| Assisting spouse (3) |  |
| Craftsman (3) | |
| Liberal profession (3) | |
| Occupational status (5) | |
| Self-employed person (1193) | |
| Wage earner (2084) | |
| Assisting spouse (3) | |
| Craftsman (3) | |
| Liberal profession (3) | |
| Occupational status (5) | |
| Self-employed person (1193) | |
| Wage earner (2084) | |
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.
a specialist contractor in all mechanical and electrical services and an expert in energy performance.
/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,
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.
Why do not ask the local experts to write such reports? 2. 6. Measuring benefits Despite all the mentioned barriers and paradoxes,
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.
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.
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.
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.
employees from home or remote corporate offices, or business partners and customers from their own 52 S. Kemsley location.
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.
For example, an internal social network that allows employees to create profile pages can be used for locating others with specific skills
management no longer dictates every action that employees take, but everyone is given an appropriate level of control required to complete their tasks.
It may be necessary to shift employee metrics from pure efficiency measures to those that capture contributions to problem-solving and social collaboration,
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
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:
Analysis of these rules by business experts revealed characteristic situations where control points in the procurement process were being bypassed
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.
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).
when external IT consultants suggested generic best practices without really differentiating between organizations (Chang, 2006).
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.,
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
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
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.
as in the last years, hit by the economic crisis many SMES went from the medium to small size due to the decrease in the number of employees.
Furthermore, highly innovative firms were found to place great emphasis on employee development training (Laforet and Tann, 2006, p. 366),
and this is also the case in some Romanian SMES that were found to have invested in training half of their employees (24%in 2010)( Nicolescu, Nicolescu and Nicolae, 2012).
business innovation is often incremental and built on the day-to-day expertise of employees and their thorough knowledge of customers and competitors.
in 2006,15. 5 percent of Ireland†s science and technology employees aged between 25 and 64 were born outside Ireland,
Better skilled and better educated employees are good for the economy as a whole and for the firms that employ them.
The agreement envisages a concerted effort by employees and employers to increase levels of workplace learning and upskilling.
National Skills Strategy to 2020 The Expert Group on Future Skills Needs report, Tomorrows Skills:
which provides financial supports for training employees. It is focused particularly on the needs of people in low-skilled occupations.
The provision of individual learning accounts funded jointly by the State, employers and employees; Improving arrangements for employee training leave;
Tax incentives; and Brokerage systems to help companies source appropriate training. Innovating through the Structural Funds Structural funding,
such as lawyers, licensing executives and tax experts conversant with the management of IP portfolios. Raising awareness The Patents Office is the public institution charged with implementing the national patents, trademarks, copyright and design regimes.
Court-appointed experts enable complex IP issues to be dealt with expeditiously. This flexible and innovative approach by the Commercial Court is consistent with Government policy of ensuring IP rights are respected fully
The Workplace Innovation Fund is a unique opportunity for SMES to receive financial support for projects seeking to develop partnership and participation within the workplace leading to productivity improvements, improved performance and employee well-being.
OECD figures for eleven OECD countries suggest for example that â€oehigh-growth enterprises†account for between only 2 and 8 per cent of all enterprises with 10 or more employees,
For example, for SMES, the use of knowledge-intensive service activities offered by consultants and other firms often brings new non-technological ideas into the firm with respect to business practices,
i e. comparing innovation rates per employee not per firm (Audretsch, 1995). On the other hand, there is a strong suggestion that SMES are associated particularly with bringing forward so-called breakthrough innovations.
using and interacting occurs on the job as employees face ongoing changes that confront them with new problems
but also through informal methods such as the creation of problem-solving work teams and engagement with external knowledge intensive service activity providers such as consultants (OECD, 2010a, forthcoming).
are enterprises with average annualised growth in employees greater than 20%a year over a three year period and with ten or more employees at the beginning of the observation period. â€oegazellesâ€,
with average annualised growth in employees greater than 20%a year over a three-year period and with ten or more employees at the beginning of the period. 2. See also NESTA (2009). 3. The OECD/Eurostat Entrepreneurship
It is down to employees to select which internal idea to research, develop and ultimately bring to market these knowledge packages.
†A sequence in the adoption of open innovation, starting with customer involvement, following with employee involvement,
the County Enterprise Boards and those programmes delivered by SFI that have a'touch point'with enterprise 2 Informed by research conducted by Indecon Consultants 4 Evaluation of Supports for Entrepreneurship
Turnover per employee increased over the period 2004-2010 by 114.8 per cent (turnover in 2010 was circa â 256 million for all 199 HPSU clients supported over the period.
