When I think about the SDGs and climate, I think about, "CONCRETE." An industry that needs "ecosystem speed" like no other. Radical collaboration between governments, cement producers, builders, investors, and researchers to accelerate innovation, mobilize capital, and ensure solutions are tailored to local contexts. We can only transform one of the world's most critical yet carbon-intensive industries by coming together. The concrete industry accounts for a staggering 7% of global CO2 emissions. A suite of interventions like reducing cement use, adopting alternative fuels, and deploying carbon capture could cut emissions by up to 40% by 2030. But what if we could accelerate those outcomes? Cement production is highly localized, with each plant facing unique constraints like access to raw materials and low-carbon energy sources. Technologies like carbon capture, clean fuels, and supplementary cementitious materials will require a $1.42 trillion investment by 2050. But what if we could spend a fraction of this and get a greater return? We can't get to environmental sustainability without the concrete industry. Who wants to solve it? Accelery, Inc. #environment #sustainability #climate #collaboration #whoarethewes
Accelery, Inc.
商务咨询服务
Upper Montclair,New Jersey 175 位关注者
Accelerating Digital Transformation through Your People
关于我们
Accelerating Digital Transformation through Your People Enabling your people so your digital transformation investment succeeds.
- 网站
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https://accelery.com
Accelery, Inc.的外部链接
- 所属行业
- 商务咨询服务
- 规模
- 2-10 人
- 总部
- Upper Montclair,New Jersey
- 类型
- 私人持股
- 创立
- 2021
- 领域
- Digital Transformation、Leadership Development、Digital Maturity、Learning & Development、Productivity、Innovation、Workplace Culture、Collaboration、Digital Strategy、Coaching、Modern Workplace、Cross-Functional Collaboration、Future of Work和Talent Acquisition & Development
地点
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主要
551 Valley Road
Suite 125
US,New Jersey,Upper Montclair,07043
Accelery, Inc.员工
动态
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In the wake of disruptions to U.S. supply chains during the COVID-19 pandemic and geopolitical tensions, exposing vulnerabilities in global supply chains for critical goods, the United States aims to reduce overreliance on foreign suppliers, strengthen domestic manufacturing capabilities, and enhance national and economic security. ? These recent developments in US manufacturing are set to reshape the industry's landscape, paving the way for a more secure and prosperous future. ? However, many small manufacturers now facing accelerating demand have not kept up with the technologies?altering the competitive landscape. ? In this insightful article published in the Harvard Business Review, Willy Shih, Professor of Management Practice at Harvard Business School, and Ali Shakouri, Associate Dean for Research and Innovation in Purdue's College of Engineering, outline 6 ways small manufacturers can start investing in their future. ? ????Use simulation software tools to optimize designs and processes before production. ? ????Adopt data analytics and machine learning to improve quality, reduce waste, and increase efficiency. ? ????Implement digital twins to create virtual replicas of physical assets for monitoring and optimization. ? ????Explore additive manufacturing (3D printing) for producing complex, low-volume parts. ? ????Utilize cloud computing and industrial Internet of Things (IIoT) for remote monitoring and predictive maintenance. ? ????Collaborate with universities and research centers to access expertise and cutting-edge technologies. ?? But by embracing these innovations, small manufacturers can enhance their competitiveness, agility, and resilience. Revitalizing US manufacturing won't happen on its own. It's a wicked problem that will require tremendous collective effort to solve. ? Accelery, Inc.
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We stand at the brink of an extraordinary opportunity to forge a future rich in prosperity and sustainability for generations to come. In the next four decades, we face the monumental task of providing essential services like housing, water, and transportation for over a billion people—a challenge akin to constructing a New York City every single month. Yet, this immense growth must be balanced with urgent environmental responsibilities. We are tasked with a dual mandate: to build expansively while drastically reducing our ecological footprint. The path forward is not just a monumental challenge. It's an opportunity for innovation in sustainable construction, particularly in revolutionizing concrete production to reduce carbon emissions. It's a call to action for each of us to contribute to a legacy of resilience and sustainability. Let's rise to this challenge, embracing smarter, more sustainable practices that ensure we achieve more with less. Together, we can build infrastructure and a foundation for a better world. ? Repost if you found this helpful, and follow me, Lenwood M. Ross, for help solving your organization's most complex problems. Accelery, Inc.
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A group of us from across the country have been working on a challenge: developing a replicable regional model for an AI Commons to support the digital transformation of smaller manufacturers (SMEs). Anchored at Purdue, our team continues to develop our prototype: ManuFuture Today. WHY IT MATTERS It comes down to moving beyond the distortions caused by "Free Market" economics. Beginning in the 1970s, trade policy in the United States was driven by the absurdly simplifying assumptions promoted by Free Market economists like Milton Friedman. These economists imagined a perfect world with minimal government meddling in markets. In this ideal world, people would figure out what was best for themselves. Ronald Reagan and Margaret Thatcher, true believers in Free Market doctrines, implemented policies reflecting these preferences. There's only one problem: the policies didn't work. A FRONT ROW SEAT In the late 1970s and early 1980s, I had a front-row seat to these failures. >> I first worked as a legislative assistant to Rep. Charles Vanik, chairman of the Trade Subcommittee in the House of Representatives. >> Next, I worked in the Office of Policy Planning at the Federal Trade Commission, monitoring the impact of trade policies on US competitiveness. >> I moved then to work on globalization issues for a corporate strategy consulting firm, an offshoot of BCG. I got an inside look at how GE, Ford, and Volvo grappled with globalization challenges. >> Then, I worked as staff counsel to the Senate Democratic Policy Committee where I coordinated competitiveness, trade, and tax legislation. A DEEPER DIVE: THE LESSONS I LEARNED These experiences taught me three lessons about Free Market economics. 1. “Free markets” is a political slogan, not a practical reality. Markets are complex. They emerge from the interaction of enabling technologies, company strategies, and government regulation AND investment.? 2. Free Market economics has a serious blind spot: it largely ignores the harm these policies create.? 3. Free Market economics ignores the "civic economy" -- shared investments and consensus -- that enables a market economy to function. OUR RESPONSE: MANUFUTURE TODAY So, that's why last week, I was working at Purdue. We need to rebuild the "industrial commons" supporting sustainable innovation of SMEs. SMEs don't have the resources to move to digital transformation alone. In 6 years of working with researchers and manufacturers, we are learning: >> How to build trust across SMEs to stimulate peer-to-peer learning cohorts (the key to scaling transformation); >> How to create platforms that stimulate collaboration across the highly fragmented support initiatives within each region; and >> How universities can create a privacy-protected data commons that will stimulate data pooling, analytics, and new AI tools designed for SMEs. Interested in learning more about our ManuFuture Today initiative? Connect and send me a DM.
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