1. The document discusses the economic goals of digital business transformation, including increasing business efficiency and revenue growth through new digital business models.
2. It explores some of the challenges of digital transformation, such as information security issues, staffing shortages, and the costs of new equipment. However, few industries remain unaffected by digital changes.
3. The purpose of the study is to clarify the concepts of digitalization and digital transformation in modern economic conditions and how these changes will affect business evaluation and competitive positioning.
Digitalization is transforming work and economies at an unprecedented pace. It is disrupting industries and jobs, while also creating new opportunities. There are concerns about a growing divide between digital "insiders" and "outsiders" depending on their ability to adapt. Fully realizing opportunities and minimizing risks requires adequate policies in areas like skills, employment, and working conditions. Eurofound's Foundation Seminar Series provides a platform for tripartite stakeholders to discuss these challenges and how to develop balanced policies to manage changes from digitalization.
Karim Baina Society 5.0/Industry5.0 15072021Karim Baïna
Ma Conférence invitée à la Plénière de la conférence "BML'21: 2nd International Conference on Big Data, Modelling and Machine Learning 15-16 July, 2021 ENSA Kenitra, Morocco."
par un keynote invité intitulé "Society/Industry 5.0 - Paradigm Shift Accelerated by COVID-19 Pandemic, beyond Technological Economy and Society".
مساهمتي في " الموتمر العالمي حول البيانات الضخمة، النمذجة، التعلم الالي، 15-16 يوليوز 2021، المدرسة الوطنية للعلوم التطبيقية بالقنيطرة، المغرب" بمداخلة مستضافة عنوانها "مجتمع الجيل الخامس / صناعة الجيل الخامس الطفرة النوعية ودور الأزمة الصحية في تسريعها
The growing role of the digital economy in daily life has heightened demand for new data and measurement tools. “Measuring the Digital Economy: A New Perspective” provides an internationally comparable and timely snap-shot of the state of the Digital Economy covering key parameters including the build-out of the infrastructure, uptake and usage across different segments of the population, the importance of information and communication technologies as drivers of innovation and as a transformational force on jobs and skills. It is clear from this stocktaking that a number or critical thresholds have been crossed and the Digital Economy is now the economy. The pace of change described by the report underscores that the ICT revolution is far from being over, and policy makers need to be attentive to its impact on the economy and society. Given the complexity of the changes, the report identifies a number of gaps in the measurement framework and proposes actions to advance the measurement agenda.
The industry 4.0 resets the competitive landscape in a scale never seen before. The 2nd wave delivers unparalleled opportunities for growth and productivity for Pakistani’s government, business and industry. Redefining the next digital frontier with new services, business model, smart products and creates the next generation of operational excellence, smart automation for regulatory adoption, connectivity and alignment across the value chain.
Summary of March 2015 BRIE-ETLA Special Issue in the Journal of Industry, Com...Petri Rouvinen
This special issue of the Journal of Industry, Competition and Trade focuses on the digital disruption and its societal impacts. Several articles examine how digitalization and cloud computing are transforming industries and challenging previous leaders. The transition from scarce to abundant computing resources through cloud architectures is disrupting the IT sector. The control point of platforms is shifting from devices to the cloud. While big data has potential, it has not yet led to disruptive new business models at a systemic level. National policies influence how digital changes impact countries, with debates emerging around issues like antitrust regulations.
This document discusses Industry 4.0, the current fourth industrial revolution driven by cyber-physical systems. It outlines the evolution of previous industrial revolutions and the key building blocks of Industry 4.0, including cyber-physical systems, the industrial internet of things, cloud computing, cognitive computing and artificial intelligence. Examples are given of how companies like Siemens, Trumpf and GE are implementing Industry 4.0. The potential impacts of Industry 4.0 are wide-ranging across the economy, business, society and individuals.
Digitalization is transforming work and economies at an unprecedented pace. It is disrupting industries and jobs, while also creating new opportunities. There are concerns about a growing divide between digital "insiders" and "outsiders" depending on their ability to adapt. Fully realizing opportunities and minimizing risks requires adequate policies in areas like skills, employment, and working conditions. Eurofound's Foundation Seminar Series provides a platform for tripartite stakeholders to discuss these challenges and how to develop balanced policies to manage changes from digitalization.
Karim Baina Society 5.0/Industry5.0 15072021Karim Baïna
Ma Conférence invitée à la Plénière de la conférence "BML'21: 2nd International Conference on Big Data, Modelling and Machine Learning 15-16 July, 2021 ENSA Kenitra, Morocco."
par un keynote invité intitulé "Society/Industry 5.0 - Paradigm Shift Accelerated by COVID-19 Pandemic, beyond Technological Economy and Society".
مساهمتي في " الموتمر العالمي حول البيانات الضخمة، النمذجة، التعلم الالي، 15-16 يوليوز 2021، المدرسة الوطنية للعلوم التطبيقية بالقنيطرة، المغرب" بمداخلة مستضافة عنوانها "مجتمع الجيل الخامس / صناعة الجيل الخامس الطفرة النوعية ودور الأزمة الصحية في تسريعها
The growing role of the digital economy in daily life has heightened demand for new data and measurement tools. “Measuring the Digital Economy: A New Perspective” provides an internationally comparable and timely snap-shot of the state of the Digital Economy covering key parameters including the build-out of the infrastructure, uptake and usage across different segments of the population, the importance of information and communication technologies as drivers of innovation and as a transformational force on jobs and skills. It is clear from this stocktaking that a number or critical thresholds have been crossed and the Digital Economy is now the economy. The pace of change described by the report underscores that the ICT revolution is far from being over, and policy makers need to be attentive to its impact on the economy and society. Given the complexity of the changes, the report identifies a number of gaps in the measurement framework and proposes actions to advance the measurement agenda.
The industry 4.0 resets the competitive landscape in a scale never seen before. The 2nd wave delivers unparalleled opportunities for growth and productivity for Pakistani’s government, business and industry. Redefining the next digital frontier with new services, business model, smart products and creates the next generation of operational excellence, smart automation for regulatory adoption, connectivity and alignment across the value chain.
Summary of March 2015 BRIE-ETLA Special Issue in the Journal of Industry, Com...Petri Rouvinen
This special issue of the Journal of Industry, Competition and Trade focuses on the digital disruption and its societal impacts. Several articles examine how digitalization and cloud computing are transforming industries and challenging previous leaders. The transition from scarce to abundant computing resources through cloud architectures is disrupting the IT sector. The control point of platforms is shifting from devices to the cloud. While big data has potential, it has not yet led to disruptive new business models at a systemic level. National policies influence how digital changes impact countries, with debates emerging around issues like antitrust regulations.
This document discusses Industry 4.0, the current fourth industrial revolution driven by cyber-physical systems. It outlines the evolution of previous industrial revolutions and the key building blocks of Industry 4.0, including cyber-physical systems, the industrial internet of things, cloud computing, cognitive computing and artificial intelligence. Examples are given of how companies like Siemens, Trumpf and GE are implementing Industry 4.0. The potential impacts of Industry 4.0 are wide-ranging across the economy, business, society and individuals.
Industrial revolutions are momentous events. By most reckonings, there have been only three. The first was triggered in the 1700s by the commercial steam engine and the mechanical loom. The harnessing of electricity and mass production sparked the second, around the start of the 20th century. The computer set the third in motion after World War II.
It might seem too soon to proclaim that the fourth industrial revolution, spurred by interconnected digital technology, has begun. But Henning Kagermann, the head of the German National Academy of Science and Engineering (Acatech), did exactly that in 2011, when he used the term Industrie 4.0 to describe a proposed government-sponsored industrial initiative.
When you look closely at the rapid pace of digitization in industry today, the name doesn’t seem hyperbolic at all. It is a signal of sweeping change that is rapidly transforming many companies and may catch others by surprise.
The third programme has taken place during 2020, engaging more experts on the pivotal shifts via virtual workshops and wider community debate.Here are ten issues that will provide future challenge and opportunity.
E7 Not G7
As global GDP rises, the seven largest emerging economies (E7) have increasing economic power. The relative influence of the old G7 Western powers declines.
Data Sovereignty
Large-population emerging economies see the protection of their data as a national priority. Wider data sharing is restricted to within national borders.
The Race to Net Zero
Cities, countries and companies compete to set the standards for the planet.Fully reducing emissions is central for energy, health and economic targets.
Electric Aviation
As the pressure to decarbonise aviation builds and technology challenges are addressed, using electric planes for short / medium-haul flights gathers support.
The Stakeholder Society
The shift from maximising shareholder value to a stakeholder focus accelerates. Organisations’ purpose, action and performance measurement realign.
Migrating Diseases
Health systems struggle to address the impact of climate change. The increased spread of ‘old’ vector-borne diseases challenge nations for whom they are ‘new’.
Peak Soil
After water and air quality, attention shifts to soil. It impacts everything from food and health to conflict and migration. Action follows deeper understanding.
True Personalisation
Ubiquitous facial recognition and digital identity combine with wider AI adoption to enable the creation and delivery of truly individualised experiences.
Resilience by Design
Global supply chains evolve to be more flexible, shared regional supply webs. Competitors access shared, not proprietary, networks and systems.
Proof of Immunity
Public concerns about health security override worries about privacy. Governments integrate immunity and health data with national identities.
More details on www.futureagenda.org
PROSTEP experts describe the challenges posed by Industry 4.0 when it comes to PLM processes and systems. This whitepaper gives you possible approaches for mastering these challenges.
Click through this slide presentation to see an overview of Joel Semeniuk's Exclusive Lecture on How Agile Sparked the 4th Industrial Revolution.
