Pilot Study of Apply Education AI Virtual Assistant in Groups’Wisdom Created and Shared Ecosystem—A Case Study on Education Learning as a Service(ELaaS)with mFHC Bank.
Full Paper Download,http://bit.ly/2DExgrh
---
張大明 育睿科技 執行長
richard@abctech.pro
羅志傑 育睿科技 教務長
roger@abctech.pro
王詩帆 優睿亞科技 教學設計總監
shfan23@gmail.com
淡江大學守謙國際會議中心—2019學術研討會:AI在教育科技的應用與實踐。淡水校園。
Full paper-
https://www.researchgate.net/publication/332727759_Pilot_Study_of_Apply_Education_AI_Virtual_Assistant_in_Groups'Wisdom_Created_and_Shared_Ecosystem-A_Case_Study_on_Education_Learning_as_a_ServiceELaaSwith_mFHC_Bank
張大明執行長,育睿科技(2012)創辦人,資訊教育及教育科技專家,淡江大學教育科技研究所,台灣首位4C/ID模式實證研究發表人,自2010年取得教育科技碩士學位後,持續在教育科技領域研究﹑設計與創新,實務驗證後應用於教學設計、訓練設計、培育服務發展等,積極在培育產業推廣、發展教育科技創新,2016提出歐倍特六動力(ALBITER Power 6,思翱倍力大數據人才培育服務)的設計發展原則:目標、方案、問題、引導、數據、時習。2018年以創業成果獲得淡大教科系推薦傑出系友代表。國際副價值工程專家AVS、美國ATD會員。
About Ta-Ming Chang, Richard Biography Public - 2020/4/6
張大明執行長,育睿科技(2012)創辦人與摩方人力資本科技(2019)共同創辦人,資訊教育及教育科技專家,國際副價值工程專家AVS,曾任PMI-TW國際專案管理學會台灣分會秘書長,巨匠電腦數位學習部門內容專家,台灣首位4C/ID模式實證研究發表人,自2010年取得淡江大學教育科技研究所教育科技碩士學位後,持續在教育科技領域研究﹑設計、科技與服務的創新,實證後應用於教學設計、訓練設計、培育服務發展等,積極在培育產業推廣、發展教育學習即服務(ELaaS)的創新商業模式,2016提出歐倍特六動力(ALBITER Power 6,思翱倍力大數據人才培育服務)的設計發展原則:目標、方案、問題、引導、數據、時習,2018年獲得淡大教科系推薦傑出系友代表。2019年與夥伴共同創辦「摩方人力資本科技」,整合教育科技、績效科技、資料技術、金融科技、人力資源科技等創新工具與方法,推出摩方人資本銀行的創新整合服務平台。期望以人力資本的貨幣化數據帳戶,促使組織內外專案成員協同合作更緊密有效率,藉由個人或組織的人力資本儲存與交易,使數位世代的職涯發展更成功與成熟,加值優化個人與組織的智財人力資本。
Pilot Study of Apply Education AI Virtual Assistant in Groups’Wisdom Created and Shared Ecosystem—A Case Study on Education Learning as a Service(ELaaS)with mFHC Bank.
Full Paper Download,http://bit.ly/2DExgrh
---
張大明 育睿科技 執行長
richard@abctech.pro
羅志傑 育睿科技 教務長
roger@abctech.pro
王詩帆 優睿亞科技 教學設計總監
shfan23@gmail.com
淡江大學守謙國際會議中心—2019學術研討會:AI在教育科技的應用與實踐。淡水校園。
Full paper-
https://www.researchgate.net/publication/332727759_Pilot_Study_of_Apply_Education_AI_Virtual_Assistant_in_Groups'Wisdom_Created_and_Shared_Ecosystem-A_Case_Study_on_Education_Learning_as_a_ServiceELaaSwith_mFHC_Bank
張大明執行長,育睿科技(2012)創辦人,資訊教育及教育科技專家,淡江大學教育科技研究所,台灣首位4C/ID模式實證研究發表人,自2010年取得教育科技碩士學位後,持續在教育科技領域研究﹑設計與創新,實務驗證後應用於教學設計、訓練設計、培育服務發展等,積極在培育產業推廣、發展教育科技創新,2016提出歐倍特六動力(ALBITER Power 6,思翱倍力大數據人才培育服務)的設計發展原則:目標、方案、問題、引導、數據、時習。2018年以創業成果獲得淡大教科系推薦傑出系友代表。國際副價值工程專家AVS、美國ATD會員。
About Ta-Ming Chang, Richard Biography Public - 2020/4/6
