The commerce sector has long been striving for the goals of increased competitiveness, sustainability, innovation, environmental protection and a skilled, mobile labour market.
The sector invests heavily each year in training programmes to develop employees'skills and competences. 4 of 12 Skills More still needs to be done to ensure that further education qualifications produce skills that employers value.
Without undermining official recognitions of skills and diplomas, necessary measures should be taken to allow initiatives led by employers,
to be recognised by Member States as being of equivalent status. This is even more important given the lengthening of working lives
Flexibility of labour markets: The dynamic and rapidly changing nature of the sector, responds to consumers'changing shopping habits and professional clients'needs.
The EU needs to encourage Member States to reform their labour markets towards more flexibility so that retail and wholesale an create jobs and offer career development.
One in five young workers have an experience in retail or wholesale. Eurocommerce supports the aim to improve young people's education and employability,
labour markets in some Member States are inflexible, preventing retail and wholesale from adapting to customers'needs;
Encourage Member States to reform their labour markets towards more flexibility and continuous skills development, so that retail and wholesale can create jobs
Member States should be encouraged to reform their labour markets towards more flexibility and continuous skills development,
from a managerial perspective, aiming to reach a wide spectrum of executives, including those without an IT background.
while providing a useful summary of the state of the art for other non-IT executives. Part III discusses how companies have carried out‘‘innovation in practice,
topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today's organizations as well as users behavior and needs.
and interviews to 80 European IT executives from different industries (finance, manufacturing, utilities, service, among others.
and interviews to 80 European IT Executives from different industries (finance, manufacturing, utilities, and service, among others), likewise.
Support Employee Owned Devices...97 5. 4 Business Scenarios for IT Consumerization...98 5. 4. 1 Work from Your Phone...
relying on evidence of (an unmatched amount of) facts rather than intuition by experts or individuals.
Here, the challenge concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Volume of data Value of information BIG DATA Business Information systems Processes High High Technological perspective Business perspective Management Executives often have to make decisions based on information they do not trust,
The latter meaning to contextualize data sources, improving data access to customers, employees, and value-chain partners,
and analytics to get evidence of facts rather than intuition by experts or individuals. However, as shown by Lavalle et al. 28 in a research on more than 3, 000 business executives in 108 countries and more than 30 industries,
and a consequent internal diffusion of data scientists among the employees 5. In addition, it is worth noting that data were considered not by interviewees among the main impediments to a full exploitation of Big data opportunities to business value.
helping managers decision making and employees perform their work. Thus, integration orientation is one of the determinants of organizational absorptive capacity,
and articulate a vision coherent with market opportunities, effectively engaging customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and business
The resulting infrastructure allows data access to Nokia's employees (more than 60,000), and efficiently moving of data from, for example, servers in Singapore to a Hadoop cluster in the UK data center.
Furthermore, talent management and employees retention have to be considered as a core target for the success of a Big data strategy.
The center has a staff of about 300 employees (most of them characterized as‘‘hardcore data scientists),
The center organizes employees into reference disciplines, such as, e g.,, machine learning, statistics, and operations research, among others.
a consequent need for employee retention; reusability in technology. 6 6‘‘The reason is you can't find the talent,
by providing the ability for the employees to access work applications and files from everywhere. 4. Resources pooling and allocation,
and employing more experienced consultants in this field, which would have a better response time for the future emerging demands. 4. Professional and geographically dispersed service,
and support engineers in the implementing firm. 3. Increased satisfaction of the support engineers by focusing on more important IT issues. 28 2 Cloud computing 4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support
there will be a possibility of losing the expert employees, which would create a problem for the company
, how it grants employees access to physical and virtual assets, how it monitors these employees,
and reports on policy compliance and the little or lack of visibility into the hiring standards and practices for cloud employees.
Also it has to prepare better plans for its employees training and development in order for them to be able to cope with changes associated with the coming IT transformation.
since imposing changes would not have a good impact on employees performance; therefore, careful change management techniques should be applied in such a situation in order to ease the new changes.
The opposition of the employees needs to be addressed and carefully dealt with, which can be achieved by examining the reasons for the resistance and dealing with them such as the fear from more work and more responsibility 15.
In other words, managing changes requires more effective communications and employee development which can be achieved by additional training 16.
the usage of electronic storage devices, team workers performance and the policies that govern the way the business work 18.