Last month Joel spoke with Scrum Alliance Executives about the concept of Industry 4.0 and how it applies to what we do in our workplaces.
“Accessing data and translating it in real-time to deliver more value is representative of how entire industries are thinking.”
• Has Industry 4.0 already made an impact on your organization?
• Will your company survive by 2020?
• How will you change in an economy driven by value?
Let us know your thoughts on Industry 4.0
Watch the video and learn how Agile is reshaping Manufacturing 4.0.
Too busy to watch? Listen to the audio
Industry Revolution 4.0 by Creator MakerspaceSjur Usken
An overview of the Industrial Revolution and how maker space fits into exploring the new business opportunities arising. Robots, 3D printing, Internet of Things, artificial intelligens and cloud computing accelerating each other into new industries.
Technological advances have significantly increased industrial productivity. A new phrase is entering the vocabulary, thanks to a German effort; Industry 4.0. China, as always, has its own answer to this initiative.
This Presentation describes about the definition of Industry 4.0, how can industry 4.0 be occured in this era and what are steps?, relation between Energy Distribution and Industry 4.0, Smart Grid including AMI (Advanced Metering Infrastructure) summerized from all resources. Thankyou and i am sorry if there are many theory, statements and pictures which its sources are not included.
Solow's Computer Paradox and the Impact of AIJeffrey Funk
These slides show why IT has not delivered large improvements in productivity and why new forms of IT like AI will also not deliver large improvements, except in selected sectors. The main reason is that the improvements in AI are over-hyped and because most sectors do not have large inefficiencies in the organization of people, machinery, and materials.
GT Briefing March 2012 Technologies Reshaping Our WorldTracey Keys
The document discusses how emerging technologies will reshape the world in the coming decades. It covers technologies that will impact resources like energy and food, reshape production through advances like 3D printing and smart machines, and change daily life with connectivity and smart transportation. Some key impacts include more sustainable energy sources, customized manufacturing in the home, intelligent homes and devices, and new forms of transportation. While change will be difficult for some, emerging technologies will challenge existing systems and redefine value.
As companies and governments around the world grapple with accommodating changes in the workplace, the workforce and the nature of work itself, we are pleased to be continuing our Future of Work foresight programme. Building on previous global research undertaken over the past few years, we are now looking in depth at six pivotal issues that have been prioritised as areas of major potential change. These are digital skills, soft skills, reinventing roles, the blurring of work, green jobs and digital productivity. Initially taking a European focus, with the support of Amazon, over the next couple of months a series of expert digital workshops are exploring the core shifts ahead and their implications for organisations and wider policy.
This PDF sets the scene for the dialogue both within the workshops and more widely. If you would like to be involved or have comments on the potential changes ahead, do let us know and we can accommodate. As always all discussions are under the Chatham House Rule and so there is no attribution and, as we progress with each area, we will be sharing a synthesis of all new insights and recommendations over the rest of the year.
NEO OPEN INNOVATION IN THE DIGITAL ECONOMY: HARNESSING SOFT INNOVATION RESOURCESIJMIT JOURNAL
Successive increases in R&D that creates new functionality are essential for global competitiveness. However, unexpectedly, as a consequence of the two-faced nature of information and communication technology (ICT), excessive R&D results in a marginal productivity decline leading to a decrease in digital
value creation. In order to overcome such a dilemma, global ICT firms have been endeavoring to transform themselves into disruptive business model. Neo open innovation that harnesses soft innovation resources may be a solution to this critical question. On the basis of an empirical analysis focusing on forefront endeavors to this dilemma by global ICT firms, this paper attempted to demonstrate the above hypothetical
view. Noteworthy findings suggestive to transforming the traditional business model into disruptive innovation that satisfies people’s demand corresponding to their shift inpreferences in the digital economy is thus provided. In addition, a new concept for R&D resources in the digital economy is postulated.
The Fourth Industrial Revolution is here. Smart Factories are here. Smart Production systems are here.
Does it mean that jobs will reduce or will there be an increase in jobs.
Are we going towards a Knowledge economy.
Will technology become complex or will it become easy for a layman to understand.
Will working in a tech intensive factory become easy or will it become complex.
These slides discuss Robert Gordon's recent book, The Rise and Fall of American Growth. He argues that growth was faster between 1870 and 1940 than between 1940 and 2010. Simply put, an American in 1870 would not have recognized life in 1940 but an American in 1940 would recognize life today. These slides discuss what would be needed to change these results and thus make the improvements since 1940 equivalent to those between 1870 and 1940
The document discusses Industry 4.0, also known as the Fourth Industrial Revolution. It involves the increased automation and data exchange in manufacturing through technologies like cyber-physical systems, the internet of things, cloud computing, and cognitive computing. Industry 4.0 aims to create smart factories where cyber-physical systems can monitor processes, create virtual copies, and make decentralized decisions in real-time. It originated from a German government initiative to further computerize manufacturing. The document also discusses how Industry 4.0 could impact jobs and discusses India's preparations for Industry 4.0 through initiatives like developing its first smart factory.
This document discusses Industry 4.0, the current fourth industrial revolution driven by cyber-physical systems. It outlines the evolution of previous industrial revolutions from mechanization to automation and digitalization. Key elements of Industry 4.0 include the industrial internet of things, cybersecurity, cloud computing, cognitive analytics, and smart factories. Examples are given of companies like Siemens, Trumpf, and GE implementing Industry 4.0 technologies. Potential impacts discussed include increased productivity, new business models, and changes to the nature of work and skills needed for the future.
Digital Manufacturing and The Next Industrial RevolutionRising Media, Inc.
The document discusses how digital manufacturing is driving the third industrial revolution. Key points include:
- New 3D printers are lowering costs and enabling same-day production of custom plastic and metal parts. This will allow consumers to get what they want.
- 3D scanning technologies can engage more people in the creation process by making it easy to scan objects using smartphones. Over a billion people may have scanning capabilities.
- Customization engines allow anyone to customize existing 3D printed product designs in real-time, fueling a transition from e-commerce to "creative commerce".
- The future may include 4D printing that allows objects to self-assemble and "digital materials" with properties beyond traditional materials. This revolution will
How the Digital Transformation is going to change the world of Work 4.0 with respect to the Introduction of Industry 4.0 technology. Will Jobs reduce or we will have more jobs with higher pay. An interesting analysis.
The presentation considers where we are today in manufacturing and how we may come to be a futuristic manufacturing nation and your potential role in fulfilling the dream.
How Digital Transformations Impact Regional Ecosystem: The Case of SofiaBagryan Malamin
Dr. Vassil Kirov’ BEYOND4.0 presentation at the “Regional Development and the Factors of Success: Education, Economy and Social Policy in the Regions” conference organized by the ISSK-BAS and Konrad Adenauer Stiftung.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Dti Telecommunications Industry white paperMyles Freedman
De Wet Bisschoff - MD Communications Media Technology Africa, Accenture has supplied this white paper to explain about the Digital Transformation Initiative
Industrial revolutions are momentous events. By most reckonings, there have been only three. The first was triggered in the 1700s by the commercial steam engine and the mechanical loom. The harnessing of electricity and mass production sparked the second, around the start of the 20th century. The computer set the third in motion after World War II.
It might seem too soon to proclaim that the fourth industrial revolution, spurred by interconnected digital technology, has begun. But Henning Kagermann, the head of the German National Academy of Science and Engineering (Acatech), did exactly that in 2011, when he used the term Industrie 4.0 to describe a proposed government-sponsored industrial initiative.
When you look closely at the rapid pace of digitization in industry today, the name doesn’t seem hyperbolic at all. It is a signal of sweeping change that is rapidly transforming many companies and may catch others by surprise.
The third programme has taken place during 2020, engaging more experts on the pivotal shifts via virtual workshops and wider community debate.Here are ten issues that will provide future challenge and opportunity.
E7 Not G7
As global GDP rises, the seven largest emerging economies (E7) have increasing economic power. The relative influence of the old G7 Western powers declines.
Data Sovereignty
Large-population emerging economies see the protection of their data as a national priority. Wider data sharing is restricted to within national borders.
The Race to Net Zero
Cities, countries and companies compete to set the standards for the planet.Fully reducing emissions is central for energy, health and economic targets.
Electric Aviation
As the pressure to decarbonise aviation builds and technology challenges are addressed, using electric planes for short / medium-haul flights gathers support.
The Stakeholder Society
The shift from maximising shareholder value to a stakeholder focus accelerates. Organisations’ purpose, action and performance measurement realign.
Migrating Diseases
Health systems struggle to address the impact of climate change. The increased spread of ‘old’ vector-borne diseases challenge nations for whom they are ‘new’.
Peak Soil
After water and air quality, attention shifts to soil. It impacts everything from food and health to conflict and migration. Action follows deeper understanding.
True Personalisation
Ubiquitous facial recognition and digital identity combine with wider AI adoption to enable the creation and delivery of truly individualised experiences.
Resilience by Design
Global supply chains evolve to be more flexible, shared regional supply webs. Competitors access shared, not proprietary, networks and systems.
Proof of Immunity
Public concerns about health security override worries about privacy. Governments integrate immunity and health data with national identities.
More details on www.futureagenda.org
PROSTEP experts describe the challenges posed by Industry 4.0 when it comes to PLM processes and systems. This whitepaper gives you possible approaches for mastering these challenges.
Click through this slide presentation to see an overview of Joel Semeniuk's Exclusive Lecture on How Agile Sparked the 4th Industrial Revolution.
Last month Joel spoke with Scrum Alliance Executives about the concept of Industry 4.0 and how it applies to what we do in our workplaces.
“Accessing data and translating it in real-time to deliver more value is representative of how entire industries are thinking.”
