Why the HR Service Center is Critical to Digital TransformationCAROL MALIA
The document discusses how HR can play a key role in digital business transformation by embracing the right service delivery model and technology. It argues that HR needs to standardize processes through a shared services model to free up resources for more strategic work. It also stresses the importance of employee self-service tools that are intuitive and mobile-friendly. The document provides recommendations for how HR can utilize workflow automation, social collaboration tools, security, and data privacy to better support the needs of a digital workplace.
The document discusses how financial services firms can adapt to a customer-centric world undergoing digital transformation. It outlines several key components for a successful digital transformation strategy, including commitment from top leadership, developing a large-scale customer-led vision, adopting the right organizational structure, building a team of diverse digital leaders, developing a compelling talent strategy, and aligning company culture around innovation. The overall goal is for financial institutions to attract and retain top digital talent that can help reinvent customer experience and compete against new digital disruptors.
The Importance of a Growth Mindset in a Digital WorldWill
This document discusses the importance of developing a growth mindset within organizations in order to take advantage of opportunities in the digital world. It argues that companies need agile cultures that embrace change and innovation. The document provides examples of companies like Netflix, Blockbuster, Starbucks and hospitals that cultivated growth mindsets and were able to adapt to digital transformations, compared to those like Blockbuster that did not and failed. It identifies characteristics of agile organizations like responsiveness, collaboration, and learning mindsets. Leaders must shape cultures, engage employees and align practices to develop these agile cultures.
People — Not Just Machines — Will Power Digital InnovationCognizant
As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
Business transformation and the cio roleSalisu Borodo
The document discusses a report by Harvard Business Review Analytic Services on business transformation and the CIO role. It finds that some companies called "Innovation Accelerators" are accelerating business transformation through IT-enabled innovation. These companies share six common traits: 1) innovation leadership starts at the top with the CEO; 2) they take a structured approach to innovation but value speed over perfection; 3) they collaborate across functions and boundaries to gain diverse perspectives; 4) their CIOs focus more on strategic activities; 5) IT actively contributes to innovation; and 6) they invest more in and reward innovation. The report provides examples of how Innovation Accelerators are using technologies like analytics and mobility to transform customer engagement, business
Ericka pionin digital transformation – definedEricka Pionin
Digital Transformation – Defined
To be successful, companies must focus on customer experience and to remain sustainable, they must invest in digital technology.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
Why the HR Service Center is Critical to Digital TransformationCAROL MALIA
The document discusses how HR can play a key role in digital business transformation by embracing the right service delivery model and technology. It argues that HR needs to standardize processes through a shared services model to free up resources for more strategic work. It also stresses the importance of employee self-service tools that are intuitive and mobile-friendly. The document provides recommendations for how HR can utilize workflow automation, social collaboration tools, security, and data privacy to better support the needs of a digital workplace.
The document discusses how financial services firms can adapt to a customer-centric world undergoing digital transformation. It outlines several key components for a successful digital transformation strategy, including commitment from top leadership, developing a large-scale customer-led vision, adopting the right organizational structure, building a team of diverse digital leaders, developing a compelling talent strategy, and aligning company culture around innovation. The overall goal is for financial institutions to attract and retain top digital talent that can help reinvent customer experience and compete against new digital disruptors.
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This document discusses the importance of developing a growth mindset within organizations in order to take advantage of opportunities in the digital world. It argues that companies need agile cultures that embrace change and innovation. The document provides examples of companies like Netflix, Blockbuster, Starbucks and hospitals that cultivated growth mindsets and were able to adapt to digital transformations, compared to those like Blockbuster that did not and failed. It identifies characteristics of agile organizations like responsiveness, collaboration, and learning mindsets. Leaders must shape cultures, engage employees and align practices to develop these agile cultures.
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As new technologies cause value chains to rapidly evolve and organizational boundaries to blur, human roles and tasks are also digitizing, as machines alter how knowledge work is performed.
Business transformation and the cio roleSalisu Borodo
The document discusses a report by Harvard Business Review Analytic Services on business transformation and the CIO role. It finds that some companies called "Innovation Accelerators" are accelerating business transformation through IT-enabled innovation. These companies share six common traits: 1) innovation leadership starts at the top with the CEO; 2) they take a structured approach to innovation but value speed over perfection; 3) they collaborate across functions and boundaries to gain diverse perspectives; 4) their CIOs focus more on strategic activities; 5) IT actively contributes to innovation; and 6) they invest more in and reward innovation. The report provides examples of how Innovation Accelerators are using technologies like analytics and mobility to transform customer engagement, business
Ericka pionin digital transformation – definedEricka Pionin
Digital Transformation – Defined
To be successful, companies must focus on customer experience and to remain sustainable, they must invest in digital technology.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
- The document discusses a report by Harvard Business Review Analytic Services on how IT-enabled innovation is transforming businesses and the role of the CIO.
- It finds that about a third of surveyed companies are "Innovation Accelerators" that pursue technology-driven business innovation throughout the organization.
- Innovation Accelerators are more likely to see significant changes to how they engage with customers, their business models, products/services, and employee processes over the next three years compared to other companies.
Organizational Change Management: A Make or Break Capability for Digital SuccessCognizant
To realize the full benefits of digital transformation programs, businesses must manage the impact of digital change on their operational structure, culture and employees.
CIO Insights from the Global C-suite StudyCasey Lucas
Moving from the back office to the front lines - CIO insights from the Global C-suite Study
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.
Microsoft Digital_Transformation_Project_Report.PDFMatthew Lambert
Digital transformation is seen as an urgent priority by many organisations due to the threat of disruption. Nearly half of business leaders believe their current business model will cease to exist within the next five years. Half of respondents expect their industry will be disrupted within the next two years. The top drivers for digital transformation initiatives are improving the customer experience, optimising operations, and ensuring business survival. However, some organisations still view digital transformation narrowly in terms of technology rather than a holistic business transformation.
Technology management in the age of the customerLithium
Don’t look now, but your company is losing control. Customers are now in the driver’s seat. Learn more by reading this Forrester Report on "Technology Management
In The Age Of The Customer."
1) The document discusses how the pace and magnitude of change facing organizations has accelerated due to factors like evolving technology and data. This constant disruption has made managing change difficult.
2) It examines high-performing organizations called "Change Architects" that have found ways to effectively manage change while work continuously changes. These organizations empower change leaders, engage employees in change conversations, and create a culture that facilitates ongoing change.
3) The document predicts that over the next five years, the focus of change management will shift from traditional IT projects to more business-driven initiatives like enterprise transformation, business analytics, and social business. Successful organizations will integrate technologies and processes globally to meet changing customer demands.
The document discusses 10 key trends transforming facilities management:
1. Outsourcing is evolving to deliver more complex, integrated services and is expected to be a $1 trillion global market by 2025.
2. Workplaces must accommodate multi-generational workforces and balance needs of different age groups rather than focus on generational preferences alone.
3. Wellness programs that boost productivity and attract talent are increasingly important for employers.
4. Collaboration spaces that foster innovation are in higher demand.
5. Technology enables more data-driven decision making, personalized workspaces, and smart buildings with integrated sensors and systems.
6. Serviced offices and co-working spaces are growing in popularity to meet flexible
Unleashing Potential in the Age of Digital Transformation for Thriving Organi...Mohamed Bouanane
In the age of AI and today's fast-paced interconnected world and rapidly evolving business landscape, digital transformation is no longer a choice but a strategic imperative for organizations seeking to stay ahead of the competition.
Indeed, organizations face increasing pressure to adapt and harness the power of data, analytics, and digital transformation to be the most effective. With the advent of artificial intelligence (AI), the potential for enhancing operational efficiency, boosting productivity, and delighting customers and citizens has never been greater. Yet, many business and public leaders grapple with understanding where to start and how to measure the impact of these cutting-edge technologies.
Our comprehensive article, "Unleashing Potential: Levelling-up, Data Governance and Generative AI" combines five essential themes to provide a complete guide for organizations seeking to tap into their latent potential and excel in the age of data and AI.
This article explores the alchemy between digital transformation, data governance and intelligence, and the adoption of AI to reinvent organizations, deliver innovative services and create value for all, understanding the subtleties of these converging forces.
Your Digital Journey is Being Mapped by Your CustomersCapgemini
Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
The document summarizes key insights from a study of over 4,000 C-level executives, including 342 Chief Human Resource Officers, about how HR functions need to transform to support "customer-activated" organizations. The main points are:
1) HR must focus on developing new customer-facing roles and using analytics to enhance the customer experience.
2) Social/digital technologies are changing how work gets done, requiring HR to address challenges like BYOD policies and digital reputation.
3) While CHROs recognize the need to understand customers better, HR is still seen as transactional rather than strategic. Overcoming this perception is a hurdle to HR transforming.
The ecosystem equation collaboration in the connected economy @harvard biz @i...Diego Alberto Tamayo
The document discusses the shift to the connected economy, where value is created through technology-enabled connections between people, machines, and organizations. It finds that only 18% of surveyed organizations have significantly adopted connected economy business models, while over half recognize significant revenue is threatened by digital disruption. Connected economy leaders have realized stronger revenue growth and earn more from new products compared to laggards. Leaders also demonstrate greater senior leadership involvement in digital initiatives, cross-functional collaboration, skills development, and dedicated digital transition teams.
Harvard Business Review_The Ecosystem Equation - Collaboration in the Connect...Beth Taylor
The document discusses the shift to the connected economy, where value is created through technology-enabled connections between people, machines, and organizations. It finds that only 18% of surveyed organizations have significantly adopted connected economy business models, while over half recognize significant revenue is threatened by digital disruption. Connected economy leaders have realized stronger revenue growth and earn more from new products compared to laggards. Leaders also demonstrate greater senior leadership involvement in digital initiatives, cross-functional collaboration, skills development, and dedicated digital transition teams.
We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
Authors - Alex Adamopoulos and Bob Kantor
E VOLVING STRATEGIC BUSINESS imperatives, trends, and disrupters are driving a seismic shift in the way IT organizations operate. This report-part of a series exploring the merger of business and technology strategies and the reimag- ination of technology's role in the business-aims to address fundamental questions about the future of work in technology
Digital transformations require reinventing a company's core capabilities to find new sources of revenue. This involves rethinking the value proposition, people, processes, and technology that comprise a business. A proven approach involves four phases - Discover opportunities, Design new customer experiences, Deliver changes through partnerships, and De-risk the process. Most companies fail because they don't fully execute across all phases, underinvesting in capabilities or not driving change thoroughly. Radical reinvention is needed to remain competitive in the digital age.
In recent years, Capital market players have had to adapt to changing macroeconomics, challenging growth environment and increasing regulatory burden. The advances of digital technology have presented threat as well opportunities for traditional players. This article presents high level analysis of various business models and explores potential instances of a truly digital operating model.
Latest trends in hr 2020 - pexitics (people excellence indicator analytics)Subhashini S Tripathi
Top Trends in HR and People Management 2020 – The Surge of the Gig economy
2020 is set to be a momentous year. We , at Pexitics (People Excellence Indicator Analytics) bring to you the important trends in the way People Management will evolve in the near future.
Digital transformation a road-map for billion-dollar organizations - capgem...Rick Bouter
This document summarizes findings from Phase 1 of a digital transformation study conducted by MIT and Capgemini Consulting. The study involved interviews with 157 executives from 50 large companies across different industries and geographies. The key findings were:
1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
3) Driving digital transformation from the top is important for success, with a focus on how to change, not just what will change.
See discussions, stats, and author profiles for this publicatiaryan532920
This document discusses digital business models for sustainability. It explores how digital transformation is impacting business models and forcing companies to rethink their strategies. The key technologies driving digital transformation are discussed, including cloud computing, IoT, machine learning, robotics, mobile technology, and big data. The document also presents a five-phase model for developing digital business models: digital reality, digital ambition, digital potential, digital fit, and digital implementation. Overall, the document examines how digitalization is radically transforming businesses and creating new opportunities for sustainable value creation.
