Le platform sono destinate a ridisegnare tutte le industrie ad alta intensità informativa.
Diversi fattori spingono verso l’adozione di platform nel settore sanitario
Platforms and publishers
Rasmus Kleis Nielsen, keynote lecture at ECREA 2016 in Prague
What does the continued, global rise of platforms like Google and Facebook mean for public communication in a new digital media environment, and for how we research and understand public communication? That is one of the central questions facing the field of communication research today. In this lecture, I examine the relationship between publishers and platforms as one key part of how the rise of digital intermediaries is playing out, and show how news media—like many others—are becoming simultaneously increasingly empowered by and dependent upon a small number of centrally placed and powerful platforms beyond their control (and with whom they compete for attention and advertising). I develop the notion of "platform power" to begin to capture key aspects of the enabling, generative, and productive power of platforms that set them apart from other actors. As a range of different intermediaries including search engines, social media, and messaging apps become more and more important in terms of how people access and find information online, and in turn restructure the digital media environment itself, communication research is faced with a set of interlocking questions concerning both our intellectual work and our public role. The intellectual questions include the need to understand how people use these platforms to engage with public communication, but also institutional questions including how different platforms engage with other players (like publishers) and how these other players in turn adapt to the rise of platforms, as well as political questions concerning the implications of their rise. The question concerning our public role concerns how existing ways of doing and communicating communication research fits with our ability to understand—and help others understand—an opaque and rapidly-evolving set of processes profoundly reshaping our media environments.
Thrive with accenture product and platform engineering servicesAccenture Technology
Accenture’s Product and Platform Engineering Services team helps clients navigate through the new wave of platforms. With more than three decades of experience, our deep engineering-skilled workforce of over 8,000 professionals has grown out of the development of our own commercially-available software and platforms. With expertise across more than 40 industries and all business functions, we deliver transformational outcomes for a demanding, new digital world.
Digital Asset Management (DAM) latest trends, value proposition and ROIMukul Krishna
A quick look into the continued evolution of the Digital Asset Management (DAM) space and its critical capability of enabling content workflows across any vertical
Platforms and publishers
Rasmus Kleis Nielsen, keynote lecture at ECREA 2016 in Prague
What does the continued, global rise of platforms like Google and Facebook mean for public communication in a new digital media environment, and for how we research and understand public communication? That is one of the central questions facing the field of communication research today. In this lecture, I examine the relationship between publishers and platforms as one key part of how the rise of digital intermediaries is playing out, and show how news media—like many others—are becoming simultaneously increasingly empowered by and dependent upon a small number of centrally placed and powerful platforms beyond their control (and with whom they compete for attention and advertising). I develop the notion of "platform power" to begin to capture key aspects of the enabling, generative, and productive power of platforms that set them apart from other actors. As a range of different intermediaries including search engines, social media, and messaging apps become more and more important in terms of how people access and find information online, and in turn restructure the digital media environment itself, communication research is faced with a set of interlocking questions concerning both our intellectual work and our public role. The intellectual questions include the need to understand how people use these platforms to engage with public communication, but also institutional questions including how different platforms engage with other players (like publishers) and how these other players in turn adapt to the rise of platforms, as well as political questions concerning the implications of their rise. The question concerning our public role concerns how existing ways of doing and communicating communication research fits with our ability to understand—and help others understand—an opaque and rapidly-evolving set of processes profoundly reshaping our media environments.
Thrive with accenture product and platform engineering servicesAccenture Technology
Accenture’s Product and Platform Engineering Services team helps clients navigate through the new wave of platforms. With more than three decades of experience, our deep engineering-skilled workforce of over 8,000 professionals has grown out of the development of our own commercially-available software and platforms. With expertise across more than 40 industries and all business functions, we deliver transformational outcomes for a demanding, new digital world.
Digital Asset Management (DAM) latest trends, value proposition and ROIMukul Krishna
A quick look into the continued evolution of the Digital Asset Management (DAM) space and its critical capability of enabling content workflows across any vertical
Why Digital Connectivity Matters to B2B CompaniesVIVALDI
"On February 28th, executives from leading B2B enterprises gathered at SAP’s headquarters outside Philadelphia for a Jam Session with ISBM. The theme of the conference was certainly cautionary, if not foreboding: “Disrupt or Be Disrupted.” But there were plenty of hopeful insights to glean from the day’s workshop, especially in the keynote address from Vivaldi’s own founder and CEO Erich Joachimsthaler.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
Vivaldi explores the rising influence of platforms and the four perspectives on platforms that have led to its definition today.