• Has Industry 4.0 already made an impact on your organization?
• Will your company survive by 2020?
• How will you change in an economy driven by value?
Let us know your thoughts on Industry 4.0
Watch the video and learn how Agile is reshaping Manufacturing 4.0.
Too busy to watch? Listen to the audio
Industry Revolution 4.0 by Creator MakerspaceSjur Usken
An overview of the Industrial Revolution and how maker space fits into exploring the new business opportunities arising. Robots, 3D printing, Internet of Things, artificial intelligens and cloud computing accelerating each other into new industries.
Technological advances have significantly increased industrial productivity. A new phrase is entering the vocabulary, thanks to a German effort; Industry 4.0. China, as always, has its own answer to this initiative.
This Presentation describes about the definition of Industry 4.0, how can industry 4.0 be occured in this era and what are steps?, relation between Energy Distribution and Industry 4.0, Smart Grid including AMI (Advanced Metering Infrastructure) summerized from all resources. Thankyou and i am sorry if there are many theory, statements and pictures which its sources are not included.
Solow's Computer Paradox and the Impact of AIJeffrey Funk
These slides show why IT has not delivered large improvements in productivity and why new forms of IT like AI will also not deliver large improvements, except in selected sectors. The main reason is that the improvements in AI are over-hyped and because most sectors do not have large inefficiencies in the organization of people, machinery, and materials.
GT Briefing March 2012 Technologies Reshaping Our WorldTracey Keys
The document discusses how emerging technologies will reshape the world in the coming decades. It covers technologies that will impact resources like energy and food, reshape production through advances like 3D printing and smart machines, and change daily life with connectivity and smart transportation. Some key impacts include more sustainable energy sources, customized manufacturing in the home, intelligent homes and devices, and new forms of transportation. While change will be difficult for some, emerging technologies will challenge existing systems and redefine value.
As companies and governments around the world grapple with accommodating changes in the workplace, the workforce and the nature of work itself, we are pleased to be continuing our Future of Work foresight programme. Building on previous global research undertaken over the past few years, we are now looking in depth at six pivotal issues that have been prioritised as areas of major potential change. These are digital skills, soft skills, reinventing roles, the blurring of work, green jobs and digital productivity. Initially taking a European focus, with the support of Amazon, over the next couple of months a series of expert digital workshops are exploring the core shifts ahead and their implications for organisations and wider policy.
This PDF sets the scene for the dialogue both within the workshops and more widely. If you would like to be involved or have comments on the potential changes ahead, do let us know and we can accommodate. As always all discussions are under the Chatham House Rule and so there is no attribution and, as we progress with each area, we will be sharing a synthesis of all new insights and recommendations over the rest of the year.
NEO OPEN INNOVATION IN THE DIGITAL ECONOMY: HARNESSING SOFT INNOVATION RESOURCESIJMIT JOURNAL
Successive increases in R&D that creates new functionality are essential for global competitiveness. However, unexpectedly, as a consequence of the two-faced nature of information and communication technology (ICT), excessive R&D results in a marginal productivity decline leading to a decrease in digital
value creation. In order to overcome such a dilemma, global ICT firms have been endeavoring to transform themselves into disruptive business model. Neo open innovation that harnesses soft innovation resources may be a solution to this critical question. On the basis of an empirical analysis focusing on forefront endeavors to this dilemma by global ICT firms, this paper attempted to demonstrate the above hypothetical
view. Noteworthy findings suggestive to transforming the traditional business model into disruptive innovation that satisfies people’s demand corresponding to their shift inpreferences in the digital economy is thus provided. In addition, a new concept for R&D resources in the digital economy is postulated.
The Fourth Industrial Revolution is here. Smart Factories are here. Smart Production systems are here.
Does it mean that jobs will reduce or will there be an increase in jobs.
Are we going towards a Knowledge economy.
Will technology become complex or will it become easy for a layman to understand.
Will working in a tech intensive factory become easy or will it become complex.
These slides discuss Robert Gordon's recent book, The Rise and Fall of American Growth. He argues that growth was faster between 1870 and 1940 than between 1940 and 2010. Simply put, an American in 1870 would not have recognized life in 1940 but an American in 1940 would recognize life today. These slides discuss what would be needed to change these results and thus make the improvements since 1940 equivalent to those between 1870 and 1940
The document discusses Industry 4.0, also known as the Fourth Industrial Revolution. It involves the increased automation and data exchange in manufacturing through technologies like cyber-physical systems, the internet of things, cloud computing, and cognitive computing. Industry 4.0 aims to create smart factories where cyber-physical systems can monitor processes, create virtual copies, and make decentralized decisions in real-time. It originated from a German government initiative to further computerize manufacturing. The document also discusses how Industry 4.0 could impact jobs and discusses India's preparations for Industry 4.0 through initiatives like developing its first smart factory.
This document discusses Industry 4.0, the current fourth industrial revolution driven by cyber-physical systems. It outlines the evolution of previous industrial revolutions from mechanization to automation and digitalization. Key elements of Industry 4.0 include the industrial internet of things, cybersecurity, cloud computing, cognitive analytics, and smart factories. Examples are given of companies like Siemens, Trumpf, and GE implementing Industry 4.0 technologies. Potential impacts discussed include increased productivity, new business models, and changes to the nature of work and skills needed for the future.
Digital Manufacturing and The Next Industrial RevolutionRising Media, Inc.
The document discusses how digital manufacturing is driving the third industrial revolution. Key points include:
- New 3D printers are lowering costs and enabling same-day production of custom plastic and metal parts. This will allow consumers to get what they want.
- 3D scanning technologies can engage more people in the creation process by making it easy to scan objects using smartphones. Over a billion people may have scanning capabilities.
- Customization engines allow anyone to customize existing 3D printed product designs in real-time, fueling a transition from e-commerce to "creative commerce".
- The future may include 4D printing that allows objects to self-assemble and "digital materials" with properties beyond traditional materials. This revolution will
How the Digital Transformation is going to change the world of Work 4.0 with respect to the Introduction of Industry 4.0 technology. Will Jobs reduce or we will have more jobs with higher pay. An interesting analysis.
The presentation considers where we are today in manufacturing and how we may come to be a futuristic manufacturing nation and your potential role in fulfilling the dream.
How Digital Transformations Impact Regional Ecosystem: The Case of SofiaBagryan Malamin
Dr. Vassil Kirov’ BEYOND4.0 presentation at the “Regional Development and the Factors of Success: Education, Economy and Social Policy in the Regions” conference organized by the ISSK-BAS and Konrad Adenauer Stiftung.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
Dti Telecommunications Industry white paperMyles Freedman
De Wet Bisschoff - MD Communications Media Technology Africa, Accenture has supplied this white paper to explain about the Digital Transformation Initiative
Ludovic Dibiaggio is a professor of economics and innovation at SKEMA business school who researches topics related to innovation ecosystems and the digital transformation of business. The course he teaches covers various aspects of how digital disruptive technologies are transforming industries and business models. The course examines themes like industry 4.0, artificial intelligence, platforms, digital disruption, and how businesses can strategize to capture value in the digital economy. Students will complete a final team project comparing the business models of a disruptor platform company and an incumbent firm.
Datafication is transforming the industry landscapeEricsson
For decades, digitalization has been transforming how companies and individuals co-ordinate and communicate with one another. Datafication, on the other hand, promises to completely redefine nearly every aspect of our existence as humans.
Datafication is the use of digital technologies to release the knowledge associated with physical objects by decoupling them from the data associated with them. ‘The Impact of Datafication on Strategic Landscapes’ is our first in a series, produced together with The Imperial Colleage of London, investigating the emergence of datafication, and exploring the dramatic impact it is set to have on the economy and broader society.
Digital transformation is impacting alternative and green energies by enabling greater digitalization through advances in data, analytics, and connectivity. This allows for increasing volumes of sensor data, machine learning applications, and connectivity between people and devices. Key digital technologies like artificial intelligence, the Internet of Things, and cloud services are driving fundamental changes in how renewable energy systems are operated and optimized to deliver value.
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.
151218 Final BUSINESSEUROPE Recommendations for a digital transformationGuido Lobrano
The document provides recommendations for a successful digital transformation in Europe. It argues that Europe needs a true digital transformation to regain global competitiveness and deliver growth and jobs. Specifically, it recommends:
1) Developing a comprehensive EU strategy to encourage digitalization across borders and support SMEs, with a focus on infrastructure, manufacturing, standards, and technological solutions.
2) Guiding and assisting all companies, especially SMEs, to embrace digitalization through raising awareness, financing support, and R&D investment.
3) Adopting an innovation-friendly approach to data access to empower digitalization across value chains.
