The document discusses IT governance in small and medium enterprises (SMEs). It begins by providing background on corporate governance and IT governance. It then questions whether IT governance is relevant for SMEs given factors like independence, personal influence of the CEO, and need for flexibility. The presentation outlines new findings from a study of IT governance research involving SMEs in 22 countries. Key findings include that IT can enable innovation but adoption is often slow in SMEs, benefits of IT are difficult to measure, and outsourcing is common due to resource constraints.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
This document summarizes challenges with IT projects and proposes new paradigms for managing them more effectively. It notes that 30-40% of IT projects run over budget, over schedule, or fail to meet specifications. Common types of system failures include failing to capture business requirements or provide organizational benefits. The document then discusses traditional project management approaches and their limitations. It proposes new paradigms like real options pricing models, prioritizing high reliability through collective mindfulness, and considering the sociomateriality of information systems. Overall, it argues for a more critical perspective on projects that focuses on values, ethics, meaning, and trust in addition to traditional efficiency and control measures.
The document presents a perspective on IT governance in small and medium enterprises (SMEs). It discusses how existing IT governance principles are better suited for large organizations rather than SMEs due to SMEs having less separation between ownership and control, and being more influenced by the CEO's personal beliefs. New findings from research on IT governance in SMEs in 22 countries show that while IT is important for innovation, benefits are hard to measure and strategic thinking on IT follows a bottom-up rather than top-down approach. The conclusions suggest existing IT governance models may be too mechanistic and formal for SMEs, and that an approach focusing more on people would be better suited.
The document provides information about Dr. Jan Devos and discusses several topics related to engineering models and organizational change. It includes contact information for Dr. Devos at the top, followed by sections that discuss the emergence of the engineering model in history. Later sections discuss successes and failures of the engineering model, as well as alternative approaches and examples of emergent collectives such as Wikipedia.
The document discusses IT governance in small and medium enterprises (SMEs). It begins by providing background on corporate governance and IT governance. It then questions whether IT governance is relevant for SMEs given factors like independence, personal influence of the CEO, and need for flexibility. The presentation outlines new findings from a study of IT governance research involving SMEs in 22 countries. Key findings include that IT can enable innovation but adoption is often slow in SMEs, benefits of IT are difficult to measure, and outsourcing is common due to resource constraints.
This document discusses the concepts of projects and project management. It begins with definitions of a project as a temporary endeavor undertaken to create a unique product or service. Key aspects of projects mentioned include them being limited in time, goal-centric, and impacting existing organizations. Examples of projects like building a house or developing a new product are provided. The document then discusses what constitutes a project team and management. It provides insights into evaluating different project models and highlights factors like control, discipline, and organization type that determine the best model. The rest of the document offers perspectives on project failures, principles of high reliability organizations, and practical tools for project planning like the work breakdown structure, Gantt chart, PERT planning and managing scope.
This document summarizes challenges with IT projects and proposes new paradigms for managing them more effectively. It notes that 30-40% of IT projects run over budget, over schedule, or fail to meet specifications. Common types of system failures include failing to capture business requirements or provide organizational benefits. The document then discusses traditional project management approaches and their limitations. It proposes new paradigms like real options pricing models, prioritizing high reliability through collective mindfulness, and considering the sociomateriality of information systems. Overall, it argues for a more critical perspective on projects that focuses on values, ethics, meaning, and trust in addition to traditional efficiency and control measures.
The document presents a perspective on IT governance in small and medium enterprises (SMEs). It discusses how existing IT governance principles are better suited for large organizations rather than SMEs due to SMEs having less separation between ownership and control, and being more influenced by the CEO's personal beliefs. New findings from research on IT governance in SMEs in 22 countries show that while IT is important for innovation, benefits are hard to measure and strategic thinking on IT follows a bottom-up rather than top-down approach. The conclusions suggest existing IT governance models may be too mechanistic and formal for SMEs, and that an approach focusing more on people would be better suited.