張大明執行長,育睿科技(2012)創辦人與摩方人力資本科技(2019)共同創辦人,資訊教育及教育科技專家,國際副價值工程專家AVS,曾任PMI-TW國際專案管理學會台灣分會秘書長,巨匠電腦數位學習部門內容專家,台灣首位4C/ID模式實證研究發表人,自2010年取得淡江大學教育科技研究所教育科技碩士學位後,持續在教育科技領域研究﹑設計、科技與服務的創新,實證後應用於教學設計、訓練設計、培育服務發展等,積極在培育產業推廣、發展教育學習即服務(ELaaS)的創新商業模式,2016提出歐倍特六動力(ALBITER Power 6,思翱倍力大數據人才培育服務)的設計發展原則:目標、方案、問題、引導、數據、時習,2018年獲得淡大教科系推薦傑出系友代表。2019年與夥伴共同創辦「摩方人力資本科技」,整合教育科技、績效科技、資料技術、金融科技、人力資源科技等創新工具與方法,推出摩方人資本銀行的創新整合服務平台。期望以人力資本的貨幣化數據帳戶,促使組織內外專案成員協同合作更緊密有效率,藉由個人或組織的人力資本儲存與交易,使數位世代的職涯發展更成功與成熟,加值優化個人與組織的智財人力資本。
翻轉學習的四大基礎— Four Pillars:F . L . I . P
Flexible Environments(彈性的學習環境)
Learning Culture(不同的學習文化)
Intentional Content(更明確的內容)
Professional Educators(更專業的教師)
-----------------------------
能仁家商翻轉教育講座
翻轉學習的四大基礎— Four Pillars:F . L . I . P
Flexible Environments(彈性的學習環境)
Learning Culture(不同的學習文化)
Intentional Content(更明確的內容)
Professional Educators(更專業的教師)
-----------------------------
能仁家商翻轉教育講座
5. Since 2010 - 2016
⚫ b8:張大明,羅志傑(2016/6)ALBITER歐倍特:思翱倍力設計與實施手冊-螺旋式(4
Cycles)。
⚫ b7:張大明(2016/5/26)生產力與教育4.0創新教導數據力。2016 生產力4.0人才智動力-跨
界創新與創業研討會。亞東技術學院-國際會議中心。
⚫ b6:張大明,羅志傑(2016/5/20)整合學與教脈絡大數據應用的教育創新-以思翱倍力大數據
服務為例(Integrate Context Big Data of Learning and Teaching to Education Innovation -
A Case Study on ALBITER Learning Service),淡江大學-2016數位學習學術研討會:學習科
技新趨勢。
⚫ b5:張大明 (2016) SBIR Phase-I 經濟部小型企業研發補助計畫-思翱夫子雲倍力大數據創新
服務研發計畫,計畫主持人(ALBITER),2015/10-2016/5。
⚫ b4:張大明,羅志傑(2016/5)競爭力與永續經營之致勝關鍵:人才闖關大數據與倍力人才學
習服務,台灣日立內部講師訓練-結案報告。
⚫ b3:張大明 (2015)應用價值工程分析在雲端線上線下學習服務研究-以Xtiveco Cloud & App
為例,中華價值工程管理學會- VMIT價值管理期刊23期11-17。
⚫ b2:T. M. Chang,S. F. Wang (2015/5) HKIVM-SAVE International Conference
(2015),Hongkong 5/8-5/9,Use VA/VE on Online to Offline (O2O) Cloud Learning
Service Study - with an Example of Xtiveco Cloud and App。
⚫ b1:張大明(2014/11/23) Xtiveco雲端創意教學-以專案管理訓練為例,專案管理多元教學與
學用合一論壇 Project Management Education Conference。2014 PMI台灣專案管理國際論
壇,分場C-2,台中逢甲大學。
⚫ a6:張大明,陳楷明(2014-2015)2014物聯網人才培育創業競賽計畫,教育部技職再造計畫:
技職再造之跨界物聯網人才培育。亞東技術學院-創新育成中心。
⚫ a5:Ta-Ming Chang(2013/3/11)Apply experts’ and groups’
wisdoms in an innovation of the digital learning,TELDAP 2013,Poster
No.23,中央研究院舉辦2013數位典藏與數位學習國際論壇海報評選,發表海
報-編號23。
⚫ a4:張大明(2012-2014)註冊商標 。台灣─ABC, Active Brain Capacity,
LSTP, Learning Smart Training Performance,ABC.LSTP,思翱 ,思翱157,
思翱夫子學院 ,思翱夫子雲。中國─思翱 ,思翱157。
⚫ a3:張大明(2012-2014)台灣結合專家與群體跨生態學習績效系統發明專
利註冊發明人等三項。
⚫ a2:張大明(2012-2014)科技融入學與教太極圖、科技融入學與教七個原
則、創新混成學習八種型態( iBL, Innovation Blended Learning )、參與式社群
學習模式暨工作坊研究設計(思翱157課堂競賽活動)。
⚫ a1:張大明,蔡秉燁(2010)應用複雜學習教學設計於傳統教學與線上教學學
習成效之研究。Using Complex Learning Instructional Design In Classroom
Teaching And Online Teaching Of Learning Effects Study. 淡江大學教育科技
學系碩士在職專班,未出版。
教育科技持續創新研究與發表近10篇,ResearchGate(2010年-目前) https://www.researchgate.net/profile/Ta-Ming-Chang-2 5
mFHC BANK.
