Izaias Martins Dr. Alex Rialp Author Supervisor Barcelona, December 2012 IV V Dedicated to my family VI VII TABLE OF CONTENTS TABLE OF CONTENTS VII LIST OF TABLES
and Results According to the perception of the executives surveyed, companies were classified as entrepreneurial or conservative considering the magnitude of their entrepreneurial orientation.
This is an Executive Summary of an Executive programs member report. Each report covers a relevant and compelling CIO topic
and drive greater business success. Executive Summary Flipping to Digital Leadership: The 2015 CIO Agenda 2014 No. 7 Gartner Executive programs This Gartner Executive programs report is printed with Biolocity inks,
and senior technology executives with the tools and insights they need to deliver exceptional business results for their organizations
Jongen Chair of the Executive Committee The importance of e-commerce continuous to grow. More and more people buy their products
In a survey of industry executives KPMG predicts increasing sales of 6 to 10 percent over the next three years (KPMG, 2009.
and senior management often includes a senior manager known as‘Head of discipline'who represents the Communist party (Economist, 2010).
In the industrial application, robots are expected to combat the expected shortage of 6 million skilled labourers by 2020.
KPMG (2009), The Road to Recovery in the Global Semiconductor Industry A Survey of Industry Executives Fourth Quarter 2009.
such as retired skilled workers, and the valuable knowledge of former staff, have been excluded generally from the task of advancing the frontiers of innovation.
retired skilled workers; internet-based communities; innovation intermediaries. Next, NSI effectiveness can be boosted through greater labour specialisation in the innovation field.
South american CIO Executive, IBM Tom Velema EMEIA IT Advisory Leader, EY Michael Golz CIO Americas, SAP Alexander Gornyi CIO, Mail.
Our acknowledgments 1 In this report Foreword 2 Executive summary 4 Section 1 The rise of the digital business 6 Section 2 The DNA of the IT-intensive industry CIO
and research on this characteristic group of executives, we know that there is a distinctive subset of CIOS who have embraced already the digital world
In a survey, carried out by MITSLOAN, 1 of executives from different business functions across a wide range of industries
which receives strong engagement from senior executives across the business. As would be expected, much is being done digitally in these IT-intensive industries:
Spanish South american CIO Executive, IBM As might be expected of a leading technology brand, IBM is engaged deeply with digital.
when executives are pushed to focus on higher-level strategic issues, there is a consequent shift in the skills that they need to succeed.
but it suggests that these businesses are making a greater effort to attract more female executives.
says Diego Calegari, Spanish South american CIO Executive at IBM, who explains that true storytelling requires a deep grasp of the core of the business and how it works,
Diego Calegari, Spanish South american CIO Executive, IBM External Internal 26 Born to be digital Swanepoel has engaged sometimes external management consultants to help bring a fresh perspective on
given that they are more often called upon for advice by executives in the rest of the business.
Case study Our company has a personnel arrangement mechanism that allows a CIO to switch roles with other executives.
Our company has a personnel arrangement mechanism that allows a CIO to switch roles with other executives,
and Development, Nykredit 1991 1997 CEO Nybolig Retail Estate Agency, Nykredit 1982 1991 Various executive posts at Nykredit, primarily on the business side within Nykredit retail
DANSK IT 1975 1982 Master of Economics, University of Aarhus 1989 MDP program, Cranfield University Diego Calegari IBM 2013 today Spanish South america CIO Executive
Marketing's two-headed beast, 5 insights for executives series, EY, 2013.7. Why does Kenya lead the world in mobile money?
a CIO's key to the boardroom, 5 insights for executives series, EY, 2013. The digitisation of everything:
Thirdly, it builds human resource capability in the industry, investing in training provision and standards across the publicly supported educational system, through a training network of outreach centres and also via an executive and management development programmes for the tourism industry.