4) Assessing how to adapt labor markets and work organization to maximize the
The digital economy is the type of economy which operates predominantly with the help of digital technology. It is the economic activity that results from the online transactions among people, businesses, devices, and processes. The economic activity is enabled by information and communications technologies. The transition from traditional to digital economy will boost national competitiveness and bring about new opportunities for businesses and jobs. This paper provides a primer on digital economy. Matthew N. O. Sadiku | Uwakwe C. Chukwu | Abayomi Ajayi-Majebi | Sarhan M. Musa "Digital Economy: A Primer" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-6 , October 2021, URL: https://www.ijtsrd.com/papers/ijtsrd46449.pdf Paper URL : https://www.ijtsrd.com/engineering/electrical-engineering/46449/digital-economy-a-primer/matthew-n-o-sadiku
The digital revolution will redefine every sector of the economy. The pace of the change, as we move to more smart digital solutions, is predicted to be comparable to the Industrial Revolution. Although we not know for sure where the Digital Revolution will take us, but it holds massive potential to transform everything we do. We must be prepared to embrace new technologies, new business models, and new possibilities as they emerge.In this paper we discuss the trends and insights that will help you make more informed decisions in the digital world in the upcoming years. Matthew N. O. Sadiku | Uwakwe C. Chukwu | Abayomi Ajayi-Majebi | Sarhan M. Musa "Future of Digital" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd50289.pdf Paper URL: https://www.ijtsrd.com/engineering/other/50289/future-of-digital/matthew-n-o-sadiku
McKinsey Global Institute: China’s digital transformation, executive summaryVIRGOkonsult
The document discusses how China is on the brink of a major digital transformation driven by increased internet adoption. It finds that the internet could contribute 7-22% of China's GDP growth between 2013-2025 through increased productivity, innovation, and consumption. This could amount to an additional RMB 4-14 trillion in annual GDP by 2025. While some jobs will be disrupted, the overall impact on employment is expected to be neutral to slightly positive as new internet-related jobs are created.
Horizon Scan: ICT and the Future of RetailEricsson
A research report from Ericsson and Imperial College London examines how near-ubiquitous access to ICT and information is transforming relationships between consumers and retailers.
White papers - Companies of the future : the issues of the digital transforma...I MT
Digital transformation is reshaping companies in three main ways: automation, dematerialization, and reorganization of intermediation models. This transformation is accelerated by big data and the Internet of Things, as well as individuals and communities taking charge of producing certain goods. It impacts business processes, models, and the role of humans in companies. Research is needed to understand these complex changes and their impacts on the economic, human, and social responsibilities of future companies.
This document outlines actions in the new Digital Agenda for the Netherlands, with a focus on education, knowledge and innovation. It notes that digitization is rapidly transforming the economy and shifting demand for skills, with increasing shortages of software programmers, cybersecurity specialists, and data analysts. To address talent shortages that pose a challenge to the digital economy, the action line on education, knowledge and innovation aims to improve ICT education, strengthen knowledge development and innovation, and ensure infrastructure supports research, innovation and education.
Horizon Scan: ICT and the future of utilitiesEricsson
A new research report from Ericsson and Imperial College London examines the effects of ICT in reshaping the future of energy utilities markets.
ICT will play a fundamental role in the disruption of energy utility structures by enabling innovative methods of connection and coordination among community-based renewable energy installations.
Ubiquitous, affordable digital technologies create numerous new entry points into highly centralized and regulated energy markets, allowing both smaller entrants and consumers to seize power from established utility providers.
ICT systems, centered until now on supplying energy from just a handful of large producers, will soon need to balance supply from thousands of networked devices.
Integration of data across complex supply chains will create new opportunities for traceability, improved insurance models and reduced risk of accidents and environmental disasters.
These are some of the key transformational forces identified in the latest report in a series of horizon scans outlining the potential impacts of ICT on various industries. Based on in-depth research in collaboration with Imperial College London, the report identifies some of the major operating boundaries of current versus emerging utility industry structures and the role that digital technologies may play in crossing these thresholds.
World Economic Forum Tipping Points ReportSergey Nazarov
Describes how 10% of global GDP will be on the blockchain and the value of the monumental shift started by Bitcoin.
Features SmartContract.com as The Shift in Action" for blockchain technology.
Big data represents one of the most profound and most pervasive evolutions in the digital world. Examples of big data come from Internet of Things (IoT) devices, as well as smart cars, but also the use of social networks, industries, and so on. The sources of data are numerous and continuously increasing, and, therefore, what characterizes big data is not only the volume but also the complexity due to the heterogeneity of information that can be obtained. The fastest growth in spending on big data technologies is happening within banking, healthcare, insurance, securities and investment services, and telecommunications. Remarkably, three of those industries lie within the financial sector, which has many particularly serviceable use cases for big data analytics, such as fraud detection, risk management, and customer service optimization. In fact, the definition of big data analysis refers to the process that encompasses the gathering and analysis of big data to obtain useful information for the business. This paper focuses on delivering a short review concerning the current technologies, future perspectives, and the evaluation of some use cased associated with the analysis of big data.
Big Data idea implementation in organizations: potential, roadblocksIRJET Journal
This document discusses big data implementation in organizations and the potential opportunities and challenges. It begins by defining big data and explaining the key drivers of increasing data volumes, such as social media, the internet of things, and multimedia data. It then outlines some of the major benefits organizations can gain from big data, including improved decision making, customer experiences, and sales. However, successfully implementing big data also faces roadblocks such as selecting the right tools, techniques, and data sources. The document provides examples of technologies, methods, and skills needed to optimize big data initiatives.
http://www.ericsson.com/thinkingahead/networked_society
Digitalization has unleashed a wave of transformation across a range of industries. The pace of change has been mind boggling and will only continue to accelerate. Everything from business models and product categories to financing and human resources will transform in order to take advantage of the possibilities of the Networked Society.
The document discusses digital business transformation and the disruption of industry logics. It examines the major technological forces driving digital transformation, including hyperconnectivity, the internet of things, commoditized technology, ubiquitous access, converged markets, and the networked society. These forces are disrupting conventional business logic and changing characteristics of digital markets, which are now high-speed, all-embracing yet super-niche, have blurred boundaries, complex business models, and are both hyper-competitive and collaborative. The rise of user-centric ecosystems is shifting industries from ownership models to ones focused on access through streaming, sharing, renting and subscribing. Successful companies must adapt to these changes in how they relate to markets.
Similar to The european proceedings of social and behavioural scien (20)
In a two- to three-page paper (excluding the title and reference pag.docxrock73
In a two- to three-page paper (excluding the title and reference pages), explain the purpose of an income statement and how it reflects the firm’s financial status. Include important points that an analyst would use in assessing the financial condition of the company. Also, analyze Ford Motor Company’s income statement from its
2012 Annual Report
.
Your paper must be formatted according to APA style, and must include citations and references for the text and at least two scholarly sources.
.
In a substantial paragraph respond to either one of the following qu.docxrock73
In a substantial paragraph respond to either one of the following questions:
1.) Choose one source of energy, explain its origins, how does it impact our Earth, and what effect does it have on our planet?
OR
2.) Explain, with details, how geology influences the distribution of natural resources.
NO MINIMUM WORD LENGTH REQUIRED.
.
In a study by Dr. Sandra Levitsky, she considers why the economic,.docxrock73
In a study by Dr. Sandra Levitsky, she considers why the economic, physical, and emotional challenges of providing chronic care for a family member have not produced more salient political demands for aggressive policy intervention (Hudson, 2014).
Discuss her findings as well as your own theory on why there has not been a stronger demand from the public for policy intervention to assist caregivers.
Support your statements with evidence from the Required Studies and your research. Cite and reference your sources in APA style.
References
Hudson, R. (Ed). (2014).
The new politics of old age policy
(3rd ed.). Baltimore, John Hopkins.
.
In a response of at least two paragraphs, provide an explanation o.docxrock73
In a response of at least two paragraphs, provide an explanation of the steps you took to rewrite the Romantic poem you selected. Your explanation should point out at least three typically modernist qualities in your work with regard to elements such as
language, style, literary elements, and themes. Here, as an example, is a brief explanation of the modernist rewrite of the first stanza of Wordsworth
’s “I Wandered Lonely as a Cloud”:
.
in a minimum of 1000 words, describe why baseball is Americas past .docxrock73
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.
In a minimum 200 word response, describe some ways how the public .docxrock73
In a minimum 200 word response, describe some ways how the public has responded to the October 2001 USA Patriot Act. Has the public’s response been positive or negative? What are some pros and cons of the USA Patriot Act with the American public? Explain your answer.
Dempsey, J. S., & Forst, L. S. (2011, Pg. 213-214).
Police
. Clifton Park, NY: Delmar.
.
In a weekly coordination meeting, several senior investigators from .docxrock73
Senior investigators from a state crime lab requested that AB Investigative Services create standard operating procedures for processing computer evidence, as recent investigators have not properly understood how computer data works and technical issues related to evidence processing. ABIS was asked to provide 4 general guidelines for processing evidence to ensure investigators follow standard procedures.
In a memo, describe 1) the form and style of art as well as 2) the e.docxrock73
In a memo, describe 1) the form and style of art as well as 2) the engineering phenomenon – a substantial paragraph for each. You will need to research both the art and engineering, so each section of the memo should include citations from credible sources.
i need to wrote two paragraph also incloude two citation for each one
.
In a minimum 200 word response explain the problems that law enforce.docxrock73
In a minimum 200 word response explain the problems that law enforcement officials have faced regarding the issues of federal, state, and local jurisdictions attempting to intervene in tribal policing. How has this issue contributed to confusion and discontent with law enforcement? Dempsey, J. S., & Forst, L. S. (2011, Pg. 22-25). Police. Clifton Park, NY: Delmar.
.
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In a minimum 200 word response explain some of the reasons why, in the context of span of control, it is more beneficial to
limit the number of officers reporting to one supervisor.
What factors can affect how many employees are supervised at one time?
Dempsey, J. S., & Forst, L. S. (2011, Pg.
Pg. 35-40
).
Police
. Clifton Park, NY: Delmar.
.
In a maximum of 750 words, you are required to1. Summarize the ar.docxrock73
In a maximum of 750 words, you are required to:
1. Summarize the article (include all necessary background information);
2. Identify, discuss and analyze the main issue covered in the article, making links to all secondary
issues, theories and concepts;
3. Critique the actions taken by management and the union, (i.e., what did each do particularly
well or poorly); and
4. Discuss how the event in the article affects the lives of people other than those in management
or the union
.
in a two- to- three page paper (not including the title and referenc.docxrock73
in a two- to- three page paper (not including the title and reference pages), explain how Foreign Direct Investment (FDI) would cause an increase in the BRIC (Brazil, Russia, India, and China) countries’ Gross Domestic Product (GDP).