The document provides information about Dr. Jan Devos and discusses several topics related to engineering models and organizational change. It includes contact information for Dr. Devos at the top, followed by sections that discuss the emergence of the engineering model in history. Later sections discuss successes and failures of the engineering model, as well as alternative approaches and examples of emergent collectives such as Wikipedia.
This document discusses IT governance in small and medium enterprises (SMEs). It explores whether IT governance in SMEs is based more on control or trust when outsourcing IT projects. The document outlines definitions of SMEs, issues they face with IT and outsourcing, and introduces the concepts of agency theory and organizational trust as theoretical frameworks. It then describes the research methodology used - a retrospective multiple case study analysis of SMEs that experienced outsourced IT project failures. The document puts forward four propositions relating project failure to levels of control and trust.
The document discusses key topics related to information and communication technologies (ICTs) and their impact on businesses and society. It addresses issues like disruptive innovations, the need for businesses to change their models, the importance of broadband access, and questions around control and appropriate business models in a digital world. The future of ICTs and emerging collectives is uncertain but impactful.
The document summarizes Dr. Jan Devos' presentation on using bricolage to facilitate emergent collectives in small-to-medium enterprises (SMEs). It discusses emergent collectives and bricolage, presents Devos' research question on how bricolage can help adopt emergent collectives, and outlines the action research methodology used in a case study of a drop shipping company. The findings show how bricolage repertoire, dialogue, and outcomes exist in the company and support several of Ciborra's bricolage propositions. The conclusion is that bricolage helped adopt emergent technologies in a way that is more developed than traditional control-based thinking.
This document outlines a research study on how bricolage can facilitate emergent collectives in an entrepreneurial setting. It discusses key concepts like emergent collectives, bricolage, and provides an outline of the presentation. The research question asks how bricolage can be used to help adopt emergent collectives. The methodology includes action research using a case study of a small drop shipping company. Preliminary findings suggest bricolage repertoires exist and can be used dialogically to create value for customers.
The document discusses research into finding theoretical foundations for the COBIT 5 framework. It aims to determine if COBIT has visible theoretical underpinnings by mapping its principles, processes, and goals to constructs in stakeholder theory, principal-agent theory, and the technology acceptance model. The research finds the strongest links to principal-agent theory, along with some relationships to stakeholder theory. It concludes that while certain theories are present, COBIT may have benefited from a clearer theoretical starting point in its development.
This document provides contact information for Dr. Jan Devos and information about his expertise in electronics and IT. It discusses three rules for conducting a project, but notes that nobody knows what those rules actually are. It then provides definitions and examples of what constitutes a project, including its temporary nature, goal orientation, and impact on existing organizations. Project management is introduced as the planning, monitoring, and control of all aspects of a project to achieve objectives on time and within budget. Key project management practices like work breakdown structures, GANTT charts, and PERT planning are also summarized.
O documento é uma reflexão sobre como a economia global produz bens baratos de forma questionável, explorando a inocência. O autor expressa indignação com um mundo que permite tal exploração.
This document discusses the emergence of engineering as a profession and contrasts the engineering model with an alternative approach called bricolage. The engineering model emphasizes reductionism, specialization, and the separation of creation and use. In contrast, bricolage is characterized by making use of whatever resources are at hand, an emphasis on relationships and interconnected systems over isolated parts, and blending creation and use. The document suggests that while both approaches have merits, a mixed approach integrating aspects of engineering and bricolage may be most effective.
IT for Small and Medium-sized Enterprises (SMEs)Ghent University
This document discusses IT for small and medium-sized enterprises (SMEs). It begins with a brief history of SMEs, noting they were largely ignored until the 1970s. It then discusses definitional problems in classifying SMEs, noting heterogeneity in factors like organizational size, economic sector, and ownership structure. The document also outlines some generic characteristics of SMEs in relation to IT, such as resource poverty, low IT capabilities, and a focus on informal management. Finally, it summarizes some key findings from past research on IT use and challenges in SMEs.
