| Executive (518) |  |
| Middle management (5) | |
| Senior management (33) | |
| Executive (518) | |
| Middle management (5) | |
| Senior management (33) | |
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.
Retrieved from http://www. amazon com/Building-Real-time-Enterprise-Executive-Briefing/dp/0471678295 Hugos, M. H. 2009.
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
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.
Academy of Management Executive, 18 (4), 44†59. Implementing a Digital Strategy through Business Process Management 245 Flexible Workflows and Compliance:
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.
Finally, the proposal is presented to the senior management and confirmed within the Strategy Review meeting. Based on this proposal
MIS Quarterly Executive, 11 (1), 25†36. Weill, P, . & Ross, J. W. 2004). IT governance:
and CEO of the Premier Insurance company of Massachusetts where he served 20 years as a senior executive.
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.
UK Public policy and open innovation Executive summary •A financial and investment ecosystem which looks to support business as it grows,
FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 1 EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS AND ENTREPRENEURSHIP 2 Table of contents Executive Summary 3 1 Background
FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 3 Executive Summary Background Programme of Evaluations for Enterprise Supports The Department of Jobs, Enterprise and Innovation (DJEI
The programme executives pre-vet the participants for each session †the aim is to restrict the number per session to 15.
as is the time commitment required on the part of Development Executives. Over the two years 44 HPSUS/pre-HPSUS have been created,
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.
and are still in contact with their Regional Executives in Enterprise Ireland. 7. 8 Findings
Strengthening the Startup Community Report of the Entrepreneurship Forum January 2014 Entrepreneurship in Ireland-1-Foreword Executive Summary 1. Introduction 2. Innovative †Can-Do†Culture
TRAINING PERMITS Funding TAXATION Access to Finance Access to Talent Vibrant Hotspots of Activity Mentorship & Peer Learning Innovative â€oecan-Do†Culture Executive Summary
which can connect experienced executives with each other as well as with startup founders. Much of this already happens both informally
through once-off, expensive executive-MBA-style programmes. These programmes through Stanford, Cambridge, Harvard, etc.
and their executives would be subjected to fines. 6. 3. 1. 1 Attracting International Banks Ireland currently has a duopoly of banks that control and dictate the culture of banking in Ireland:
and bank executives who violate the Code of conduct. 57. One or more reputable international banks should be recruited (not subsidised,
and bank executives who violate the Code of conduct. 57. One or more reputable international banks should be recruited (not subsidised,
This creates a particular challenge for businesses seeking engineering or executive level talent to fill such roles as chief executive officer, chief operating officer and chief financial officer.
which new types of mentors (volunteer entrepreneurs or serving executives) would be attracted. DJEI)- Test market on a regional pilot basis the establishment of an interactive searchable portal for mentors accessible to all enterprises.
of which over a quarter was generated from purchases by UK stores. 6. 5 Global Sourcing Project The Global Sourcing project has been a major area of focus for the EI-IDA senior management teams
executives, and academic leaders who contributed to our global survey on which many of this report†s findings are based.
Nearly half of industry executives report having only some success, with remaining industry re-sponses split between rarely having success to regularly having success in the translation of R&d into new or improved products.
In the past year, 22%of industry executives reported significant technology growth and another 56%slight-to-moderate technology growth affecting their industry.
Seven out of ten of the industry executives report productivity gains in the last two years, with 20%noting significant improvements.
The results from industry executives who track return on investment is one of a generally improving bottom-line impact of research and development activities,
T. D. 6 Update on the Action Plan for Jobs Five Strategic Objectives 8 Executive Summary 9 1. Building on Reform and Measuring Success 15
IDA 2015 ACTION PLAN FOR JOBS 9 Executive Summary Significant progress has been made since 2011 in restructuring
The Group comprises a dedicated team of senior executives and officials from all research funding Government departments and Agencies.
