Has there been sufficient involvement of stakeholders in the Europe 2020 strategy? are involved you in the Europe 2020 strategy?
As work on EU 2020 progresses, continued stakeholder involvement remains necessary. In this respect, Eurocommerce is committed to continue playing an active role;
Transparency & stakeholder involvement are drivers to ensure that all players adhere to the plan
COSME and Horizon 2020.10 of 12 What would improve stakeholder involvement in a post-crisis growth strategy for Europe?
Transparency is key for stakeholder involvement. Information made available to stakeholders needs to be easily accessible
and as easy as possible to read. The Commission has demonstrated often its ability to carry out state-of-the-art stakeholder consultations;
existing examples of good practice could inspire other services still lagging behind. Evidence-based impact assessments are greatly important to inform legislative decisions.
Also dialogues among stakeholders should be encouraged wherever relevant. The sectoral social dialogue in commerce works well and deserves continued support.
Eurocommerce has provided detailed comments on impact assessment and stakeholder consultation in two recent position papers.
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
However, this factor forms big challenge for all stakeholders in cloud computing. This happens because of the structure of the cloud computing
The criteria in this three-level hierarchy are the ones that can be weighted in the approaches mentioned above to decide its importance for the concerned stakeholders 19.2.4.2 Cloud computing Project Implementation Life cycle Conway
infrastructure and stakeholders. This step faces two important challenges which are defining the enterprise architecture which can be a time consuming task,
and technical requirements and to fully ensuring stakeholders'engagement and collaboration. 4. Business design. To design how the services will look like
The challenges for this step are providing a clear definition of the existing and desired interfaces and defining the relationship with the stakeholders.
and stakeholders A list of services to be outsourced to the cloud, with documented understanding on impacts to service, people, cost, infrastructure,
and stakeholders Decide what type of cloud outsourcing model will be used, and why it is suitable A cloud outsourcing model,
the assigned project team will accomplish some important tasks such as the transition of the service, the management of the staff impacted, the management of the communication to all stakeholders,
However, even though a large number of firms recognize the importance of these policies for end users and stakeholders in general,
on the other hand, opening the boundary of a company through the involvement of external stakeholders and users, likewise.
and engage stakeholders: companies need to consider creating a master vision of the BYOD program by engaging
and collaborating with all key stakeholders early in the IT consumerization process. This covers employees from human resources and legal to IT, corporate services,
such as those listed in Table 5. 2. 1 Engage Stakeholders 2 Update Security Model 3 Decide on OS and devices 4 Plan Deployment 5 Stay current with Technology Fig
the project required significant nontechnical collaborated work with other stakeholders in the business to ensure the company was ready for a new way of working.
or even conflicting goals that the various stakeholders in global IS projects often have. Managing teams that are distributed globally requires a more demanding standard of management and collaboration to those needed for more typical virtual groups within the same economy or region.
and how it goes about its business (especially the way it relates to its stakeholders and the environment)''18, p. 1119.
The latter can be defined as the sum of perceptions and expectations of the stakeholders and the public of a given business 18,19.
Retrieved from http://stakeholders. ofcom. org. uk/binaries/consultations/0870calls/summary/0870condoc. pdf. Accessed 16 january 2014 28.
as well as to a strategy need for superior business results for all stakeholders 3. Notwithstanding IT performance is linked directly to the long term consequences of the decisions made by top management,
which cannot always guarantee the best results for all stakeholders. As a consequence, IT governance should involve everyone:
IT governance is about the good supervision of IT resources on behalf of the stakeholders who expect a return from their investment.
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.