SOUTH EAST REGION EMPLOYMENT ACTION PLAN SPOTLIGHT ON THE SOUTH EAST DECEMBER 2011 2 Table of contents Table of contents 2 Executive Summary 3 1. Background
Appendix 5 99 Appendix 6 101 Appendix 7 102 SOUTH EAST EMPLOYMENT ACTION PLAN FORFÁS Executive Summary This report was prepared by Forfás following a request
building and civil engineering labourers; processing labourers; farm workers and counter-hands and catering assistants. The occupational profile in the South East (as in all regions) has been affected by the economic downturn.
Persons employed in Craft and Related Occupations have declined by 49 percent in the South East
FAS has facilities to train apprentices for fourteen trades from general engineering, core employment, welding, fabrication, hairdressing to information and communications technologies and has centres of excellence for training related to Motor Mechanics, Agricultural Mechanics and Heavy Goods Vehicle
100 161,300 8. 4 8. 7 Plant And Machine Operatives 15,500 134,300 8. 1 7. 2 Other Occupations (Labourers) 20,300 138,300
100 19,700 20,800 17,600 16,100 Plant And Machine Operatives 19,200 18,500 22,100 21,600 22,300 17,600 15,500 Other Occupations (Labourers) 20,700 23,400
300 Plant And Machine Operatives 162,100 162,400 171,000 179,200 173,100 140,200 134,300 Other Occupations (Labourers) 175,300 186,200 201,700 203,800 187,300 144,100
Recognizing Middle management's Strategic Role, DIBRELL, DAVIS, AND CRAIG 215 Academy of Management Executive 8 (4), 47 57.
Freel, M. S. 2003. Sectoral Patterns of Small Firm Innovation, Networking and Proximity, Research Policy 32 (3), 751 770.
and management skills of individuals in the senior management team and developing in-house coaching capacity;
212 E-business in the transport & logistics industry 5 Executive Summary About this study This study focuses on the adoption and implications of information and communication technology (ICT) and e-business activity in the transport and logistics
A large body of literature on skill-bias in technical change supports the finding that technical change is biased towards skilled workers,
and skilled worker to use it correctly. The training programs are crucial to prepare the users for the new tools.
'This solution, designed by a company called Techwire in close cooperation with the Cammack Senior management Team, automates transport, warehousing,
The project team consisted of Cammack senior management and consultants of the supplier company which was developing the software.
Following training sessions and change management mentoring by the senior management team all employees were convinced quickly about the benefits of the solution for their daily working process,
Page 1 Table of contents 1. Executive Summary...3 2. Ireland's Healthcare Challenge...6 2. 1 Where we stand today...
support and advice received from senior officials from the Health Services Executive, the Department of health and Children, the Department of Finance and the Health Information and Quality Authority during the preparation and review of the report.
ICT's Role in Healthcare Transformation Report of the Health ICT Industry Group Page 3 1. Executive Summary Continued progress in critical elements of Ireland's healthcare
comprising internal executives and external experts from the medical, academic and business communities to provide ongoing advice on the exploitation potential of Healthcare IT.
comprising internal executives and external experts from the medical, academic and business communities to provide ongoing advice on the exploitation potential of Healthcare IT.
, Jun 2009, G. Hurl, Health Service Executive The Economics of IT and Hospital Performance, 2007, Pricewaterhousecoopers ICT's Role in Healthcare Transformation Report of the Health ICT Industry
9 Executive summary...11 Introduction...25 Chapter 1. Generating Value from Health ICTS Introduction...32 1. 1. Health information technology can drive improvements in quality and efficiency in health care...
Data from 22 sites in British columbia show that report 14 EXECUTIVE SUMMARY IMPROVING HEALTH SECTOR EFFICIENCY:
benchmarking and 16 EXECUTIVE SUMMARY IMPROVING HEALTH SECTOR EFFICIENCY: THE ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES OECD 2010 identification of quality improvement opportunities.
particularly in countries where physicians are remunerated on the basis of fee-for-service. 18 EXECUTIVE SUMMARY IMPROVING HEALTH SECTOR EFFICIENCY:
The effective and consistent collection of 24 EXECUTIVE SUMMARY IMPROVING HEALTH SECTOR EFFICIENCY: THE ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGIES OECD 2010 data from the patient's primary care record can facilitate greater efficiency
Contents1 Executive Summary 42 Introduction 6 2. 1 Purpose of Synthesis report 6 2. 2 Structure of this report 63 Context 7 3
1 Executive Summary 1) The proposal submitted by the consortium is denoted INNO-Partnering Forum, or in short IPF in the Synthesis Report IMPROVING INNOVATION SUPPORT TO SMES5 such as the creation of a council.
