This document discusses low-budget fundraising strategies using face-to-face interactions, telephone calls, and tele-facing. It explains that fundraising requires upfront expenses but that raising an initial small amount, like $55 from $100 raised, can be put towards programming costs. Face-to-face interactions at public locations and telephone calls can be effective low-cost strategies. Tele-facing combines these approaches by having callers schedule meetings for facers with donors identified through calls. Using techniques like cheque pick-ups, asking everyone who passes by, and combining telephone and face-to-face elements can help maximize fundraising returns even with limited resources.
El ego se refiere a los defectos psicológicos creados inconscientemente que causan sufrimiento a través de pensamientos desquiciados. Ha sido representado en diferentes mitologías y religiones como la causa de los males del ser humano. Para superar al ego, se debe identificar sus trucos manipuladores y reemplazar pensamientos de culpa, miedo u odio por la compasión y el amor hacia uno mismo y los demás.
Started in 2010, NGO FUNDS INDIA (NFI) is one of the Largest Association of NGOs in India. NFI helps in capacity building, growth and networking of several development organizations across India including NGOs,Donors and CORPORATE SOCIAL RESPONSIBILITY (CSR) organisations. At present, NFI works with more than 1000 directly registered members and its outreach is with more than 30,000 NGOs and more than 10 lacs professionals and students across India
NFI provides regular guidance to its members through Online medium and also conducts field
based capacity building trainings and workshops on issues such as - Fundraising, Project management, Financial management, HR development, Career development and Volunteering.
NFI is managed by senior development professionals along-with NFI-ACM (Advisory Committee Members) who are providing much needed knowledge, expertise, mentoring, synergy and coordination among various development actors. Our USP is our strong membership base and practical solutions to several hundreds of clients across India.
Professionals are invited to join us as NFI-ACM(Advisory Committee Members) and support the voluntary sector for growth and development. You can write us at - info@ngofundsindia.org
International Statement of Ethical Principles in FundraisingHumaneasy Consulting
Paula Lopes da Silva (Humaneasy Consulting, Lisbon)
Series of Internacional Conferences
Civil Society Organizations
Transparency and Responsibility
3rd Conference "Fundraising: Ethics and Transparency"
Held at the Goeth Institut Lissabon
Organized by Humaneasy Consulting and Friedrich Ebert Stiftung Portugal
More at http://www.humaneasy.com/conf/
The document provides an overview of global fundraising markets and challenges, including examples of different fundraising ideas and issues facing mature, fast-expanding, developing, and underdeveloped markets. It also discusses the concept of "tele-facing," a hybrid telemarketing and face-to-face fundraising approach used in India where a telecaller sets up meetings for field executives to make fundraising pitches to potential donors.
The document discusses building an effective fundraising strategy for a challenge by mapping your networks, identifying strengths, and setting goals. It recommends identifying influencers and clusters within your organization, community, peer networks, media, and donors. It also suggests recruiting passionate supporters as fundraising captains, setting goals, and using tools like your website, donor engagement, and creating a sense of urgency to drive donations through persistent and personal outreach over time while evaluating results.
What Has Your Donation Page Done for You Lately?: Testing, Optimization & Bes...donordigital
Mal Warwick | Donordigital Vice President Mwosi Swenson spoke with Jason Wilson of Share Our Strength and Dawn Stoner of Mal Warwick | Donordigital at the Direct Marketing Association Nonprofit Federation Washington Nonprofit Conference on February 27, 2015. Donation page optimization is the least-sexy part of online fundraising — yet investment in this area can mean real money (lots of it, in fact!) from the same traffic to your site. Learn how analytics-driven changes to donation pages that have raised tens of thousands of additional dollars at some of the largest nonprofit programs. Includes a quick review of the tools, technology and methodology needed for effective testing, then dives into best practices and real testing results — things you'd expect, things that you need to know, and things that surprised us all!
The document discusses different direct marketing techniques for fundraising, including their advantages and disadvantages. It introduces the concept of "tele-facing", a hybrid approach of telemarketing and face-to-face fundraising. Tele-facing involves telemarketers setting appointments for field representatives to present to potential donors and collect donations. The document argues that tele-facing has been an effective fundraising strategy in India, typically resulting in a return on investment of 2.5 times for one-time donors. It recommends testing different direct marketing approaches depending on available resources, with tele-facing and face-to-face being viable low-cost options.
This document discusses low-budget fundraising strategies using face-to-face interactions, telephone calls, and tele-facing. It explains that fundraising requires upfront expenses but that raising an initial small amount, like $55 from $100 raised, can be put towards programming costs. Face-to-face interactions at public locations and telephone calls can be effective low-cost strategies. Tele-facing combines these approaches by having callers schedule meetings for facers with donors identified through calls. Using techniques like cheque pick-ups, asking everyone who passes by, and combining telephone and face-to-face elements can help maximize fundraising returns even with limited resources.