Enquire about Vivaldi's leading platform strategy expertise and offerings by visiting vivaldigroup.com or emailing to hello@vivaldigroup.com to connect with one of our experts.
Be On Time with Digital Transformation: build platforms, access ecosystems, t...Simone Cicero
This presentation explains in a few slides how the convergence of new technologies and new habits and expectations is changing what the user expects from the firm and therefore the firm itself: this is digital transformation.
Firms are therefore evolving into post-industrial platforms, and to enable this transformation you need to move forward as an organization along three layers: technology platforms supporting your strategy, organizational design principles and building new innovation capabilities.
Plus: this presentation will link you to a new tool that we're about to release (as OCT 2015) - The Platform Design Toolkit 2.0 - see www.platformdesigntoolkit.com
The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
Branch<>Prolific Webinar: Building an Effective Mobile Growth StackBranch
With almost every 2 out of 3 digital media minutes spent on mobile*, it has become more pressing than ever for brands to devise an effective digital strategy to capture the mobile opportunity. However, navigating the sea of tools and services available is daunting, often times requiring cross-department collaboration and a painful process of trial-and-error to build the right mobile growth stack for your business.
We believe in the agile approach in tackling this challenge.
Prolific's Director of Strategy and Growth Al Harnisch and Branch's Chief Revenue Officer Eric Stein shares an in-depth discussion on the following topics:
-Key components of a typical Mobile Growth Stack for enterprises
-Examples of a great starting point vs a mature mobile growth stack
-The cross-channel/platform nature of the modern mobile consumer
-Best practices for mapping out your channel strategies to drive growth and engagement
-Case study of a major US retailer and their mobile growth stack
The goal of this white paper is to demonstrate why the only successful way to approach a major ecommerce project today is to pursue a rigorous "integration first" strategy, rather than relying on traditional procurement methods. Based on our experience helping hundreds of companies achieve their online commerce goals, we'll also provide you with practical, hands-on advice for managing your project and evaluating software using this approach.
PLM 2018 - Is Openness really free? A critical analysis of switching costs fo...Karan Menon
Paper Presentation in PLM 2018
Authors:
Karan Menon, Hannu Kärkkäinen, Thorsten Wuest & Timo Seppälä
Tampere University of Technology; West Virginia University; ETLA, Finland.
This Wainhouse Research Ebook investigates Unified Communications and Collaboration (UC&C) as an enabler of Digital Transformation. We’re focusing on the broad, enterprise-wide impact that a well deployed, integrated, and expanded UC&C experience delivers, and its ability to enable a larger Digital Transformation strategy.
This eBook provides an objective, unbiased, and detailed overview of UC&C Transformation, covering the following topics:
Digital Transformation - key concepts, terms, and definitions
Enterprise Drivers - primary drivers leading the enterprise to a digital transformation strategy
Transformation Reality - common enterprise barriers to digital transformation
Key Steps & Best Practices - to making your transformation journey successful
Transformation Use Cases & Opportunities - transformation targets and benefits
This eBook includes expert analyst insight backed by the following research:
In-Dept Interviews – with product teams, IT Decision Makers (ITDMs), and executives with experience transforming their enterprises with the use of UC&C tools and solutions.
Wainhouse Research Data – we reference data points from end-user and ITDM surveys, briefings with technology vendors, and insight gained from enterprise consulting engagements.
Succesful innovation outposts - How Corporate HQ Can Get More from Innovation Outposts?
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations
The geographic proximity to the innovation clusters facilitates the “absorptive capacity” to assimilate and use know-how
The logic is that if you are present where new trends, ideas, talents, and start-ups are generated you might be able to recognize and assimilate them into your firm’s innovation pipeline
Persuaded by such logic, companies agree to make the investment and set up their innovation centers. People are relocated or hired locally to staff the outpost
Unfortunately, even if there is a strong rationale behind the set-up of outposts, often the return on investment is perceived as unsatisfactory
The capability to “generate insights” is the key competitive advantage. “In our “knowledge society” a company’s competitive advantage will derive from the capability to generate insights” - Peter Drucker
A study on identical twins found that while 80% of IQ differences were attributable to genetics, only 30% of creativity could be explained that way
That means that we can work on learning and improving our creativity
Companies can build “insight generation” capability, in analogy to the principles of Toyota Production System
More Related Content
Similar to Modelli a piattaforma nel settore sanitario
Why Digital Connectivity Matters to B2B CompaniesVIVALDI
"On February 28th, executives from leading B2B enterprises gathered at SAP’s headquarters outside Philadelphia for a Jam Session with ISBM. The theme of the conference was certainly cautionary, if not foreboding: “Disrupt or Be Disrupted.” But there were plenty of hopeful insights to glean from the day’s workshop, especially in the keynote address from Vivaldi’s own founder and CEO Erich Joachimsthaler.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
Vivaldi explores the rising influence of platforms and the four perspectives on platforms that have led to its definition today.