Major Benefits and Drivers of IoT.Background According to T.docxjesssueann
Major Benefits and Drivers of IoT.
Background: According to Turban (2015),The major objective of IoT systems is to improve productivity, quality, speed, and the quality of life. There are potentially several major benefits from IoT, especially when combined with Artificial Intelligence (AI).
Reference: Sharda, R., Delen, Dursun, and Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support. 11th Edition. By PEARSON Education. Inc.
ISBN-13: 978-0-13-519201-6
Assignment/Research: Go to pages 694 to 695 of your recommended textbook and familiarize yourself with the contents therein. Go ahead and make a list of the major benefits and drivers of IoT, thereafter pick two from each list and discuss them briefly.
Your research paper should be at least three pages (800 words), double-spaced, have at least 4 APA references, and typed in an easy-to-read font in MS Word
.
Major Assessment 2 The Educated Person” For educators to be ef.docxjesssueann
Major Assessment 2: The “Educated Person” For educators to be effective in supporting diverse learners, they need to develop, possess, and continually refine their vision of the “educated person.” In other words, they need to have a vision of their goals and outcomes for educating students. Prepare a statement of your image of and beliefs and values about the educated person. Explain your beliefs about the role of the teacher in valuing and encouraging others to value the image of an educated person. Be certain to address the roles of cultural diversity in achieving a viable vision of the educated person. Begin by reading the key documents discussed in the chapters in this section. Reference at least five additional current professional references to illustrate your position. Organize your presentation by sections and use American Psychological Association (APA) style for citing references in the body of the text and for developing your reference list. Include the following sections in your paper:
1. Introduction
2. Vision of learning and the educated person (critical knowledge, skills, dispositions)
3. Role of the teacher in providing an effective instructional program and applying best practices to student learning
4. Critical issues in promoting the success of all students and responding to diverse community needs
5. Capacity to translate the image of the educated person into educational aims and organizational goals and processes
6. Conclusion
7. References
.
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2) It examines high-performing organizations called "Change Architects" that have found ways to effectively manage change while work continuously changes. These organizations empower change leaders, engage employees in change conversations, and create a culture that facilitates ongoing change.
3) The document predicts that over the next five years, the focus of change management will shift from traditional IT projects to more business-driven initiatives like enterprise transformation, business analytics, and social business. Successful organizations will integrate technologies and processes globally to meet changing customer demands.
The document discusses 10 key trends transforming facilities management:
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2. Workplaces must accommodate multi-generational workforces and balance needs of different age groups rather than focus on generational preferences alone.
3. Wellness programs that boost productivity and attract talent are increasingly important for employers.
4. Collaboration spaces that foster innovation are in higher demand.
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6. Serviced offices and co-working spaces are growing in popularity to meet flexible
Unleashing Potential in the Age of Digital Transformation for Thriving Organi...Mohamed Bouanane
In the age of AI and today's fast-paced interconnected world and rapidly evolving business landscape, digital transformation is no longer a choice but a strategic imperative for organizations seeking to stay ahead of the competition.
Indeed, organizations face increasing pressure to adapt and harness the power of data, analytics, and digital transformation to be the most effective. With the advent of artificial intelligence (AI), the potential for enhancing operational efficiency, boosting productivity, and delighting customers and citizens has never been greater. Yet, many business and public leaders grapple with understanding where to start and how to measure the impact of these cutting-edge technologies.
Our comprehensive article, "Unleashing Potential: Levelling-up, Data Governance and Generative AI" combines five essential themes to provide a complete guide for organizations seeking to tap into their latent potential and excel in the age of data and AI.
This article explores the alchemy between digital transformation, data governance and intelligence, and the adoption of AI to reinvent organizations, deliver innovative services and create value for all, understanding the subtleties of these converging forces.
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Capgemini's Scott Clarke talks with with MIT Sloan Management Review contributing editor Michael Fitzgerald about the impact of digital transformation and the reception of the research in the market.
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1) HR must focus on developing new customer-facing roles and using analytics to enhance the customer experience.
2) Social/digital technologies are changing how work gets done, requiring HR to address challenges like BYOD policies and digital reputation.
3) While CHROs recognize the need to understand customers better, HR is still seen as transactional rather than strategic. Overcoming this perception is a hurdle to HR transforming.
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We’ve worked with Executives and IT leaders for over 30 years, and the single most common complaint we hear from them is their profound frustration with the lack of results and transparency from their never-ending IT investments.
To add further complexity, the demand for digital products and services has made it increasingly difficult for organizations to make ongoing investments and balance the need for innovation with optimization.
The latest data, combined from global enterprises, big consulting and research firms, makes the case that companies need to urgently act to address the digital disruption of their business and their related skills gaps. The data shows that 70% of digital business initiatives are likely to fail to deliver business growth, due to lack of business process and product innovation, as well as poor organizational adaptability.
Poor governance and legacy product management processes to align business and IT initiatives, coupled with insufficient leadership engagement across the organization, are the main reason most companies are wasting money on IT.
This thought paper speaks to these challenges and how optimizing both technology innovation and cross-organizational engagement will accelerate the positive business outcomes that organizations are looking to achieve especially in lieu of increasing digital disruption.
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1) Companies face common pressures to begin digital transformations from customers, employees, and competitors due to changing expectations and increasing pace of business, however they are transforming at different speeds with different results.
2) Successful digital transformations involve transforming customer experiences, operational processes, business models, and developing digital capabilities, not just implementing new technologies.
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Background: According to Turban (2015),The major objective of IoT systems is to improve productivity, quality, speed, and the quality of life. There are potentially several major benefits from IoT, especially when combined with Artificial Intelligence (AI).
Reference: Sharda, R., Delen, Dursun, and Turban, E. (2020). Analytics, Data Science, & Artificial Intelligence: Systems for Decision Support. 11th Edition. By PEARSON Education. Inc.
ISBN-13: 978-0-13-519201-6
Assignment/Research: Go to pages 694 to 695 of your recommended textbook and familiarize yourself with the contents therein. Go ahead and make a list of the major benefits and drivers of IoT, thereafter pick two from each list and discuss them briefly.
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1. Introduction
2. Vision of learning and the educated person (critical knowledge, skills, dispositions)
3. Role of the teacher in providing an effective instructional program and applying best practices to student learning
4. Critical issues in promoting the success of all students and responding to diverse community needs
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6. Conclusion
7. References
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15-2aHow Identity Theft Occurs
Perpetrators of identity theft follow a common pattern after they have stolen a victim’s identity. To help you understand this process, we have created the “identity theft cycle.” Although some fraudsters perpetrate their frauds in slightly different ways, most generally follow the stages in the cycle shown in Figure 15.1.
Stage 1. Discovery
1. Perpetrators gain information.
2. Perpetrators verify information.
Stage 2. Action
1. Perpetrators accumulate documentation.
2. Perpetrators conceive cover-up or concealment actions.
Stage 3. Trial
1. First dimensional actions—Small thefts to test the stolen information.
2. Second dimensional actions—Larger thefts, often involving personal interaction, without much chance of getting caught.
3. Third dimensional actions—Largest thefts committed after perpetrators have confidence that their schemes are working.
Figure 15.1The Identity Theft Cycle
Stage 1: Discovery
The discovery stage involves two phases: information gathering and information verification. This is the first step in the identity theft cycle because all other actions the perpetrator takes depend upon the accuracy and effectiveness of the discovery stage. A powerful discovery stage constitutes a solid foundation for the perpetrator to commit identity theft. The smarter the perpetrator, the better the discovery foundation will be.
During the gaining information phase, fraudsters do all they can to gather a victim’s information. Examples of discovery techniques include such information-gathering techniques as searching trash, searching someone’s home or computer, stealing mail, phishing, breaking into cars or homes, scanning credit card information, or using other means whereby a perpetrator gathers information about a victim.
During the information verification phase, a fraudster uses various means to verify the information already gathered. Examples include telephone scams, where perpetrators call the victim and act as a representative of a business to verify the information gathered (this is known as pretexting), and trash searches (when another means was used to gather the original information). Although some fraudsters may not initially go through the information verification process, they will eventually use information verification procedures at some point during the scam. The scams of perpetrators who don’t verify stolen information are usually shorter and easier to catch than scams of perpetrators who verify stolen information.
Step 2: Action
The action stage is the second phase of the identity theft cycle. It involves two activities: accumulating documentation and devising cover-up or concealment actions.
Accumulating documentation refers to the process perpetrators use to obtain needed tools to defraud the victim. For example, using the information already obtained, perpetrators may apply for a bogus credit card, fake check, or driver’s license in the victim’s name. Although the perpetra.
Macro Presentation – Australia Table of ContentOver.docxjesssueann
Macro Presentation – Australia
Table of Content:
Overview
Nominal GDP & Real GDP
GDP/Capita
Inflation rate
Exports & Imports
Unemployment Rate & Labor force
labor force participation & composition of labor force
Money Supply
pie-chart (composition of the economy)
strengths and weaknesses of this economy
Overview:
sixth-largest country in the world.
Australia is a continent & an island
located in Oceania
Population: 25.2 million
Australia is one of the wealthiest Asia
the world’s 14th largest (economically)
Overview:
GDP :
$1.3 trillion
2.8% growth
2.6% 5-year compound annual growth
$52,373 per capita
Unemployment: 5.4%
Inflation (CPI): 2.0%
Characterized by: diverse services, technology sectors & low government debt
five key reasons for investing in Australia: Robust Economy, Dynamic Industries, Innovation and Skills, Global Ties and Strong Foundations & compares Australia’s credentials with other countries.
GDP:
Nominal GDP & Real GDP:
Nominal GDP:
1.434 trillion
Real GDP:
45439.30 $
GDP/Capita:
57,373.687
Inflation Rate:
Inflation Rate 2018 = 1.9%
Inflation Rate 2017 = 1.9%
Inflation Rate 2016 = 1.3%
Inflation Rate 2015 = 1.5%
Inflation Rate 2014 = 2.5%
Inflation Rate 2013 = 2.5%
Inflation Rates over 5 years
عمود12013201420152016201720182.52.51.51.31.91.9عمود2201320142015201620172018
Exports & Imports:
Exports:
Bituminous coal
iron ores and concentrates
Gold
Petroleum oils and oils obtained from bituminous
Copper ores and concentrates
The total value of exports: is US$ 252,776 million.
Imports:
Petroleum oïl
Automobiles with reciprocating piston engine di
Transmission apparatus
Diesel powered trucks
The total value of imports: is US$ 235,519 million
Exports & Imports (partners) :
Exports:
China
Japan
Korea
India
United sates
Imports:
China
United states
Japan
Germany
Thailand
Unemployment Rate & Labor force:
Unemployment Rate:
5.4%
Labor force:
79%
labor force participation & composition of labor force:
labor force participation:
77.558
composition of labor force:
Employed = 12658.6
Unemployed = 671.0
Labour force =
12658.6 + 671.0 = 13329.6
Nationals = 29.7 %
foreigners+ = 70.3 %
Money Supply:
M1 = 1189.19
M3 = 2231.55
pie-chart (composition of the economy):
70% of coal, 54% of iron, service industry 70%, Agriculture 12%
المبيعاتcoalironindustryagriculture70547012
strengths and weaknesses of this economy:
Weaknesses:
The quality of life in Australia is high & not permanent
The size of their investment
Most concentrated investments: coal, gas, iron mining
Solution
s & Suggestion:
To sustain a high quality of life long-term:
Many investments with added value ‘not from their priorities’ : (workforce for education, high teach sector in nanotechnology + solar energy & agricultural innovation) > should focus on
strengths and weaknesses of this economy:
Strength:
Mining is a strong investment in Australia
References:
https://www.h.
