This paper presents the results of a business – university collaborative research project on defining lower management competencies in the year 2025. The purpose of the research was to help a large local airport to define and understand what competencies lower management will need in order to function effectively in the renewed organization portrayed in an internal strategic document called “Chief Plan 2025”. At the same time the research was needed as input for developing new business curricula. Field research was done by a team of five researchers using focus groups and interviews with 43 employees from 15 different business units. Three general types of critical competencies emerged from the data; professional, interpersonal and personal. Management implications are that the airport will need to adapt its HRM policies. New business curricula will need to help graduates to work in roles, rather than functions. Limitations are linked to the generalizability of the results and the fact that the research was organization-centric, meaning broad societal changes that might affect individuals’ attitudes and in turn their attitude towards work were not considered.
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Since an increasing amount of business decision/logic management solutions are utilized, organizations search for guidance to design such solutions. An important aspect of such a solution is the ability to guard the quality of the specified or modified business decisions and underlying business logic to ensure logical soundness. This particular capability is referred to as verification. As an increasing amount of organizations adopt the new Decision Management and Notation (DMN) standard, introduced in September 2015, it is essential that organizations are able to guard the logical soundness of their business decisions and business logic with the help of certain verification capabilities. However, the current knowledge base regarding verification as a capability is not yet researched in relation to the new DMN standard. In this paper, we re-address and - present our earlier work on the identification of 28 verification capabilities applied by the Dutch government [1]. Yet, we extended the previous research with more detailed descriptions of the related literature, findings, and results, which provide a grounded basis from which further, empirical, research on verification capabilities with regards to business decisions and business logic can be explored.
Research, advisory companies, consultants and system integrators all predict that a lot of money will be earned with decision management (business rules, algorithms and analytics). But how can you actually make money with decision management or in other words: Which business models are exactly available? In this article, we present seven business models for decision management.
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