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In a two- to three-page paper (not including the title and reference.docxrock73
A balance sheet shows a company's financial position at a point in time by listing its assets, liabilities, and shareholders' equity. It reflects a company's financial status by indicating what it owns, owes, and the portion owned by shareholders. An analysis of Ford Motor Company's 2012 balance sheet from its Annual Report shows its assets, liabilities, and shareholders' equity at the end of 2012.
In a group, take a look at the two student essays included in this f.docxrock73
In a group, take a look at the two student essays included in this folder. For each of these essays: (1) outline the organization of the components, (2) label the components, (3) name the audience and purpose, (4) decide if you found the organization of the components to be effective, and if the components themselves were well written or poorly written. You'll type your notes into a Microsoft Word document, include the names of all group members, and then upload the document individually to your own iLearn dropbox.
.
BASEBALLRuns Scored (X)Wins (Y)7086987590654797048078795730716678661963867976457455667707918559674381731946418965471735797357361556
Develop a position paper on best practices for teaching English Learners. This paper should contain the student’s personal beliefs about and the best models to practice. Statements must be supported with research data. There must be at least THREE references. The textbook may serve as ONE reference (Education English Learners for a Transformed World) The paper must be typed using APA style, double spaced, and with a title page and a reference page. The paper should be no less than three pages in length.
The positon paper: why two way is the best method in Bilingual Education
1) Please explain the components of the Prism Model and why these components are important in creating a welcoming school that promotes success for English Learners.
2) There have been many programs and ideas in the US Public schools for how best to serve English Learners and close the gap between those who enter school speaking English and those who have to learn English along the way.
Following is a list of Bilingual Education Models that have been tried. According to the text book and the research of Virginia Collier and Wayne Thomas, please rate the following programs from 1-6 with 1 being the most effective program for student success and 6 being the least effective program for learning English:
__________Maintenance Bilingual Ed., Self-Contained
__________Transitional Bilingual Ed.
__________One-way Dual Language
__________Pull-out Bilingual Ed.
__________Two-way Dual Language
__________Enrichment Bilingual Education (30 min. per day)
The following programs are designed for ELs who do not live in an area where bilingual ed. is available or do not qualify for bilingual education due to the language they speak. Please rate the following ESL programs on a scale of 1-4 with 1 being the most successful way to teach English and 4 being the least effective program:
__________ESL Pull-out
__________Sheltered Instruction in the regular classroom
__________Total emersion with no language support
__________English enrichment, 30 minutes per day, by classroom teacher
3) Please explain the difference between a 50/50 model and a 90/10 model of Dual Language Education.
4) Why does 2-way Dual Language Education usually have better results than 1-way Dual Language Education?
5) In order to have an effective Dual Language program, there are two important things teachers should not do. What are they?
6) What does it mean to see other cultures not as a deficit but as a difference? Why is this idea important to your classroom?
7) We are required to have many formal assessments in our educational curriculum. However, informal assessment can be much more informative to the teacher of language learners. Please explain why Informal Assessments might be a better way for the teacher to know the true level of the student.
...
Based on Santa Clara University Ethics DialogueEthics .docxrock73
Based on Santa Clara University Ethics Dialogue
Ethics case studies
This is an extra credit assignment that I am offering for the first time this term. In this booklet, you will find 38 separate case studies. You are free to respond to any or all of these cases.
You may earn up to 5 extra credit points per question, based on the complexity of the case and the logic of your response. You may not earn more than 100 points (10 percent of your final grade).
You may find it helpful to read the paper “Four Tough Ethical Dilemmas” prior to responding.
While these are your opinions, citations are not expected; however, if you make use of the work of others, include APA style citations for complete credit.
Either cut and paste the cases you select to a separate file or use this file for your submission. If you use this file to submit a response, please delete those cases to which you are not responding.
Dr. Frick
Case 1: Family Loyalty vs. Meritocracy
A man was appointed president of the newly-acquired Philippine subsidiary of a large American company. He was reviewing the organization with the company's head of human resources. One thing the president noted was that the same names reoccurred frequently in several departments. "It is our tradition," commented the HR head. "Families take care of their own. If one family member gets a good job in a Philippine company, other members of the family apply to join that company and the first member there can help the whole family become successful by helping them get hired and by coaching them to be successful. The company benefits. Our costs of recruiting are lower, we know more about the people we hire, and the commitment to family success results in fewer performance and discipline problems because family members want to please their older relatives."
The president wondered how these practices would be regarded in a large American firm, and whether or not he should take action to change them.
1. Nepotism is not illegal, but is it ethical?
2. If the business is family-owned, does that make a difference?
3. How does national culture affect this discussion?
Case 2: Is the Two-Tier System Ethically Problematic
Employees at a cereal makers plant were “locked-out” from their jobs producing cereal for over 3 months. Company management and the union representing the employees reached a stalemate in negotiations resulting in the lockout. The union claims that the primary issue is the company’s demand of dramatically increasing the number of temporary workers, who would earn $6 less per hour and receive fewer benefits. Critics claim this effectively creates a two-tier system at the plant. Under the current agreement, the company may use temporary workers for up to 30% of the workforce, but the union claims the company is now pushing for 100%. The workers, who have had their health insurance suspended, fear that their jobs will either be replaced entirely by temporary workers, or they will be f ...
Barbara Corcoran Learns Her Heart’s True Desires In her.docxrock73
Barbara Corcoran Learns Her Heart’s True Desires
In her hilarious and lighthearted book, Shark Tales: How I Turned $1,000 Into a
Billion Dollar Business, Barbara Corcoran demonstrates the importance of knowing what
you really want out of life (Corcoran & Littlefield, 2011). As her title suggests, Barbara
founded her real estate company, The Corcoran Group, with only $1,000 and some big
dreams. Shortly after founding the company, Barbara took out a piece of paper and wrote
down some big goals for herself and the company. In 1978, she had only 14 sales agents
working for her, who earned a total of $250,000 in commissions. She set a goal of
doubling the number of agents and the commissions every year. So she put down 28 sales
people for 1979, 56 for 1980, and so on, all the way up to 1,792 salespeople in 1985 with
total commissions of $32,000,000. Barbara was amazed when she saw the fantastic sums
projected for 1985, and of course many people, when they see such amazing sums, would
dismiss the calculations as fantasy But as Barbara put it, she went to work the next day
hustling hard for her $32 million.
Real estate agents are paid largely by commission, which is about as close as you
can get to a pure form of contingent reward for performance. However, Barbara didn’t
rely solely on the commissions to motivate her workers. She threw theme parties and held
numerous social events to build a committed workforce. Good sales agents could always
move to another firm, but not every firm had Barbara’s positive attitude and fun-filled
atmosphere. In the early years of the firm, when money was tight, Barbara and her
relatives did the cooking for the outings and parties, and she found clever ways to
entertain people with skating parties and other lively activities. As the firm became larger
and more profitable, she even hired professional entertainers for the company’s midweek
picnics, which included elephant shows, daring rides on hot air balloons, horses, or
Harley Davidsons, etc. Barbara stated “I built my company on pure fun, and believe that
fun is the most underutilized motivational tool in business today. All of my best ideas
came when I was playing outside the office with the people I worked with” (Corcoran &
Littlefield, 2011, p. 283). What did she get in return for the fun atmosphere? She had the
“most profitable real estate company per person in the United States” (p. 284). By the
time she sold her agency in 2001, she had 1,000 agents working for her, and she had the
largest real estate agency in New York – clearly her motivational strategies attracted a
large number of productive employees.
Barbara Corcoran had sold her firm for $66 million. She thought that would make
her happy, but instead, it made her sad. Although she pretended to be happy with her new
wealth and freedom, she was “secretly miserable” (Corcoran & Littlefield, 2011, p. 232).
She had lost her purpose ...
This document provides context and summaries about Bapsi Sidhwa's novel Cracking India and Deepa Mehta's film adaptation Earth. It discusses the characters and plot of Earth, focusing on the abduction of Ayah. It analyzes themes in the novel like the child narrator, fallen women, masculinity, and the metaphor of India cracking. It also discusses the film adaptation and historical context of violence against women during the 1947 Partition of India and Pakistan, including government estimates of abductions.
Barriers of therapeutic relationshipThe therapeutic relations.docxrock73
Barriers of therapeutic relationship:
The therapeutic relationship between patient and nurse is often filled with barriers that can generate obstacles for the relationship and, in the end, the health system as a whole (Sfoggia et al.,2014). There are many factors that hinder building a therapeutic relationship: language, professional jargon, communication impairment, and cultural diversity (ibid).
Language:
Language can be an obstacle to nurse-patient communication because a patient may not be able to speak the same language and therefore communication is not possible (Levin,2006). The best way to overcome this barrier is providing a translator who can explain a professional facilitator's message easily to the patient(ibid). For instance, if the nurse only speaks English but the patient is only able to speak Arabic, a translation to the patient of what the professional facilitator is saying leads to less chance of misunderstanding (ibid). Translation also allows a patient to feel comfortable through being able to speak in their own language (ibid).
Medical jargon:
Jargon is a technical language that is comprehended by people in a specific industry or area of work (Leblanc et al.,2014). Health professionals often use jargon to communicate with each other(ibid). For example, T.B. disease stands for tubercle bacillus and HIV stands for human immunodeficiency virus (Mccrary & Christensen,1993). Jargon often makes sense to health professionals but a patient who does not understand these acronyms will not understand such communication, leading to a barrier in therapeutic relationship between patient and health professional (Leblanc et al.,2014).