This document discusses theoretical foundations for information systems (IS) success in small- and medium-sized enterprises (SMEs). It introduces four theories that may help explain IS success in SMEs: the theory of planned behavior, transaction cost economy, technology acceptance model, and the DeLone & McLean IS success model. The document also presents open questions about how to conceptualize IS success in SMEs and how these theories relate to the existing literature on adopting and using information technologies in small businesses.
This document discusses the relationship between small and medium enterprises (SMEs) and independent software vendors (ISVs) in the IT marketplace. It suggests that SMEs face an asymmetric lack of information when purchasing strategic IT solutions from ISVs. This dynamic could lead to a "lemon market" where low-quality solutions drive out high-quality ones. The author screens ISV websites for signs of this issue and interviews SME CIOs about their experiences. The findings provide some evidence of a lemon market, as smaller ISVs serve the SME market while larger ISVs flee it. Building trust and providing real references are important for SMEs due to past experiences with failed IT projects from erroneous ISV proposals.
This document provides an overview of small and medium-sized enterprises (SMEs) and their use of information technology. It discusses the history and rise of SMEs, noting they were largely ignored until the 1970s but are now recognized as playing an important role in economies. The document also covers definitional problems in classifying SMEs due to heterogeneity in factors like organization size, industry, and ownership structure. Research findings show that while SMEs face disadvantages accessing new technologies compared to large enterprises, they contribute significantly to job growth, innovation, and economic sustainability.
Despite efforts from IT practitioners as well as from IS researchers to assist organizations in adopting IT, a majority of IS projects fail.
What is the state of the art in "failing"? Is it getting better? Do we learn from our mistakes?
Learn all about it in this presentation.
NIMA2024 | Dopper geeft inhoud aan duurzame branding met QR-code van GS1 | Br...BBPMedia1
Bram introduceert die QR-code van GS1, die eind 2027 de huidige barcode gaat vervangen. Deze slimme QR-code biedt enorm veel mogelijkheden; je kunt de reis van het product laten zien, door de hele keten heen. Van productie tot de consument en hoe te recyclen. In de presentatie nemen we je mee wat de QR-code van GS1 jou aan voordelen kan bieden. Dopper is een van de eerste bedrijven die de QR-code van GS1 daarvoor inzet. Renske Thelosen – Van Daalen, Marketing Manager bij Dopper, vertelt over hun innovatieve aanpak en uitwerking voor o.a. het Digital Product Passport.
NIMA2024 | Zo vertienvoudigde Telegraaf Webshop het omzetaandeel uit e-mailma...BBPMedia1
Ontdek hoe De Telegraaf webshop een reis doormaakte in marketing automation, van tijdrovende handmatige processen naar geavanceerde automatisering. Leer hoe ze hun e-mailmarketing hebben getransformeerd, met als resultaat aanzienlijke tijdsbesparing, een verhoogde omzet en een efficiënter retentieproces.
NIMA2024 | Herpositionering Museum Rembrandthuis | Marieke de Klein | Museum ...BBPMedia1
Hoe een kleine stap een groot verschil kan maken.
Met een spontane merkbekendheid van 1% en bezoekintentie van 3% onder het Nederlands publiek was de verbouwing van het museum het uitgelezen moment om de merkstrategie, visuele identiteit en communicatie te vernieuwen. Met als doel, het Rembrandthuis een eigen plek te geven in het museale umfeld en onlosmakelijk te verbinden met Amsterdam. Net als in het museum zetten we niet alles op de schop, maar gingen we terug naar de kern: Rembrandt en zijn huis. In de case bespreken we het proces en laten we zien hoe dit een groot verschil maakte zowel in als extern.
This document discusses IT governance in small and medium enterprises (SMEs). It explores whether IT governance in SMEs is based more on control or trust when outsourcing IT projects. The document outlines definitions of SMEs, issues they face with IT and outsourcing, and introduces the concepts of agency theory and organizational trust as theoretical frameworks. It then describes the research methodology used - a retrospective multiple case study analysis of SMEs that experienced outsourced IT project failures. The document puts forward four propositions relating project failure to levels of control and trust.
