1 WORK 4.0: MEGATRENDS DIGITAL WORK OF THE FUTURE 25 THESES Results of a project carried out by Shareground and St. Gallen University August 2015
2 THE DAWN OF A NEW ERA Digitalization is having a dramatic effect on the way we work. Machines are replacing humans. Customers cooperate with computers. C Companies i are being b i di dissolved. l d Employees refuse to accept hierarchies. HR needs to act. THE "WORK 4.0" STUDY HAS QUESTIONED EXPERTS WORLDWIDE ABOUT MEGATRENDS IN DIGITAL WORK
3 OUR APPROACH Academics at St. Gallen University and a Shareground team have conducted 60 expert interviews (of which 31 were detailed, structured interviews), on the basis of which 5 megatrends for Work 4.0 were formulated. 2 expert interviews with corporate consultants 31 structured interviews 10 expert interviews with top managers in the telecommunications and ICT sectors 5 expert interviews with representatives of associations and trade unions 5 expert interviews 9 expert interviews With academics at LMU and Munich at MIT, the Berkman Center of Harvard University of Applied Sciences, Berlin University, it Berkeley and Stanford Humboldt University, i Johann Wolfgang universities, as well as with employees Goethe University in Frankfurt, Vienna in Silicon Valley University, etc.
4 INTRODUCTION FROM THE 1. TO THE 4. INDUSTRIAL REVOLUTIONS
5 REVOLUTION INSTEAD OF EVOLUTION: INDUSTRY 4.0 AS A QUANTUM LEAP The first programmable logic controller (PLC) Modicon 084, 1969 Smart Factory 4. INDUSTRIAL REVOLUTION: the use of cyber-physical systems The first conveyor belt, Cincinnati abattoirs, INDUSTRIAL REVOLUTION: the use of robotics and IT to enhance the automation of production First mechanical weaving loom, INDUSTRIAL REVOLUTION: the introduction ti of shared mass production with the aid of electrical energy 1. INDUSTRIAL REVOLUTION: introduction of mechanical production systems using water and steam power Today Physical capacity: Machines help humans (power) Intellectual capacity: Machines replace humans (reasoning)
6 SUBSTITUTION INSTEAD OF SUBSIDIES: WORK INDUSTRIAL REVOLUTION:??? 3. INDUSTRIAL REVOLUTION: Skilled work 2. INDUSTRIAL REVOLUTION: Taylorism 1. INDUSTRIAL REVOLUTION: Mechanization of work Heute Physical capacity: Machines help humans (power) Intellectual capacity: Machines replace humans (reasoning)
7 DRIVERS OF CHANGE 1: MACHINES ARE LEARNING TO THINK 1. Self-reliant interaction with the physical world Development of fine and gross motor skills of robots Identification of environment and assured spatial navigation 2. Development of ability to comprehend and use speech Voice recognition Processing of natural language Active use of language (both written and spoken) 3. Ability to solve problems Answering unstructured questions Rule-based analysis Pattern recognition and classification Kiva industrial robot voice recognition (e.g. Siri, Microsoft Cortana) self-steering car (Google Car) Atlas, Baxter industrial robots Robot journalism (e.g. Narrative Science, Automated Insights ) Artificial intelligence IBM Watson (pictured playing 'Jeopardy')
8 DRIVERS OF CHANGE 2: INTELLIGENT MACHINES BECOME OMNIPRESENT 17 billion connected devices in 2014 (MIT Technology Review) Industrial robots sold in 2013 also 2,4 verbundene Geräte pro Person (International Federation of Robotics) China Japan North America Korea Germany Data volume per minute in 2014 (Data never sleeps 2.0) s sent: 204,000,000 Google inquiries: 4,000,000 Information shared via Facebook: 2,460,000 Photos shared via WhatsApp: 347,222 Tweets via Twitter: 277,000 App downloads: 48,000 Worldwide sale of industrial robots by sector in 2013 (International Federation of Robotics) Pharmaceutical and cosmetica Food Plastics Metal Electronics Cars
9 ARBEIT THESES
10 THE DISINTEGRATION OF THE ORGANIZATION
11 1. FLUID INSTEAD OF RIGID 1. FLUID INSTEAD OF RIGID The modern work environment is characterized by networks. Standardized back-end processes are shared between companies without this being visible to the customers or employees. This creates jobs without a clear organizational allocation and products without a clear origin.
