| Labour force (973) |  |
| Labour market (1070) | |
| Occupational status (3291) | |
| Socioprofessional category (688) | |
| Labour force (973) | |
| Labour market (1070) | |
| Occupational status (3291) | |
| Socioprofessional category (688) | |
She is also an expert for French and European institutions. The Innovation Biosphere Planet and Brains in the Digital Era Eunika Mercier-Laurent www. iste. co. uk Z (7ib8e8-CBFFGG (EARTH SYSTEM †ENVIRONMENTAL SCIENCES
offers a virtual onboard presence and sends experts detailed information on system behavior, especially along high-risk sections.
Addiction to cell phones CIS 14, games and social networks is rampant in Generations Y and Z. The workers from Generation Y use three screens.
a specialist contractor in all mechanical and electrical services and an expert in energy performance.
However, many clothes and bags are produced in Italy by Chinese workers in aim to label them â€oemade in Italyâ€.
Culture is one of the biggest employers in Europe. We moved from factories to offices.
/Innovation Ecosystems 57 in the development of innovative SMES8, we propose the addition to disclosure requirements of Corporate Social Responsibility of any company of more than 2, 000 employees a criteria or indicator on behaviour towards innovative SMES,
and to encourage cooperation among workers with differing backgrounds. Related norms (ISO 26000) are complex
an adviser and a box of ideas. Equipped with artificial intelligence techniques, computers can â€oethinkâ€, solve problems,
become experts and accumulate a collective experience, under the condition that we transfer to them the relative knowledge and the necessary reasoning and learning techniques.
cheaper workers finder Practitioner of the e-co-innovation culture Financial Estimation of ROI (return on investment) Measuring the capacity to innovate and the of tangible and intangible benefits and values Computer user Planning,
Why do not ask the local experts to write such reports? 2. 6. Measuring benefits Despite all the mentioned barriers and paradoxes,
and employment The appearance of the first industrial automats and robots in factories and production units has begun the polemical replacement of workers by machines.
as businesses generated more value from their workers, the country as a whole became richer, which fueled more economic activity
the mechanization of agriculture vaporized millions of jobs and led workers to eventually move from farms to 90 The Innovation Biosphere factories.
Workers repeatedly adapted by acquiring new skills and migrating to jobs in new industriesâ€. Are workers able to adapt?
According to Ford, computers and machines are increasingly taking on intellectual tasks and, in the long run, all high-end,
Many have elevated an Executive Secretariat/Ministry of Innovation reporting to the President or Prime minister, coupled with Education, Economic Affairs an/or Community Development.
the Appendix on French Policy was elaborated by the UK consultant who gathered available information on the web without checking the real situation in service innovation policy.
Inclusive growth aims at raising Europe†s employment rate for women, young people and older workers and in helping people of all ages anticipate
3) launching Grand Coalition on Digital Skills and Jobs (in IT) in the face of a critical shortfall of talented ICT experts.
access to capital, removing regulatory barriers, mentoring by business experts and lowering taxes. Access to market is important
Evaluating experts were expected, but, for instance, the European commission practices incremental innovation and the disruptive one is understood not yet by the current evaluation experts.
The science-driven innovation part of the programme supports the growth of new science and technology-based results to be harvested in the other parts of the programme.
In 2012, on demand of new government, Anne Lauvergeon, the former president of AREVA, led a group of experts studying the main ambitions for France to stimulate innovation in companies
While local authorities often look for famous experts, they may ignore that they have local people who know the context and capable of dealing with a given challenge.
Persistent mismatches between employee skills and job requirements can seriously impede innovative activityâ€. The United states alone spends $100 billion a year on unemployment benefits.
There is also the need for a common language facilitating communication between innovation and social/labor experts.
It made it clear that this problem should be addressed using an overall approach †communities needed to be provided with greater educational opportunities for the island†s youth to ensure that young adults were qualified for the new jobs that ought to be there (rather than training young people for the existing job market),
We can only manage know-how and interpretations that subjects (experts, amateurs) communicate by speaking, 140 The Innovation Biosphere showing
academics and consultants) with the aim to improve the concept of FC through design, observation, exploration of its effectiveness and ways of managing it.
the team is composed of full-time employees of the center. Typically, this in-house team includes five to six team members (director, facilitator, host, content expert, etc..