III Executive Summary...iv PART A: THE CASE FOR REFORM...1 Opportunities and challenges in the global economy...
94 TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary iii Foreword Strengthening Australia's competitiveness is the key to our future prosperity.
The Hon Tony Abbott MP Prime minister of Australia TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness iv Industry Innovation and Competitiveness Agenda Executive Summary
TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary v The Government's economic vision The Government through its Economic Action Strategy is refocusing government, revitalising Australia
and Competitiveness Agenda Industry Competitiveness Executive Summary vii The reforms and proposals draw on advice from the Prime minister's Business Advisory Council;
Business Environment TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary ix Ambition 1:
and reducing taxpayers'compliance costs, including TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary xi by improving regulatory certainty,
TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary xiii Ambition 2: A MORE SKILLED LABOUR FORCE The Government is committed to increasing the skills of our workforce to better prepare for the jobs and industries of the future by:
Consistent with the TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary xv recommendations of an Independent Integrity Review, the Government will reform sponsorship requirements;
TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary xvii Ambition 3: BETTER ECONOMIC INFRASTRU CTURE To meet our country's economic infrastructure needs for 21st century,
TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness Executive Summary xix Ambition 4: INDUSTRY POLICY THAT FOSTERS INNOV ATION AND ENTREPRENEURS HIP The Government is refocusing industry policy to drive innovation and entrepreneurship,
and there has also been strong growth in Australian investment overseas (Chart 5). Access to international capital, skilled workers,
The Government is also establishing Trade Support Loans to help increase completion rates among Australian apprentices in priority occupations,
With only around 50 per cent of apprentices completing their training, and particularly poor completion and employment outcomes for lower level qualifications, the system also needs to pay more attention to the needs of trainees and employers alike (NCVER, 2013a).
The Government is also providing eligible apprentices with financial assistance of up to $20, 000 over the life of their apprenticeship, through the Trade Support Loans programme, for those undertaking qualifications leading to occupations listed in the Trade
Apprentices will be required to commence repaying the loans when their income exceeds a minimum repayment threshold ($53, 345 in 2014-15), consistent with the arrangements for university students under the Higher education Loan Programme.
Apprentices who successfully complete their training will receive a 20 per cent discount on the amount to be repaid.
A new model for apprenticeship support services The Government will implement new arrangements for delivering support to Australian apprentices and their employers from 1 july 2015.
The Australian Apprenticeship Support Network will provide a one-stop shop for employers looking to hire a new apprentice suited to their business.
connecting apprentices and employers through targeted job matching; providing advice about different course and training delivery options;
delivering personalised mentoring and support to‘at risk'apprentices; providing guidance to businesses taking on apprentices,
including on their roles and responsibilities; TPO00007 Industry Innovation and Competitiveness Agenda Industry Competitiveness The Reform Agenda:
Highly skilled workers are becoming increasingly internationally mobile. As their skills are in high demand globally
It offers business an avenue to quickly access skilled workers, where genuine skills shortages exist, to enable projects to proceed.
which increased the burden on businesses accessing temporary skilled workers. The Review heard that the current design of the programme delays
which will provide apprentices with financial assistance of up to $20, 000 over the life of their apprenticeship.
) Completion and Attrition rates for Apprentices and Trainees. Adelaide: National Centre for Vocational education Research. NCVER. 2013b).
and CIO. com are published by CXO Media Inc. to meet the needs of CIOS (Chief Information Officers) and other information executives.
Other innovation routines may include mentoring of innovators by senior management, seeking advice and resources outside established channels, celebration of successes and learning from failures.