6. ⚫ d8:鄭美娟,張大明(2023/6): 專家秘書聊天機器人創新敏捷輔助系統,國科會計畫,輔仁大學資管系,申請中
⚫ d7:Ta-Ming Chang, Mei-Chuan Cheng(2023):Pilot Study of Human Capital Data Exchange Model on Trusted Ecosystem—mFHC BANK SaaS Platform Case Study,
IRCE 2023 (IEEE) paper ID is: IR23-7849-A,2023/6/6
⚫ d6:倡議TOBE吐璧計畫 - SDG17共同目標的夥伴關係,議題倡議計畫發起人(2022年3月)
⚫ d5:張大明,楊焦傳峻,鄭美娟(2021/11/10)以線上共學獎勵策略在原住民偏鄉遠距課輔教育的先期研究—以台灣希望部協會個案為例,2021第七屆全國原住民族教育、文化及
健康照顧學術研討會(新生醫護管理專科學校,桃園龍潭)
⚫ d4:張大明,羅志傑(2020/5/22)初探數位世代的敏捷學習社群活動設計與發展—以摩方人力資本銀行為例,2020學術研討會:創新科技與學習(淡江大學教育科技系,
2020/3/13)
⚫ d3:張大明,鄭美娟(2019/10-2020/6)新生醫護專校〈專案管理課程虛擬助理QA聊天機器人〉創新教學研發案。
⚫ d2:張大明 ,王詩帆,羅志傑(2019/5/17)教育AI虛擬助理在群體智慧共創共享生態系應用的先期研究—以摩方人力資本銀行為例,2019學術研討會:AI在教育科技的應用與實
踐(淡江大學教育科技系,2019/5/17,4/8受稿)
⚫ d1:張大明 (2018/10) 摩方人力資本智產數據交換模式 for 摩方人力資本銀行 (Mofang Human Capital Wisdom Asset Data Exchang Model - mFHC WADE Model)。
⚫ c5:張大明,羅志傑(2018/5/4) 歐倍特培育摩方改版-思翱倍力設計與實施手冊2019,ALBITER & mFHC Guru-tech / WADE:ELaaS,2019
⚫ c4:張大明,羅志傑(2018/5/4)結合學習社群策略與大數據分析之績效導向培育服務設計與研究—以歐倍特培育摩方為例。淡江大學,2018學術研討會:創新數位教學。
⚫ c3:張大明(2018/1/28) 賦陪媒3E創業培育模式-賦能Empower、陪伴Engage、媒合Enrich。
⚫ c2:張大明 (2017/12/3) DOT100百豆運動:數位經濟世代人才100計畫—Be a Talent100 of Digital+ in 2018-2025. 讓自己成為數位經濟世代的乾貨(DIGITAL+ FOR
TALENT100),亞太數位聯盟-眾創基地
⚫ c1:張大明(2017/7/5)數位創業直播論壇—創業者自我修鍊再進化,從文字到影音直播,圓桌論壇一:數位創業教育大未來主持人。亞太數位聯盟。中壢古華飯店-國際會議中
心。
教育科技持續創新研究與發表近10篇,ResearchGate(2010年-目前) https://www.researchgate.net/profile/Ta-Ming-Chang-2 6
mFHC BANK.
Since 2017 - 2023
18. 1 One: one team with one Goal, face to one real problem.
5& 7Five & Seven: seven members in a cooperative team,
representing expert, instructor, facilitator, partner, and beginner.
3 Three things: Question, Action, Sharing
18
19. Preparation
Needs Assessment
Design & Development
Tools & Arrangement
Development
Brain Storming & Dialogue
Design Thinking & Dialogue
with yourself
Dialogue more, Think Deep,
and Bring Challenge
Formative Evaluation
Implement
Problem Solving Practice
Summative Evaluation
19
SIAO157 Group Learning Framework
20. 3.Tools &
Arrangement
•There are some tools, like
poster, score boards, and cards;
workshop arrangement is proper
in classroom.
2.Design &
Development
•Experts & instructors follow the
goal of the SIAO157, design and
develop the integration learning-
task including question
scenarios and problem solutions.
1.Needs
Assessment
•One: one team with one Goal,
face to one real problem.
•Five & Seven: seven members in
a cooperative team, representing
expert, instructor, facilitator,
partner, and beginner.
20
21. 4.Formative
Evaluation
•Members could challenge any
problem of the others', and
follow complex learning process
to assess the questioning,
answering, and finding
supportive information. Finally,
evaluate the E (Efficiency), P
(Performance) and R(Mental
effort).
3.Dialogue
more, Think
Deep, and Bring
Challenge
•Members develop question
or/and answer it, or/and find
supportive information through
bringing challenges to others,
getting good ideas, sharing
chances.
2.Design
Thinking &
Dialogue with
yourself.