In other centers, the team is much leaner, and most of the facilitation work is done by experienced external facilitators.
Employees that come to the FC are recharged with new energy; †greatly helping to remove internal organizational barriers †as this is a â€oeneutral†zone in
She is also an expert for French and European institutions. The Innovation Biosphere Planet and Brains in the Digital Era Eunika Mercier-Laurent www. iste. co. uk Z (7ib8e8-CBFFGG (EARTH SYSTEM †ENVIRONMENTAL SCIENCES
The first European BPM Round table took place in Eindhoven in 2012 with the objective to broadly exchange knowledge and experience between experts from business, administration, and science.
we can observe that large parts of modern societies are experts in using IT in their daily business.
They outline how informing employees about strategic corporate goals during workflow execution increases strategic alignment and offers innovative possibilities for the implementation of strategic change.
Retrieved from http://www. amazon com/Building-Real-time-Enterprise-Executive-Briefing/dp/0471678295 Hugos, M. H. 2009.
Alternatively, external providers now do many employee services that were provided once internally, by the organization.
, employee benefits, legal services, small item purchasing, employee travel) fail to adequately solve the employee or employers PTBS.
How adaptive case management will revolutionize the way that knowledge workers get things done. Tampa, FL:
greater transparency and insights into processes for both internal workers and external customers or business partners;
but is also making inroads with remote and mobile enterprise workers. A healthcare worker working with patients in their homes can gather patient information on a mobile device
removing the need to re-enter data when they return to their office, and receive immediate feedback on potential drug interactions and suggested next steps.
employees from home or remote corporate offices, or business partners and customers from their own 52 S. Kemsley location.
These knowledge workers apply their skills not just to perform individual tasks assigned to them,
today†s workers expect to be able to configure their own environment to suit their working style,
Furthermore, management experts recognized the benefits of distributing co-creation across the value chain, so that ideas from workers at all levels are captured to provide a more accurate picture.
This led to the development of social business applications that allow for emergent structure and processes rather than imposing predetermined taxonomies and procedures
For example, an internal social network that allows employees to create profile pages can be used for locating others with specific skills
For example, a wiki used to document internal operational procedures can be updated directly by any worker with information on specific areas of the procedures.
Increasingly, these functions are integrated directly into the line of business applications that workers use every day and BPM systems are proving to be an ideal platform for this integration:
and workers from different areas will more easily lend their expertise to projects that bear some similarity to their own.
making it a measurable contributor to work improvement rather than a hidden factor. 3. 2 Dynamic Processes Dynamic processes allow the worker to modify a process,
dynamic processes can also be created by a worker purely for their own use. In routine work, process models are predefined
and the worker dynamically decides the tasks required to complete the goals in response to current conditions.
management no longer dictates every action that employees take, but everyone is given an appropriate level of control required to complete their tasks.
(and unmonitored) methods if overly-strict management control does not allow knowledge worker flexibility within the line of business systems.
Providing flexibility allows knowledge workers to improve the quality of the work completed, based on their skills and experience.
More flexible work styles can also be challenging to less confident workers, who may not collaborate
encouraging workers to offer their own ideas. In many cases, organizations can benefit from collaborate, dynamic business processes,
It may be necessary to shift employee metrics from pure efficiency measures to those that capture contributions to problem-solving and social collaboration,
and change extrinsic incentives and reward systems in order to guide worker behavior. 4 Smarter Processes Improved intelligence in business processes is achieved through the combination of many different technologies,
or to alert a worker to take manual actions. Finally, predictive process analytics can be used to dynamically optimize the process model relative to the process goals.
Yet, it is still not well researched how companies can harness the various benefits for using social media to better involve both employees and customers in various phases of the business process life cycle.
We here understand SM to be a service that facilitates networking among employees and stakeholders,
Additionally the SM enable locating experts on a particular topic within the organization (Stieglitz, Schallenmuâ ller,
With SM, employees and stakeholders are given much more freedom of choice to collaborate and connect.
(3) enable inclusion of more employees than just a few selected experts in the modeling group.
Typically processes are modeled by a closed group of business analysts, employees and process owners; in our experience often the individuals most in favor of process view
and M. Klun coordination reasons, excluded employees, if not involved at a later stage, can develop negative predispositions towards the process approach (Rosemann, 2006).
but by using SM all employees, not just a handful, are given insight into the model creation.
