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.
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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.
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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
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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.
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Dutch:Repurpose: Afgedankte producten en reststromen hergebruiken in een andere functie en/of context om daarmee de waarde van deze materialen te behouden. Binnen dat kader is voor Ahrend de CiJal Bench ontworpen, waarbij gebruik is gemaakt van kunststof (PP) lameldeuren en Ciranol werkbladen.De lameldeuren zijn afkomstig van jaloeziedeurkasten die overtollig zijn door o.a. de toenemende digitalisatie en de groeiende trend van thuiswerken. De Ciranol bladen zijn afkomstig van teruggenomen bureaus, die na revitalisatie opnieuw in de markt worden gezet. Daarbij worden de bureaus voorzien van nieuwe werkbladen, waarbij de oorspronkelijke Ciranol bladen als reststroom overblijven.Door deze twee reststromen gecombineerd her te gebruiken en dus te kiezen voor Repurpose als strategie binnen de R-Ladder wordt hiermee een aanzienlijk hogere waarde gecreëerd, dan wanneer zou worden gekozen voor de huidige strategieën voor de twee afzonderlijke reststromen: Recycling en Recovery voor respectievelijk de lameldeuren en de Ciranol bladen.English:Repurpose: Reusing discarded products and residual flows within another function and/or context to maintain the value of these materials. Within that framework the CiJal Bench is designed for Ahrend, with the use of plastic (PP) tambour doors and Ciranol desktops.The tambour doors come from tambour door cabinets, which are left over due to the growing digitalisation and the trend of working from home. The Ciranol desktops are coming from returned office desks, which are revitalised before being brought back to the market. Those desks are fitted with new desktops, leaving the Ciranol desktops as a residual flow.By combining these two residual flows for reuse and thus choosing for Repurpose as a strategy within the R-Ladder, the created value is considerably higher than when choosing for the two initial strategies for these two materials: Recycling and Recovery for the tambour doors and the Ciranol desktops respectively.
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This paper aims to develop a tool for measuring the clients’ maturity in smart maintenance supply networks. The assessment tool is developed and validated for corporate facilities management organizations using case studies and expert consultation. Based on application of the assessment tool in five cases, conclusions are presented about the levels of maturity found and the strengths and limitations of the assessment tool itself. Also, implications for further research are proposed.
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Digitalization enables public organizations to personalize their services, tuning them to the specific situation, abilities, and preferences of the citizens. At the same time, digital services can be experienced as being less personal than face-to-face contact by citizens. The large existing volume of academic literature on personalization mainly represents the service provider perspective. In contrast, in this paper we investigate what makes citizens experience a service as personal. The result are eight dimensions that capture the full range of individual experiences and expectations that citizens expressed in focus groups. These dimensions can serve as a framework for public sector organizations to explore the expectations of citizens of their own services and identify the areas in which they can improve the personal experiences they offer.
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Technological developments have a major impact on how we live, work and learn together. Several authors refer to a fourth revolution in which robots and other intelligent systems take over an increasing number of the current (routine) tasks carried out by humans (Brynjolfsson & McAfee, 2014; Est et al., 2015; Ford, 2016; Helbing, 2014; Ross, 2017; Schwab, 2016). The relationship between man and machine will change fundamentally as a result. We are already noticing this shift, most specifically in the workplace. E.g., in the field of health care, digitalisation and robotisation can empower patients and their families. Hospitals are primarily intended for clients with complex care needs. This has consequences for the tasks carried out by nurses, who become more of a ‘care director’ or ‘research nurse’. Hospitals approach this in different ways, resulting in considerable diversity as to how these roles are fulfilled. These changes, albeit diverse, can also be seen in the roles of accountants, police officers and financial advisers at banks (Biemans, Sjoer, Brouwer and Potting, 2017). The traditional occupational profiles no longer exist and the essence of these professions is shifting. This does not make such occupations less attractive, but requires different qualities. The demand for more highly educated professionals who can carry out complex tasks in a creative and interdisciplinary manner will increase (McKinsey, 2017). Also, other social developments, such as migration and greenification, prompt us to ask new questions, resulting in new paths towards identifying solutions.
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