Jay Ramsay got a terrifying phone call at the office. Thirty-seven weeks into his wife’s pregnancy, the baby had stopped moving. The doctors were arranging for an emergency delivery. “I was in panic mode, in tears,” he says.
That night brought, fortunately, a healthy baby. Jay took off the rest of the week. Back at work on Monday, he was called into a private meeting. “My boss told me I ‘should have known better’ and ‘should have planned better,’” he says. “You’re taking this many days off work?” the boss exclaimed. “We have so much to do here!”
Let me pause here to note that his boss was a pregnant woman. Many people are surprised by that. But equal rights activists aren’t. Gender discrimination is “policed by men, but also, significantly, by women,” says Joan Williams, director of the Center for WorkLife Law.
The Accenture Strategyresearch of over 2500 workers and 500 business leaders in the European Union (EU) reveals that 57 percent of workers think new digital technologies such as robots, mobile apps, data analytics and artificial intelligence, will improve their working experience versus eight percent who think it will worsen it. Fifty percent of EU workers believe that digital technology will improve their job prospects compared to 12 percent who think it will limit them. Employeess in Spain and Italy are significantly more positive about the impact of digital on their working lives than those in the UK, Germany or France.
...this approach is based on erroneous thinking. It is bad for management and bad for the company as a whole. When HR sees itself as manager, mediator, and nurturer, it further separates managers from their employees and reinforces a results-versus-people dichotomy.1 That’s why many HR teams refer to the rest of the company as “the business”; too often, they don’t really perceive themselves as a core part of that business.
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.
According to a Radicati study, the average person receives 121 emails each and every day. Now, if you work eight hours per day, an email arrives in your inbox about every four minutes. The Radicati study claims that the average employee spends 14 hours per week in email. Let’s say that you work 50 hours per week or 10 hours per day. That’s about 28% of your week in email.
Does that seem too high? Let’s say that you take one minute to process, read, and respond to each email. Do the math: that’s 150 minutes. That’s 2.5 hours per day, every day. All of a sudden, that number of 28% starts to ring true.
Focusing on the needs of customers is a thankless job in most organizations. In fact, the customer champion is seen as annoying, irritating and a trouble maker. It is a career-limiting role. Most organizations that I have dealt with over the years spout nice platitudes about the customer (or employee) being important. But in reality, the potential customer is somebody to be sold to, and the current customer is pretty much ignored. If you want to progress in most organizations you focus on y Topic: Customer Experience.
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.
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