Finally, as for infrastructure accessibility and consumption issues, trusted consumers of service are those who are considered part of an organization's legal/contractual/policy umbrella including employees, contractors and business partners.
with several rounds of anonymous written questionnaire surveys conducted to ask for experts'opinion 21. FDM has the following properties:
The experts involved with the prediction process do not see each other, remain anonymous and don't know how many experts are involved.
This helps to prevent them from influencing and encourages objectivity. 2. Feedback: The survey feedback gives the participants an idea about the main ideas in the group.
The top is the majority consensus (50%experts) representing the prediction team's opinion. The top and bottom quarter percentile (each representing 25%of the experts) represent the prediction deviation. 4. Convergence:
Through multiple reverse feedback make the final prediction results converge. The purpose of the Delphi Method is to achieve a consensus among the experts on the subject being evaluated.
When used with one-to-many objectives, multiprinciple, multi-proposal and multi-participant decision-making problems,
the method not only serves to draw on a large body of opinion but also meets the requirement for independence in the experts'judgment 21.
and investigating the impact with the concerned users and IT department employees, whose jobs will be altered
and providers Validate with cloud subject matter experts Documented understanding of what will be achieved by comparing the strategic requirements with the available services and providers Table 2. 3 Phase 1,
the role of internal communication and employee development. Corp Commun An Int J 8: 268 277. doi:
Then the Chapter focuses on how IT managers and executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
or facilitating conditions Intrinsic motivation Computer playfulness Emotion Computer anxiety 6 With a‘‘feedback''effect also on the internal portfolio of technologies, due to the adoption of personal devices by employees for work,
However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant
dedicated to the employees of a company and/or business partners This type of store aims to deploy applications for specific internal users based on their business role (executives, middle management, sellers, maintainers, retailers,
and other mobile workers) These stores are managed generally as a repository of enterprise applications 58 3 Mobile Services services has an impact as well on the efficiency and effectiveness of their management, use and updating.
and configuration for all mobile devices (company-owned as well as employee-owned) in the network of a given company.
,‘‘rugged''devices results in a reduction of errors and processing times, optimizing the operating performance of workers,
including advertising as well as mobile marketing experts. 9 For further details on the impacts of sensor technologies on business innovation,
and executives on the options they have when facing challenges related to the lifecycle of mobile initiatives, from development and integration with enterprise information system, to a secure supply to the final users,
,‘‘rugged''devices, results in a reduction of errors and processing times, leading improved performance of workers.
and transmit valuable information about both external signals and internal signals (i e. from employees). With this scope, the team built up tools able to increase the participation, involvement and cooperation of end users in general (decision makers as well as other internal users.
on the one hand, enhancing collaborative relationships among employees, creating new spaces for knowledge and information sharing; on the other hand, opening the boundary of a company through the involvement of external stakeholders and users, likewise.
As a consequence, Nokia's employees were able to enhance their capabilities in sharing and finding useful information through social media, opening new conversations about strategically or relevant arguments.
and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data).
and strategies that concern this trend as well as to understand its implications on the businesses. 5. 1 Introduction It is very common nowadays to see workers from different levels in different companies bring their own laptops to the work environment to use them to do
Also, it is normal to see employees using their own technological devices at work, and blurring the lines between personal machines and work-focused ones.
since employees can take them anywhere and access any variety of content, e g.,, from the‘‘cloud''they subscribe to. 1 Based on the previous examples and explanations,
increasing numbers of employees have become more selfsufficient and creative in meeting their IT needs.
'where individual employees can choose their own type of device to do their work, are beginning to flourish in the business world 3. Now,
and support the type of device their employee wants to use, not what they want to provide.
Employees can be more productive due to permanent access to business data and transactions, and communication facilities.
as employees will be more mobile and will use own devices and services. This can lead to a better customer satisfaction as well as its corresponding financial benefits 8. Organizations that see IT consumerization as an opportunity to create a comprehensive strategy
since that consumerization of IT has been started originally by having employees bringing their own devices to the business,
and achieve a better retention of employees by offering them job satisfaction and the freedom to unfold their creativity for the benefit of the business and their customers.
and communications among the enterprise's employees as well as better recruitment process by using social media platforms 9. Operational opportunities:
urgent issues can be better coordinated and resolved through the increased availability of staff that can be accomplished by having the employees using their own devices.
and collaboration initiative at the staff, enhance the employees ability to work in virtual teams,
which would help employees to increase online interaction and online data access, while using approved applications deployed via the company's own app server.
and Risks of the Consumerization of IT The increasing number of employees'private devices used in workplace is presenting a challenge for the managers 10.
according to this analysis, many of the issues that are related 2 Chapter 7 discusses these issues as challenges to digital business identity. 92 5 IT Consumerization to this topic are based on the fact that the devices that the employees are using are not suitable
Second part is about users and employees'awareness and acceptable use policies. Third section is about the technical issues concerned with mobile devices
only one third of the employees at those companies were aware of such rules. Moreover, the guidelines that are currently in use within those businesses are inadequate to deal with situations
when the employees tend to keep passwords, PINS and credit card details on their personal devices.
which results in a blurring of the distinction between work and personal life of the worker.