And, finally, reward your executives as entrepreneurs-not simply as stewards of the corporate legacy. 4. 7. 6. Case studies Case study 1 A firm's (working in house appliances) experience in organizing quality circles can be summarized as follows:
The circle comprised of 12 workers, under the supervision of a foreman. They met one hour every week.
and well-defined series of activities concerned with the particular stage of the development and each gate is a decision point where senior management can continue
ENERGEX has seen that process development by an empowered crossfunctional team is crucial to long-term project success. Such teams must have the authority to make real decisions as well as the personal backing of the senior management team.
Good senior management support speeds process acceptance and early success."Innosupport: Supporting Innovation in SMES"-6. 1. New product development methods page 115 of 271 The initial plan was to involve the PIT crew in all aspects of process development,
the launch should consist of education and practical hands-on training for users and gatekeepers (senior management), accurate and concise process documentation,
The senior management gatekeeping team has welcomed already the consistency of business cases produced"Innosupport: Supporting Innovation in SMES"-6. 1. New product development methods page 116 of 271 by the new process,
business angels will be retired executives or people who have built successful businesses and then sold them. In either case, they would have an extensive knowledge of their market sector, the best practices, existing business contacts or other experience
Academy of Management Executive, 16:42-53. Jelinek, M. & Schoonhaven, C. 1990. The innovation marathon:
A thorough understanding of internal business processes, organisational backing not only by senior management but also by other employees, especially in R&d departments,
and management skills of individuals in the senior management team and developing in-house coaching capacity;
) Promoting Entrepreneurship and Innovative SMES in a Global economy Towards a More Responsible and Inclusive Globalisation Executive Summary of the Background Reports Istanbul,
Regulations and supervisor arrangements designed to safeguard the soundness of financial systems can affect the provision of risk finance to SMES.
56 4 1. 0 EXECUTIVE SUMMARY The National Institute of Standards and Technology (NIST) contracted with the Smeal College of Business at The Pennsylvania State university to conduct a review of literature that concerns how small
which narrows senior management's range of acceptable strategies (including innovation). Private capital providers (personal, family, friends,
Moreover, owner-managed SMES often favor placing family members in senior management positions over hiring outside professional managers,
there is the question of senior management's motivation to invest resources in their continued development through training,
Assuming that senior management has a clear idea of what it wants its cross-functional teams to do,
This dialog is selected open to the community as well as the company executives so that they can also participate in the knowledge exchange
Furthermore, demand for less skilled workers has decreased dramatically throughout the OECD, while demand for skilled workers has exploded. 6 11.
Given the shift in comparative advantage towards more knowledge based economic activity, many scholars have predicted the demise of SMES.
An executive of a company that makes laboratory equipment explained that the typical Mittelstand strategy"
On the one hand, new economic knowledge embodied in skilled workers tends to raise the propensity for innovative activity to spatially cluster throughout all phases of the industry life cycle.
Firstly, my special gratitude goes to my supervisor Magnus Klofsten. He has been of great help
The functions of the executive. Cambridge, Massachusetts: Harvard university Press. Baum, J. A c. 1998. Disciplinary roots of strategic management.
87 4 Executive Summary The innovation capacity of Small and Medium Enterprises (SMES) is a key issue for Europe's competitiveness and growth.
Each local design project costs €75 000 for the cost of the office, material, phones, cars, documentation, including salaries for Project manager, Supervisor,
Each local design project costs 75 000 euros for the cost of the office, material, phones, cars, documentation, including salaries for Project manager, Supervisor,
THE ROLE OF SMART SPECIALISATION 4 OECD 2013 TABLE OF CONTENTS PART I SYNTHESIS...10 EXECUTIVE SUMMARY...
THE ROLE OF SMART SPECIALISATION OECD 2013 11 EXECUTIVE SUMMARY Introduction: From concept to policy framework In November 2009, the European commission published the report Knowledge for Growth,
Industry representatives in Estonia have highlighted that the lack of educated and skilled workers as an important challenge for future growth.
ii) the participation of highly skilled workers in the process, given the increasingly cross-sectoral, cross-technology and cross-border dimension of activities,
and skilled workers being a challenge for growth, and underlined that in some key areas in within the IT field there might be as little as two new Phd graduates per year.
