Volume 37 • Number 10 • October 2018 Banking & Financial Services Policy Report • 5
“Smart Contracts” Are Neither Smart Nor
Contracts. Discuss.
Judah A. Druck
Hiram Walker has a problem. As a breeder of Angus cattle, he has agreed to purchase a barren
cow named Rose 2d of Aberlone for the discounted
price of five and a half cents—an absolute steal. But
the seller, a farmer named Theodore Sherwood, has
reneged on the deal, having discovered that sweet
Rose is far from barren, and actually pregnant. Luckily,
Hiram is a big proponent of blockchain technology,
and need not worry about a failure to deliver. The par-
ties’ “smart contract,” listed on a public ledger for all to
see, requires that Sherwood tender delivery of the cow
within 30 days of agreement, at which time he will
automatically receive his five and a half cents worth of
bitcoin, or pay a cancelation fee to Hiram adequately
compensating him for the breach. Thus, Hiram sits
back and relaxes, knowing that he will walk away fully
compensated even if that charlatan Sherwood breaches
their contract.
Unfortunately for law students, the blockchain did
not exist at the time of Sherwood v. Walker,1 a staple of
every first-year Contracts course. Instead, the court
allowed the recession of the parties’ contract under
the doctrine of mutual mistake, thereby leaving Hiram
without the great deal he had expected (and argu-
ably deserved). The practical lesson, we are taught, is
that effective contract formation requires careful due
diligence, precise language, and ample contingency
planning.
All of these things, of course, require lawyers. But
the involvement of lawyers invariably raises costs,
increases transactional complexity, and frequently delays
ostensibly straightforward agreements. Wouldn’t smart
contracts—written on distributed ledgers, with clear,
irreversible terms, and automatic execution—remove
these needless inefficiencies?
Blockchain proponents seem to think so. A Google
search for “smart contract” and “lawyers,” for example,
brings up such headlines as “Smart Contracts Are Taking
Over Functions of Lawyers,”2 “Smart Contracts: The
Blockchain Technology That Will Replace Lawyers,”3
and—with a not-so-subtle hint of optimism—“Hello
Blockchain . . . Goodbye Lawyers?”4 State law has
similarly begun to recognize the potential impact of
the blockchain revolution, with both Arizona5 and
Tennessee6 passing legislation recognizing the enforce-
ability of smart contracts. Investors have taken notice as
well: even after the epic rise and fall of cryptocurrency
prices in 2017—led by bitcoin, whose value which
peaked at $19,000 and now hovers around $7,000—the
prospect of disrupting global industries through smart
contracts and other blockchain technology remains the
darling of financiers, venture capitalists, and the larger
crypto community. A recent special report from The
Economist, for example, noted that more than $1.3 bil-
lion was inves ...
What happens when someone reneges on a crypto blockchain business deal? How can such problems be resolved or mediated? What rules could or should apply when problems arise? A question at the bottom of this issue is this. Are smart contracts legal?
https://youtu.be/q8tsUwaHsdo
Smart contracts are computer protocols that digitally facilitate, verify, or enforce the negotiation or performance of an agreement without third parties. They allow transactions to be trackable but irreversible. Smart contracts work on blockchain networks like Ethereum, where contract terms are encoded as code and executed when predetermined conditions are met. This allows agreements like rentals or insurance to be enforced automatically based on if-then statements without the need for intermediaries, providing benefits like reduced costs, increased trust, security and efficiency. However, potential issues with smart contracts include bugs in the code and lack of flexibility.
Smart contracts allow people to exchange assets like money or property in a transparent way without needing a middleman by automatically enforcing the terms of an agreement through code run on a blockchain. The code acts like a vending machine that releases assets to the appropriate parties if certain conditions are met. This provides advantages like autonomy, trust, security, speed and savings compared to traditional contracts by removing intermediaries and automating processes. However, there are also open questions about how to address potential issues like bugs in the code, how governments should regulate smart contracts, and how transactions would be taxed.
https://www.meetup.com/bitcoin-barcelona/events/236961113/?eventId=236961113&chapter_analytics_code=UA-68616111-1
What is a "Smart Contract"?
What Smart Contracts are useful for?
How to improve business processes using Smart Contracts?
The document discusses distributed ledger technology and blockchain, including public vs private distributed ledgers and common use cases. It also summarizes consensus mechanisms, smart contracts, types of cryptocurrencies, SEC regulation of cryptocurrencies as securities, and litigation from the SEC regarding initial coin offerings. Key topics covered include the Howey test for determining if a digital token is a security, registration requirements for security tokens and exchanges in the US, and characteristics that may indicate a cryptoasset is an investment contract and security.
The document provides an overview of the regulation of cryptoassets. It discusses distributed ledger technology and blockchain, the differences between public and private distributed ledgers, common use cases for blockchain technology, consensus mechanisms, smart contracts, types of cryptocurrencies, SEC regulation of security tokens and initial coin offerings (ICOs), CFTC regulation treating virtual currencies as commodities, and notable SEC and CFTC enforcement actions.
On December 15, 2015, the SEC approved Overstock.com's plan to issue stock via the internet using the Bitcoin blockchain, signaling a shift in how financial securities will be distributed and traded. The blockchain is a public ledger of all bitcoin transactions maintained collaboratively through a network of computers. It allows for the programmable transfer of any asset, not just currency, enabling applications like automated spending compliance, simplified trade documentation, and faster securities clearing. While regulators and some view it cautiously, blockchain technology could fundamentally change business transactions and daily life.
ACC presentation on tokenization of everything - February-March 2018Louis Lehot
This document summarizes a presentation on blockchain and ICOs given to the ACC SF Bay Area Corporate and Securities Committee. It discusses the basics of blockchain technology and applications, challenges of multi-jurisdictional regulation, potential uses of blockchain including for smart contracts, and considerations around blockchain intellectual property and due diligence. The presentation aimed to help transactional lawyers understand blockchain to perform due diligence on related technologies and transactions.
What happens when someone reneges on a crypto blockchain business deal? How can such problems be resolved or mediated? What rules could or should apply when problems arise? A question at the bottom of this issue is this. Are smart contracts legal?
https://youtu.be/q8tsUwaHsdo
Smart contracts are computer protocols that digitally facilitate, verify, or enforce the negotiation or performance of an agreement without third parties. They allow transactions to be trackable but irreversible. Smart contracts work on blockchain networks like Ethereum, where contract terms are encoded as code and executed when predetermined conditions are met. This allows agreements like rentals or insurance to be enforced automatically based on if-then statements without the need for intermediaries, providing benefits like reduced costs, increased trust, security and efficiency. However, potential issues with smart contracts include bugs in the code and lack of flexibility.
Smart contracts allow people to exchange assets like money or property in a transparent way without needing a middleman by automatically enforcing the terms of an agreement through code run on a blockchain. The code acts like a vending machine that releases assets to the appropriate parties if certain conditions are met. This provides advantages like autonomy, trust, security, speed and savings compared to traditional contracts by removing intermediaries and automating processes. However, there are also open questions about how to address potential issues like bugs in the code, how governments should regulate smart contracts, and how transactions would be taxed.
https://www.meetup.com/bitcoin-barcelona/events/236961113/?eventId=236961113&chapter_analytics_code=UA-68616111-1
What is a "Smart Contract"?
What Smart Contracts are useful for?
How to improve business processes using Smart Contracts?
The document discusses distributed ledger technology and blockchain, including public vs private distributed ledgers and common use cases. It also summarizes consensus mechanisms, smart contracts, types of cryptocurrencies, SEC regulation of cryptocurrencies as securities, and litigation from the SEC regarding initial coin offerings. Key topics covered include the Howey test for determining if a digital token is a security, registration requirements for security tokens and exchanges in the US, and characteristics that may indicate a cryptoasset is an investment contract and security.
The document provides an overview of the regulation of cryptoassets. It discusses distributed ledger technology and blockchain, the differences between public and private distributed ledgers, common use cases for blockchain technology, consensus mechanisms, smart contracts, types of cryptocurrencies, SEC regulation of security tokens and initial coin offerings (ICOs), CFTC regulation treating virtual currencies as commodities, and notable SEC and CFTC enforcement actions.
On December 15, 2015, the SEC approved Overstock.com's plan to issue stock via the internet using the Bitcoin blockchain, signaling a shift in how financial securities will be distributed and traded. The blockchain is a public ledger of all bitcoin transactions maintained collaboratively through a network of computers. It allows for the programmable transfer of any asset, not just currency, enabling applications like automated spending compliance, simplified trade documentation, and faster securities clearing. While regulators and some view it cautiously, blockchain technology could fundamentally change business transactions and daily life.
ACC presentation on tokenization of everything - February-March 2018Louis Lehot
This document summarizes a presentation on blockchain and ICOs given to the ACC SF Bay Area Corporate and Securities Committee. It discusses the basics of blockchain technology and applications, challenges of multi-jurisdictional regulation, potential uses of blockchain including for smart contracts, and considerations around blockchain intellectual property and due diligence. The presentation aimed to help transactional lawyers understand blockchain to perform due diligence on related technologies and transactions.
Blockchain and Smart Contracts (Series: Blockchain Basics 2020) Financial Poise
This webinar provided an overview of blockchain and smart contracts. It defined blockchain as a decentralized ledger maintained by a network of nodes validating transactions, giving examples of public and private blockchains. Smart contracts were defined as computer code stored on the blockchain that automatically executes transactions if predetermined conditions are met. The webinar discussed examples of smart contracts like mortgages, land records, and invoices. It concluded by introducing the panel of experts who would discuss blockchain and smart contracts in more detail.
The document discusses how blockchain technology could revolutionize the insurance industry. It describes how blockchain uses an encrypted digital ledger to record transactions, eliminating the need for a centralized authority. This allows for smart contracts that can automatically verify and execute contract terms. The blockchain could store insurance contract details and automatically process claims based on pre-programmed rules. Some companies are already using blockchain to automate catastrophe reinsurance contracts. Overall, the blockchain has potential to significantly reduce costs and fraud in the insurance industry.
Using blockchain to get ahead of the game: Creating trust and driving operati...Accenture Insurance
The rise of blockchain promises to bring disruption to commercial insurance by fundamentally reshaping principles and processes that have governed the industry since the 17th century. Blockchain offers a more efficient alternative to the processes the insurance industry developed as an answer to the absence of mutual trust between affected parties and a lack of end-to-end transaction transparency.
In this report we address how blockchain can create trust and drive operational excellence, and we assess its wider implications for commercial insurance brokers.
Blockchain technology has the potential to transform the commercial insurance broking industry by creating provable trust between parties and driving operational excellence. By implementing blockchain-enabled smart contracts, brokers can streamline back-office processes, reduce costs, speed up transactions and settlements, and eliminate the need for reconciliation between different systems. This allows brokers to shift focus from administrative tasks to more value-added activities. Blockchain provides transparency, security, and automation that can replace the traditional model of trust through handshakes and relationships.
Blockchain is a tool. Samson Williams likens blockchain to a group text message, in which each participant receives a distributed, time-stamped, tamper-resistant (and encrypted) record of data transactions. Each group text has these characteristics. Everyone in the group “sees” the data, and none can change or gainsay any group message. Smart contracts are computer code put on the blockchain (how, exactly?) that establishes self-executing terms and conditions of a transaction. Are smart contracts smart? If certain data comes in and fulfills a pre-set term or condition, then rights and responsibilities are formed, terminated, modified, or shifted among the parties. Ah certainty and transparency, but also ah garbage in and garbage out. Are some contractual terms not amenable to smart contracting? And are smart contracts necessarily contracts? If not, can they still be useful? If a smart contract is a contract, what is the governing document? Is it the words business people and lawyers use, or is it the code that is supposed to reflect the words?
Part of the webinar series: Blockchain Basics 2022
See more at https://www.financialpoise.com/webinars/
Smart contracts are programs stored on a blockchain that automatically execute the terms of an agreement. They provide authentication of parties through digital identities and run on decentralized blockchains using cryptocurrency accounts. While offering advantages like speed, cost savings, and accuracy over traditional contracts, smart contracts currently have disadvantages like a lack of regulation and inability to modify terms. An example of smart contracts' use is automating a car purchase on a blockchain from selection to ownership transfer without intermediate parties. Further development is needed to address current limitations and optimize their use in business activities.
Blockchain and Smart Contracts (Series: Blockchain Basics)Financial Poise
Blockchain is a tool. Samson Williams likens blockchain to a group text message, in which each participant receives a distributed, time-stamped, tamper-resistant (and encrypted) record of data transactions. Each group text has these characteristics. Everyone in the group “sees” the data, and none can change or gainsay any group message. Smart contracts are computer code put on the blockchain (how, exactly?) that establishes self-executing terms and conditions of a transaction. Are smart contracts smart? If certain data comes in and fulfills a pre-set term or condition, then rights and responsibilities are formed, terminated, modified, or shifted among the parties. Ah certainty and transparency, but also ah garbage in and garbage out. Are some contractual terms not amenable to smart contracting? And are smart contracts necessarily contracts? If not, can they still be useful? If a smart contract is a contract, what is the governing document? Is it the words business people and lawyers use, or is it the code that is supposed to reflect the words?
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/blockchain-and-smart-contracts-2021/
In the times to come, smart contracts are going to be popular, and there will be a need for smart contract experts. To become an expert in this field, you need to enroll for a smart contracts online course.
Blockchain technology allows for a distributed ledger of transactions and digital events that is shared among participants in a network. It allows transactions to be verified through consensus, recorded immutably on the blockchain, and provides a verifiable record of all transactions. The document discusses how blockchain works through public and private networks and provides examples of applications in supply chain management, the Internet of Things, tracking origins of goods, and smart contracts. It also covers challenges and opportunities of adopting blockchain technology.
This document discusses smart contracts and blockchains. It begins by defining a blockchain as a database maintained by a network of computers not owned by any single entity that stores transaction data in blocks organized sequentially in a chain. It then discusses how blockchains enable secure, traceable, and resilient transactions without requiring trust. The document outlines some uses of blockchains like virtual currencies, managing access to records, and building self-executing smart contracts using code on a blockchain. It also discusses some types of smart contracts being developed and limitations around self-enforcement, enforceability, privacy, and autonomy of smart contracts.
Blockchain is a shared, distributed ledger that facilitates recording transactions and tracking assets in a business network. Anything of value can be tracked and traded, reducing risk and costs. Blockchain provides transparency, security, auditability, and resistance to outages through its decentralized structure. The document then lists industries like banking, cybersecurity, and supply chain management that blockchain will disrupt before discussing smart contracts and their ability to automatically enforce obligations like traditional contracts. It concludes with cryptocurrency market statistics and the forecast for blockchain adoption worldwide between 2017-2030.
This document discusses the potential for blockchain technology in business applications. It provides background on blockchain and describes some key components for enterprise blockchain solutions, including different blockchain platforms. Several examples are given of how organizations are currently using blockchain, such as BNP Paribas using it for letters of credit and Bumble Bee Foods providing supply chain transparency. However, challenges to adoption are also outlined, such as regulatory uncertainty, scalability issues, and gaining internal acceptance of the technology.
Decrypting Insurance Broking through BlockchainCognizant
Blockchain technology could help brokers maximize their operational efficiencies by using smart contracts to automate key processes, freeing them to focus on value-added services that drive customer loyalty.
