"This report presents various economic, institutional, social and technological challenges that inhibit digital entrepreneurs in Mexico from developing solutions for climate action. As the startup market keeps growing in the country, special consideration must be given to sustainable and digital tec
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hnologies by governments, investors, accelerators and incubators, and other players in the ecosystem. Focusing on the four areas outlined has the potential to unlock environmental, social and economic impact associated with digital technologies. At the same time, a careful and thoughtful implementation is necessary to avoid negative consequences – for this, further discussion between the different stakeholders is needed." (Conclusion)
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"Whether you are a policy-maker, business leader or tech enthusiast, this report provides valuable insights into the current state of the national digital landscape and its potential to shape the future. It provides constructive recommendations, roadmaps and comprehensive opportunities to strengthen
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capacities and accelerate digital transformation. With the ever-evolving digital landscape, it will be an essential tool for all key stakeholders of North Macedonia who are looking to stay ahead of the curve and be at the forefront of the national digital revolution." (Foreword by Azir Aliu, Minister of Information Society and Administration, Republic of North Macedonia)
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"This digital innovation profile, developed in collaboration with the Ministry of Economy and Sustainable Development and the Georgia Innovation and Technology Agency, aims to accurately assess the country's digital ecosystem capacity and maturity to help Georgia and its stakeholders navigate the di
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gital innovation landscape. The objective is to help Georgia to continue building new capabilities for a competitive, sustainable, and ICT-enabled economy that accelerates the development of the digital economy toward achieving Georgia’s vision. The creation of this profile entailed an exhaustive process, involving comprehensive research, one-on-one interviews with experts, and collaborative workshops with stakeholders from the public sector, private sector, finance, academia, entrepreneurs, and support networks. I extend my heartfelt appreciation to all the national stakeholders who actively participated in this endeavour. Their contributions and insights have been instrumental in shaping the profile and ensuring its relevance and applicability. This digital innovation profile will serve as a valuable resource for policymakers, innovators, the private sector, and other stakeholders in Georgia. It offers critical insights into Georgia’s digital innovation landscape, identifies areas for improvement, and presents strategic recommendations for collective decision-making processes towards accelerating the country’s AI-driven competitive advantage." (Foreword)
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"This digital innovation profile, developed in collaboration with the Office of the Prime Minister Republic of Serbia, aims to accurately assess the country's digital ecosystem capacity and maturity to help Serbia and its stakeholders navigate the digital innovation landscape. The objective is to he
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lp Serbia to continue building new capabilities for a competitive, sustainable, and ICT-enabled economy that accelerates the development of the digital economy toward achieving Serbia’s vision. The creation of this profile entailed an exhaustive process, involving comprehensive research, one-on-one interviews with experts, and collaborative workshops with stakeholders from the public sector, private sector, finance, academia, entrepreneurs, and support networks. I extend my heartfelt appreciation to all the national stakeholders who actively participated in this endeavour. Their contributions and insights have been instrumental in shaping the profile and ensuring its relevance and applicability. This digital innovation profile will serve as a valuable resource for policymakers, innovators, the private sector, and other stakeholders in Serbia. It offers critical insights into Serbia’s digital innovation landscape, identifies areas for improvement, and presents strategic recommendations for collective decision-making processes." (Foreword)
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"Oman has made tremendous strides with various ICT investments and its Digital Economy Program and continues to address opportunities toward the Oman Vision 2040. This Digital Innovation Profile, conducted in partnership with the Ministry of Transport, Communications and Information Technology (MTCI
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T) of the Sultanate of Oman, aims to accurately assess the country's digital ecosystem capacity and maturity to help Oman and its stakeholders navigate the digital innovation landscape. The aim is to help Oman to continue building new capabilities for a competitive, sustainable, and ICT-enabled economy that accelerates the development of the digital economy toward achieving Oman's vision. This work required an assessment of the current state of the digital innovation ecosystem in Oman, identification of areas of improvement, and presentation of recommendations through a process of research, one-on-one interviews with experts, and co-creation workshops with local stakeholders, including members from the public sector, private sector, finance, academia, entrepreneurs and support networks. I want to thank all the national stakeholders who participated in the co-design of the assessment, particularly the MTCIT staff and the team of the International Telecommunication Union (ITU) that facilitated the process. I hope this profile will serve as a valuable resource for policymakers, entrepreneurs, the private sector, and other stakeholders in Oman. I additionally hope it will guide decision-making and investment in areas critical for the country's growth and development." (Foreword)
