New giants like Amazon, Google, Apple, and
Facebook, along with emerging ones like Uber and
Airbnb, reap the benefits of new phenomena: the
“winner take all” network effects. Advancing technology
will leave no aspect of working and private life unaffected
— as many more of us will learn as automation
expands beyond manual and service work and into
the realm of knowledge work. With this article the blog series on HBR for the Drucker Forum 2015 was kicked off.
Putting Transformation back to Digital Transformation Enabled
There is a high chance that when somebody says “digital transformation,” they mean something else. But what is it & how can you disrupt others or self-disrupt?
A companion to the blog post on digital transformation here https://goo.gl/UpRC9X
CSC Report: Digital Disruptions: Technology Innovations Powering 21st Century Business
Serialized on Forbes.com, and acclaimed by eWeek, The Financial Times, Signal Magazine et al.
It is no exaggeration to say that software is fundamentally changing the way that we as individuals interact with each other, companies and governments. When famed venture capitalist Marc Andreessen wrote that “software is eating the world”, he used a number of different examples of how software is disrupting traditional industries.
THE DEMOCRATIZATION OF JUDGMENT IN THE AGE OF ARTIFICIAL INTELLIGENCESimon Schneider
With companies investing heavily in machine
learning and predictive modeling, Artificial
Intelligence is now a reality. But in contrast to
common belief, this is an opportunity rather
than a threat. With advanced analytics,
people – not data – are key to unlocking the
opportunity.
Organizations can adopt the most
sophisticated technologies and hire an
army of data scientists, but their efforts will
fail if the human aspect is understated. As
many business processes – from strategy to
innovation and market – are still governed and
carried out by people, companies will require
more human judgment in the future.
Coupling sound qualitative judgment – the
ability to make a decision based on a personal
interpretation of the context and available facts
– with Big Data and AI can make a company
unbeatable.
Putting Transformation back to Digital Transformation Enabled
There is a high chance that when somebody says “digital transformation,” they mean something else. But what is it & how can you disrupt others or self-disrupt?
A companion to the blog post on digital transformation here https://goo.gl/UpRC9X
CSC Report: Digital Disruptions: Technology Innovations Powering 21st Century Business
Serialized on Forbes.com, and acclaimed by eWeek, The Financial Times, Signal Magazine et al.
It is no exaggeration to say that software is fundamentally changing the way that we as individuals interact with each other, companies and governments. When famed venture capitalist Marc Andreessen wrote that “software is eating the world”, he used a number of different examples of how software is disrupting traditional industries.
THE DEMOCRATIZATION OF JUDGMENT IN THE AGE OF ARTIFICIAL INTELLIGENCESimon Schneider
With companies investing heavily in machine
learning and predictive modeling, Artificial
Intelligence is now a reality. But in contrast to
common belief, this is an opportunity rather
than a threat. With advanced analytics,
people – not data – are key to unlocking the
opportunity.
Organizations can adopt the most
sophisticated technologies and hire an
army of data scientists, but their efforts will
fail if the human aspect is understated. As
many business processes – from strategy to
innovation and market – are still governed and
carried out by people, companies will require
more human judgment in the future.
Coupling sound qualitative judgment – the
ability to make a decision based on a personal
interpretation of the context and available facts
– with Big Data and AI can make a company
unbeatable.
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
Five Keys To Mastering The New Economy is a brief presentation on some of the emerging trends that small businesses must begin to master in order to survive a global and integrated economy.
Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering
a new era where the logic of industrial-age organisation has lost its purchase.
White Paper: Understanding the Networked Society – new logics for an age of e...Ericsson
Technology has the potential to transform how we organize our lives, businesses and societies. But if the era we are now entering is to be more inclusive, equitable and empowering, we must start by examining the fundamentally different nature of a physical world fueled by digital connectivity.