Shortages of business sales executives 250-750 pa), sales account executives (200-500 pa) and in customer service occupations (200-500 pa) 3. 6 Promote upskilling
Health Research Board HPSU High Potential Start-ups HSE Health Service Executive IBEC Irish Business and Employers†Confederation ICMR Irish centre for Manufacturing Research ICT Information and Communications technology IDA Ireland Industrial Development Agency IFS International Financial services IICM Irish
involving all the company†s personnel from shop floor through to senior management. www. orangebox. com www. ecodesigncentrewales. org/sites/default/files/EDC ORANGEBOX ENABLINGECODESIGNINWELSHIN-dustry. pdf Crawford Hansford
MARIA ANVRET Senior Executive Scientific Expert and Advisor, Prof. Phd, FRCPATH, Confederation of Swedish Enterprise RAPPORTEURS:
Figure 1. Framework of ICT practices in companies At the highest level of Figure1 are managers and executives,
The common aspect for the second level is that these are normally middle management employees. The third level of the Marchand et al. model includes the process managers, the employees
not only at management and executive levels but also in at development and realization levels. The strategy process requires knowledge and participation from many levels of organizations and also from different business units.
A thorough understanding of internal business processes, organisational backing not only by senior management but also by other employees, especially in R&d departments,
G#3v 4652 Executive G#4v 4653 Executive 0#5#executive Executive G#4v 4654 Middle management
0#5#middle management Middle management G#4v 4655 Senior management 0#5#senior management Senior management G#3v 4656 Socioprofessional category
0#4#socioprofessional category Socioprofessional category G#3v 4657 Supervisor 0#4#charge hand Supervisor 0#4#foreman Supervisor
0#4#supervisor Supervisor G#3v 4658 White-collar worker 0#4#white collar worker White-collar worker G#1v 4659 Labour relations
G#2v 4660 Collective agreement 0#3#collective agreement Collective agreement 0#3#industry wide collective agreement Collective agreement G#2v 4661 Collective bargaining
G#3v 4662 Collective bargaining 0#4#collective bargaining Collective bargaining G#3v 4663 Tripartite conference 0#4#tripartite conference Tripartite conference
G#2v 4664 Labour dispute G#3v 4665 Labour dispute 0#4#industrial action Labour dispute 0#4#industrial dispute Labour dispute
there is a search for the latest Health and Safety Executive enforcement notices and the latest world trademark registers are downloaded.
1. Executive summary 2. Bases for growth 3. Framework of reference and background 3. 1. The Europe 2020 Strategy
1. Executive summary In accordance with the new framework established by the European Union in its Europe 2020 Strategy,
Scientific Director of the Executive Master Course in European Museology, IULM University, Milan He is an independent temporary exhibition specialist and an active lecturer on industrial
has also been an Executive Board member of NEMO since 2008 and since 2012, a jury member of
/Ã ine Fox, Senior Executive, IMDA, IBEC /Aidan Gough, Strategy & Policy Director Intertradeireland /Bob Gray, Director, Red&grey Design &
/Laura Magahy, CEO MCO Projects, Executive Chair Irish Design 2015 & Chair of the Design
The Health Service Executive (HSE) is finalising its ICT Strategy while at the same time progressing a number of key national initiatives notably NIMIS and the
4) Health Service Executive. Transformation Programme 2007-2010.2006. Available online from www. hse. ie/eng/services/Publications/corporate/transformation. pdf. Accessed on:
Education Reform in the middle East and North africa, Executive Summary. Washington, D c.:World bank, 2007 World bank. Striving For Better Jobs:
turnover of managers and executives. Indeed, growth in all sectors nearly always involves outgrowing founders.
the issues faced by executives in today†s rapidly changing automotive industry Unplugged: Electric Vehicle Realities Versus Consumer
discusses what executives should consider when weighing the pros and cons and evaluating the details of establishing
executives worldwide. The report confirms that the landscape for competitive manufacturing is in the midst of a massive power shift †based on an in depth analysis of
DSI Interim Report Executive Summary i Emerging Findings ii Introduction 5 What is DSI? 5
DSI Interim Report Executive Summary i Emerging Findings ii Introduction 5 What is DSI? 5
1. Executive Summary 4 2. The origins of Smartgrids 6 3. Driving factors in the move towards Smartgrids 12
1. Executive Summary 5 VISION AND STRATEGY I ELECTRICITY NETWORKS OF THE FUTURE application for the benefit of both customers and utilities.
