Keynote Speakers
 Dr. Tahar Hfaiedh
Dr. Tahar Hfaiedh is a General manager of the National Center for Computing in Tunisia (CNI) which provides services in information technology for the public administration through national network within the whole national territory. It's also responsible for the deployment of e-government Project in Tunisia.
He was born in 1950. He completed his Mathematics studies in June 1975 (Faculty of sciences of Tunis) and also received the Certificate of Telecommunication engineering in June 1977 (High National School of Telecommunications of Paris).
He began his career in the Data Center of the University of Tunis. After, in the Ministry of Education as the manager of planning, statistics and informatics and as the General Manager of the National Institute for educational technology (INBMI) in charge of integration of information technology in educational as science and pedagogical tools for teaching and learning.
From 1981 on, he was the General Secretary of the National Centre for computing in charge to integrate new solution based on ERP technology in the management system of the Center.
From 2001 on, was the consultant to the Sports Minister during the Mediterranean Games Tunis2001.
From May 2003 to August 2005, was Consultant in the committee of organization of the worldwide summit for information society in Tunis (WSIS).
He is also a teacher of computer science in some high educational institutes specialized in data communication networks (SupCom High School, High School of Administration). Since 1999, he is an expert adviser in the committee of strategies and programming for informatics projects. He is also a member of IFIP educational committee TC3, member of the French-speaking association for teaching computer sciences in Paris (AFDI) and was the president of this association from 1994 to 1996. Since 2009 he was member of Tunisian Association of Competency Certification.
Topic: Diversity as a source of creativity and innovation
Diversity is a source of creativity and innovation that could increase capacity and competitiveness, and plays an important role in the progress and growth of organizations.
What is the relationship between models of organizations on one hand and the creativity and innovation on the other hand and the influence of each component and each factor?
The most important technologies like Web 2.0 environments, blogs, social networks Wiki, CMS and ICM tools can efficiently conduct the creativity process and achieve development of synergies for knowledge management.
Moreover Intranet technologies, SOA applicative architecture and integration of group process solutions can support innovation in short term and result-oriented development of innovative companies.
How managers could work to ensure implementation of organizations' new models to develop and maintain a culture of innovation and entrepreneurship and confer employees enough power to stimulate the creativity and speed the implementation of such innovation?
How to enrich learning environment to promote leadership skills that foster innovative approaches to pedagogy and teacher professional development, and provide education leaders with the tools to envision, implement, and manage change.
Presentation
 Dr. Žiga Turk
Žiga Turk is a Professor and Chair in Construction Informatics at the Faculty of Civil and Geodetic Engineering at the University of Ljubljana and Secretary General of the Reflection Group on the Future of Europe, chaired by Felipe Gonzales. Born in 1962, he holds a B.Sc. in Civil Engineering, M.Sc. in Computer Science and Ph.D. in technical sciences.
His academic interests include construction informatics (construction information technology), computer integrated construction, internet, Web and grid computing, design communication, philosophy of conceptual modeling and CAD. He wrote several papers on these subjects. He was a coordinator or partner in several EU projects since the 4th framework. He held graduate and undergraduate courses in Ljubljana, Istanbul, Zagreb and Stockholm. More in a detailed CV.
In Slovenia he has been known as the founding editor of the Moj Mikro magazine (1984). He has been setting up Web servers since 1993. His most popular Internet inventions are the Virtual Shareware Library (taht later evolved into shareware.com) and the Woda database tool.
In 2007 and 2008 Dr. Turk was a Minister for growth in the government of Slovenia, national coordinator for the Lisbon Strategy, chief negotiator for the Slovenia's accession to the OECD, chairman of the national Sustainable Development Council and Chairman of the Competitiveness Council. His other activities outside of the academia include: Chairman of the Supervisory Board, Telekom Slovenia and Mobitel, member of the Reform Council, Vice Chair of the Strategic Council for Culture, Education and Science etc.
During the Slovenian presidency to the EU, he was in charge of the updates to the Lisbon Strategy and involved in the management of the energy and climate change package. His interest include creativity, entrepreneurship, open access to knowledge, open innovation, renewable energy, r&d policy etc.
Topic: The Case for a Creative Europe
Did the 'bad' financial creativity get us into the crisis and will the 'good' creativity get us out? What is the impact of information and communication technology, education, role of schools and universities? Why should Europe look into creativity for its future competitive advantage? What can politcs do about it and how can politicians help make people more creative?
Presentation
 Dr. John Bessant
Originally a chemical engineer, John has been active in the field of research and consultancy in technology and innovation management for over 25 years. He currently holds the Chair in Innovation and Entrepreneurship at Exeter University. In 2003 he was awarded a Fellowship with the Advanced Institute for Management Research and was also elected a Fellow of the British Academy of Management. He has acted as advisor to various national governments and to international bodies including the United Nations, The World Bank and the OECD.
He is a regular speaker at corporate events, conferences and centres such as Cranfield, the Irish Management Institute and the Scandinavian Management Institute. Consulting clients include Toyota, Novo-Nordisk, Lego, Morgan Stanley, Coloplast, Corus, Danfoss, GSK, Grundfos, Hewlett-Packard, Kumba Resources.
He is the author of 15 books and many articles on the topic and has lectured and consulted widely around the world. His most recent books include ‘Managing innovation’ (awarded the ‘best book’ prize by the European Association for Creativity and Innovation) and ‘High involvement innovation’ (both published by John Wiley and Sons).
Topic: Managing at the innovation frontier
 Dr. Wim Vanhaverbeke
Wim Vanhaverbeke is professor Strategy and Organisation at the University of Hasselt in the faculty of Business Economics. He teaches Strategy, Innovation Management, Corporate Venturing new business development, and International Management. He published in international journals as Journal of Management Studies, Organization Science and Organization Studies and serves on the editorial board of the Journal of Engineering and Technology Management, Strategic Organization, and the International Journal of Technology Marketing.
He is co-editor with Henry Chesbrough and Joel West of Open Innovation: Researching a New Paradigm, a book about the research challenges related to Open Innovation. He is extending research about open innovation and open business models by setting up the European Center for Open and Collaborative Innovation and by doing joint research with different universities around the globe. He is currently working on a book about “Managing and organizing open innovation”.
Topic: How to profit from open innovation?: Organizing and managing open innovation
Open innovation - sourcing and co-developing innovations with external partners - has received a lot of attention in recent years. Companies, governments, research institutions and specialized service providers restructure their activities to profit optimally from the potential advantages of open innovation. Many companies started to experiment with open innovation but for most of them the switch from closed to open innovation has proven to be more difficult than they expected. I explore why so many firms with a strong reputation in closed innovation are failing to implement open innovation.
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