terça-feira, 15 de dezembro de 2020
terça-feira, 8 de dezembro de 2020
«The journey of resilient leadership / Building organizational resilience»
«Resilient organizations rapidly and successfully cycle through three phases—Respond, Recover, Thrive—not just for COVID-19 but for every crisis. Hereare four actions to improve organizational resilience».
segunda-feira, 30 de novembro de 2020
domingo, 15 de novembro de 2020
quinta-feira, 29 de outubro de 2020
quinta-feira, 22 de outubro de 2020
terça-feira, 20 de outubro de 2020
domingo, 18 de outubro de 2020
segunda-feira, 12 de outubro de 2020
LANÇAMENTO LIVRO IPP | «A Democracia em Portugal: Como evitar o seu declínio?» | 20 OUT 2020 | 17:30 H | ISEG | LISBOA
A sessão será também transmitida
por Live Stream.
sexta-feira, 9 de outubro de 2020
Para a transformação da Administração Pública
«(...)
Tal desígnio, expresso na Estratégia para a Inovação e Modernização do Estado e da Administração Pública 2020-2023, bem como no Plano de Ação para a Transição Digital, apenas pode ser alcançado através de um modelo de transformação que enquadre toda a Administração Pública, focado não só na tecnologia, mas também na capacitação e motivação dos trabalhadores e nas missões dos serviços públicos e em modelos de atuação adequados ao presente e que perspetivem caminhos futuros, promovendo a colaboração e coordenação entre os vários serviços da Administração Pública e, ao mesmo tempo, acomodando as especificidades setoriais.(...)». Veja aqui.
quarta-feira, 30 de setembro de 2020
terça-feira, 22 de setembro de 2020
«How can regions boost digital services?»
«The European Week of Regions and Cities (#EURegionsWeek) is the biggest annual Brussels-based event dedicated to regional policy.
The event has grown to become a unique communication and networking platform, bringing together regions and cities from all over Europe, including their political representatives, officials as well as experts and academics. Over the last 17 years, it has done much to promote policy learning and exchange of good practices.
The the themes for the 2020 edition are:
(...)».
quinta-feira, 10 de setembro de 2020
quinta-feira, 27 de agosto de 2020
«Re-imagining the New Landscape: Reset, Renew and Thrive»
|
Once again, Harvard Business Review is delighted to partner with Corporate Research Forum (CRF) on their annual International Conference on the topic of Re-imagining the New Landscape: Reset, Renew and Thrive — this year taking place digitally on 12-13 October 2020. Join senior business leaders and HR practitioners to experience an engaging and interactive conference where the post-Covid-19 landscape will be explored along with its implications for organisations. BR are also delighted to announce two sessions with authors Scott Anthony (author of Eat, Sleep, Innovate) and Thomas Wedell-Wedellsborg (author of What’s Your Problem?). CRF is delighted to showcase a diverse faculty of experts from their partners IMD Business School and others, who during the course of the conference will ask how organisations can:
CRF’s annual two-day conference has become
an established date in the diaries of senior executives, bringing together
participants from over 150 multinational businesses». Saiba mais. |
sexta-feira, 31 de julho de 2020
segunda-feira, 27 de julho de 2020
COLIN CROUCH | «Social Europe – A Manifesto»
«The European Union is excellently equipped to pursue the most urgent issues facing the advanced world: combating environmental damage and climate change, coping with the massive aftermath of the coronavirus crisis, reforming globalisation, regulating financialised capitalism, reducing material inequalities and reconciling the future of work in a rapidly changing economy with workers’ needs for secure lives. The EU’s leading role as global standard-setter, and the potential of the social-investment welfare state, are among the instruments at its disposal.
But, argues Colin Crouch in this manifesto for a return to the ‘social Europe’ agenda, to achieve these goals the EU needs to face the two menaces stalking today’s politics: neoliberalism and xenophobic nationalism. To do so it must confront the weakness of social democracy, historically the main political protagonist of the causes of co-operation and inclusion on which the strategy depends». Saiba mais.
domingo, 19 de julho de 2020
ESTUDO |«How EU funds tackle economic divide in the European Union»
EXECUTIVE SUMMARY
«The European Parliament (EP) contracted Blomeyer & Sanz on 6 December 2019 to prepare an analytical study on how EU funds tackle economic divide in the European Union (EU).