Smart contracts are the next version of automated contracts where the user won't have to rely on trust. Smart contracts are automated algorithmic digital forms of contracts where parties can exchange assets without any intermediaries based on specified rules. Here, the program within the smart contract will self-execute based on the conditions previously defined by the parties.
There are certain benefits to using smart contracts such as autonomous, secured, interruption-free, trustless, cost-effective, fast performance, and accurate and error-free. But here, we will analyze the examples of smart contracts, such as how it can be useful in digital identity, supply chain management, insurance, etc.
To help you understand how smart contracts work or how you can utilize this new form of technology for your personal gain, or company 101 Blockchains offers an array of courses. You can use these courses to learn more about smart contracts and its role in various sectors.
Learn more about smart contracts from here ->
Ethereum Development Fundamentals course
https://academy.101blockchains.com/courses/ethereum-development-fundamentals
The Complete Ethereum Technology Course
https://academy.101blockchains.com/courses/ethereum-technology-course
Learn more about the certification courses from here ->
Certified Enterprise Blockchain Professional (CEBP) course
https://academy.101blockchains.com/courses/blockchain-expert-certification
Certified Enterprise Blockchain Architect (CEBA) course
https://academy.101blockchains.com/courses/certified-enterprise-blockchain-architect
Certified Blockchain Security Expert (CBSE) course
https://academy.101blockchains.com/courses/certified-blockchain-security-expert
Learn more from our guide ->
https://101blockchains.com/smart-contracts/
https://101blockchains.com/ethereum-smart-contracts/
https://101blockchains.com/blockchain-smart-contract-examples/
https://101blockchains.com/smart-contract-use-cases/
https://101blockchains.com/what-is-a-smart-contract/
From 7331 to legal : a selection of blockchain discussion topicsKoen Vingerhoets
During the Computational Law & Blockchain Festival (#clbfest19) of 2019/03/16, organised by the @LegalHackersBXL (@Tommy Vandepitte), I had the opportunity to address a room filled with legal people. Awesome!!
I started with a short business inspired explanation of #blockchain (oh - #hashing was there too), followed by a deeper dive in some specific topics. These topics are imho the elements requiring more legal input and as such a better understanding. Collaboration between your 7331 IT people and their legal colleagues benefits from a common view on the technology.
Koen Vingerhoets (https://www.slideshare.net/koenvingerhoets) explained (a) the basics of blockchain in its 6 key elements (transparency, ownership, traceability, distributed, trust, smart contracts) and (b) a few technical aspects on blockchain, like hashing, smart and ricardian contracts, bugs in the code, private ledgers, aspects to take into account to govern a (private) blockchain, and the impact of (EU) regulation.
The context was the second (2019) edition of the Computational Law and Blockchain Festival (#CLBFest), Brussels' node.
Blockchain's Smart Contracts: Driving the Next Wave of Innovation Across Manu...Cognizant
Blockchain technology has the potential to fundamentally change manufacturing supply chains by enabling trusted relationships and transactions between partners without intermediaries. Smart contracts on blockchain platforms can automate negotiations and transactions, reducing costs while increasing efficiency and agility. Early applications include smart contracts that automate procurement transactions between suppliers and buyers, and smart equipment that can automatically order replenishments. Widespread use of blockchain in manufacturing will require overcoming challenges of integrating new decentralized technologies with existing systems and evaluating technology maturity.
Smart Contracts are a central component to next-generation blockchain platforms. Blockchain technology is much broader than just bitcoin. The sustained levels of robust security achieved by public cryptocurrencies have demonstrated to the world that this new wave of blockchain technologies can provide efficiencies and intangible technological benefits very similar to what the internet has done.
Blockchains are a very powerful technology, capable of going much further than only "simple" financial transaction; a technology capable of performing complex operations, capable of understanding much more than just how many bitcoins one currently has in his digital wallet.
This is where the idea of Smart Contracts come in. Smart Contracts are in the process of becoming a cornerstone for enterprise blockchain applications and will likely become one of the pillars of blockchain technology.
In this presentation, we will explore what a smart contract is, how it works, and how it is being used.
At BlockchainX tech, we help startups, medium-sized enterprises, and large-sized businesses by providing end-to-end blockchain development services such as token creation, token sale distribution, landing page design, whitepaper writing, and smart contract creation. As your business idea is unique your cryptocurrency launch process will also be one of a kind. Our blockchain experts help you analyze your concept to make sure that your idea is effective enough to motivate people for funding. Our experience so far in ICO and blockchain development is unmatched and it allows us to provide stable cryptocurrency solutions that are tailor-made to match your business requirements. Raise your Initial Coin Offering with minimal steps and get professional guidance from our team of blockchain and cryptocurrency experts.
MAT308Chapter 10 Test (75 Points)Show You Work!(1) The mean .docxtienboileau
MAT308
Chapter 10 Test (75 Points)
Show You Work!
(1) The mean number of hours of sleep for adults in the population of the U.S. is 6.8. A researcher believes that the mean number of hours that college students get per night is significantly different from adults in the population. The mean number of hours of sleep in a sample of 25 college students is 7.1 hours. The standard deviation of this sample is 0.87. Does the data provide support for the researcher's prediction? α level: 0.05
(15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(2) Is the percentage of Creamery customers who prefer chocolate ice cream over vanilla less than 80%? In a sample of 50 customers 60% preferred chocolate over vanilla. α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(3) A manufacturer finds that baseballs dropped 24 ft. onto a concrete surface are supposed to bounce an average of 93 in. The manufacturer of the balls has moved to a new facility, and there is concern that the balls are different. One hundred balls were sampled and it was found that the average of the bounce height was 92.232 with a standard deviation of 1.56. . α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(4) The mean Verbal SAT score for the population of all first students at Radford is 520. The standard deviation of scores in this population is 95. An investigator believes that the mean Verbal SAT of first year psychology majors is significantly different from the mean score of population. The mean of a sample of 36 first year psychology majors is 540. Please test the investigator's prediction using an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(5) First graders in the state of Virginia get an average score of 20 on a reading test (higher score reflect higher levels of performance). A teacher is using a new method to teach reading. She predicts that by the end of the first grade, students getting her new method will have significantly higher scores on reading than those in the population. The mean of the 25 students in her class is 23.2 and the standard deviation of the students in the class is 4.7. Use an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
Two Part assignment requiring articulate, professionally written content, that is non repetitive? Plagiarism sensitive. Please use MLA format and must cite all resources and references.
Part One - Following the works Cited listed below of scholarly articles regarding The play “The Homecoming”, by Harold Pinter create10 pages of competent, utilizing those listed or others of schol.
Masters level forum Compare and contrast what President Woodrow .docxtienboileau
Masters level forum
Compare and contrast what President Woodrow Wilson and Frank Goodnow said about politics and public administration. Discuss and critique their writings and analyze the politics-administration dichotomy, whether the dichotomy is real or ideal, and how they impacted public administration today.
3 citations
500 word minimum
lesson attached
.
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Blockchain and Smart Contracts (Series: Blockchain Basics 2020) Financial Poise
This webinar provided an overview of blockchain and smart contracts. It defined blockchain as a decentralized ledger maintained by a network of nodes validating transactions, giving examples of public and private blockchains. Smart contracts were defined as computer code stored on the blockchain that automatically executes transactions if predetermined conditions are met. The webinar discussed examples of smart contracts like mortgages, land records, and invoices. It concluded by introducing the panel of experts who would discuss blockchain and smart contracts in more detail.
The document discusses how blockchain technology could revolutionize the insurance industry. It describes how blockchain uses an encrypted digital ledger to record transactions, eliminating the need for a centralized authority. This allows for smart contracts that can automatically verify and execute contract terms. The blockchain could store insurance contract details and automatically process claims based on pre-programmed rules. Some companies are already using blockchain to automate catastrophe reinsurance contracts. Overall, the blockchain has potential to significantly reduce costs and fraud in the insurance industry.
Using blockchain to get ahead of the game: Creating trust and driving operati...Accenture Insurance
The rise of blockchain promises to bring disruption to commercial insurance by fundamentally reshaping principles and processes that have governed the industry since the 17th century. Blockchain offers a more efficient alternative to the processes the insurance industry developed as an answer to the absence of mutual trust between affected parties and a lack of end-to-end transaction transparency.
In this report we address how blockchain can create trust and drive operational excellence, and we assess its wider implications for commercial insurance brokers.
Blockchain technology has the potential to transform the commercial insurance broking industry by creating provable trust between parties and driving operational excellence. By implementing blockchain-enabled smart contracts, brokers can streamline back-office processes, reduce costs, speed up transactions and settlements, and eliminate the need for reconciliation between different systems. This allows brokers to shift focus from administrative tasks to more value-added activities. Blockchain provides transparency, security, and automation that can replace the traditional model of trust through handshakes and relationships.
Blockchain is a tool. Samson Williams likens blockchain to a group text message, in which each participant receives a distributed, time-stamped, tamper-resistant (and encrypted) record of data transactions. Each group text has these characteristics. Everyone in the group “sees” the data, and none can change or gainsay any group message. Smart contracts are computer code put on the blockchain (how, exactly?) that establishes self-executing terms and conditions of a transaction. Are smart contracts smart? If certain data comes in and fulfills a pre-set term or condition, then rights and responsibilities are formed, terminated, modified, or shifted among the parties. Ah certainty and transparency, but also ah garbage in and garbage out. Are some contractual terms not amenable to smart contracting? And are smart contracts necessarily contracts? If not, can they still be useful? If a smart contract is a contract, what is the governing document? Is it the words business people and lawyers use, or is it the code that is supposed to reflect the words?
Part of the webinar series: Blockchain Basics 2022
See more at https://www.financialpoise.com/webinars/
Smart contracts are programs stored on a blockchain that automatically execute the terms of an agreement. They provide authentication of parties through digital identities and run on decentralized blockchains using cryptocurrency accounts. While offering advantages like speed, cost savings, and accuracy over traditional contracts, smart contracts currently have disadvantages like a lack of regulation and inability to modify terms. An example of smart contracts' use is automating a car purchase on a blockchain from selection to ownership transfer without intermediate parties. Further development is needed to address current limitations and optimize their use in business activities.
Blockchain and Smart Contracts (Series: Blockchain Basics)Financial Poise
Blockchain is a tool. Samson Williams likens blockchain to a group text message, in which each participant receives a distributed, time-stamped, tamper-resistant (and encrypted) record of data transactions. Each group text has these characteristics. Everyone in the group “sees” the data, and none can change or gainsay any group message. Smart contracts are computer code put on the blockchain (how, exactly?) that establishes self-executing terms and conditions of a transaction. Are smart contracts smart? If certain data comes in and fulfills a pre-set term or condition, then rights and responsibilities are formed, terminated, modified, or shifted among the parties. Ah certainty and transparency, but also ah garbage in and garbage out. Are some contractual terms not amenable to smart contracting? And are smart contracts necessarily contracts? If not, can they still be useful? If a smart contract is a contract, what is the governing document? Is it the words business people and lawyers use, or is it the code that is supposed to reflect the words?
To view the accompanying webinar, go to: https://www.financialpoise.com/financial-poise-webinars/blockchain-and-smart-contracts-2021/
In the times to come, smart contracts are going to be popular, and there will be a need for smart contract experts. To become an expert in this field, you need to enroll for a smart contracts online course.
Blockchain technology allows for a distributed ledger of transactions and digital events that is shared among participants in a network. It allows transactions to be verified through consensus, recorded immutably on the blockchain, and provides a verifiable record of all transactions. The document discusses how blockchain works through public and private networks and provides examples of applications in supply chain management, the Internet of Things, tracking origins of goods, and smart contracts. It also covers challenges and opportunities of adopting blockchain technology.
This document discusses smart contracts and blockchains. It begins by defining a blockchain as a database maintained by a network of computers not owned by any single entity that stores transaction data in blocks organized sequentially in a chain. It then discusses how blockchains enable secure, traceable, and resilient transactions without requiring trust. The document outlines some uses of blockchains like virtual currencies, managing access to records, and building self-executing smart contracts using code on a blockchain. It also discusses some types of smart contracts being developed and limitations around self-enforcement, enforceability, privacy, and autonomy of smart contracts.
Blockchain is a shared, distributed ledger that facilitates recording transactions and tracking assets in a business network. Anything of value can be tracked and traded, reducing risk and costs. Blockchain provides transparency, security, auditability, and resistance to outages through its decentralized structure. The document then lists industries like banking, cybersecurity, and supply chain management that blockchain will disrupt before discussing smart contracts and their ability to automatically enforce obligations like traditional contracts. It concludes with cryptocurrency market statistics and the forecast for blockchain adoption worldwide between 2017-2030.
This document discusses the potential for blockchain technology in business applications. It provides background on blockchain and describes some key components for enterprise blockchain solutions, including different blockchain platforms. Several examples are given of how organizations are currently using blockchain, such as BNP Paribas using it for letters of credit and Bumble Bee Foods providing supply chain transparency. However, challenges to adoption are also outlined, such as regulatory uncertainty, scalability issues, and gaining internal acceptance of the technology.
Decrypting Insurance Broking through BlockchainCognizant
Blockchain technology could help brokers maximize their operational efficiencies by using smart contracts to automate key processes, freeing them to focus on value-added services that drive customer loyalty.
Smart contracts are the next version of automated contracts where the user won't have to rely on trust. Smart contracts are automated algorithmic digital forms of contracts where parties can exchange assets without any intermediaries based on specified rules. Here, the program within the smart contract will self-execute based on the conditions previously defined by the parties.
There are certain benefits to using smart contracts such as autonomous, secured, interruption-free, trustless, cost-effective, fast performance, and accurate and error-free. But here, we will analyze the examples of smart contracts, such as how it can be useful in digital identity, supply chain management, insurance, etc.
To help you understand how smart contracts work or how you can utilize this new form of technology for your personal gain, or company 101 Blockchains offers an array of courses. You can use these courses to learn more about smart contracts and its role in various sectors.
Learn more about smart contracts from here ->
Ethereum Development Fundamentals course
https://academy.101blockchains.com/courses/ethereum-development-fundamentals
The Complete Ethereum Technology Course
https://academy.101blockchains.com/courses/ethereum-technology-course
Learn more about the certification courses from here ->
Certified Enterprise Blockchain Professional (CEBP) course
https://academy.101blockchains.com/courses/blockchain-expert-certification
Certified Enterprise Blockchain Architect (CEBA) course
https://academy.101blockchains.com/courses/certified-enterprise-blockchain-architect
Certified Blockchain Security Expert (CBSE) course
https://academy.101blockchains.com/courses/certified-blockchain-security-expert
Learn more from our guide ->
https://101blockchains.com/smart-contracts/
https://101blockchains.com/ethereum-smart-contracts/
https://101blockchains.com/blockchain-smart-contract-examples/
https://101blockchains.com/smart-contract-use-cases/
https://101blockchains.com/what-is-a-smart-contract/
From 7331 to legal : a selection of blockchain discussion topicsKoen Vingerhoets
During the Computational Law & Blockchain Festival (#clbfest19) of 2019/03/16, organised by the @LegalHackersBXL (@Tommy Vandepitte), I had the opportunity to address a room filled with legal people. Awesome!!