The document discusses key topics related to information and communication technologies (ICTs) and their impact on businesses and society. It addresses issues like disruptive innovations, the need for businesses to change their models, the importance of broadband access, and questions around control and appropriate business models in a digital world. The future of ICTs and emerging collectives is uncertain but impactful.
The document summarizes Dr. Jan Devos' presentation on using bricolage to facilitate emergent collectives in small-to-medium enterprises (SMEs). It discusses emergent collectives and bricolage, presents Devos' research question on how bricolage can help adopt emergent collectives, and outlines the action research methodology used in a case study of a drop shipping company. The findings show how bricolage repertoire, dialogue, and outcomes exist in the company and support several of Ciborra's bricolage propositions. The conclusion is that bricolage helped adopt emergent technologies in a way that is more developed than traditional control-based thinking.
This document outlines a research study on how bricolage can facilitate emergent collectives in an entrepreneurial setting. It discusses key concepts like emergent collectives, bricolage, and provides an outline of the presentation. The research question asks how bricolage can be used to help adopt emergent collectives. The methodology includes action research using a case study of a small drop shipping company. Preliminary findings suggest bricolage repertoires exist and can be used dialogically to create value for customers.
The document discusses research into finding theoretical foundations for the COBIT 5 framework. It aims to determine if COBIT has visible theoretical underpinnings by mapping its principles, processes, and goals to constructs in stakeholder theory, principal-agent theory, and the technology acceptance model. The research finds the strongest links to principal-agent theory, along with some relationships to stakeholder theory. It concludes that while certain theories are present, COBIT may have benefited from a clearer theoretical starting point in its development.
This document provides contact information for Dr. Jan Devos and information about his expertise in electronics and IT. It discusses three rules for conducting a project, but notes that nobody knows what those rules actually are. It then provides definitions and examples of what constitutes a project, including its temporary nature, goal orientation, and impact on existing organizations. Project management is introduced as the planning, monitoring, and control of all aspects of a project to achieve objectives on time and within budget. Key project management practices like work breakdown structures, GANTT charts, and PERT planning are also summarized.
O documento é uma reflexão sobre como a economia global produz bens baratos de forma questionável, explorando a inocência. O autor expressa indignação com um mundo que permite tal exploração.
This document discusses the emergence of engineering as a profession and contrasts the engineering model with an alternative approach called bricolage. The engineering model emphasizes reductionism, specialization, and the separation of creation and use. In contrast, bricolage is characterized by making use of whatever resources are at hand, an emphasis on relationships and interconnected systems over isolated parts, and blending creation and use. The document suggests that while both approaches have merits, a mixed approach integrating aspects of engineering and bricolage may be most effective.
IT for Small and Medium-sized Enterprises (SMEs)Ghent University
This document discusses IT for small and medium-sized enterprises (SMEs). It begins with a brief history of SMEs, noting they were largely ignored until the 1970s. It then discusses definitional problems in classifying SMEs, noting heterogeneity in factors like organizational size, economic sector, and ownership structure. The document also outlines some generic characteristics of SMEs in relation to IT, such as resource poverty, low IT capabilities, and a focus on informal management. Finally, it summarizes some key findings from past research on IT use and challenges in SMEs.
This document discusses theoretical foundations for information systems (IS) success in small- and medium-sized enterprises (SMEs). It introduces four theories that may help explain IS success in SMEs: the theory of planned behavior, transaction cost economy, technology acceptance model, and the DeLone & McLean IS success model. The document also presents open questions about how to conceptualize IS success in SMEs and how these theories relate to the existing literature on adopting and using information technologies in small businesses.