•First, instructor introduces
complex learning process and
the learners have to (1.) face the
problem, (2.) create solution or
ask for support, (3) do the
research and find supportive
information, (4.) solve the
problems. Complex learning
makes you remember more,
think deeper and apply better.
Ready for designing question
and answering from a good
idea.
1.Brain
Storming &
Dialogue.
•The members follow instructor’s
lead, make brain storming and
dialogue with others, alone and
together. Everyone can use
What, Why, If-then cards, get
more ideas and information
from providers. Find yours ideas
and assess them, and finally find
yours best ideas.
21
22. 2.Summative
Evaluation
•Members apply the results of sharing
from previous session, and challenge one
real learning-task (at least eight learning-
tasks in a set) toward the other groups,
follow complex learning process to
strengthen the depth of learning and get a
learning map by evaluating their ability
and competency.
1.Problem
Solving Practice
•Using the results of development session,
a new learner can use SIAO157 materials
and resources, for example, questions
(learning-task), answers, supportive
information, partners support, and
advisor’s help.
22
23. 1. Experts' and groups' wisdoms can provide more material resources and facilitate the
learners’ faster learning.
2. The PBL make learners think deeper individually, and cooperation learning make them think
better; experts and groups will be an active learning community.
3. The process can evaluate their ability or competency, from individual's solution of the
problems to the outcomes of collective brain storming.
◦ For the roles' values to others participants of SIAO157, there are five colors-- black, red, green, yellow, and white,
respectively representing experts, instructors, facilitator, partner, and beginner.
23
24. 1. Any new learner, following the complex learning process, faced to learning task and made
the solutions of problem from the last session.
◦ The learner used individual's prior knowledge and experience to problems, then sought the supportive information,
or asked peers' and advisers' supports.
2. In this session, the process can evaluate their ability or competency from individual's
solution of the learning task, and request what supportive information they needs.
3. The process also can make the assessment to the material resources of the last session, and
the material resources can be continuously improved.
24
25. Technologies are critical when
the innovators of education or
training have to focus on the
user experiences, especially
when they apply technology
innovation.
•Clouds computing
•Social media
•Mobile technology
•Bring Your Own Device (BYOD)
The SIAO157 have found a
good way to develop the
learning systems.
•It gathers more quantitative data in the
future, which will be the useful
reference to continuously improve the
SIAO157 activity process
•Develop a learning system combining
clouds computing, social media and
mobile technology.
25
27. ALBITER & GRABY / WADE - Mind Map(2020)
⚫ P1 目標力:專案短期與組織長期目標
⚫ P2 方案力:方案擬定策略與轉型升級
⚫ P3 問題力:問題與提問的認知設計
⚫ P4 引導力:教導與領導敏捷小組
⚫ P5 數據力:人力資本數據回饋
⚫ P6 時習力:終身職涯與組織持續發展
V2.3 Designed by Ta-Ming Chang & Roger Lo , 2020/4/15
ABC.LSTP redoubles Big Data T+D Service Guide for Instructor
A L B I T E R ─ 歐 倍 特 培 育 六 項 動 力 , 推 動 學 教 移 轉 中 心
ABC.LSTP redoubles Big Data T+D Service Guide for Instructor
1
2
3
4
5
6
你感受過這樣的動力感覺嗎?
2016 經濟部中小企業處SBIR 創新研發補助計畫
—思翱夫子雲倍力大數據創新服務研發計畫
2018、2019及2020,改版3次
課程層次
訓練層次
組織層次
平台層次
—給您的團隊自由創新和使事情發生的權利,但要讓他們對學習的速度負責。不是達到規模的速度,而是學習的速度。 27
74. 第五項修練: 學習型組織的藝術與實務,彼得.聖吉
The Fifth Discipline: The Art and Practice of The Learning Organization
source - https://www.master60.com.tw/index-bookmeta-catalog.php?v=613
