Nella visione dell'economista, intervenuto di recente a un convegno a Cernobbio, la risposta per ricominciare a crescere e creare occupazione è la digitalizzazione delle tre infrastrutture chiave del sistema economico - comunicazioni, energia e trasporti - e la loro integrazione in una piattaforma IOT. «Con questo progetto potremmo creare lavoro per due generazioni: Germania, Danimarca, Cina lo stanno facendo. E l’Italia ha tutte le competenze necessarie»
I just read an interesting article that was published last summer in Foreign Affairs, - New World Order: Labor, Capital, and Ideas in the Power Law Economy. The article was written by MIT professor Erik Brynjolfsson and MIT Principal Research...
Lavorare troppo, guadagnare poco: il paradosso italiano comincia dalla Scuola Troppe ore di lavoro e poca produttività a scuola, all'Università e in azienda. Possiamo ipotizzare tre ragioni delle difficoltà del Sistema Italia, mettendo in correlazione tre ricerche Ocse. Non a caso le caratteristiche che rendono eccellente un sistema scolastica sono le stesse che rendono più produttivo il sistema delle imprese e il mercato del lavoro
L’insoddisfazione dei clienti unita alla agilità e alla portata innovativa di competitor non strettamente bancari stanno erodendo quote di mercato delle banche quando si parla di customer experience. Per il secondo anno consecutivo, infatti, il miglioramento dei livelli globali della customer experience delle banche è in stallo con un calo inferiore all’uno per cento, rivela il dodicesimo World Retail Banking Report (WRBR) pubblicato oggi da Capgemini ed EFMA.
I livelli globali stagnanti della customer experience combinati con un aumento allarmante dei clienti disposti a lasciare le proprie banche, evidenziano un indebolimento dei rapporti banca-cliente e una maggiore possibilità di disintermediazione verso concorrenti non bancari come gli operatori della grande distribuzione, società FinTech, siti di crowdfunding, finanziatori peer-to-peer, provider Internet/mobile e sistemi di pagamento basati su NFC Apple.
The future of manufacturing will be primarily governed by two macro shifts—manufacturers looking for alternative ways to create value and technological advancements enabling the emergence of smaller players.
In today’s dynamic and competitive world, a project manager’s key challenge is coping with frequent unexpected events. Despite meticulous planning and risk-management processes, a project manager may encounter, on a near-daily basis, such events as the failure of workers to show up at a site, the bankruptcy of a key vendor, a contradiction in the guidelines provided by two engineering consultants or changes in customers’ requirements.1 Such events can be classified according to their level of predictability as follows: events that were anticipated but whose impacts were much stronger than expected; events that could not have been predicted; and events that could have been predicted but were not. All three types of events can become problems that need to be addressed by the project manager. The objective of this article is to describe how successful project managers cope with this challenge.
Collaborative tools are a lot like Tribbles. One person has a need, finds a free tool online, and after a test, their group decides to use it. The same happens with other groups and other tools, and pretty soon you end up with collaborative chaos, much like the problem Captain Kirk had with the Tribbles.
Vale già oltre 1 miliardo e mezzo di euro il mercato dell’Internet delle Cose in Italia. È quanto emerge dai dati presentati dell’Osservatorio Internet of Things della School of Management del Politecnico di Milano e consolidati a fine 2014.
Secondo i dati dell’Osservatorio, nel nostro Paese sono già 8 milioni gli oggetti interconnessi tramite Sim cellulare, con una crescita del 33 per cento anno su anno e un valore complessivo di 1,15 miliardi di euro. I restanti 400 milioni di euro sono appannaggio di differenti tecnologie di comunicazione come Wireless M-Bus, WiFi, Reti Mesh Low Power, Bluetooth Low Energy.
For many years, Bill Jensen of Simplerwork.com has been studying and advising on how to cut through the built-up clutter and confusion in the workplace in order to get to the simple and effective beliefs and practices that brings peoples’ work lives to life. I first came across his work in 2003 via the book “Work... Read more »
There are few business decisions more critical than determining how to provide an enabling environment for a workforce to operate efficiently and effectively. Yet the key levers of the modern digital workplace are still relatively unfamiliar to most executives. Just as challenging is the technology space, which is complex enough -- and certainly fragmented enough -- that most corporate leaders are forced to assume they either have enough enabling collaboration technology already, or that someone Topic: Social Business.