Radical innovation in mining management austmineHendrik Lourens
Social license, Digital transformation, Safety, and Profitability - four issues that seem to be caught in a perpetual trade-off. Spend more time on one, and it reduces the attention given to the others. It's a problem that impacts everyone in the organisation: In this series of articles we will provide a powerful solution that has been developed over 15 years.
Our world is moving at an accelerated pace, and so is our culture. From lifestyle shifts to broader reaching, and sometimes turbulent, events that touch on all our lives, the upcoming year prods us to look at where we’ve been — and where we’re going in the future. For 2018, we’ve selected cultural shifts in our 2018 Trends Brief that will emerge or continue to shape our behaviors, capture our aspirations and impact industries. Read on for a glimpse of our near future.
Social licence and digitisation require new thinking aus imm bulletinHendrik Lourens
Mining has become a complex adaptive system and is at a crossroads. The unexpected emergence of new things and relationships means ‘the
whole is greater than the sum of its parts’. In the Ecology Age, confusing dilemmas, ambiguous paradoxes and diverse con
Abstract
The shift from transformation activities to interactions represents a broad shift in the
nature of economic activity. Enterprises looking to succeed in today’s rapid-paced new
economy must be agile, innovative and rapidly responsive to changes in their business
environment.
The number of employees doing interactive and cognitive work is increasing rapidly.
Supporting knowledge workers becomes of vital importance for the ability of enterprises
to survive in a networked knowledge economy. By regarding knowledge as a production
factor and by supporting knowledge workers, enterprises can achieve great breakthroughs
in quality, productivity and impact. The emphasis in this vision is placed on “being able
to use knowledge” instead of “having knowledge”.
Traditional capabilities and enablers are not sufficient to meet the challenges of an
enterprise environment that isshifting from push driven to pull driven. It requires inter
alia an agile infrastructure. To support the business transformation there is need for
Enterprise architecture that deals not only with technical capabilities, but also with
information and knowledge, organizational and process capabilities. Knowledge
‘architecture’ is the most forgotten discipline within enterprise architecture. Today we
model and design everything (data, processes,organizations etc.) but not knowledge. To
combat the shrinking half-life of knowledge, organizations are forced to develop new
methods of establishing and managing knowledgeprocesses, authentic sources and their
owners. This transformation should be embedded in a Business agility program. An
enterprise agility value center acts as the nucleus for the business driven action
A dual management operating system to improve digitalisation and automation o...Hendrik Lourens
It is possible to remove the cultural obstacles in trying to achieve success in Digitalisation, Internet of Things
and automation while improving productivity, employee engagement and managing the risks inherent in
change. We need to create a change platform to do this, not launch another change program. By changing
management paradigms, effort can be focussed where it will deliver outsized returns, and bottom-up
improvement becomes possible. This creates the stability from where implementations can be properly
sequenced and involve internal champions who buy into the change.
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
Five Keys To Mastering The New Economy is a brief presentation on some of the emerging trends that small businesses must begin to master in order to survive a global and integrated economy.
Management has served us well. Since the Industrial Revolution it has paved the way for a sustained and accelerating rise in living standards unheard of and unforeseen. But with the ‘digital revolution’, we are entering
a new era where the logic of industrial-age organisation has lost its purchase.
White Paper: Understanding the Networked Society – new logics for an age of e...Ericsson
Technology has the potential to transform how we organize our lives, businesses and societies. But if the era we are now entering is to be more inclusive, equitable and empowering, we must start by examining the fundamentally different nature of a physical world fueled by digital connectivity.
Radical innovation in mining management austmineHendrik Lourens
Social license, Digital transformation, Safety, and Profitability - four issues that seem to be caught in a perpetual trade-off. Spend more time on one, and it reduces the attention given to the others. It's a problem that impacts everyone in the organisation: In this series of articles we will provide a powerful solution that has been developed over 15 years.
Our world is moving at an accelerated pace, and so is our culture. From lifestyle shifts to broader reaching, and sometimes turbulent, events that touch on all our lives, the upcoming year prods us to look at where we’ve been — and where we’re going in the future. For 2018, we’ve selected cultural shifts in our 2018 Trends Brief that will emerge or continue to shape our behaviors, capture our aspirations and impact industries. Read on for a glimpse of our near future.