source - https://www.books.com.tw/products/0010832070
74
76. Future Map
Digital Plus for
Talent 100 Plan – DOT100
Reskill
Upskill Reinvention
1.平台
思維
2.借用
資源
3.巧用
科技
6.新時
代的知
識學習
5.知識
就是工
具
4.學習
能力
Edited by Ta-Ming Chang , @2022/2/9
Talent
Evolve
Talent Human
Capital SDG17
今天,我們應將學習功能視為一個高度戰略性的
業務領域,專注於創新和領導力發展,提供世界
一流的學習體驗,促進終身學習,延長職業生涯,
並將多功能團隊聚集在一起進行聯繫和協作。還
有一個新的關注點 - 將銷售,營銷,設計,財務
和IT 等學科整合到跨職能團隊中,以更快地構建
產品和解決方案。
— Mckinsey
Marketing’s moment is now: The C-suite partnership to deliver on growth. 2019
Modern marketing : What it is, what it isn’t, and how to do it. 2020
個人團隊組織
組織智慧資本
人力資本模式
Power
Skill
在學習型組織,每個
人都能扮演學習者、
教導者,與領導者,
在成就對方時成為最
佳人力資本投資者
mFHC BANK. 76
80. TOP15最專注Reskill與Upskill領域
1.分析思維與創新
Analytical thinking and
innovation
2.領導力和社會影響力
Leadership and social
influence
3.主動學習和學習策略
Active learning and learning
strategies
4.批判性思維與分析
Critical thinking and
analysis
5.技術設計與編程
Technology design and
programming
6.解決複雜問題
Complex problem-solving
7.科技使用、監測和控
制 Technology use,
monitoring and control
8.創意、獨創性、主動
性 Creative, originality and
initiative
9.情商 Emotional
intelligence
10.推理、解決問題、
構思 Reasoning, problem-
solving, ideation
11.韌性、抗壓能力和
靈活性 Resilience, stress
tolerance, and flexibility
12.系統分析與演化
Systems analysis and
evolution
13.故障排除及使用體
驗 Troubleshooting and
use experience
14.服務導向 Service
orientation
15.說服與談判
Persuasion and negotiation
source - Carnegie Classification: Fifty Years of Change and the Future of Post Secondary Education,HolonIQ, World Econmic Forum, https://bit.ly/3OJ8GsZ ,@2023/8/19
80
87. 2030年十大需求技能
數位素養
Digital Literacy
數據技能
Data Skills
批判性思考與分析
Critical Thinking and Analysis
增強工作
Augmented Working
永續發展技能
Sustainability Skills
虛擬協作工作
Virtual Collaborative
Working
創造性思考和
解決問題的能力
Creative Thinking and
problem solving
情緒智商
Emotional Intelligence
終身學習
Lifelong Learning
領導能力
Leadership Skills
source - Bernard Marr:The Top 10 In-Demand Skills For 2030,2023/12/5,https://www.youtube.com/watch?v=mLgTgcQw3Vg
87
89. source - MIT Sloan, https://sloanreview.mit.edu/article/intentionally-orchestrating-workforce-ecosystems/, @2023/2/7 89
mFHC BANK.
90. 1-使勞動力需求與
戰略目標相一致
2-在內部和外部員
工之間分配工作
3-吸引員工實現
戰略目標
4-將外部員工融
入組織文化
5-管理跨職能領
域的勞動力
6-衡量員工績效
7-管理員工以實
現最佳績效
8-利用技術支持勞
動力管理和成長
有意協調勞動力生態系統 - 新的研究發現,擅長戰略勞動力管理的組織在八項活動上做得特別好:
Intentional Orchestrators outperform other organizations in eight ways.
1-Aligning workforce needs with strategic goals and objectives【ALIGNING TO GOALS】
2-Allocating work among internal and external workers【ALLOCATING WORK】
3-Accessing workers to accomplish strategic objectives【ACCESSING WORKERS】
4-Integrating external workers into their organization's culture【INTEGRATING INTO CULTURE】
5-Managing the workforce across functional areas【MANAGING THE WORKFORCE ACROSS FUNCTIONAL
AREAS】
6-Measuring worker performance【MEASURING PERFORMANCE】
7-Managing the workforce for maximum performance【MANAGING FOR PERFORMANCE】
8-Supporting workforce management and growth with technology【ENHANCING TECHNOLOGY SYSTEMS】
source - MIT Sloan, https://sloanreview.mit.edu/article/intentionally-orchestrating-workforce-ecosystems/, @2023/2/7
90
112. 如何做出偉大的成果 How to Do Great Work
步驟一:選擇一個領域,找
到自己的路
•興趣引導方向:當你有興趣,你就
不會迷路
•保持好奇:好奇心是實現偉大成就
四步驟的關鍵
•做對你來說最有趣的事情:在每一
個階段都做你覺得最有趣,以及會
為未來開闢最多可能性的事情
•避免拖延:勤勞地做計劃外的事情
也是一種拖延
步驟二:開始行動,直到你
能抵達該領域的前沿
•從簡單開始:很多偉大成就是從有
人說:「這能有多難?」開始
•迭代的力量:好的問題會在尋找答
案的過程中擴大
•承擔你能承擔的最高風險
步驟三:創意與洞見,留意
那些有潛力的缺口(Gap)
•原創性的重要:談論或寫下你有興
趣的東西,是創造新想法的好方法
•開放思維與移除過濾器:若你能關
掉保護自己的過濾器,就能看到更
多新想法
•持續學習與問問題:人們認為新想
法是答案,但洞見往往來自於問題
步驟四:找到對的人,共同
探索有潛力的缺口
•選擇同事與合作伙伴:夠好的同事
會提供令人驚訝的洞見
•參與社群與尋找指導者:大部分很
擅長某件事的人都很願意跟那些真
的有興趣的人討論
良好習慣
培養長期視野
指數成長與複利效應
學習也有此一
現象:你對一
件事瞭解越多,
它就變得越容
易
創造永續價值
做人們在一百
年後仍會關心
的東西
優雅與影響
偉大的成果通
常會像個工具,
成為別人工作
的墊腳石
結語:你的決定與行動?