On the contrary, for the Lahti region the lack of skilled workers and research infrastructures is a main bottleneck for its smart specialisation strategy.
the number of executives employed by the firm; and the existence of a design office.
We decided not to take into account the percentage of executives to employees for SMES with less than 10 employees.
176) Size (number of employees)- 0. 00018 (0. 861) Executives(%)1. 3198(-0. 431) Design office 0. 045+(0. 088) n
F. Bougrain, B. Haudeville/Research Policy 31 (2002) 735 747 745 Table 6 Influence of executives presence on success rate of cooperative projectsa
Project result(%of executives to employees) Success Success rate Failures Failure rate Number of projects From 0 to 5 9 42.9 12 57.1 21 From 5
and the percentages of executives to employees. 5. 3. The contribution of executives to successful collaborative relationships The presence of executives indicates that the entrepreneurial manager delegates part of his power to its subordinates.
Consequently, the presence of executives should increase the success rate of innovation. Our empirical results invalidate
According to regression 2 (Table 4) and to the 2-test (Table 6), there is not a direct link between the result of a cooperative project and the percentages of executives to employees.
when the percentage of executives to employees is larger. This category is heterogeneous. Research and production managers are often at the heart of the innovation process.
Conversely, accountants and other administrative executives do not play a key role during the innovative activity.
In other words, the percentage of executives is only quantitative. It does not give any information on the organisational efficiency of the firms (Perrin, 1991.
We would also need information about executives'educational qualification. This lack of qualitative information is problematic.
Indeed, the level of education influences the receptiveness of executives to external sources and their approach to innovation problems to a considerable extent (Gibbons and Johnston, 1974.
When executives with a high level of education are confronted to a complex problem they recognise if the firm can rely on its own competencies to resolve this problem.
but they contribute to incremental innovations as well as executives. 5. 4. The contribution of design office to successful collaborative relationships The activity of a design office is not as formal as in a R&d department.
Like other WBCSD reports, it is the result of a collaborative effort by members of the secretariat and executives from several member companies.
or as apprentices at subcontractors or exporters. Those who combine export and subcontracting have characteristics in between exporters and subcontractors.
generally sourced from within the cluster and produced by skilled workers from the village itself. These traditional clusters have a deep social embedding, with locally rooted value systems and strong ties of association.
#7) as supervisor.(.While I was asked working, I permission to establish my own firm. I still consider myself his worker,
with the pilot acting as a supervisor/controller able to intervene or modify settings as necessary.
Business Expenditure on Research and development (BERD) 2011/2012 FORFÁS BERD 2011/2012 ANALYSIS 1 Table of contents Table of contents 1 Executive Summary 3 Caveats 5
2011 33 FORFÁS BERD 2011/2012 ANALYSIS 3 Executive Summary The biennial Business Expenditure on Research and development (BERD) Survey 2011/2012 is conducted jointly by the Central Statistics Office (CSO)
The performance of Croatia (HR), Czech republic (CZ), Greece (EL), Hungary (HU), Italy (IT), Lithuania (LT), Executive summary Innovation Union Scoreboard 2014 5 leaders
3 Executive Summary...7 1. Introduction...11 2. US-EU Innovation Performance in Web Services, Display Technologies and Robotics...
105 7 Executive Summary Innovation in US and EU companies was analysed in three ICT subsectors (web services, display technologies,
A typical member is not a senior executive but a middle manager. As stated in its annual report,
but to cater 72 for local languages for middle management professionals who network in that language. Its aim is also to be more than a directory of business contacts.
Venturesource by Dow jones Dow jones Venturesource provides comprehensive data on venture-backed and private equity-backed companies including their investors and executives in every region, industry sector and stage of development
Venturesource by Dow jones Dow jones Venturesource provides comprehensive data on venture capital-backed and private equity-backed companies including their investors and executives in every region, industry sector and stage of development
Maxim kazmin-Fotolia I CONTENTS Executive Summary 1 Benefits of conventional broadband and ultra-fast broadband 1 The goals of the Digital Agenda for Europe 1 Ability of different
Typical maximum achievable speeds for various wireless solutions 33 1 EXECUTIVE SUMMARY The goals of the Digital Agenda for Europe (DAE),
2 Executive Summary...4 1. Introduction...7 1. 1 Background and context...7 1. 2 Scope of the report...
44 4 Executive Summary Education is considered to be one of the most important factors for ensuring competitiveness
iv Executive summary...5 9 A note on terminology 11 information systems in the literature 13 2. 1 Maturity and adoption models...