12 2. PEER-TO-PEER INSTEAD OF HIERARCHY Highly specialized professionals communicate worldwide in special interest communities. Loyalty is no longer based on organizational affiliation, but is only driven by professional expertise. Once these ties have been cut, this kind of organization becomes impossible. Trade unions are already becoming aware of this: dedication to common interests is a selective process today.
13 3. ASSIGNING INSTEAD OF EMPLOYING 3. ASSIGNING INSTEAD OF EMPLOYING To provide specific services, companies rely less on a workforce permanently attached to the company. The global transparency of skills and the availability of highly qualified staff results in "hiring on demand". The employment relationship becomes a work assignment.
14 4. SAP INSTEAD OF MCKINSEY Organizations are increasingly structured on the basis of organigrams. Complex IT systems specify standardized processes and organizational forms. It is cheaper to adapt the organization to the software than to individualize the software. Software standardization makes organizational forms more homogeneous.
15 5. OPEN INSTEAD OF CLOSED Accelerated demand for transparency and the necessity of co-creation with customers (open innovation) leads to the opening up of previously closed corporate structures. Transitions between inside and outside become fluid, proprietary knowledge, such as patents, lose their value. The ability to scale rapidly and transparently becomes the best way forward. Thus the crowd becomes a part of the value-added chain.
16 6. PROSUMERS INSTEAD OF PROFESSIONAL PRODUCERS 6. PROSUMERS INSTEAD OF PROFESSIONAL PRODUCERS Companies increasingly rely on customers instead of employees. Many (digitalizable) services are provided without charge by enthusiastic volunteers. Prosumerism blurs the boundaries between producers and consumers. Voluntary digital work replaces professional employment.
17 WORK IN THE DIGITAL NETWORK ECONOMY
18 7. FROM EXECUTION TO MONITORING 7. FROM EXECUTION TO MONITORING The role of humans in the production process is changing; they are becoming machine supervisors rather than active providers of labor. Routine processes and physically strenuous activities are now automatically carried out by machines. Humans only monitor and intervene in emergencies.
19 8. MACHINES AS COLLEAGUES, COOPERATION PARTNERS AND MONITORS New forms of interaction between man and machine are coming to the fore. Many variants will co-exist in the future. From people who control machines to machines as colleagues to a merger between man and machine or even a complete take-over by machines.
20 9. CLOUD- AND CROWD-WORKING AS A TRANSITIONAL PHENOMENON Digital services are divided into ever smaller parts and delegated to "virtual laborers". Big data analyses allow value contributions to be accurately allocated to the various workers. Cloud/click workers provide their services as piecework. Many of these activities are expected to become fully digitalized in the near future.
21 10. THE DATA READERS Big data has resulted in sufficient data being available for all areas of life. The ability to combine and interpret these in a meaningful way is one of the key capabilities of digital work and cannot be supplanted. However, working with big data differs from traditional data analysis in that hypotheses are no longer required ("end of theory").
22 11. WORK WITHOUT LIMITS 11. WORK WITHOUT LIMITS Highly qualified specialists work on projects, providing services around the world. Qualifications are globally transparent and comparable. The geographical location of the service provider no longer plays a role. For the first time, work is now as mobile as capital.
23 12. NO LONGER A DIVISION BETWEEN WORK AND PRIVATE LIFE 12. NO LONGER A DIVISION BETWEEN WORK AND PRIVATE LIFE Traditional workplaces and working hours are becoming a thing of the past. For workers, this results in the potential to individually organize their work, for example to better combine work and family, but also creates new stress factors ("always on").
24 13. NON-LINEAR THINKING AS A HUMAN DOMAIN 13. NON LINEAR THINKING AS A HUMAN DOMAIN The automation of work is finite as there are certain creative activities that, as far as is foreseeable at present, cannot be undertaken by machines. These are mainly specific niche activities. Entrepreneurial skills, creativity and the control of machines are regarded as skills that are difficult to replace.