These resolutions will be considered as the expectations they demand from the concerned stakeholders. However, if these potential answers for the investigated problem were met not, a cycle of discussions about the suggested solutions,
mechanisms Tactics IT executives and accounts Committees and councils Strategic IT decision-making Strategic IT monitoring Stakeholder participation Business/IT partnerships Strategic dialog
and learning Mechanisms Roles and responsibilities Definition Strategic information systems planning Active participation by key stakeholders Shared understanding of business/IT goals IT organization Structure Balanced scorecards
and strategy maps Collaboration between key stakeholders Active conflict resolution CIO commitment Service level agreements Partnership rewards
in which they also established several CSFS emphasising IT as an integral part of the enterprise and the importance of awareness, communication, stakeholders'involvement, accountability and monitoring across the organization.
when so many stakeholders and processes are involved. However by breaking this task into small, strategic steps,
and partnership 4. Engage key stakeholders 5. Define and align IT strategies to corporate strategies
This can be a mechanism for stakeholders to request controlled changes as exceptions Define a benefit management system
From a practitioner's point of view, the results of the study infer that stakeholders who are concerned with IT management can concentrate their IT governance improvements efforts to the IT processes that showed strong correlation with IT governance performance.
According to those results, improved activities, documentation, monitoring and role assignment of the quality management process would have positive effects on the business stakeholder satisfaction while, on the other hand,
That is, because all government agencies need to integrate seamlessly to provide electronic services to its stakeholders
stakeholders should consider the components that suit their case studies. The second case study discusses the implementation of IT governance to support e-commerce technology that radically influenced
which it operates and its relations with the various stakeholders. This chain is a multi-actor network that includes suppliers, intermediaries and partners through
but also the roles played by the various relevant stakeholders such as customers, suppliers, competitors and suppliers of complementary services, outlining the relationship between the parts that make up an enterprise's network.
selecting and involving all stakeholders, both internal and external, in the process of innovation through the creation of strategic alliances.
High-impact entrepreneurship involves a network of actors in the best spirit of the World Economic Forum's multi-stakeholder framework.
In line with the Forum's mission, this report hopes to stimulate constructive debate across multiple stakeholders,
and is viewed not always completely positively by all stakeholders. On the borderline between wealth creation and customer benefits are companies like Lyft
Because an entrepreneurial ecosystem it will only be successful and sustainable if it works for all stakeholders.
The development of the project and this report have shone the light on the benefits of reducing fragmentation and increasing collaboration across different disciplines and stakeholders.
and jobs across the region Stakeholders have significant scope to positively influence external factors affecting each of these phases.
and create better conditions for cross-stakeholder or cross-regional collaboration between different actors. In addition to policy-makers'ongoing efforts, private actors are very willing to contribute.
To more effectively and efficiently support innovationdriven entrepreneurship in Europe, stakeholders need to focus, connect and partner.
More explicit criteria that can help stakeholders identify and invest in momentum-building entrepreneurship initiatives are needed.
stakeholder need to create better and new connections across countries, sectors and programmes that meet key criteria.
Building on an enabling network, stakeholders must be encouraged and supported to collaborate and partner across initiatives, regions,
reaching more than 500,000 participants. 28 Partnering across stakeholder groups to improve regulatory framework Start-up Europe was launched in March 2013 with a six-part plan to accelerate
To achieve this, there is an ongoing dialogue with the relevant stakeholders to discuss factors that hamper growth
This needs the cooperation of several stakeholders, mainly the media, but also other actors who can motivate highly-skilled people to found an innovation-driven company,
and momentum by connecting stakeholders better Together, focusing stakeholders on what works at scale, connecting actors and developing effective partnership approaches can lead to a more integrated innovation ecosystem that can contribute to growth in European industries
needs, preferences and locations of relevant stakeholders, including entrepreneurs, interested businesses, civil society stakeholders, investors and potential mentors.
Emerging examples of resources and partnership networks are detailed below. Partner: Developing entrepreneurship initiatives that achieve both scale
and momentum by connecting stakeholders better The ultimate goal of this report is integrated a more European innovation ecosystem that supports serial entrepreneurs.
and followed by active partnerships between stakeholders. Linking stakeholders and programmes across countries, sectors, industries and areas of focus can help activities that produce tangible results achieve greater scale and momentum.
Fully 80%of project survey participants see significant potential to improve the level and impact of collaboration between entrepreneurs, universities, large companies and academic institutions (Figure 23.