Social licence and digitisation require new thinking aus imm bulletinHendrik Lourens
Mining has become a complex adaptive system and is at a crossroads. The unexpected emergence of new things and relationships means ‘the
whole is greater than the sum of its parts’. In the Ecology Age, confusing dilemmas, ambiguous paradoxes and diverse con
Abstract
The shift from transformation activities to interactions represents a broad shift in the
nature of economic activity. Enterprises looking to succeed in today’s rapid-paced new
economy must be agile, innovative and rapidly responsive to changes in their business
environment.
The number of employees doing interactive and cognitive work is increasing rapidly.
Supporting knowledge workers becomes of vital importance for the ability of enterprises
to survive in a networked knowledge economy. By regarding knowledge as a production
factor and by supporting knowledge workers, enterprises can achieve great breakthroughs
in quality, productivity and impact. The emphasis in this vision is placed on “being able
to use knowledge” instead of “having knowledge”.
Traditional capabilities and enablers are not sufficient to meet the challenges of an
enterprise environment that isshifting from push driven to pull driven. It requires inter
alia an agile infrastructure. To support the business transformation there is need for
Enterprise architecture that deals not only with technical capabilities, but also with
information and knowledge, organizational and process capabilities. Knowledge
‘architecture’ is the most forgotten discipline within enterprise architecture. Today we
model and design everything (data, processes,organizations etc.) but not knowledge. To
combat the shrinking half-life of knowledge, organizations are forced to develop new
methods of establishing and managing knowledgeprocesses, authentic sources and their
owners. This transformation should be embedded in a Business agility program. An
enterprise agility value center acts as the nucleus for the business driven action
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
1. Over the last 250 years, waves upon waves of scientific
and engineering advances have brought about an
accelerating rise in living standards that even the two
deadliest wars in history could not reverse. In recent
decades, the digital revolution, propelled by Moore’s
Law, has delivered the most far-reaching yet of general
purpose technologies: digital connectivity, which is
transforming the entire economy by augmenting the
power of the human brain just as surely as steam, the
internal combustion engine, and electricity transformed
the world by augmenting human brawn.
But as stunning as humankind’s technical achievements
have been, they have been only half the story of
progress. The advent of the modern organization and
the practice of management constitutes a “social tech-
nology” that has been equally transformative.
The forces of technology and management will cont-
inue to hold equal sway as the 21st century unfolds.
Just as those previous technologies brought about
dramatic changes in the human condition — including
urbanization, mass literacy, large-scale employment,
and generalized healthcare — today’s breakthroughs
will upend much of the socio-economic infrastructure
that was built over the past two centuries. Tumbling
transaction costs are altering the economics of
organizations and, at a stroke, invalidating old business
models. New giants like Amazon, Google, Apple, and
Facebook, along with emerging ones like Uber and
Airbnb, reap the benefits of new phenomena such as
“winner take all” network effects.Advancing technology
will leave no aspect of working and private life unaf-
fected — as many more of us will learn as automation
expands beyond manual and service work and into
the realm of knowledge work.
The question is: How will management advance to
influence the path and force of these revolutions? In
the past, the effects of technological change were very
much shaped by business leaders’ embrace of scientific
management with its emphasis on efficient uniformity,
and by simplifying assumptions about the behavior
of economic man and the efficiency of bureaucratic
organizations. But increasingly this industrial-age
management mindset is becoming an impediment to
our fully realizing the promise of the digital revolution’s
technologies. Our accustomed modes of thinking
are straitjackets constraining the human energy and
creativity these tools could unleash.