M.S Aviation Pty Ltd TA Australian School of Commerce RTO N.docxjesssueann
This document is an assessment booklet for the unit BSBINN601 Lead and manage organisational change. It contains information on the assessment process, requirements, tasks and evidence to be collected to determine competency. The assessments will take place at the Australian School of Commerce campus and involve knowledge tests, project work and roleplays to demonstrate skills in leading and managing organizational change.
M4.3 Case StudyCase Study ExampleJennifer S. is an Army veter.docxjesssueann
M4.3 Case Study
Case Study Example:
Jennifer S. is an Army veteran of Operation Freedom. Since returning home, Jennifer has suffered from recurrent headaches, ringing in her ears, difficulty focusing, and dizziness. In addition, soon after returning home, she began to experience moments of panic when in open spaces; flashbacks reliving the blast and the death of fellow soldiers; feelings of emotional numbness and depression; and being easily startled. She was placed on medical leave and diagnosed with Post Traumatic Stress Disorder (PTSD) and is currently being seen by a psychiatrist at the VA hospital. Her husband understands the concept of PTSD but is unprepared to handle his wife’s deteriorating condition.
Recently, Jennifer was seen at the local urgent care center for recurrent headaches, complaints of shortness of breath, and chest pain. Her husband informed the urgent care nurse that for the past four weeks his wife has been unable to care for the children, remains in bed, complaining of headaches, and is very ‘jumpy’.
The nurse assesses Jennifer knowing that returning veterans with PTSD and their families face an array of challenges, with implications for the veterans, their partners, and their children. The nurse considers referring them to: a social worker specializing in crisis intervention for veterans, a family counselor, the school nurse, a family health care practitioner.
Key elements of the nurse’s assessment are as follows:
Jennifer is 33 year-old woman who enlisted in Reserve Officers’ Training Corps (ROTC) in college, where she majored in Journalism. Upon graduation, she obtained a position in the Army as public affairs broadcast specialist. Her first assignment was at a base in upstate New York. Three years ago, she was relocated to the St. Louis, Missouri area. Jennifer has been married to her husband, Zane, for 14 years and they have two children ages six and ten. Cameron is ten years-old and entering middle school and Zeta is six years-old and in kindergarten. Zane works as a civil engineer in the St. Louis area. Both Jennifer and Zane come from large families who reside in the Boston area. Jennifer’s family is Portuguese and Zane's is Irish, they were both raised Catholic. While Jennifer was deployed, her mother moved in with Zane and the children to provide additional support and child care.
One year ago, Jennifer was deployed to Afghanistan on a six month assignment to report on the events of the war: she thought she had a ‘safe’ assignment. While working on a story in the field an Improvised Explosive Device (IED) exploded near her: two soldiers and four citizens were killed including one child. Although she was unhurt, she was unable to sleep after this event. Upon returning stateside, she began experiencing vivid nightmares, sleeplessness, survivor guilt, and depression. She was recently diagnosed with PTSD and is attempting to find a support group and counseling. Unfortunately, she has found that treatment for fe.
make a histogram out of this information Earthquake Frequency .docxjesssueann
This document provides earthquake frequency data categorized by magnitude. Great earthquakes occur annually, major earthquakes occur 18 times annually, strong earthquakes occur 120 times annually, and moderate earthquakes occur 800 times annually.
Love Language Project FINAL PAPERLove Language Project Part .docxjesssueann
Love Language Project FINAL PAPER
Love Language Project Part I
Objective:
To demonstrate the principles of love languages and effective use of interpersonal communication skills through “gifting” a close interpersonal relationship.
Assignment:
Please research the 5 Love Languages. Set a time when you can interview your selected person, at least ½ hour. Choose a quiet, comfortable environment where you will be able to listen effectively. The goal of your interview is to learn how your selected person most likes to receive expressions of affection.
You might begin by sharing the five love languages with them and asking some versions of the following questions:
1. Based on the descriptions in this section and this piece, which of the five love languages is most appealing to you to receive?
2. Can you share a story/example of a time when you received affection this way?
3. Which is the most challenging/uncomfortable love language for you to receive?
4. Can you share a story/example of a time when you received affection this way?
5. What changes do you think you could make in the way you receive affectionate messages in your close relationships?
Please describe the person that you chose to interview and your relationship with them. Then, post their responses to the questions
Love Language Project Part II
Write a personal reflection paper, at least 1.5 pages long, double spaced, typed, include the following:
1. What did you learn about your selected person and their preferred love languages from your interview? What was challenging about the interview? What surprised you?
2. How does their preferred love languages differ from yours? Did this make it difficult to plan your special event?
3. Comment on planning your Love Language Event. How did you come up with your ideas? What was easy and what was challenging?
4. Comment on implementing your Love Language Event. What was enjoyable? What was challenging? Did it go as you’d planned?
5. Comment on the Love Language Project in general. What did you learn? About the other person? About yourself?
6. How might what you learned during this Love Language Project affect your expressions of affection in other relationships?
.
Major Computer Science What are the core skills and knowledge y.docxjesssueann
Major: Computer Science
What are the core skills and knowledge you hope to acquire by completing a degree in this major and how do you plan to apply these when you graduate?
Please provide any other information about yourself that you feel will help this college make an admission decision. This may include work, research, volunteer activities or other experiences pertaining to the degree program.
.
Major Crime in Your CommunityUse the Internet to search for .docxjesssueann
Major Crime in Your Community
Use the Internet to search for a recent major crime in your community.
Write a report (narrative only) based on the account of the incident, using the outline process mentioned in chapter three of the course text.
You may simulate interviews and "fill in" any unknown information required to complete the report.
Be sure to include the characteristics of an effective police report covered in chapter three.
Instructions
This report must be at
least 2 pages
of written text.
· The entire paper must be your original work
· This report will use 1-inch margins, Times New Roman 12-point font, and double spacing.
· Cite your source – where do you get the information for your report?
.
Major Assignment - Learning NarrativeWrite a learning narr.docxjesssueann
Major Assignment - Learning Narrative
Write a
learning narrative
that narrates a specific event from your life that helped you learn something new about yourself or others. Your narrative should focus on a specific event in a narrow timeframe, using vivid description, narration, detail, and dialogue to organize your memories and make the significance of what happened clear to an audience.
Assignment
A
narrative
is a specific type of essay that uses stories of particular moments to help audiences perceive, understand, and "appreciate the value of an idea" (
The Composition of Everyday Life
, Ch. 1, p. 19).
For this essay, you will write a
learning narrative
, a specific type of narrative that focuses on showing how a particular moment from your memory changed how you thought about yourself or others. The learning narrative requires you to organize your memories and decide which details best show an audience how the events from your past affected you. A learning narrative is broader than a "literacy narrative": while you can write about how language or education changed your life, you also can write about other things you learned through music, sports, business, or in any other relevant setting.
In order to write a strong, focused narrative, you will need to be attentive to the following expectations for the essay:
Find the significance:
Think of how your narrative connects your memories to feelings / concepts others have experienced
Tell a particular story:
Like Keller and Zimmer, choose a single moment or event that can reflect your process of learning
Choose relevant details:
Include only those details that contribute to the significance
Narrate and describe:
Add emotional weight and interest to your story by narrating events with dialogue, action, description, and sensory experiences
Caution
: Please keep in mind that writing in this class is public, and anything you write about yourself may be shared with other students and instructors. Please only write about details that you are comfortable making public within our classroom community. You should know that your teacher is required by the State of Texas
(Links to an external site.)
to report any suspected incidents of discrimination, harassment, Title IX sexual harassment, and sexual misconduct to the UNT Title IX coordinators. If you have any questions about anything personal that you might want to disclose, email your teacher first or consult with one of the resources listed on this page:
Information on Sexual Violence and Mandatory Reporting.
Format and Length
Format
: Typed, double-spaced, submitted as a word-processing document.
12 point,
serif font (Links to an external site.)
(i.e. Times New Roman; Garamond; Book Antiqua), 1-inch margins.
Length
: 750 - 1000 words (approx. 3-4 pages)
Objectives and Questions
These questions help to guide discussion and set up the objectives for this unit.
What is an experience? What are significant experience.
Looking to have this work done AGAIN. It was submitted several times.docxjesssueann
This student had submitted an assignment multiple times but it did not meet the professor's requirements and they are looking for help correcting it based on the feedback provided. They are including their previous submission, the assignment instructions, and the professor's feedback on what is still missing.
Major Assessment 1 Develop a Platform of Beliefs The following .docxjesssueann
Major Assessment 1: Develop a Platform of Beliefs
The following major assessment involves integrating your knowledge and skills around defining multicultural education and being a multicultural educator. You will write a platform of beliefs about teaching and learning. Your platform should be grounded in your growing understanding of teaching and learning, as well as the knowledge base about teaching and learning. You will also describe personal strengths and challenges as an educator in building an educational environment that reflects your beliefs. In assessing your own strengths and challenge areas, include an analysis of the findings from the assessment instruments and exercises that are included in the previous chapter. You may also access additional assessment instruments. Include in your platform the following sections: 1. Introduction 2. Your platform of beliefs about teaching and learning. Some essential questions that might be addressed in your platform are these: What do you believe is the purpose of education? What is the role of the teacher? What should be taught (the curriculum)? How do people learn? How do you view students as learners? Who controls the curriculum in schools? Whose knowledge is important to include? Are state standards and tests desirable? What is the impact of standardized testing on learning? How do issues of race, class, and gender influence what you do? What is your definition of effective teaching? Who and what have influenced your beliefs (e.g., people, experiences, readings)? What is the impact of your beliefs on teaching and learning for diverse students? Make specific and clear connections between your platform and course readings and discussions. 3. Personal strengths and challenges in advancing a school vision of learning; promoting the success of all students; responding to diverse student interests and needs; understanding and responding to social, economic, legal, and cultural contexts 4. Personal goals (knowledge, skills, dispositions) that you will be working on in the future 5. Conclusions
.
Macroeconomics PaperThere are currently three major political ap.docxjesssueann
Macroeconomics Paper
There are currently three major political approaches to fixing the problem with the national debt .
1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business.
2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade partners – China – to regulate more accurately it’s currency.
3) A third group of approaches by saying we should have a balance budget amendment.
i) Identify the notable political advocates of all three positions.
ii) Give the pro’s and con’s of each approach.
Length: 2-3 pages.
Please email the paper in either
Microsoft word *.doc (97-2003) format or
Rich text format *.rtf OR GOOGLE DOCS
font 12 double-space
1-inch margins
Bibliography need not be inclusive in writing size.
SOURCES
Agresti, James D. "National Debt." National Debt - Just Facts. N.p., 26 Apr. 2011. Web. 24 Apr. 2015.
"Americans for a Balanced Budget Amendment." Balanced Budget Amendment. N.p., n.d. Web. 01 May 2015.
"Bailout Timeline: Another Day, Another Bailout." ProPublica. N.p., n.d. Web. 26 Apr. 2015.
Bandow, Doug. "Federal Spending: Killing the Economy With Government Stimulus." Forbes. Forbes Magazine, 6 Aug. 2012. Web. 01 May 2015.
FROM UNIT 2 FOLDER
Macroeconomics Paper
There are currently three major political approaches to fixing the problem with the national debt .
1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business.
2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade partners – China – to regulate more accurately it’s currency.
3) A third group of approaches by saying we should have a balance budget amendment.
i) Identify the notable political advocates of all three positions.
ii) Give the pro’s and con’s of each approach.
Length: 2-3 pages.
Please email the paper in either
Microsoft word *.doc (97-2003) format or
Rich text format *.rtf
font 12
double-spaced
1-inch margins
Bibliography need not be inclusive in writing size.