This study aims to provide data and related analysis on the topic of operating budgetary balance, its failures and limitations and to deliver evidence of the positive outcomes that member states (MS) experience from belonging to the EU, notwithstanding the status of their operating budget balance.
This executive summary briefly presents the main findings. (...)».
This study aims to provide data and related analysis on the topic of operating budgetary balance, its failures and limitations and to deliver evidence of the positive outcomes that member states (MS) experience from belonging to the EU, notwithstanding the status of their operating budget balance.
This executive summary briefly presents the main findings. (...)».
sábado, 18 de julho de 2020
domingo, 12 de julho de 2020
PARA UM DEBATE SOBRE A ADMINISTRAÇÃO PÚBLICA (1) | Uma declaração do PCP
Necessariamente, as Administrações Públicas vão ter de ser repensadas em função dos tempos de pandemia que vivemos. Traremos para aqui o que formos encontrando a propósito. Começamos com uma posição do PCP a que se refere a imagem. De lá:
«(...)A capacidade de resposta da generalidade dos serviços da Administração Pública, conseguido na maioria das vezes pela dedicação e esforço de milhares de trabalhadores - num quadro em que os sucessivos governos da política de direita debilitaram serviços públicos como o Serviço Nacional de Saúde, reduziram o número de trabalhadores como na Segurança Social, alteraram a natureza do vínculo de emprego, fragilizaram relações laborais - é notável.
Sem perdermos a perspectiva que o Estado enquanto superestrutura não está acima dos interesses de classe, não é árbitro, antes reflecte o modo de produção dominante, e intervém sempre no sentido de assegurar ao capital a exploração, a notável resposta dada pelos serviços públicos, e pelos trabalhadores que os asseguram em que se destaca o Serviço Nacional de Saúde, desmentiu a velha e estafada tese da direita política e económica do “Estado gordo” de “Menos Estado - Melhor Estado”, ou de um Estado confinado a funções de soberania, representação e segurança, deixando ao sector privado a prestação de serviços e funções essenciais cometidas ao Estado pela Constituição da República, “socializando” a despesa e privatizando a receita assegurando assim chorudos lucros ao capital. (...)». Leia na integra.
quarta-feira, 1 de julho de 2020
quinta-feira, 18 de junho de 2020
«O presente decreto-lei procede à terceira alteração ao Decreto-Lei n.º 228/2012, de 25 de outubro, na sua redação atual, que aprovou a orgânica das comissões de coordenação e desenvolvimento regional, efetuando alterações na forma de designação do presidente e dos vice-presidentes, no sentido de garantir uma maior representatividade de todos os intervenientes locais e uma melhor administração ao nível regional, reforçando a legitimidade democrática e a transparência ao nível da governação regional»
TRIBUNAL DE CONTAS | «O sistema de controlo do regime de dedicação exclusiva dos docentes pelas Instituições de Ensino Superior precisa de ser aperfeiçoado, constata o Tribunal de Contas, num relatório panorâmico com base em 18 auditorias realizadas nos últimos 10 anos que detetam situações reiteradas de violações do regime»
domingo, 14 de junho de 2020
domingo, 31 de maio de 2020
sexta-feira, 15 de maio de 2020
terça-feira, 12 de maio de 2020
domingo, 3 de maio de 2020
«In a recent strategy meeting we attended with the leaders of a Fortune-500 company, the word “culture” came up 27 times in 90 minutes. Business leaders believe a strong organizational culture is critical to success, yet culture tends to feel like some magic force that few know how to control. So most executives manage it according to their intuition»
domingo, 26 de abril de 2020
HBR | «Procurement As An Ecosystem: Becoming a Strategic Partner in the Digital Age»
«Imagine a strategic meeting is in progress inside your organization, focused on speeding up the market release of a product for competitive advantage. The chief procurement officer proposes an alternative to using a supplier-developed customized design and production process that will lock the company’s future product road map to a single supplier. His idea: use design-based bidding (DBB) so potential suppliers can propose a product design and manufacturing process that will build a custom design the company owns and that leverages generally available components.
The bids will be designed in collaboration with the company’s product engineering and management teams to help them achieve the required cost target, design objectives, and go-to-market acceleration. (...)». Continue a ler.
terça-feira, 21 de abril de 2020
domingo, 12 de abril de 2020
«Renewing Democracy in the Digital Age»
«The Berggruen Institute Future of Democracy
program has conducted a three-year comprehensive study and related
series of convenings regarding pathways for democratic reform that may
strengthen democratic values, institutions, and outcomes.
