It is a well-known fact how different types of firms and competences develop in contrasting institutional contexts and countries. These models of how institutional frameworks enable firms to deal with the organisational problems associated with distinctive innovation strategies emphasise three sets of relationships. These concern the level of commitment and cooperation between: a) top managers and core employees, b) firms and their business partners, and c) top managers and the owners/controllers of capital.
The twenty-first century economic evolution will involve more intense competition between different forms of economies where shaping institutions to support firms and particular business models will be a central task for states, but a task which they will approach with different sets of resources and capabilities.
In this sense, we expect to see a twenty-first century characterised by increasing complex and diverse firm structures linked across multiple institutional settings where states try, in different ways available to them, to maintain their institutional distinctiveness.
We guide and support government to create, articulate and evolve the following aspects by which firms in the chosen countries and sectors can develop innovative competences. These aspects are as follows (i) the degree of involvement in the public science system, (ii) involvement in industry networks, (iii) reliance on specialist skills of individuals, (iv) the ability to change competences radically, and (v) the nature of the public science system in addition to (vi) the organisation of capital, labour markets and the structure of inter-firm relations.
WE CAN EITHER WORK UNDER CONTRACT OR INTERIM MANAGEMENT BASIS
Design and implement effective business & entrepreneurial ecosystems
It is a well-known fact how different types of firms and competences develop in contrasting institutional contexts and countries.
In this sense, we expect to see a twenty-first century characterised by increasing complex and diverse firm structures linked across multiple institutional settings where states try, in different ways available to them, to maintain their institutional distinctiveness.
WE DO HELP POLICY MAKERS TO CREATE, DEVELOP, MAINTAIN AND DETOX ECOSYSTEMS THAT WILL ALLOW THEM TO MAINTAIN THE SO IMPERATIVE INSTITUTIONAL DISTINCTIVENESS.
Design of competition models that combine the range of innovation with the speed and scale of innovation and production in a certain countryThe twenty-first century economic evolution will involve more intense competition between different forms of economies where shaping institutions to support firms and particular business models will be a central task for states but a task which they will approach with different sets of resources and capabilities.
WE DO HELP POLICY MAKERS TO DESIGN COMPETITION MODELS TO EACH AND EVERY INDUSTRIAL SECTOR, AND MORE IMPORTANTLY YET, AT THE RELEVANT SPEED THE COUNTRY IS GOING IN THE GLOBAL MARKET.
Competitiveness of nations and stateless nations
Twenty-Fourth of June 2016 (24th June 2016) has turned out to be a memorable date for every World, European and British citizen. England will leave the European Union (EU). This event very well could trigger other countries to follow the same initiative and for that reason certain regions could become stateless nations overnight.
Every country and policy maker is conditioned to a series of institutional layers, where the EU is on the top. This certainly will affect upon those countries outside the EU.
WE DO HELP POLICY MAKERS TO DESIGN COMPETITIVE PUBLIC POLICIES EITHER FOR NATIONS WITHIN A STATE AND/OR FOR THOSE STATELESS NATIONS.
Design institutional configuration to foster particular national or regional business systemsNations compete among themselves. We have emphasised the need to build more dynamic models of the relationship between actors and institutions across different sorts of institutional contexst. Such an emphasis comes in particular because of a sense of the changing nature of economic activity in the current era.
WE FACILITATE POLICY MAKERS TO BUILD MORE DYNAMIC MODELS OF THE RELATIONSHIP BETWEEN ACTORS AND INSTITUTIONS ACROSS THEIR CURRENT NATIONAL/REGIONAL INNOVATION SYSTEMS.
Design national and regional institutional frameworks to drive strategic innovationStrange combinations are emerging through the dynamics of global competition. Localities that looked similar barely thirty years ago find themselves moving rapidly in different directions because of these changes. For example during the 1980s, Prato in Italy and Herning-Ikast in Denmark looked in many ways similar, both characterised by industrial districts of SMEs concentrated within the fashion industry. Today, Prato´s and Herning-Ikast´s firms have driven strategic innovation very differently.
WE DO HELP POLICY MAKERS TO DESIGN AND IMPLEMENT FRAMEWORKS TO DRIVE STRATEGIC INNOVATION WHILE PROTECTING AND ENHANCING THEIR NATIONAL/REGIONAL BUSINESS SYSTEMS.
Design and alter institutional pillars to define the state of trust, loyalty and authority in your countryGovernment create, articulate and evolve the following aspects by which firms in the chosen countries and sectors can develop innovative competences. These aspects are as follows (i) the degree of involvement in the public science system, (ii) involvement in industry networks, (iii) reliance on specialist skills of individuals, (iv) the ability to change competences radically, and (v) the nature of the public science system in addition to (vi) the organisation of capital, labour markets and the structure of inter-firm relations.
WE DO HELP POLICY MAKERS TO DESIGN AND ALTER ALL THESE AND MANY MORE ELEMENTS WITHIN THE CURRENT INSTITUTIONAL CONTEXT SO THAT WE CAN IMPLEMENT A DEGREE OF TRUST AND LOYALTY SUITABLE ENOUGH TO PURSUIT ANY INDUSTRIAL LONG-TERM INVESTMENT OBJECTIVES.
Born as an alternative to traditional management “consulting” firms, Brodgar & Mulligan is a boutique management and a advisory firm focused on the practice of challenging established thinking and drive transformation.
Our solutions evolve around our motto ''passionate about seeking the right balance between firm´s developed degree of innovations and the grade of the sophistication of the demand in a particular geographical market''.