Enquire about Vivaldi's leading platform strategy expertise and offerings by visiting vivaldigroup.com or emailing to hello@vivaldigroup.com to connect with one of our experts.
Be On Time with Digital Transformation: build platforms, access ecosystems, t...Simone Cicero
This presentation explains in a few slides how the convergence of new technologies and new habits and expectations is changing what the user expects from the firm and therefore the firm itself: this is digital transformation.
Firms are therefore evolving into post-industrial platforms, and to enable this transformation you need to move forward as an organization along three layers: technology platforms supporting your strategy, organizational design principles and building new innovation capabilities.
Plus: this presentation will link you to a new tool that we're about to release (as OCT 2015) - The Platform Design Toolkit 2.0 - see www.platformdesigntoolkit.com
The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
Branch<>Prolific Webinar: Building an Effective Mobile Growth StackBranch
With almost every 2 out of 3 digital media minutes spent on mobile*, it has become more pressing than ever for brands to devise an effective digital strategy to capture the mobile opportunity. However, navigating the sea of tools and services available is daunting, often times requiring cross-department collaboration and a painful process of trial-and-error to build the right mobile growth stack for your business.
We believe in the agile approach in tackling this challenge.
Prolific's Director of Strategy and Growth Al Harnisch and Branch's Chief Revenue Officer Eric Stein shares an in-depth discussion on the following topics:
-Key components of a typical Mobile Growth Stack for enterprises
-Examples of a great starting point vs a mature mobile growth stack
-The cross-channel/platform nature of the modern mobile consumer
-Best practices for mapping out your channel strategies to drive growth and engagement
-Case study of a major US retailer and their mobile growth stack
The goal of this white paper is to demonstrate why the only successful way to approach a major ecommerce project today is to pursue a rigorous "integration first" strategy, rather than relying on traditional procurement methods. Based on our experience helping hundreds of companies achieve their online commerce goals, we'll also provide you with practical, hands-on advice for managing your project and evaluating software using this approach.
PLM 2018 - Is Openness really free? A critical analysis of switching costs fo...Karan Menon
Paper Presentation in PLM 2018
Authors:
Karan Menon, Hannu Kärkkäinen, Thorsten Wuest & Timo Seppälä
Tampere University of Technology; West Virginia University; ETLA, Finland.
This Wainhouse Research Ebook investigates Unified Communications and Collaboration (UC&C) as an enabler of Digital Transformation. We’re focusing on the broad, enterprise-wide impact that a well deployed, integrated, and expanded UC&C experience delivers, and its ability to enable a larger Digital Transformation strategy.
This eBook provides an objective, unbiased, and detailed overview of UC&C Transformation, covering the following topics:
Digital Transformation - key concepts, terms, and definitions
Enterprise Drivers - primary drivers leading the enterprise to a digital transformation strategy
Transformation Reality - common enterprise barriers to digital transformation
Key Steps & Best Practices - to making your transformation journey successful
Transformation Use Cases & Opportunities - transformation targets and benefits
This eBook includes expert analyst insight backed by the following research:
In-Dept Interviews – with product teams, IT Decision Makers (ITDMs), and executives with experience transforming their enterprises with the use of UC&C tools and solutions.
Wainhouse Research Data – we reference data points from end-user and ITDM surveys, briefings with technology vendors, and insight gained from enterprise consulting engagements.
Succesful innovation outposts - How Corporate HQ Can Get More from Innovation Outposts?