El ego se refiere a los defectos psicológicos creados inconscientemente que causan sufrimiento a través de pensamientos desquiciados. Ha sido representado en diferentes mitologías y religiones como la causa de los males del ser humano. Para superar al ego, se debe identificar sus trucos manipuladores y reemplazar pensamientos de culpa, miedo u odio por la compasión y el amor hacia uno mismo y los demás.
Started in 2010, NGO FUNDS INDIA (NFI) is one of the Largest Association of NGOs in India. NFI helps in capacity building, growth and networking of several development organizations across India including NGOs,Donors and CORPORATE SOCIAL RESPONSIBILITY (CSR) organisations. At present, NFI works with more than 1000 directly registered members and its outreach is with more than 30,000 NGOs and more than 10 lacs professionals and students across India
NFI provides regular guidance to its members through Online medium and also conducts field
based capacity building trainings and workshops on issues such as - Fundraising, Project management, Financial management, HR development, Career development and Volunteering.
NFI is managed by senior development professionals along-with NFI-ACM (Advisory Committee Members) who are providing much needed knowledge, expertise, mentoring, synergy and coordination among various development actors. Our USP is our strong membership base and practical solutions to several hundreds of clients across India.
Professionals are invited to join us as NFI-ACM(Advisory Committee Members) and support the voluntary sector for growth and development. You can write us at - info@ngofundsindia.org
International Statement of Ethical Principles in FundraisingHumaneasy Consulting
Paula Lopes da Silva (Humaneasy Consulting, Lisbon)
Series of Internacional Conferences
Civil Society Organizations
Transparency and Responsibility
3rd Conference "Fundraising: Ethics and Transparency"
Held at the Goeth Institut Lissabon
Organized by Humaneasy Consulting and Friedrich Ebert Stiftung Portugal
More at http://www.humaneasy.com/conf/
The document provides an overview of global fundraising markets and challenges, including examples of different fundraising ideas and issues facing mature, fast-expanding, developing, and underdeveloped markets. It also discusses the concept of "tele-facing," a hybrid telemarketing and face-to-face fundraising approach used in India where a telecaller sets up meetings for field executives to make fundraising pitches to potential donors.
The document discusses building an effective fundraising strategy for a challenge by mapping your networks, identifying strengths, and setting goals. It recommends identifying influencers and clusters within your organization, community, peer networks, media, and donors. It also suggests recruiting passionate supporters as fundraising captains, setting goals, and using tools like your website, donor engagement, and creating a sense of urgency to drive donations through persistent and personal outreach over time while evaluating results.
What Has Your Donation Page Done for You Lately?: Testing, Optimization & Bes...donordigital
Mal Warwick | Donordigital Vice President Mwosi Swenson spoke with Jason Wilson of Share Our Strength and Dawn Stoner of Mal Warwick | Donordigital at the Direct Marketing Association Nonprofit Federation Washington Nonprofit Conference on February 27, 2015. Donation page optimization is the least-sexy part of online fundraising — yet investment in this area can mean real money (lots of it, in fact!) from the same traffic to your site. Learn how analytics-driven changes to donation pages that have raised tens of thousands of additional dollars at some of the largest nonprofit programs. Includes a quick review of the tools, technology and methodology needed for effective testing, then dives into best practices and real testing results — things you'd expect, things that you need to know, and things that surprised us all!
The document discusses different direct marketing techniques for fundraising, including their advantages and disadvantages. It introduces the concept of "tele-facing", a hybrid approach of telemarketing and face-to-face fundraising. Tele-facing involves telemarketers setting appointments for field representatives to present to potential donors and collect donations. The document argues that tele-facing has been an effective fundraising strategy in India, typically resulting in a return on investment of 2.5 times for one-time donors. It recommends testing different direct marketing approaches depending on available resources, with tele-facing and face-to-face being viable low-cost options.
Segmentation And Personalisation Final Iwrm Bangalore 2009Sean Triner
An overview covering how to use data in appeals; aimed at charities. Covers the importance of recency, frequency and value, personalisation and more.
Very fundraising focused.
Shivku talks about his learning's of raising money from Mumbai Angels & Blume Ventures and the entire process and what it means to raise funds in India, at a seed round.
Do Individuals Give In The Developing World1anuptiwari
Individual donations make up the majority of fundraising for three large NGOs in India, with estimates showing 67% of contributions coming from individuals for one NGO. Two international NGOs also receive the bulk of their donations, 82.4%, from individual donors. While individual giving is a major source of funds for NGOs in India, it is also significant globally based on the fundraising breakdowns of these international organizations.