Employees are involved actively in preparing the process model by contributing the needed data or knowledge,
which enable communication and collaboration among all employees by providing job-specific tools and applications on the intranet IBM-News, 2006).
Obviously, just being given the possibility to use SM for process modeling does not mean employees will indeed do so;
most of the employees have 5%of their work hours explicitly reserved for modeling processes.
Table 1 A framework for classification of SM inclusion in business process life cycle Internal participants External participants Process modeling phase Involving the employees in process modeling Gathering data
or providing feedback on process models from external stakeholders Process execution phase Supporting employees in process execution Outsourcing process activities or providing users†support during execution Process
and feedback on process performance to employees Enabling real time visibility and feedback on process performance to customers or suppliers Process improvement phase Gathering and evaluating ideas for process improvement from employees Gathering
One possible example is employees using Yammer to get advice from colleagues when additional information about a process (or an activity in the process) is required.
All employees have access and contributing rights, the most affluent contributors being ranked as top users.
where companies no longer have employees, but partners, and the goal is not profit, but creating value. 4. 4 Execution Phase for External Participants In the execution phase,
Further examples of using SM in the recruitment process are connections and referrals through existing employees or other stakeholders. 4. 5 Monitoring Phase for Internal Participants In the monitoring phase,
Employees that are more aware of the processes can have a more holistic view of the workflow and a wider understanding of the interdependency of process activities.
SM allow employees to help improve the processes by contributing their opinions and suggestions for adaptation.
where a large number of improvement suggestions from employees was be gathered, but due to an 68 P. Trkman and M. Klun overwhelming amount and unclear procedures for â€oeprocessing†the ideas, it resulted in little improvement and a very high level of employee dissatisfaction.
By connecting all employees on a common platform, companies can find potential experts who might not have been known to them before
or had participated not previously due to a high information-pass on threshold. Such individuals provide insightful recommendations that can prove valuable in the improvement phase.
Incorporating SM into BPM provides flexibility by enabling communication and collaboration among a widespread net of employees and external stakeholders.
not only lead to some marginal gains in a company†s reputation but to real improvement in business processes as well as employee and stakeholder satisfaction.
How to use social media to tap the collective genius of your customers and employees. Boston, MA:
making employees feel uncomfortable†as their routines can be subject to change anytime. Innovation initiatives have to consider
, If P & C employees and project members, and external test groups, e g.,, existing customers as well as potential customers.
Prom is intended for process-mining experts. Non-experts may have difficulties using the tool due to its extensive functionality.
Commercial process-mining tools such as Disco, Perceptive Process Mining, ARIS Process Performance Manager, Celonis Process Mining, QPR Processanalyzer, Fujitsu Interstage
employees are not deleted†they are fired, etc. GL12: Ensure privacy without losing meaningful correlations. Sensitive or private data should be removed as early as possible (i e.,
employees are not deleted†they are fired, etc. Extracting Event Data from Databases to Unleash Process Mining 113 Definition 1 (Unconstrained Class Model) Assume V to be some universe of values (strings
Solutions to a lack of innovation need to address various aspects of primarily cultural and strategic nature at an organization†s executive and board level (Leavy, 2005), characterizing innovation as an essential multilevel
For example, many innovation workshops involve experts about the field, the product, the method, and so forth, whose opinions are valued typically highly.
In turn, project teams are reinforced by experts who expand the overall bandwidth of resources and provide the knowledge needed for innovation. •Unbiased observation:
so that process workers can readily deviate from preestablished paths. At the same time, consistent management of these processes requires workers
and process owners to understand the implications of their actions and decisions on the performance of the process.
where process workers and analysts continuously receive guidance to achieve more consistent and compliant process outcomes and a higher performance.
as process workers are expected in essence to follow a scripted process that tells them what to do,
so that process workers have the freedom to perform tasks in various ways, at almost any point in time,
However, while these approaches provide flexibility to process workers and allow managers to scope this flexibility,
they do not per se support managers and workers in deciding what to do and when. In this paper, we outline two emerging techniques that complement flexible process management approaches by identifying patterns of activities associated with positive
Predictive monitoring on the other hand produces recommendations for process workers during the execution of a case. These recommendations refer to a specific (uncompleted) case of the process
Business Process Suport System Predictive Monitoring Deviance Mining Business Process Execution Log Business Goals Uncompleted Case Process Worker Process Analyst
Analysis of these rules by business experts revealed characteristic situations where control points in the procurement process were being bypassed
or workers that are associated with positive deviance in a business process. The method assumes that the analyst is interested in understanding positive deviance with respect to a given set of process performance measures.
and Predictive Monitoring 149 process workers to determine which process workers perform better for different types of activities.
