alongside with the capability to provide workers with adequate training, also the firm†s ability to attract highly qualified labor force will become one of its core competencies
educational events, initiatives from employees, etc. is used as a measure of their importance as a source of innovation-related information (see Table I
Educational events for employees Initiatives from employees Organization of work (teamwork, job rotation, etc Organized communication in the firm
Spontaneous communication in the firm Social events and shared free time activities Five-point Likert-scale 1 Â Insignificant to
Business service firms and consultants Accounting companies Banks Firms in the same industry Firms in other industries
ten employees (i e. micro-firms), and strongly dependent on the work contribution of the entrepreneur and that of his or her family.
are, in fact, as much experts in innovation and technological development as they are potential sources of finance and
sustainability, innovation, environmental protection and a skilled, mobile labour market Eurocommerce has welcomed therefore the EU 2020 strategy right from the outset
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 given even more important the lengthening of working lives and the need to keep
Flexibility of labour markets: The dynamic and rapidly changing nature of the sector responds to consumers†changing shopping habits and professional clients†needs.
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,
ï labour markets in some Member States are inflexible, preventing retail and wholesale from adapting to customers†needs
ï Encourage Member States to reform their labour markets towards more flexibility and continuous skills development,
Member States should be encouraged to reform their labour markets towards more flexibility and continuous skills development,
reach a wide spectrum of executives, including those without an IT background These last two Chapters shift the perspective of Part
the state of the art for other non-IT executives. Part III discusses how companies have carried out ††innovation in practice†â€,
Information systems, Management of Information systems Quarterly Executive MISQE), Information systems Research, European Journal of Information vii Systems, Journal of Information technology, Information systems Journal, and
IT Consumerization, topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today†s organizations as well as users
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...
amount of) facts rather than intuition by experts or individuals. Nevertheless, we believe that management challenges and opportunities of Big data need for further
concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Executives often have to make decisions based on information they do not trust or they do not have
data access to customers, employees, and value-chain partners, further cultivating emotional connections 27. An example, is described the case by Awargal and
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
diffusion of data scientists among the employees 5 In addition, it is worth noting that data were considered not by interviewees
-ing managers decision making and employees perform their work Thus, integration orientation is one of the determinants of organizational
customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and
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 reten -tion 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†â€), located in San ramon and around the globe, as well
organizes employees into reference disciplines, such as, e g.,, machine learning statistics, and operations research, among others. Furthermore, centralization of
a consequent need for employee retention; reusability in technology. 6 6 ††The reason is you can†t find the talent,
3. Improved accessibility, by providing the ability for the employees to access work applications and files from everywhere
and employing more experienced consultants in this field, which would have a better response time for the future emerging
4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support and management
4. Based on the last point, there will be a possibility of losing the expert employees, which would create a problem for the company
in case it wanted to bring the old systems back due to the insufficient performance by the cloud
, how it grants employees access to physical and virtual assets, how it monitors these employees,
or how it analyses and reports on policy compliance and the little or lack of visibility into the hiring standards and
practices for cloud employees. This risk can lead to situations like financial impact, brand damage and productivity loss
Also it has to prepare better plans for its employees training and development in order for them to be able to cope with changes
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
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
communications and employee development which can be achieved by additional training 16. Moreover, and most importantly, top management support should be
of electronic storage devices, team workers performance and the policies that govern the way the business work 18.
/contractual/policy umbrella including employees, contractors and business part -ners. Whereas, untrusted consumers are those that may be authorized to consume
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
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
The purpose of the Delphi Method is to achieve a consensus among the experts on the subject being evaluated.
the concerned users and IT department employees, whose jobs will be altered or removed 3. Implementation strategy.
