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.