This document discusses how intelligent machines can help make humans smarter and healthier. It notes that machines see more of our true selves than our friends do through random exposure to our decisions and behaviors. Developing technology with anticipatory design and captology principles can make machines persuasive to help with important issues while maintaining trust is crucial.
1. The document discusses improving private sector engagement to help advance smart cities initiatives.
2. It notes that while smart cities could drive transformative change, the process of building them is extremely difficult. Citizen engagement is improving but private sector participation remains mixed.
3. The private sector has a key role to play by bringing innovation, but cities and companies struggle to collaborate effectively due to issues like procurement processes and a lack of clear market opportunities for solutions. Improved partnerships are needed.
This document discusses how intelligent machines can help make humans smarter and healthier. It notes that machines see more of our true selves than our friends do through random exposure to our decisions and behaviors. Developing technology with anticipatory design and captology principles can make machines persuasive to help with important issues while maintaining trust is crucial.
1. The document discusses improving private sector engagement to help advance smart cities initiatives.
2. It notes that while smart cities could drive transformative change, the process of building them is extremely difficult. Citizen engagement is improving but private sector participation remains mixed.
3. The private sector has a key role to play by bringing innovation, but cities and companies struggle to collaborate effectively due to issues like procurement processes and a lack of clear market opportunities for solutions. Improved partnerships are needed.
The document discusses the accelerating pace of digital transformation and disruption across industries. It notes that digital transformation requires more than just a new user interface, but re-engineering organizations to engage customers in new ways through new business models and technologies. Industries that don't adapt risk becoming obsolete, so companies must develop a digital mindset and capabilities to survive. The key is responding quickly through experimentation, agility, and embracing new platforms and business models before competitors do.
This document provides information about IBM's IT Economics practice and no-charge studies they provide to help clients prove the value of IBM technology and make financially-based IT decisions. It discusses how IT Economics assesses total IT costs, compares infrastructure alternatives, and uses transparent models to identify cost savings and efficiencies. The document outlines the benefits clients have experienced from IT Economics studies, including reduced software licensing costs through workload consolidation on IBM Z systems. It invites readers to request a no-charge study to assess opportunities in their own IT environment.
This document summarizes the implementation of a new release management process at NRB using three pillars: change and stakeholder management, a release management process, and new tools. It describes the old way of individual release management without processes or communication between stages. The new process integrates change management, defines the release process with customer participation, and uses tools like RTC, UrbanCode, and IBM Rational to enable continuous integration and deployment between stages with release planning and governance. The goal is to establish a mature DevOps process at NRB without big bang changes by involving all stakeholders.
This document discusses how ASIST can help organizations address challenges in digital transformation. It summarizes ASIST's services including modern development, delivery pipelines, and shift-left testing. These services can help attract new talent, increase speed and agility, and improve quality. The document also provides examples of how different types of APIs can drive business models.
The document announces an executive breakfast session on June 30th at Restaurant C in Amsterdam about digital transformation. The session will feature keynote speakers from Box, Okta, and an expert from CIO/IDG discussing how IT leaders are adapting to new technologies like cloud, mobile, and IoT. Attendees will learn real customer stories and strategies for transforming into digital enterprises. Space is limited and reservations can be made by emailing Gabriella Meijnckens.
The document announces a social media workshop hosted by IDG on May 24th from 13:00-16:30 at Paviljoen Puur in Diemen. The workshop will include a presentation and discussion led by Jeremy Rueb and Heide Obschill-Mueller on thought leadership and social business. Attendees can RSVP by emailing their IDG account manager with the text "I will attend the Social Workshop on May 24th" along with the number of guests.
Summit 2016 - Workshop - Rimini Street - Hendrik ZwartIDGnederland
The document discusses strategies for CIOs to drive innovation within their organizations. It notes that CIOs currently spend most of their budgets on ongoing operations rather than business transformation initiatives. It then profiles the CIO of Valspar who was able to drive innovation by taking back control of their ERP system from the vendor and investing in analytics. The document advocates that CIOs evaluate their current support programs and look for ways to shift more funds from operations to innovation projects in order to stay disruptive.
Mendix helps companies innovate and compete with applications. It has over 500 enterprise customers, 25k community members, and 175+ employees. Mendix disrupts the enterprise application world with its low-code platform that allows both technical and non-technical users to build and deploy applications quickly.
The document discusses digital transformation and its importance for companies. It notes that about 1/3 of large companies have digital transformation at the center of their strategy and are "thrivers", while the other 2/3 are in "reactive mode" and risk not surviving. Digital transformation involves changes across leadership, customer experience, use of information, business models, and workforce. Companies that thrive blend digital and physical experiences, use data as a competitive advantage, create new digital revenue streams, and leverage technology for talent. The document compares digital transformation maturity in the US and Europe and outlines strategies successful companies use like cross-functional partnerships and incorporating new skills into the organization.
The document discusses emerging technologies and their impact on society. It explores how technologies like wearables, smart devices, artificial intelligence and biotechnology are augmenting and extending human capabilities. Key topics covered include smart cities and the Internet of Things, privacy concerns regarding data collection, the relationship between humans and machines, and how technology is blurring the boundaries between humans and machines. The document suggests that accelerating technological change is inevitable and questions how society can best prepare for and adapt to an increasingly augmented reality.