Consider management actions such as cutting jobs
and investment as a response to currency fluctuations
and the resulting accounting impact of those cuts on
earnings per share (EPS). These types of cuts are
applauded as canny, even heroic, by stock markets —
despite their damage to the longer-term value-creating
capacity of the enterprise. Share buybacks are pre-
ferred to investment in innovation, entrepreneurship,
and value creation. And internal innovation often
April 7, 2015
Managing in an Age of
Winner-Take-All
by Richard Straub
2. obsessively targets cost cutting instead of the search
for new waysto delight customers or to enable emplo-
yees and partners.
All such moves make sense according to the impla-
cable logic of 20th-century measurements, formulas,
and algorithms. There is just one problem: The most
important indicators — the unmeasurable ones like
trust — are missing from the equations. Our ways
of measuring success are reductive and backward-
looking. Based on an assumption that the business will
just keep doing what it has done in the past, except
more efficiently, they offer little guidance in innovation
and the creation of new value. Even worse, they
downgrade the human being to a mere resource, no
more privileged than others in the design of systems to
produce short-term gains for shareholders.
Peter Drucker observed decades ago that large
organizations and institutions are among the
“constitutive elements” of modern society — pillars,
if you will, to uphold the values and provide the bene-
fits people hold dear — and given their growing scale
this is more true today than ever. But the measures
at the heart of today’s management fundamentally
misdirect those who are supposed to act as their
stewards. This is a situation that cannot endure.
Corporations operate at the behest of societies, and
are able to do so only because of great privileges
conferred on them (not least their very status as legal
entities). The reciprocal duty of care to society is
therefore not a charitable option, but a fundamental
obligation of management.
The digital revolution — the “mother of all technology
developments”— marks a fork in the road. One path
invites us to depart from industrial-age management
practices and mindsets and use the power of informa-
tion-age technology to augment humanity’s role and
importance in business. The other tempts us to apply
the new abundance of data and expertise in creating
software routines to automate the old logic of organi-
zations, effectively hard-wiring the most dysfunctional
rules managers relied on in the past.
To assume that businesses will succeed better by
replacing more of their human factor with automated
decision-making is to ignore much of the evidence
around us. There are ample signs of the limits of
rational logic and algorithmic determinism in complex
social settings — and always, of the precious, unique
capacities of human beings. Education expert and
psychologist Howard Gardner has shown that analytical
intelligence is just one of seven intelligence skills.
The most important decisions are made where the-
re is no replicable logic or algorithm. Rather, they
consciously depend on human judgment, intuition,
creativity, empathy, and values. This is the domain of
entrepreneurial thinking and innovation, of strategy
setting, of forming partnerships full of collaboration
and trust — work that cannot be done better by what-
ever Singularity-seeking AI-creature the engineers in
Silicon Valley might come up with.
Never in human history has there been a better
opportunity to create a new world of prosperity for
all. As the ultimate general purpose technology that
pervades all aspects of life, digital technology has the
potential to unleash what researcher Carlotta Perez
calls “a new Golden Age”— one that could surpass the
achievements of the steam, electrical, and fossil fuel
revolutions. However, this outcome depends on the
choices of those in a position to allocate economic
resources. In other words, it depends on visionary
management.
As Drucker put it: “Managers are society’s major
leadership group … They command the resources of
society.” Will these leaders choose to put the “creative”
back in the process of creative destruction by privi-
leging entrepreneurial investment in customer- and
market-creating innovation over short-term profits?
Will they use big data, analytics, and artificial
intelligence in ways that augment rather than automa-
te human judgment and values, taking them as what
they are: tools and instruments to help us navigate
a complex world?
To do so will require a new synthesis of the prevalent
technocratic logic with a deep understanding of the
human condition — nothing less than a reframing of
management (along the lines traced by Drucker and
others) to combine the best of art and science, imagina-
tion and logic, as a liberal art for the 21st century.
www.druckerforum.org
Dr. Richard Straub is president of the Peter Drucker
Society Europe - a non-profit organization that he
founded after a 32-year career at IBM. He is an executive
director at the EFMD, Secretary General of the European
Learning Industry Group (ELIG), and serves the IBM
Global Education Industry in a strategic advisory role.