"Federal Spending, Budget, and Debt."
Solution
s.heritage.org. N.p., n.d. Web. 01 May 2015.
Lee, Bonnie. "Tax Breaks Every Small Business Needs to Know About." Smallbusiness.foxbusiness.com. N.p., 24 June 2013. Web. 01 May 2015.
Rifkin, Jesse. "Advocates See 2015 As Year Of The Balanced Budget Amendment." The Huffington Post. TheHuffingtonPost.com, 3 Feb. 2015. Web. 01 May 2015.
Macroeconomics Paper
There are currently three major political approaches to fixing the problem with the national debt .
1) One group of advocates is asking that we cut down government expenditures and give more tax breaks and incentives to small and big business.
2) Another group of advocates is saying that we must emphasize our exports by lowering our dollar value or forcing our trade p.
M A T T D O N O V A NThings in the Form o f a Prayer in.docxjesssueann
M A T T D O N O V A N
Things in the Form o f
a Prayer in the Form
o f a Wail
H e r e ’s t h e j o u r n e y i n m i n i a t u r e .Oscar Hammerstein, not long before stomach cancer kills him,
writes the song as a duet between Marie and the Mother Abbess, for a
scene in which the plucky nun is told she’s being booted from the con
vent since she privileges melody over God. Marie doesn’t want to serve
as governess for the Von Trapp clan, but she’s already shown her hand
by giving rapturous voice to a song that summons the bliss and solace
o f secular joys. She needs to go. Although the film version of The Sound
of Music will shift “My Favorite Things” to the thunderstorm scene in
which Marie offers up raindrops on roses and warm woolen mittens as
balm to the terrified kids, John Coltrane’s classic jazz cover much more
radically revamps the Broadway hit, transfiguring mere catchiness into
complex modalities. Yet if this were simply a one-off recording, there
wouldn’t be much to say: turning cornball consolation into jazz isn’t
news. Instead, Coltrane can’t relinquish it. Instead, even throughout all
his late music-as-prayer work, he never lets go of the show tune.
“We played it every night for five years,” drummer Elvin Jones re
membered. “We played it every night like there would be no tomorrow.
Like it would be the last time we played it.” His son, Ravi Coltrane,
calculates that his father’s band played “My Favorite Things” thousands
o f times as a regular fixture in the set: “They worked a lo t— forty-five
weeks a year, six nights a week, three sets, sometimes even four sets on
the weekend. You’re talking about getting the blade as sharp as can be.”
But of all the blades to w het— especially one bedecked with ponies
and kittens— why that song in particular?
M y f i r s t e n c o u n t e r with Coltrane’s late free jazz work came from
an unlikely source: the writings o f cult rock critic Lester Bangs. At the age
o f fourteen, I stumbled upon a copy of his collected writings— Psychotic
632
Reactions and Carburetor Dung— and proceeded to treat it as less an assem
blage o f essays and music reviews than a checklist of writers and albums I
was obliged to track down if I might ever break free from my Ohio sub
urbs. The Velvet Underground, William Burroughs, Iggy and the Stooges’
Metallic K.O. (a live album in which you can hear beer bottles shattering
against guitar strings), and even Baudelaire all first came tumbling my
way through the same careening chute of Bangs’s writing. His claim that
Van Morrison’s Astral Weeks was fueled by many lifetimes o f wisdom
lured me into transcribing the entirety o f the album’s lyrics in my algebra
notebook, and the visible bottom edge of an Undertones poster in his
author photograph led me, without having heard a note o f the band’s
music, to bike six miles to Spin More records in Kent on a quest to
cobble together their discography.
Sandwiched between articl.
M A R C H 2 0 1 5F O R W A R D ❚ E N G A G E D ❚ .docxjesssueann
M A R C H 2 0 1 5
F O R W A R D ❚ E N G A G E D ❚ R E A D Y
A Cooperative Strategy for
21st Century Seapower
DRAFT/PRE-DECISIONAL - NOT FOR DISSEMINATION - 02 FEB
A COOPERATIVE STRATEGY FOR 21ST CENTURY SEAPOWER, MARCH 2015 [i]
America’s Sea Services—the U.S. Navy, Marine Corps, and Coast Guard—uniquely provide presence around the globe. During peacetime and times of conflict, across the full spectrum—from
supporting an ally with humanitarian assistance or disaster relief to
deterring or defeating an adversary in kinetic action—Sailors, Marines,
and Coast Guardsmen are deployed at sea and in far-flung posts to be
wherever we are needed, when we are needed. Coming from the sea, we
get there sooner, stay there longer, bring everything we need with us,
and we don’t have to ask anyone’s permission.
Our founders recognized the United States as a maritime nation and
the importance of maritime forces, including in our Constitution the re-
quirement that Congress “maintain a Navy.” In today’s dynamic security
environment, with multiple challenges from state and non-state actors
that are often fed by social disorder, political upheaval, and technological
advancements, that requirement is even more prescient.
The United States Navy, Marine Corps, and Coast Guard are our
Nation’s first line of defense, often far from our shores. As such, main-
taining America’s leadership role in the world requires our Nation’s Sea
Services to return to our maritime strategy on occasion and reassess
our approach to shifting relationships and global responsibilities. This
necessary review has affirmed our focus on providing presence around
the world in order to ensure stability, build on our relationships with allies
and partners, prevent wars, and provide our Nation’s leaders with options
in times of crisis. It has confirmed our continued commitment to main-
tain the combat power necessary to deter potential adversaries and to
fight and win when required.
Our responsibility to the American people dictates an efficient use of
our fiscal resources and an approach that adapts to the evolving security
environment. The adjustments made in this document do just that. Look-
ing at how we support our people, build the right platforms, power them
to achieve efficient global capability, and develop critical partnerships
will be central to its successful execution and to providing that unique
capability: presence.
PREFACE
[ii] Forward ✦ Engaged ✦ Ready
Seapower has been and will continue to be the critical foundation of
national power and prosperity and international prestige for the United
States of America. Our Sea Services will integrate with the rest of our
national efforts, and those of our friends and allies. This revision to A
Cooperative Strategy for 21st Century Seapower builds on the heritage
and complementary capabilities of the Navy-Marine Corps-Coast Guard
team to advan.
Lymphedema following breast cancer The importance of surgic.docxjesssueann
Lymphedema following breast cancer: The importance of
surgical methods and obesity
Rebecca J. Tsai, PhDa,*, Leslie K. Dennis, PhDa,b, Charles F. Lynch, MD, PhDa, Linda G.
Snetselaar, RD, PhD, LDa, Gideon K.D. Zamba, PhDc, and Carol Scott-Conner, MD, PhD,
MBAd
aDepartment of Epidemiology, College of Public Health, University of Iowa, Iowa City, IA, USA.
bDivision of Epidemiology and Biostatistics, College of Public Health, University of Arizona,
Tucson, AZ, USA.
cDepartment of Biostatistics, College of Public Health, University of Iowa, Iowa City, IA, USA.
dDepartment of Surgery, College of Medicine, University of Iowa, Iowa City, IA, USA.
Abstract
Background: Breast cancer-related arm lymphedema is a serious complication that can
adversely affect quality of life. Identifying risk factors that contribute to the development of
lymphedema is vital for identifying avenues for prevention. The aim of this study was to examine
the association between the development of arm lymphedema and both treatment and personal
(e.g., obesity) risk factors.
Methods: Women diagnosed with breast cancer in Iowa during 2004 and followed through 2010,
who met eligibility criteria, were asked to complete a short computer assisted telephone interview
about chronic conditions, arm activities, demographics, and lymphedema status. Lymphedema was
characterized by a reported physician-diagnosis, a difference between arms in the circumference
(> 2cm), or the presence of multiple self-reported arm symptoms (at least two of five major arm
symptoms, and at least four total arm symptoms). Relative risks (RR) were estimated using
logistic regression.
Results: Arm lymphedema was identified in 102 of 522 participants (19.5%). Participants treated
by both axillary dissection and radiation therapy were more likely to have arm lymphedema than
treated by either alone. Women with advanced cancer stage, positive nodes, and larger tumors
along with a body mass index > 40 were also more likely to develop lymphedema. Arm activity
level was not associated with lymphedema.
*Correspondence and Reprints to: Rebecca Tsai, National Institute for Occupational Safety and Health, 4676 Columbia Parkway,
R-17, Cincinnati, OH 45226. [email protected] Phone: (513)841-4398. Fax: (513) 841-4489.
Authorship contribution
All authors contributed to the conception, design, drafting, revision, and the final review of this manuscript.
Competing interest
Conflicts of Interest and Source of Funding: This study was funded by the National Cancer Institute Grant Number: 5R03CA130031.
All authors do not declare any conflict of interest.
All authors do not declare any conflict of interest.
HHS Public Access
Author manuscript
Front Womens Health. Author manuscript; available in PMC 2018 December 14.
Published in final edited form as:
Front Womens Health. 2018 June ; 3(2): .
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Lukas Nelson and his wife Anne and their three daughters had been li.docxjesssueann
Lukas Nelson and his wife Anne and their three daughters had been living in their house for over five years when they decided it was time to make some modest improvements. One area they both agreed needed an upgrade was the bath tub. Their current house had one standard shower bathtub combination. Lukas was 6 feet four, and could barely squeeze into it. In fact, he had taken only one bath since they moved in. He and Anne both missed soaking in the older, deep bath tubs they enjoyed when they lived back East.
(Rest of case not shown due to length.)
What factors and forces contributed to scope creep in this case?
Is this an example of good or bad scope creep? Explain.
How could scope creep been better managed by the Nelson
.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
Andreas Schleicher, Director of Education and Skills at the OECD presents at the launch of PISA 2022 Volume III - Creative Minds, Creative Schools on 18 June 2024.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
SWOT analysis in the project Keeping the Memory @live.pptx
Legislation Comparison Grid TemplateUse this document to com.docx
1. Legislation Comparison Grid Template
Use this document to complete Part 1 of the Module 2
Assessment Legislation Comparison Grid and
Testimony/Advocacy Statement
Health-related Bill Name
Bill Number
Description
Federal or State?
Legislative Intent
Proponents/ Opponents
Proponents:
Opponents:
Target Population
Status of the bill (Is it in hearings or committees? Is it receiving
press coverage?)
General Notes/Comments
Legislation Comparison Grid Template
3. This chapter focuses on Gen Y employees who are also known
as
“ digital natives” and “ millennials.” Gen Y employees possess
the
attributes to assist companies in transforming their workforce to
meet the accelerated change in the competitive landscape. Most
executives across industries recognize that digital technologies
are
the most powerful variable to maintaining and expanding
company
markets. Gen Y employees provide a natural fit for dealing with
emerging digital technologies. However, success with
integrating
Gen Y employees is contingent upon baby boomer and Gen X
man-
agement to adapt new leadership philosophies and procedures
suited
to meet the expectations and needs of these new workers.
Ignoring
the unique needs of Gen Y employees will likely result in an
incon-
gruent organization that suffers high turnover of young
employees
who will seek more entrepreneurial environments.
I established in Chapter 10 that digital transformation is at the
core of change and competitive survival in the twenty-first cen-
tury. Chapter 10 did not address the changes in personnel that
are quickly becoming major issues at today’ s global firms.
While I
offered changes to organizational structures, I did not address
the
mixture of different generations that are at the fabric of any
typical
organization. This chapter is designed to discuss how these
4. multiple
generations need to “ learn” how to work together to form
productive
and effective organizations that can compete in the digital
economy.
Furthermore, this chapter will address how access to human
capital
will change in the future and the different types of relationships
that individuals will have with employers. For example, the “
gig”
2 70 InForMAtIon teChnolo GY
economy will use non-traditional outside workers who will
provide
sources of talent for shorter-term employment needs. Indeed,
the
gig economy will require HR and IT leaders to form new and
intri-
cate employee relationships.