The key to success of this agenda is mobilizing stakeholders who are willing to promote it in multiple contexts.
the World Economic Forum is working with constituents to create momentum for the agenda among various stakeholders across Europe.
European stakeholders must prepare for new public and private-sector activities that will unleash future waves of innovation.
governments need strong support from various stakeholder communities (including business and civil society), because the duration of the policies required will exceed often that of their electoral mandate.
a change of external relationships between traditional and nontraditional stakeholders and the environment, and a change of outlook among the top management.
markets and stakeholders as a Coral reef consisting of diverse pockets of opportunity. Such organizations have mastered the ability to spark,
Meanwhile, Cambrian Corporations need to remain closely connected with their stakeholders and broader society. New social and economic challenges will emerge,
misalignment and realignment between these corporations with other sets of stakeholders that are contributing to
In this way, problem stakeholders can become solution co-innovators in a sustained fashion and the role of the corporation will have morphed from one of an agent of volatility to that of an agent of stability.
Stakeholders should tap into this motivation at scale to create the most supportive environment possible for each life cycle phase,
stakeholders need to focus, connect and partner, creating greater transparency and increasing collaborations across sectors.
European stakeholders must be prepared to harness these shifts, rather than block them, to ensure that Europe regains its position at the innovation frontier
but also in providing channels of communication and cooperation between various economic stakeholders. This sort of effort was combined with the already existing foundations of a skilled workforce
The benefit of Detroit's bankruptcy (governed by federal law) has been to force a process with a defined timetable onto the many stakeholders in the city's fiscal condition.
This previously absent sense of urgency has brought new stakeholders, most notably the local philanthropic community,
and healthcare for retired workers) has wrought a devastating price on Detroit's workforce, government, businesses and financial stakeholders.
Involve stakeholders in effective planning: Detroit has suffered from a lack of coordinated, creative and longterm planning.
The value of effective planning efforts derives from their inclusion of all the city's stakeholders and their accessibility to all citizens,
and (b) Inward at the service of its citizens, companies and local stakeholders. The mission statement was synthesized as follows:
i e. the integrated framework for public service and social governance, the government and stakeholders have set up a good cooperative public-private partnership.
so that stakeholders can work together on shaping economic agendas that can address challenges and create enhanced opportunities.
and stimulate discussion among all stakeholders about the best strategies and policies to help countries to overcome the obstacles to improving competitiveness.
The final objective of the Forum's work in this area is to inform a series of structured multi-stakeholder dialogues that can raise awareness
and more determination and shared commitment among all stakeholders is needed urgently in order to build strategic public-private collaborations.
The process requires long-lasting commitment from relevant stakeholders to mobilize resources and provide the effort that can lead to the necessary reforms and productive investments across a vast array of areas.
stakeholders'actions most notably those originating from the public and private sectors are not always well coordinated and aligned,
Fortunately, stakeholders are increasingly acknowledging the need to address this disconnect between public-and private-sector actions.
in order to broker effective collaborations, stakeholders must be able to count on clear targets and evaluation frameworks,
and Competitiveness Practice Repository is a new initiative of the World Economic Forum to orchestrate an informed multi-stakeholder process for better understanding
Progress on these challenges requires high levels of multi-stakeholder collaboration for example on environmental regulation, where a balance with productivity needs to be ensured,
Since 2010, the World Economic Forum in collaboration with a multi-stakeholder Advisory board of international experts (Box1) has embarked on an effort to integrate the concept of sustainability into its competitiveness work.
and other stakeholders across 70 countries, with combined sales of nearly US$2. 5 trillion. 11 More specifically, the CGF has four key focus areas:
and communication cross stakeholders are just a first step toward finding a pragmatic solution to complex environmental problems,
stakeholders should not be complacent and should continue to monitor and improve the management of Swiss resources.
The World Economic Forum will continue to serve the international community by providing a neutral multi-stakeholder platform to advance the understanding and analysis of this important concept.