This report thus represents both a capstone of a
transnational, multi-stakeholder project and the launch of a new
conversation around reforms in critical areas within diverse societies».
terça-feira, 7 de abril de 2020
«Competencies necessary for eGovernment»
«1.Introduction
In the current digital economy public administrations need to continuously develop and improve their communication channels, services and work processes using digital technology. This leads to the development of eGovernment infrastructure and services for citizens, businesses and public administrations, such as: electronic identification, digital signature, digital public services (e.g. online payments, “one-stop-shops”, public procurement, access to healthcare), interconnected databases, the implementation of “once-only” principle in data collection, shared services for public administration (for support functions: accounting, human resource management, procurement, etc.).
The very implementation of European Union (EU) policies regarding taxation and customs union, home affairs, the single market, transport, health and food safety, consumer protection, environment, etc. rely on cross-border information networks and services (European Commission 2018a). Certain eGovernment services are required by EU regulations1.
At the European level there are various strategies, declarations and initiatives regarding the promotion of eGovernment services and digital skills for European citizens such as A Digital Single Market Strategy for Europe, the EU eGovernment Action Plan 2016-2020, the European Interoperability Framework, Tallinn Declaration on eGovernment, the Communications from the European Commission on Artificial Intelligence2 for Europe and A New Skills Agenda for Europe, as well as European Commission’s Digital Skills Initiatives.
In these strategic documents the emphasis is on streamlining the eGovernment transformations in Europe along agreed principles and towards common targets. The progress is monitored through annual Digital Economy and Society Index (DESI) Reports and eGovernment Benchmark Reports. Indicators focus primarily on connectivity, use of electronic services, user centricity, transparency, cross-border mobility, technical aspects of human capital, etc. However, the range and quality of digital public services varies greatly in Europe, as demonstrated by the DESI Reports. What explains the discrepancies? (…)».
In the current digital economy public administrations need to continuously develop and improve their communication channels, services and work processes using digital technology. This leads to the development of eGovernment infrastructure and services for citizens, businesses and public administrations, such as: electronic identification, digital signature, digital public services (e.g. online payments, “one-stop-shops”, public procurement, access to healthcare), interconnected databases, the implementation of “once-only” principle in data collection, shared services for public administration (for support functions: accounting, human resource management, procurement, etc.).
The very implementation of European Union (EU) policies regarding taxation and customs union, home affairs, the single market, transport, health and food safety, consumer protection, environment, etc. rely on cross-border information networks and services (European Commission 2018a). Certain eGovernment services are required by EU regulations1.
At the European level there are various strategies, declarations and initiatives regarding the promotion of eGovernment services and digital skills for European citizens such as A Digital Single Market Strategy for Europe, the EU eGovernment Action Plan 2016-2020, the European Interoperability Framework, Tallinn Declaration on eGovernment, the Communications from the European Commission on Artificial Intelligence2 for Europe and A New Skills Agenda for Europe, as well as European Commission’s Digital Skills Initiatives.
In these strategic documents the emphasis is on streamlining the eGovernment transformations in Europe along agreed principles and towards common targets. The progress is monitored through annual Digital Economy and Society Index (DESI) Reports and eGovernment Benchmark Reports. Indicators focus primarily on connectivity, use of electronic services, user centricity, transparency, cross-border mobility, technical aspects of human capital, etc. However, the range and quality of digital public services varies greatly in Europe, as demonstrated by the DESI Reports. What explains the discrepancies? (…)».
quinta-feira, 26 de março de 2020
CRIE A SUA AGENDA CULTURAL EM CASA
 |
| Veja aqui |
Não descure «a sua cabeça». A arte e a cultura certamente que ajudarão. No Elitário Para Todos pode encontrar ideias … Bons Programas! Ah, amanhã é o Dia Mundial do Teatro.
domingo, 15 de março de 2020
sexta-feira, 13 de março de 2020
«Intelligent Digital Workspaces: Enabling the Future of Work»
O estudo da imagem acima foi disponibilizado pela IDC neste quadro: «Tendo em conta o
contexto atual, e de forma a contribuir para a
luta contra esta pandemia, e pela prosperidade da nossa comunidade,
a IDC disponibiliza de forma gratuita
um recente estudo sobre o Futuro do Trabalho " Intelligent Digital Workspaces: Enabling the Future of
Work" , assim como um convite para um webinar específico sobre como as organizações
devem responder à esta pandemia em termos dos novos modelos de trabalho».