This document discusses the relationship between small and medium enterprises (SMEs) and independent software vendors (ISVs) in the IT marketplace. It suggests that SMEs face an asymmetric lack of information when purchasing strategic IT solutions from ISVs. This dynamic could lead to a "lemon market" where low-quality solutions drive out high-quality ones. The author screens ISV websites for signs of this issue and interviews SME CIOs about their experiences. The findings provide some evidence of a lemon market, as smaller ISVs serve the SME market while larger ISVs flee it. Building trust and providing real references are important for SMEs due to past experiences with failed IT projects from erroneous ISV proposals.
This document provides an overview of small and medium-sized enterprises (SMEs) and their use of information technology. It discusses the history and rise of SMEs, noting they were largely ignored until the 1970s but are now recognized as playing an important role in economies. The document also covers definitional problems in classifying SMEs due to heterogeneity in factors like organization size, industry, and ownership structure. Research findings show that while SMEs face disadvantages accessing new technologies compared to large enterprises, they contribute significantly to job growth, innovation, and economic sustainability.
Despite efforts from IT practitioners as well as from IS researchers to assist organizations in adopting IT, a majority of IS projects fail.
What is the state of the art in "failing"? Is it getting better? Do we learn from our mistakes?
Learn all about it in this presentation.
NIMA2024 | Dopper geeft inhoud aan duurzame branding met QR-code van GS1 | Br...BBPMedia1
Bram introduceert die QR-code van GS1, die eind 2027 de huidige barcode gaat vervangen. Deze slimme QR-code biedt enorm veel mogelijkheden; je kunt de reis van het product laten zien, door de hele keten heen. Van productie tot de consument en hoe te recyclen. In de presentatie nemen we je mee wat de QR-code van GS1 jou aan voordelen kan bieden. Dopper is een van de eerste bedrijven die de QR-code van GS1 daarvoor inzet. Renske Thelosen – Van Daalen, Marketing Manager bij Dopper, vertelt over hun innovatieve aanpak en uitwerking voor o.a. het Digital Product Passport.
NIMA2024 | Zo vertienvoudigde Telegraaf Webshop het omzetaandeel uit e-mailma...BBPMedia1
Ontdek hoe De Telegraaf webshop een reis doormaakte in marketing automation, van tijdrovende handmatige processen naar geavanceerde automatisering. Leer hoe ze hun e-mailmarketing hebben getransformeerd, met als resultaat aanzienlijke tijdsbesparing, een verhoogde omzet en een efficiënter retentieproces.
NIMA2024 | Herpositionering Museum Rembrandthuis | Marieke de Klein | Museum ...BBPMedia1
Hoe een kleine stap een groot verschil kan maken.
Met een spontane merkbekendheid van 1% en bezoekintentie van 3% onder het Nederlands publiek was de verbouwing van het museum het uitgelezen moment om de merkstrategie, visuele identiteit en communicatie te vernieuwen. Met als doel, het Rembrandthuis een eigen plek te geven in het museale umfeld en onlosmakelijk te verbinden met Amsterdam. Net als in het museum zetten we niet alles op de schop, maar gingen we terug naar de kern: Rembrandt en zijn huis. In de case bespreken we het proces en laten we zien hoe dit een groot verschil maakte zowel in als extern.
NIMA2024 | Duurzame Marketing – Grote stappen maken met een klein team | Jero...BBPMedia1
Hoe zorg je ervoor dat je niet elk jaar weer een nieuwe campagnekalender hoeft te bedenken die nog groter, frisser en slimmer is? Door in te zoomen op je ideale klant, hun behoeften goed te begrijpen en ze te helpen een echt probleem op te lossen en dit aan te laten sluiten op het seizoen of grote levensgebeurtenissen. Op zich niets nieuws, maar hoe doe je dat dan, hoe breng je dat succesvol te uitvoering? In 5 stappen legt Jeroen Rijskamp uit hoe je met een klein team beweegt van business goals naar customer needs, zonder daar zingeving en passie van je team bij uit het oog te verliezen.