I started with a short business inspired explanation of #blockchain (oh - #hashing was there too), followed by a deeper dive in some specific topics. These topics are imho the elements requiring more legal input and as such a better understanding. Collaboration between your 7331 IT people and their legal colleagues benefits from a common view on the technology.
Koen Vingerhoets (https://www.slideshare.net/koenvingerhoets) explained (a) the basics of blockchain in its 6 key elements (transparency, ownership, traceability, distributed, trust, smart contracts) and (b) a few technical aspects on blockchain, like hashing, smart and ricardian contracts, bugs in the code, private ledgers, aspects to take into account to govern a (private) blockchain, and the impact of (EU) regulation.
The context was the second (2019) edition of the Computational Law and Blockchain Festival (#CLBFest), Brussels' node.
Blockchain's Smart Contracts: Driving the Next Wave of Innovation Across Manu...Cognizant
Blockchain technology has the potential to fundamentally change manufacturing supply chains by enabling trusted relationships and transactions between partners without intermediaries. Smart contracts on blockchain platforms can automate negotiations and transactions, reducing costs while increasing efficiency and agility. Early applications include smart contracts that automate procurement transactions between suppliers and buyers, and smart equipment that can automatically order replenishments. Widespread use of blockchain in manufacturing will require overcoming challenges of integrating new decentralized technologies with existing systems and evaluating technology maturity.
Smart Contracts are a central component to next-generation blockchain platforms. Blockchain technology is much broader than just bitcoin. The sustained levels of robust security achieved by public cryptocurrencies have demonstrated to the world that this new wave of blockchain technologies can provide efficiencies and intangible technological benefits very similar to what the internet has done.
Blockchains are a very powerful technology, capable of going much further than only "simple" financial transaction; a technology capable of performing complex operations, capable of understanding much more than just how many bitcoins one currently has in his digital wallet.
This is where the idea of Smart Contracts come in. Smart Contracts are in the process of becoming a cornerstone for enterprise blockchain applications and will likely become one of the pillars of blockchain technology.
In this presentation, we will explore what a smart contract is, how it works, and how it is being used.
At BlockchainX tech, we help startups, medium-sized enterprises, and large-sized businesses by providing end-to-end blockchain development services such as token creation, token sale distribution, landing page design, whitepaper writing, and smart contract creation. As your business idea is unique your cryptocurrency launch process will also be one of a kind. Our blockchain experts help you analyze your concept to make sure that your idea is effective enough to motivate people for funding. Our experience so far in ICO and blockchain development is unmatched and it allows us to provide stable cryptocurrency solutions that are tailor-made to match your business requirements. Raise your Initial Coin Offering with minimal steps and get professional guidance from our team of blockchain and cryptocurrency experts.
MAT308Chapter 10 Test (75 Points)Show You Work!(1) The mean .docxtienboileau
MAT308
Chapter 10 Test (75 Points)
Show You Work!
(1) The mean number of hours of sleep for adults in the population of the U.S. is 6.8. A researcher believes that the mean number of hours that college students get per night is significantly different from adults in the population. The mean number of hours of sleep in a sample of 25 college students is 7.1 hours. The standard deviation of this sample is 0.87. Does the data provide support for the researcher's prediction? α level: 0.05
(15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(2) Is the percentage of Creamery customers who prefer chocolate ice cream over vanilla less than 80%? In a sample of 50 customers 60% preferred chocolate over vanilla. α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(3) A manufacturer finds that baseballs dropped 24 ft. onto a concrete surface are supposed to bounce an average of 93 in. The manufacturer of the balls has moved to a new facility, and there is concern that the balls are different. One hundred balls were sampled and it was found that the average of the bounce height was 92.232 with a standard deviation of 1.56. . α level: 0.05 (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(4) The mean Verbal SAT score for the population of all first students at Radford is 520. The standard deviation of scores in this population is 95. An investigator believes that the mean Verbal SAT of first year psychology majors is significantly different from the mean score of population. The mean of a sample of 36 first year psychology majors is 540. Please test the investigator's prediction using an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
(5) First graders in the state of Virginia get an average score of 20 on a reading test (higher score reflect higher levels of performance). A teacher is using a new method to teach reading. She predicts that by the end of the first grade, students getting her new method will have significantly higher scores on reading than those in the population. The mean of the 25 students in her class is 23.2 and the standard deviation of the students in the class is 4.7. Use an alpha level of 0.05. (15 Points)
Ho:
Ha:
Level of Significance:
Test Statistic:
P-Value:
Decision Reject or Fail to Reject:
Conclusion:
Two Part assignment requiring articulate, professionally written content, that is non repetitive? Plagiarism sensitive. Please use MLA format and must cite all resources and references.
Part One - Following the works Cited listed below of scholarly articles regarding The play “The Homecoming”, by Harold Pinter create10 pages of competent, utilizing those listed or others of schol.
Masters level forum Compare and contrast what President Woodrow .docxtienboileau
Masters level forum
Compare and contrast what President Woodrow Wilson and Frank Goodnow said about politics and public administration. Discuss and critique their writings and analyze the politics-administration dichotomy, whether the dichotomy is real or ideal, and how they impacted public administration today.
3 citations
500 word minimum
lesson attached
.
Martin Wolf MARCH 24 2020 The coronavirus seeks only t.docxtienboileau
Martin Wolf MARCH 24 2020
The coronavirus seeks only to replicate. We seek to halt that replication. Unlike the virus, humans make
choices. This pandemic will pass into history. But the way in which it passes will shape the world it leaves
behind. It is the first such pandemic for a century. And it comes to a world that — unlike in 1918, when
the Spanish flu hit — has been at peace and enjoys unprecedented wealth. We should be able to
manage it well. If we do not do so, this will be a turning point for the worse. Making the right decisions
requires that we understand the options and their moral implications. We now confront two
fundamental sets of choices: within our countries and across borders. In high-income countries, the
biggest choice is how aggressively to halt transmission of the virus. But we also need to decide who will
bear the costs of that choice and how. Some continue to argue that it is wrong to force the economy
into a depression to suppress transmission of the virus. This, they suggest, will cause unnecessary
disruption. If, instead, the virus is left to spread relatively freely, we can achieve “herd immunity”,
sustain the economy and still focus resources on the vulnerable. Yet it is not clear that the economy
would fare better under this relatively laissez faire “mitigation” policy than under one of determined
“suppression”. Long before government-imposed lockdowns, many people stopped travelling or going
to restaurants, cinemas or shops. Decisive action to suppress the virus and follow up with testing and
tracking of new infections could well end the inevitable economic slump even sooner than otherwise.
What seems quite certain is the global health system would fare much better under suppression than
mitigation. Under the latter, argues the Imperial College Covid-19 Response Team, the health systems of
the UK and US would be overwhelmed: large numbers of predominantly old people would be left to die
untreated. It was presumably to prevent this from happening across China that the government
suppressed the virus so fiercely in Hubei. Could a health calamity that is unacceptable in China be
acceptable in the UK or US? Yet the critics are also right: it will be impossible to close large parts of our
economies for very long. If suppression is to be tried, it must be successful quickly and resurgence of the
virus must be throttled. Meanwhile, central banks and governments must seek to keep as much of the
economy going as possible, preserve as much productive capacity intact as possible and ensure that the
people, above all the vulnerable, are generously protected in whatever way a country finds practical.
The solidarity between countries needs to be as strong as within them. The financial instability and
looming recession (probably depression) we see coming will inflict huge harm on emerging and
developing countries. The IMF states that investors have already removed $83.
Mass movementChoose oneA. happens only when the slope .docxtienboileau
Mass movement
Choose one:
A. happens only when the slope of a hill gets steeper than the angle of repose.
B. can't happen underwater because the buoyancy force of water is too great.
C. is a gravity-driven downslope movement of natural materials.
D. is more likely to happen under dry conditions than under wet conditions.
Which of the following processes most logically explains the different tilts of gravestones in a hillside cemetery?
Choose one:
A. slump
B. creep
C. mudflow
D. liquefaction
Avalanches
Choose one:
A. are slow mass-movement events.
B. never happen twice in the same place; therefore, the pathway an avalanche creates is a safe place to build.
C. always contain snow and/or ice.
D. can be triggered by explosions, people, or even just new snow.
Solifluction
Choose one:
A. is a kind of creep that is found in high-elevation regions or in the Arctic on slopes that are underlain by permafrost.
B. is the proper term for alternate expanding and contracting of swelling clays.
C. means that the level of the water table fluctuates with precipitation.
D. is a faster-than-usual kind of slump in wetlands.
Identify the true statement.
Choose one:
A. The angle of repose is the steepest angle at which unconsolidated sediments can sit without slipping downhill.
B. The head scarp of a slump is found at the base of the slump block.
C. Lahars are mudflows that have been triggered by earthquake shaking.
D. Slow movement of unconsolidated material downslope is called a turbidity current.
Which of the following is a suitable method of managing snow avalanches?
Choose one:
A. increasing the slope's load by planting vegetation on the cornice of mountain slopes
B. expansive water drainage systems
C. targeted, controlled explosions
D. allowing skiers to use only avalanche chutes (regions where avalanches will not occur)
Identify the true statement.
Choose one:
A. Weathering does not affect the stability of a slope.
B. Vegetation is heavy, and therefore deforesting an area can help keep slopes stable.
C. Forest fires followed by heavy rains are likely to result in severe mud and debris flows.
D. Saturating a slope with water tends to hold unconsolidated grains together and thus helps stabilize slopes.
Consider the following eight phrases:
1. careful inventory and mapping to determine dangers
2. weathering of minerals to produce clay
3. controlled blasting of unstable slopes
4. controlled water drainage
5. retaining walls along highway embankments
6. spraying shotcrete on road cuts
7. removing support at the toe of the slope
8. adding weight at the top of the slope
Which of these are factors that lead to mass movement?
Choose one:
A. choices 3 and 8 only
B. choices 2, 7, and 8
C. choices 1, 2, and 4
D. choices 2, 4, 7, and 8
Watch the
Submarine Slide
portion of the
Slides
topic of the animation. How can a submarine slide at the edge of a continental shelf create a tsunami?
Choose .
Marys one year old daughter is due to be given the Measles, Mum.docxtienboileau
Mary's one year old daughter is due to be given the Measles, Mumps, and Rubella (MMR) vaccine during her next visit to the doctor. Mary is upset and concerned because one of her friend's sons became ill after a similar vaccination. She has also heard rumors that MMR vaccine causes rubella. Mary was also told that her daughter will need to be vaccinated before Mary returns to work. Mary is not alone. Many parents face this issue. Therefore, it is important for Mary and all such parents to make decisions that are best for their children, based on facts and not emotions. Place yourself in the role of a health care worker, submit to the discussion area your plan to validate the importance of vaccination by addressing the following questions:
Why are vaccinations necessary components of the healthcare programs?
Are there reasons for people not being vaccinated despite of such elaborate healthcare programs? Explain.
What are the consequences of people not being vaccinated?
What is the impact of religious, cultural, legal, and ethical issues that parents need to consider before vaccination?
What type of information will help the parents make an informed decision about vaccinating their children?
As in all assignments, cite your sources in your work and provide references for the citations in APA format.
Your initial posting should be addressed at 150-300 words. Be sure to cite your sources using APA format.
.
Masaccio, Trinity, Santa Maria Novella, Florence, 1426-27.docxtienboileau
Masaccio, Trinity, Santa Maria Novella, Florence, 1426-27
Often credited with being the first painting employing scientific, single-point perspective—discovered by Brunelleschi only a few years earlier—looks like actual space that recedes—at center of fresco we see Holy Trinity—body of Christ, dove, and God the Father—head of dove looks down at Christ—incredible rendering of human body—pulled, tortured, affected by gravity—what happens to muscles of body—evokes sympathy (hollow of abdomen), bleeding—deep faithfulnessscientific observation—on left Mary points towards Christ, holds out hand (way to salvation)—on right St. John—donors on lower level—at bottom exposed tomb—inscription reads ‘As I am now, so you shall be. As you are now, so once was I.’—memento mori—imminence of death—reminder of death, prepare now for salvation—eternal life in Heaven—innovation of new perspective—specific viewpoint for viewer—architecture based on ancient Greek and Roman architecture—Masaccio shows off—not simple tile floor—modeling to show dimension, sculptural relief—proportional accuracy of the bodies—culture of trade in Florence—buy/sell, fractions, space volumes, analytic and rational culture
Hieronymus Bosch, The Garden of Earthly Delights, c. 1500
Investigation of the
Ferguson Police Department
United States Department of Justice
Civil Rights Division
March 4, 2015
i
TABLE OF CONTENTS
I. REPORT SUMMARY ........................................................................................................ 1
II. BACKGROUND .................................................................................................................. 6
III. FERGUSON LAW ENFORCEMENT EFFORTS ARE FOCUSED ON
GENERATING REVENUE ............................................................................................... 9
IV. FERGUSON LAW ENFORCEMENT PRACTICES VIOLATE THE LAW AND
UNDERMINE COMMUNITY TRUST, ESPECIALLY AMONG AFRICAN
AMERICANS .................................................................................................................... 15
A. Ferguson’s Police Practices ............................................................................................ 15
1. FPD Engages in a Pattern of Unconstitutional Stops and Arrests in Violation
of the Fourth Amendment ..................................................................................... 16
2. FPD Engages in a Pattern of First Amendment Violations .................................. 24
3. FPD Engages in a Pattern of Excessive Force in Violation of the Fourth
Amendment ........................................................................................................... 28
B. Ferguson’s Municipal Court Practices ........................................................................... 42
1. Court Practices Impose Substantial and Unnecessary Barriers to the
Challenge or Resolution of Municipal Code Violations .......................
Matthew Shepard Was Killed Due To His Sexual Orientation. Defend, Ch.docxtienboileau
Matthew Shepard Was Killed Due To His Sexual Orientation. Defend, Challenge, Or Qualify This Statement
qualify his death
thesis statement There is substantial evidence to support that Matt Shepard's death was because of his sexual orientation. However, there is also a growing body of evidence that suggest Matt's death was because of drug dealing and drug uses
have two supporting evidence paragraphy a nd site the source
Turn-it –in the report and checkyour work and make sure it will be Grammarly approved.
.
MBA 665 Final Project Milestone Three Guidelines and Rubric .docxtienboileau
MBA 665 Final Project Milestone Three Guidelines and Rubric
Overview: The final project for this course is the creation of an impact of governmental action on a business paper. For Milestone Three you will submit the
Analysis section of your final project, which is Section II of the critical elements. Your analysis should include answers to all the questions in the Analysis section
on business environment, sustainability, internal resources, communication, company image, response, impact, and external resources.
Specifically, the following critical elements must be addressed:
I. Analysis: After submitting your overview, your boss is having second thoughts about bringing Jack Harris and his firm, Crisis Consulting, on board. Before
he makes his final decision he has asked you to provide him with a thorough analysis of the situation faced by your business. He asks you to prepare a
memorandum to him (the CEO) analyzing the situation that your business faces as well as the resources that are available to it. Address the following:
A. Business Environment: Based on your analysis of the governmental action or political challenge, what will be the impact of the governmental
action or political challenge on the business’s financial situation and operations? Does the action represent an opportunity or a threat?
B. Sustainability: Based on your analysis of the governmental action or political challenge, how will the governmental action or political challenge
impact the sustainability of the business?
C. Internal Resources: Evaluate the internal resources of the company, including the business project teams that are available to respond to the
opportunity or threat. In other words, is the business adequately organized to address the opportunity or threat?