你的決定與行動將決定你能走得
多遠。透過不斷嘗試和調整,你
將找到自己的路
s o u r c e - 如 何 取 得 偉 大的 成 就 ? 創 投 教 父 Pa u l Gr a h a m : 讓 好 奇 心 驅使 你前 進, h t t p s : / / b i t . l y / 3 M p C K K 3 , @ 2 0 1 3 / 1 0 / 1 3
選 擇 一 個 領 域 | 學 習 知 識 | 留 意 知 識 的 缺 口 | 探 索 有 潛 力 的 缺 口
mFHC BANK. 112
122. 122
What
happened?
• 描述性分析
Descriptive
Analytics
Why did it
happen?
• 診斷式分析
Diagnostic
Analytics
What will
happen?
• 預測式分析
Predictive
Analytics
How can we
make it
happen?
• 指導性分析
Prescriptive
Analytics
價值
困難度 & 複雜度
傳統BI 進階分析-大數據
落後指標
洞見與覺察
領先指標
撿
找
人
算
神
算
Edited by Ta-Ming Chang , 2016/8/2
Big Data應用技術演變,人 &
技術,大數據專案本身
mFHC BANK.
127. 機器學習 Machine Learning
一個電腦程序從經驗E至學會,針對某類任務T
和性能指標P,如果在T中的任務性能,
按P測量,提高了有經驗的E。
A computer program is said to learn from experience E with respect to some
class of tasks T and performance measure P if its performance at tasks in T, as
measured by P, improves with experience E.
Tom M. Mitchell, WIKI
另一個定義:機器學習目標是要電腦編碼運用舉例的資料,或過去的經驗來
解決已知問題。 麻省理工學院
https://en.wikipedia.org/wiki/Machine_learning
127
128. 知識傳達 vs 能力傳授
徒:請問…師傅,您真是了得!
師:飯可以亂吃,問題不可以亂問!?
Association for Talent Development(from ASTD T+D Magazine April 2016)
一個電腦程序從 [E] 至
學會,針對 [T] 和 [P],
如果在 [T] 中的任務性
能,按 [P] 測量,提
高了有經驗的 [E] 。
E:根據知識、技能與經驗提問問題
P:部屬問題闖關及格通過率
T:部屬要對提問解決問題並回答
128
133. Mckinsey:The potential value of AI - and how governments could look to capture it. @July 25, 2022,https://mck.co/3PTJ9MG
人工智能的潛在價值—以及如何看待它(15個領域)
133
134. 估計AI發展潛力要點
確定最相關的應用場域
• 這些用例領域中的每一個都包含大量 AI 應用程序,但它們創造價值的底層技術和機制是相似的,它們在應用於類
似組織時的典型影響也是如此。
估計應用場域的影響
• 例如,如果製造業中的預測性維護平均降低了 10% 的維護成本,那麼公司的息稅前利潤就會提高 2%
擴大對行業和經濟層面的影響
• 假設對於一家製造公司,所有相關用例領域的總和可以增加 10% 的息稅前利潤。如果該行業所有公司的息稅前利
潤總額為 100 億美元,那麼該息稅前利潤將上升至 110 億美元。如果淨營業盈餘(約息稅前利潤)佔製造業(總
計 200 億美元)的總增加值 (GVA)(即對 GDP 的貢獻)的 50%,那麼人工智能將在全行業範圍內增加 10% 的息
稅前利潤將使該行業的 GVA 增加 5%。
風險考量,隱私、安全、公平、透明度和可解釋性、安全和性能、第三方風險
Mckinsey:The potential value of AI - and how governments could look to capture it. @July 25, 2022,https://mck.co/3PTJ9MG
134
137. Impact
• TEDxBroadway演講,Ben Wellington 提供五項原則,透過故事讓數據更有意
義(Making data mean more through storytelling)
– 1.連結人們的經驗 Connection with People's Experiences
– 2.專注一個創意 Focus One Idea
– 3.讓它簡單化 Keep it Simple
– 4.探索你最熟悉的 Explore the Things You Know Best
– 5.發生改變 Make an Impact
https://youtu.be/6xsvGYIxJok
137
176. Pilot Study of Human Capital Data Exchange
Model on Trusted Ecosystem
—mFHC BANK SaaS Platform Case Study
176
Ta-Ming Chang, Mei-Chuan Cheng:Pilot Study of Human Capital Data Exchange Model on Trusted
Ecosystem—mFHC BANK SaaS Platform Case Study,IRCE 2023 (IEEE) IR23-7849-A,2023/8/5
177. Intrduction-1
177
source - https://bit.ly/3rJtKaO ,The top skills that the people analytics leader requires to have credibility and build and deliver a programme of
upskilling HR to be data-literate,Insight222 Upskilling the HR Profession: Building Data Literacy at Scale report,@2023/7/11
source - https://bit.ly/3DrFIsi,Jonathan Ferrar, David Green:Excellence in People Analytics - How to Use Workforce Data to Create Business Value,
Collect, analyze and leverage people data for improved business performance. @2023/7/11
Excellence in People Analytics
— How to Use Workforce Data to Create Business Value
178. Intrduction-2
178
Insight222 Nine Dimensions for Excellence in People Analytics.