primarily preference shares 10 All Irish owned firms surveyed annually through the ABSEI 11 Enterprise Ireland firms started between 2000 and 2006 with 10 employees
so for up to 6 years after hiring its first employee FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 27 Potential Scaling companies;
For employment we use the population of Enterprise Ireland start-ups from 2000-2006 with a minimum of ten employees for comparison45;
turnover per employee is a more appropriate comparator metric, as absolute turnover and growth in turnover would be expected to vary dramatically between the two groups 45 Start-ups dating back to 2000 were selected as a more robust comparator group to reflect the fact that companies can be trading for some years before receiving HPSU supports FORFÃ S
Total Turnover (2004,2005 and 2006 HPSUS) In terms of turnover per employee, for all HPSUS the rate of increase was 114.8 per cent between 2004 and 2010;
Turnover per Employee, HPSU clients 2004-2006 and ABSEI Comparator Group In order for a more robust comparison with the comparator group, turnover per employee is the most useful metric,
In terms of turnover per employee (Chart 2. 5), for 2004 HPSUS this climbed 145 per cent between 2004 and 2010;
terms during the period of the recession than the comparator group (Enterprise Ireland firms started between 2000 and 2006 with 10 employees or over) 47.
a significant company started in 2004 with 114 employees and grew to 250 employed in 2005
so for up to 6 years after hiring its first employee. The chart below outlines how survival rates for the HPSU 2004-2006 cohort are consistently higher than all comparator groups †this is also true for each individual sectoral group.
and plan Inputs Organisation and hosting costs Promotional activities Consultant fees Outputs 18 events staged 3 times a year,
The programme is usually run 3 times a year, over 6 weekends (Friday evening and Saturday morning) by third party consultants, taking place either in Enterprise Ireland regional centres or nearby hotels.
Average salary of all enterprise Ireland employees involved was calculated and then weighted depending on the estimated time spent delivering the support.
Inputs Financial commitment of â 2m in annual funding from Enterprise Ireland to the Business Innovation Centres (BICS), Projects are referred to the BICS by Regional Development Executives and Development Advisers
Projects are referred to the BICS by Regional Development Executives and Development Advisers following agreement with the HPSU Validation Unit.
average salary level was established from the employees of the agency working on the project, this figure was adjusted then by the estimated amount of time the 59 Towards Developing an Entrepreneurship Policy for Ireland,
and Consultant fees (PA. Outputs Number of participants, Number of investor ready business plans,(Phase II as proxy) Number of HPSUS.
the amount of employees involved and the estimated amount of time the team spent delivering the support.
The selection panel is made up of strategic business development experts from Enterprise Ireland and PA Consulting.
monthly one to one sessions with industry experts, as well as financial support provided through the Commercialisation of Research & development (CORD) fund64.
The same supports were offered with some additional services available such as one to one meetings with sector experts.
Consultant fees. Partner HEI contribution. Outputs Number of participants †industry and academic, Sectors and technology areas covered †aligned to enterprise and research base,
Activities Sectorally based networking events, Presentations by industry experts on commercialisation strategies, growth opportunities etc, Structured networking,
and experts on the one hand and on the other to facilitate researchers with innovative ideas to meet up with entrepreneurs who can potentially help them develop and commercialise these ideas.
Salary costs contain the average salary of all the agency employees involved which is weighted then by the amount of time the project leader estimates was spent administering soft support services such as organisation of events,
Presentations by industry experts on commercialisation strategies, growth opportunities etc; Structured networking; Brainstorming sessions; and Information sessions †enterprise and research supports etc.
Each event begins with a presentation from the industry expert from Enterprise Ireland who highlights the trends
and the number of agency employees involved in providing the support as determined by the team leader.
& VC fund managers and sectoral experts who are responsible for raising financing from the private sector, making all investment decisions (based on eligibility criteria) and the ongoing management of investments.
ging business experts with tional growt s to form lar e and the cre and Cumula gramme 2010 mpanies to s As such, VC a to companie s a strong ro
Current Costs which covers employee, rent/property and running costs. It is important to acknowledge that the greater proportion of this relates to staff costs (c. 70 per cent)
and analysis undertaken by AECOM consultants, December 2011 FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 123 courses per annum,
A business employing up to 10 employees; A manufacturing or internationally traded services business; A domestically traded service business with the potential to trade internationally;
500 per employee and a maximum of ten employee C Training & Management Development The CEBS provide Start Your Own Business, Management Development Training and Mentoring services.
) programme UK 57%PA Cambridge Economic Consultants (PACEC)( 1993) Regional Selection Assistance (RSA) Scheme UK 21%Public & Corporate Economic Consultants
and of 60 per cent is appropriate. 134 Based on 3. 4 full time employees and 1. 1 part time 135 Forfã¡
Employees are most likely to start a business at 54.0 per cent, followed by unemployed persons at 47.5 per cent and those outside the workforce at 37.5 per cent.
Propensity of SYOB Course Participants to Start a Business by Prior Employment Status(%)Prior Employment Status Self-employed/proprietor Employee Unemployed Outside the workforce All Propensity
Employees are most likely to start a business at 54.0 per cent followed by unemployed persons at 47.5 per cent and those outside the workforce at 37.5 per cent.
and provide training and funding as well as mentoring from industry experts, through a multistage workshop process.
and industry experts The High Growth Start-up Programme targets start-ups in high technology sectors and provides coaching
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