Communication impairment:
Patients with communication impairment such as blindness, deafness and speech impairment often feel isolated, frustrated and self-conscious (O’Halloran et al.,2009). Some patients are born with such disabilities or have developed them as a result of disease (ibid). Therefore, nurses should provide enough time in order to describe any issue to such patients so that they do not feel uncomfortable or censured by health professionals, who must remain impartial (ibid).
Cultural diversity:
Patients often have various differences (Leblanc et al.,2014).Some of these differences are due to a patient's illness, social status, economic class, education and personality(ibid). However, according to Kirkham (1998), the deepest differences might be cultural diversity. Beheri (2009) points out that many nurses believe if they just treat patients with respect, they will avoid most cultural issues. Nevertheless, avoiding misunderstanding can be achieved through some knowledge of cultural customs, which might help and enable nurses to provide better health care to patients (ibid).
Facilitators of therapeutic relationship:
UNCRPD (2006) states that the most fundamental human right in hospital is communication. Patients are required to be provided with an effective communication method by nurs ...
Barada 2Mohamad BaradaProfessor Andrew DurdinReligions of .docxrock73
Barada 2
Mohamad Barada
Professor Andrew Durdin
Religions of the World Hum 201-02
March 23rd, 2018
References:
1. Rachel. Rachel’s Musings: Buddhism is a Religion. Retrieved from https://www.rabe.org/thoughts-on-buddhism/buddhism-is-a-religion/
2. Winfield, Pamela. The Conversation: Why so many Americans think Buddhism is just a philosophy. Retrieved from https://theconversation.com/why-so-many-americans-think-buddhism-is-just-a-philosophy-89488
Critical Analysis of the religious nature of Buddhism
The religious community often debates on whether Buddhism is categorized as a religion or as philosophical teaching. The answer to the question varies depending on an individual’s point of view. There are three main types of Buddhism practices across the world with each of them having smaller branches with slights variances in their teachings and beliefs. The different styles of Buddhist mainly encompass Theravada Buddhism, Vajrayana Buddhism, and Mahayana Buddhism. The various forms often have deities that are worshipped while others do not. Some often have scriptures while others do not usually believe in any physical form of the Buddhist teachings. The first article is authored by Rachel, a blogger, presenting the argument that Buddhism is a religion (Rachel, 1). On the other hand, the second article authored by Pamela Winfield recognizes Buddhism as a philosophy. Analyzing and comparing the two pieces having divergent views on the religious nature of Buddhism is crucial for understanding whether it is a religion or philosophy.
Summary of the articles
Rachel in her article considers Buddhism as a religion. The author acknowledges the fact that Mahayana Buddhism which is often found in greater part of Asia that includes Japan, Korea, and China often teaches on attaining enlightenment (Rachel, 1). The Mahayana often accept that every individual wishes to ensure the effective attainment of enlightenment and thus end the cycle of rebirth which others recognize as “Karma.” The article proceeds to state that Buddha is the greatest of the deities but is not worshipped. Instead, Buddha often inspires all those who practice doing as he once did. The author states that Buddhism often requires that the individuals that choose the wrong path attempt to re-accomplish these tasks in their next life alongside other punishments imposed on them by karma. The characteristics of this type of Buddhism thus often play a significant role in showing the religious nature of Buddhism. The author concludes by stating that Buddhism often contains all the different elements of a religion. Moreover, the article associates Buddhism with fallacies that characterize other religions and just as dangerous as other religions as well. A quote proves the claim on the dangerous nature of Buddhism that the author uses to summarize the teachings of Buddhism.
On the other hand, Winfield tends to focus on enlightening the readers on some of the aspects of Buddhism that ensures its a ...
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
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.
The european proceedings of social and behavioural scien
1. The European Proceedings of
Social and Behavioural Sciences
EpSBS
www.europeanproceedings.com e-ISSN: 2357-1330
This is an Open Access article distributed under the terms of the
Creative Commons Attribution-Noncommercial 4.0
Unported License, permitting all non-commercial use,
distribution, and reproduction in any medium, provided the
original work is
properly cited.
DOI: 10.15405/epsbs.2020.12.37
TIES 2020
International conference «Trends and innovations in economic
studies»
THE ECONOMIC GOALS OF DIGITAL BUSINESS
TRANSFORMATION
Elena Yu. Golovina (a)*, Malika V. Evloeva (b), Jan Yu (c), Liu
2. Kylie (d)
*Corresponding author
(a) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia,
[email protected]
(b) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia, malika-
[email protected]
(c) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia
(d) Irkutsk National Research Technical University, 83,
Lermontov str., 664074, Irkutsk, Russia, [email protected]
Abstract
The feasibility of adapting modern business to current changes
in the world economy is explained by the
ability of digital technologies to ensure optimal operation of e -
business. But despite the fact that many
companies around the world are undergoing the process of
digitalization, some of them believe that this
process is a threat to their business. Problems such as
information insecurity, shortage of personnel, cost
of the latest equipment, etc., remain unresolved. Yet fewer
industries remain unaffected by the digital
revolution. Digital transformation changes the very nature of
modern business, thus creating a special
ecosystem. In order to successfully transform and further
develop business in the current era, companies
need to change the way they do business. It is important to note
that the terms "digitalization" and "digital
4. 1. Introduction
We live in a modern society and cannot imagine our life without
technologies. The creation of a
worldwide Internet was the highest point of the next
information revolution’s wave. Thus, the exchange
of information on a global scale became possible. In the 1970s
the theorist and publicist Daniel Bell
(1973) predicted the entry of humanity into a new stage of
development characterized by the growth of
the tertiary sector of the economy. The author of the “Third
Wave” Alvin Toffler had a similar point of
view (Platonov, 2019).
General Business Principles are changed by technology. Digital
technology is the result of the
human development’s process. Indeed, according to many
economists, digital technologies are new
information technologies, which allow ensuring the optimal
operation of e-business structures in the
current economy. The process of digital transformation itself
can be called as the era of dramatic
changes. The role of digitalization is increasing every day, and
the result is an economic processes’
simplification. Digital transformation goes ahead. This is an
5. irreversible process which helps to increase
business efficiency and accelerate sales revenue growth thanks
to new and innovative digital business
models.
2. Problem Statement
Companies all over the world go through a digital business
transformation because this leads to the
ability to quickly adapt the business to the new challenges of
digitalization. This allows you to expand the
boundaries of organizations, increase the speed of making
management decisions, by replacing or
transforming business processes and creating an environment
for digital business.
An enterprise using digital technology can take advantage of
convergence opportunities in which
product data is available at all stages of its life cycle – from
development to maintenance. That’s why the
management of the enterprise can make more informed
decisions, carry out transformations for “quick
implementation” in the aspects of entering the market,
flexibility, quality, security and operational
efficiency, as well as creating new business opportunities
(Gribanov, 2017). At the same time,
6. accelerating technology adoption can harm established business
models.
Digital transformation has both positive and negative sides, and
therefore it is important to ensure
information security on the Internet, in corporate and local
networks through which digital data is
transmitted. Since the Internet is publicly available, hackers
can take advantage of this and further
implement a number of threats:
- theft of personal data;
- information theft;
- change or destruction of data, etc. (Samuylov, Begishev,
Moltchanov, & Andreev, 2019)
Such digital transformation’s problems as information security,
staff shortages, lack of the ability
to purchase expensive equipment, etc. are the main (Figure 1):
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Figure 01. Key problems in digital transformation
According to the research in this area 25 % Russian companies
and 31 % in the world consider the
digital revolution as a threat for their business. Risks arise due
to the new born digital companies can
bring down traditional strong players from the leadership
position. In the Russian Federation a quarter of
respondents said that changes occurring due to the influence of
ubiquitous digitalization threaten their
business. In the world 31 % of company representatives made
such a statement.
Companies showing the best financial results see a threat in
actual changes in the global economy
due to digitalization. 64 % of representatives reported this
while this statement was supported by only
27 % of the respondents in general.
Despite the problems and difficulties, the topic of digital
business transformation remains the
most relevant today. The scale and digitization’s rate confirm
this. Fewer industries remain unaffected
8. by digital change. Transport, fuel and energy complex, housing
and communal services sector,
construction, medicine: almost all industries are involved in this
process. Digitization influences easier
on trade, the financial sector, and government.
It should be particularly noted that the state as a service is the
prospect of the next five years. Even
today about 4 thousand information sources, 93 thousand
organizations are digitizated in the context of
the Russian State business system of housing and public
services. The Federal Treasury develops the
public procurement system, processing about 220 million
transactions per day.
Thus, due to the implementation of the Smart Grid concept,
Russian energy complex will enter a
new phase of existence, which will be characterized by
harmonious interaction with the environment,
improvement of the quality of life and general economic
recovery. Smart Grid networks are upgraded
power supply channels using communication and information
technologies. The essence of Smart Grid
technology in the electric-power engineering is data collection
of electricity production and consumption.
This allows distributing energy resources correctly, ensuring
9. reliability of their consumption and
efficiency of use.
Nowadays utilities deal with enormous challenge. However,
they are simultaneously active in an
industry where digital transformation can lead to huge cost
savings, new offers, alternative pricing
Digitization
problems
Сompeting
priorities
Digitization
problems
Understandin
g success
Complexit
yLack of
financial
opportunities
Staffing
issues
Сultural
changes
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models, optimizing customer experience and even radically new
ways of “doing business” interacting
with customers and their business model itself.