Charities use newsletters to communicate with donors. But often with mixed objectives and for mixed audiences. In this presentation we look at what makes good communications and what newsletters are for. Towards the end, all attendees critiqued each others newsletters (anonymously) and the result was a resounding disappointment. Only one of the newsletters were actually achieving good communications.
This document discusses the current social situation in India and the role of GiveIndia, a philanthropy marketplace, in increasing charitable giving. It outlines key challenges like low individual charity in India and lack of trust in non-profits. It then describes GiveIndia's model of vetting non-profits, facilitating donations, and providing feedback on fund usage to donors. Key stakeholders for GiveIndia like non-profits, corporations, individuals and fundraisers are also summarized.
In an unprecedented collaboration exercise, 16 leading charities in Australia joined together to find out how their donors behave. Pooling their data they analyzed $2bn worth of transactions. This session reveals some surprising findings, but more importantly, shows how charities reacted to the research to ensure they protect and develop their relationships with their donors.
The document summarizes plans for an interactive map and directory board called Info Spot that will help customers find restaurants and bars in two Turkish cities. It will provide information on places like prices, food options, and music. Restaurants can pay to advertise. The Info Spot will open on June 21st with events planned to promote it, including a press conference and activities involving students and restaurants. Teams will work on the software, evaluations, social media, and communications. Foursquare and businesses will sponsor the project, which could expand to other cities.
This document discusses UNICEF India's use of "tele-facing", a hybrid approach of telemarketing and face-to-face fundraising. Tele-facing involves a telecaller making a brief pitch to potential donors and then scheduling a follow up meeting for a field executive to make an in-person presentation. It was developed as an alternative fundraising approach for UNICEF India to address issues with donors promising donations over the phone but not following through, as well as the lack of popularity around making credit card donations by phone. The presentation discusses UNICEF India's direct marketing strategies and provides details on what tele-facing involves and the reasons for adopting this hybrid fundraising model.
This document discusses ethics in fundraising and provides guidance on how to practice fundraising ethically. It defines ethics as a set of beliefs about right and wrong. It then provides 4 questions to ask oneself to determine if a fundraising strategy is ethical: 1) Does it do more good than harm? 2) Does it benefit the individual or organization more than beneficiaries/donors? 3) Does it violate anyone's fundamental rights? 4) Does it discriminate against or unfairly portray any groups? Case studies are also provided to illustrate how to apply this framework to determine if partnerships or activities are ethical.
Multichannel fundraising leverages different communication channels to cultivate relationships with donors over time. A case study from Mercy Corps showed how integrating staff, budgets, and programs across channels, along with cultivating donors through different touchpoints, led to growth in key metrics like monthly donors and revenue. Care2's data demonstrated that acquiring donor leads online and following up through telemarketing, direct mail, and email produced the highest conversion rates. Effective multichannel approaches require breaking down silos, coordinating messages across channels, and testing different cultivation strategies to deepen engagement with donors.
Trends in high value fundraising worldwide - Sharon Jacksonflac2011
This document summarizes key global trends impacting high-value fundraising and discusses opportunities and challenges they present. Some trends discussed include increased political scrutiny of charities, emerging wealth in Asia and Latin America, growth of volunteerism and cause marketing, the influence of technology on communication, and similarities and differences across fundraising markets. High-value donors are defined as major individual donors, foundations, and companies. Relationship building, strong cases for support, and focus are emphasized as important for successful high-value fundraising.
Direct mail fundraising works best when targeting high net worth individuals through lift letters and warm mail. Cold calls and mailers with distressing images should be avoided. Outsourced face-to-face sales are effective when the cause is universally aligned, branding is strong, aggression is avoided, and monitoring occurs. Telecalling is very effective for both new and retained donors when backed by check pickup and a non-intrusive communicator. Cause related marketing provides brand goodwill when the donor and recipient brands are synergistic and promotion is properly executed. Fundraising events work well when corporate sponsors and media partners are involved, costs are budgeted, and legalities are followed. Payroll giving succeeds with top management support, active employee champions, and employer
The document outlines steps for developing a fundraising strategy to raise INR 15,00,000 over 5 years to support an organization's beneficiaries. It involves identifying the fundraising goal and potential donors from government, institutions, corporations and individuals. Broad approaches for reaching each donor group are proposed along with timelines to scale up fundraising from INR 100,000 in year 1 to INR 12,00,000 by year 4. Developing a fundraising strategy document is recommended to provide a long-term blueprint, monitoring framework, defined roles, stakeholder involvement, and flexibility to revisit the plan.
SXSW Core Conversation - How Using Big Data Can Tell Personalized StoriesAncestry.com
This document discusses how data can be used to tell personalized stories. It suggests keeping stories simple and letting the data speak for itself, being visual, making stories relevant to the intended audience, and inviting discovery. The document also asks what challenges are inherent in unlocking data insights and stories, and what the future of storytelling with data may look like. It encourages continuing the conversation on Twitter using the hashtag #datastory.