25 14. REINFORCING PERSONAL SERVICES 14. REINFORCING PERSONAL SERVICES In high wage countries, activities involving direct human interactions are more highly valued. The proportion of these jobs is growing. Standardizable and anonymous processes, on the other hand, especially in the ICT field, become subject to offshoring and further efficiency pressure.
26 15. SELF-MANAGEMENT AS A CORE QUALIFICATION 15. SELF MANAGEMENT AS A CORE QUALIFICATION The flexible and demand-oriented allocation of orders to labor brokers results in the dissolution of traditional employment relationships and processes. Work time is made up of micro-slices of work times spent on various tasks, which the employee combines according to necessity and ability.
27 16. THE COALESCENCE OF CREATIVE AND PRODUCTIVE WORK 16. THE COALESCENCE OF CREATIVE AND PRODUCTIVE WORK It is becoming increasingly common for the providers of creative or intellectual services to be expected to implement them in concrete form. 3D printers and other tools favor this trend.
28 Nick D'Aloisio, 19-year old App Developer & Internet Entrepreneur 17. WE CHILD PRODIGIES The ever-increasing importance of IT allows the "nerds" to find their way into the upper echelons of the corporate world. The musical child prodigies of former times have become the precocious app developers and data experts of today. This generation will make a substantial contribution towards disruptive change within corporate cultures. It is not formal qualifications but only technical skills that will determine employability in future.
29 18. DIGITAL INCLUSION Remote working, the anonymity of crowd- and click-working employment conditions and the flexibilization of working hours will also bring social groups not available for traditional employment relationships onto the labor market. As has been observed in Berlin, for example, this applies to both start-ups and to click-workers in emerging economies.
30 CHALLENGES FOR BOTH THE ORGANIZATION AND ITS LEADERS
31 19. THE CHALLENGE OF A "LATTE MACCHIATO" WORKPLACE 19. THE CHALLENGE OF A LATTE MACCHIATO WORKPLACE The workplace of people in flexible employment relationships is extending into the public space. Physical offices are temporary anchor points for human interaction, which are mainly used for networking. Work takes place everywhere - except at a worker's own desk.
32 20. BREAD AND CIRCUSES It is when carrying out standardized activities that workers yearn for distractions and rewards. Gamification and the intuitive operation of IT interfaces are becoming increasingly important, turning the work environment into a virtual playing field. Employers are required to integrate gaming design principles into standardized IT applications.
33 21. JOB-HOPPING AND CHERRY-PICKING AS HR CHALLENGES The ties between the employer and employee are loosening. Flexible forms of work and cooperation lead to employees always having one foot in the labor market. This makes systematic staff development more difficult. At the same time, expectations and demands with regard to directly usable qualifications are increasing.
34 22. HANDS-OFF MANAGEMENT The demise of geographically located workplaces is associated with a change from a presence to a results culture. Managers must learn that they will need to motivate rather than control workers. The skill is to establish personal ties even through impersonal technical channels and to maintain them. Source: irobot Press Center: irobot Ava 500
35 23. EXPLORE VS. EXPLOIT The increasing pace of innovation requires the constant replacement of innovative business areas and the transformation of the existing business models (explore). At the same time, the core business that is still profitable must be pursued as efficiently as possible (exploit). Management thus becomes "twohanded" and operates both in the present and in the future.
36 24. MATCHING BY MOUSE CLICK Digital workers are quantified in the form of individual data packages their skills, experience and capacities. This facilitates the allocation of matching tasks. However, disruptive factors in the data profile can also prevent such matching. Staff selection becomes less intuitive, but also less dependent on cultural matches.
37 25. GOOD DATA, BAD DATA Sensors characterize the digital "workplace". Environmental characteristics, processes, work results and the workers are all recorded on an ongoing basis to provide both the employer and the employee with information about the quality of work and potential improvements. Practical benefits must be weighed up against ethical considerations.