As discussed in Chapter 10, companies need to transform their
business from analogue to one that uses digital technologies.
Such
transformation requires moving from a transactional relation-
ship with customers to one that is more “ interactional” (Ernst
&
Young, 2012). Completing an analogue to digital
transformation,
while essential for a business to survive in the twenty-first
century,
is difficult to accomplish. Responsive organizational dynamism
(ROD) showed us that successful adaptation of new digital tech-
nologies requires strategic integration and cultural assimilation
5. of
the people that comprise the organization. As stated earlier,
these
components of ROD can be categorized as the essential roles
and
responsibilities of the organization that are necessary to utilize
new technological inventions that can strategically be integrated
within a business entity. The purpose here is to explore why
Gen
Y employees need to be integrated with baby boomers and Gen
X
staff to effectively enhance the success of digital transformation
initiatives.
The Employment Challenge in the Digital Era
Capgemini and MIT (2013) research shows that organizations
need
new operating models to meet the demands of a digital-driven
era.
Digital tools have provided leaders with ways to connect at an
unprec-
edented scale. Digital technology has allowed companies to
invade
other spaces previously protected by a business’ s “ asset
specificities”
(Tushman & Anderson, 1997), which are defined as advantages
enjoyed by companies because of their location, product access,
and
delivery capabilities. Digital technologies allow those
specificities to
be neutralized and thus, change the previous competitive
balances
among market players. Furthermore, digital technology acceler-
ates this process, meaning that changes in market share occur
very
6. quickly. The research offers five key indicators that support
successful
digital transformation in a firm:
2 71InteGr AtInG Gener AtIon Y
1. A company’ s strategic vision is only as effective as the
people
behind it. Thus, winning the minds of all levels of the organi-
zation is required.
2. To become digital is to be digital. Companies must have a
“ one-team culture” and raise their employees’ digital IQ.
3. A company must address the scarcity of talented resources
and look more to using Gen Y individuals because they have
a more natural adaptation to take on the challenges of digital
transformation.
4. Resistant managers are impediments to progress and can
actually stop digital transformation.
5. Digital leadership starts at the top.
As stated in Chapter 10, Eisenhardt and Bourgeouis (1988) first
defined dynamic changing markets as being “ high-velocity.”
Their
research shows that high-velocity conditions existed in the
technol-
ogy industry during the early 1980s in Silicon Valley, in the
United
States. They found that competitive advantage was highly
dependent
on the quality of people that worked at those firms.
7. Specifically, they
concluded that workers who were capable of dealing with
change and
less subjected to a centralized totalitarian management structure
out-
performed those that had more traditional hierarchical
organizational
structures. While “ high-velocity” during the 1980s was
unusual, dig-
ital disruption in the twenty-first century has made it a market
norm.
The combination of evolving digital business drivers with
acceler-
ated and changing customer demands has created a business
revolution
that best defines the imperative of the strategic integration
component
of ROD. The changing and accelerated way businesses deal with
their
customers and vendors requires a new strategic integration to
become
a reality, rather than remain a concept without action. Most
experts
see digital technology as the mechanism that will require
business
realignment to create new customer experiences. The driving
force
behind this realignment emanates from digital technologies,
which
serve as the principle accelerator of the change in transactions
across
all business units. The general need to optimize human
resources
forces organizations to rethink and to realign business
processes, in
8. order to gain access to new business markets, which are
weakening
the existing “ asset specificities” of the once dominant market
leaders.
2 72 InForMAtIon teChnolo GY
Gen Y Population Attributes
Gen Y or digital natives are those people who are accustomed to
the
attributes of living in a digital world and are 18– 35 years old.
Gen Y
employees are more comfortable with accelerated life changes,
par-
ticularly change brought on by new technologies. Such
individuals,
according to a number of commercial and academic research
studies
(Johnson Controls, 2010; Capgemini, 2013; Cisco, 2012; Saxena
&
Jain, 2012), have attributes and expectations in the workplace
that
support environments that are flexible, offer mobility, and
provide
collaborative and unconventional relationships. Specifically,
millen-
nial workers
• want access to dedicated team spaces where they can have
emotional engagements in a socialized atmosphere;
• require their own space; that is, are not supportive of a “
hotel-
9. ing” existence where they do not have a permanent office or
workspace;
• need a flexible life/work balance;
• prefer a workplace that supports formal and informal collab-
orative engagement.
Research has further confirmed that 79% of Gen Y workers pre-
fer mobile jobs, 40% want to drive to work, and female
millennials
need more flexibility at work than their male counterparts. As a
result
of this data, businesses will need to compete to recruit and
develop
skilled Gen Y workers who now represent 25% of the
workforce. In
India, while Gen Y represents more than 50% of the working
popula-
tion, the required talent needed by businesses is extremely
scarce.
Advantages of Employing Millennials to Support Digital
Transformation
As stated, Gen Y adults appear to have many identities and
capabilities
that fit well in a digital-driven business world. Indeed, Gen Y
peo-
ple are consumers, colleagues, employees, managers, and
innovators
(Johnson Controls, 2010). They possess attributes that align
with the
requirements to be an entrepreneur, a person with technology
savvy
and creativity, someone who works well in a mobile
10. environment, and
is non-conformant enough to drive change in an organization.
Thus,
2 73InteGr AtInG Gener AtIon Y
the presence of Gen Y personnel can help organizations to
restrat-
egize their competitive position and to retain key talent (Saxena
&
Jain, 2012). Furthermore, Gen Y brings a more impressive array
of
academic credentials than their predecessors.
Most important is Gen Y’ s ability to deal better with market
change— which inevitably affects organizational change. That
is, the
digital world market will constantly require changes in
organizational
structure to accommodate its consumer needs. A major reason
for Gen
Y’ s willingness to change is its natural alignment with a
company’ s
customers. Swadzba (2010) posits that we are approaching the
end of
what he called the “ work era” and moving into a new age
based on
consumption. Millennials are more apt to see the value of their
jobs
from their own consumption needs. Thus, they see employment
as
an act of consumption (Jonas & Kortenius, 2014). Gen Y
employees
therefore allow employers to acquire the necessary talent that
11. can lead
to better consumer reputation, reduced turnover of resources
and, ulti-
mately, increased customer satisfaction (Bakanauskiené et al.,
2011).
Yet another advantage of Gen Y employees is their ability to
transform
organizations that operate on a departmental basis into one that
is
based more on function; an essential requirement in a digital
economy.
Integration of Gen Y with Baby Boomers and Gen X
The prediction is that 76 million baby boomers (born 1946–
1964)
and Gen X workers (born 1965– 1984) will be retiring over the
next
15 years. The question for many corporate talent executives is
how to
manage the transition in a major multigenerational workforce.
Baby
boomers alone still inhabit the most powerful leadership
positions in
the world. Currently, the average age of CEOs is 56, and 65% of
all
corporate leaders are baby boomers. Essentially, corporations
need to
produce career paths that will be attractive to millennials. Thus,
the
older generation needs to
• Acknowledge some of their preconceived perceptions of cur-
rent work ethics that are simply not relevant in today’ s com-
plex environments.
12. • Allow Gen Y to escalate in ranks to satisfy their ambitions
and sense of entitlement.
2 74 InForMAtIon teChnolo GY
• Implement more flexible work schedules, offer telecommut-
ing, and develop a stronger focus on social responsibility.
• Support more advanced uses of technology, especially those
used by Gen Yers in their personal lives.
• Employ more mentors to help Gen Y employees to better
understand the reasons for existing constraints in the organi-
zations where they work.
• Provide more complex employee orientations, more timely
personnel reviews, and in general more frequent feedback
needed by Gen Y individuals.
• Establish programs that improve the verbal communications
skills of Gen Y workers that are typically more comfortable
with nonverbal text-based methods of communication.
• Implement more continual learning and rotational programs
that support a vertical growth path for younger employees.
In summary, it is up to the baby boomer and Gen X leaders to
modify their styles of management to fit the needs of their
younger
Gen Y employees. The challenge to accomplish this objective is
com-
plicated, given the wide variances on how these three
generations
think, plan, take risks, and most important, learn.
13. Designing the Digital Enterprise
Zogby completed an interactive poll of 4,811 people on
perceptions
of different generations. 42% of the respondents stated that
baby
boomers would be remembered for their focus on consumerism
and
self-indulgence. Gen Y, on the other hand, are considered more
self-
interested, entitled narcissists who want to spend all their time
post-
ing “ selfies” to Facebook. However, other facts offer an
expanded
perception of these two generations, as shown in Table 11.1
Research completed by Ernst and Young (2013) offers
additional
comparisons among the three generations as follows:
1. Gen Y individuals are moving into management positions
faster due to retirements, lack of corporate succession plan-
ning, and their natural ability to use technology at work.
Table 11.2 shows percentage comparisons between 2008
and 2013.
2 75InteGr AtInG Gener AtIon Y
The acceleration of growth to management positions among
Gen Y individuals can be further illuminated in Table 11.3 by
comparing the prior five-year period from 2003 to 2007.
2. While responders of the survey felt Gen X were better
14. equipped to manage than Gen Y, the number of Gen Y man-
agers is expected to double by 2020 due to continued retire-
ments. Another interesting result of the research relates to
Gen Y expectations from their employers when they become
managers. Specifically Gen Y managers expect (1) an oppor-
tunity to have a mentor, (2) to receive sponsorship, (3) to have
more career-related experiences, and (4) to receive training to
build their professional skills.
3. Seventy-five percent of respondents that identified
themselves
as managers agree that managing the multiple generations is
a significant challenge. This was attributed to different work
expectations and the lack of comfort with younger employees
managing older employees.
Table 11.4 provides additional differences among the three
generations:
Table 11.1 Baby Boomers versus Gen Y
BABY BOOMERS GEN Y
Married later and less children Not as aligned to political
parties
Spend lavishly More civically engaged
More active and selfless Socially active
Fought against social injustice, supported civil
rights, and defied the Vietnam War
Cheerfully optimistic
Had more higher education access More concerned with quality
of life than
material gain
15. Table 11.2 Management Roles 2008– 2013
Baby boomer (ages 49– 67) 19%
Gen X (ages 33– 48) 38%
Gen Y (18– 32) 87%
Table 11.3 Management Roles 2003– 2007
Baby boomer (ages 49– 67) 23%
Gen X (ages 33– 48) 30%
Gen Y (18– 32) 12%
2 76 InForMAtIon teChnolo GY
Assimilating Gen Y Talent from Underserved
and Socially Excluded Populations
The outsourcing of jobs outside of local communities to
countries with
lower employment costs has continued to grow during the early
part
of the twenty-first century. This phenomenon has led to
significant
social and economic problems, especially in the United States
and
in Western Europe as jobs continue to migrate to foreign
countries
where there are lower labor costs and education systems that
provide
Table 11.4 Baby Boomer, Gen X and Gen Y Compared
BABY BOOMERS GEN X GEN Y
16. Seek employment in large
established companies that
provide dependable
employment.
Established companies no
longer a guarantee for
lifetime employment. Many
jobs begin to go offshore.
Seek multiple experiences with
heavy emphasis on social
good and global experiences.
Re-evaluation of offshoring
strategies.
Process of promotion is well
defined, hierarchical and
structured, eventually leading
to promotion and higher
earnings—concept of
waiting your turn.
Process of promotion still
hierarchical, but based more
on skills and individual
accomplishments. Master’s
degree now preferred for
many promotions.
Less patience with hierarchical
promotion policies. More
reliance on predictive
analytics as the basis for
decision making.
17. Undergraduate degree
preferred but not mandatory.
Undergraduate degree required
for most professional job
opportunities.
More focus on specific skills.