NIMA2024 | Geef je merk een gezicht. Case: de congrescoaches van Jaarbeurs | ...BBPMedia1
Recent lanceerde Jaarbeurs haar nieuwste campagne ‘Congrescoaches’. Doel: Jaarbeurs onderscheiden als dé congres- en vergaderlocatie van Nederland. In zogenaamde congreshacks delen Jaarbeurs accountmanagers, in de campagne omgedoopt tot congrescoaches, hun ervaring met organisatoren van congressen en kleinere evenementen. Een verrassende campagne waarin niet Jaarbeurs als locatie centraal staat, maar op een persoonlijke manier waardevolle kennis gedeeld wordt. Esther Driessen en Mayen van Luttikhuizen nemen je mee in de wereld van Jaarbeurs; een wereld waarin de concurrentie groot is en jezelf een gezicht geven van essentieel belang is.
NIMA2024 | Krijg grip op je bureau – Verrijk je inzichten en rapportages | Ma...BBPMedia1
Als gedreven bureau eigenaar streef je naar perfectie. Maar wat is nu echt de beste aanpak? Hoe staat het met je doelen en ambities? Wil je dit jaar groeien, jezelf als werkgever verbeteren of misschien nieuwe ideeën implementeren? Tijd is echter altijd beperkt, en efficiëntie is daarom van essentieel belang.
Je denkt misschien: “Maar hier heb ik toch software voor?” Je hebt een boekhoudpakket via de accountant, een tool voor urenregistratie, een tekstverwerker voor offertes, en hier en daar wat Excel-sheets en een dashboard voor bedrijfsresultaten.
Maar wat als we je vertellen dat écht inzicht komt vanuit één geïntegreerd systeem, en dat efficiëntie begint met de juiste inzichten?
Tijdens deze sessie dompelen we je onder in de wereld van een bureau-eigenaar en zijn ambities. Ben jij klaar voor maximale efficiëntie?
NIMA2024 | Van traditioneel naar digitaal: Wolky’s volgende stap naar relevan...BBPMedia1
Personalisatie, AI, programmatic, … dit zijn veelgehoorde trends waar je wat mee wilt en moet. Maar hoe transformeer je van een succesvol maar ‘traditioneel’ ingericht merk naar een digitale organisatie, gericht op relevantie? Dit doe je niet door alleen achter trends aan te hollen, maar volgens een gedegen strategie stap voor stap digitaal te groeien.
Aan de hand van het De Nieuwe Zaak maturity model legt Marlies Wilms Floet, Digitaal Strateeg, uit hoe je dit aanpakt. Vervolgens geeft Floor Alblas, Marketing & E-commerce Manager van het succesvolle schoenenmerk Wolky, je een inkijk in hun proces, voorbeelden van de stappen en concrete handvatten waar je morgen mee aan de slag kan.
Hoe een kleine stap een groot verschil kan maken.
Het belang van het vasthouden aan een eigen strategie, identiteit en DNA om zo een 135 jaar oud kledingmerk, wat mega hip is onder jongeren, bestaanszekerheid te geven om nog jaren vele hardwerkende mannen en vrouwen te beschermen en bedienen met werkkleding.
1. ICT Trends,
no more business as usual!