38 CONCLUSIONS FOR HR OF THE FUTURE
39 CONCLUSIONS FOR HUMAN RESOURCES MANAGEMENT 1: TODAY'S REQUIREMENTS INNOVATION CULTURE It is necessary to meet the demand for participation, professionalize knowledge management, use open innovation and encourage intrapreneurship FUTURE WORK Autonomy of place, working hours and time off, a results-based culture, not a presence culture LABOR POLICY Autonomy of time and place must be combined with "autonomy of content". Face-to-face encounters and breaks from the digital must be made possible ORGANIZATION Flat network structures, integration of social media. The creation of platforms and communities within and outside the organization MANAGEMENT Reinforcement of networking and dialog skills, change from control to encouragement SKILLS Focus on creativity, i non-linear thinking and entrepreneurship, combined with clear-cut ICT skills
40 CONCLUSIONS FOR HUMAN RESOURCES MANAGEMENT 2: FUTURE DESIGNS Supervisors as "feel-good managers" The outsourcing Big data as a of all routine work management tool Creation of digital breaks Development of an algorithm to promote employee loyalty Child prodigies podgesand nerds eds External as top decision-makers rather than internal? Learning to cope with VUCA worlds (volatility, Assigning instead uncertainty, complexity, of employing ambiguity) Construction of the organization around the people with the greatest potential Facilitation of random, meaningful meetings and ties Teaching employees to become part-time recruiters and entrepreneurs Allowing Innovation to develop everywhere within the company Maximization of information dissemination speed and volume Workplaces that are designed to promote discovery (learning), cooperation and fun Development of strategies for risk management when handling personal data A focus on design Learning to value failure
Introduction WFBSC Policy Position: Employment, outsourcing and the cleaning sector Until recently cleaning employers have been under represented in the global institutions that legislate and/or set the
Opportunities and Challenges in Technology Transfer and Start Up Creation in a Research University Rick McCullough Vice President for Research Founder, CSO, Board Member Plextronics and Founder, CEO, President
2015 SAP SE or an SAP affiliate company. All rights reserved. T-Systems: Operate Complex IT Landscapes Efficiently with SAP Landscape Virtualization Management T-Systems International GmbH Industry Professional
How B2B Customer Self-Service Impacts the Customer and Your Bottom Line Introduction For small to mid-sized businesses trying to grow and compete with their larger counterparts, having close relationships
Series Seven Simple steps For Mobile Device Management (MDM) Mobile device management (MDM) has become a necessity across the globe due to the ever expanding and developing world of technology; Technavio
A Getronics Whitepaper NEW WORLD NEW BEHAVIOUR NEW SUPPORT NEW WORLD NEW BEHAVIOUR NEW SUPPORT We see a new world of work beginning to emerge, driving some big changes in the world of ICT support. These
The Future of Software Rasmus Aaen Madsen Senior Director Product Marketing SuccessFactors (an SAP Company) The Future of Software Where will technologies be in ten years time? Predictions for 2022 Prediction
Workforce Reputation in the Cloud Human Capital Management Better Understands its Workforce If only HR knew what HP knows, we would be three-times more productive. Lew Platt Former Chairman, President,
2015-06-23 Susanne Timsjö at ABB Corporate Research The 4 th Industrial Revolution Internet of Things, Services and People June 30, 2015 Slide 1 User in focus! June 30, 2015 Slide 2 Next industrial revolution
Production Performance Manager How to systematically improve machine availability. www.bosch-si.com/production-performance-manager With Bosch Software Innovations ConnectedManufacturing Solutions. Software
Unisys Innovation Plan June 12th, 2015 Our View of the Market Unisys regards user support, cloud/datacenter, applications, data, analytics, social, service management and security as essential components
Shaping the Future of with Siemens: On the way to Industry 4.0 Member of the Managing Board of Siemens AG CEO Industry Sector Press Conference Hannover Messe 2013 April 8, 2013 Manufacturing is changing
THE CULTURE OF INNOVATION AND THE BUILDING OF KNOWLEDGE SOCIETIES - Issue Paper - UNESCO, Bureau of Strategic Planning September 2003 1 I. The past and present scope of innovation During the last two decades,
1 Contents 1 2 3 Evolving behavior today s connected consumers Driving you forward 10 tech trends for 2016 Growth from knowledge turning research into smart business decisions 2 Evolving behavior today
INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:
White Paper Integrated learning How closer ties between management, operations and training make for higher impact learning, faster Executive summary Today, more than ever, organizations are focused on
Smart Data Business 10 statements on the use of big data solutions in business Key results of a study conducted by Smart Data Accompanying Research in cooperation with the Business Application Research
SAP Brief Adobe Marketing s from SAP Adobe Social from SAP Objectives Build Better Social Relationships and Realize Better Results Develop relationships that work for you and your customers Develop relationships
An Oracle White Paper May 2012 The New Business of Business Leaders: Talent Management Introduction We live in an age when people are the business differentiators that power innovation in design, IT, supply
BUILDING THE CASE FOR CLOUD: HOW BUSINESS FUNCTIONS IN UK MANUFACTURERS ARE DRIVING PUBLIC CLOUD ADOPTION Industry Report Contents 2 4 6 Executive Summary Context for the Sector Key Findings 3 5 9 About
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
An Advanced Performance Architecture for Salesforce Native Applications TABLE OF CONTENTS Introduction............................................... 3 Salesforce in the Digital Transformation Landscape...............
