While contemplating about the essence of Governance, Risk and Compliance (GRC), it struck me how strongly GRC can be viewed from the perspective of the traditional cardinal virtues.
Table of contents
Challenges of the Interaction Economy (part 1)
Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector
Challenges of the Interaction Economy (part 3) : embracing complexity in the Finance sector
Challenges of the Interaction Economy (part 4) : embracing complexity in the Health care sector
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Over the last 50 years there has been enormous economic and social progress in Europe and – although there are large regional and social differences – Europeans are living longer than ever before: on average eight to nine years more than in 1960. This coincides with other demographic developments: fewer children are being born, which will mean fewer people paying into state pension and healthcare systems, and a smaller pool of potential carers. The health care industry is relying more and more on innovation and the use of IT to cope with the costs and increased workload. Finally, prevention becomes an important part of the health care policy.
Table of contents
Challenges of the Interaction Economy (part 1)
Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector
Challenges of the Interaction Economy (part 3) : embracing complexity in the Finance sector
Challenges of the Interaction Economy (part 4) : embracing complexity in the Health care sector
PDF download on SlideShare
Financial services can be defined as the products and services offered by institutions like banks of various kinds for the facilitation of various financial transactions and other related activities in the world of finance like loans, insurance, pensions, credit cards, investment opportunities and money management.
Table of contents
Challenges of the Interaction Economy (part 1)
Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector
Challenges of the Interaction Economy (part 3) : embracing complexity in the Finance sector
Challenges of the Interaction Economy (part 4) : embracing complexity in the Health care sector
PDF download on SlideShare
The main discriminator between the private and the public sector is the fact that the public sector cannot go out of business. It can shrink and be reshaped, but will not disappear entirely. The same applies to taxes or legislation. The latter will even be rather more than less.
Table of contents
Challenges of the Interaction Economy (part 1)
Challenges of the Interaction Economy (part 2) : embracing complexity in the Public sector
Challenges of the Interaction Economy (part 3) : embracing complexity in the Finance sector
Challenges of the Interaction Economy (part 4) : embracing complexity in the Health care sector
PDF download on SlideShare
What is it that keeps a manager awake at night? It is either the myriad of snap decisions he[1] has to made every day on a seemingly increasing variety of issues. Or it is one of these far reaching decisions that directly affect people (employees, customers or partners) and the future of the organization? The answer can be ‘both’. Fact is that most of the managers perceive their current environment as becoming increasingly complex. They have a natural tendency to keep control while the circumstances beyond their control evolve with a mind-blowing speed and magnitude that is virtually impossible to keep track with. It is this short term oriented control bias that leads to the creation of seemingly sophisticated solutions that in the end make life even more complicated and disturb the manager’s good night’s sleep.
Libraries have the ambition to facilitate the creation of knowledge in and for their communities. Taken from a broader perspective, this ambition fits within the trend from meconomics to weconomics as described in The future of business here. Therefore libraries face the same challenge as all organizations in the private and public sector.
They all experience that cooperation, coordination and communication is going to take more and more place in
constantly changing constellations. Participating and
collaborating in spontaneous networks becomes the new normal. The question is whether organizations are capable to deal with this paradigm shift in the way they work.
Libraries were in the vanguard of the sharing economy long before Uber, Airbnb and other 'would-be' channel commanders came on the market. In contrast to these providers, libraries can be regarded as 'merit good', a service that is socially desirable, but economically not profitable (at least at the point of consumption).
In today's emerging digital economy libraries face the risk of gradual extinction. Adapting 'the process of me' concept may help to prevent this.
The intelligent Business Process Management Suite (iBPMS) is a new generation of BPMS enhanced with machine and human intelligence. It is an emerging BPM technology that helps to meet the need of intelligent business operations. The iBPMS expands on the traditional BPMS by adding new functionality to support intelligent business operations, such as real-time business intelligence, complex event processing, deep human collaboration and mobility.