Awareness Watch™ Newsletter by Marcus P
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Understanding the Value of Arts & Culture | the AHRC Cultural Value
Understanding the value of arts & culture The AHRC Cultural Value Project Geoffrey Crossick & Patrycja Kaszynska 2 Understanding the value of arts & culture The AHRC Cultural Value Project Geoffrey Crossick & Patrycja Kaszynska THE AHRC CULTURAL VALUE PROJECT CONTENTS Foreword 3 4. The engaged citizen: civic agency 58 & civic engagement Executive summary 6 Preconditions for political engagement 59 Civic space and civic engagement: three case studies 61 Part 1 Introduction Creative challenge: cultural industries, digging 63 and climate change 1. Rethinking the terms of the cultural 12 Culture, conflict and post-conflict: 66 value debate a double-edged sword? The Cultural Value Project 12 Culture and art: a brief intellectual history 14 5. Communities, Regeneration and Space 71 Cultural policy and the many lives of cultural value 16 Place, identity and public art 71 Beyond dichotomies: the view from 19 Urban regeneration 74 Cultural Value Project awards Creative places, creative quarters 77 Prioritising experience and methodological diversity 21 Community arts 81 Coda: arts, culture and rural communities 83 2. Cross-cutting themes 25 Modes of cultural engagement 25 6. Economy: impact, innovation and ecology 86 Arts and culture in an unequal society 29 The economic benefits of what? 87 Digital transformations 34 Ways of counting 89 Wellbeing and capabilities 37 Agglomeration and attractiveness 91 The innovation economy 92 Part 2 Components of Cultural Value Ecologies of culture 95 3. The reflective individual 42 7. Health, ageing and wellbeing 100 Cultural engagement and the self 43 Therapeutic, clinical and environmental 101 Case study: arts, culture and the criminal 47 interventions justice system Community-based arts and health 104 Cultural engagement and the other 49 Longer-term health benefits and subjective 106 Case study: professional and informal carers 51 wellbeing Culture and international influence 54 Ageing and dementia 108 Two cultures? 110 8. -
Next-Gen Technology Transformation in Financial Services
April 2020 Next-gen Technology transformation in Financial Services Introduction Financial Services technology is currently in the midst of a profound transformation, as CIOs and their teams prepare to embrace the next major phase of digital transformation. The challenge they face is significant: in a competitive environment of rising cost pressures, where rapid action and response is imperative, financial institutions must modernize their technology function to support expanded digitization of both the front and back ends of their businesses. Furthermore, the current COVID-19 situation is putting immense pressure on technology capabilities (e.g., remote working, new cyber-security threats) and requires CIOs to anticipate and prepare for the “next normal” (e.g., accelerated shift to digital channels). Most major financial institutions are well aware of the imperative for action and have embarked on the necessary transformation. However, it is early days—based on our experience, most are only at the beginning of their journey. And in addition to the pressures mentioned above, many are facing challenges in terms of funding, complexity, and talent availability. This collection of articles—gathered from our recent publishing on the theme of financial services technology—is intended to serve as a roadmap for executives tasked with ramping up technology innovation, increasing tech productivity, and modernizing their platforms. The articles are organized into three major themes: 1. Reimagine the role of technology to be a business and innovation partner 2. Reinvent technology delivery to drive a step change in productivity and speed 3. Future-proof the foundation by building flexible and secure platforms The pace of change in financial services technology—as with technology more broadly—leaves very little time for leaders to respond. -
The Role of Business in Disaster Response a Business Civic Leadership Report BCLC Is an Affilliate of the U.S
The Role of Business in Disaster Response A Business Civic Leadership Report BCLC is an affilliate of the U.S. Chamber of Commerce. The Role of Business in Disaster Response Introduction Information Technology S 2 Business Civic Leadership Center 30 Cisco Corporate Expertise in Disasters Using Expert Networking Knowledge to Assist T Communities in Crisis Resilience 32 IBM Preparedness Beyond Search & Rescue: Improving Disaster Zone’s Long-Term Prospects 6 Office Depot Talking About Preparedness: EN 34 Google Leave No Stone Unturned Google’s Crisis Response Initiative 8 Citi T 36 Microsoft Natural Disaster Financial Management: Increasing Information and Technology Capacity It’s All About Precrisis Preparation in Times of Disaster 10 Shell A Strategic Approach to Response and Recovery Insurance 40 Allstate A Promise to Our Communities Is Our Business Public-Private Partnership CON 14 Maryland Emergency Management Agency Infrastructure F Maryland Businesses Get Their Stake in 44 Degenkolb Engineers Emergency Response Degenkolb’s 70-Year Tradition of Earthquake Chasing Lessons Learned 16 Walmart Public-Private Collaboration: Six Years 46 Proteus On-Demand After Hurricane Katrina Learn From the Past, Be Involved in the Future E O 48 Project Jomo Storm of Ideas Logistics L 20 UPS We Love the Logistics of Disaster Response Debris Removal 22 FedEx 52 Caterpillar Logistics Support During Disasters: Changing Lives Through Sustainable Progress Another Day at the Office 54 Ceres Environmental TAB Helping Jefferson County Recover Food 26 Cargill An Unprecedented Crisis in the Horn of Africa Prompts an Extraordinary Response From Cargill bclc.uschamber.com 2012 • 1 INTRODUCTION Corporate Expertise in Disasters By Stephen Jordan and Gerald McSwiggan, U.S. -