FOUNDATION
Governance
Methodology
Stakeholder
Management
RESOURCES
Skills
Technology
Data
VALUE
Workforce
Experiences
Business
Outcomes
Culture
Excellence in People Analytics
— How to Use Workforce Data to Create Business Value
source - https://bit.ly/3DrFIsi,Jonathan Ferrar, David Green:Excellence in People Analytics - How to Use Workforce Data to Create Business Value,
Collect, analyze and leverage people data for improved business performance. @2023/7/11
179. Intrduction-3
179
source - McKinsey,The new possible : How HR can help build the organization of the future, https://bit.ly/3DIY6xe, @2023/8/4
McKinsey has recently conducted research on how businesses can best
organize for the future. The experimentation underway suggests that
future-ready companies share three characteristics: they know what
they are and what they stand for; they operate with a fixation on speed
and simplicity; and they grow by scaling up their ability to learn and
innovate. HR can help propel this transformation by facilitating positive
change in these three key areas, as well as with nine imperatives that
radiate out from them.
The new possible :
How HR can help build the organization of the future.
180. Intrduction-4 Our DBR - Design Based Research from 2010 to 2023
YEAR Paper Subject Note
2016
Integrate Context Big Data of Learning and Teaching to
Education Innovation:A Case Study on ALBiTER Learning
Service
E、P、D
2015
Use VA/VE on Online to Offline O2O Cloud Learning
Service Study with an Example of Xtiveco Cloud and App
E、D
2014
Xtiveco Social Learning Cloud for Project Management
Training
E、D
2013
Apply experts' and groups' wisdoms in an innovation of
the digital learning Proposed Approach SIAO157 Groups
Learning Framework
E
2010
Using Complex Learning Instructional Design In Classroom Teaching And
Online Teaching Of Learning Effects Study. E
180
E-EduTech | P-Performance Tech | D-Data Technolgy | F-FinTech | H-Human Resource Tech, https://www.researchgate.net/profile/Ta-Ming-Chang-2
181. Intrduction-5 Our DBR - Design Based Research from 2010 to 2023
181
Year Paper Subject Note
2023
Pilot Study of Human Capital Data Exchange Model on Trusted Ecosystem—
mFHC BANK SaaS Platform Case Study
E、P、D、F、
H
2021
Pilot Study on Remote Tutoring Education for Aboriginals in Remote Rural
Areas with Online Learning Group and Reward Strategy E、P
2020
Pilot Study of Design and Develop to Digital Gen's Agile Learning Community
Activity—A Case Study on Education Learning as a Service(ELaaS)with
mFHC Bank.
E、P、D、H
2019
Pilot Study of Apply Education AI Virtual Assistant in Groups’ Wisdom Created
and Shared Ecosystem—A Case Study on Education Learning as a Service
(ELaaS)with mFHC Bank.
E、P、D、H
2018
Combine Social Learning and Big Data Analysis on Performance Based ELaaS:
A Case Study on Education Learning as a Service ELaaS with ALBITER and
mFund WADE
E、P、D
E-EduTech | P-Performance Tech | D-Data Technolgy | F-FinTech | H-Human Resource Tech, https://www.researchgate.net/profile/Ta-Ming-Chang-2
182. Object of this paper
182
Human
Capital
Model
Input
DOT
COIN
BILL
Process
mFHC
BANK
Contract
MOU
Rewards &
Feedback
Pools
Output
- Finance
Account
non-financial indicators
Human Capital Data Exchange Model on Trusted Ecosystem
The purpose of this study is to use VA/VE FAST Analysis method, review the governance,
management and supervision process, follow WHY-HOW-WHEN logic to analyze the relationship
between upper and lower classes, and to self-assess the trusted ecosystem constructed with
three assumptions, be the reference to next design and service deploy.
AMG
Learning
Circle
183. Assumptions-1
• Use learning as a business capability and the
performance of teamwork deliverables as the
basis of human capital.
• The five elements of innovation, profession,
partners, integrity and inheritance are defined as
the Human Capital Scaling Formula.
183
184. Assumptions-2
• Design exclusive project activities according to the
human capital model:AMG Learning Circle.
• It integrate three processes:Agile Methods(A),
Finance Goal Tendency(M), Role Collaboration(G),
and collect human capital data of non-financial
indicators of DOT, COIN, BILL .
184
185. Assumptions-3
• Human capital data corresponds to the signing of
a contract MOU, which can realize the
preservation, value-added and transaction of
human capital, and provide FinTech services on
the mFHC BANK, a human capital Fintech SaaS
platform.