Dr. ir Jan Devos
Universiteit Gent, Campus Kortrijk
Graaf Karel De Goedelaan 5
BE-8500 KORTRIJK - BELGIUM
T: +32 56 24 12 72
e-mail: jang.devos@ugent.be
linkedIn: www.linkedin.com/in/jangdevos
Blog: jangdevos.wordpress.org
twiiter: @jangdevos
Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 1
2. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 2
3. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 3
4. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 4
5. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 5
6. 20MBps
GDP ↑
Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 6
7. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 7
8. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 8
9. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 9
10. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 10
11. 2012 – 5 miljard toestellen
…
2020 – 20 miljard toestellen
Meer mensen bezitten een Smartphone dan een toilet…
Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 11
12. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 12
13. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 13
14. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 14
15. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 15
17. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 17
18. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 18
19. Every day, we create
2.5 quintillion (1018)
bytes of data
This data is big data
(IBM)
AOG FEB – Jan Devos - 06/03/2012
Faculteit Ingenieurswetenschappen en Architectuur – Campus West
20. AOG FEB – Jan Devos - 06/03/2012
Faculteit Ingenieurswetenschappen en Architectuur – Campus West
21. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 21
22. Wikipedia
Delen van van foto’s (Flickr),
muziek (iTunes, Spotify)
film (YouTube)
Anytime – Anywhere WIFI
Open Source Software communities
EduShock…
23. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 23
24. AOG FEB – Jan Devos - 06/03/2012 pag. 24
Faculteit Ingenieurswetenschappen en Architectuur – Campus West
25. Generation Y
Financieel bewust: sparen voor
pensioen, pensioenvoordelen zijn belangrijk
Geen werkgever loyaliteit
Niet geobsedeerd door werk
Kwaliteit van het leven is belangrijk en gaat voor op de
carrière
Informele kleding (T-shirt, jeans, korte broek)
Cultureel en raciaal zeer tolerant
Voor homorechten en vrouwvriendelijk
Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 25
26. Computers zijn GEEN technologie
Typen gaat sneller dan schrijven
Geconnecteerd zijn is essentieel
Geen geduld: nu! direct! onmiddellijk!
Verbruik en creatie zijn versmolten
Realiteit is geen realiteit
Doen is belangrijker dan weten
Leren is eerder spelen dan logische redeneren
Multitasking is a way of life.
Yan, S. (2006, December 8). Understanding generation Y. The Oberlin Review.
Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 26
27. Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 27
28. Organisaties die hun ‘model’
niet veranderen kunnen uit de
markt geduwd worden
AOG FEB – Jan Devos - 06/03/2012 pag. 28
Faculteit Ingenieurswetenschappen en Architectuur – Campus West
35. AOG FEB – Jan Devos - 06/03/2012
Faculteit Ingenieurswetenschappen en Architectuur – Campus West
36. Dank u !
Jan Devos - Faculty of Engineering and Architecture – Campus Kortrijk pag. 36
Editor's Notes
EmergentCollectives? Wat zijn in godsnaam emergentcollectives? Vertaal betekent dit ‘emergente collectieven’ of spontaan aan de dag tredende groep. Beter is de analogie te gebruiken van een mierenkolonie.
The disruptive usage of Internet-related ICTs all have in common that the content is under control of the user. Even Mark Zuckerberg, founder and CEO of Facebook is now not in control of all the produced content on his platform. Although he stays in control of the whole Facebook platform; which is of course another issue to be concerned of. This makes the difference between an email system, which is merely an application and Facebook or Twitter which are social communities of people.
The spontaneous questions that comes up by most business managers is then: If we can’t control it will the absence of a centralized control mechanism than lead to anarchy and chaos? The answer is definitely no! Millions of people are using social media on a daily basis, in their job, at home and on the road. Although social media seems to have the power to change politics and government, as one could observe during the Arab spring last year, they do not aim at chaos. Chaos is merely a side-effect. And of course there are hackers who try to play their role in the piece, but their roles are extras.
Telecoms still struggle with ECs since they cannot control the broadband access due to WIFI. The walled gardens are under attack. Fundamentally there are two major ways to make money, generate more revenues than expenses (differentiator) or cut expenses below revenues (cost leadership). These models are grounded in the economic climate of the older ecosystems, with well-defined markets and centralized control of the businesses.
The response of large enterprises was always adding extra layers of complexity to their control systems to gain back control of a market. However this leads to complexity-driven organizations with large fixed costs. Somewhere this ever increasing organizational complexity must come to an end. The end is near when the additional complexity has a negative marginal value due to the law of diminishing returns. Indeed, current markets do not reward these complexities anymore, thus leading to a collapse of inflexible institutions.