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"Digital transformations have had catalytic efects on African and European governance, economies, and societies, and will continue to do so. The COVID-19 pandemic has already accelerated the penetration of digital tools all over the globe and is likely to be perceived as a critical juncture in how a
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nd to what purpose the world accepts and uses new and emerging technologies. This book ofers a holistic analysis of how Africa and Europe can manage and harness digital transformation as partners in a globalised world. The authors shed light on issues ranging from economic growth, youth employment, and gender, to regulatory frameworks, business environments, entrepreneurship, and interest-driven power politics. They add much-needed perspectives to the debates that shape the two continents’ digital transformation and innovation environments." (Publisher description)
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"This report provides an overview of the comparative innovation capacity of the Africa region through ICT-centric Innovation policy monitors and shares insights about good practices strengthening the capacity to integrate ICT innovation in national development agendas. Overall, although sub-Saharan
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Africa has benefited from rapidly growing innovation systems, its performance in the three engines of growth must improve for the region to become a real actor on the global stage. Nigeria for example, has an entrepreneurial ecosystem that is performing well, while its technological and innovation ecosystems need further support to turn the country into a thriving digital innovation ecosystem.
To understand these discrepancies, the report introduces two ICT-centric innovation policy monitors: the three engines of growth monitor and the enablers of digital transformation monitor. The report notes that there are many good practices in the region fuelling the entrepreneurial journey. Each practice presented in the report was analysed based on its impact in a third ICT-centric innovation policy monitor, the ecosystem maturity map monitor. Each stakeholder group, at each of the five stages of the entrepreneurial journey, is assessed by its level of engagement to assess the maturity of the ecosystem. For example, the first stage of the journey for entrepreneurs is entrepreneurial interest, while for the public sector, it is having a vision and strategy. The monitor enables stakeholders to visualize the maturity of the ICT-centric innovation ecosystem and identify which practices to keep, which must be improved and which to replace." (Introduction)
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"This report provides an overview of the innovation capacity of the Asia-Pacific region through ICT-centric innovation activity and offers an insight to how good practice can strengthen Member State capacity to integrate ICT innovation into development agendas.
Although the Asia-Pacific region has a
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strong tradition of innovation, there is room for improvement, for example, some countries have healthy innovative ecosystems that perform well in some elements of the ecosystem but need further support in others to develop a thriving digital innovation ecosystem.
This report uses international indices to monitor the current state of innovation ecosystem performance, aspects of growth, gaps, and discrepancies. The information from these major indices has been analysed to create an ICT-centric innovation performance monitor that provides a comparative assessment of the innovation ecosystems both within and among countries in the region and a threshold for action by decision-makers.
There are many good practices in the region. Each practice presented in this report has been assessed according to three engines of growth (innovation, entrepreneurship, and technology) and the current state of the seven enablers of digital transformation. In addition, the ecosystem maturity map helps to assess stakeholder levels of engagement, for example where the first stage of the journey for entrepreneurs is entrepreneurial interest, and for the public sector it is having a vision and developing a strategy. These monitoring tools enable stakeholders to visualize the maturity of the ICT-centric innovation ecosystem and identify practices to keep, those that must be improved, and those to be replaced." (Introduction)
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"This report provides an overview of the comparative innovation capacity of the Arab States region through ICT-centric innovation policy monitors, and an insight into how good practices can strengthen capacity to mainstream ICT innovation into national development agendas. It showcases a number of c
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ountries that display exemplary innovation practices and occupy leading positions in all three ecosystems (entrepreneurial, innovation and technology ecosystems), and looks at other countries of the region which lag behind in all three ecosystems as well as in terms of hard and soft infrastructure. To understand this divergence, the report introduces two ICT-centric innovation policy monitors: the 'Three Engines of Growth' monitor and the 'Digital Transformation Enablers' monitor.