From a technological point of view, the Internet of things, big
data and everything connected with
the smart play a key role. In addition, investment and
innovation in informing customers about their
consumption and enabling them to control it in invisible ways
expand many opportunities in areas such as
ecology / environment and changing supply chains.
The insurance industry also has numerous opportunities for
using transformational technologies.
Most consumers, for example, would like to have a sensor
attached to their car or home if this
leads to lower premiums. However, there are problems to the
degree that technology offers tremendous
opportunities that are increasingly being used by insurers. An
11. important role is played by the changing
expectations of policyholders and other consumers. In addition,
there is a lot of work in core business
processes, such as managing insurance claims, customer service,
and following changing rules.
The digital transformation of healthcare, in particular, is due to
the problem of aging / population
growth, increasing chronic diseases, increasing costs and
changing people's expectations and behavior as
a result that digital healthcare is playing an increasingly
important role.
Thus, digital transformations provide new opportunities so that
enterprises can create new values
using old assets. Digital transformations are changing the
nature of a modern enterprise by changing the
scale of activity, the product and organization life cycle.
Consequently, digital technology creates "digital
value." Network effects are rapidly spreading throughout the
business ecosystem, shaping pricing policies
under the influence of data on consumer behavior. Global
Consulting and Research Company Gartner,
Inc. suggests considering any business as a set of platforms
with open borders, and not as a closed system
with assets (Sologubova, 2019).
12. 3. Research Questions
The formation is a key resource in the modern world. Every
second, mankind generates huge
amounts of digital data which not only occupy a place in storage
but also help companies doing business.
To take full advantage of the available information, it is
necessary to accumulate, structure and analyze it.
The main subject of this research is the digitalization and
digital transformation of enterprises,
further developed thanks to innovative technology, for example,
Big Data (big data) or Artificial
Intelligence (AI, artificial intelligence). They are aimed to
analytics workflow on the basis of which it is
possible to make decisions, adapt offers to specific clients and
predict their behavior.
When explaining the terms “digitalization” and “digital
transformation”, it is necessary to
understand that:
1. in the first case, it is an art of process of the targeted
outcome vide licet flexible production,
bringing excellent results to customers, and higher profit to
owners. The term “digitalization” is
13. used to describe a transfor mation that goes further than simply
replacing an analog or physical
resource with a digital or information one. Revealing the
concept of “digitalization”, we should
talk not only about the software and hardware complex and
tools, but also about the methods of
work adopted by the company and the stimulation of innovation.
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2. and in the second case, this is the process of transferring an
enterprise to a “flexible” state from
the current, from the point of view of the main areas key for a
sustainable business. These key
areas can be identified using key elements of the business value
chain, such as:
• Product Lifecycle Management
• Production and product management
14. • Business intelligence
• Integration and data management
• Safety and reliability
• Corporate culture and the people behind it
• Process and technology measurements
Actually, the goal of digital transformation is not to replace
technologies or adopt new models of
interaction, but to rethink the enterprise itself and its business
processes.
4. Purpose of the Study
The purpose of this study is to clarify the nature of
digitalization and the digital transformation of
business in modern economic conditions. The materials of this
article allow not only understanding what
exactly is changing dramatically in industries and in their
business, but also how these changes will affect
how they evaluate their activities. That strengthening the
competitive positioning of successful firms does
not depend on the technologies they adopt. What should be the
nature of subsequent IT investments.
It is necessary to show that digital transformation is a deep
transformation of business and
15. organizational activities, processes, competencies and models
for the full use of changes and the
possibilities of combining digital technologies and their
accelerating impact on the whole society in a
strategic and priority way, taking into account current and
future changes.
The development of new professional qualities depends on the
ability to be more flexible, people-
oriented, innovative, customer-oriented, orderly, effective and
able to stimulate / use opportunities to
change the existing situation and use new information and
service revenues. Digital transformation
efforts and strategies are often more relevant and are present in
markets with a high degree of
commodification.
5. Research Methods
As the main research methods were applied:
• experimental-speculative methods: analysis of registered
statistics, published results of the
work of research institutions and Fitch Ratings, information
provided by periodical
business and scientific publications, including the Internet, in
16. research materials performed
by independent analytical organizations, legislative and
regulations governing
entrepreneurial, innovative and scientific-technical activities in
the Russian Federation,
studies of international organizations;
• general scientific principles of a systems approach;
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• quantitative and qualitative studies of the main trends and
directions in the formation and
development of digital business transformation;
• analysis methods – logical, comparative, strategic, managerial,
etc
6. Findings
Digitalization sets the vector by which socioeconomic systems
17. of all levels will develop for the
long term. This is necessary for scientific process of digital
business transformation (Gribanov, 2017).
To understand the studied problem many authors addressed to
fundamental works of such foreign
authors as Parker, Alstyne Marshall, and Choudary (2016), Bell
(1973), and etc.
The development of business structures and their
transformation within the framework of the
socio-economic system as a whole including in connection with
the development of digitalization
processes are studied in the domestic authors’ works such as
Gribanova (2017), Kapustina, Kudryavtseva,
Shishkin, and Shishkin (2012), Avdeenko and Aletdinova
(2017), Babkin, Burkaltseva, Kosten, and
Vorobyov (2017).
The study of this issue made it possible to determine that the
digitalization of processes is relevant
not only at the level of individual enterprises: entire industries
choose this development path for
themselves as the only opportunity to meet the rapidly changing
conditions of the surrounding world. As
the result the digital transformation of industry, retail, the
public sector and other areas are already
18. changing the lives of every person and every company.
According to the international analytical agency
International Data Corporation (IDC) which is studying the
global market for information technology and
telecommunications, by 2018, global spending on digital
transformation amounted to $ 1.3 trillion, and by
2021 this value will approach $ 2.1 trillion.
The penetration of digital technologies in all business sectors
was due to the fact that this
transformation accelerates interactions and all business
processes, transferring them to real-time mode
enhances the mutual influence of all factors, thereby creating a
special ecosystem of the enterprise. The
enterprise ecosystem is a complex of business development
factors. It dictates a completely new
algorithm of action
However, in the digital world not every organization is able to
form its own ecosystem because in
this process the strategy, goals, age, level of development of the
organization, etc. But there are also
“ambidextra companies” that go through the digital
transformation process without any problems
(Sologubova, 2019).
19. We must not forget that the fundamental role in digitalization is
not so much artificial intelligence
as the human mind.
Every year, large companies such as Forbes Insights, Hitachi
Data Systems and others make the
research to understand the cost-effectiveness of digital business
transformation. A survey of more than a
hundred IT managers of the largest companies from various
sectors of the economy revealed the main
goals of digital transformation (Figure 2).
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Figure 02. Primary targets of business transformation
Today we have connected digital technologies as pervasive
widespread smart devices, the
20. industrial cloud computing and almost ubiquitous Internet
connection. They are powerful enough in
combination to unleash that well-known economist Carlota
Perez calls the shift of techno-economic
paradigm.
Currently "maturing" the digital enterprise is focused on the
integration of digital technologies
such as social, mobile, analytical and cloud service all
conversion processes of the enterprise. In other
words, the connected digital technologies require a complete
rethinking of what we consider enterprise.
Less Mature digital business is focused on the solution of
discrete business problems with the use of
individual digital technologies, which in our opinion is not
quite correct.
According to the authors, the ability to digitally rethink a
business is determined primarily through
a precise strategy, implemented, as a rule, by the top
management promoting the digital culture. The
peculiarity of digital transformation is that dealing with risks is
already becoming the rule, as more
digitally mature companies strive to gain stable competitive
positions. To this end, it is necessary to
attract competent performers who can organize the correct
21. processes for working with data, control their
quality and usefulness, in order to ultimately benefit from the
introduction and use of digital technologies.
Below we can see the highlights of the author's findings:
1. Digital strategy leads to digital maturity and the formation of
a digital business model. Only
15% of companies are in the early stages of what we call digital
maturity - an organization where the
presence of digital business processes, the involvement of
competent performers speak of a well-thought-
out roadmap. Digital business model is a vivid articulation of
the digital landscape of the enterprise
developed through digital transformation and defined as the
target operating mode of the enterprise
(ETOM).
2. The framework for digital transformation is the framework
for change that clearly defines the
activities and tasks an organization needs to manage digital
transformation. According to many IT
specialists, the specificity of digitalization is such that it forces
businesses to constantly scale their
Primary targets
of business
22. transformation
Customer Satisfaction
Outlet level’s upgrading
Expansion into
new markets
Line extension
Efficiency improvement of
current processes
Business caseы’
transformation
Cost saving
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activities. Digital transformation allows you to do this in a
flexible and timely manner, each time taking
into account the unique characteristics of the managed projects.
Digital orientation is usually shaped by
23. the goal of transforming the business as a whole.
3. “Ripening” digital organizations build skills for
implementing the strategy. Companies that
have reached the digital maturity level provide their employees
with the necessary competencies and
knowledge more often than organizations that are at the initial
stage of digitalization. Our overall
conclusion is that the ability to understand the transformation of
the corporate world through the creation
and implementation of new IT technologies is a skill that many
companies lack.
4. Risk is becoming a cultural norm. Organizations that have
reached digital maturity are more
inclined to take risks than their peers in the early stages of
digitalization. To mitigate risks, business
leaders, together with their employees, need to perceive the
difficulties that arise as a path to victory,
increase competitiveness and growth of the business as a whole.
5. The digital strategic structure, where the digitalization policy
is conducted vertically from
above is the strategy development structure that defines the
digital evolution of the organization and plans
for a successful digital transformation. In maturing
organizations, IT professionals are almost twice as
24. likely to lead digital transformation. It is important to
understand that the main thing is not technology,
but people who are engaged in their implementation and who
are able to correctly state the importance of
digital technologies for the future of the company. In other
words, it is a clear roadmap for digitalization
combined with culture and competence.