1. Increased risk of loss of value in cases when employees bring bad reputation to the organization's name
1. Corporate governance and compliance control over employee-owned devices will not be optimal. 2 . Since the consumerized personal devices may be owned
which may result in risks related to the intervention of businesses in the private life and property of employees.
1. the possibility of losing corporate data because of unauthorized sharing and usage of information on employees'devices by the services running on them;
especially when the device is owned by the employee; 4. increased risk of the corporate data being hacked due to external attack.
and help employees do their jobs better. Therefore, many authors have provided their perspectives about how to take the advantage of IT Table 5. 1 Primary
and Adopt the User Perspective Today's employees are more technically capable to find their own ways to use their own devices in order for them to be more productive at work environment such as downloading,
if an employee knows he she may later need access to a file created on his her work computer,
and the countless number of employees using consumerized devices. These devices form IT challenges for the IT departments
Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise.
This covers employees from human resources and legal to IT, corporate services, and most importantly, end users. This is an ideal opportunity to define all the components of the BYOD program 14.2.
the decision makers in the business need to develop a security model for employee-owned devices.
According to 15, Microsoft has used qualitative and quantitative research in several countries to understand the different types of information workers,
. 5. 2 Best practices for supporting employees'owned devices. Adapted from 14 98 5 IT Consumerization According to 15 the All-star, Road warrior,
and attributes Non-PC worker Generalist Road warrior Deskbound contributor Techrealist All star Technology engagement Low Low Medium Medium Medium High Need
Bring your own device for contractors Contractor Road warrior The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales
By providing communication and social platforms capabilities through web-based apps, employees can be productive regardless of
while sharing documents on the screen with other employees at the company. 5. 4. 3 Bring Your Own Device for Vendors An independent contractor for several construction companies can controls his her own schedule while working
and family 16.100 5 IT Consumerization 5. 4. 4 The Boardroom Executive decision makers are more and more adopting tablet computers for decision support.
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
The key concerns about these strategies as well as the technologies that address the raised issues are explained in the following sub-sections. 5. 5. 1 Going Mobile Strategy Many of the nowadays employees are exploring this strategy.
This approach brings in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.
and resources 16.5.5.4 Bring Your Own Device BYOD Strategy This strategy encourages talented employees and contractors,
attracting and retaining valuable employees 16. These motivational reasons are explained in the following points, according to 16:
When employees are away from their desks, devices that provide access to information related to work can increase their collaboration and productivity 9,
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their own mobile devices.
Attracting and retaining valuable employees. Providing employees with a controlled freedom of information access would encourage best employees to stay at the firm
and would attract and retain valuable employees as important assets of the enterprise. As a result, enterprise human resources departments are moving toward rich consumerization of IT environments to improve workplace satisfaction 16.5.7 Considerations Related to IT Consumerization The consumerization of IT is unrestricted not an strategy,
nor appropriate in all environments, because many devices are not secure enough. Also, legal considerations with regard to licensing, security,
indeed IT departments frequently underestimate the number of workers who already use their own devices.
as a consequence, employees expect and demand more freedom at work environment. They want to have instant access to the types of applications that would help them to be more communicative in their personal life.
However, at work places, 56%of employers do not allow access to non-work related resources or websites and 63%ban their employees from saving personal data and files on company's computers.
a recent research claim that nearly half of all the workers (46%)surveyed have graded their employers with extremely low marks for applying IT consumerization strategy 5. Table 5. 5 Sample IT support policy Devices Operating systems Files
Such circumstances can be applied particularly to the case of young employees since this category of workers expects to have access to the same technologies at work that they are familiar with in their life as consumers.
For example, Microsoft's $1. 2bn acquisition of Yammer has positioned the software giant to introduce enterprise social networking capabilities to its existing business collaboration systems such as Sharepoint, Exchange, Lync and Office 365 17.