Digital Touchpoints More than Apps and HTML5 Thomas Stüttgen Senior Manager Live Reply WI Transfer Forum 2013 17. April 2013 What does Reply Living Network mean? A Network of highly specialized Business
by Argyle Executive Forum SM Leverage a Customer-Centric Strategy! Merkle's David Williams Discusses How Businesses Can Use a Customer-Centric Strategy to Transform Their Brands Into World-Class Organizations
Digital Enterprise Industry 4.0 1 Ali Rıza ERSOY Feb. 2016 v. 1.4 Hıstory? First Industrial Revolution Mechanical Steam Power First mechanical loom Doncaster England, 1784 2 Photograph Source : http://etc.usf.edu/clipart/79800/79831/79831_powerloom.htm
HR Transformation Update HR Community Town Hall June 18, 2013 1 Today s agenda Review HR Transformation initiative Discuss results of HR Online Survey Review guiding principles and HR Vision Share leading
Digital Marketing VS Internet Marketing: A Detailed Study 1 ATSHAYA S, 2 SRISTY RUNGTA 1,2 Student- Management Studies Christ University, Bengaluru, Karnataka, India Abstract: The article talk about digital
MARKET SHARE Worldwide Advanced and Predictive Analytics Software Market Shares, 2014: The Rise of the Long Tail Alys Woodward Dan Vesset IDC MARKET SHARE FIGURE FIGURE 1 Worldwide Advanced and Predictive
EXECUTIVE SUMMARY ChainLink Technology Series Warehouse Management Systems Technology for Global Supply Chain Performance Copyright ChainLink Research 2007 Authored By: Carla Reed June, 2007 About ChainLink
Human Resources Generalist/Consultant Class Code: G43006 CITY OF DENTON Established Date: Jun 25, 2009 Revision Date: Apr 18, 2012 Bargaining Unit: General SALARY RANGE $49,000.00 - $71,000.00 Annually
Stephan Schneider Executive Technology Briefer 07/11/2013 Von Social Media zum Social Business Ein Megatrend für die Geschäftswelt Our experiences are changing in the new Social world How I Buy Interacting
SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation
Retail Analytics The perfect business enhancement Gain profit, control margin abrasion & grow customer loyalty Retail Analytics are an absolute necessity for modern retailers, it empowers decision makers
MOBILE ACCESS & AFRICA FROG LEAPING THROUGH THE DESKTOP A paper presented by Martin M. Mbui Systems Administrator National Council for Law Reporting (Kenya Law) at the Law via Internet held in Capetown,
Accenture and Oracle: Leading the IoT Revolution ACCENTURE AND ORACLE The Internet of Things (IoT) is rapidly moving from concept to reality, as companies see the value of connecting a range of sensors,
Talent Management Is HR a Facilitator and Enabler or just a Record Keeper of Talent Management? Karl Hentschel, Independent Consultant and Trainer Member BICSI, Member PMI, Member IEEE 2015 MCCS Inc. +1-519-787-0339
Customer Care and Billing Utilities are faced with a rapidly changing industry and increasing expectations from their customers. Adapting to these factors with existing customer information systems likely
Recruitment Notice The City of Miami Gardens is committed to employing a talented and diverse workforce. The City of Miami Gardens is an Equal Opportunity Employer, and as such, will not permit discrimination
Cornell University ILR School DigitalCommons@ILR Federal Publications Key Workplace Documents 4-2013 Careers in the Growing Field of Information Technology Services Lauren Csorny Bureau of Labor Statistics
HiTech White Paper A Next Generation Search System for Today's Digital Enterprises About the Author Ajay Parashar Ajay Parashar is a Solution Architect with the HiTech business unit at Tata Consultancy
Computer Integrated Manufacturing Course Description Computer Integrated Manufacturing (CIM) is the study of manufacturing planning, integration, and implementation of automation. The course explores manufacturing
IMPACT: International Journal of Research in Business Management (IMPACT: IJRBM) ISSN(E): 2321-886X; ISSN(P): 2347-4572 Vol. 2, Issue 3, Mar 2014, 1-8 Impact Journals A COMPARATIVE STUDY OF WORKFORCE DIVERSITY
CORPORATE PRESENTATION Stefano Spaggiari, CEO LEADER IN COGNITIVE COMPUTING AND TEXT ANALYTICS Launches the first software, Errata Corrige The Cogito technology is born US subsidiary opens; Cogito is patented