Validate with cloud subject matter experts Documented understanding of what will be achieved by comparing the strategic
the company†s Business Information systems (BIS), which includes Executive Information system (EIS), a Management Information system (MIS), a Decision
employee development. Corp Commun An Int J 8: 268†277. doi: 10.1108 /13563280310506430 17. Maurer R (2005) Taking stock of change management.
executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
personal devices by employees for work, as we are going to see in Chap. 5 on the IT Consu
the IT organization, 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
-pany-owned as well as employee-owned) in the network of a given company. In summary, they focus on risks and challenges for company data privacy and
workers, also offering real-time production data with a higher precision To solve these issues, Habasit has implemented a solution based on the
including advertising as well as mobile marketing experts 9 For further details on the impacts of sensor technologies on business innovation, we refer the
Furthermore, we have provided insights to IT managers and executives on the options they have when facing challenges related to the lifecycle of mobile ini
performance of workers. As for social listening, the considered case study has shown that mobile services and applications need for a continuous and appropriate listening
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
-tionships among employees, creating new spaces for knowledge and infor -mation sharing; on the other hand, opening the boundary of a company
As a consequence, Nokia†s employees were able to enhance their capabilities in sharing and finding useful information through social media, opening new con
factors and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data
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 their
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
However, increasing numbers of employees have become more self -sufficient and creative in meeting their IT needs.
individual employees can choose their own type of device to do their work, are beginning to flourish in the business world 3. Now, organizations in general and
employee wants to use, not what they want to provide A major driver of mobile device usage in the work environments has been the
Employees can be more productive due to permanent access to business data and transactions, and communication facilities.
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
started by having employees bringing their own devices to the business, thus, it Limited connectivity
individuals and achieve a better retention of employees by offering them job satisfaction and the freedom to unfold their creativity for the benefit of the
among the enterprise†s employees as well as better recruitment process by using social media platforms 9 •Operational opportunities:
the employees using their own devices. Adding to that, more flexibility and mobility will have positive effect on working from remote locations, like home
collaboration initiative at the staff, enhance the employees ability to work in virtual teams, and increase peer influence
which would help employees to increase online interaction and online data access, while using approved applications deployed via the
to this topic are based on the fact that the devices that the employees are using are
and tablets, only one third of the employees at those companies were aware of such
when the employees tend to keep passwords PINS and credit card details on their personal devices
worker. Although, there are concerns raised about the possibility of harmful software being introduced into the enterprise network by poorly protected
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
3. It is hard to discriminate between user and company data on the employee -owned devices,
-nesses in the private life and property of employees Category 3: Risks Affecting Data (Confidentiality, Integrity and Privacy
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
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
For example, if an employee knows heshe may later need access to a file created on hisher work computer,
computing landscape 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 They may help organization to develop a stronger user-centered strategy and
This covers employees from human resources and legal to IT, corporate services, and most impor -tantly, end users.
security model for employee-owned devices. This means shifting focus into a broader vision. In other words, instead of focusing solely on securing hardware
several countries to understand the different types of information workers, which can be segmented according to three factors:
worker Generalist Road warrior Deskbound contributor Techrealist All star Technology engagement Low Low Medium Medium Medium High
The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales person Deskbound contributor
and social platforms capabilities through web-based apps, employees can be productive regardless of whether they work at the office or remotely.
employees at the company 5. 4. 3 Bring Your Own Device for Vendors An independent contractor for several construction companies can controls hisher
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
Many of the nowadays employees are exploring this strategy. They are interested in achieving productivity gains by using their own mobile devices, such as
in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.
This strategy encourages talented employees and contractors, especially those in creative roles to stay at the organization.
management, 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
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their
Attracting and retaining valuable employees. Providing employees with a con -trolled 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
the number of workers who already use their own devices Organizational policies and acceptable device use.
Nowadays, as a consequence, employees expect and demand more freedom at work environment. They want to have instant access to the types of applications
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. Moreover, 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 & settings Apps
-ticularly applied 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
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
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
consumer gadgets that executives and employees are already bringing to work such as tablets and smartphones.
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,
strategy, since the company has realized that the employees will use their own devices at the workplace,
contractors and employees in joint ventures, likewise. Shell†s Airwatch MDM platform supports around 6, 000 individual devices.
employee-owned Apple and Android phones, and tablets that meet its minimum operating system requirements POINT OF ATTENTION:
and support employees own devices References 1. Nunziata S (2011) The consumerization of IT. CIO Insight, p 8
and supporting employees who work for them to move beyond institutional boundaries, they can find new resources and solutions to their problems.