Katya Vladislavleva - Tech Startup Day 2015StartUps.be
This document discusses building a data science company called DataStories. It provides an overview of the company's services in creating mathematical models to predict and optimize key performance indicators from customer data. The document introduces the team members and shows growth in the company's total turnover from 2011-2016. It provides advice on scaling up the company, such as embracing communication technology, trusting your passion, and seeking mentorship.
Turn First-Time Donors Into Repeat DonorsBloomerang
https://bloomerang.co/resources/webinars
First-year communications are key to donor retention. Fundraising experts Jay Love and Tom Ahern will show you how to keep the love alive with effective donor retention strategies that will help you to raise more money for your mission.
Kā biznesa vadības sistēma un biznesa procesu automatizācija var palīdzēt biznesa izaugsmei?
SIA "Ozols Grupa" valdes priekšsēdētāja Arņa Putniņa prezentācija seminārā "E-prasmes biznesa izaugsmei" 2015. gada 25. martā
Exigen Services Latvia valdes priekšsēdētāja Ivara Puksta prezentācija Latvijas Tirdzniecības un rūpniecības kameras diskusijā par Ilgtspējas indeksu 2012. gada 16. jūlijā.
Segmentation And Personalisation Final Iwrm Bangalore 2009Sean Triner
An overview covering how to use data in appeals; aimed at charities. Covers the importance of recency, frequency and value, personalisation and more.
Very fundraising focused.
Shivku talks about his learning's of raising money from Mumbai Angels & Blume Ventures and the entire process and what it means to raise funds in India, at a seed round.
Do Individuals Give In The Developing World1anuptiwari
Individual donations make up the majority of fundraising for three large NGOs in India, with estimates showing 67% of contributions coming from individuals for one NGO. Two international NGOs also receive the bulk of their donations, 82.4%, from individual donors. While individual giving is a major source of funds for NGOs in India, it is also significant globally based on the fundraising breakdowns of these international organizations.
Charities use newsletters to communicate with donors. But often with mixed objectives and for mixed audiences. In this presentation we look at what makes good communications and what newsletters are for. Towards the end, all attendees critiqued each others newsletters (anonymously) and the result was a resounding disappointment. Only one of the newsletters were actually achieving good communications.
This document discusses the current social situation in India and the role of GiveIndia, a philanthropy marketplace, in increasing charitable giving. It outlines key challenges like low individual charity in India and lack of trust in non-profits. It then describes GiveIndia's model of vetting non-profits, facilitating donations, and providing feedback on fund usage to donors. Key stakeholders for GiveIndia like non-profits, corporations, individuals and fundraisers are also summarized.
In an unprecedented collaboration exercise, 16 leading charities in Australia joined together to find out how their donors behave. Pooling their data they analyzed $2bn worth of transactions. This session reveals some surprising findings, but more importantly, shows how charities reacted to the research to ensure they protect and develop their relationships with their donors.
The document summarizes plans for an interactive map and directory board called Info Spot that will help customers find restaurants and bars in two Turkish cities. It will provide information on places like prices, food options, and music. Restaurants can pay to advertise. The Info Spot will open on June 21st with events planned to promote it, including a press conference and activities involving students and restaurants. Teams will work on the software, evaluations, social media, and communications. Foursquare and businesses will sponsor the project, which could expand to other cities.
This document discusses UNICEF India's use of "tele-facing", a hybrid approach of telemarketing and face-to-face fundraising. Tele-facing involves a telecaller making a brief pitch to potential donors and then scheduling a follow up meeting for a field executive to make an in-person presentation. It was developed as an alternative fundraising approach for UNICEF India to address issues with donors promising donations over the phone but not following through, as well as the lack of popularity around making credit card donations by phone. The presentation discusses UNICEF India's direct marketing strategies and provides details on what tele-facing involves and the reasons for adopting this hybrid fundraising model.
This document discusses ethics in fundraising and provides guidance on how to practice fundraising ethically. It defines ethics as a set of beliefs about right and wrong. It then provides 4 questions to ask oneself to determine if a fundraising strategy is ethical: 1) Does it do more good than harm? 2) Does it benefit the individual or organization more than beneficiaries/donors? 3) Does it violate anyone's fundamental rights? 4) Does it discriminate against or unfairly portray any groups? Case studies are also provided to illustrate how to apply this framework to determine if partnerships or activities are ethical.
