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».
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