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 organiza -tions use social collaboration tools to improve efficiency, solve problems, create
interacting with experts, since they can practice their unprofessional skills while practicing their hobby 20
not only to treat crowd workers as simple sensors or processors, but also to join their human intelligence and creativity.
that the decision makers need to develop security models for employee-owned devices, addressing key concerns such as, e g.,
identity-related motivations security experts see as constraints and causes for a limited accuracy of costs estimations 8
from a qualitative expert interview study, uses Balanced Scorecard (BSC) 16,17 concept as a basis for a decision support approach, resulting in an Enterprise
and understood by employees in order to be transmitted effectively to people in the outer context of the organization,
activities, when employees are in charge of a given touch point, or as indirect ††testimonial††of the brand in their everyday life, reinforcing its reputation, like
in investigating the role of employees about the management of reputation by businesses in social media 24
executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context, such as telephone
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.
-quences of the decisions made by top management, top-level executives tradi -tionally relegate important IT related resolutions to the IT professionals in the
Similarly, business managers and employees think Table 8. 1 Governance benefits for risks associated to key decision making areas
can include legal department, business experts and ICT specialists as well as external vendors. Most importantly, those team members need to realize that they
IT executives and a diversity of IT committees. Also, processes refer to strategic decision-making and monitoring practices,
organization, with active senior management involvement and support. At this level of maturity implemented, the IT steering committee has started already to
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
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, and consequent better chances for success Communication and change management Enabling diffused and cross units conversations and
Manpower and Public Authority for Social insurance is necessary for e-govern -ment system to verify employment history and social security status seamlessly
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
and involvement of additional groups such as the board of directors, executives and IT management In conclusion, this Chapter has offered some insights into digital governance
topic of research that underwent a very wide spread among academics, consultants and managers 8. In fact, the business model was established as the independent
team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of
made up of financial experts, kids entertainment professionals, software devel -opers, 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
The advantages, compared with traditional expert recognition of emotions, lay in a higher objectivity, the ability to capture all the micro-expressions, even when
to conduct with employees and customers As an example, it can be used to test whether a given set of information affects
emotions 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
areas for digital management intervention by IT executives and the other Cxos1 interested in initiatives for digital business innovation.
Support Employee Owned Devices 5. 4†Business Scenarios for IT Consumerization 5. 4. 1 Work from Your Phone
and develop innovative labour markets and to continue this situation into the future. These international experts also state that there is a need to develop attractive conditions to entice innovative migrants
and for institutions to be prepared to reproduce highly innovative labour based on their own capacities. WIT through TSSG/Arclabs has started already the process of creating
and successfully using an innovative labour market. We have started the momentum, we need to build on this momentum
However through extensive collaboration with enterprise and industry experts, the model incorporates reference points to the industry state of the art
WIT has a strong track record in the support of vocational and labour market oriented education at all levels.
and up-skilling of the unemployed such as in the case of ex-Waterford Crystal and Talk Talk employees.
All sectors of the community including policy makers, entrepreneurs, business owners, employers, educators and the youth must embrace the concept of job mobility, brain circulation and labour/skills circulation.
Instead of putting barriers in place to hinder mobility and the free flow of personnel, stakeholders should encourage it knowing that the circulation of knowledge,
TSSG research teams comprise some of Ireland†s leading telecommunications and software engineering experts; this knowledge and expertise has enabled us to work with academic and industry leaders from around the globe.
employing close to 5, 000 workers. It is estimated that each job in the Health Services sector supports 1. 18 jobs elsewhere in the economy.
According to Hilpert (2013) â€oeone needs to understand that though this geography of innovation is built on Islands of Innovation and their regional labour markets,
and whether innovative labour markets provide additional instruments for appropriate policies to have a positive influence on advanced socioeconomic development.