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations
The geographic proximity to the innovation clusters facilitates the “absorptive capacity” to assimilate and use know-how
The logic is that if you are present where new trends, ideas, talents, and start-ups are generated you might be able to recognize and assimilate them into your firm’s innovation pipeline
Persuaded by such logic, companies agree to make the investment and set up their innovation centers. People are relocated or hired locally to staff the outpost
Unfortunately, even if there is a strong rationale behind the set-up of outposts, often the return on investment is perceived as unsatisfactory
The capability to “generate insights” is the key competitive advantage. “In our “knowledge society” a company’s competitive advantage will derive from the capability to generate insights” - Peter Drucker
A study on identical twins found that while 80% of IQ differences were attributable to genetics, only 30% of creativity could be explained that way
That means that we can work on learning and improving our creativity
Companies can build “insight generation” capability, in analogy to the principles of Toyota Production System
Roles of a Corporate Innovation Unit - ECSI FrameworkECSI
Corporate innovation efforts at large companies often lack a clear mission
Recently, more and more companies are setting up a Corporate Innovation Unit (CIU) or similar responsibilities attached to other titles …
… however, in many situations the CIU’s role is unclear and lacks a framework to design its future state and its efforts
At the European Center for Strategic Innovation (ECSI), we have researched on the role of successful Corporate Innovation Units across various industries
Drawing on our research and consulting work, we have developed a framework that breaks the CIU’s mission down into some specific roles – or “jobs” – and provides a way to decide on what role to play, or not, and how
The “Platformization” of the Construction industry.
Shifting ecosystem and emerging platforms
Industries that are most vulnerable to the platform revolution:
Information-intensive industries
Industries with non-scalable gatekeepers
Highly fragmented industries
Industries characterized by extreme information asymmetries
Digital Disruption is coming to heavy industries
With companies investing heavily in machine
learning and predictive modeling, Artificial
Intelligence is now a reality. But in contrast to
common belief, this is an opportunity rather
than a threat. With advanced analytics,
people – not data – are key to unlocking the
opportunity.
Organizations can adopt the most
sophisticated technologies and hire an
army of data scientists, but their efforts will
fail if the human aspect is understated. As
many business processes – from strategy to
innovation and market – are still governed and
carried out by people, companies will require
more human judgment in the future.
Coupling sound qualitative judgment – the
ability to make a decision based on a personal
interpretation of the context and available facts
– with Big Data and AI can make a company
unbeatable.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
2. 2
Le platform sono destinate a ridisegnare tutte le industrie ad
alta intensità informativa
Already
disrupted
Media
Telecom
Retail
Mobility and
transportation
Hospitality
Currently
under assault
Banking
Education
Health care
Next to be
threatened
Energy
Source: Platfrom Revolution, M. Van Alstyne, 2016
3. 3
Diversi fattori spingono verso l’adozione di platform nel settore
sanitario
ALTA INTENSITÀ INFORMATIVA
Il settore genera una grande quantità di dati (es. monitoraggio stato di salute dei pazienti,
informazioni su patologie e cure passate) che possono essere utilizzati con diversi obiettivi
CRESCENTE DIGITALIZZAZIONE
Sempre più processi stanno diventando digitali (es. prenotazione visite, accesso a referti).
Maggiori possibilità di monitoraggio e cura a distanza grazie a IOT
CAPACITÀ INUTILIZZATA
La “capacità produttiva” delle diverse risorse (strutture, macchinari, medici, ecc.) può essere
ottimizzata
SETTORE MOLTO FRAMMENTATO
L’aggregazione di dati e/o servizi tramite modelli platform aumenterebbe l’efficienza e ridurrebbe
i costi sia per i provider sia per gli utenti
4. L’ecosistema sanità comprende molti potenziali “lati” di una
platform
Ecosistema
sanità
Ospedali
Pazienti
Familiari
Produttori di device
Aziende software
& health tech
Istituzioni
pubbliche
Datori di lavoro
Assicurazioni
Medici
…
Provider servizi
di emergenza
5. 5
Stanno emergendo diverse tipologie di platform business
models
Monitoraggio
stato di
salute
Accesso
veloce a cure
efficaci
Servizi in ottica prevenzione,
spesso abilitati da wearable
e altri device
Servizi per la gestione
di malattie croniche
Servizi urgenti e on-demand
(“Uber-style”)
Soluzioni che sfruttano
capacità/risorse inutilizzate
(asset, medici, etc.)
Costruzione e gestione di
un profilo sanitario
personalizzato
Gestione integrata dei
dati a livello di sistema
7. 7
QUALE STATUS DELLE PLATFORM
NEL SETTORE SANITARIO?
Ø In tanti, sia grandi aziende sia start-up,
stanno sperimentando nuovi platform
business model
Ø All’interno dei possibili cluster
(integrazione dati, accesso ai servizi,
etc.) non sono ancora emerse situazioni
winner-takes-all con standard/business
model di riferimento
Ø I tech giant stanno iniziando a muoversi
ma per ora non hanno “affondato”
(cinesi più aggressivi rispetto a US)
Questi nuovi modelli di business sono ancora in una fase
evolutiva
QUALI BARRIERE ALL’ADOZIONE
DELLE PLATFORM?