The Common Alerting Protocol (CAP) and the Challenge of Public Warning Date: 15/05/2017 to 21/05/2017 Summary
Expert: Eliot Christian Title of the Session: The Common Alerting Protocol (CAP) and the Challenge of Public Warning Date: 15/05/2017 to 21/05/2017 Summary Societies around the world are engaged in a profound revolution in emergency alerting. Enabled by uptake of the international standard Common Alerting Protocol, all manner of communications networks can now be leveraged to get alerts to everyone who needs them, wherever they are and whatever they are doing. With these new capabilities, it is clear that many lives can be saved and livelihoods protected as emergency alerting becomes more available, more precise, more reliable, completely secure, and as fast as it can be. Context Getting Public Warnings to People Online To help disseminate public warnings, alerting authorities have long relied on commercial media, such as newswires, broadcast radio and television. Television stations insert "crawl text" with the warning message; radio stations insert a recording. This public-private collaboration has required huge investments in specialized technology. Now people are using cell phones and online media more and more. Do societies worldwide need a new round of huge investments in specialized technology to get warnings to all these people online? Actually, huge new investments are not needed. Online media and alerting authorities already developed ways to get warnings to cell phones and people online, at minimal cost. The Hazard App developed by the Red Cross Global Disaster Preparedness Center (GDPC) is one example. As part of the Universal App Program, GDPC partners with Red Cross and Red Crescent national societies to develop First Aid and Hazard alerting apps. -
14 Months to Turn $2M Into $4M with Your Help CONTENTS
MAGAZINE WINTER 2015 We have 14 months to turn $2M into $4M with your help CONTENTS Dean David Saunders welcomes alumni, faculty and staff to the annual Homecoming Brunch in Goodes Hall in October. ii MAGAZINE WINTERWINTER 2015 FEATURES 8 A NEW WAVE — Introducing seven new faculty members. 15 START-UPS SNAPSHOT — Alumni-led new ventures produce a treadmill desk, provide a novel income tax- preparation service and revolutionize colour 3-D printing. 18 VIVE LA RÉSISTANCE, TO CHANGE — Peter Lawton, BCom’74, uncovers a dark chapter in Parisian history. 20 BE A MATCHMAKER — Introducing a $2M gift-matching program that’s on a fixed deadline. PROFILES 22 UP AND AWAY — Inside Google’s Project Loon (“Balloon-Powered Internet for Everyone”) with Doug Wightman, BCom’04, PhD’13-Computer Science. 26 A SEAT AT THE TABLE — Brenda Trenowden, BCom’89, a 25-year international banking veteran, champions increasing the number of women on corporate boards. DEPARTMENTS 2 From the Dean 3 Inside Goodes 29 Alumni Notes 37 Alumni News MAGAZINE Queen’s School of Business’S MAGAZINE FOR ALUMNI & FRIENDS MANAGING EDITOR CONTRIBUTORS Shelley Pleiter Claire Bouvier [email protected] Yadira Gonzalez CONTRIBUTING EDITOR Andrea Gunn Amber Wallace, QSB Director of Kari Knowles Communications & External Relations Peter Lawton Tanya Ligthart DESIGN Alan Morantz ReVue Design & Communications Andrea Strike Published three times a year by Queen’s School of Business Kingston, Ontario, Canada K7L 3N6 Tel 613.533.3118 Fax 613.533.6978 Email [email protected] Web www.qsb.ca © Copyright 2015, Queen’s University Volume 55, Winter 2015 ISSN 0714798 Available by subscription and online at www.qsb.ca/magazine amont L uzy S FROM THE DEAN QSB ADVISORY Board MEMBERS Steven Albiani, BCom’03, Managing Partner, Stratum Advisory Group Inc. -
CIO Guide to Application Modernization
CIO Guide to Application Modernization May 2020 2 What You Need To Know The global pandemic has put unexpected pressures on businesses of all sorts — in ways no one was projecting at the beginning of the year. As a result, CIOs face a series of urgent challenges: • How can they raise system visibility and system control over operations that are more dispersed and changing than ever? • How can they cut costs, yet create a more agile and responsive IT system? • How can they do more with older data, even as they understand better the data from a market that is changing every week? • How can they help people work faster, with a minimum of change management, or set the stage for growth, while preserving capital? In many cases the answer is a step-by-step deployment of cloud computing technology, tailored to meet the most pressing needs first. Working with a comprehensive cloud provider, it is possible to create cloud systems that respect and preserve core assets, while enabling rapid modernization, in particular for the cost-aware agility and resilience of modern application architecture. Why You Should Keep Reading This guide offers a series of approaches to application modernization, from identifying needs and developing an action-oriented roadmap, to methods of identifying and effecting meaningful change in the most critical parts of your IT operations. We have also included at the end a list of key solutions that Google Cloud and our technology partners have to give your organization fast results. 3 Introduction Even before the current crisis, IT organizations saw pressure to be more agile and innovative. -