The document discusses the accelerating pace of digital transformation and disruption across industries. It notes that digital transformation requires more than just a new user interface, but re-engineering organizations to engage customers in new ways through new business models and technologies. Industries that don't adapt risk becoming obsolete, so companies must develop a digital mindset and capabilities to survive. The key is responding quickly through experimentation, agility, and embracing new platforms and business models before competitors do.
This document provides information about IBM's IT Economics practice and no-charge studies they provide to help clients prove the value of IBM technology and make financially-based IT decisions. It discusses how IT Economics assesses total IT costs, compares infrastructure alternatives, and uses transparent models to identify cost savings and efficiencies. The document outlines the benefits clients have experienced from IT Economics studies, including reduced software licensing costs through workload consolidation on IBM Z systems. It invites readers to request a no-charge study to assess opportunities in their own IT environment.
This document summarizes the implementation of a new release management process at NRB using three pillars: change and stakeholder management, a release management process, and new tools. It describes the old way of individual release management without processes or communication between stages. The new process integrates change management, defines the release process with customer participation, and uses tools like RTC, UrbanCode, and IBM Rational to enable continuous integration and deployment between stages with release planning and governance. The goal is to establish a mature DevOps process at NRB without big bang changes by involving all stakeholders.
This document discusses how ASIST can help organizations address challenges in digital transformation. It summarizes ASIST's services including modern development, delivery pipelines, and shift-left testing. These services can help attract new talent, increase speed and agility, and improve quality. The document also provides examples of how different types of APIs can drive business models.
The document announces an executive breakfast session on June 30th at Restaurant C in Amsterdam about digital transformation. The session will feature keynote speakers from Box, Okta, and an expert from CIO/IDG discussing how IT leaders are adapting to new technologies like cloud, mobile, and IoT. Attendees will learn real customer stories and strategies for transforming into digital enterprises. Space is limited and reservations can be made by emailing Gabriella Meijnckens.
The document announces a social media workshop hosted by IDG on May 24th from 13:00-16:30 at Paviljoen Puur in Diemen. The workshop will include a presentation and discussion led by Jeremy Rueb and Heide Obschill-Mueller on thought leadership and social business. Attendees can RSVP by emailing their IDG account manager with the text "I will attend the Social Workshop on May 24th" along with the number of guests.
Summit 2016 - Workshop - Rimini Street - Hendrik ZwartIDGnederland
The document discusses strategies for CIOs to drive innovation within their organizations. It notes that CIOs currently spend most of their budgets on ongoing operations rather than business transformation initiatives. It then profiles the CIO of Valspar who was able to drive innovation by taking back control of their ERP system from the vendor and investing in analytics. The document advocates that CIOs evaluate their current support programs and look for ways to shift more funds from operations to innovation projects in order to stay disruptive.
Mendix helps companies innovate and compete with applications. It has over 500 enterprise customers, 25k community members, and 175+ employees. Mendix disrupts the enterprise application world with its low-code platform that allows both technical and non-technical users to build and deploy applications quickly.
The document discusses digital transformation and its importance for companies. It notes that about 1/3 of large companies have digital transformation at the center of their strategy and are "thrivers", while the other 2/3 are in "reactive mode" and risk not surviving. Digital transformation involves changes across leadership, customer experience, use of information, business models, and workforce. Companies that thrive blend digital and physical experiences, use data as a competitive advantage, create new digital revenue streams, and leverage technology for talent. The document compares digital transformation maturity in the US and Europe and outlines strategies successful companies use like cross-functional partnerships and incorporating new skills into the organization.
The document discusses emerging technologies and their impact on society. It explores how technologies like wearables, smart devices, artificial intelligence and biotechnology are augmenting and extending human capabilities. Key topics covered include smart cities and the Internet of Things, privacy concerns regarding data collection, the relationship between humans and machines, and how technology is blurring the boundaries between humans and machines. The document suggests that accelerating technological change is inevitable and questions how society can best prepare for and adapt to an increasingly augmented reality.
29. VAN TV NAAR MULTI MEDIA BEDRIJF
donderdag 19 september 13
30. VAN TV NAAR MULTI MEDIA BEDRIJF
donderdag 19 september 13
31. Scope
Ontwikkelen van geintegreerde concepten i.s.m.
zender, producenten en adverteerders.
Netflix/ HULU /Youtube / Spotify zijn
gericht op seamless user experience
en leunen zwaar op technologie
donderdag 19 september 13
40. ! Out of 2 million TV viewers,
more than 300.000 used the
app during the show;
! In comparison: Britain’s Got
Talent needed a TV audience of
11,2 million viewers to activate
300.000 players;
! 58% are returning users;
! Download figures overcome the
success of The Voice of
Holland Thuiscoach app;
! Total number of downloads in
the end: 1.045.718
“Weet Ik Veel” App App performance
836
757
638
547
357
Total number of downloads /
Unique users during the show
In ‘000
donderdag 19 september 13
62. DOOR EEN CONTINU BEDRIJFS PROCES CREATIEF TE
HOUDEN VERLIES JE AL JE WINST.
DOOR EEN CREATIEF PROCES TE
STANDAARDISEREN, KUN JE NOOIT INNOVEREN
donderdag 19 september 13