Multichannel fundraising leverages different communication channels to cultivate relationships with donors over time. A case study from Mercy Corps showed how integrating staff, budgets, and programs across channels, along with cultivating donors through different touchpoints, led to growth in key metrics like monthly donors and revenue. Care2's data demonstrated that acquiring donor leads online and following up through telemarketing, direct mail, and email produced the highest conversion rates. Effective multichannel approaches require breaking down silos, coordinating messages across channels, and testing different cultivation strategies to deepen engagement with donors.
Trends in high value fundraising worldwide - Sharon Jacksonflac2011
This document summarizes key global trends impacting high-value fundraising and discusses opportunities and challenges they present. Some trends discussed include increased political scrutiny of charities, emerging wealth in Asia and Latin America, growth of volunteerism and cause marketing, the influence of technology on communication, and similarities and differences across fundraising markets. High-value donors are defined as major individual donors, foundations, and companies. Relationship building, strong cases for support, and focus are emphasized as important for successful high-value fundraising.
Direct mail fundraising works best when targeting high net worth individuals through lift letters and warm mail. Cold calls and mailers with distressing images should be avoided. Outsourced face-to-face sales are effective when the cause is universally aligned, branding is strong, aggression is avoided, and monitoring occurs. Telecalling is very effective for both new and retained donors when backed by check pickup and a non-intrusive communicator. Cause related marketing provides brand goodwill when the donor and recipient brands are synergistic and promotion is properly executed. Fundraising events work well when corporate sponsors and media partners are involved, costs are budgeted, and legalities are followed. Payroll giving succeeds with top management support, active employee champions, and employer
The document outlines steps for developing a fundraising strategy to raise INR 15,00,000 over 5 years to support an organization's beneficiaries. It involves identifying the fundraising goal and potential donors from government, institutions, corporations and individuals. Broad approaches for reaching each donor group are proposed along with timelines to scale up fundraising from INR 100,000 in year 1 to INR 12,00,000 by year 4. Developing a fundraising strategy document is recommended to provide a long-term blueprint, monitoring framework, defined roles, stakeholder involvement, and flexibility to revisit the plan.
SXSW Core Conversation - How Using Big Data Can Tell Personalized StoriesAncestry.com
This document discusses how data can be used to tell personalized stories. It suggests keeping stories simple and letting the data speak for itself, being visual, making stories relevant to the intended audience, and inviting discovery. The document also asks what challenges are inherent in unlocking data insights and stories, and what the future of storytelling with data may look like. It encourages continuing the conversation on Twitter using the hashtag #datastory.
Katya Vladislavleva - Tech Startup Day 2015StartUps.be
This document discusses building a data science company called DataStories. It provides an overview of the company's services in creating mathematical models to predict and optimize key performance indicators from customer data. The document introduces the team members and shows growth in the company's total turnover from 2011-2016. It provides advice on scaling up the company, such as embracing communication technology, trusting your passion, and seeking mentorship.
Turn First-Time Donors Into Repeat DonorsBloomerang
https://bloomerang.co/resources/webinars
First-year communications are key to donor retention. Fundraising experts Jay Love and Tom Ahern will show you how to keep the love alive with effective donor retention strategies that will help you to raise more money for your mission.
Kā biznesa vadības sistēma un biznesa procesu automatizācija var palīdzēt biznesa izaugsmei?
SIA "Ozols Grupa" valdes priekšsēdētāja Arņa Putniņa prezentācija seminārā "E-prasmes biznesa izaugsmei" 2015. gada 25. martā
Exigen Services Latvia valdes priekšsēdētāja Ivara Puksta prezentācija Latvijas Tirdzniecības un rūpniecības kameras diskusijā par Ilgtspējas indeksu 2012. gada 16. jūlijā.
Riski uzņēmumu IT nodrošināšanā. Situācijas anatomija.HORTUS Digital
Riski ir visur. IT pasaule nav izņēmums, bet ikdienā par to tiek aizmirsts. IT risku tēma ir tuvu vai bezgalīgi plaša un laikā mainīga. Šodienas drošība viegli var kļūt par rītdienas lielāko risku. Riski, kas saistīti ar IT procesiem, ir ļoti liela un reāla problēma, kas, ja ignorēta, var izmaksāt milzu naudas, amatus un karjeras. Tai pat laikā ikdienā saskaros ar to, ka, ja arī sākotnēji klients prasa ļoti drošu un uzticamu risinājumu, tad ieraugot tāmi, pēkšņi visi iepriekš aplūkotie riski kļūst nesvarīgi. Tas nav pareizi un tāpēc par riskiem vajag runāt.