Yammer can enable companies to offer their employees functionalities that are similar to Facebook and Twitter and at the same time to work in accordance to the security standards of the enterprise firewall and can be integrated with other systems at the enterprise that are managed by a company's own IT department.
and regarded by the experts who follow the enterprise social networking market. The employees who use Yammer can set up user profiles,
send and receive‘‘tweets''like messages, participate in discussion forums and receive information about what their colleagues are doing.
Avaya's strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives
and employees are already bringing to work such as tablets and smartphones. Moreover, with its one-X software for smart phones, Avaya also allows its employees to make the mobile phone acts as an extension of the corporate network.
That means employees can transfer calls from their desk to their mobile phones as they are leaving their offices
or take a call on their mobile while they are on their way into the office
since the company has realized that the employees will use their own devices at the workplace,
including its contractors and employees in joint ventures, likewise. Shell's Airwatch MDM platform supports around 6, 000 individual devices.
It provides support to any employee-owned Apple and Android phones, and tablets that meet its minimum operating system requirements.
and support employees own devices. References 1. Nunziata S (2011) The consumerization of IT. CIO Insight
IT leaders can address those challenges by encouraging and supporting employees who work for them to move beyond institutional boundaries,
since that the worker can contribute from anywhere, as long as there is access to the conference or the forum through the internet.
or employees, these organizations use social collaboration tools to improve efficiency, solve problems, create opportunities, boost productivity,
Also, contributors can also achieve some benefits for themselves by interacting with experts, since they can practice their unprofessional skills
not only to treat crowd workers as simple sensors or processors, but also to join their human intelligence and creativity.
In particular, the Chapter has shown that the decision makers need to develop security models for employee-owned devices
Hyman pointed out also that the following identity-related motivations security experts see as constraints and causes for a limited accuracy of costs estimations 8: 134 7 Digital Business Identity
The framework, resulting from a comprehensive literature review and findings from a qualitative expert interview study, uses Balanced Scorecard (BSC) 16,17 concept as a basis for a decision support approach
''and understood by employees in order to be transmitted effectively to people in the outer context of the organization,
when employees are in charge of a given touch point, or as indirect‘‘testimonial''of the brand in their everyday life,
Indeed, in recent years, we have assisted to a specific interest by researchers in investigating the role of employees about the management of reputation by businesses in social media 24.7.4 Case studies In this Section we discuss case studies illustrating issues related to digital business identity
providing insights on how IT executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context,
Topalian A (2003) Executive perspective: 1 The development of corporate identity in the digital era.
managing employees and reputation in social media. J Mark Manag 1 26. doi: 10.1080/0267257x.2013.813577 25.
top-level executives traditionally relegate important IT related resolutions to the IT professionals in the company,
Similarly, business managers and employees think Table 8. 1 Governance benefits for risks associated to key decision making areas Key decision making areas Risks Governance benefits Identifying the relevant decisions Misdirected effort
and business stakeholders but also the web managers within the organization and deep and rich support infrastructure that can include legal department, business experts and ICT specialists as well as external vendors.
processes and relational mechanisms in a comprehensible relationship to each other (see Table 8. 2). Structures involve the existence of responsible functions such as IT executives and a diversity of IT committees.
mechanisms Tactics IT executives and accounts Committees and councils Strategic IT decision-making Strategic IT monitoring Stakeholder participation Business/IT partnerships Strategic dialog
However, IT governance activities are becoming established within the organization, with active senior management involvement and support.
and IT contribution and bring it to executives attention 2. Involve and get support of senior management 3. Encourage
and support IT/Business communication and partnership 4. Engage key stakeholders 5. Define and align IT strategies to corporate strategies
Description Senior management commitment and vision The commitment of senior management through continuous support, regular follow-up, provides adequate resources and sustenance for IT governance during conflicts,
if rights and responsibilities are distributed well among the appropriate Table 8. 5 Key minimum baseline of seven IT governance practices Best practice#Best practice description 1. IT steering committee (IT investment evaluation/prioritisation at executive/senior management
For example, the system integration of Ministry of Education with Ministry of Manpower and Public Authority for Social insurance is necessary for e-government system to verify employment history and social security status seamlessly 22.
and a serious security issue as various consultants and subcontractors were working with highly confidential citizens'data.
and especially from the senior executives. Thus, companies must be able to better understand the complex playing field of their competitive environment as well as to put together a reliable set of governance techniques that are shared simple,
IT governance also requires the commitment and involvement of additional groups such as the board of directors, executives,
consultants and managers 8. In fact, the business model was established as the independent unit of analysis of business
The management team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of Google, Paypal, Verisign and Sun microsystems.