D. Communication: How has information about the situation been communicated to various stakeholders? For example, have any public hearings
been held? Have the radio, newspapers, or social media been used?
E. Company Image: Assess how the situation has affected the company’s public image. Has the impact been primarily positive or negative? If the
impact has been primarily negative, what are the positive aspects in addition to the negative aspects? If the impact has been primarily positive,
what are the negative aspects in addition to the positive aspects?
F. Response: What are the potential courses of action to respond to the situation in the current macroeconomic and business environment? In
other words, what is the range of options for the business in this situation?
G. Impact: How will these courses of action impact the business? Make sure to consider both short- and long-term impacts, including operational,
financial, and ethical implications.
H. External Resources: Evaluate the roles and functions of third parties or external resources in the situation. Consider questions such as these in
your response: How will lobbyists be involved in the situation? .
max 200 words due in 2 hoursSummarize the article by parap.docxtienboileau
max 200 words
due in 2 hours
Summarize the article by paraphrasing the major points in it. Begin with the central idea and give an overview. Then describe the supporting points. As well, capture the development of the supporting points and show how the writer supports them. Be objective and avoid evaluative and judgmental statements in this section. (200 words maximum)
.
MBA 599 – Strategic Management Case Project This capsto.docxtienboileau
MBA 599 – Strategic Management Case Project
This capstone course requires each student to construct a detailed and well-thought-out analysis of a
business employing all the relevant strategic analysis tools studied in the course. This project will take the
full term to complete. It is our sincere hope that you will find this project to be the most rewarding effort in
your educational career.
Project Overview
This course is designed to help you develop strategic skills that can be used in management. The
process of strategic planning is an iterative cycle of research and analysis, ending with a series of choices
about what will be attempted and how it will be approached. The most tangible output is the strategic
planning document. The most important output is the increased understanding that the participants
acquire. Accordingly, the assessment of the final project will be heavily dependent on the quality of the
strategic thinking inside that polished report. Students that focus on the expeditious completion of the
steps may find that they have shortchanged the important and time-consuming exploration and thinking
that is necessary to create a quality strategic case. Since not all tools can tell the planner which factors
and alternatives are important to consider, the planner should pull in as much diverse information and
perspectives as possible. Additionally, you should put yourselves in the competitor’s shoes and consider
how the “game” will play out. Your homework and subsequent improvements are intended to become a
primary basis for the exploration and questioning that drives your strategic understanding and creative
ideas. In addition, it is important to test your strategic thinking and your use of analytical tools in
preparation for your final project.
Tips for Selecting an Organization
As you select an organization for your class project, it is important that you select one that is interesting,
possibly useful to you in your career, industry, or interests, and allows you to explore strategic challenges
in a meaningful way. If you select the industry in which you currently work, you must address two critical
issues: (1) integrating and clearly citing existing information. (You will need to delineate work you’ve
contributed as opposed to pre-existing information), and (2) succinctly presenting existing information
while adding new insight, analysis, and plans that substantially add to strategy development,
implementation, and/or assessment of the organization. An organization or industry you are interested in
should give you better access to information although you need to pay careful attention to the points
made above.
Do not underestimate the degree to which you will need to be an expert in the selected industry and
related areas. It is impossible to create a strategy without understanding the terms, technologies, market
changes, and so forth in great depth. A.
MBA 640 Final Project Milestone Two Guidelines and Rubric .docxtienboileau
MBA 640 Final Project Milestone Two Guidelines and Rubric
Overview: The final project for this course is the creation of an external capital funding proposal.
Most businesses face a landscape of uncertainty and a never-ending stream of risks and opportunities. Managers must continually project the likely financial
impact of decisions, make recommendations, act on those decisions, determine how to pay for them, and evaluate the costs and effectiveness of what has been
done. Many decisions are short-term, routine, and operational. Others are longer-term investment decisions that require substantial new resources, such as
developing new services, expanding into new geographic markets, or undertaking business combinations or spin-offs. Each requires managers to forecast, plan,
and make decisions based on a thorough understanding of both internal and external factors that can affect a company’s financial success.
For the summative assessment in this course, you will bring your finance and economics knowledge to bear by preparing an external capital funding proposal for
a major international investment at a publicly traded corporation. In order to secure the support of potential financial backers, your proposal will need to lay out
what the proposed investment opportunity is, how it fits within the company’s broader mission and goals, its financial impact, and the amount being requested
and why (including alternative funding mechanisms considered). In addition, it will also need to include information on the organization’s context, risk factors,
and microeconomic assumptions that could affect the success of the investment.
Prompt: Submit a paper that addresses critical element IV, Risks, of the final project. Discuss any risks that might affect the success of the project and how you
have planned for those contingencies.
Note: The risks (and opportunities) you identify should demonstrate your understanding of the company you selected, the industry, the investment project you
are proposing, and your project’s country and timing. Your estimates of financial impacts will be only preliminary; you will most likely revise them in your final
submission at the end of Module Nine.
Specifically, the following critical elements must be addressed:
Section IV Risks:
1. Internal. What are the company’s most significant internal risks and opportunities related to the project? How might they affect your financial estimates
and how will you address them? Support your response with specific examples.
2. External. How will you address significant qualitative risks outside the company that might affect project success? Give specific examples. For example,
how might culture or politics in the target country affect the proposed investment’s financial success? Natural disasters? How have you planned for
these risks?
3. Microeconomic. Assess the microeconomic factors that might affect decisions about the proposed investment. .
Mary and Elmer’s fifth child, Melvin, was born 6 weeks prematurely a.docxtienboileau
Mary and Elmer’s fifth child, Melvin, was born 6 weeks prematurely and is 1-month old. Sarah, age 13, Martin, age 12, and Wayne, age 8, attend the Amish elementary school located 1 mile from their home. Lucille, age 4, is staying with Mary’s sister and her family for a week because baby Melvin has been having respiratory problems, and their physician told the family he will need to be hospitalized if he does not get better within 2 days.
Choose two or three areas of prenatal care that you would want to discuss with Mary, and then write brief notes about what you know and/or need to learn about Amish values to discuss perinatal care in a way that is culturally congruent.
Discuss three Amish values, beliefs, or practices to consider when preparing to do prenatal education classes with Amish patients.
Submission Instructions:
Your initial post should be at least 500 words, formatted and cited in current APA style with support from at least 2 academic sources.
.
Maryland Technology Consultants is a fictitious company create.docxtienboileau
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 1
Maryland Technology Consultants, Inc.
Maryland Technology Consultants (MTC) is a successful Information Technology consulting firm
that utilizes proven IT and management methodologies to achieve measurable results for its
customers. Its customer base includes small to mid-tier businesses, non-profit organizations
and governmental agencies at the local, state and federal levels. MTC feels strongly that its
success is dependent on the combination of the talent of its IT consultants in the areas of,
Business Process Consulting, IT Consulting and IT Outsourcing Consulting and their ability to
deliver truly extraordinary results to their clients.
Corporate Profile
Corporate Name: Maryland Technology Consultants, Inc.
Founded: May 2008
Headquarters: Baltimore, Maryland
Satellite Locations: Herndon, Virginia; Bethesda, Maryland
Number of Employees: 450
Total Annual Gross Revenue: $95,000,000
President and
Chief Executive Officer (CEO): Samuel Johnson
Business Areas
MTC provides consulting services in the following areas:
• Business Process Consulting - Business process redesign, process improvement, and best
practices
• IT Consulting - IT strategy, analysis, planning, system development, implementation, and
network support
• IT Outsourcing Consulting – Requirements analysis; vendor evaluation, due diligence,
selection and performance management; Service Level Agreements
Business Strategy
MTC's business strategy is to provide extraordinary consulting services and recommendations
to its customers by employing highly skilled consultants and staying abreast of new business
concepts and technology and/or developing new business concepts and best practices of its
own.
Maryland Technology Consultants is a fictitious company created for the IFSM 300 Case Study.
MTC Case Study 11/23/2019 Ver. 1 2
Excerpt from the MTC Strategic Business Plan
While the complete strategic plan touches on many areas, below is an excerpt from MTC’s
latest Strategic Business Plan that identifies a few of MTC's Goals.
Goal 1: Increase MTC Business Development by winning new contracts in the areas of IT
consulting.
Goal 2: Build a cadre of consultants internationally to provide remote research and analysis
support to MTC’s onsite teams in the U. S.
Goal 3: Continue to increase MTC’s ability to quickly provide high quality consultants to
awarded contracts to best serve the clients’ needs.
Goal 4: Increase MTC’s competitive advantage in the IT consulting marketplace by increasing its
reputation for having IT consultants who are highly skilled in leading edge technologies and
innovative solutions for its clients.
Current Business Environment
MTC provides consultants on-site to work with its cli.
Martha Rogers’ Science of Unitary Human BeingsFOR THE THEORY CRI.docxtienboileau
Martha Rogers’ Science of Unitary Human Beings
FOR THE THEORY CRITIQUE of Martha Rogers’ Science of Unitary Human Beings
SUGGESTION: Get article/s which are CRITIQUES of the THEORY ASSIGNED TO YOU
CRITERIA
UNITS OF ANALYSIS
CRITIQUE ARTICLE NO. 1
(Author of Critique)
CRITIQUE ARTICLE NO. 2
(Author of Critique)
MY VIEWPOINT
(3.1) Relationship between
structure and function
(3.1.1) Clarity
(3.1.2) Consistency
(3.1.3) Simplicity / Complexity
(3.1.4) Tautology / Teleology
(3.2) Diagram of Theory
(3.2.1) Visual and Graphic Presentation
(3.2.2) Logical Representation
(3.2.3) Clarity
(3.3) Circle of Contagiousness
(3.3.1) Graphical origin of theory and geographical spread
(3.3.2) Influence of theorist versus theory
(4) Usefulness
(4.1) Practice
(4.1.1) Direction
(4.1.2) Applicability
(4.1.3) Generalizability
(4.1.4) Cost Effectiveness
(4.1.5) Relevance
(4.2) Research
(4.2.1) Consistency
(4.2.2) Testability
(4.2.3)
Predictability
(4.3) Education
(4.3.1) Philosophical Statement
(4.3.2) Objectives
(4.3.3) Concepts
(4.4) Administration
(4.4.1) Structure of Care
(4.4.2) Organization of Care
(4.4.3) Guidelines for Patient Care
(4.4.4) Patient Classification System
(5) External Components of Theory
(5.1) Personal Values
(5.1.1) Theorist implicit/explicit values
(5.2) Congruence with other professional values
(5.2.1) Comlementarity
(5.2.2) Esoterism
(5.2.3)
Competition
(5.3) Congruence with social values
(5.3.1) Beliefs
(5.3.2) Values
(5.3.3) Customs
(5.4) Social Significance
ISM 645 Mission, Vision, and Time Horizon Statement (MVTH)
Worksheet
The following information is provided to assist you in writing the Mission, Vision, and Time Horizon
Statements.
Writing the Mission Statement – Comparisons
The mission statement describes the purpose of the organization and the reason the business or business
unit exists. You will be creating an IT mission statement for the Acme Company. Review the article,
“Mission Statements.” Then, based on what you have learned, evaluate the mission statements of the
following service companies:
• Microsoft®
“At Microsoft, our mission and values are to help people and businesses throughout the
world realize their full potential.”
• Apple®
“Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork
and professional software. Apple leads the digital music revolution with its iPods and iTunes
online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App
store, and is defining the future of mobile media and computing devices with iPad.”
In your evaluation, consider the positive aspects as well as the shortfalls of the statements. Do your own
additional research on these companies and consider whether the company’s strategic approach aligns
with its mission statement.
Writing the Vision Statement – Comparisons
The vision statement describes the business o.
Materials for Your Works Cited PagesNOTE When you are writing.docxtienboileau
Materials for Your Works Cited Pages
NOTE:
When you are writing your papers for this class, you will notice that some of the versions of the primary texts that I have posted do not have any publication information. This is because I like to present the works to you in a consistent Word format. However, when you write your papers, you will be required to provide a works cited page in proper MLA format. So below you will find pre-made entries that you can cut and paste into the works cited page at the end of your papers. Of course, for any additional material you use, you will have to create the citations yourself.
If you are writing about Dante:
Alighieri, Dante.
The Inferno. Dante On Line
. Societa Dantesca Italiana, n.d. Web. 09 May 2016.
If you are writing about Antigone:
Johnston, Ian, trans.
Sophocles’
Antigone.
442 B.C. n.p. Johnstonia Web. May 2005. Web. 9
May 2016.
If you are writing about The Code of Hammurabi:
"Ancient History Sourcebook: Code of Hammurabi, C. 1780 BCE." Internet History Sourcebooks. n.p., n.d. Web. 16 May 2016.
If you are writing about: Deuteronomy:
Deuteronomy.
New International Version
. Bible Gateway. Web. 5 May 2016.
If you are writing about “The Lottery”:
Jackson, Shirley. “The Lottery.”
Literature: An Introduction to Fiction, Poetry, and Drama
. Ed. X.J. Kennedy and Diana Gioia. 6th ed. New York: Harper Collins, 1995. 298-300. Print.
If you are writing about “The Ones Who Walk Away From Omelas”:
Le, Guin U. K. “The Ones Who Walk Away From Omelas.”
The Wind's Twelve Quarters: Short Stories
. New York: Harper & Row, 1975. Print.
If you are writing about the Trial of Susanna Martin:
Mather, Cotton.
The Wonders of the Invisible World
. 1693. London: John Russell Smith, 1862.
Project Gutenberg
. Web. 9 May 2016.
If you are writing about
12 Angry Men
:
12 Angry Men
. Dir. Sidney Lumet. Perf. Henry Fonda and Lee J. Cobb. MGM Entertainment, 2001.
Berkeley College Digital Campus
. Web. 27 Aug. 2016.
If you are writing about “A Jury of Her Peers”:
Glaspell, Susan. "A Jury of Her Peers."
A Jury of Her Peers
. Provincetown: n.p., 1916. 1-16.
Interactives
. Literature. Web. 21 Mar. 2017.
If you are writing about “In a Grove”:
Akutagawa, Ryunosuke. "In a Grove." 1922.
Feedbooks
. N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “The Lynching of Jube Benson”:
Dunbar, Paul Laurence. “The Lynching of Jube Benson.”
The Heart of Happy Hollow
. 1904.
Lit2Go.
N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “The Adventure of the Sussex Vampire”:
Doyle, Arthur Conan. “The Adventure of the Sussex Vampire.” 1924.
The Complete Sherlock Holmes Canon
. N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “They Can Only Hang You Once”:
Hammett, Dashiell. “They Can Only Hang You Once.” 1932.
E-Reading Club
. N.p., n.d. Web. 27 Aug. 2016.
If you are writing about “An Unbelievable Story of Rape”:
Miller, T. Christian and Armstrong, Ken. “An Unbelievable Story of Rape”
P.
