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Posted on April 16th, 2012 at 12:06 pm by Anja Montijn-Groenewoud
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Theme: Latest Post, Open leadership, Talent Organization | Tags: generatie Y, Mobiliteit, Nieuwe Werken, Talent Management, Werkgeverschap

Dit artikel is afkomstig uit de april editie van Informatie: maandblad voor de informatievoorziening.
Informatie, April 2012
Het is tegenwoordig voor bijna elke professional mogelijk om plaats- en tijd onafhankelijk te werken. Het Nieuwe Werken dus. Dit zorgt er onder meer voor dat talentvolle, hoogopgeleide ouders (met name moeders) werk en privé beter kunnen combineren. Dit komt niet alleen henzelf ten goede, maar ook de economie in zijn geheel. Bovendien helpt het ons bij de aanpak van de naderende vergrijzing. De komende jaren zullen zich immers kenmerken door een grote uitstroom van oudere werknemers.
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Posted on April 13th, 2012 at 12:04 pm by Joost de Haas
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Theme: High Performance Business, Latest Post | Tags: AEX, Financial crisis, High Performance Business, HPB, HPB 3, Jumping s-curve, S-cruve, VUCA world
In 2008, just before the crisis, Accenture launched its first High Performance Business (HPB) study, which revealed that companies listed on Amsterdam’s AEX index were underperforming their international peers, largely due to less growth. Shortly afterwards, the fallout from the subprime mortgage crisis on the US house market led to a freeze in the credit supply in the financial sector. This triggered an economic crisis that hit (international) trade, which in turn resulted in a social crisis driven by increased unemployment rates.
The second HPB study, published during the crisis in 2009, revealed that AEX-listed companies were still underperforming and less well positioned for growth. However, this time their underperformance was also due to the fact that they lacked the operational agility to adjust quickly to the changed market conditions.
The following year saw a slow recovery, largely fueled by government investment in infrastructure projects, stimulus packages, the restocking of global supply chains and strong growth in many emerging markets. However, these measures only addressed part of the core issues, and the remaining weaknesses in segments of the banking sector and lagging production volumes in mature markets remain a major drag on the global economy to this day. Read more…