income group 74 References 74 Executive summary 5 Information and communication technologies (ICTS) have great potential to improve health in both developed and developing countries by enhancing access to health information and making health services more efficient;
Executive summary Executive summary 6 This, the final report in the Global Observatory for ehealth Series
RESEARCH & INNOVATION STRATEGY for the Midwest Region of Ireland 2014-2018 Contents List of Tables & Figures 2 Foreword 3 Executive Summary 4 CHAPTER 1
Oliver Garry Cathaoirleach of the Midwest Regional Authority 4 Executive Summary Introduction Research and innovation (R&i) are the cornerstones of national and regional economic growth.
The personal choices of entrepreneurs and their executives can have a signifi cant impact on locational choice.
on the one hand, and transient labourers, on the other. While virtually all Qataris and westerners have an Internet connection at home, penetration stands at 85 per cent for the overall population.
Smartphone penetration is also much lower among transient labourers (24 per cent. Therefore, increasing the penetration of newer devices such as smartphones and tablets,
as well as the household access data, excludes transient labourers, which account for a significant proportion of residents in Qatar.
transient labourers make up 27 per cent of the overall population. 33 http://qnbn. qa/qatar-vision-2030/34 http://www. nbtc. go. th/wps/portal/NTC/!
which brings ideas from the world of thinkers to the executives and managers who use them.
Acknowledgments sloanreview. mit. edu Embracing Digita l Technology MIT SLOAN MANAGEMENT REVIEW 1 Contents RESEARCH REPORT 2013 2/Executive Summary 3/Introduction
Intel Gets Urgent 10/Executing the Change M aking a Case for Digital Transformation Incentives 12/Conclusion Executive Summary Companies routinely invest in technology,
MIT Sloan Management Review and Capgemini Consulting conducted a survey in 2013 that garnered responses from 1, 559 executives and managers in a wide range of industries.
Previous research with executives by the MIT Center for Digital Business and Capgemini Consulting showed that many companies struggle to gain transformational effects from new digital technologies
which involved interviews with executives at 450 large companies, MIT Sloan Management Review and Capgemini Consulting conducted a broadbased online survey.
Executives need to lead the process and make sure they're managing and coordinating across the company.
Digirati companies have executives that share a strong vision for what new technologies bring, invest in and manage digital technologies quickly and effectively,
A third of C-level executives and board members think the pace of change is about right,
Why would two-thirds of executives fail to articulate a vision for digital transformation? At least part of the reason comes from choosing the right way forward.
For instance, executives must decide what to transform first: Customer relationships? Internal operations? The business model? Any individual step requires multiple, coordinated actions.
It can also require executives to reframe what they think about their business. Wellpoint's Lori Beer recalled that
Figure 6 ppt11 50%40%30%20%10%0%C-level executives and board members CEO/President/Managing director Managers Staff Very fast Fast About right
Older executives and managers need to understand that their age can undermine faith in their ability and interest in leading digital transformation,
One executive responded to the survey by saying Our service offering is digital collaboration solutions,
Intel's top 25 executives gathered for a strategy discussion led by Stevenson and the head of human resources.
According to Stevenson, We had the top 25 executives in the company buy in to the strategy.
%Incentives One obvious way for executives to clear a path for digital transformation is to give employees incentives.
and companies should designate a specific executive or executive committee to spearhead efforts. Companies should take small steps, via pilots and skunkworks,
Executives and employees need clear rewards for making digital transformation a priority. There are two wrong ways to approach (digital transformation
The only wrong move for executives, then, would be not making any move. MIT Sloan Management Review MIT Sloan Management Review leads the discourse among academic researchers,
and innovative ideas so that thoughtful executives can capitalize on the opportunities generated by rapid organizational,
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011