6. Digital Architecture Roadmap’s Formation is a short map
describing the “direction of
movement” for the digital journey enterprise, designated as a
series of achievable goals.
Next, we present the statistics on the digital transformation of
the business according to research
in this area. Most respondents are IT executives and
professionals:
• 87 % say digital transformation is a competitive tool
• 88 % say they are in a digital transformation stage
• 96 % of organizations consider digital transformation critical
• 50% of executives say they have a clear roadmap for
digitalization
• 39% believe digital transformation has made progress in
securing real-time transactions; 32
25. % say this helped them to leapfrog solution in improving the
efficiency of operations; 28 %
said it helped them to gain new customers, 25 % said it helped
them to leapfrog solution in
accelerating product development.
• 45% of respondents are confident that digitalization will
increase business income
• 25% of respondents believe that digital will provide an
opportunity to establish more fruitful
relationships with customers.
• 87 % of companies are confident that digitalization will
positively affect the experience of
employees in the company as well as on employee productivity
• Companies that have already gone through the digital
transformation claim that: increased
market share – 41 %, there was an increase in customer
involvement– 37 %, more favorable
working climate – 37 %, more, web and mobile technologies –
32 %.
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• 44 % of CEOs say business knowledge and the ability to
understand the transformation of the
corporate world through the creation and implementation of new
IT technologies is a skill
that many companies lack.
Based on the above we line that key challenges for businesses
thinking about digital business
transformation are:
1. Digital strategy – what to do?
2. Digital transformation – how can we do it?
On the basis of analytical reports scientific articles, opinions of
experts, the authors offer the
following definition of "digital transformation". It is a cultural,
organisational and operational change in
the organization, industry, or economic system through
appropriate integration of digital technologies,
processes and competencies at all levels and functions in a
phased manner. Digital transformation using
technology to create value for different stakeholders (clients, in
27. the broadest sense of the word),
innovation and adaptation to changing circumstances.
Thus, the digital transformation of the corporate world is the
transformation of business models,
processes, services, activities and competencies for using the
opportunities offered in the two directions
of global change: globalization has the free movement of
people, ideas, goods, equipment and money in a
dynamic global economy (the boundaries are blurred between
old markets and new markets); in
combination with digital technology innovation – joint to
stimulate the creation of new business models
that generate growing streams of data and revenue from new and
desirable products and services.
Globalization and technological innovation at the same time
generate new digital industry, the
markets and the economy is the evidence of geopolitical and
economic paradigm shifts changing all
aspects of society.
7. Conclusion
The article examined the most important aspects of digital
business transformation as a deep and
28. accelerating transformation of the corporate world. In other
words, it is the use of technology to radically
increase productivity. In almost all spheres of activity, they use
the achievements of the digital world,
such as analytics, artificial intelligence, big data, the Internet of
things, augmented and virtual reality, etc.
in order to improve the efficiency and competitiveness of the
business. Data and information have
become major assets, sources of income and essential support
tools in the information age.
To succeed in the digital age, it is unnecessary to turn into the
new Amazon, Google, or Netflix.
However companies may have to change their methods of work
in order to create a solid base for the
development of their business. There are likely to be obstacles
along the way, but it is not about money,
about lack of time and not even about the scarcity of resources.
It is about the attitude to digital strategy.
Digital transformation projects most often fail because the
organization is not ready for the scale of
the changes that are necessary for success. To harness the
power of new technologies, the corporate
world needs to be prepared to accelerate evolution, business
agility, customer focus, and all forms of data
29. analysis.
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References
Avdeenko, T. V., & Aletdinova, A. A. (2017). Digitalization of
the economy through the improvement …
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5
SMITHFIELD CUSTOM FURNITURE CASE STUDY
Sean Radovanovic
1. Explanation of Mission Statement Requirements
A mission statement is a descriptive goal that speaks about what
your company wants to achieve now. The Mission statement
and Vision Statement are very similar. The key difference is the
mission statement will speak more to consumers on what
exactly your company has to offer. A good example of a mission
statement is "People working together as a global enterprise for
aerospace industry leadership.”(Boeing Mission Statement |
Boeing Mission & Vision Analysis, 2021) You can see based
30. on this Mission statement how people matter to the company
and that they are in the aerospace industry.
2. A Mission statement for Smithfield Custom Furniture's New
Product Line
The Smithfield Custom Furniture that has been growing and
expanding with a long history of success should speak to what
makes them different from any other furniture company.
Therefore I have designed the following Mission Statement:
Create unique furniture from the finest wood making highly
desirable limited edition products. This Mission statement will
speak to the over 86 years of furniture building focused on high
end, one of a kind furniture that makes it very valuable and
keeps it in the wealthy sector of stores.
3. Explanation of Vision Statement Requirements
A Vision Statement is what you want your company to be in the
future. It is not so much what you are doing as it is a non-
measurable goal that speaks to what your company would like to
achieve. Your Vision Statement should be a reflection of your
mission and be a way for you to achieve mission success. An
example of a Vision Statement would be Tesla's Vision "Create
the most compelling car company of the 21st Century by
Driving the world's transition to electric vehicles."(Cuofano,
2021) As you read the Vision Statement there is no way to
measure how compelling a car is but it is a hope for this
company to not only be compelling but also eventually lead
world transition to EV's.
4. Vision Statement for Smithfield Custo m Furniture's Product
Line
When trying to find a Vision Statement, the first question to
answer is, where and who do you want to be? Give thought to
the future and then derive a Vision Statement from what you see
your company being in the next 10-20 years that supports the
Mission Statement. Using this methodology I have created the
following Mission Statement: Be the Top Choice for people
who want distinctive furniture you won't easily run into
anywhere else.
31. 5. Application of Porter's Competitive Strategy
Porter's Five Forces is a strategy tool that can be used by
management to help understand what risks can be associated
with competition in a certain industry. Every industry has a
risk of losing its competitive edge, by utilizing a tool to
understand your risks and where they come from you can better
plan to avoid losing profit in the future. The five forces that
Porter discusses in terms of areas of concern are the following:
Bargaining Power of Suppliers, Bargaining Power of Customers,
Threat of New Entrants and threat of substitute of products.
The Fifth concern is rivalry with other industries however the
difference is the fifth concern also has to be concerned with the
first four. (Lumen Learning, 2021)
We can break down each area and see where the concerns would
lie with the exclusive line and the new proposed line. First the
bargaining power of the supplier simply means how much
influence does Smithfield Furniture have over its customers into
getting the better deal. With a Unique Line that offers high end
products the company has the ability to have higher prices even
more so because the furniture is limited in new designs.
However your market that you speak to is for more wealthy
individuals. If you were to start selling new products that are
cheaper, you would reach more households however, you could
lose your influence. This could affect the price and brand of
your more unique items in the future. Second, the bargaining
power of buyers is the ability for a customer to influence the
buyer. In this regard, how much are you willing to lose to make
the customer happy. This isn't much of a concern for limited
edition furniture, but for furniture that is more modern you are
going to have to find a way to connect to the customer without
using discounts or taking profit losses. Third, the threat of new
entrants, how easy is it for a new company to emerge and start
making the same products you do. Limited edition furniture
with exotic materials is not easy to replicate. However, middle
range furniture could be easily replicated. Fourth is a threat of
substitute products. Given the furniture business this is a threat
32. for both high end and for middle range furniture builds.
Examples include hammocks, bean bags, at home project
builds. The key to overcoming this competition is the quality
you would get from using your company's products. Last but
not least is rivalry with industries. As already expressed the
hardest thing for another company to copy is unique and diverse
limited edition builds. Your company's world-wide influence
and long standing history of craftsmanship is what your new
competitors will have to try and overcome.
6. Priority Order/Justification Smithfield's next 3 Steps
If Mr. Smithfield III would like to continue his pursuit of his
new product line these are the first 3 steps that need to happen:
Step One: Strategic Objectives and Analysis
Now that you are opening a new line, your focus will no longer
be Top of the line furniture. Your company will now be
producing two different types of furniture and for the first time
in the company's history the target industry will be adjusted. In
order for this new line to be successful a new Mission Statement
and Vision Statement will need to be created. Who are you
now? That is the best question to answer to succeed in a new
mission and vision for the company. (Lumen Learning, 2021b)
Step Two: Strategic Formulation
With a new Mission and Vision in place for your company, the
next step is to set SMART goals. Specific, Measurable,
Achievable, Realistic, Time-focused goals that will focus on
strengthening your companies advantages and improving its
weaknesses. Given the goal of the company is changing,
creating new objectives and milestones to reach these goals will
be the difference between success and failure. (Lumen
Learning, 2021b)
Step Three: Strategic Implementation
After the goals have been made, the milestones set, and the plan
created, it's time to execute. This step in development focuses
on action. Now that Upper Management knows the future of the
company it's time to get the buy-in to every employee across
every country. From the Craftsman to the Salesman it's
33. important the workers are motivated behind this new vision and
support the new mission. This is where middle management and
front line supervisors need to pay attention to resources needed
and look for areas of improvement with the new line.
I believe these first three steps will be huge in having success.
If it was my company I would not suggest moving into a new
line of business. The possibility of brand name loss is too high,
not to mention the possibility of the company losing its
identity. Instead I would have performed a strategic Evaluation
and looked at the external and internal conditions. Using this
and the SWOT method I would have attempted to find a better
resolution to keep the focus on limited edition furniture.
References
Boeing Mission Statement 2021 | Boeing Mission & Vision
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