Driving the Business Forward with Human Capital Management Five key points to consider before you invest For HR leaders to contribute to the business successfully, they need HR solutions with the right
2015 Russian Nanotechnology Investment Enabling Technology Leadership Award 2015 Contents Background and Company Performance... 3 Technology Leverage and Customer Impact of OJSC RUSNANO... 3-5 Conclusion...
SELF-SERVICE BUSINESS INTELLIGENCE / INFONEA FEATURE OVERVIEW / SELF-SERVICE ANALYTICS: SMART INTELLIGENCE WITH INFONEA IN A CONTINUUM BETWEEN INTERACTIVE REPORTS, ANALYTICS FOR BUSINESS USERS AND DATA
The Future of Mobile Robots In 2020, 26 Million Mobile Robots Will Enable Autonomy in Smart Factories, Unmanned Transportation, and Connected Homes NE5C-MT January 2015 NE5C-MT 1 Contents Section Slide
The social intelligence company CHOOSE THE RIGHT ONE! GROUPING SOCIAL MEDIA MONITORING TOOLS Whitepaper The social intelligence company BRIEF Monitoring social media! Do I need this? How do I get started?
A Manufacturing Company How An Industry View Big Data Analytics & Disruptive Technology Chris Ha Caterpillar Inc. Overview Caterpillar Who we are Big Data Analytics Emerging/Innovative Technology for Disruption
FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,
Big data and its transformational effects Professor Fai Cheng Head of Research & Technology September 2015 Working together for a safer world Topics Lloyd s Register Big Data Data driven world Data driven
Insight for Informed Decisions NORC at the University of Chicago is an independent research institution that delivers reliable data and rigorous analysis to guide critical programmatic, business, and policy
June 17, 2015 Innovate Forward Data Isn't Everything The Challenges of Big Data, Advanced Analytics, and Advance Computation Devices for Transportation Agencies. Using Data to Support Mission, Administration,
GUIDEBOOK MICROSOFT DYNAMICS ENTERPRISE APPLICATIONS FOR SMBS Corporate Headquarters Nucleus Research Inc. 100 State Street Boston, MA 02109 Phone: +1 617.720.2000 Nucleus Research Inc. THE BOTTOM LINE
HEALTH WEALTH CAREER TALENT TRENDS AND PRIORITIES 2016 WEBCAST 27 APRIL HEALTH WEALTH CAREER 2016 GLOBAL TALENT TRENDS KEY FINDINGS TODAY S SPEAKERS EPHRAIM SPEHRER-PATRICK EuroPac Talent Strategy Practice
6 Ways Social Collaboration Can Boost Employee Engagement 6 Ways Social Collaboration Can Boost Employee Engagement In today s demanding corporate environment, businesses are struggling to boost employee
thoughtonomy Virtual Workforce for Service Automation The Thoughtonomy Virtual Workforce uses software to replicate the interactions of people and technology to automate a wide range of operational and
Q&A By Elana Varon NO. 32 How to Build a More Sustainable Relationship Between Companies and Employees SAP Center for Business Insight Brief Q&A Case Study Inquiry E-Book 1 To build a higher-performing,
IT Transformation the way we do it Accelerate Your Transformation: Social, Mobile, and Analytics in the Cloud Take on the Future of Enterprise Technology, Today Current trends in Corporate IT have caused
Salzburg ii recommendations EuroPEan universities achievements SincE 2005 in implementing the Salzburg PrinciPlES Copyright 2010 by the European University Association All rights reserved. This information
Enabling Employee Engagement with Social in the HCM Cloud Boost Productivity, Expand Relationships, and Keep the Conversation Growing It bears repeating that only 30% of America s workers are engaged in
SELF PACED ON-LINE COURSES CFT Upstate NY offers hundreds of self paced on-line courses in conjunction with the Business Training Library. These courses take one to six hours to complete and include learning
ISSN: 2454-2377, October 2015 Big Data and Hadoop Simmi Bagga 1 Satinder Kaur 2 1 Assistant Professor, Sant Hira Dass Kanya MahaVidyalaya, Kala Sanghian, Distt Kpt. INDIA E-mail: firstname.lastname@example.org
he power of social media and social technology is being felt throughout organizations today much in the way the internet influenced the way we did business in the early 1990s. In the beginning, expanding
Objectives Type Questions 1 Personal selling involves the two-way flow of communication between a buyer and seller, often in a faceto-face encounter, designed to influence a person's or a group's: A) self-esteem.