MasubenPrivate equity firm can be very helpful for a company’s g.docxtienboileau
Masuben
Private equity firm can be very helpful for a company’s growth as its money helps in various restructuring of the company as large amounts of funding are invested in the company . It could be very helpful in developing companies' growth from grass root level. As optimum money is invested the production of goods will be more and retailers will get the product on time. Also as money is invested in advancement of technology the cost of production can be low so the retailers could make some more profit and manufacturers can make the product much quicker. As private equity holders are more concerned about their money they are actively involved in business to maximise the value. As the funding is major the return on investment will be huge which can be very helpful for manufacturers and retailers.(Piloto Sincerre, B., Sampaio, J., Famá, R., & Flores, E. S. 2019)
As every coin has two sides, sometimes private equity has its own downside. The biggest threat is to manufacturers as it can lose its ownership. As with private equity, more money is involved in business which leads to loss of a larger share of the business as private equity firms always take the larger majority stake of the business. As a private equity holder becomes actively involved in business, sometimes they overpower the management decision like hiring, business strategy, business decisions and other valuable management responsibilities. The main mission of equity holders is to generate revenue on their investment which might lead to unethical activities as larger money is involved. Also as production is increased there might be more pressure on retailers to sell the item as supply of goods will be more and demand is low.(BACON, N., WRIGHT, M., MEULEMAN, M., & SCHOLES, L. 2012) As larger money is involved the business can grow rapidly across the countries so to conclude private equity can help in growing business more.
2. Maheshwari
Private equity refers to capital that is not traded publicly. The acquisition of public manufacturing and retail firms, therefore, refers to privatization. Part of the entire firm is purchased by a high net worth individual or firm that aims at controlling it. This mostly involves buying the shares of the firm. This is mostly done by institutional investors such as pension funds and equity private firms (Chen, et al., 2020). This kind of acquisition has several effects on the firm. Some of these effects are outlined below.
a)
Huge amounts of funding
The process of private equity acquisition provides firms with a lot of capital that can transform their operations if properly budgeted for and utilized.
b)
Investor Involvement
As a result of the huge amounts of money invested by the institutional investors into the firms, they are actively involved in the operations of the firm to ensure maximization of value as opposed to other options of funding which allow for limited involvement by the lenders.
c)
Higher Retu.
MATH 114Discussion Board Forum 2 PromptPlease also pay close a.docxtienboileau
MATH 114
Discussion Board Forum 2 Prompt
Please also pay close attention to any additional specifications provided by your professor. Professors often will clarify their expectations regarding the format and presentation of your submission.
Topic – Causes of Death in 1980 and 2016
According to the 1980 Census, the United States population was approximately 226,540,000 in 1980. It grew to approximately 323,120,000 at the beginning of 2016. Using Census data for 1980 and estimates derived from mortality data for 2016, we arrive at the population estimates given in the table below:
Year
Total Population
Ages 15–24
Ages 25–44
Ages 45–64
1980
226,540,000
42,475,000
62,707,000
44,497,000
2016
323,120,000
43,500,000
85,150,000
84,300,000
The National Center for Health Statistics published a document entitled “Health, United States, 2015: With Special Feature on Racial and Ethnic Health Disparities” that includes a table listing the leading causes of death in 1980 by age bracket. The CDC further produced a National Vital Statistics Reports that provided similar information for the year 2016. Under the Project Instructions link in Blackboard, you’ll find Discussion Board Forum 2: Data, a spreadsheet showing the leading causes of death in both 1980 and 2016 for these 3 age categories. Each of the first 3 questions has both a computational part and a discussion part. To get full credit for each of the discussion parts, please cite a reference to support your claims. This should not be an excessively difficult task: you can easily find information online for most of the illnesses or other causes listed in the report. All you need to do is provide the website you used (though other resources are also permitted if you prefer to use one of those).
1. Assuming that the population numbers in the above table are relatively accurate, use the Discussion Board Forum 2: Data spreadsheet to compute the deaths per 1000 people for each age group in both 1980 and 2016. Deaths per 1000 people is computed using the formula Deaths per 1000 = (# of deaths) / (total population) Do not round your answer to the nearest whole number, provide at least 2 decimal places (but no more than 4). Give these 6 values (e.g. deaths per 1000 people for ages 15–24 in 1980) and then cite a reference to discuss what might account for the changes between the deaths per 1000 in 1 of these 3 age categories between 1980 and 2016. Your discussion should be at least 40 words.
2. Besides the changes in the overall death rate in the past 3 decades, the leading causes of death vary somewhat between 1980 and 2016. Choose 1 of the 3 age ranges and select 1 cause of death from the Discussion Board Forum 2: Data spreadsheet that strikes you as noteworthy and that appears in both the 1980 and 2016 lists. For the cause of death that you selected, compute the number of deaths per 1000 in both 1980 and 2016 for your chosen age group. Do not round your answer to the nearest whole number,.
MaterialsGeology.com (httpsgeology.comrocks) as .docxtienboileau
Materials:
Geology.com (
https://geology.com/rocks/
) as a reference.
Rock pictures available in in the Google folder “Pictures for Rocks Lab”
Part 1 - Igneous Rocks
1. The texture of igneous rock is typically described as phaneritic, aphanitic, glassy, or vesicular. Briefly
describe
what each of these textures means, and how it relates to the
rate of cooling
to form the rock.
Texture
Description
Rate of Cooling
Phaneritic
Aphanitic
Glassy
Vesicular
2. Using the website and your lecture notes, state the texture for each of the following rocks.
Rock
Texture
Gabbro
Rhyolite
Obsidian
Andesite
Pumice
Granite
Basalt
Diorite
3. The composition of igneous rock is typically described as felsic, intermediate, mafic, or ultramafic. The composition of the igneous rock is determined by the minerals that are in the magma or lava that forms the rock. State the type of color that is found in igneous rocks of each type of composition. (Choose from
light, dark, dark greenish, and in between light and dark.
)
Composition
Color
Felsic
Intermediate
Mafic
Ultramafic
4. Using the website and your notes, state the composition (felsic, intermediate, mafic, ultramafic) for each of the following rocks.
Rock
Composition
Gabbro
Rhyolite
Obsidian
Andesite
Pumice
Granite
Basalt
Diorite
5. Complete the following table to identify the pictures of igneous rocks.
Texture:
phaneritic, aphanitic, glassy, or vesicular
Composition:
felsic, intermediate, mafic, or ultramafic
Igneous Rock Name:
Basalt, granite, etc.
Number
Texture
Composition
Igneous Rock Name
1
2
3
4
5
6
7
8
Part 2 - Sedimentary Rocks
1. Sedimentary rocks are classified by the materials that most directly make up the rock. Briefly describe the three basic types of composition for sedimentary rocks.
Composition
Description
Clastic
Chemical
Organic
2. Using the website and your lecture notes, state the composition of each of the following types of rocks.
Rock
Composition
Sandstone
Coquina
Shale
Bituminous coal
Limestone
Conglomerate
3. Carbonate minerals, such as calcite (CaCO3) will undergo a chemical reaction with HCl to create CO2, which is a gas at room temperature. Therefore, when HCl is applied to these minerals, they will bubble or fizz. Considering which carbonates we have discussed, and which sedimentary rocks are made of these minerals, complete the chart below with which rocks you would expect to produce bubbles when you apply HCl.
Rock
Produce bubbling when HCl is applied?
Sandstone
Coquina
Shale
Bituminous coal
Limestone
Conglomerate
4. Complete the following table to identify the pictures of sedimentary rocks.
Composition:
clastic, chemical, or organic
Mineral Composition
(
for chemical sedimentary rocks only!
): state dominante mineral present
Reaction with HCl:
if reaction with HCl is expected, based on chemical composition
Sedimentary Rock Name:
sandstone, bituminous coal, e.
Master75.18473.416-216.822-62.774-98.972229103.995-200225121
Preference
Fresca
Crush
Dr Pepper
Coke
Pepsi
Intense Carbonation
Refreshing
Adrenline Rush
Unpopular
7-Up
Sierra Mist
Red Bull
Mountain Dew
Not Healthy
High Caffeine
Energy Boost
Fruity
Classy
Good Reputation
Sweet
Original Flavor
Tastes Bad
Hard to Find
Bold Packages
Sheet1cocacola129.23775.184pepsi170.07973.416fresca-185-216.822sierramist36.859-62.7747-up47.399-98.972Adrenaline Rush-225229Red Bull-45103.995crush-120-200mountaindew-35225drpepper115121
Preference Line
Preference Line75.18473.416-216.822-62.774-98.972229103.995-200225121
Preference
Fresca
Crush
Dr Pepper
Coke
Pepsi
Adrenline Rush
7-Up
Sierra Mist
Red Bull
Mountain Dew
Competitive Clusters
Competitive Clusters75.18473.416-216.822-62.774-98.972229103.995-200225121
Fresca
Crush
Dr Pepper
Coke
Pepsi
Adrenline Rush
7-Up
Sierra Mist
Red Bull
Mountain Dew
Sheet2
Human Resource Information Management Model based on
Blockchain Technology
Xin Wang
School of Traffic and Transportation Management
Dalian Maritime University
Dalian, P. R. China
Libo Feng*, Hui Zhang
Digital Society & Blockchain Laboratory,
School of Computer Science and Engineering,
Beihang University
Beijing, P. R. China
Chan Lyu,
Assistant Professor, School of Business,
Macau University of Science and Technology
Macau, P. R. China
Li Wang Yue You
School of Economics and Management
Beihang University
Beijing, P. R. China
Abstract
The authenticity of human resource
information has become an important factor that
affects the cost and efficiency of human resource
management. With the rapid development of
mobile devices and Internet technology, various
human resource risks caused by information
asymmetry constantly bring economic loss, and
even a fatal blow, to enterprises. Based on
Blockchain(BC), this paper aims to combine
traditional encryption technology with Internet-
distributed technology, to establish a human
resource information management model that
reduces the risk of authenticity of human resource
information. This model aims to solve the lack of
discrimination of the authenticity of human
resource information, and to provide authentic and
effective decision support information to the
human resource management of an organization.
The operation method, such as Bitcoin, is used to
certify the human resource documentations, as
well as to bind the information and the
documentation. Furthermore, human resource
information is recorded in an accounting book
based on BC technology; thus, modifying and
validating may be difficult in the entire net work.
Consensus mechanism, smart contract, accounting,
and payment functions of BC can provide the basic
support for human resource information
management. Moreover, decentralization of the
protection mechanism can be achieved to achieve
low cost and high efficiency of information transfer,
and to ensure a.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Volume 37 • Number 10 • October 2018 Banking & Financial Servi.docx
1. Volume 37 • Number 10 • October 2018 Banking & Financial
Services Policy Report • 5
“Smart Contracts” Are Neither Smart Nor
Contracts. Discuss.
Judah A. Druck
Hiram Walker has a problem. As a breeder of Angus cattle, he
has agreed to purchase a barren
cow named Rose 2d of Aberlone for the discounted
price of five and a half cents—an absolute steal. But
the seller, a farmer named Theodore Sherwood, has
reneged on the deal, having discovered that sweet
Rose is far from barren, and actually pregnant. Luckily,
Hiram is a big proponent of blockchain technology,
and need not worry about a failure to deliver. The par-
ties’ “smart contract,” listed on a public ledger for all to
see, requires that Sherwood tender delivery of the cow
within 30 days of agreement, at which time he will
automatically receive his five and a half cents worth of
bitcoin, or pay a cancelation fee to Hiram adequately
compensating him for the breach. Thus, Hiram sits
back and relaxes, knowing that he will walk away fully
compensated even if that charlatan Sherwood breaches
their contract.
Unfortunately for law students, the blockchain did
not exist at the time of Sherwood v. Walker,1 a staple of
every first-year Contracts course. Instead, the court
allowed the recession of the parties’ contract under
the doctrine of mutual mistake, thereby leaving Hiram
without the great deal he had expected (and argu-
2. ably deserved). The practical lesson, we are taught, is
that effective contract formation requires careful due
diligence, precise language, and ample contingency
planning.
All of these things, of course, require lawyers. But
the involvement of lawyers invariably raises costs,
increases transactional complexity, and frequently delays
ostensibly straightforward agreements. Wouldn’t smart
contracts—written on distributed ledgers, with clear,
irreversible terms, and automatic execution—remove
these needless inefficiencies?
Blockchain proponents seem to think so. A Google
search for “smart contract” and “lawyers,” for example,
brings up such headlines as “Smart Contracts Are Taking
Over Functions of Lawyers,”2 “Smart Contracts: The
Blockchain Technology That Will Replace Lawyers,”3
and—with a not-so-subtle hint of optimism—“Hello
Blockchain . . . Goodbye Lawyers?”4 State law has
similarly begun to recognize the potential impact of
the blockchain revolution, with both Arizona5 and
Tennessee6 passing legislation recognizing the enforce-
ability of smart contracts. Investors have taken notice as
well: even after the epic rise and fall of cryptocurrency
prices in 2017—led by bitcoin, whose value which
peaked at $19,000 and now hovers around $7,000—the
prospect of disrupting global industries through smart
contracts and other blockchain technology remains the
darling of financiers, venture capitalists, and the larger
crypto community. A recent special report from The
Economist, for example, noted that more than $1.3 bil-
lion was invested in blockchain startups during the first
half of 2018 alone.7
But can this technology, and its promises of greater
3. economical approaches to contracting, actually deliver?
This article assesses the current state of smart contracts,
including their usefulness in performing the tasks of
lawyers, and limitations in being able to fully disrupt the
legal industry. Ultimately, as when discussing any new
technology, predicting long-term effects would be fool-
hardy, though this article concludes that smart contracts
(in their current form) provide few practical benefits,
and will do little to remove lawyers from anything but
the simplest of transactions.
The Blockchain
Smart contracts are predicated on the blockchain,
which in turn was, at least for a time, predicated on cryp-
tocurrencies. Cryptocurrencies are digital assets that act
like regular currencies—they can be purchased, traded,
and exchanged. Rather than relying on bank or gov-
ernment control, however, cryptocurrencies are wholly
decentralized, allowing anyone to easily transfer funds
Judah Druck, an Associate at Maslon LLP in Minneapolis, MN,
represents clients in complex commercial disputes, including
tort
and product liability, breach of contract, and noncompete and
trade
secret litigation.
6 • Banking & Financial Services Policy Report Volume 37 •
Number 10 • October 2018
with few restrictions. Oversight exists solely by virtue of
transactions being publicly listed, utilizing a public, uni-
versal ledger—the aforementioned blockchain. Before
4. a transaction can occur, it must be verified to ensure
that the transfer is valid, which includes confirmation
that the funds (say, bitcoins) being transferred are not
duplicates or counterfeit. Once the transaction is veri-
fied, its details (including source, destination, and date/
time) form a “block,” which is added to the ever-ex-
panding blockchain. This process repeats itself each time
a transaction takes place.
The need to put one’s trust as a distributed ledger
assures its trustworthiness. Any attempt to change trans-
action records or edit the underlying code would be
futile, as millions of users, each with their own copy of
the blockchain, would quickly spot inconsistencies and
discard them. Complete transparency and multi-party
verification remove (at least theoretically) the concerns
typically associated with any financial transaction, and
in doing so eliminate the need to put ones trust in a
neutral central authority to regulate the marketplace.
Unsurprisingly, while blockchain technology was ini-
tially unitized solely for facilitating cryptocurrency
exchanges, its usefulness and continued development
has enabled it to branch out into other industries, with
different variations and mechanisms tailored to assure
trustless authentication.
