Search results

A digital twin for your next tea ceremony? The future of (business) events, anno 2021/2022

As sure as tax, rain or death

We hear about disruptive technologies and live in a VUCA world (Volatile, Uncertain, Complex, and Ambiguous). New technologies will change business models as they have always done. However the four VUCA factors have varying impacts on business “which defies confident diagnosis and befuddles executives” (Bennett & Lemoine, 2014).They identify four potent weapons to fight digitalisation dragons: agility, information, restructuring, and experimentation.This blog compares earlier waves of technology with the digitalisation wave. Currently, 40–60 percent of customer value is not created within the focal company but in the supply chain (KPMG, 2016). The same holds for the purchasing-turnover ratio: 20 to 85 cents of every euro sold was purchased from suppliers (Van Weele et al., 2017, p. 35). In current business models B2B sales and procurement play dominant roles. The blog (Part I & II) discusses the impact of disruptive technology on business models with a focus on procurement (purchasing).1500 words

MEP Bart Groothuis on regulating digitalisation and the dangers of disinformation

Are we defenseless against AI, deepfake, and the rapid spread of disinformation? Join the first episode in our podcast series part of the Jean Monnet Chair EU-ACT DIGITAL, an initiative spotlighting EU digital policy. Our very first guest, Member of European Parliament Bart Groothuis (part of the Committee on Industry, Research and Energy), provides his expert insights on the state of digitalisation in the EU while being interviewed by European Impact’s Paul Schuchhard and European Studies students Francisco van Ruijven and Joana Pereira Grilo from The Hague University of Applied Sciences. Visit https://eu-act.digital/ to find out more about the Jean Monnet Chair EU-ACT DIGITAL.

As sure as tax, rain or death (Part II)

Tax evasion, delayed trains & untidy death seem to be parts of our daily lives. But what about the digitalisation dragons? Will they wipe away B2B sales and procurement as we know it, our will we see a more nuanced picture? The first Part on this topic so far has attracted 3700+ readers at our PSF website. It concluded that this wave of digitalisation is different from the advance of enterprise systems in the eighties, but it was inconclusive whether digitalisation differs from existing e-commerce or e-procurement systems, and whether it differs from managing data in long or short supply lines. This Part II hopes to stir some discussion & bring some answers.

Digitalising the built environment for all generations:

The future of age-friendly cities and communities (AFCC) needs to adapt and be more agile to the changing needs of residents of all ages. The UN Decade of Healthy Ageing ‘the Decade' provides a unique opportunity to further strengthen age-friendly environments. The Decade brings together governments, civil society, international agencies, professionals, academics, the media and the private sector for 10 years of concerted action to improve the lives of older people, their families and the communities in which they live. This editorial serves as a thought piece and outlines recommendations for the imminent and future discourse surrounding digital transformation, digital skills/literacy and financial implications on societal citizens in the AFCC discourse. Action is needed now, and this can only be achieved by talking openly about the real issues and concerns affecting people in our communities and in the future.

Implementing organisational change in a digitalising facilities management organisation through stewardship interventions

While digitalisation requires facilities management (FM) organisations to change at an increasing rate, little is known about the mechanisms that create ownership and enable individuals to implement changes in everyday FM practice. In this study, these mechanisms are explored from a stewardship perspective. The purpose of this paper is to provide insights in the dynamics of organisational change in FM by analysing how stewardship behaviour leads to change.A process model for implementing organisational change is constructed, based on existing theoretical insights from stewardship and intrapreneurship literature. The model is evaluated in a case study through analysis of critical events. Interviewing was the key data collection method.The process model gives an event-driven explanation of change through psychological ownership. Analysis of multiple critical events suggests that the model explains intra-organisational as well as inter-organisational change. The case data further suggests that, compared to intra-organisational change, tailored relational and motivational support is more important for inter-organisational change because of the higher risks involved. Job crafting emerged as an unanticipated finding that offers interesting prospects for future FM research.The process model offers guidance for leaders in FM organisations on providing tailored support to internal and external employees during periods of organisational change.Stewardship and intrapreneurship are combined to provide insights on organisational change in FM. The study demonstrates how intrapreneurial behaviour and stewardship behaviour can be linked to create innovation within and between organisations.