1. Ko projektu vadītājs sagaida no analītiķa IT projektā? Kādi ir analītiķa pienākumi, atbildība?
2. Kādi ir viedokļi par analītiķa iesaistīšanās dažādos projekta posmos?
3. Ko projektu vadītājs nesagaida no analītiķa, bet kur analītiķi mīl ielīst?
4. Kāda loma projektā analītiķim ir teorijā, un kāda tā ir praksē?
5. Cik projekta vadītājam jāzina par biznesu, jāiedziļinās problēmās? Vai projekta vadītājam jāvar aizvietot analītiķi?
6. Kādi ir plusi un mīnusi ja projekta vadītājs pilda analītiķa lomu?
7. Kāda ir labā prakse un veiksmes stāsti?
8. Ieteikumi projektu vadītājiem, kā veidot attiecības ar analītiķiem.
RTU maģistra profesionālo studiju programma "Informācijas tehnoloģija"Jānis Grabis
RTU maģistra profesionālo studiju programmā "Informācijas tehnoloģija" studiju ilgums 2,5 gadi. Programmas mērķis ir sagatavot tautsaimniecības vajadzībām atbilstošus speciālistus IT nozarē ar padziļinātām zināšanām IT projektu vadībā, informācijas sistēmu analīzē, projektēšanā, izstrādē, ieviešanā un uzturēšanā, kas ir spējīgi sekmīgi konkurēt globālajā darbaspēka tirgū. Studiju programma ir izstrādāta atbilstoši profesiju standarta un informācijas tehnoloģijas nozares prasībām.
Studiju programmas absolventi iegūst maģistra profesionālo grādu informācijas tehnoloģijā un informācijas tehnoloģijas projektu vadītāja augstāko profesionālo kvalifikāciju.
Latvijas Digitālais akselerators sadarbībā ar biedrību "Zaļo un Viedo Tehnoloģiju Klasteri" īstenoja 1. vebināru “Digitālo prasmju apmācību iespējas”, lai iepazīstinātu ar digitalizācijas apmācībām un Eiropas Savienības atbalsta programmu iespējām.
Prezentācijas saturs
1) Pieredzes stāsts. Latvijas inovāciju uzņēmuma “InPass” vadītājs Raivis Ekšteins
2) Informācija par Eiropas Digitālās inovācijas centru un tā sniegtajiem pakalpojumiem
3) Informācija par aktuālām apmācību programmām digitalizācijā.
4) Jautājumi un atbildes.
Līdzfinansēts no Eiropas Savienības projekta "Latvijas Digitālais akselerators" DAoL, ID Nr. 101083718 un Eiropas Savienības Atjaunošanas un noturības mehānisma ID Nr. 2.2.1.1.i.0/1/23/I/CFLA/002.
Eiropas Savienība neatbild par vietnes saturu.
The document discusses modeling concepts including the structure, elements, hierarchy and relationships of models. It discusses a systemic approach to using models and the relationship between business processes, human resource management, marketing processes and information technologies. Modeling is presented as a key methodological approach for gaining business knowledge, along with analytical and agent-based approaches. The importance of modeling for addressing uncertainty in business and social sciences is also highlighted.
Smart Continent research from 2014 on energy efficiency of buildings in Lithu...Gints Turlajs
Presentation of Smart Continent on research results on energy efficiency of buildings in Lithuania, completed in 2014. www.smartcontinent.com email info@aci.lv tel: +37129409509
Vilnius Tax justice seminar_programme 2014_01_27Gints Turlajs
The document summarizes a roundtable debate that took place in Vilnius, Lithuania on January 27th, 2014 to discuss creating a just tax system in Europe. The roundtable was organized by the Foundation for European Progressive Studies in collaboration with organizations from Latvia, Estonia, and Lithuania. Over the course of the day, experts discussed the causes of tax injustice, characteristics of a fair tax system, how tax systems can promote economic development, ways to promote equity through taxes, and institutional and economic reforms needed to address issues like tax injustice, evasion and avoidance. The roundtable included participants from government, academia, trade unions and think tanks from across the Baltic states.
The document discusses innovation and science in the Baltic states of Latvia, Lithuania, and Estonia from a European perspective. It provides backgrounds on the presenters Dr. Andrius Jarzemskis and Gints Turlajs. It then analyzes differences in economic performance between Northern European countries and the Baltics, with the "iron curtain" still impacting the region. Potential approaches for young Baltic companies to compete on global markets are explored, including through triple and quadruple helix innovation models emphasizing cooperation between academia, business, government, and financial systems. Metrics on innovation performance for each country are presented and analyzed.
Choice and application of strategic management methodsGints Turlajs
Gints Turlajs presented several enterprise strategy management tools including the balanced scorecard, six sigma, blue ocean strategy, BCG matrix, SWOT analysis, and Bowman's strategy clock. He provided concise descriptions of the core features and most effective applications of each tool. He then proposed an algorithm for selecting and applying these tools that involves using Deming's cycle of plan-do-check-act. He focused particularly on explaining blue ocean strategy and how to practically apply it, including using game theory and developing new demand and supply curves through creating an uncontested market space.