App Integration: the Future of How Smartphones Interface with Infotainment Systems App Integration: the Future of How Smartphones Interface with Infotainment Systems
App integration: The future of how smartphones interface with infotainment systems App integration: The future of how smartphones interface with infotainment systems he average driver today is an avid smartphone app user, and most want to use some, or all, of these apps in the car. However, most consumers find using their smartphone in T their car while driving distracting; 82% of new car buyers in the United States, the United Kingdom, Germany, and China told IHS this in its Connected Car consumer survey. Controlling smartphone apps via the car’s human machine interface (HMI) does not eliminate all distraction problems, but is certainly an improvement. The solution is smartphone app integration software platforms, which are now so plentiful that two hands are needed to count the various contenders. There are basically two ways of doing this: • Modify the smartphone operating system (OS): Makes the smartphone’s OS interface with an in-vehicle infotainment (IVI) system’s HMI. These are often called screen projection mode solutions or screen mirroring solutions. This will also require specific middleware on each infotainment system that uses this variant of smartphone app integration. This middleware will implement restrictions on what content can be shown while driving to reduce driver distractions. The main advantage is that there will be minimal or no change needed by the app developers. Typically, this type of solution requires minimal updates by developers to extend their apps to work with these projection mode technologies, through an application program interface (API). Apple CarPlay and Android Auto take this approach. • Create an intermediate app platform: Connects the smartphone to the in-vehicle HMI. -
Best Practices on Public Warning Systems for Climate-Induced
Best practices on Public Warning Systems for Climate-Induced Natural Hazards Abstract: This study presents an overview of the Public Warning System, focusing on approaches, technical standards and communication systems related to the generation and the public sharing of early warnings. The analysis focuses on the definition of a set of best practices and guidelines to implement an effective public warning system that can be deployed at multiple geographic scales, from local communities up to the national and also transboundary level. Finally, a set of recommendations are provided to support decision makers in upgrading the national Public Warning System and to help policy makers in outlining future directives. Authors: Claudio Rossi Giacomo Falcone Antonella Frisiello Fabrizio Dominici Version: 30 September 2018 Table of Contents List of Figures .................................................................................................................................. 2 List of Tables ................................................................................................................................... 4 Acronyms ........................................................................................................................................ 4 Core Definitions .............................................................................................................................. 7 1. Introduction ......................................................................................................................... -
Facebook's Libra
JULY 2019 Facebook’s Libra AND THE FUTURE OF DIGITAL IDENTITIES Page 6 (Feature Story) Apple launches its own digital ID program 9Page 9 (News and Trends) The challenges of digital IDs in the mobile space 13Page 13 (Deep Dive) © 2019 PYMNTS.com All Rights Reserved WHAT'S INSIDE Digital ID developers race to provide better, 03 more secure solutions FEATURE STORY Wayne Vaughan, co-founder of the 06 Decentralized Identity Foundation, on Facebook’s Libra cryptocurrency and how it will impact the digital identity industry NEWS AND TRENDS METHODOLOGY The latest headlines from around the digital Who’s on top and how they got there, including 09 identity space, including Apple's new digital ID 15 three sets of top provider rankings program, 3D finger vein scanners at hospitals and more DEEP DIVE SCORECARD An in-depth look at mobile digital IDs and the The results are in. See the highest-ranked 13 issues world governments have faced during 16 companies in a provider directory featuring implementation more than 200 major digital identity players. ABOUT 89 Information about PYMNTS.com and Jumio TABLE OF CONTENTS ACKNOWLEDGMENT The Digital Identity Tracker is done in collaboration with Jumio, and PYMNTS is grateful for the company’s support and insight. PYMNTS.com retains full editorial control over the presented findings, methodology and data analysis. WHAT’S INSIDE The digital identity market is expected to reach $15 billion paralysis of choice with so many options available. One by 2024, and giants such as Google and Apple are rac- potential solution is a decentralized, self-sovereign stan- ing to improve identity verification experiences. -