The outcome is a characterization of the best cases of the process with respect to process workers
business process support systems are required increasingly to provide process workers with sufficient autonomy to enable continuous adaptation and innovation.
and process workers, helping them to recognize actions and decisions that typically drive a process towards desired outcomes and higher performance.
How adaptive case management will revolutionize the way that knowledge workers get things done. Tampa, FL:
Interviews with domain experts or potential model users can give guidance concerning the requirements that the reference model should fulfil. •Literature review:
Non-experts hire experts to create models, yet the non-experts nevertheless need to understand these models.
For this reason, the need to reduce model complexity is even more pressing. To reduce the complexity of a process model,
but by all employees of the organization, thus, all those that are directly or indirectly involved in the process execution.
in order to create the basis for increasing efficiency †Achieve common understanding over all processes †Enable easier updates of process-relevant information †Use process models as work manuals for employees †Reduce process-related
This is crucial considering that one of the BPM goals of this company is to use the process models as a work manual for employees.
when an employee (new or existing) views the process map, he or she should gain a basic understanding of how the company operates as a whole.
If the employee requires some additional in depth information about a particular process then the process model details from the lower levels of the corresponding process architecture have to be inspected.
Facilitating cross-functional thinking will in return lead to increased employee communication and collaboration. Moreover, a process map is used as a foundation for the subsequent detailed modeling.
which a manager could ensure that employees are aligned with the company†s strategy? This chapter describes a design approach
while employees are guided through the execution of the workflow, they are informed also about the company†s strategic goals and how these affect the execution of their activities.
while employees are guided through the execution of the workflow, they are informed also about the company†s strategic goals and how these affect the execution of their activities.
However, to fully benefit from their human potential, organizations need to ensure that their employees understand their own role in the strategy of the organization.
and performance targets from top managers to employees (Boswell et al.,2006). ) The alignment between business processes and strategic goals has been approached by information systems literature in different ways.
Due to the popularity of the BSC methodology among executives, many packaged solutions offer standard business process models that are mapped already into BSC metrics (Brignall & Ballantine, 2003.
and the way employees execute the processes. According to Lepmets et al. 2012), the literature is lacking studies on how process improvement methodologies can be used to align the goals of a process with the business goals of an organization.
and strategic requirements and to improve employee understanding of their role in the success of the strategy. 3. 1 Basic Concepts
When employees know the expected outcomes of their activities, they are able to improve their job to meet the expectations of the organization (Buller & Mcevoy,
offering much more automation opportunities for making employees aware of their role in the company†s strategy.
not only define how employees should conduct their work, but are used also to inform these employees about the relationship between what they do and
what is needed for the success of the company†s strategy. To explain how this relationship is expressed
Finally, we use the concept of strategic recommendations to inform the employee about the connection between their tasks
and their relevance to the strategy of the organization. 3. 1. 2 Work Products Employees in an organization execute activities to produce some output that is valuable to the company.
A work product is defined as the output of a single operation executed by an employee.
the work product concept is useful to describe the relationship between what an employee does
strategic requirements may affect the way the employee performs his job. We call a strategic recommendation any information that helps the user take decisions
If the employee finishes an operation generating an output that is in accordance with its strategic recommendations,
while another adapter may warn the employee that the order is delayed and should have processing priority to avoid customer complaints.
the employee must take the decision about whether the process is being executed to schedule a delivery with the company†s fleet
At this point, the employee is actually facing a difficult decision. Is it an advantage to the company to contract a carrier?
The decision taken by the employee at this point has a direct impact on the strategic performance of the company.
As soon as the employee has gathered this information and input into the system a decision algorithm is employed automatically to determine the recommended path to be followed by the user.
when the employee reaches the decision point in the process flow, the SA-BPM system will display the recommendations computed by the adapter in a textual form,
After the addition of the Finance†s adapter, the employee that is executing the Shipment Planning process will also be informed that his decision affects the FCF of the organization and that, in certain instances,
Aligning employees through â€oeline of sightâ€. Business Horizons, 49, 499†509. Brews, P, . & Purohit, D. 2007).