Smart Contracts
If the blockchain’s decentralization can assure trust-
worthiness in financial transactions, then why wouldn’t
it be able to do the same in all transactions, including
for goods and services? That was the thinking of Nick
Szabo, a computer scientist and cryptographer (and
the rumored inventor of bitcoin), who in 1996 theo-
rized that “many kinds of contractual clauses . . . can be
embedded in the hardware and software we deal with,”
5. and that what he called a “smart contract” could be
“far more functional than their inanimate paper-based
ancestors.”8 Since then, and particularly in the wake
of the aforementioned cryptocurrency craze of 2017,
commentators and crypto-enthusiasts have built on
Szabo’s thinking, predicting that these digital contracts
would soon disrupt industries ranging from healthcare
to real estate to governmental voting systems.
So how do they work? Consider the oft-repeated
example provided by Szabo himself: a vending machine,
whereby you deposit your currency into the machine,
you “execute” the arrangement by making the selec-
tion, and the product drops out. There is no concern
about the trustworthiness of either party: if you with-
held your funds, the machine would not respond and,
conversely, your money would be returned to you if
your selection was not delivered. The “contract” with
the machine is executed automatically, without any
intermediaries needed. Smart contracts work the same
way, where two or more parties agreed to certain con-
ditions—pay a dollar, get a soda—that are memorial-
ized on the blockchain, free of tampering and subject
to uninterrupted enforcement. When the trigger-
ing event occurs—depositing the dollar into a digital
escrow account—the blockchain automatically exe-
cutes the corresponding action—delivery of soda—at
which time the dollar is released. Again, trustworthi-
ness is irrelevant, as no third-party observers, arbiters,
or enforcers are necessary to execute the conditions of
the contract, which occur automatically. If the soda is
not delivered on the date specified, then the dollar is
returned, along with whatever other penalties the par-
ties agreed to insert into the smart contract. Lawyers
need not apply.
6. These hypothetical scenarios illustrate the benefits of
smart contracts: they remove dependence on interme-
diaries, thereby cutting costs, time, and increasing effi-
ciency; they remove the trustworthiness of the opposite
party from the equation; they assure complete trans-
parency and security, as the blockchain’s public listing
removes the fear of theft, misappropriation, or tamper-
ing; and they make the entire contractual process move
quickly (if not instantaneously), without need to wait
for third-parties to chime in, confirm terms, or assure
compliance.
The Benefits of Smart Contracts
The implications of this crypto-arrangement, so
the lore goes, are wide-ranging. Real-estate provides
an obvious example of the potential impact of smart
contracts. If I were to rent an apartment, I would typ-
ically need to negotiate and agree to certain terms,
potentially run them by an attorney, and then exe-
cute, hoping that the owner of the apartment delivered
the key on the specified move-in date. With a smart
contract, I put my monthly rent into the blockchain
escrow account, which is released to the owner on the
first of the month, in exchange for my access to the
Volume 37 • Number 10 • October 2018 Banking & Financial
Services Policy Report • 7
apartment. If I fail to deposit my rent, the apartment
remains locked; if I deposit but the apartment is not
released, then the funds are returned to me. All without
any brokers in sight.
7. Similar examples abound. An insurance policy can
be automatically executed after submitting car accident
information or a medical bill, at which time the block-
chain system triggers a clause in your policy remitting
payment. Complex supply chains can be streamlined
through smart contracts, which would arrange pur-
chases of raw materials, track shipments, and adjust
purchases volumes based on delivery trends.9 Payroll
management, securities transactions, airline travel—all
seem ripe for a smart contract reckoning. In this uto-
pian vision, consumers would be able to pick from an
à la carte buffet of contracts, choose the arrangement
that works for them, and execute with minimal cost
or hassle.
The Reality of Smart Contracts
Or so we are told. An astute reader would recog-
nize that all of the aforementioned examples are simply
elaborate “if-then” transactions, with very little room
for extenuating circumstances. Consider our vend-
ing machine example, where funds are deposited and
a selection is made. The automatic execution kicks in
and out pops a soda. But now suppose that the machine
delivers the incorrect product. Or suppose the soda is
damaged in some way. What is the available recourse?
As far as the smart contract can tell, the transaction (“if
money, then soda”) has been completed—the quality
or accuracy of delivery never enters the picture. There
is no way for the blockchain to “know” anything about
the actual reality in the physical space.
The issue lies in the fact that the benefits of smart
contracts come at the price of debilitating inflexibil-
ity. Smart contracts are effective only insofar as execu-
8. tion includes perfect performance. When performance
falls short, however, the parties are left with only two
impractical options: (1) formulate a new smart con-
tract reversing the prior transaction—recall that the
contract’s inclusion on the blockchain makes even a
simple modification to its terms nigh impossible—
which raises the prospect that the wrongfully paid
party will decline to do so (thereby implicating the
trustworthiness the initial smart contract was meant to
avoid), or (2) proactively create a smart contract that
requires confirmation from a third party that the cor-
rect product was delivered, free of defect, before funds
are released—which requires a concession that over-
sight may be necessary after all. Either way, the smart
contract ends up raising the very concerns its entire
formulation was meant to allay.
Worse yet, the rigidity inherent in smart contract
prevents parties from including subjective terms and
conditions inherent in smart contracts. The entire point
of hiring a lawyer to draft and negotiate a contract is
to arrange a transaction that comports with the parties’
expectations, which are often amorphous and neces-
sitate a degree of flexibility. Consider the number of
contracts that include terms like “reasonable,” “at the
party’s sole discretion,” “good faith,” or which refer to
future discussions and decision (“to be agreed upon,” “at
a reasonable time,” etc.). None of these subjective deter-
minations are conducive to digital formulations, which
take judgment out of the equation. How would the
smart contract determine when a “reasonable” amount
of time has passed, or when an employer’s action was
taken in “good faith”? Unless the parties included unre-
alistically specific terms that prepared for an impracti-
cally large number of contingencies and outcomes, the
9. blockchain algorithm would ultimately make the deci-
sion, and remove the parties’ discretionary intent.
Finally, widespread implementation of smart con-
tracts would require a low entry cost, which may not
be compatible with the need to meet parties’ specific
requirements. As discussed earlier, in a perfect world,
a consumer would be able to select a form contract
that meets the specific transaction at issue, and proceed
with the agreement immediately. But while a contract
for a one-off purchase or rental of a property can be
simplified to cover a wide range of consumers, more
complex transactions, particularly those between finan-
cial institutions, require a high level of customization.
A simple “if-then” arrangement could not possibly
cover all aspects of a complex merger agreement, for
example, which may implicate different state and fed-
eral laws, regulatory provisions, and detailed financial
terms. Unique circumstances and variations necessarily
require drafting from experts on the subject—namely,
lawyers. This customization carries high, but often nec-
essary, costs. The assumption that smart contracts can
be employed across all industries without considering
the difficulty in drafting their underlying terms paints
8 • Banking & Financial Services Policy Report Volume 37 •
Number 10 • October 2018
an overly optimistic picture, one that fails to consider
the costs of entering into the contract before it is even
placed onto the blockchain.
Beneath all of these obstacles lies the fundamental
problem with smart contracts: they attempt to digitize a
10. process that is fundamentally predicated on the human
condition. The concept of entering into a contract with
another person is dependent on a system that allows
for interpretation and a certain number of defenses to
deal with the ambiguity and gray areas that will always
present themselves in the real world. Indeed, the com-
mon law that established the pillars of contract law
evolved based on people’s real experiences and com-
plications, and developed into a system that could pro-
vide remedies while taking these realities into account.
Blockchain-based contracts, on the other hand, operate
on a different plane of existence, where agreements can
be distilled into black-or-white scenarios. While that
worldview is certainly attractive—who wouldn’t want
that kind of certainty?—it fails to account for natural
conflicts and complexities. Contracting is simply not
a theoretical problem a computer can “solve,” and any
attempt to do so—as reflected in the aforementioned
difficulties—will remain incompatible with the philos-
ophy underlying contract law.
And the Dangers
Even ignoring the practical drawbacks of smart con-
tracts, the assumption that the blockchain can assure
complete security and trustworthiness is itself a flawed
concept. For one, smart contracts are subject to the
same hacking risks typically associated with crypto-
currency exchanges. This past July, for example, an ini-
tial coin offering project called KICKICO lost nearly
$8 million, after hackers obtained the private key to
the project’s smart contract.10 Similarly, in 2016, an
organization called the Decentralized Autonomous
Organization had its smart contract hacked at a loss of
nearly $50 million.11 Recent studies have highlighted
even more security holes underlying current block-
11. chain-based smart contracts.12 Given the anonymity
provided by blockchain technology, stolen funds are
typically lost forever.
Of course, even if a transaction is successfully com-
pleted, the exchanged funds are subject to similar risks
of theft. Given the lack of central oversight in the
cryptocurrency market, any issues with fraud, theft, or
scamming can often leave victims without recourse.
The U.S. Consumer Financial Protection Bureau, for
example, has received hundreds of complaints about
bitcoin exchanges, and no FDIC-equivalent exists to
protect investors.13 These risks, combined with the costs
of entering into a fulsome contractual agreement, may
prove too daunting for investors and consumers.
Conclusion
Mr. Wichelhaus has a problem. He has contracted to
purchase bales of cotton from a Mr. Raffles, with deliv-
ery being made by a ship named Peerless. But while Mr.
Wichelhaus understood delivery to occur in October,
Mr. Raffles believed that delivery would be made in
December, aboard a different ship named Peerless. Mr.
Wichelhaus now refuses to accept the December ship-
ment of cotton, having expected delivery to occur ear-
lier in the year. Unfortunately for Mr. Wichelhaus, the
parties entered into a smart contract that simply referred
to “delivery from the Peerless,” without specifying a spe-
cific date or which ship it was referring to. As such, the
blockchain algorithm has, on its own, decided that the
contract referred to the December Peerless, and that Mr.
Wichelhaus must either accept this shipment, which he
does not want, or face automatically executed financial
penalties as a result of his breach.
12. Fortunately for Mr. Wichelhaus, Nick Szabo was not
writing at the time of Raffles v. Wichelhaus,14 yet another
pillar of Contracts law. In reality, the court ruled that
the parties’ mutual mistake rendered the contract void,
and that Mr. Wichelhaus was therefore not required
to pay for the December shipment. Yet, the scenario
demonstrates the difficulties of trusting a smart contract
to handle ambiguity, which can result in consequences
antithetical to the parties’ original intent and expecta-
tions. Given the finality of smart contracts—ostensibly
one of its strongest characteristics—these results are not
easily remedied.
The increased efficacy and cost-cutting promised
by smart contract proponents are tempting, and one
can easily imagine more and more transactions soon
adopting the blockchain’s vending machine model.
But those of us working for sophisticated clients with
complex purchases, mergers, or sales, will likely find
that the distilling contracts into a computer code is
a herculean task, one that carries its own immediate
and long-term costs. Until blockchain technology can
Volume 37 • Number 10 • October 2018 Banking & Financial
Services Policy Report • 9
adapt to recognize and effectively compensate for real-
world complexities and uncertainties, smart contracts
will be unable to cause a meaningful disruption in our
everyday lives.
Notes
1. 66 Mich. 568, 33 N.W. 919 (Mich. 1887)
16. Marijn Janssen • Maria A. Wimmer
Ameneh Deljoo
Editors
Policy Practice and Digital
Science
Integrating Complex Systems, Social
Simulation and Public Administration
in Policy Research
2123
Editors
Marijn Janssen Ameneh Deljoo
Faculty of Technology, Policy, and Faculty of Technology,
Policy, and
Management Management
Delft University of Technology Delft University of Technology
Delft Delft
The Netherlands The Netherlands
Maria A. Wimmer
Institute for Information Systems Research
University of Koblenz-Landau
Koblenz
Germany
ISBN 978-3-319-12783-5 ISBN 978-3-319-12784-2 (eBook)
Public Administration and Information Technology
DOI 10.1007/978-3-319-12784-2
Library of Congress Control Number: 2014956771
18. European and other
economies around the globe. Also, the Eurozone crisis, the
energy and climate
change crises, challenges of demographic change with high
unemployment rates,
and the most recent conflicts in the Ukraine and the near East or
the Ebola virus
disease in Africa threaten the wealth of our societies in
different ways. The inability
to predict or rapidly deal with dramatic changes and negative
trends in our economies
and societies can seriously hamper the wealth and prosperity of
the European Union
and its Member States as well as the global networks. These
societal and economic
challenges demonstrate an urgent need for more effective and
efficient processes of
governance and policymaking, therewith specifically addressing
crisis management
and economic/welfare impact reduction.
Therefore, investing in the exploitation of innovative
information and commu-
nication technology (ICT) in the support of good governance
and policy modeling
has become a major effort of the European Union to position
itself and its Member
States well in the global digital economy. In this realm, the
European Union has
laid out clear strategic policy objectives for 2020 in the Europe
2020 strategy1: In
a changing world, we want the EU to become a smart,
sustainable, and inclusive
economy. These three mutually reinforcing priorities should
help the EU and the
Member States deliver high levels of employment, productivity,
19. and social cohesion.
Concretely, the Union has set five ambitious objectives—on
employment, innovation,
education, social inclusion, and climate/energy—to be reached
by 2020. Along with
this, Europe 2020 has established four priority areas—smart
growth, sustainable
growth, inclusive growth, and later added: A strong and
effective system of eco-
nomic governance—designed to help Europe emerge from the
crisis stronger and to
coordinate policy actions between the EU and national levels.
To specifically support European research in strengthening
capacities, in overcom-
ing fragmented research in the field of policymaking, and in
advancing solutions for
1 Europe 2020 http://ec.europa.eu/europe2020/index_en.htm
v
vi Preface
ICT supported governance and policy modeling, the European
Commission has co-
funded an international support action called eGovPoliNet2. The
overall objective
of eGovPoliNet was to create an international, cross-
disciplinary community of re-
searchers working on ICT solutions for governance and policy
modeling. In turn,
the aim of this community was to advance and sustain research
and to share the
20. insights gleaned from experiences in Europe and globally. To
achieve this, eGovPo-
liNet established a dialogue, brought together experts from
distinct disciplines, and
collected and analyzed knowledge assets (i.e., theories,
concepts, solutions, findings,
and lessons on ICT solutions in the field) from different
research disciplines. It built
on case material accumulated by leading actors coming from
distinct disciplinary
backgrounds and brought together the innovative knowledge in
the field. Tools, meth-
ods, and cases were drawn from the academic community, the
ICT sector, specialized
policy consulting firms as well as from policymakers and
governance experts. These
results were assembled in a knowledge base and analyzed in
order to produce com-
parative analyses and descriptions of cases, tools, and scientific
approaches to enrich
a common knowledge base accessible via www.policy-
community.eu.
This book, entitled “Policy Practice and Digital Science—
Integrating Complex
Systems, Social Simulation, and Public Administration in Policy
Research,” is one
of the exciting results of the activities of eGovPoliNet—fusing
community building
activities and activities of knowledge analysis. It documents
findings of comparative
analyses and brings in experiences of experts from academia
and from case descrip-
tions from all over the globe. Specifically, it demonstrates how
the explosive growth
in data, computational power, and social media creates new
21. opportunities for policy-
making and research. The book provides a first comprehensive
look on how to take
advantage of the development in the digital world with new
approaches, concepts,
instruments, and methods to deal with societal and
computational complexity. This
requires the knowledge traditionally found in different
disciplines including public
administration, policy analyses, information systems, complex
systems, and com-
puter science to work together in a multidisciplinary fashion
and to share approaches.