The management team is made up of financial experts kids entertainment professionals, software developers, startup experts and creative.
The idea of a financial education tool for children has been developed also by other companies, but with a somewhat lower level of user experience.
compared with traditional expert recognition of emotions, lay in a higher objectivity, the ability to capture all the micro-expressions,
by means of many different experimental activities to conduct with employees and customers. As an example, it can be used to test
or not-whether in customers or in employees-while executing a process or interacting with a tool;
individual employees can choose their own type of device to do their work, and this can be their own private personal one, with consequences ON IT policies as for security, disclosure of data, and privacy.
Taking the digital trends challenges into account, Fig. 11.1 summarizes the areas for digital management intervention by IT executives
societal impact, wealth creation (for themselves, their employees and often customers), and yes employment. Only by considering all those dimensions together can high-impact entrepreneurial ventures develop their full potential.
and that high-impact entrepreneurs continue to shape the world for the better. 6 The Bold Ones Executive Summary
and have created significant wealth for owners, employees, and in many cases customers. But they, most importantly, also have made a real difference to society through the power of their innovation
using the criteria of entrepreneurial spirit, innovation, personal integrity, financial performance, future plans and strategic direction, employee retention and employment practices, market impact, community impact
and employment as an outwardly comparable measure to comprise 20%or greater annual growth in revenue and 20%or greater annual growth in employment over a three-year time period for enterprises with 10 employees or more.
or hire new employees. Unfortunately, when policy makers talk about"entrepreneurs, "the small business owners who don't want to grow are grouped often together with the rare founders who scale companies.
a narrow focus on early-stage companies would be misguided. 0 200 400 600 800 1000 1200 Median headcount COMPANY AGE RANGE Number of employees Net change in number of employees,
and ambition of their enterprises that allow others to share in this wealth creation early employees in technology firms being a good example,
With a strong executive team in place Gopro has built rapidly out its infrastructure, increasing headcount from 135 employees to more than 400 within the last year.
My biggest challenge was learning how to go from being the leader of a very small team
Ulukaya hired a team of four former Kraft employees to help bring the plant back to life.
It is also worth noting that more than 75%of US firms have less than 20 employees so within the first few years of their life span,
leading to potential distractions if their interests are aligned not fully with those of the founder (or, more frequently, other key employees).
hiring a consultant from a prominent franchising firm. The consultant helped Doggis standardize operations and build a franchising model.
By 2005, with 100 restaurants, Doggis had become the biggest franchise chain in Chile. In recent years, Oscar and Ricardo began pursuing a portfolio strategy.
Today, Oscar and Ricardo employ more than 1, 200 workers. Gopro: Partnering with a larger partner-riding the Youtube wave At its start,
but its approach to employees and the community in general. In the very first year, I realized how much of an impact this plant had on the local community,
The Oregon-based company has more than 44,000 employees worldwide, with reported revenue of US$24. 1 billion in FY12, making it the planet's largest sports brand.
as they inherently penalize against a high employee or revenue base with a total of 7,
and employees (yet might already create wealth for its customers) but when the firm is maturing,
Absolute and marginal two-year job creation by Eoy contestants by industry group As an example, the median Frontier company started with 98 employees two years ago
Sales and Employees were amongst the top descriptive words from this elite class of entrepreneurs. market employees technology production customers people management financial family mobile strategy innovation
I LOVE NEW YORK. Prior to that she was Director of Business Planning at Louis vuitton, Vice president at Pearson and Senior Consultant at William Kent International (WKI).
His professional experience includes practice in the fields of accounting and finance as an analyst, auditor,
and business consultant. He earned his undergraduate and masters degrees from Penn State university USA and his Ph d. from the University of Connecticut, USA.
Rottenberg is considered one of the world's most dynamic experts on entrepreneurship and emerging markets
She currently serves as an adviser to Abraaj Capital, a leading private equity investor in global growth markets.
Morris worked as a consultant at Bain & Company. There, he was engaged on a variety of projects focused on international growth strategy development, customer segmentation and acquisition,
Jeremy began his career with the strategy consultants Mckinsey and Company. He was educated at Harvard university
To participate, firms must have 10 or more employees or more and exhibit a strong growth trajectory as measured by market share and profits.
Within the report, we utilized the OECD's definition of highimpact for entrepreneurs who exhibit 20%or greater annual growth in employment and 20%or greater annual growth in sales over three years for entrepreneurs with 10 employees
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