Multiple strategies developed
on how to meet shortages of
talent. Higher education is
expensive and concerns
increase about the value of
graduate knowledge and
abilities.
Plan career preferably with one
company and retire.
Acceptance of a gradual
process of growth that was
slow to change. Successful
employees assimilated into
existing organizational
structures by following the
rules.
Employees begin to change
jobs more often, given growth
in the technology industry,
and opportunities to increase
compensation and accelerate
promotion by switching jobs.
Emergence of a “gig” economy,
and the rise of multiple
employment relationships
18. Entrepreneurism was seen as
an external option for those
individuals desiring wealth
and independence and
willing to take risks.
Corporate executives’
compensation dramatically
increases, no longer requiring
starting businesses as the
basis for wealth.
Entrepreneurism promoted
in Higher Education as the
basis for economic growth,
given the loss of jobs in
the U.S.
2 7 7InteGr AtInG Gener AtIon Y
more of the skills needed by corporations. Most impacted by the
loss
of jobs have been the underserved or socially excluded Gen Y
youth
populations. Indeed, the European average for young adult
unem-
ployment (aged 15– 25) in 2013 was nearly 25%, almost twice
the
rate for their adult counterparts (Dolado, 2015). Much of the
loss of
local jobs can be attributed to expansion of the globalized
economy,
which has been accelerated by continued technological
19. advancements
(Wabike, 2014). Thus, the effects of technology gains have
negatively
impacted efforts toward social inclusion and social equality.
Langer, in 2003, established an organization called Workforce
Opportunity Services (WOS), as a means of utilizing a form of
action
research using adult development theory to solve employment
problems
caused by outsourcing. Langer’ s approach is based on the
belief that
socially excluded youth can be trained and prepared for jobs in
areas such
as information technology that would typically be outsourced to
lower
labor markets. WOS has developed a talent-finding model that
has suc-
cessfully placed over 1400 young individuals in such jobs.
Results of over
12 years of operation and research have shown that talented
youth in
disadvantaged communities do exist and that such talent can
economi-
cally and socially contribute to companies (Langer, 2013). The
following
section describes the Langer Workforce Maturity Arc (LWMA),
pres-
ents data on its effectiveness as a transformative learning
instrument,
and discusses how the model can be used as an effective way of
recruit-
ing Gen Y talent from underserved and socially excluded
populations.
Langer Workforce Maturity Arc
20. The Langer Workforce Maturity Arc (LWMA) was developed to
help
evaluate socially excluded youth preparation to succeed in the
workplace.
The LWMA, initially known as the Inner-City Workplace
Literacy Arc:
charts the progression of underserved or ‘ excluded’
individuals along
defined stages of development in workplace culture and skills in
relation
to multiple dimensions of workplace literacy such as cognitive
growth
and self-reflection. When one is mapped in relation to the other
(work-
place culture in relation to stages of literacy assimilation), an
Arc is
created. LWMA traces the assimilation of workplace norms, a
form of
individual development. (Langer, 2003: 18)
2 78 InForMAtIon teChnolo GY
The LWMA addresses one of the major challenges confronting
an
organization’ s HR group: to find talent from diverse local
populations
that can successfully respond to evolving business norms,
especially those
related to electronic and digital technologies. The LWMA
provides a
method for measuring the assimilation of workplace cultural
norms and
21. thus, can be used to meet the mounting demands of an
increasingly
global, dynamic, and multicultural workplace. Furthermore, if
organi-
zations are to attain acceptable quality of work from diverse
employees,
assimilation of socially or economically excluded populations
must be
evaluated based on (1) if and how individuals adopt workplace
cultural
norms, and (2) how they become integrated into the business
(Langer,
2003). Understanding the relationship between workplace
assimila-
tion and its development can provide important information on
how
to secure the work ethic, dignity, solidarity, culture, cognition,
and
self-esteem of individuals from disadvantaged communities, and
their
salient contributions to the digital age.
Theoretical Constructs of the LWMA
The LWMA encompasses sectors of workplace literacy and
stages of lit-
eracy development , and the arc charts business acculturation
require-
ments as they pertain to disadvantaged young adult learners.
The
relationship between workplace assimilation and literacy is a
chal-
lenging subject. A specific form of literacy can be defined as a
social
practice that requires specific skills and knowledge (Rassool,
1999).
22. In this instance, workplace literacy addresses the effects of
workplace
practices and culture on the social experiences of people in their
work-
day, as well as their everyday lives. We need to better
understand how
individual literacy in the workplace, which subordinates
individuality
to the demands of an organization, is formulated for diverse
groups
(Newman, 1999). Most important, are the ways in which one
learns
how to behave effectively in the workplace— the knowledge,
skill, and
attitude sets required by business generally, as well as by a
specific
organization. This is particularly important in disadvantaged
commu-
nities, which are marginalized from the experiences of more
affluent
communities in terms of access to high-quality education,
informa-
tion technologies, job opportunities, and workplace
socialization. For
example, Friedman et al. (2014) postulate that the active
involvement
2 79InteGr AtInG Gener AtIon Y
of parents in the lives of their children greatly impacts a
student’ s
chances of success. It is the absence of this activism that
contributes
to a system of social exclusion of youth. Prior to determining
23. what
directions to pursue in educational pedagogies and
infrastructures, it
is necessary to understand what workplace literacy requirements
are
present and how they can be developed for disadvantaged youth
in the
absence of the active support from families and friends.
The LWMA assesses individual development in six distinct
sectors
of workplace literacy:
1. Cognition : Knowledge and skills required to learn and com-
plete job duties in the business world, including computational
skills; ability to read, comprehend, and retain written infor-
mation quickly; remembering and executing oral instructions;
and critically examining data.
2. Technology : An aptitude for operating various electronic
and
digital technologies.
3. Business culture : Knowledge and practice of proper
etiquette
in the workplace including dress codes, telephone and in-per-
son interactions, punctuality, completing work and meeting
deadlines, conflict resolution, deference and other protocols
associated with supervisors and hierarchies.
4. Socio-economic values : Ability to articulate and act upon
main-
stream business values, which shape the work ethic. Such val-
ues include independent initiative, dedication, integrity, and
personal identification with career goals. Values are associated
with a person’ s appreciation for intellectual life, cultural sen-
24. sitivity to others, and sensitivity for how others view their role
in the workplace. Individuals understand that they should
make decisions based on principles and evidence rather than
personal interests.
5. Community and ethnic solidarity : Commitment to the educa-
tion and professional advancement of persons in ethnic minor-
ity groups and underserved communities. Individuals can use
their ethnicity to explore the liberating capacities offered in
the workplace without sacrificing their identity (i.e., they can
assimilate workplace norms without abandoning cultural,
ethnic, or self-defining principles and beliefs).
2 8 0 InForMAtIon teChnolo GY
6. Self-esteem : The view that personal and professional
success
work in tandem, and the belief in one’ s capacity to succeed
in both arenas. This includes a devotion to learning and self-
improvement. Individuals with high self-esteem are reflective
about themselves and their potential in business. They accept
the realities of the business world in which they work and
can comfortably confirm their business disposition, indepen-
dently of others’ valuations.
Each stage in the course of an individual’ s workplace
development
reflects an underlying principle that guides the process of
adopting
workplace norms and behavior. The LWMA is a classificatory
scheme
that identifies progressive stages in the assimilated uses of
workplace
literacy. It reflects the perspective that an effective workplace
25. partici-
pant is able to move through increasingly complex levels of
thinking
and to develop independence of thought and judgment
(Knefelkamp,
1999). The profile of an individual who assimilates workplace
norms
can be characterized in five developmental stages:
1. Concept recognition : The first stage represents the capacity
to
learn, conceptualize, and articulate key issues related to the
six sectors of workplace literacy. Concept recognition provides
the basis for becoming adaptive to all workplace requirements.
2. Multiple workplace perspectives : This refers to the ability
to
integrate points of view from different colleagues at various
levels of the workplace hierarchy. By using multiple perspec-
tives, the individual is in a position to augment his or her
workplace literacy.
3. Comprehension of business processes : Individuals increase
their
understanding of workplace cooperation, competition, and
advancement as they build on their recognition of busi-
ness concepts and workplace perspectives. They increasingly
understand the organization as a system of interconnected
parts.
4. Workplace competence : As assimilation and competence
increase,
the individual learns not only on how to perform a particu-
lar job adequately but how to conduct oneself professionally
within the workplace and larger business environment.
26. 2 81InteGr AtInG Gener AtIon Y
5. Professional independence : Individuals demonstrate the
ability
to employ all sectors of workplace literacy to compete effec-
tively in corporate labor markets. They obtain more respon-
sible jobs through successful interviewing and workplace
performance and demonstrate leadership abilities, leading to
greater independence in career pursuits. Professionally inde-
pendent individuals are motivated and can use their skills for
creative purposes (Langer, 2009).
The LWMA is a rubric that charts an individual’ s development
across the six sectors of workplace literacy. Each cell within the
matrix
represents a particular stage of development relative to that
sector of
workplace literacy, and each cell contains definitions that can
be used
to identify where a particular individual stands in his or her
develop-
ment of workplace literacy.
The LWMA and Action Research
While the LWMA serves as a framework for measuring growth,
the model also uses reflection-with-action methods, a
component
of action research theory, as the primary vehicle for assisting
young
adults to develop the necessary labor market skills to compete
for a
job and inevitably achieve some level of professional
independence
27. (that is, the ability to work for many employers because of
achiev-
ing required market skills). Reflection-with-action is used as a
rubric
STAGES OF WORKPLACE LITERACY
SECTORS OF
WORKPLACE
LITERACY
CONCEPT
RECOGNITION
MULTIPLE
WORKPLACE
PERSPECTIVES
COMPREHENSION
OF BUSINESS
PROCESSES
WORKPLACE
COMPETENCE
PROFESSIONAL
INDEPENDENCE
Cognition
Technology
Business
Culture
28. Socio-
Economic
Values
Community
and Ethnic
Solidarity
Self-Esteem
2 8 2 InForMAtIon teChnolo GY
for a variety of methods, involving reflection in relation to
learning
activities. Reflection has received a number of definitions from
differ-
ent sources in the literature. Here, “ reflection-with-action”
carries the
resonance of Schö n’ s (1983) twin constructs: “ reflection-on-
action”
and “ reflection-in-action,” which emphasize (respectively)
reflec-
tion in retrospect and reflection to determine what actions to
take in
the present or immediate future (Langer, 2003). Dewey (1933)
and
Hullfish and Smith (1978) also suggest that the use of reflection
sup-
ports an implied purpose. Their formulation suggests the
possibility
of reflection that is future oriented; what we might call “
reflection-to-
action.” These are methodological orientations covered by the
rubric.
29. Reflection-with-action is critical to the educational and
workplace
assimilation process of Gen Y. While many people reflect, it is
in
being reflective that people bring about “ an orientation to their
every-
day …
Chapter 13: Trends in
Information Systems
Learning Objectives
Upon successful completion of this chapter, you will be
able to:
• describe current trends in information systems.
• know how to think about the impacts of changes in
technology on society and culture.
Introduction
Information systems have evolved at a rapid pace ever since
their
introduction in the 1950s. Today devices you can hold in one
hand
are more powerful than the computers used to land a man on the
30. moon in 1969. The Internet has made the entire world accessible
to
you, allowing you to communicate and collaborate like never
before.
This chapter examines current trends and looks ahead to what is
coming next. As you read about technology trends in this
chapter,
think how you might gain competitive advantage in a future
career
through implementation of some of these devices.
Chapter 13: Trends in Information
Systems | 291
Global
The first trend to note is the continuing expansion of
globalization.