Industrial policy 3.0 by Gints Turlajs Gints Turlajs
Gints Turlajs gave a presentation on industrial policy 3.0. He discussed the history of industrial policy, noting that countries have historically tried to develop and protect their industries through import tariffs and other means. However, direct cash subsidies without specifying purpose have often not been effective. Good practices of industrial policy mentioned include the examples of Japan, Taiwan, and Finland, which focused on education, stimulating growth without direct subsidies, and promoting sophisticated industries. The "triple helix" approach of cooperation between universities, industry, and government was also discussed as improving competitiveness.
Project view of enterprise - suggested improvements in valuation and risk man...Gints Turlajs
Presentation of Gints Turlajs with suggestion for a new project risk evaluation method and new valuation method according to project view that requires new approact to organisation.
New approaches in univesity-industry cooperation and Triple helix approach.Gints Turlajs
The document discusses university and industry cooperation using the triple helix approach. It proposes that closer cooperation is needed between business, education, and science to develop complex, knowledge-based products. This cooperation is important for building an innovative economy based on knowledge and new ideas. The "triple helix" model proposes a synergistic relationship among universities, industry, and the government to improve competitiveness and allow entrepreneurial universities.
New approaches in univesity-industry cooperation and Triple helix approach.
Gints turlajs presentation bridge between computer science and business, economics
1.
«Datorzinātnes, ekonomika
un uzņēmumu vadība: kā
uzbūvēt tiltu?»
LU un LMT Datorzinību dienas
Ratnieki, 8.augusts 2012
Gints Turlajs
MSc un Dr.kandidāts
uzņēmējdarbības ekonomikā,
LU Datorzinību fakultātes maģistrants
Internetā : www.itinstitute.info, www.aci.lv
Epasts: gints@aci.lv, Telefons: +371 29409509
2. Īsumā par mani
• Apguvis ekonomiku un biznesa vadību 4
augstskolās: Stockholm School of Economics
in Riga, University of Southern Denmark, LU,
RTU.
• Pašlaik ekonomikas doktora grāda
pretendents RTU, kā arī datorzinību
maģistrants LU.
3. Īsumā par mani
• Esmu arī ilgi strādājis un pielietojis zināšanas
praksē, piemēram, 6 gadus banku sektorā, 3
gadus kosultāciju jomā, kā arī Eiropas
Komisijā, Ekonomikas ministrijā, AS Diena u.c.
• Esmu Latvijas Jauno zinātnieku apvienības
valdes loceklis, nesen valdes priekšsēdētājs,
Latvijas Ekonomistu asociācijas valdes loceklis,
IIBA Latvijas nodaļas līdzdibinātājs, ISACA
biedrs, utt.
6. Biznesa vadības zinātnes pārstāvji
• Biznesa vadība – galvenais mērķis ir peļņas
gūšana ilgtermiņā, ROE (return on equity).
• Attiecībā uz IT un citiem potenciālajiem investīciju
projektiem uzņēmumu vadītājus un biznesa vadību
studējušos, protams, interesē, investīciju atdeve jeb
ROI (return on investment).
• Sapratne par IT parasti lietotāja pamata līmenī.
• Daudz viekāršas matemātikas, augstāko matemātiku
praktiski nevajag (tīri objektīvi nav pielietojuma).
• Par modelēšanu, UML un BPMN parasti nezina praktiski
neko, arī ļoti ilgstoši apgūstot biznesa vadību parasti to
neviens nemāca.
8. Kas būtu jāzina biznesa vadības
zinātnes pārstāvjiem no DZ
• Biznesa vadības zinātnes pārstāvjiem noteikti būtu
noderīgi apgūt vismaz modelēšanas pamatus –
pirmkārt, BPMN, bet arī UML.
• Varbūt noderētu kaut kas nedaudz no datoru un
programmatūras arhitektūras.
• Ņemot vērā biznesa vadības pastāvīgo datorizāciju, ir
vēlams pastāvīgi domāt algoritmu kategorijās.
10. Datorzinātņu iezīmes
• Datorzinātnes – kodēšana, bieži vien tāpēc, ka
tas ir interesanti. Tiek izmantoti dažādi
paradoksi. Daudz teorijas, matemātikas,
mazāk mērķtiecības.
• Intelekuālisms un garīgā piepūle parasti
augstāka nekā biznesa vadībā.
• Augsta sarežģītība, pastāvīga nozares mainība,
nepieciešamība apgūt jaunas lietas. Lai ar to
tiktu galā, nepieciešama šaurāka specializācija.
11. Ko būtu jāzina datorzinātņu
pārstāvjiem
• Grāmatvedības paši pamati, finanšu
matemātikas pamati, jāprot uzrakstīt biznesa
plānu (tas būtu vajadzīgs visu jomu
pārstāvjiem).
