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The SARS-CoV-2 Delta variant, corresponding to the Pangolin lineage B.1.617.2, was first detected in India in July 2020 and rapidly became dominant worldwide. The ARTIC v3 protocol for SARS-CoV-2 whole-genome sequencing, which relies on a large number of PCR primers, was among the first available early in the pandemic, but may be prone to coverage dropouts that result in incomplete genome sequences. A new set of primers (v4) was designed to circumvent this issue in June 2021. In this study, we investigated whether the sequencing community adopted the new sets of primers, especially in the context of the spread of the Delta lineage, in July 2021. Because information about protocols from individual laboratories is generally difficult to obtain, the aims of the study were to identify whether large under-sequenced regions were present in deposited Delta variant genome sequences (from April to August 2021), to investigate the extent of the coverage dropout among all the currently available Delta sequences in six countries, and to propose simple PCR primer modifications to sequence the missing region, especially for the first circulating Delta variants observed in 2021 in Switzerland. Candidate primers were tested on few clinical samples, highlighting the need to further pursue primer optimization and validation on a larger and diverse set of samples. [ABSTRACT FROM AUTHOR]

To cope and compete in this rapidly changing world, organisations need to access and apply new knowledge. While explicit knowledge is important, what is often critical is an organisation's ability to create access, share and apply the tacit or un-codified knowledge that exists among its members, its network and the wider innovation system of which it is a part. This paper explores the role of tacit knowledge in livestock sector innovation capacity though the case of Visakha Dairy, one of the most progressive producer-owned milk marketing companies in India. Analysis of two episodes in Visakha's evolution illustrates how it used tacit knowledge to innovate around challenges. The paper concludes that while tacit knowledge is a major resource that organisations rely on to cope with change, it does not follow that knowledge management approaches that centre on codifying this knowledge are the way forward. Instead, it suggest that better management of the learning processes, through which tacit knowledge is generated, would be a more useful contribution to innovation and innovation capacity – in other words, a shift from knowledge management to learning management. [ABSTRACT FROM PUBLISHER]