senior management www. orangebox. com www. ecodesigncentrewales. org/sites/default/files /EDC ORANGEBOX ENABLINGECODESIGNINWELSHIN -dustry. pdf Crawford Hansford & Kimber
â We ran a survey of 100 senior executives on the commercial challenges of harnessing ICT to deliver
executives on the commercial challenges of harnessing ICT to deliver increased productivity and growth. The survey participants include a mix
â ICT in the public sector. The executives we interviewed and surveyed believe the best thing
of ICT knowledge in senior management and the failure of IT and business management to work
Lack of ICT knowledge in senior management 38 Business and IT executives not working together effectively 34
Inadequate integration between different technologies in the business 30 Cost constraints 29 Inability to manage
the executives we surveyed. Common standards remove much of the risk associated with investing in
are viewed by a majority of the executives we surveyed as â€oeimportant†or â€oeextremely important†to enabling
policymakers (as well as executives judging from our survey) do not see labour market reform as a priority
incumbent on executives to ensure, through training and other mechanisms, that their managers are fully aware of the potential benefits of an ICT investment
workplace productivity lies with the executives and staff of European organisations, public and private sector alike.
Lack of ICT knowledge in senior management 38 Business and IT executives not working together effectively 34
Inadequate integration between different technologies in the business 30 Cost constraints 29 Inability to manage
Senior management is briefed regularly on emerging disruptive technologies 20 How do you measure the benefits of ICT in your organisation
Report to the Northern ireland Housing Executive, November 2010. As of June 2013 54 http://www. nihe. gov. uk/analysis of the future need and demand for appropriate models of acco
An executive of a company that makes laboratory equipment explained that the typical Mittelstand strategy,
which taught SME executives how to develop innovative ideas for their businesses Digital Cluster Program:
According to the perception of the executives surveyed, companies were classified as entrepreneurial or conservative considering the magnitude of their entrepreneurial
This is an Executive Summary of an Executive programs member report Each report covers a relevant and compelling CIO topic and contains
Executive programs equips CIOS and senior technology executives with the tools and insights they need to deliver exceptional business
In a survey of industry executives, KPMG predicts increasing sales of 6 to 10 percent over the next three years (KPMG, 2009.
Executives †Fourth Quarter 2009 Kutas, G.,C. Lindberg, R. Steenblik (2007), Biofuels †at What Cost?
CIO Executive, IBM Tom Velema EMEIA IT Advisory Leader, EY Michael Golz CIO Americas, SAP
executives, we know that there is a distinctive subset of CIOS who have embraced already the digital world and seem to have been born digital.
carried out by MITSLOAN, 1 of executives from different business functions across a wide range of industries, nearly eight out of ten
strong engagement from senior executives across the business As would be expected, much is being done digitally in these
More often a member of the executive management team One of the most striking differences is that IT-intensive industry
CIOS are far more likely to hold a place on the executive management team. A little more than half (53%)do compared
they need to be a part of their executive management team However, it†s also apparent that many IT-intensive industry CIOS are
Areas in which CIOS actively engage with the executive management team IT-intensive industry CIO †board member
model, with IT issues pulled together at a board or executive committee level, †he explains.
American CIO Executive, IBM As might be expected of a leading technology brand, IBM is engaged deeply with digital.
Inevitably, when executives are pushed to focus on higher-level strategic issues, there is a consequent shift in the skills that they
attract more female executives The IT industry is the sector that has been the most successful in
Areas in which CIOS actively engage with the executive management team Discussing IT budgetary issues and
skill, †says Diego Calegari, Spanish South american CIO Executive at IBM, who explains that true storytelling requires a deep grasp of
upon for advice by executives in the rest of the business 31born to be digital
other executives. †Anonymous, CIO, leading Chinese telecommunications company Darryl West, CIO, Barclays Group 32 Born to be digital
allows a CIO to switch roles with other executives, †she notes Chart 13 Requirements for becoming a CIO
CIO and Executive Vice president Nykredit 1997 †2002 Executive Vice President Retail Business and Development
Various executive posts at Nykredit primarily on the business side within Nykredit retail customer segment
CIOS take non-executive directorships at other firms or have joined external committees or think tanks.
executives series, EY, 2013 7. â€oewhy does Kenya lead the world in mobile money? â€
5 insights for executives series, EY, 2013 •The digitisation of everything: how organisations must
outreach centres and also via an executive and management development programmes for the tourism industry
Academy of Management Executive 8 (4), 47†57 Freel, M. S. 2003. â€oesectoral Patterns of
management skills of individuals in the senior management team and developing in-house coaching capacity; developing a marketing strategy or raising external finance
combining executive, R&d, production, distribution, marketing, and sales functions can be critical. External collaboration can be equally critical.