The report notes that there are many good practices in the region fuelling the entrepreneurial journey. Each practice presented in the report was analysed on the basis of its impact, in a third ICT-centric innovation policy monitor, the 'Ecosystem Maturity Map' monitor. Each stakeholder group, at each of the five stages of the entrepreneurial journey, is assessed by its level of engagement in order to gauge the maturity of the ecosystem. For example, the first stage of the journey for entrepreneurs is 'entrepreneurial interest', while for the public sector it is having a 'vision and strategy'. This monitor enables stakeholders to visualize the maturity of the ICT-centric innovation ecosystem and identify which practices to keep, which must be improved and which to replace." (Introduction)
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"This report provides an overview of the comparative innovation capacity of the Americas region through ICT-centric innovation policy monitors and insights on how good practice can strengthen capacity to integrate ICT innovation into national development agendas.
Overall, the Americas region has sho
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wn divergent scenarios in reaching the full potential of the innovation ecosystem. Few countries have a traditionally strong innovation system, and most performances in one or all three engines of growth must improve for the region to become a real actor on the global stage. Canada and the United States of America perform well, while emerging economies such as Argentina, Brazil or Mexico are struggling on the technological, entrepreneurial or innovation ecosystems, and others such as Haiti need further support to turn the country into a thriving digital innovation ecosystem.
To understand these discrepancies, the report introduces two ICT centric innovation monitors: the three engines of growth monitor and the digital transformation enablers monitor.
The report notes that there are many good practices in the region fuelling the entrepreneurial journey. Each practice presented in the report was analysed based on its impact in a third ICT-centric innovation policy monitor, the ecosystem maturity map monitor. Each stakeholder group, at each of the five stages of the entrepreneurial journey, is assessed by its level of engagement to assess the maturity of the ecosystem. For example, the first stage of the journey for entrepreneurs is entrepreneurial interest, while for the public sector, it is having a vision and strategy. The monitor enables stakeholders to visualize the maturity of the ICT-centric innovation ecosystem and identify which practices to keep, which must be improved and which to replace." (Introduction)
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"The three main ecosystems fundamental to the Montenegro digital transformation journey are the national innovation ecosystem, the entrepreneur ecosystem, and the technology ecosystem. These three ecosystems interlink closely to form the innovation landscape, from ideation to market. Each ecosystem
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faces both specific and common challenges, but each also offers opportunity. The following section presents a snapshot of each ecosystem and concludes with an overview of challenges and opportunities relevant to all three ecosystems." (Key points, page 11)
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"The paper seeks to identify the factors that motivate a person who champions ICT4D initiatives. Given the important contributions of ICT4D champions to initiative success, better understanding of their motivations holds the potential to identify, develop and deploy such individuals more effectively
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, harnessing their potential positive contributions to ICT4D initiative success. A multiple case study strategy is used to explore the motivational factors of three successful ICT4D champions in the South African context. The Work Preference Inventory (WPI) of personal motivations was used to design in-depth interviews with the champions and semistructured interviews with 29 other stakeholders. It found ICT4D champions are motivated by the need for personal actualization, business success and to address social concerns – origins of these motives could be traced to various internal and environmental stimuli. Practical implications drawn from the research are that profiling of stakeholder motivations in an ICT4D initiative is feasible and that organizations can use such information to create a conducive environment for grooming and empower new and existing champions to function more effectively. This first investigation of ICT4D champion motivations shows its importance and the potential thereof towards improving initiative success and emphasizes the need for further research of this nature." (Abstract)
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"Make-IT started as a "laboratory" for new types of partnerships between development organisations, business, finance and entrepreneurs. After 2 years of implementation experience, we can proudly say that we have successfully combined the strengths of the public and private sectors to promote digita