Oltre 117 partecipanti all'evento, più di 80 persone hanno seguito i tavoli di lavoro tematici in agenda, almeno 30 business e peer-to-peer meeting tra Executive di clienti, partner e SAP.
Questi i dati più rilevanti di un evento che nella prima giornata ha visto la partecipazione di Jeremy Rifkin e Bill McDermott e ha ospitato il confronto di importanti CEO che guidano grandi imprese italiane e multinazionali.
Di seguito un breve resoconto e la registrazione video degli interventi.
L’Italia si colloca al 18simo posto della classifica del Global Connectivity index 2015 di Huawei, "con ampie potenzialità di crescita - sottolineano dall'azienda - grazie allo sviluppo di progetti a banda larga e alla elevata penetrazione di smartphone (73%). In Europa, il Global Connectivity Index 2015, colloca la Germania all’11simo posto, la Francia al 14simo e la spagna al 17simo. Tra i paesi più virtuosi, la Svezia al secondo posto, il Regno unito al quinto e l’Olanda al sesto.
Everyone seems to agree that collaboration across functions is critical for major projects and initiatives. The reality, however, is that meshing the skills and resources of different departments, each focused on its own distinct targets, to achieve a larger organizational goal is much easier said than done. In fact, it takes much more than people being willing to get together, share information, and cooperate. It more importantly involves making tough decisions and trade-offs about what and what not to do, in order to adjust workloads across areas with different priorities and bosses. And despite all the well-meaning cooperative behaviors, this is often where interdepartmental collaboration breaks down.
As entire industries are disrupted by bold digital entrants and business models, more and more companies are at risk of extinction. Music, retailing, media, and travel are far along on this path, but we are also seeing similar patterns in more traditional industries, such as banking, agriculture, energy, health care, industrial goods, and manufacturing.
Digital strategy and transformation must therefore be a top priority of the CEO and the senior management team. Companies can’t just dabble at the edges by appointing a charismatic chief digital officer or CIO, adopting the latest shiny technologies, or “letting a thousand flowers bloom.” The digital imperative calls for more fundamental action in five areas.
In 2015 it seems foolish to have a digital or mobile strategy, you just need a business strategy for the modern world...From Tesla to Instacart, Hotel Tonight to Twitter, BuzzFeed to WhatsApp, every high-growth, high-profit, high-value unicorn was constructed with one thing in mind: the modern world.
These are companies founded in a world of new behaviors, inspired by new technology and liberated by new market dynamics. They have ignored all existing companies in their marketplace, they’ve been propelled into rapid growth unencumbered by the same elements, assets, knowledge, learned behavior that once fueled the incumbents.
We shape our tools and then our tools shape us: a classic Marshall McLuhan quote that most perfectly explains the current business reality.
Rappelons-nous les sombres prédictions de 2010. Les détracteurs du programme d’austérité mettaient alors en garde contre la « casse sociale » que ne manquerait pas de causer le licenciement de près d’un demi-million de fonctionnaires. Cinq ans plus tard, la suppression de 400 000 emplois publics a bien eu lieu, mais elle s’est accompagnée de la création de deux millions d’emplois dans le secteur privé, tandis que le taux de personnes en emploi atteignait un niveau record.
Several forces are at work in the "social collaboration" tool marketplace that are creating great turbulence. It’s fairly well-known that businesses face a systemic issue with adoption of social collaboration tools. These tools (also called enterprise social networks, or social business) share some common design motifs, like activity streams, project or group workspaces, file sharing, user profiles, and various communication mechanisms such as direct messages, @mention Topic: Social Business.
Some professionals, we found, still manage to avoid social media altogether. But most see that as unrealistic in many occupations, and are unwilling to be deprived of the advantages social media affords in terms of connecting to people and collecting information. Many in some way recreate in social media the kinds of boundaries, or mental fences, they use in real life to organize their worlds. These boundaries serve people well offline, and they can perform their function online, too.
Digital transformation is one of the most important topics facing retail today. As one of the largest retail brands in the U.S., second only to Walmart, Kroger Co., a Fortune 25 company with over $100 billion in revenue, is two years into its digital...
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