Private Sector Participation in Disaster Recovery and Mitigation
Disaster Recovery Guidance Series Private Sector Participation in Disaster Recovery and Mitigation Global Facility for Disaster Reduction and Recovery Cover photo: Dar es Salaam Port, Tanzania. Photo: Rob Beechey/World Bank Contents Acronyms .......................................................................................................................................................... iii Acknowledgments .............................................................................................................................................. 1 I. Introduction ................................................................................................................................................ 2 A. Disasters, Disaster Recovery, Mitigation and the Role of the Private Sector ...................................... 2 B. About this Guidance Note: Aim, Relevance and Scope ........................................................................ 4 C. Key Terms in this Guidance Note .......................................................................................................... 5 1. Disaster Management Cycle, Disaster Recovery and Mitigation .................................................... 5 2. Private Sector Participation (PSP) .................................................................................................. 6 3. Public-Private Partnerships (PPPs) ................................................................................................. 7 4. Corporate Social Responsibility (CSR) ........................................................................................... -
Economic and Social Impacts of Google Cloud September 2018 Economic and Social Impacts of Google Cloud |
Economic and social impacts of Google Cloud September 2018 Economic and social impacts of Google Cloud | Contents Executive Summary 03 Introduction 10 Productivity impacts 15 Social and other impacts 29 Barriers to Cloud adoption and use 38 Policy actions to support Cloud adoption 42 Appendix 1. Country Sections 48 Appendix 2. Methodology 105 This final report (the “Final Report”) has been prepared by Deloitte Financial Advisory, S.L.U. (“Deloitte”) for Google in accordance with the contract with them dated 23rd February 2018 (“the Contract”) and on the basis of the scope and limitations set out below. The Final Report has been prepared solely for the purposes of assessment of the economic and social impacts of Google Cloud as set out in the Contract. It should not be used for any other purposes or in any other context, and Deloitte accepts no responsibility for its use in either regard. The Final Report is provided exclusively for Google’s use under the terms of the Contract. No party other than Google is entitled to rely on the Final Report for any purpose whatsoever and Deloitte accepts no responsibility or liability or duty of care to any party other than Google in respect of the Final Report and any of its contents. As set out in the Contract, the scope of our work has been limited by the time, information and explanations made available to us. The information contained in the Final Report has been obtained from Google and third party sources that are clearly referenced in the appropriate sections of the Final Report. -
Downloaded by [University of Liverpool] at 00:53 06 January 2017 DIGITAL SOCIOLOGY
Downloaded by [University of Liverpool] at 00:53 06 January 2017 DIGITAL SOCIOLOGY We now live in a digital society. New digital technologies have had a profound infl uence on everyday life, social relations, government, commerce, the economy and the production and dissemination of knowledge. People’s movements in space, their purchasing habits and their online communication with others are now monitored in detail by digital technologies. We are increasingly becoming digital data subjects, whether we like it or not, and whether we choose this or not. The sub- discipline of digital sociology provides a means by which the impact, development and use of these technologies and their incor- poration into social worlds, social institutions and concepts of selfhood and embodiment may be investigated, analysed and understood. This book introduces a range of interesting social, cultural and political dimensions of digital society and discusses some of the important debates occurring in research and scholarship on these aspects. It covers the new knowledge economy and big data, reconceptualising research in the digital era, the digitisation of higher education, the diversity of digital use, digital politics and citizen digital engagement, the politics of surveillance, privacy issues, the contribution of digital devices to embodiment and concepts of selfhood, and many other topics. Digital Sociology is essential reading not only for students and academics in sociology, anthropology, media and communication, digital cultures, Downloaded by [University of Liverpool] at 00:53 06 January 2017 digital humanities, internet studies, science and technology studies, cultural geography and social computing, but for other readers inter- ested in the social impact of digital technologies.