Leap Ahead Procurement Goes Social In the past five years, social media has become an integral part of the lives of people everywhere. In response, companies have been embracing social media with equal
Executive Summary This paper proposes an economic development agenda to support UK SMEs in the Information and Communications Technology (ICT) industry. It starts from the basic assumption that, in the
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
Outsourcing project management services - an emerging opportunity Raju Rao, PMP, SCPM Principal Consultant, Xtraplus Solutions Abstract Historically the outsourcing industry has seen considerable growth
Executive Summary In today s business environment, time to market is critical as we are more reliant on technology to meet customer needs. Traditional approaches to solving technology problems are failing
The 8 Hour MBA If you don t have the time to complete an MBA degree but still want to understand the key concepts then this course is for you. As well discuss concepts that you don t see in an MBA program
2013 IT Workforce snapshot The energy sector is being impacted by changes that will continue to challenge this sector into the foreseeable future. Technology is an essential player driving and supporting
Creating Future Focused Schools Bill Daggett Founder and Chairman March 16, 2016 Every Student Succeed Act (ESSA) 1 Nation Most Rapidly Improving Schools - They Informed ESSA 2 Nation Most Rapidly Improving
Job Title: Business Analyst Job Grade: Band 5 Directorate: Job Reference Number: People and Transformation P01216 The Role: This is a challenging role working with and across all services to support the
An IDC InfoBrief for SAP and Intel + USING BIG DATA + ANALYTICS TO DRIVE BUSINESS TRANSFORMATION 1 In this Study Industry IDC recently conducted a survey sponsored by SAP and Intel to discover how organizations
TCS as a Digital Transformation Partner for European Customers December 2014 By Nicole Dufft, Independent Vice President - Digital Enterprise, PAC Germany TCS as a Digital Transformation Partner 2 1. INTRODUCTION
ERP Usability Is your ERP usage flat-lining or accelerating your system ROI? Poor usability characteristics and unintuitive user interfaces of ERP systems decrease productivity and increase costs for businesses.
We Can Work It Out: Integrating Millennials Into the Workplace (CAD005) Speakers: Melissa Dunn, VP and Managing Director, Helmsman Management Stephanie Conner, Senior Analyst, Risk Management, The Walt
Web 2.0 at Continental good for the network culture, good for the business Elisabeth Hoeflich Martina Girkens Agenda Continental Structure, Culture and Collaboration The Challenge, the Project, the Tools
Plan 0 07 Mapping the Library for the Global Network University NYU DIVISION OF LIBRARIES Our Mission New York University Libraries is a global organization that advances learning, research, and scholarly
International Human Resource Management (IHRM) Dr. Shyamal Gomes Chapter 2: Nature and concepts of IHRM Introduction: The advent of the era of liberalization and globalization along with the advancements
HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable
CONSUMERLAB Flexibility in work life An Ericsson ConsumerLab Insight Summary Report June 2015 contents ANY PLACE IS A WORK PLACE 3 TOWARDS GREATER FLEXIBILITY 4 ENABLING MOBLITY 5 THERE S AN APP FOR THAT