Thus, in the end, it is not sufficient to study both the regionalisation of innovative labour markets and the migration of such labour to Islands of Innovation,
rather it is necessary to discover more about the role of innovative labour markets in building Islands of Innovation
5 Executive Summary 7 Section One: How Innovation Capabilities Influence the Competitiveness Divide 8 Section Two:
respondents and numerous global and European experts from academia and civil society I would like to thank all project participants, and in particular the
growth, innovation and employment opportunities they present. Figure 3 shows that SMES in different European countries have performed very heterogeneously,
an employee †Start up †Assessing the success factors for an entrepreneur in establishing an innovative organization
and number of employees, in particular identifying and realizing win-win opportunities for collaboration between market leaders and market
company, including licensing, tax and labour market regulations †Market framework refers to the availability of necessary
partners, advisers and enablers who transfer know-how and create opportunities for growth Figure 4: A Life cycle Model for Entrepreneurship6
These results are more positive than many experts engaged in the project expected. However, when compared with
innovative start-up as an employee. 12 Figure 10 details a conceptual model for the factors influencing whether
as an employee (37%)than those starting their own venture (29%.%These results indicate that policy-makers
Employees of the Finnish start-up Rovio had developed 51 programmes, none of which was a commercial success
Union (EU) now favouring work as an employee. Another is the prevailing attitude towards entrepreneurs, which, while
with less than 10 employees), constituting the preponderant majority of the 20.6 million SMES in Europe in 2013.31
venture capital experts say the sector is stronger than the long-term data indicate Today, non-European investors recognize
employees, partners and customers Barclays Open Innovation: 55 The project began with a survey of business units, which
Silicon valley and Israel, led by a senior executive with enough credibility in the company to champion collaboration cases.
 Second, BT involves senior executives early in the collaboration process, by organizing meetings with selected companies during dedicated
executives understand the perspective of smaller companies and what they expect from a partnership. BT has specific â€oelight†versions of processes for running proof of concept
A team of 15 ABB employees collaborated with Fastned to develop the concept DSM/Provexis:
Could you estimate what proportion of SME employees in your country are working in innovation-driven SMES
finance, labour market interventions to improve access to talent, and projects to improve framework conditions for cross
grow faster and employ more workers. †35fostering Innovation-driven Entrepreneurship in Europe Toomas Hendrik Ilves
export advisers residing in major target markets, who provide advice and market information, as well as assistance
enterprises is expressed by entrepreneurs†expectations concerning the increase in employee numbers as well as their ambitions on the international market.
in countries at the same development level, expectations of early-stage enterprises concerning a fast increase in employee
numbers (i e. more than 10 employees in five years and over 50%of growth) are lower,
poor links between universities and the labour market don†t help We should be giving tax incentives to start-ups.
they might encourage a corporate culture with spin outs and employee circulation; and they might view being located in a strong and innovative entrepreneurial ecosystem as a long-term value.
workers. The top sector approach focuses on nine sectors that are highly competitive in the global market.
relevance of other difficulties increases, including severe competition, availability of skilled employees and managers, and
labour force and the education system Teachers and professors can be trained as entrepreneurship developers to inspire and encourage potential entrepreneurs
in start-ups as employees and as founders. Individual attitudes and skills can be influenced effectively by direct
or employment opportunities. These experiences build on school-based programmes and often lead to employees founding their own businesses
Connecting and partnering to help entrepreneurs start up As outlined above, a key challenge for European
employees to join their ventures Providing mentoring to new founders Providing more opportunities for potential entrepreneurs to
advisers for young European change -makers Global Shapers Hub, DÃ sseldorf We propose fostering an active
or labour market issues, and on identifying avenues for consensus with external partners on the protection of
Firm paradigm, the first question for executives will be whether they can understand the direction and forces
join a start-up as an employee, and the factors related to the successful growth of a venture
say it is challenging to find workers with the skills they need. See Silicon valley Bank (2013), Start-up outlook report
Adviser and Knowledge Partner: A t. Kearney Kai Engel, Partner and MD, Germany, Lead Partner for
Amber Ott, Senior Account Supervisor YES Dimitris Tsigos, President The project team would also like to thank CEO Collaborative
Tobias Schmidtke, Senior Consultant, A t. Kearney Germany Bohuslav Sobotka, Prime minister of the Czech republic Fridolin Stary, Head, Group R&d, Wacker Chemie, Germany
Jeroen Van der veer, Executive Member of the Governing Board, European Institute of Innovation and Technology Hungary;
Krisztina â€oez†Holly, Adviser, National Advisory Council for Innovation and Entrepreneurship, USA Daniel Isenberg, Professor of Entrepreneurship Practice
Guriqbal Singh Jaiya, Director-Adviser, Innovation and Technology Sector, World Intellectual Property Organization WIPO), Geneva
Harkesh Kumar Mittal, Adviser and Head, National Science and Technology Entrepreneurship Development Board Department of Science and Technology, Government of
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