Ø Frammentazione del settore e dei
Database (driver per il successo di una
platform, ma complica l’implementazione)
Ø Settore altamente regolato
Ø In Italia e in Europa in generale,
strutture/istituzioni pubbliche
interlocutori obbligati
Ø Componente locale molto forte
Ø “Costi di fallimento” elevati dovuti all’alto
livello di rischio incluso nelle interazioni
9. 9
Platforms are overtaking the world
Source: M. Van Alstyne 2016
2001:
$406B $365B $272B $261B $260B
#1 #5#4#3#2
2006:
$383B $293B $273B$446B $327B
2011:
$406B $376B $277B $237B $228B
2016:
$582B $556B $364B $359B$452B
Top 5 Publicly
Traded
Companies (by
Market Cap)
Tech
Other
10. 10
The relevance and impact of platform models for all industries
is exponentially growing
§ Platforms have existed for years (e.g. malls, newspapers) but now IT and digital
technologies are dramatically diffusing the model and changing the rules
Reducing the need to own physical assets
Making the building and scaling up of platform businesses simpler and cheaper
Allowing open participation and contribution that strengthens network effects
Enhancing the ability to capture, analyze, and exchange huge amounts of data
The shift towards platform models is now extremely relevant for many industries
11. 11
Platforms differ from the classic pipeline/value chain model
where value is created by controlling a linear series of activities
Platform model
Traditional Value Chain
R&D Production
Marketing
and sales
Customers
§ Standard linear value chain
§ Value accumulates from stage to stage
§ Vertical integration (at industry level
and often also at company level)
§ No network effects
Suppliers
Platform
Customers… … § From linear value chain to a network of
producers and users
§ Value is generated in a continuous way
§ Focus on facilitating interactions
between different groups
§ Strong network effects
12. 12
A platform business model is much more than a digital or a
service platform
Digital/Cloud
platform
§ Centralized system that acts as a
host and access point for data
§ Cloud service providers
(Google, Amazon, Dropbox,
Salesforce.com)
Service
platform
§ A set of multiple services provided
by a company and accessible in one
physical or digital place
§ Online financial services
(Fineco)
Multi-sided
platform
§ A platform for exchanging
information, goods or services
between providers and consumers
§ Ali Baba, LinkedIn, eBay,
Airbnb, Uber
While the first two are often relevant, multi-sided platforms are the ones with the potential to
significantly disrupt industries by scaling the network effects
13. 13
Why are platforms beating pipelines?
1. Scale more efficiently by eliminating gatekeepers
• Pipelines rely on inefficient gatekeepers to manage the flow of
value from the producer to the consumer
• Even if a platform starts behind, its value can overtake the product
leader
2. Unlock new sources of resources and assets
• Growth is no longer constrained by the ability to deploy capital,
resources and manage physical assets
• By harnessing 3rd party resources, growth can occur at a higher
rate
3. Using data-based tools to create community
feedback loops
• Increase in users of the product/service generate better data which
makes the service performing better and better vs. the competition
Source: ECSI Consulting, based on M. Van Alstyne 2016
14. 14
With platforms, fundamental rules of strategy change
1 From assets control to assets orchestration
§ With platforms the assets that are hard to copy are the communities and the users base, not the
physical assets
From internal optimization to external interactions experience
§ From the optimization of the production process to facilitating interactions between
external users and networks
From short-term business case to accelerate the tipping point as key
business goal
§ In the initial years large investments and reds are the norm until the users base is growing to the tipping
point
From focus on customer value to focus on ecosystem value
§ Sometimes this requires subsidizing a platform side in order to attract it and/or generate value for
another side
From product development to platform development
§ Reallocation of resources from the stand-alone product's improvement to developing the online platform
2
3
4
5
15. 15
Four stages for building a platform business model
1. Platform
Design
2. Launch 3. Monetization
4. Manage the
platform
§ Select two external
user groups
§ Identify key
interactions
§ Analyze the content
§ Design the core
interactions
§ Beat the chicken-or-
egg dilemma
§ Design the viral
growth
§ Scale platform and
network effects
§ Identify excess value
created
§ Define a
monetization
strategy
§ Decide whom to
subsidize and whom
to charge
§ Design tools for
platform governance
§ Community
management
§ Manage the
competition
§ Define metrics