terça-feira, 3 de março de 2020
quarta-feira, 26 de fevereiro de 2020
segunda-feira, 24 de fevereiro de 2020
quarta-feira, 19 de fevereiro de 2020
«2019 GOVERNANCE INDEX»
The Berggruen Governance Index seeks to catalyze a shift in perspective when it comes to how we think about and how we measure “good” governance. We consider good governance to be a process that requires effort and capacities throughout—not only at the beginning and at the end. By moving beyond the traditional input–output dichotomy, we attempt to shed light on what happens inside the “black box”of governance. (…)». Leia na integra.
domingo, 16 de fevereiro de 2020
IFAC | «Achieving High-Quality Audits»
Começa assim: «High-quality audits of financial statements are essential to strong organizations, financial markets and economies. While audits have historically focused on enhancing the confidence of investors and other providers of capital, other stakeholders also benefit—including directors, management, employees, analysts, regulators, rating agencies, customers, suppliers, and the general public. Acknowledging this context, high-quality audits clearly serve the public interest. (…). Leia na integra.
quarta-feira, 5 de fevereiro de 2020
«Innovation Brokerage / Enabling collaborations through emerging digital tech»
«Executive summary
Innovation rarely happens through the actions of a single person or organisation. More often, it is the result of collaboration and the exchange of ideas. Yet the role of intermediaries that bring innovators together is frequently overlooked, despite digital technologies offering new ways of connecting.
This report examines the phenomenon of ‘digital innovation brokerage’ that aims to connect ideas, people, organisations, and communities through digital technologies. We’ve investigated this under-explored field and found that digital tools can make important contributions throughout the brokerage process. To ensure novel ideas benefit people more quickly, we recommend that policy-makers do more to recognise the importance of digital innovation brokerage and support the field.
At the heart of digital innovation brokerage is a challenge: how best to combine human and machine capabilities. Innovation brokerage involves very human skills – building relationships, evaluating fit between potential collaborators, and making judgements about strategy – but it can also involve tasks where machines excel, such as analysing large amounts of data to find a match. This is a collective intelligence problem that, if solved, could significantly reshape how we innovate.
Our research has identified four phases for innovation brokerage:
In the Prepare phase, the broker helps innovators understand what they are looking for.
In the Search phase, the broker helps innovators find what they are looking for.
In the Align phase, the broker helps innovators establish trust and align their motives, culture, and working practices so they can collaborate effectively.
In the Support phase, the broker supports the innovators to make the relationship a success in the long run.
Whilst much innovation brokerage is performed by human consultants, scouts, or other specialist brokers, we specifically examine how innovation brokerage is increasingly being supported by digital tools such as machine learning and blockchain technology».
Innovation rarely happens through the actions of a single person or organisation. More often, it is the result of collaboration and the exchange of ideas. Yet the role of intermediaries that bring innovators together is frequently overlooked, despite digital technologies offering new ways of connecting.
This report examines the phenomenon of ‘digital innovation brokerage’ that aims to connect ideas, people, organisations, and communities through digital technologies. We’ve investigated this under-explored field and found that digital tools can make important contributions throughout the brokerage process. To ensure novel ideas benefit people more quickly, we recommend that policy-makers do more to recognise the importance of digital innovation brokerage and support the field.
At the heart of digital innovation brokerage is a challenge: how best to combine human and machine capabilities. Innovation brokerage involves very human skills – building relationships, evaluating fit between potential collaborators, and making judgements about strategy – but it can also involve tasks where machines excel, such as analysing large amounts of data to find a match. This is a collective intelligence problem that, if solved, could significantly reshape how we innovate.
Our research has identified four phases for innovation brokerage:
In the Prepare phase, the broker helps innovators understand what they are looking for.
In the Search phase, the broker helps innovators find what they are looking for.
In the Align phase, the broker helps innovators establish trust and align their motives, culture, and working practices so they can collaborate effectively.
In the Support phase, the broker supports the innovators to make the relationship a success in the long run.
Whilst much innovation brokerage is performed by human consultants, scouts, or other specialist brokers, we specifically examine how innovation brokerage is increasingly being supported by digital tools such as machine learning and blockchain technology».
quinta-feira, 9 de janeiro de 2020
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