The use of the Internet is growing all over the world, and with
it the use of digital devices. Penetration rates, the percent of the
population using the Internet, remains high in the developed
world,
but other continents are gaining.1
31. Internet Users by Continent (Source: Internet World Stats)
In addition to worldwide growth in Internet penetration, the
number of mobile phones in use continues to increase. At the
end
of 2017 the world population of people over the age 10 years
(those
old enough to possibly have their own mobile phone) was about
5.7 billion with an estimated 4.77 billion mobile phone users.
This
1. Internet World Stats
292 | Information Systems for Business and Beyond (2019)
https://www.internetworldstats.com/stats.htm
equates to over 80% of people in the world having a mobile
phone.
2
World wide mobile phone users (Source: Statista)
Social
Social media growth is another trend that continues at a firm
growth rate. As of April 2018 there were about 2.18 billion
Facebook
32. users, a 14% increase from April 2017.3
2. Statistica Forecast of Mobile Phone Users Worldwide
3. Zephoria Top 15 Valuable Facebook Statistics
Chapter 13: Trends in Information Systems | 293
https://www.statista.com/statistics/274774/forecast-of-mobile-
phone-users-worldwide/
https://zephoria.com/top-15-valuable-facebook-statistics/
Facebook users world wide in June 2017 (Source: Internet
World
Stats)
In 2018, of the 2.2 billion users who regularly use Facebook,
only half
them spoke English and only 10% were from the US.4
Besides Facebook, other social media sites are also seeing
tremendous growth. Over 83% of YouTube’s users are outside
the
US, with the UK, India, Germany, Canada, France, South Korea,
and
Russia leading the way.5 Pinterest gets over 57% of its users
from
outside the US, with over 9% residing in India. 6 Twitter now
33. has
over 330 million active users. 7 Social media sites not based in
the
US are also growing. China’s WeChat multipurpose messaging
and
social media app is the fifth most-visited site in the world.8
4. https://blog.hootsuite.com/facebook-statistics
5. Omnicore Agency Facebook Statistics
6. Omnicore Agency Pinterest Statistics
7. Omnicore Agency Twitter Statistics
8. Statista
294 | Information Systems for Business and Beyond (2019)
https://www.omnicoreagency.com/facebook-statistics/
https://www.omnicoreagency.com/pinterest-statistics/
https://www.omnicoreagency.com/twitter-statistics/
https://www.statista.com/statistics/272014/global-social-
networks-ranked-by-number-of-users/
Mary Meeker making her Internet
Trends presentation
Personal
Ever since the advent of Web 2.0 and e-commerce, users of
34. information systems have expected to be able to modify their
experiences to meet their personal tastes. From custom
backgrounds on computer desktops to unique ringtones on
mobile
phones, makers of digital devices provide the ability to
personalize
how we use them. More recently, companies such as Netflix
have
begun assisting their users with personalizations by viewing
suggestions. In the future, we will begin seeing devices
perfectly
matched to our personal preferences, based upon information
collected about us.
Sidebar: Mary Meeker and Internet Trends
Chapters such as this are
difficult to maintain because
the future is a moving target.
The same goes for businesses
looking to figure out where to
develop new products and
35. make investments. Enter Mary
Meeker, up until 2018 a partner
at the notable venture capital
firm Kleiner Perkins Caufield &
Byers and now forming her own investment group, Bond
Capital. For
the past several years, Ms. Meeker has presented the “Internet
Trends” report at the Code Conference every May. The
presentation consists of rapid-fire summaries of data that
provides
insights into all of the latest trends in digital technologies and
their
Chapter 13: Trends in Information Systems | 295
https://www.linkedin.com/in/mary-meeker-5823ba48/
https://www.linkedin.com/in/mary-meeker-5823ba48/
impact on economies, culture, and investing. For those wanting
to
keep up with technology, there is no better way than to unpack
her
annual presentation by watching a video of the presentation and
reviewing the associated slide deck.
36. Here are the last few years of videos of her presentation: 2019
2018 2017
You can view her slide decks from previous years by going to
the
Bond Capital archive.
Mobile
Perhaps the most impactful trend in digital technologies in the
last
decade has been the advent of mobile technologies. Beginning
with
the simple cellphone in the 1990s and evolving into the
smartphones
of today, the growth of mobile has been overwhelming. Here are
some key indicators of this trend:
• Mobile vs. Desktop. Minutes spent each day on a mobile
device are 2.5 times the number of minutes spent on a desktop
computer.
• Daytime vs. Evening. Desktop use dominates in the daytime
hours, but mobile devices are dominant in the evening, with
peak usage around 8:00 pm.
37. • Device usage. Smartphones are used more than any other
technology. Laptops are in second place, followed by tablets
holding a slight edge over desktops. 9
• Smartphone sales decline. According to Gartner Group, world
9. Smart Insights
296 | Information Systems for Business and Beyond (2019)
https://www.youtube.com/watch?v=G_dwZB5h56E
https://www.youtube.com/watch?v=HdjcdZqODoE
https://www.youtube.com/watch?v=UC8GwG6srqs
https://www.bondcap.com/#archive
https://www.smartinsights.com/mobile-marketing/mobile-
marketing-analytics/mobile-marketing-statistics/
wide smartphone sales declined in the fourth quarter of 2017
by 4.7% compared with the fourth quarter of 2016. This is the
first decline in global smartphone sales since Gartner began
tracking mobile phone sales in 2004. 10
• The rise and fall of tablets. In 2012 the iPad sold more than
three times as many units in its first twelve months as the
iPhone did in its first twelve months. However, tablet sales
dropped 20% from the fourth quarter 2015 to fourth quarter
2016. 11
38. The decline in tablet sales continued into 2017 when first
quarter sales dropped 8.5% to their lowest total since the third
quarter of 2012, the year they were introduced. 12 In
comparison, PC sales dropped only 1.7% in 2017 compared with
tablet sales being down 10%. 13
As discussed in chapter 5, the advent of 5G connection
technologies
will accelerate an “always-connected” state for a majority of
people
around the world.
Wearable
The average smartphone user looks at his or her smartphone 150
times a day for functions such as messaging (23 times), phone
calls
(22), listening to music (13), and social media (9).Many of
these
functions would be much better served if the technology was
worn
10. Gartner.com
11. Techcrunch
12. Business Insider
39. 13. Telegraph
Chapter 13: Trends in Information Systems | 297
https://www.gartner.com/newsroom/id/3859963
https://techcrunch.com/2017/03/21/what-happened-to-tablet-
sales/
http://www.businessinsider.com/tablet-sales-decline-ipad-chart-
2017-5
https://www.telegraph.co.uk/technology/2017/01/11/tablet-
sales-fall-third-successive-year-pc-market-stabilises/
Wearable
Devices
Actual and
Forecast
(Source:
Gartner
Group,
August 2017)
on, or even physically integrated into, our bodies. This
technology is
known as a “wearable.”
Wearables have been around for a long time, with technologies
such as hearing aids and, later, bluetooth earpieces. Now the
product lines have expanded to include the Smartwatch, body
cameras, sports watch, and various fitness monitors. The
following
40. table from the Gartner Group reports both historical and
predicted
sales.
Wearable Devices Worldwide (millions of units)
Notice the strong growth predicted by 2021. Total wearable
devices are projected to increase by about 45% from 2018 to
2021.
298 | Information Systems for Business and Beyond (2019)
https://opentextbook.site/informationsystems2019/wp-
content/uploads/sites/3/2018/07/170824_gartner_wearables.png
https://opentextbook.site/informationsystems2019/wp-
content/uploads/sites/3/2018/07/170824_gartner_wearables.png
Waze Screen Shot (Click to enlarge)
Collaborative
As more people use
smartphones and wearables, it
will be simpler than ever to
share data with each other for
mutual benefit. Some of this
sharing can be done passively,
41. such as reporting your location
in order to update traffic
statistics. Other data can be
reported actively, such as
adding your rating of a
restaurant to a review site.
The smartphone app Waze is
a community-based tool that
keeps track of the route you are
traveling and how fast you are
making your way to your
destination. In return for
providing your data, you can benefit from the data being sent
from
all of the other users of the app. Waze directs you around traffic
and
accidents based upon real-time reports from other users.
Yelp! allows consumers to post ratings and reviews of local
businesses into a database, and then it provides that data back to
42. consumers via its website or mobile phone app. By compiling
ratings
of restaurants, shopping centers, and services, and then allowing
consumers to search through its directory, Yelp! has become a
huge
source of business for many companies. Unlike data collected
passively however, Yelp! relies on its users to take the time to
provide honest ratings and reviews.
Chapter 13: Trends in Information Systems | 299
http://www.waze.com/
http://www.yelp.com/
Printable
One of the most amazing innovations to be developed recently
is
the 3-D printer. A 3-D printer allows you to print virtually any
3-D
object based on a model of that object designed on a computer.
3-D printers work by creating layer upon layer of the model
using
malleable materials, such as different types of glass, metals, or
even
43. wax.
3-D printing is quite useful for prototyping the designs of
products to determine their feasibility and marketability. 3-D
printing has also been used to create working prosthetic legs
and
an ear that can hear beyond the range of normal hearing. The
US
military now uses 3-D printed parts on aircraft such as the F-
18.14
Here are more amazing productions from 3D printers.
• Buildings. Researchers at MIT in 2017 unveiled a 3D printing
robot that can construct a building. It has a large arm and small
arm. The large arm moves around the perimeter of the building
while the small arm sprays a variety of materials including
concrete and insulation. Total time to construct a dome-
shaped building is just 14 hours.
• Musical Instruments. Flutes, fiddles, and acoustic guitars are
being produced with 3D printing using both metal and plastic.
You can click here for an example of making a violin.
• Medical Models. Medical models are being used to help
doctors train in the areas of orthopedics, transplant surgery,
44. and oncology. Using a 3D printed brain model similar to the
one shown here, surgeons were able to save a patient from a
cerebral aneurysm.
• Clothing. How would you like clothes that fit perfectly?
Special
14. The Economist. (2013, September 13). 3-D Printing Scales
Up.
300 | Information Systems for Business and Beyond (2019)
http://inhabitat.com/these-beautiful-customized-3d-printed-
prosthetic-legs-are-made-to-be-seen
http://news.yahoo.com/7-weirdest-things-made-3d-printing-
122023635.html
https://violinodigitale.com/
http://www.3ders.org/articles/20170713-3d-printed-brain-
model-helps-surgeons-save-60-year-old-woman-with-cerebral-
aneurysm.html
http://www.economist.com/news/technology-
quarterly/21584447-digital-manufacturing-there-lot-hype-
around-3d-printing-it-fast
http://www.economist.com/news/technology-
quarterly/21584447-digital-manufacturing-there-lot-hype-
around-3d-printing-it-fast
software is used to measure a person, then 3D printing
produces the clothing to the exact measurements. The result is
45. well-fitting clothes that consume less raw materials. Initially
the challenge was to find materials that would not break. You
can read more about 3D printing of clothes and shoes.
15
3-D printing is one of many technologies embraced by the
“maker” movement. Chris Anderson, editor of Wired magazine,
puts
it this way16:
In a nutshell, the term “Maker” refers to a new category of
builders who are using open-source methods and the latest
technology to bring manufacturing out of its traditional
factory context, and into the realm of the personal desktop
computer. Until recently, the ability to manufacture was
reserved for those who owned factories. What’s happened
over the last five years is that we’ve brought the Web’s
democratizing power to manufacturing. Today, you can
manufacture with the push of a button.
15. Bosavage, J. (2017, September 5). Unbelievable Creations
from 3-D Printers.