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Posted on April 11th, 2012 at 12:55 pm by Remco Batelaan
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Theme: Latest Post, Public DiaLOG | Tags: BRM, Business Rules Management, Case Management, kennismodellen
Business Rules Management (BRM) is het beheren, opstellen en uitvoeren van bedrijfsregels. Elke publieke dan wel private organisatie kent haar eigen bedrijfsregels welke in veel gevallen onlosmakelijk verbonden zijn aan het primaire proces van de organisatie. Wanneer bedrijfsregels beheerd worden als zelfstandige eenheid, los van processen, applicaties en technologie, leidt dit tot een vergaande professionalisering van de bedrijfsvoering.
Kennis is het stelsel van regels (know how, know when en know where), inzichten (know why) en principes (het waartoe van regels en inzichten) die organisaties en personen hanteren om richting te geven aan hun handelen. Voor veel organisaties is het een continue uitdaging om op een beheerste, gecontroleerde manier te komen tot gevalideerde, toepasbare kennis die is vastgelegd in een kennisinfrastructuur. Kennis is namelijk onderhevig aan omgevingsfactoren zoals veranderingen in wet- en regelgeving, beleid, procedures dan wel taakstellingen.
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Posted on April 6th, 2012 at 12:12 pm by Robert Truin
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Theme: Business Transformation, Latest Post | Tags: 10 challenges investment banks 2012, Driving Growth, Emerging markets, Financial Services, Investment banking, investment banks, Sustainable Cost Reduction, Sustainable Growth, Talent Management
The last three challenges for Investment Banks is on taking full advantage of the wave of growth. Therefore banks must not only overcome the challenges of today, but also need to keep an eye on tomorrow. To read my previous blog posts about the challenges regarding “Regulations and restrictions” and “Building and maintaining a solid client base”, please visit my personal Blogpodium page.
8. Managing Talent in the New Compensation Paradigm
Investment bank compensation policies have come under intense scrutiny by media and government in recent years. In an attempt to align employee rewards and incentives with risk and shareholder interests, many banks are increasing their base salaries and emphasising deferred compensation through stock options. This approach may address immediate regulatory requirements, but will it serve organisations in the long run?
Attracting and retaining top talent in this new environment requires a personalised approach to human resource management that invests in individuals and offers rewarding career paths. Investment banks face additional challenges in attracting, retaining and motivating the most talented people. Investment banks’ operations in emerging markets are growing rapidly in size and importance and success relies on acquiring, retaining and motivating talent in those regions.
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Posted on April 2nd, 2012 at 12:13 pm by René Meijers
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Theme: Analytics, Latest Post | Tags: Analytics, Big Data, Business Intelligence, Data analysis, Data Management, Descriptive Analytics, Information Management, MDM, Predictive Analytics
Does your company consider its data to be a strategic asset? And even more important, do you not only consider it to be an asset, but are you also treating it as any other asset, like for example your staff or your office building?
In my 20 years of experience in all areas of Data and Information Management, I worked for a number of companies, who claimed to understand the importance and potential value of their data, but struggled to live up to this understanding. And still, up to today, many companies I visit are not taking full benefit of the wealth of information that is stored in their systems.
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Posted on March 30th, 2012 at 12:13 pm by Robert Truin
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Theme: Business Transformation, Latest Post | Tags: 10 challenges investment banks 2012, Basel III, Business Innovation, Client Relationships, Financial Services, Investment banking, investment banks, Sustainable Profitability
In my previous post “Top 10 Challenges for Investment Banks (part 1)” I discussed the first three challenges Investment Banks currently face responding to regulations and restrictions by among others (local) governments. Now I will discuss the four challenges Investment Banks face when they are building and maintaining a solid client base—and regaining client trust—which is necessary to drive profitability, gain analytical insights and improve efficiencies.
4. Addressing the Rise in Buy-Side Power
The crisis has shifted the balance of power from the sell-side to a more demanding buy-side. Faced with this ‘new normal’, investment banks need to reconfigure operations to deliver at scale and with greater efficiency. Traditional sell-side organisations are increasingly vulnerable to competition from established agency-only brokers and second-tier firms, and their regulatory influence has eroded considerably.
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Posted on March 26th, 2012 at 12:24 pm by Geert Batterink
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Theme: Business Transformation, Column, High Performance IT, Latest Post | Tags: Accenture Institute of High Performance, Bring your own device, Consumer IT, Consumerization, Emerging markets, Enterprise IT, Gen Y, Information technology, Personal IT, Private Technology
Consumer technology is changing the modern workplace. Employees are demanding the right to use their personal IT, including smart phones, Internet applications and tablets. This trend has now started will continue to be a challenge for businesses over the next years. Executives are increasingly recognizing that they can neither ignore this fundamental change nor forbid it. Instead they must learn to manage it.
Our research shows that this is a fundamental trend. According to the research by the Accenture Institute of High Performance among 4000 employees from 16 countries and 300 –IT and non-IT– executives shows a new way of working in which 27% of employees use non-corporate applications to improve productivity at work and 32% actively recommend good consumer applications to their colleagues. The research titled “Consumerization of enterprise IT” concludes that almost half (45 percent) of surveyed employees find personal devices and applications more useful than the tools and applications that the IT department provides. With these numbers, it is not surprising that people prefer to bring their own technology.
Freedom to choose and use personal IT
Employees want the freedom to choose their own preferred technology. They find the IT resources provided by their business not as flexible and enjoyable to work with as the hardware and software they use in their private lives. Employees all over the world are using consumer IT at work for a variety of reasons and often regardless of official company policies. 66 percent don’t even worry about the organization’s IT policies because they just use the technologies they need to do their work. Employees are even willing to pay for their favorite technology also allowed for business use. They choose not to deploy it, with or without the consent of their business.
Although employees do have concerns about data security and IT protocols, one in four (23 percent) employees use their personal devices for work regularly. This group believes that these technologies improve productivity and innovation, and increase job satisfaction.
Adoption is greater in Emerging Markets
The study also shows that the use of and attitudes towards the use of private technology differs per region. In fast growing (emerging) markets such as Brazil, China, India and Mexico the adoption of consumer technology is greater than in other markets. The global average for the adoption of consumer devices in corporations is 23 percent and 20 percent for applications that employees routinely use in their work. In countries such as China and India, this percentage is above 40. Employees in emerging markets not only use consumer IT at work more than their Western counterparts do; they also view such technologies as vital to enhancing their innovativeness, productivity and job satisfaction and believe that the use of consumer IT can increase their competitive advantages.
As emerging markets seek to continue the high growth they have enjoyed over the past couple of decades, consumer technologies could be one of the key drivers of that effort. Now that the consumer IT is here to stay and will play a growing role in employee satisfaction and productivity, businesses need to identify strategies for managing the IT consumerization to balance risks and opportunities. This will attract the best workforce and sharpen the competitive edge.

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Posted on March 5th, 2012 at 1:06 pm by Jort Possel
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Theme: Business Transformation, Latest Post, Marketing | Tags: Change management, Collaboration tools, Corporate communication, Management strategies, Social Media, Technology Vision 2012
In the recent published Technology Vision 2012 one of six most important emerging technology trends is that social media are becoming powerful catalysts that are changing the ways customers, employees and partners use technology to interact with the world around them. But most enterprises have yet to catch up to that reality and almost none take full advantage of it.
While enterprises are eager to implement social media and collaboration tools (e.g. web meetings and video conferences) into the corporate communications and management strategies, they struggle to be successful with such initiatives. Although the reasons for failure vary, many can be traced to the difficulty with managing multiple talent and organizational elements effectively across a global enterprise.
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Posted on March 1st, 2012 at 1:15 pm by Wilko Wielinga
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Theme: Business Transformation, Latest Post, Marketing | Tags: Conversational era, Social Capital, Social Media, Social media command center, Social Media ROI
In the last couple of years Social Media has become a hot topic on the agenda of many marketeers, PR-managers and consultants with believers and non-believers both being very opinioned about the subject.
If there is one conclusion that can be drawn out, it is that the uprise of Social Media changed the media landscape for good. By empowering the customer to shape the ‘communis opinio’ it allows customers to identify themselves with many brands by engaging in conversations, involving in brand communities and sharing media with each other.
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