senior management and consultants of the supplier company which was developing the software The project commenced with a 6-months analysis phase for defining the application
1. Executive Summary...3 2. Ireland†s Healthcare Challenge...6 2. 1 Where we stand today...
from senior officials from the Health Services Executive, the Department of health and Children, the Department of Finance and the Health Information and Quality Authority
1. Executive Summary Continued progress in critical elements of Ireland†s healthcare service, including patient
executives and external experts from the medical, academic and business communities to provide ongoing advice on the exploitation potential of
executives and external experts from the medical, academic and business communities to provide ongoing advice on the exploitation potential of
Healthcare ICT Strategy, Overview Presentation, Jun 2009, G. Hurl, Health Service Executive The Economics of IT and Hospital Performance, 2007, Pricewaterhousecoopers
1 Executive Summary 4 2 Introduction 6 2. 1 Purpose of Synthesis report 6 2. 2 Structure of this report 6
1 Executive Summary 1) The proposal submitted by the consortium is denoted INNO-Partnering Forum, or in short IPF in the Synthesis Report
-mation Officers) and other information executives. Free newsletters are offered ï http://www. kmpro. org /This portal provides member access to the KMPRO Knowledge Center (KC), where members
include mentoring of innovators by senior management, seeking advice and resources outside estab -lished channels, celebration of successes and learning from failures
And, finally, reward your executives as entrepre -neurs-not simply as stewards of the corporate legacy
the development and each gate is a decision point where senior management can continue or stop
real decisions as well as the personal backing of the senior management team. Good senior man -agement support speeds process acceptance and early success
-cal hands-on training for users and gatekeepers (senior management), accurate and concise process documentation, a process brochure for those who need to be aware of
In many cases, business angels will be retired executives or people who have built successful busi -nesses and then sold them.
Academy of Management Executive, 16:42-53 ï Jelinek, M. & Schoonhaven, C. 1990. The innovation marathon:
senior management but also by other employees, especially in R&d departments, as well as a profound analysis of business environment conditions of the target offshore country
management skills of individuals in the senior management team and developing in-house coaching capacity; developing a marketing strategy or raising external finance
members in senior management positions over hiring outside professional managers, which can lead to poor management decisions and generational transition problems (Crosetto, 2004.
open to the selected community as well as the company executives so that they can also participate in the knowledge exchange
An executive of a company that makes laboratory equipment explained that the typical Mittelstand strategy,
The functions of the executive. Cambridge, Massachusetts: Harvard University Press Baum, J. A c. 1998. Disciplinary roots of strategic management.
•the number of executives employed by the firm •and the existence of a design office
to take into account the percentage of executives to employees for SMES with less than 10 employ -ees.
Executives(%)â'1. 3198 (â'0. 431 Design office 0. 045+(0. 088 n 79 83 91
Influence of executives presence on success rate of cooperative projectsa Project result %of executives to employees
Success Success rate Failures Failure rate Number of projects From 0 to 5 9 42.9 12 57.1 21
a According to the Ï 2-test, there is no direct link between the result of a project and the percentages of executives to employees
5. 3. The contribution of executives to successful collaborative relationships The presence of executives indicates that the en
-trepreneurial manager delegates part of his power to its subordinates. So, he can spend more time to run effec
-ence of executives should increase the success rate of innovation. Our empirical results invalidate what we
of executives to employees. Following three elements may explain why collaborative relationships are not more successful when the percentage of executives to
employees is larger •This category is heterogeneous. Research and pro -duction managers are often at the heart of the
administrative executives do not play a key role during the innovative activity. In other words, the percentage of executives is only quantitative.
It does not give any information on the organisational efficiency of the firms (Perrin, 1991
-ucation influences the receptiveness of executives to external sources and their approach to innova -tion problems to a considerable extent (Gibbons
When executives with a high level of education are confronted to a complex problem they recognise if the firm can rely on its
as well as executives 5. 4. The contribution of design office to successful collaborative relationships The activity of a design office is not as formal as in
The contribution of executives to successful collaborative relationships The contribution of design office to successful collaborative relationships
and executives from several member companies. The views expressed do not necessarily represent the views of every WBCSD member
and their executives can have a signifi cant impact on locational choice. The smart specialisation
global executive study and research project In collaboration with Research Report 2013 Copyright  2013. Massachusetts institute of technology.