Recognizing that multi-stakeholder collaboration is vital for creating the confidence necessary to undertake the investments to build more sustainable economies,
and other stakeholders. Striving for excellence The Global Competitiveness and Benchmarking Network has, over the years,
The Global Competitiveness Report 2014 2015 aims to support these stakeholders in establishing a collaborative approach and identifying assets on
the country exhibits a robust uptake of ICTS by all major stakeholders businesses (9th), government (11th),
and better access to ICT infrastructure, ensuring higher ICT usage across stakeholders. However, persistent weaknesses in the broader innovation system hinder the overall capacity of the region to fully leverage ICTS to foster its competitiveness potential,
and suggests that regulators should work closely with industry stakeholders and across regions to achieve technology-neutral high-level regulatory principles that last
implement necessary changes into their organization and cooperate with the regulators and industry stakeholders. Key, however, is to empower the customer.
in turn, be more likely to benefit from a push on the part of the different stakeholders to be prepared better
the actual usage of all main stakeholders; and, finally, the impacts that ICTS generate in the economy and in society.
Since then, the active role of all stakeholders government, businesses, and individuals has resulted in the positive outcome we see today.
Overall, the country exhibits a robust uptake of ICTS by all major stakeholders businesses (9th), government (11th),
with all stakeholders using ICTS in their everyday activities. More precisely, ICT uptake among individuals (3rd) is one of the highest in the world:
from the market and regulatory conditions that support high levels of ITC uptake to levels of usage by all stakeholders and the economic and social impacts accruing from ICTS. 2. Overall,
when viewed by considering the impacts that benefit different stakeholders. These findings have several policy implications both for EU Member States
these activities will need to be coordinated across stakeholders, so creating and strengthening public-private collaborations will be key.
with strong usage of ICTS among all society's stakeholders. In addition, the economy manages to improve its already developed infrastructure (5th) by,
trailing behind the level of ICTS used by other stakeholders: business (44th) and government (38th.
Across stakeholders, businesses (36th) lead, with companies quickly absorbing the latest technologies and increasingly integrating ICTS in their daily activities.
yet this is compensated for by stronger usage, especially among business (50th) and government (43rd) stakeholders.
and better access to ICT infrastructure, ensuring higher ICT usage across stakeholders. However, persistent weaknesses in the broader innovation system hinder the overall capacity of the region to fully leverage ICTS to foster its competitiveness potential
and ensure higher ICT usage across stakeholders, with one of the highest rates of Internet users (45th), e-commerce (35th),
this is reflected in the already high and rapidly increasing levels of ICT uptake across all stakeholders.
and very low ICT penetration across all stakeholders, it is not surprising that the country does not achieve higher economic (133rd) and social (140th) impacts.
deeply transforming the economic and social relationships across stakeholders. In this environment of fast-paced change
and stakeholders'readiness to fully leverage the potential that ICTS unveil. An analysis of the digital landscape confirms some of the key findings that have been presented in previous editions.
Designed and produced as a framework for multi-stakeholder dialogue, it also serves to identify
The development of such an architecture needs to be a collaboration between multiple data stakeholders to ensure its feasibility and inherent security,
A metadata-based architecture offers value to all stakeholders in the data ecosystem, not only users.
and other stakeholders within the industry when revisiting their regulatory frameworks. This will help to understand the business issues
By efficiently managing all stakeholders, regulators can establish a transparent legal framework that helps promote industry growth rather than hindering it with unnecessary legal burdens.
he has been particularly active in helping clients around the world on a range of strategy, regulation, stakeholder management, business in society,
and stakeholder management and worked extensively in this area both at Mckinsey and prior to joining the firm.
Her work is focused on shaping relevant long-term technology policies globally by engaging with stakeholders and raising awareness of potentially disruptive impacts of emerging technologies
and stakeholder management for the past five years. He has been a lead author in the annual Global Information technology Report of the World Economic Forum since 2005.
and get information firsthand from key European industry stakeholders in Brussels such as the European Telecommunications Network Operators'Association ETNO), the European Competitive Telecommunications Association (ECTA), the Centre for European
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