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l innovation for sustainable and inclusive development. This impact report aims to highlight some of these results. GIZ implements Make-IT on behalf of the German Federal Ministry of Economic Cooperation and Development (BMZ), together with more than 30 corporate and financing partners, social enterprises, hubs and networks. Meet them in chapter one! In its first two years, Make-IT focused on Kenya and Nigeria. In 2019, we expanded to Ghana and Tunisia, and Rwanda will follow. So far, Make-IT has supported tech entrepreneurs from 18 African countries. One of our first significant activities was the joint "Make-IT Accelerator" with business partners from the Make-IT Alliance. Building on this, we launched further programmes to improve the international visibility and credibility of African tech entrepreneurs, to catalyse partnerships with financing partners and to strengthen peer-to-peer learning and mentoring. These measures reached more than 400 tech entrepreneurs on the continent, 148 of whom have entered Make-IT’s highly selective start-up pipeline. Meet them in chapter two! Through our cooperation with national partners, we support African governments in establishing future-oriented institutional frameworks for digital entrepreneurship. Policy dialogues, better access to markets and finance, as well as capacity development for intermediaries in the ecosystems, such as hubs, mentors and public support organisations, help strengthen enabling environments for young entrepreneurs in the digital sector. You can find an overview in chapter three! We will continue to form partnerships and share methodologies for thriving tech entrepreneurship ecosystems in Africa. Find out how to collaborate with us in chapter four!" (Editorial)
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"Central to the work represented in this issue is what we have called the emergence of new media entrepreneurs in sub-Saharan Africa. These actors generate a multitude of new (and often not easily definable) genres of information as well as entertainment and distraction, but also persuasion and heal
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ing (Böhme 2013). They are often categorized as cultural brokers (cf. Thalen 2011), mediating between dispersed audiences and spaces of communication, and taking advantage of their privileged access to new media technologies and/or advanced positions in the media field. Thus, we propose to refer back to quite classical notions of intermediaries, stemming especially from the realm of political and economic anthropology, such as brokers or middlemen (cf. Boissevain 1974, 148; Lewis and Mosse 2006), interpreting these figures mainly as entrepreneurs who control second order resources such as information, social relations, or channels of communication. In our articles we exemplify the relevance of such a conceptualization for contemporary African media fields, also beyond more functionalist aspects as we discuss their often ambiguous positions as well, caught as they are between contradicting loyalties to clients and colleagues or authorities, and also between professional standards and aspirations on the one hand and the need for income on the other. This category of media entrepreneurs, benefitting fromthese newopportunities and opening new social spaces and realms of creativity, may include journalists, radio producers (cf. Gunner et al. 2011), media technicians, or artists working within private as well as public structures, as well as those who are establishing institutions that offer media-related training, counselling, and marketing. Other media entrepreneurs are, for example, individuals who, thanks to their mass-mediated appearances and particular preaching style, draw large groups of supporters in their role as religious or political actors (Meyer 2003, cf. also the contribution by Sounaye). Examples of such media entrepreneurship also include the rising number of independent media production outlets, studios, or PR agencies doing public or private contract work, and who often profit from the new opportunities raised by national and transnational ventures in commerce and finance which require advertising and publicity. As already indicated, among those who are benefitting most from these new opportunities are many young people, often graduates, who have not always received formal training to prepare them for a job in media production, but who make their way through the various steps of internship, freelance, and contractualwork, often combining severalmedia activities in the press, in radio andTV, or asPRofficers. Some have even been successful at establishing themselves as leading media figures or local celebrities in this field." (Page 49)
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"This paper investigates the decision-making process of community members who decide on using telecenters for entrepreneurial endeavors. A qualitative approach through interviews with telecenter staff and users is used to assess the barriers and enablers to economic activity through use of telecente
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rs. An ethnographic decision tree model is developed to illustrate the process through which a community member makes a decision to use the telecenter to support economic livelihood. A predictive model for entrepreneurial behavior is proposed based on the factors which influence the usage of telecenters for entrepreneurship – social ties, opportunity recognition and support from the telecenters." (Abstract)
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