• Varbūt vairāk domāt par patērētāju
vajadzībām, to apmierināšanu.
12. Atšķirīgais terminu lietojums:
«Bizness»
• IT pasaulē (no biznesa loģika) – jebkāda
darbība, piemēram, bioloģisko sistēmu
darbība, valsts iestāžu darbība, u.c.
• Biznesa un ekonomikas pasaulē –
uzņēmējdarbība ar mērķi gūt peļņu.
13. Atšķirīgais terminu lietojums:
«Biznesa analīze»
• IT pasaulē – sistēmu modelēšana, izmantojot
BPMN, arī UML.
• Biznesa un ekonomikas pasaulē –
uzņēmējdarbības rādītāju analīze, piemēram,
finanšu koeficientu aprēķināšana un analīze,
stratēģijas veidošana un finanšu kontrole u.c.
14. Latvijas pētniecības vides kopējā
problēma, visās jomās
• Latvijas inovāciju indekss ir zemākais ES.
Pētniecībai ir zema saikne ar biznesa vides
pieprasījumu.
• Loģiski, jo augstākās izglītības valsts
finansējums, kā arī zinātnes kopējais
finansējums ļoti zems.
• Tomēr finansējums nav vienīgā problēma –
daudzās nozarēs dziļi iesakņojusies nošķirtība
no prakses un uzņēmējdarbības.
15. Datorzinātnes nozare Latvijā
daudzējādā ziņā progresīvāka
• Datorzinātnēs situācija daudzējādā ziņā ir
krietni labāka nekā vidējā Latvijas nozarē.
• Sadarbība ar uzņēmumiem ir cieša, ko varam
novērot arī, piemēram, šodien, industrija
aktīvi meklē sadarbību ar akadēmisko vidi.
• Tomēr fokusu uz praktisko pielietojumu
nevajadzētu zaudēt.
• Varbūt ir vērts mērķēt uz parauga lomu citām
nozarēm.
16. Trīspusējās sadarbības pieeja
(Triple Helix approach)
• Šī jēdziena «tēvs» - Henry Etzkowitz.
• Īsumā tā runā par universitātes, industrijas un
valsts sadarbību.
• Šīs idejas ir viekāršas, tomēr Etzkovics tās
formulēja un piešķira tām nosaukumu.
• Tas uzlabo universitātes un biznesa vides
sadarbību un ļauj izveidoties uz uzņēmējdarbību
balstītām augstākās izglītības iestādēm.
17. Trīspusējās sadarbības pieeja
(Triple Helix approach)
• «This strategy requires great science and
technology policy capacity of the state, industry
and universitites, since the judgements of the
level and type of intervention in particular areas
become more critical» (Etzkowitz, 1997).
• «It is a synergy in knowledge spillovers among
universitites, industry and the government.»
21. Mijiedarbība
• Protams, datorzinātnes un biznesa vadība ir
tās jomas, kas atsevišķi mijiedarbojas ar
praktiski visām pārējām zināšanu jomām.
• Informācijas tehnoloģijas pašlaik ietekmē
gandrīz visas dzīves sfēras, un to loma vēl
aizvien pieaug.
• Protams, arī bizness ir visās zināšanu nozarēs.
22. Mijiedarbības praktiskās formas
• Viena no izteiktākajām mijiedarības formām ir
biznesa vadībā izmantotā programmatūra.
• Ja sākotnēji tā bija tikai grāmatvedības
programmatūra, tad tagad par uzņēmuma
vadības pamatu tiek uzskatīta ERP (enterprise
resource planning), kas ir grāmatvedība + citi
moduļi (krājumu vadība, utt.). Ļoti būtiska ir
arī CRM (customer relationship management)
programmatūra un pēc vajadzības arī citas
sastāvdaļas.
23. Mijiedarbības praktiskās formas
• Protams, datorsistēmās veiktā darba daļa
pastāvīgi palielinās.
• Sistēmas tiek savienotas savā starpā un
darbība kļūst aizvien automatizētāka.
• Tomēr nezūd problēmas ar darbinieku
motivāciju.
• Ir izaugusi datorspēļu paaudze - darbinieki pa
dienu ar nepatiku pie datora veic darbu, par
kuru tiem maksā, bet vakarā maksā par
iespēju spēlēt datorspēles.
28. Nākotnes uzņēmuma IT sistēma
• Turpināsies interaktīvo tīmekļa tehnoloģiju
(web 2.0) kā uzņēmumu wiki, forumi, failu
apmaiņas vietnes, tērzēšana, plašāka
pielietošana uzņēmumu vadībā.
• Pašlaik pilnībā datorspēlēm līdzīgās vides gan
ir plaši teorētiski aprakstītas literatūrā, taču no
plašas izplatības tas ir tālu.