16. Anderson, C. (2012). Makers: The New Industrial
46. Revolution.. Crown Business.
Chapter 13: Trends in Information Systems | 301
https://www.wired.com/2017/05/the-shattering-truth-of-3d-
printed-clothing/
http://theinstitute.ieee.org/technology-topics/consumer-
electronics/unbelievable-creations-from-3d-printers
http://theinstitute.ieee.org/technology-topics/consumer-
electronics/unbelievable-creations-from-3d-printers
Findable
The “Internet of Things” (IoT) refers to devices that have been
embedded into a variety of objects including appliances, lamps,
vehicles, lightbulbs, toys, thermostats, jet engines, etc. and then
connecting them via Wi-Fi, BlueTooth, or LTE to the Internet.
Principally three factors have come together to give us IoT:
inexpensive processors, wireless connectivity, and a new
standard
for addresses on the Internet known as IPv6. The result is these
small, embedded objects (things) are capable of sending and
receiving data. Lights can be turned on or off remotely.
Thermostats
can be reset with anyone being present. And, perhaps on the
47. downside, how you drive your car can be monitored and
evaluated
by your insurance company.
Processors have become both smaller and cheaper in recent
years, leading to their being embedded in more devices.
Consider
technological advancements in your vehicles. Your car can now
collect data about how fast you drive, where you go, radio
stations
you listen to, and your driving performance such as acceleration
and braking. Insurance companies are offering discounts for the
right to monitor your driving behavior. On the positive side,
imagine
302 | Information Systems for Business and Beyond (2019)
the benefit of being informed instantly of anticipated traffic
delays
each time you adjust your route to work in the morning.
Think of IoT as devices that you wouldn’t normally consider
being
connected to the Internet. And, the connection is independent of
48. human intervention. So a PC is not an IoT, but a fitness band
could
be. One keyword for IoT would be “independent”, not relying
directly or constantly on human action.
Another keyword would be “interconnected”, in the sense that
IoTs are connected to other IoTs and data collection points or
data
servers. This interconnectedness or uploading of data is
virtually
automatic.
“Ubiqutous” is also a good descriptor of IoTs. And so is
“embeddedness.” It is reasonable to expect that devices through
IoTs are reporting data about conditions and events that are not
foremost in our thinking, at least not on a continuous basis.
Today
there are IoTs for monitoring traffic, air quality, soil moisture,
bridge
conditions, consumer electronics, autonomous vehicles, and the
list
seemingly never stops. The question that might come to mind is
“How many IoTs are there today?”
49. The Gartner Group released a study in January 2017 which
attempted to identify where IoTs exist. They reported that over
half
of all IoTs are installed in devices used by consumers. They
also
noted that growth in IoTs increased by over 30% from 2016 to
the
projected levels for 2017.17
Benefits from IoTs are virtually everywhere. Here is a quick
list.
• Optimization of Processes. IoTs in manufacturing monitor a
variety of conditions that impact production including
temperature, humidity, barometric pressure – all factors which
17. Ranger, S. (2018, January 19). What is the IoT? Everything
You Wanted to Know about The Internet of Things Right
Now. ZDNet.
Chapter 13: Trends in Information Systems | 303
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/
50. require adjustment in application of manufacturing formulas.
• Component Monitoring. IoTs are added to components in the
manufacturing process, then monitored to see how each
component is performing.
• Home Security Systems. IoTs make the challenge of
monitoring activity inside and outside your home are now
easier.
• Smart Thermostats. Remote control of home thermostats
through the use of IoTs allows the homeowner to be more
efficient in consumption of utilities.
• Residential Lighting. IoTs provide remote control of lighting,
both interior and exterior, and at any time of day.18
Security issues need to be acknowledged and resolved,
preferably
before IoTs in the form of remote lighting, thermostats, and
security
systems are installed in a residence. Here are some security
concerns that need monitoring.
• Eavesdropping. Smart speaker systems in residences have
been hacked, allowing others to eavesdrop on conversations
within the home.
51. • Internet-connected Smart Watches. These devices are
sometimes used to monitor the location of children in the
family. Unfortunately, hackers have been able to breakin and
again, eavesdrop as well as learn where children are located.
• Lax Use by Owners. Devices such as smart thermometers,
security systems, etc. come with a default password. Many
owners fail to change the password, thereby allowing easy
access by a hacker.
18. Ranger, S. (2018, January 19). What is the IoT? Everything
You Wanted to Know about The Internet of Things Right
Now. ZDNet.
304 | Information Systems for Business and Beyond (2019)
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/
https://www.zdnet.com/article/what-is-the-internet-of-things-
everything-you-need-to-know-about-the-iot-right-now/
Autonomous
Another trend that is emerging is an extension of the Internet of
Things: autonomous robots and vehicles. By combining
52. software,
sensors, and location technologies, devices that can operate
themselves to perform specific functions are being developed.
These take the form of creations such as medical
nanotechnology
robots (nanobots), self-driving cars, or unmanned aerial
vehicles
(UAVs).
A nanobot is a robot whose components are on the scale of
about
a nanometer, which is one-billionth of a meter. While still an
emerging field, it is showing promise for applications in the
medical
field. For example, a set of nanobots could be introduced into
the
human body to combat cancer or a specific disease.
In March of 2012, Google introduced the world to their
driverless
car by releasing a video on YouTube showing a blind man
driving
the car around the San Francisco area. The car combines several
technologies, including a laser radar system, worth about
53. $150,000.
While the car is not available commercially yet, three US states
(Nevada, Florida, and California) have already passed
legislation
making driverless cars legal.
A UAV, often referred to as a “drone,” is a small airplane or
helicopter that can fly without a pilot. Instead of a pilot, they
are
either run autonomously by computers in the vehicle or operated
by a person using a remote control. While most drones today are
used for military or civil applications, there is a growing market
for personal drones. For around $300, a consumer can purchase
a
drone for personal use.
Secure
As digital technologies drive relentlessly forward, so does the
Chapter 13: Trends in Information Systems | 305
http://www.youtube.com/watch?v=cdgQpa1pUUE
http://www.amazon.com/Parrot-AR-Drone-Quadricopter-
Controlled-Android/dp/B007HZLLOK
http://www.amazon.com/Parrot-AR-Drone-Quadricopter-
Controlled-Android/dp/B007HZLLOK
54. demand for increased security. One of the most important
innovations in security is the use of encryption, which we
covered
in chapter 6.
Summary
As the world of information technology moves forward, we will
be constantly challenged by new capabilities and innovations
that
will both amaze and disgust us. As we learned in chapter 12,
many
times the new capabilities and powers that come with these new
technologies will test us and require a new way of thinking
about
the world. Businesses and individuals alike need to be aware of
these
coming changes and prepare for them.
Study Questions
1. Which countries are the biggest users of the Internet? Social
media? Mobile?
2. Which country had the largest Internet growth (in %) in the
55. last five years?
3. How will most people connect to the Internet in the future?
4. What are two different applications of wearable
technologies?
5. What are two different applications of collaborative
technologies?
6. What capabilities do printable technologies have?
7. How will advances in wireless technologies and sensors make
objects “findable”?
8. What is enhanced situational awareness?
9. What is a nanobot?
10. What is a UAV?
306 | Information Systems for Business and Beyond (2019)
Exercises
1. If you were going to start a new technology business, which
of
the emerging trends do you think would be the biggest
opportunity? Do some original research to estimate the market
56. size.
2. What privacy concerns could be raised by collaborative
technologies such as Waze?
3. Do some research about the first handgun printed using a 3-D
printer and report on some of the concerns raised.
4. Write up an example of how IoT might provide a business
with
a competitive advantage.
5. How do you think wearable technologies could improve
overall
healthcare?
6. What potential problems do you see with a rise in the number
of autonomous cars? Do some independent research and write
a two-page paper that describes where autonomous cars are
legal and what problems may occur.
7. Seek out the latest presentation by Mary Meeker on “Internet
Trends” (if you cannot find it, the video from 2018 is available
at Mary Meeker). Write a one-page paper describing what the
top three trends are, in your opinion.
57. 8. Select a business enterprise of interest to you, one that you
may pursue following graduation. Select one or more of the
technologies listed in this chapter, then write a one or two
page paper about how you might use that technology to gain a
competitive advantage.
Chapter 13: Trends in Information Systems | 307
https://www.youtube.com/results?search_query=mary+meeker+i
nternet+trends+2018
Index
Below are listed terms that can be found in this text. The terms
are
indexed by chapter and page. For example, “12-254” indicates
that
the term can be found in chapter 12 on page 254. Please also
note
that page numbers may vary based upon how you are reading
this
text!
Acceptable User Policy, 12-254
61. Creative Commons, 12-261
Cross platform development, 10-221
Customer Relationship Management (CRM), 3-65
Data dictionary, 4-93
Data-Information-Knowledge-Wisdom, 4-77
Data integrity, 4-86
Data mining, 4-96, sidebar, 4-97
Data privacy, 12-251
Data types, 4-83
310 | Information Systems for Business and Beyond (2019)
Data warehouse, 4-93, benefits, 4-95
Database, 4-78
Database administrator, 9-185
Database, enterprise, 4-91
Database spreadsheet sidebar, 4-85
Database Management System (DBMS), 4-90
Database, Relational, 4-78
62. Decimal numbering system, 2-34
Decision Support Systems (DSS), 7-156
Developer, 9-183
Digital devices, 2-33
Digital divide, 11-240
Digital Millennium Copyright Act, 12-260
Disintermediation, 1-23
Domain name, 5-107
DNS, 5-107
Do Not Track, 12-273
Dot-comm bubble, 1-235, 5-109
Double Data Rate (DDR), 2-40
Eclipse IDE, 3-61
Electronic Data Interchange (EDI), 7-154
Email, 5-110
Encryption, 6-128
End-user computing, 10-220
Enterprise Resource Planning (ERP), 1-21, 3-64, 8-166
63. Eras, business computing, 1-25
Ethics, 12-250
Extranet, 5-117
Facebook, 11-251, 13-280
Fair use, 12-258
Family Educational Rights and Privacy Act, 12-271
Fernandes, Benjamin, 11-245
Findable, 13-286
Firewalls, 6-132
First sale doctrine, 12-257
Index | 311
Ford, Henry, 12-250
Friedman, Thomas, 11-234
Gantt chart, 9-188
General Data Protection Regulation, 12-272
Global firm, 11-236
Globalization, 11-232
64. Ghemawat, Pankaj, 11-236
Hammer, Michael, 8-170
Hard disk, 2-41
Hardware, 1-15, 2-32
Health Insurance Portability and Accountability Act, 12-271
Huang’s Law, 2-38
Implementation Methodologies, 10-222
Information security triad, 6-124
Information systems, 1-14
Information systems employment, 9-180
Integrity, 6-124
Intellectual property, 12-255
Internet speed, 11-239
Internet usage statistics, 11-233
Intrusion Detection System (IDS), 6-133
IBM-PC, 1-20
Integrated circuits, 2-45
Internet, 1-22, internet and www, 5-111, high speed, 5-111
65. Internet of Things (IoT), 2-49, 13-286, install, 13-287
IP address, 5-106
Integrated Development Environment (IDE), 10-214
Internet user worldwide, 5-108
Intranet, 5-116
Isabel, 7-157
ISO certification, 8-174
IT doesn’t matter, 7-147
Key-Value database, 4-89
Kim, Paul, 11-243
Knowledge Management (KM), 4-98
312 | Information Systems for Business and Beyond (2019)
Laptop, 1-12
Lean methodologies, 10-207
Linux, 3-56
Local Area Network (LAN), 1-21
Machine code, 10-209
66. Mainframe, 1-18
Manufacturing Resource Planning (MRP), 1-19
Metadata, 4-92
Metcaffe’s Law, 5-119
Microsoft Excel, 3-57
Mobile applications, 3-67, building, 10-221, cross platform, 10-
221
Mobile phone users worldwide, 13-280
Mobile networking, 5-113
Mobile security, 6-136
Mobile technology trends, 13-282
Motherboard, 2-39
Moore’s Law, 2-37