2/Executive summary 3/Introduction •Brewing up Change at starbucks •About the research
garnered responses from 1, 559 executives and managers in a wide range of industries. Their responses clearly
Previous research with executives by the MIT Center for Digital Business and Capgemini Consulting showed that many companies struggle to gain transformational effects from new digital technologies, but
executives at 450 large compa -nies, MIT Sloan Management Review and Capgemini Consulting conducted a broad
Executives need to lead the process and make sure they†re managing and coordinating across the company.
Digirati companies have executives that share a strong vision for what new technologies bring in -vest in and manage digital technologies quickly
A third of C-level executives and board members think the pace of change is about right,
two-thirds of executives fail to articulate a vision for digital transformation? At least part of the reason
executives must decide what to transform first: Cus -tomer relationships? Internal operations? The business model? Any individual step requires mul
executives to reframe what they think about their business Wellpoint†s Lori Beer recalled that when she ran
executives and board members CEO /President /Managing Director Managers Staff Very fast Fast About right Slow Very slow
Older executives and managers need to understand that their age can undermine faith in their ability and interest in leading digital
executive responded to the survey by saying â€oeour service offering is digital collaboration solutions, so
executives gathered for a strategy discussion led by stevenson and the head of human re -sources.
25 executives in the company buy in to the strategy. You have to admit that your compet
%Incentives One obvious way for executives to clear a path for digital transformation is to give employees incentives.
The only wrong move for executives, then, would be not making any move MIT Sloan Management Review
-ful executives can capitalize on the opportunities generated by rapid organizational, technological and societal change
Senior management ownership of IT risk leads to proactive decisions being made regarding the replacement or retention of
of Retired Executives (SCORE), consisting of retired business people, offers training as well as free business consultation
Executives from leading innovative corporations cofounders of renowned high tech enterprises presidents and vice-presidents of modern and first
increased business impact, namely the Executive Industry Board. The role of this Board was to ensure
Accenture survey (2) of senior executives in the US and Europe indicated that 93%of executives sur
-veyed regard their company†s long-term success to be dependent on its ability to innovate. Only 18
Two executives came up with the idea for enhan -cing the company†s tax preparation software for tax
uncertainty, the executives of both companies shared a common belief, that if their talented people
-nants and strategies of young companies, based on 70 executive cases from 22 different countries and sur
senior management consultant Rebecca Scheel †the applying companies need to be at the right develop
-trepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who in -vest in the companies they work with to guarantee common goals and passionate development effort. †72 The
the Executive Training Programme to link talented under -graduates from Singapore universities with growth-oriented SMES;
ï improved support to spin-offs by executives and employees of large enterprises ï enabling start-ups at home and expanding the infrastructure for one-person creative enterprises
and 45 Executive Development Scholarships were awarded ï The Business Advisors Programme was created to attach experienced professionals, managers, ex
ï The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore†s universities, with growth-oriented
Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING€ s Advanced Management Programme
by internationally proven entrepreneurs and executives. These Accelerators help the best and the brightest start
-nants and strategies of young companies, based on 70 executive cases from 22 different countries and sur
senior management consultant Rebecca Scheel †the applying companies need to be at the right develop
-trepreneurs and executives.(.The Accelerators are not consultants--they are co-entrepreneurs who in -vest in the companies they work with to guarantee common goals and passionate development effort. †72 The
the Executive Training Programme to link talented under -graduates from Singapore universities with growth-oriented SMES;
ï improved support to spin-offs by executives and employees of large enterprises ï enabling start-ups at home and expanding the infrastructure for one-person creative enterprises
and 45 Executive Development Scholarships were awarded ï The Business Advisors Programme was created to attach experienced professionals, managers, ex
ï The Executive Training Programme helps SMES groom the next generation of potential business leaders by linking talented undergraduates from Singapore†s universities, with growth-oriented
Jayaraman, joined the Asia-Pacific Executive Master of business administration Programme at the National University of Singapore through SPRING€ s Advanced Management Programme
by internationally proven entrepreneurs and executives. These Accelerators help the best and the brightest start
HSE Health Service Executive ICT Information & Communications Technology ICZM Integrated Coastal Zone Management IDA Industrial Development Agency
This Executive Summary summarises each Section of the Guidelines Section 1 Section 1 sets out the legislative framework for regional and national policy covering planning and environ
The health service in the Southeast is managed by the Health Service Executive, established in 2004 with four
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