in these last 11 years have been very small. However, the future does not lie easy to us either, we too hae experienced the fall of publicity and sales. Anyhow, we keep on working the future, dealing with the uneasy future. Somehow we are adapting ourselves to make a sustainable future, we have elliminated many posts, but there have barely been any dismissals.

8. Looking at the future, we have very well defined strategy lines. It is clear foru s that we must cut on our paper dependence, and we are succeeding in doing so (ours nowadays is 65%, and big newspapers’ is 80%). Thanks to BERRIALAGUNA we have gained a leading linguistic community, thanks to the economic collaborations of 12.000 friends to BERRIA, and that quantity is going up. On top of Eldiario.es, Vilaweb and similar.

9. Final idea, the most important one: our mission. Our social duty is crytal clear, we have clear that for linguistic normalization and cohesion of a linguistic community it is basic to have an efficient media network. Every linguistic community needs a media network to communicate in its own language, looking from the window of its own culture-roots. In this sense, BERRIA’s mission goes beyond the creation of a newspaper: it is the development of a culture industry, a sector, the develpment of the Basque Country.

ADAM PRICE

AdamPriceEN

At Cardiff University we are proposing to build the world’s first purpose-built Social Science Park (SPARK).

There is increasing recognition that major research breakthroughs require cross-disciplinary activities and that the most impactful research often stems from close collaborative working, with a variety of research partners from the earliest stages of problem definition and research framing. Recent research has affirmed the vital importance of the ‘buzz’ that face-to-face interaction provides in tackling particularly complex and ill-defined challenges where information is imperfect, rapidly changing and not readily codified. These are precisely the characteristics of some of society’s more intractable problems. Problem-focused and cross-disciplinary research is seen as necessary for tackling these grand societal challenges and this research approach will be central to the SPARK way of working..

The SPARK is a collaborative learning and working environment for creating, sharing and applying new knowledge. One of the key activities will be producing prototypes of ideas that can be tested with citizens, consumers and end-users. The forms these activities will take vary depending on the context and specific problem but because of their common grounding in the social sciences they will all tend to have some social dimension:

• Social innovation: new start-up organisations with explicitly social goals;
• Social business/commerce: commercial businesses or R&D based on social science insights
• Social invention: the development of new tools and practices capable of delivering large-scale social change;
• Social technology: technological innovations related to social problems;
• Social policy: policy innovations, evaluations and interventions that deliver improvements in policy content and/or the delivery of policy.

 

Juan Jose Goñi

JuanjoGoñi_en

In Europe, the development of the knowledge society as a goal for progress is an old proposal. But it is a path that presents deep challenges and requires an integrated political, entrepreneurial, technological and social positioning. Europe’s path is maintaining a quality of life status that has already been achieved to a certain extent and to develop a social balance that coexists with the technological challenges that feed the knowledge society.

The development of knowledge can be related to military challenges, those of a consumer society and social challenges or a combination of the above. This focus of the application of knowledge configures the economy and its purposes.

This lecture will cover Europe’s starting position in terms of newly created economical and social movements, which anticipate a transformation towards a future economical and social network, in which the latter leads the transformation dynamics and organises both means and ends. The exit path from a Europe that is more economistic than social in its current vision, could create a singular way that could be a reference of progress on a global level for other leading and emerging economical blocks when their social maturity is higher, provided that technological, social and political initiatives mature and are consolidated.

Juan Jose Ibarretxe

Ibarretxe_en

Global Society…. Local Solution: The old “Global annuls local” paradigm has proven to be wrong and has led to the creation of a new paradigm: “Local makes the world go round”. In fact, in the words of J. Stiglitz, countries “that took their own destiny in their hands” have benefited most from globalisation. Therefore, the prophetic words of E.F. Schumacher in the 1970s have become a reality: “small is beautiful”, which later became the statement of Professor Etxenike in the 21st Century: “The challenge of small”, or, in other words: global vision without forgetting our roots… All this is reflected in the “Basque Case”, a case of social economical and political transformation that is being studied at many Universities abroad. The conclusion is that the “hopeful vision” relies on the “R&D&I&K” formula. It is possible to learn from the experiences of others in terms of R&D&I, but life doesn’t have an instructions book, so the formula cannot work properly unless we add the “K” representing the local culture.