Academy of Management Executive, 18 (4), 44†59. Implementing a Digital Strategy through Business Process Management 245 Flexible Workflows and Compliance:
, approval to pay an invoice given by a supervisor), every change within the workflows should be validated against several management goals and requirements.
when external IT consultants suggested generic best practices without really differentiating between organizations (Chang, 2006).
and (2) innovate. •The four digital transformation goals that a digital enterprise must pursue are (1) customer centricity,(2) effective knowledge worker,(3) operational excel-lence,
as well as (3) the use of a process architecture or hierarchy of layered process models to help orient (new) employees or estimate the impact of risks and changes.
Another way to stimulate digital innovations might be to include process performance metrics in the appraisals of all employees (instead of only departmental or individual metrics),
The Disciplinary Responsibility defines what an employee is supposed to do. This comprises signing legal contracts and issuing the power of attorney whereby Disciplinary Responsibility also bears the risk of possible organizational fault.
In contrast, Process Responsibility defines how an employee is supposed to perform an activity within a business process.
This includes budget fulfillment as well as the leading of employees (e g.,, role assignment to employees, target agreement, personnel development) within the organizational unit.
Roles of the Process Responsibility: •The Process Domain Owner is accountable for the strategic direction of a process domain.
, definition of trainings for process employees, specification of IT tools. •The Process Manager is responsible for cross-unit coordination of a process instance.
Each organizational unit is headed by a Resource Responsible who leads the employees from a disciplinary perspective.
The employees perform the process according to the formal process description issued by the Process Owner,
This maximizes the contact of the Process Manager to the employees and Resource Responsibles of the process instance,
but the contact to employees may also decrease. Due to the clustering of process instances this person can work fulltime as a Process Manager and the profession-alism (i e.,
Similar to Process Review, coordination between Process Domain Owner and Resource Responsibles on senior management level facilitates the alignment of process domain strategy and corporate strategy.
Table 1 Overview of FAR+application Person A •Process owner •Employee within quality management •Head of management system team •Resource
Person C •Process architect •Employee within management system team Person D to P •Process manager •Mainly quality managers of the subsidiaries
resource responsibles of employees perform core roles of the process Table 2 Overview of FAR+communication flows Process coordination •On demand communication between
Finally, the proposal is presented to the senior management and confirmed within the Strategy Review meeting. Based on this proposal
The process experts (i e.,, process architects and process managers) are involved in every phase of the process lifecycle
and they are connected very well with the employees performing the process. Thus, ideas and claims of the employees can be considered early
and help to improve the process to fit the needs of the business. Furthermore, process improvement is connected closely to corporate strategy by the †process strategy†and †strategy review†communication flows, enabling top management support (Muâ nstermann, Moâ derer,
2012), which are both key success factors to raise employee motivation and avoid rejection on their part.
Due to involvement of process experts and management at different levels, decisions are made at the right level
MIS Quarterly Executive, 11 (1), 25†36. Weill, P, . & Ross, J. W. 2004). IT governance:
Supervisor of the International Laboratory of Process-Aware Information systems of the National Research University in Moscow.
She is an expert on issues of user acceptance and evaluation of mobile services. Her research interests include social/mobile services, business process management, business-IT alignment, IT Governance, e-government,
Besides her research, she works as an external consultant at Lufthansa Technik AG. Kai Kittel Baur Fulfillment Solutions Gmbh, Germany Kai Kittel is a business process specialist at Baur Fulfillment Solutions Gmbh.
In the Ph d. thesis she will research how to improve employee involvement in business process management (†BPM€
focusing on the conceptual behaviour of employees during BPM projects as well as the possibilities (tools) that increase involvement and collaboration of employees within organizations.
He has worked also as a Consultant for the Inter-American Development Bank and the United nations Development Program on the subjects of strategic monitoring and business intelligence.
Bernd has worked as a consultant for different companies in the area of ERP systems and E-commerce.
After his study he worked as a Business intelligence Consultant at SAP. Since 2012 he coordinates the information systems study at Saarland University
Before entering academia, Amy worked as an IT consultant (i e.,, mainly business and functional analyst) for large e-government projects.
and CEO of the Premier Insurance company of Massachusetts where he served 20 years as a senior executive.
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