185
186. Result-1:4C/ID model vs. DOT, COIN, BILL
186
4C/ID-model
& Complex Learning
Edited by Ta-Ming Chang @2023/6/24
Learning Task
Part-task practice
Supportive information JIT information
Learning
Performance &
L3-4-5
DOT
Resource
for Performance
BILL
Support
for Performance
COIN
187. Result-2:VA/VE FAST Diagram for Sustainability, Governance, Management, Supervision
187
Designed by Ta-Ming Chang,@2023/8/5
Survive
Human
Capital
Why
How
When
Thrive
Drive
Functional
Life Learning
L&D
Ecosystem
Life Career
Co-creation
& Sharing
non-financial
indicators
mFHC-
Finance
Streaming
ALBITER
MOFANG
GRABY
SDG17
partnership
TOBE for
Startup
Human
Capital
Model
BLACK
ENVOY
AZURE
LORD
Human Capital
Scaling
Formula
DOT
-Learning
Performance
COIN
-Support for
Performance
BILL
-Resource for
Performance
Self-
Assessment
Experts
-Assessment
Finance Goal
Tendency
Role
Collaboration
Agile
Method
Wellbeing
Life
Human Capital Scaling Formula = Innovation ∞ Profession(PartnersxIntegrity.2x inheritance)
mFHC BANK & AMG Circle SaaS ,mFHC Finance Streaming
Peer-
Accessment
As same
time
AMG Circle
three process
A
B
DCB
Supervision
Management
Governance
Finance
Flow
Information
Flow User Flow
Business
Flow
VUCA
Add Value &
Exchange
Human
Capital
Data
Human
Capital
Investment
AMG Circle
three process
GRABY six
periods
DOT
-Rewards Pool
COIN
-Share Pool
BILL
-Share Pool
Resource for
Performance
Support for
Performance
Learning
Performance
DEI、SDG17
& ESG
Contract
MOU
188. Result-3:VA/VE FAST Diagram for Sustainability, Governance, Management, Supervision
188
Why
How
DCB
Human
Capital
Estimate
Human
Capital
User Experience
Designed by Ta-Ming Chang,@2023/8/5
Learning Engineering Toolkits:mFHC BANK & AMG Circle(EduTech,Performance Tech,Data Technolgy,FinTech,HRTech)
Early Fog Excellence Retraining Rebirth
Stability
AMG Circle
App
C
GRABY six
periods
mFHC BANK
Platform
Membership
AMG Circle Customer Journey Map
189. Result-4:
189
Innovation ∞ Profession
(PartnersxIntegrity.2x Inheritance)
Human Capital Scaling Formula =
Life Career
IP & Co-creation
and Sharing
DOT、COIN、BILL
Add Value to
Human Capital
AMG Learning Circle for
Partnership - Rewards &
Feedback Pools
Generation Talent,
Sustainability
Personal Account &
Project Account
190. Result-5:Co-creation and sharing model & Learning &
Development Ecosystem,Role Collaboration - GRABY
190
Edited by Ta-Ming Chang , @2023/2/13
194. Result-9: Information and Finance flow / Pools for Five
Level & Human Capital Data,non-financial indicators
- Sustainability, Governance, Management, Supervision, CFO, Human
Capital Center, BLACK ENVOY
Level 5
- Business model, supply chain and value chain redefinition
design
Level 4
- Classification of subjects, income and expenditure,
four major reports: profit and loss, assets and
liabilities, cash flow and income forecast
Level 3
- Production, Marketing, Human Resources,
R&D, Finance, Information; Projects, Time,
Scope of Work and Partners
Level 2
- Database data layer, fields
Level 1
194
Five Level & Human Capital Data
non-financial indicators
Ta-Ming Chang,2023/8/5
195. Result-10:Three Processes Of AMG Learning Circle
A - Agile Methods M - Finance Goal Tendency G - Role Collaboration
01. It is true that systematic thinking is clarifying
the delivery goals of the problem
01. Select potential partners for human capital
appreciation to join
01. Analyze human capital challenges and
advantage building models
02. Define and deploy the human capital model
to AMG Learning Circle
02. In the face of innovation or challenges, you should
invest in learning and adapt to the situation
02. Design the problem model of human capital
data model
03. Confirm the partner relationship of human
capital model
03. Actively endow the media with internal and
external support or resources to respond
03. Empower BLACK ENVOY human capital coach
to build models
04. Use meetings and delivery to manage the
promotion of the six agile cycle
04. Active and systematic thinking is to clarify the
problem and then act
04. Empower GREEN KNIGHT training experts to
add value of human capital
05. Pay attention to stakeholder communication
delivery target evaluation
05. Actively innovate and integrate strategies and
then act
05. Empower RED CAPTAIN experts in the field to
add value of human capital
06. Lead partners with learning circle operation
meeting and communication
06. Make good use of the human capital model to
drive the operation of the learning circle
06. Vision and Mission of Proposing AZURE LORD
Human Capital Entrepreneurs
07. Master the cycle target management of the
partnership learning circle
07. Establish a partnership system with a human
capital model
07. Propose YELLOW PLAYER to ecosystem of
lifelong learning technology methods
195