This book provides the foundation for strongly multidisciplinary
research, in which
the various developments and disciplines work together from a
comprehensive and
holistic policymaking perspective. A wide range of aspects for
social and professional
networking and multidisciplinary constituency building along
the axes of technol-
ogy, participative processes, governance, policy modeling,
social simulation, and
visualization are tackled in the 19 papers.
With this book, the project makes an effective contribution to
the overall objec-
tives of the Europe 2020 strategy by providing a better
understanding of different
approaches to ICT enabled governance and policy modeling, and
by overcoming the
fragmented research of the past. This book provides impressive
insights into various
theories, concepts, and solutions of ICT supported policy
modeling and how stake-
holders can be more actively engaged in public policymaking. It
22. draws conclusions
2 eGovPoliNet is cofunded under FP 7, Call identifier FP7-ICT-
2011-7, URL: www.policy-
community.eu
Preface vii
of how joint multidisciplinary research can bring more effective
and resilient find-
ings for better predicting dramatic changes and negative trends
in our economies and
societies.
It is my great pleasure to provide the preface to the book
resulting from the
eGovPoliNet project. This book presents stimulating research by
researchers coming
from all over Europe and beyond. Congratulations to the project
partners and to the
authors!—Enjoy reading!
Thanassis Chrissafis
Project officer of eGovPoliNet
European Commission
DG CNECT, Excellence in Science, Digital Science
Contents
1 Introduction to Policy-Making in the Digital Age . . . . . . . . . .
. . . . . . . 1
Marijn Janssen and Maria A. Wimmer
23. 2 Educating Public Managers and Policy Analysts
in an Era of Informatics . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . 15
Christopher Koliba and Asim Zia
3 The Quality of Social Simulation: An Example from Research
Policy Modelling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . 35
Petra Ahrweiler and Nigel Gilbert
4 Policy Making and Modelling in a Complex World . . . . . . . .
. . . . . . . . 57
Wander Jager and Bruce Edmonds
5 From Building a Model to Adaptive Robust Decision Making
Using Systems Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . 75
Erik Pruyt
6 Features and Added Value of Simulation Models Using
Different
Modelling Approaches Supporting Policy-Making: A
Comparative
Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . 95
Dragana Majstorovic, Maria A.Wimmer, Roy Lay-Yee, Peter
Davis
and Petra Ahrweiler
7 A Comparative Analysis of Tools and Technologies
for Policy Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . 125
Eleni Kamateri, Eleni Panopoulou, Efthimios Tambouris,
Konstantinos Tarabanis, Adegboyega Ojo, Deirdre Lee
and David Price
24. 8 Value Sensitive Design of Complex Product Systems . . . . . . .
. . . . . . . . 157
Andreas Ligtvoet, Geerten van de Kaa, Theo Fens, Cees van
Beers,
Paulier Herder and Jeroen van den Hoven
ix
x Contents
9 Stakeholder Engagement in Policy Development: Observations
and Lessons from International Experience . . . . . . . . . . . . . . . .
. . . . . . 177
Natalie Helbig, Sharon Dawes, Zamira Dzhusupova, Bram
Klievink
and Catherine Gerald Mkude
10 Values in Computational Models Revalued . . . . . . . . . . . . .
. . . . . . . . . . 205
Rebecca Moody and Lasse Gerrits
11 The Psychological Drivers of Bureaucracy: Protecting
the Societal Goals of an Organization . . . . . . . . . . . . . . . . . . .
. . . . . . . . . 221
Tjeerd C. Andringa
12 Active and Passive Crowdsourcing in Government . . . . . . . .
. . . . . . . . 261
Euripidis Loukis and Yannis Charalabidis
13 Management of Complex Systems: Toward Agent-Based
Gaming for Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . 291
25. Wander Jager and Gerben van der Vegt
14 The Role of Microsimulation in the Development of Public
Policy . . . 305
Roy Lay-Yee and Gerry Cotterell
15 Visual Decision Support for Policy Making: Advancing
Policy
Analysis with Visualization . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . 321
Tobias Ruppert, Jens Dambruch, Michel Krämer, Tina Balke,
Marco
Gavanelli, Stefano Bragaglia, Federico Chesani, Michela
Milano
and Jörn Kohlhammer
16 Analysis of Five Policy Cases in the Field of Energy Policy .
. . . . . . . . 355
Dominik Bär, Maria A.Wimmer, Jozef Glova, Anastasia
Papazafeiropoulou and Laurence Brooks
17 Challenges to Policy-Making in Developing Countries
and the Roles of Emerging Tools, Methods and Instruments:
Experiences from Saint Petersburg . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . 379
Dmitrii Trutnev, Lyudmila Vidyasova and Andrei Chugunov
18 Sustainable Urban Development, Governance and Policy:
A Comparative Overview of EU Policies and Projects . . . . . . . .
. . . . . 393
Diego Navarra and Simona Milio
19 eParticipation, Simulation Exercise and Leadership Training
in Nigeria: Bridging the Digital Divide . . . . . . . . . . . . . . . . . .
. . . . . . . . . 417
Tanko Ahmed
26. Contributors
Tanko Ahmed National Institute for Policy and Strategic Studies
(NIPSS), Jos,
Nigeria
Petra Ahrweiler EA European Academy of Technology and
Innovation Assess-
ment GmbH, Bad Neuenahr-Ahrweiler, Germany
Tjeerd C. Andringa University College Groningen, Institute of
Artificial In-
telligence and Cognitive Engineering (ALICE), University of
Groningen, AB,
Groningen, the Netherlands
Tina Balke University of Surrey, Surrey, UK
Dominik Bär University of Koblenz-Landau, Koblenz, Germany
Cees van Beers Faculty of Technology, Policy, and
Management, Delft University
of Technology, Delft, The Netherlands
Stefano Bragaglia University of Bologna, Bologna, Italy
Laurence Brooks Brunel University, Uxbridge, UK
Yannis Charalabidis University of the Aegean, Samos, Greece
Federico Chesani University of Bologna, Bologna, Italy
Andrei Chugunov ITMO University, St. Petersburg, Russia
27. Gerry Cotterell Centre of Methods and Policy Application in the
Social Sciences
(COMPASS Research Centre), University of Auckland,
Auckland, New Zealand
Jens Dambruch Fraunhofer Institute for Computer Graphics
Research, Darmstadt,
Germany
Peter Davis Centre of Methods and Policy Application in the
Social Sciences
(COMPASS Research Centre), University of Auckland,
Auckland, New Zealand
Sharon Dawes Center for Technology in Government,
University at Albany,
Albany, New York, USA
xi
xii Contributors
Zamira Dzhusupova Department of Public Administration and
Development Man-
agement, United Nations Department of Economic and Social
Affairs (UNDESA),
NewYork, USA
Bruce Edmonds Manchester Metropolitan University,
Manchester, UK
Theo Fens Faculty of Technology, Policy, and Management,
Delft University of
28. Technology, Delft, The Netherlands
Marco Gavanelli University of Ferrara, Ferrara, Italy
Lasse Gerrits Department of Public Administration, Erasmus
University
Rotterdam, Rotterdam, The Netherlands
Nigel Gilbert University of Surrey, Guildford, UK
Jozef Glova Technical University Kosice, Kosice, Slovakia
Natalie Helbig Center for Technology in Government,
University at Albany,
Albany, New York, USA
Paulier Herder Faculty of Technology, Policy, and Management,
Delft University
of Technology, Delft, The Netherlands
Jeroen van den Hoven Faculty of Technology, Policy, and
Management, Delft
University of Technology, Delft, The Netherlands
Wander Jager Groningen Center of Social Complexity Studies,
University of
Groningen, Groningen, The Netherlands
Marijn Janssen Faculty of Technology, Policy, and
Management, Delft University
of Technology, Delft, The Netherlands
Geerten van de Kaa Faculty of Technology, Policy, and
Management, Delft
University of Technology, Delft, The Netherlands
29. Eleni Kamateri Information Technologies Institute, Centre for
Research &
Technology—Hellas, Thessaloniki, Greece
Bram Klievink Faculty of Technology, Policy and Management,
Delft University
of Technology, Delft, The Netherlands
Jörn Kohlhammer GRIS, TU Darmstadt & Fraunhofer IGD,
Darmstadt, Germany
Christopher Koliba University of Vermont, Burlington, VT,
USA
Michel Krämer Fraunhofer Institute for Computer Graphics
Research, Darmstadt,
Germany
Roy Lay-Yee Centre of Methods and Policy Application in the
Social Sciences
(COMPASS Research Centre), University of Auckland,
Auckland, New Zealand
Deirdre Lee INSIGHT Centre for Data Analytics, NUIG,
Galway, Ireland
Contributors xiii
Andreas Ligtvoet Faculty of Technology, Policy, and
Management, Delft Univer-
sity of Technology, Delft, The Netherlands
Euripidis Loukis University of the Aegean, Samos, Greece
30. Dragana Majstorovic University of Koblenz-Landau, Koblenz,
Germany
Michela Milano University of Bologna, Bologna, Italy
Simona Milio London School of Economics, Houghton Street,
London, UK
Catherine Gerald Mkude Institute for IS Research, University of
Koblenz-Landau,
Koblenz, Germany
Rebecca Moody Department of Public Administration, Erasmus
University
Rotterdam, Rotterdam, The Netherlands
Diego Navarra Studio Navarra, London, UK
Adegboyega Ojo INSIGHT Centre for Data Analytics, NUIG,
Galway, Ireland
Eleni Panopoulou Information Technologies Institute, Centre
for Research &
Technology—Hellas, Thessaloniki, Greece
Anastasia Papazafeiropoulou Brunel University, Uxbridge, UK
David Price Thoughtgraph Ltd, Somerset, UK
Erik Pruyt Faculty of Technology, Policy, and Management,
Delft University of
Technology, Delft, The Netherlands; Netherlands Institute for
Advanced Study,
Wassenaar, The Netherlands
Tobias Ruppert Fraunhofer Institute for Computer Graphics
31. Research, Darmstadt,
Germany
Efthimios Tambouris Information Technologies Institute, Centre
for Research &
Technology—Hellas, Thessaloniki, Greece; University of
Macedonia, Thessaloniki,
Greece
Konstantinos Tarabanis Information Technologies Institute,
Centre for Research
& Technology—Hellas, Thessaloniki, Greece; University of
Macedonia, Thessa-
loniki, Greece
Dmitrii Trutnev ITMO University, St. Petersburg, Russia
Gerben van der Vegt Faculty of Economics and Business,
University of Groningen,
Groningen, The Netherlands
Lyudmila Vidyasova ITMO University, St. Petersburg, Russia
Maria A. Wimmer University of Koblenz-Landau, Koblenz,
Germany
Asim Zia University of Vermont, Burlington, VT, USA
Chapter 1
Introduction to Policy-Making in the Digital Age
Marijn Janssen and Maria A. Wimmer
We are running the 21st century using 20th century systems on
32. top of 19th century political structures. . . .
John Pollock, contributing editor MIT technology review
Abstract The explosive growth in data, computational power,
and social media
creates new opportunities for innovating governance and policy-
making. These in-
formation and communications technology (ICT) developments
affect all parts of
the policy-making cycle and result in drastic changes in the way
policies are devel-
oped. To take advantage of these developments in the digital
world, new approaches,
concepts, instruments, and methods are needed, which are able
to deal with so-
cietal complexity and uncertainty. This field of research is
sometimes depicted
as e-government policy, e-policy, policy informatics, or data
science. Advancing
our knowledge demands that different scientific communities
collaborate to create
practice-driven knowledge. For policy-making in the digital age
disciplines such as
complex systems, social simulation, and public administration
need to be combined.
1.1 Introduction
Policy-making and its subsequent implementation is necessary
to deal with societal
problems. Policy interventions can be costly, have long-term
implications, affect
groups of citizens or even the whole country and cannot be
easily undone or are even
irreversible. New information and communications technology
(ICT) and models
34. this book is to provide a foundation for this new
interdisciplinary field in which
various traditional disciplines are blended.
Both policy-makers and those in charge of policy
implementations acknowledge
that ICT is becoming more and more important and is changing
the policy-making
process, resulting in a next generation policy-making based on
ICT support. The field
of policy-making is changing driven by developments such as
open data, computa-
tional methods for processing data, opinion mining, simulation,
and visualization of
rich data sets, all combined with public engagement, social
media, and participatory
tools. In this respect Web 2.0 and even Web 3.0 point to the
specific applications of
social networks and semantically enriched and linked data
which are important for
policy-making. In policy-making vast amount of data are used
for making predictions
and forecasts. This should result in improving the outcomes of
policy-making.
Policy-making is confronted with an increasing complexity and
uncertainty of the
outcomes which results in a need for developing policy models
that are able to deal
with this. To improve the validity of the models policy-makers
are harvesting data to
generate evidence. Furthermore, they are improving their
models to capture complex
phenomena and dealing with uncertainty and limited and
incomplete information.
Despite all these efforts, there remains often uncertainty
35. concerning the outcomes of
policy interventions. Given the uncertainty, often multiple
scenarios are developed
to show alternative outcomes and impact. A condition for this is
the visualization of
policy alternatives and its impact. Visualization can ensure
involvement of nonexpert
and to communicate alternatives. Furthermore, games can be
used to let people gain
insight in what can happen, given a certain scenario. Games
allow persons to interact
and to experience what happens in the future based on their
interventions.
Policy-makers are often faced with conflicting solutions to
complex problems,
thus making it necessary for them to test out their assumptions,
interventions, and
resolutions. For this reason policy-making organizations
introduce platforms facili-
tating policy-making and citizens engagements and enabling the
processing of large
volumes of data. There are various participative platforms
developed by government
agencies (e.g., De Reuver et al. 2013; Slaviero et al. 2010;
Welch 2012). Platforms
can be viewed as a kind of regulated environment that enable
developers, users, and
others to interact with each other, share data, services, and
applications, enable gov-
ernments to more easily monitor what is happening and
facilitate the development
of innovative solutions (Janssen and Estevez 2013). Platforms
should provide not
only support for complex policy deliberations with citizens but
should also bring to-
36. gether policy-modelers, developers, policy-makers, and other
stakeholders involved
in policy-making. In this way platforms provide an information-
rich, interactive
1 Introduction to Policy-Making in the Digital Age 3
environment that brings together relevant stakeholders and in
which complex phe-
nomena can be modeled, simulated, visualized, discussed, and
even the playing of
games can be facilitated.
1.2 Complexity and Uncertainty in Policy-Making
Policy-making is driven by the need to solve societal problems
and should result in
interventions to solve these societal problems. Examples of
societal problems are
unemployment, pollution, water quality, safety, criminality,
well-being, health, and
immigration. Policy-making is an ongoing process in which
issues are recognized
as a problem, alternative courses of actions are formulated,
policies are affected,
implemented, executed, and evaluated (Stewart et al. 2007).
Figure 1.1 shows the
typical stages of policy formulation, implementation, execution,
enforcement, and
evaluation. This process should not be viewed as linear as many
interactions are
necessary as well as interactions with all kind of stakeholders.
In policy-making
processes a vast amount of stakeholders are always involved,
37. which makes policy-
making complex.
Once a societal need is identified, a policy has to be formulated.
Politicians,
members of parliament, executive branches, courts, and interest
groups may be
involved in these formulations. Often contradictory proposals
are made, and the
impact of a proposal is difficult to determine as data is missing,
models cannot
citizen
s
Policy formulation
Policy
implementation
Policy
execution
Policy
enforcement and
evaluation
politicians
Policy-
makers
Administrative
organizations
38. b
u
sin
esses
Inspection and
enforcement agencies
experts
Fig. 1.1 Overview of policy cycle and stakeholders
4 M. Janssen and M. A. Wimmer
capture the complexity, and the results of policy models are
difficult to interpret and
even might be interpreted in an opposing way. This is further
complicated as some
proposals might be good but cannot be implemented or are too
costly to implement.
There is a large uncertainty concerning the outcomes.
Policy implementation is done by organizations other than those
that formulated
the policy. They often have to interpret the policy and have to
make implemen-
tation decisions. Sometimes IT can block quick implementation
as systems have
to be changed. Although policy-making is the domain of the
government, private
organizations can be involved to some extent, in particular in
the execution of policies.
39. Once all things are ready and decisions are made, policies need
to be executed.
During the execution small changes are typically made to fine
tune the policy formu-
lation, implementation decisions might be more difficult to
realize, policies might
bring other benefits than intended, execution costs might be
higher and so on. Typ-
ically, execution is continually changing. Evaluation is part of
the policy-making
process as it is necessary to ensure that the policy-execution
solved the initial so-
cietal problem. Policies might become obsolete, might not work,
have unintended
affects (like creating bureaucracy) or might lose its support
among elected officials,
or other alternatives might pop up that are better.
Policy-making is a complex process in which many stakeholders
play a role. In
the various phases of policy-making different actors are
dominant and play a role.
Figure 1.1 shows only some actors that might be involved, and
many of them are not
included in this figure. The involvement of so many actors
results in fragmentation
and often actors are even not aware of the decisions made by
other actors. This makes
it difficult to manage a policy-making process as each actor has
other goals and might
be self-interested.
Public values (PVs) are a way to try to manage complexity and
give some guidance.
Most policies are made to adhere to certain values. Public value
management (PVM)
40. represents the paradigm of achieving PVs as being the primary
objective (Stoker
2006). PVM refers to the continuous assessment of the actions
performed by public
officials to ensure that these actions result in the creation of PV
(Moore 1995). Public
servants are not only responsible for following the right
procedure, but they also have
to ensure that PVs are realized. For example, civil servants
should ensure that garbage
is collected. The procedure that one a week garbage is collected
is secondary. If it is
necessary to collect garbage more (or less) frequently to ensure
a healthy environment
then this should be done. The role of managers is not only to
ensure that procedures
are followed but they should be custodians of public assets and
maximize a PV.
There exist a wide variety of PVs (Jørgensen and Bozeman
2007). PVs can be
long-lasting or might be driven by contemporary politics. For
example, equal access
is a typical long-lasting value, whereas providing support for
students at universities
is contemporary, as politicians might give more, less, or no
support to students. PVs
differ over times, but also the emphasis on values is different in
the policy-making
cycle as shown in Fig. 1.2. In this figure some of the values
presented by Jørgensen
and Bozeman (2007) are mapped onto the four policy-making
stages. Dependent on
the problem at hand other values might play a role that is not
included in this figure.
41. 1 Introduction to Policy-Making in the Digital Age 5
Policy
formulation
Policy
implementation
Policy
execution
Policy
enforcement
and evaluation
efficiency
efficiency
accountability
transparancy
responsiveness
public interest
will of the people
listening
citizen involvement
42. evidence-based
protection of
individual rights
accountability
transparancy
evidence-based
equal access
balancing of interests
robust
honesty
fair
timelessness
reliable
flexible
fair
Fig. 1.2 Public values in the policy cycle
Policy is often formulated by politicians in consultation with
experts. In the PVM
paradigm, public administrations aim at creating PVs for society
and citizens. This
suggests a shift from talking about what citizens expect in
creating a PV. In this view
43. public officials should focus on collaborating and creating a
dialogue with citizens
in order to determine what constitutes a PV.
1.3 Developments
There is an infusion of technology that changes policy processes
at both the individual
and group level. There are a number of developments that
influence the traditional
way of policy-making, including social media as a means to
interact with the public
(Bertot et al. …
We can
change
the way
you work
Use AI as your
recruitment
assistant
Olivia
• Founded: 2016
• Based: Arizona, US
Recruitment chatbot Olivia, from
developers Paradox, offers “personal
candidate engagement at scale”, promising
to reinvent the hiring experience and iron
out inefficiencies at every stage of the
recruitment process
by capturing and
44. screening applicants,
organising interviews
and answering
questions. She
boasts an application
completion rate of
more than 90
S
ince the world’s first
iteration of the smartphone
- IBM’s Simon Personal
Communicator - appeared
on the market in 1992,
technology has been slowly
ingratiating itself ever further into our lives,
solving problems we didn’t know we had.
And H R and L&D haven’t been immune
to the rapid acceleration of workplace
technology. Whether it’s chatbots that
can do your recruiting for you, or machine
learning systems that spot engagement issues
in the workforce before you do, hundreds of
enterprising start-ups are busy creating the
next big things in HR technology.
But amid the glut of venture capital cash,
which young businesses will make it on to
your radar over the next few years? People
Management consulted industry experts
and trawled prospectuses to come up with
a list of 10 of the most exciting start-ups
out there. While we can’t guarantee they’ll
45. all be winners - and no endorsement of
any individual company should be implied
- they’ve certainly got the chutzpah to
question the way we all do business.
1 r IIIUI e LI Ian ov-
Fancy a glimpse into theju turef
M eet 10 hand-picked start-ups
that m ight revolutionise H R
WORDS ELEANOR WHITEHOUSE
intelligently
send ‘green
light' candidates
straight to
recruiters.
It isn’t a wholly
original idea, but
what marks Olivia out from the pack is
both the ‘human’ nature of its interface
- the chatbot is modelled on founder
Aaron Matos’s wife (pictured), who
shares its name - and the number
of large US organisations
already using it, including Delta
Air Lines and Staples.
Matos spent more than
eight years in HR before
moving into the start-up
46. arena, and is also the
brains behind several
other recruitment-
based companies.
Olivia (the human one) is the face
ofo neo fthe fas tes t-g ro w in g m
recruitment rh a tb o ts on the market
30 peoplem anagem ent.co.uk
HR’s hottest start-ups
Assess hires
with gamified
virtual reality
Actiview
• Founded:2016
• Based: Israel
With the market seeing an influx
of companies offering gamified
candidate assessments, Israel-based
Actiview is taking the idea one step
further with Assense, its virtual reality
assessment platform. Assense says it
uses machine learning to spot behaviours
and characteristics from the way
candidates complete its ‘games’, and
evaluates their skills and competencies
across categories including cognitive
ability, integrity, motivation and
approach to work.
47. This gives recruiters a “full picture”
of the applicant’s suitability for the role,
team and organisation, it says, as well as
the ability to “predict success” and make
hiring decisions backed up by data. The
platform also lets candidates glimpse
what working life is like at the company
with a virtual reality tour.
This is proving to be a bumper year
for Actiview; the firm secured $6.5m
in financing, allowing it to expand its
workforce from 30 to 50 (pictured), five
of whom are based in London. The next
challenge will be cracking a notoriously
competitive market for assessment
tools - around a third of all Al-enabled HR
products are competing in the recruitment
arena, according to experts CognitionX.
Put an end to
harassment
with the power
of blockchain
Vault
• Founded: 2017
• Based: London
In the era of the #MeToo campaign, and
with an estimated 79 per cent o f sexual
harassment cases going unreported,
employers are waking up to the fact that
they need to do more to surface instances
of sexual harassment and encourage
victims to speak out.
48. Enter Vault, the world’s first blockchain-
powered anti-harassment platform made
specifically for the workplace, launched at
the height of the Harvey Weinstein scandal.
It allows employees to log instances
of harassment and bullying, which are
collated and fed (at the user's choice)
directly to the right person in HR - all totally
anonymously - with the aim of encouraging
more victims to come forward.
The use of blockchain technology
makes it tamper-proof and completely
secure, cementing the crucial trust users
need for the system to work as intended.
By cross-referencing reports, Vault can
also ascertain whether other victims are
experiencing harassment by the same
perpetrator - seen as key to encouraging
more people to speak out.
Founder and CEO Neta Meidav cites
inadequate processes for recording
complaints, and a lack of trust in current
HR reporting channels, as the inspiration
for setting up the company.
Crunch data
to determine
cultural fit
ThriveMap
• Founded: 2016
• Based: London
Straight out of Croydon and barely two
49. years old, ThriveMap promises to eliminate
hiring mistakes and put people analytics
“back in the hands of everyday managers”
by comparing potential candidates’
cultural preferences to the organisation’s
and predicting whether new hires will fit in
well and - you guessed it - thrive.
Its cultural fit assessment, which uses
organisational psychology to measure
five cultural parameters - decision-
making, career progression, working
style, measuring performance and team
interaction - takes as many minutes to
complete, and the data is represented
in easy-to-understand visual charts. It
also offers managers insights into how
their team members prefer to work to
improve performance.
May 2017 saw ThriveMap’s co-founders,
Chris Platts and Mark Hla, win more
than £128,000 in seed funding through
Belron's Drive start-up accelerator,
leading to matched funding from the
UK Coast to Capital fund.
peoplemanagement.co.uk 31
HR’s hottest start-ups
VibeCatch
Personalise
50. employees’
L& D budgets
Unleash the
science of
employee
Sunlight
• Founded: 2016
• Based: California, US
Learning platform Sunlight is a one-stop
shop for learning and development, putting
employees in control of their own L&D
budget with a choice of thousands of online
courses, books and events from a curated
library of content. And if it isn't already in the
library, they say they'll get it for you.
Admins receive real-time updates of staff
purchases, and can determine their own
level of control to fit with the organisation’s
policies; for example, allocating spend on
a monthly or annual basis, limiting content
to certain formats or ensuring requests
require prior approval. The platform also
generates custom reports, so managers
can easily see their L&D spend broken
down by individual or team.
Sunlight offers integration with existing
platforms such as Slack, as well as its
own API. Could it make the dream of
user-centred learning a reality?
engagement
51. VibeCatch
• Founded: 2015
• Based: Finland
Plenty of businesses are attempting to
disrupt the ritual of the annual engagement
survey by capturing employee satisfaction
in snappier ways. VibeCatch’s USP is that
it utilises Slack (as well as email) to fire
out snapshot surveys to staff - allowing
managers, it says, to proactively identify
shortcomings in culture and act on minor
issues before they become big problems.
Based on the Quality of Work Life
framework by Professor Marko Kesti,
an academic specialising in HRM
performance, VibeCatch uses 15
“strategically selected” questions and
promises to pinpoint “weak signals” among
a workforce that other survey platforms fail
to pick up on.
The results are displayed clearly in a
dashboard for managers, who can tangibly
track engagement - not just survey
scores - overtime, and link it directly
to productivity and profit.
Co-founder and CEO Juha Huttunen
told Forbes that he created the first
version of VibeCatch to check in with the
remote-working employees of another
of his businesses, before realising it had
potential in its own right. The company
began rolling out in the UK in May 2018
52. after gaining several clients in the Nordics
since its launch, and has recently been
awarded €600 ,000 in funding from
two Finnish investment firms.
Build a better
culture by
showing your
appreciation
Disco
• Founded:2015
• Based California, US
Formerly known as Growbot, Silicon
Valley-based Disco aims to build a “culture
of appreciation” by allowing teams to
recognise the contributions each member
makes to the organisation - whether that’s
nailing a client presentation or bringing in
cakes for colleagues - by awarding ‘stars’.
Think of it as an electronic pat on the back.
Integrating with Slack, Google Hangouts
and Microsoft Teams (with more platforms
on the way), Disco measures and records
all feedback in customisable dashboards,
letting managers know about good things
going on in their organisation that they
otherwise might not hear about. The data
can also be exported for use in other
formats, and optional team leaderboards
throw in a bit o f healthy competition.
peoplemanagement.co.uk 33
53. HR’s hottest start-ups
Understand
productivity
in real time
Worklytics
• Founded: 2015
• Based: New York, US
Rather than adding yet another platform
to most companies’ ever-growing raft of
digital tools, Worklytics taps into their
existing apps - including Microsoft Office
365, Google Suite, Dropbox Enterprise
and Slack - to analyse productivity,
collaboration and engagement in real
time and feed back to managers.
Created by three engineers who met
while working at Spanish social network
and mobile operator Tuenti, Worklytics
was borne out of their need to manage
engineering and product teams “without
the appropriate tools”.
Rather than just keeping an eye on how
much time employees spend on Twitter, it
analyses how they spend their day across
collaboration platforms, and identifies any
improvements that could be made, such as
unproductive meetings or someone doing
too much overtime.
Monitoring tools, of course, make plenty
of employees (and organisations) nervous,
54. given the potential to misuse their findings.
Worklytics stresses that it gives strictly
objective feedback and supplements
others forms of managerial observation
rather than replacingthem.
Stop using
multiple H R
platforms
CharlieHR
• Founded: 2015
• Based: London
It’s hard to sum up CharlieHR’s purpose
when it’s been done so well in the tagline:
‘Building a company is hard. Running
one shouldn’t be.’ Founded by serial
entrepreneurs Ben Gateley, Rob O’Donovan
and Tom Carrington Smith (above), it aims
to solve challenges the three came across
when setting up other businesses - namely,
headaches and wasted time caused by
unnecessary HR admin, they say.
Aimed at fellow start-ups and small
companies, it makes the almost too-good-
to-be-true promise to “get rid of HR admin”
and automates several otherwise time-
consuming processes, including holiday
and sickness absence, employee records
(it’s GDPR-compliant, of course) and
onboarding, even down to the small-but-
important birthday and work anniversary
reminders. It’s also the place employees
go to access company policies and other
documentation.
55. With a full reporting suite available,
managers can download any report they
need in afew clicks, living up to its promise
to give them “more time to do more of what
matters”. Helpfully, the
system also integrates
with existing enterprise
collaboration platforms
such as Slack,
Google Calendar and
Microsoft Outlook.
CharlieHR was
awarded £1m in funding
in 2016, and now has
more than 3,000
companies using
its platform.
Performetric
• Founded:2015
• Based: Portugal
Looking after employees’ mental wellbeing
has rightly moved higher on employers’
agendas recently, but unless they
encourage open conversation among their
workforce, they’re still often none the wiser
if their people are struggling.
Performetric, on the other hand, claims
to be able to spot signs of mental fatigue
in workers without them needing to say a
word. The software tracks interactions with
56. their keyboard and mouse ‘non-invasively’,
including typing speed, movement
accuracy and keypress duration, while
running in the background and requiring
no data entry or interaction.
It uses machine learning to build an
individual profile of each user, and looks
out for warning signs on the United
States Air Force School of Aerospace
Medicine Mental Fatigue Scale - when
it spots something worrying, it alerts
the user that they’re at risk of burnout,
and makes recommendations to
improve performance.
Three months after officially launching
in 2015, Performetric secured funding from
investors Hovione Capital and eggNEST.
Spot the
signs of mental
fatigue in the
workforce
34 peoplemanagement.oo.uk
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