Digital Era for ASEAN Conglomerates Hype Or Reality?
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Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019
Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019 1 Session Date Topic / Outline Kickoff | Building a Fit for Consulting • Consulting / Career Path • Entrance Criteria 1 Feb 5 • Your Fit Assessment / Spark / Career Goals • Gaps for Advanced Degree/Non-MBA Candidates • Building Business Acumen and Case Skils WE ARE HERE Aligning Fit to Consulting FIrms • Industry Overview • Consulting Firm Landscape - Firms, Specialties | Big vs. Boutique WE ARE HERE Feb 19 • Approach to Firm Research 2 • Assessing and Aligning Your FIT • Networking as Research • Case Interview Preview Get the Interview • Resume Deep Dive Summer program 3 Mar 5 • Cover Letter Deep Dirve • Networking and Importance/Integration application dates are posted! Applications <<1-1 Resume Reviews! Noon-5pm>> due March-April. Get the Offer: Part 1 • Case Interview Practice Methods 4 Mar 19 • Experience Interview - Overview • Building Your Story Matrix • Creating SOAR Outlines Get the Offer: Part 2 • Resume Walkthrough Case Workshop Apr 2 • Common Questions April 28 | 10am-6pm 5 • Challenging Questions $50 • Wrap-up/Next Steps 2 TO ACCESS SESSION MATERIALS AND RESOURCES GO TO www.archcareerpartners.com/uchicagogcc-2019 3 AGENDA CCO Session 2| Aligning Your Fit Context Fit Activities u Consulting industry u Approach to firm u Networking as overview research research u Consulting firm u Assessing/aligning u Case interview landscape your fit preview 4 Context 5 The rise of the “knowledge” profession James O. McKinsey Management Consulting 6 Establishing -
Emotional Fortitude: the Inner Work of the CEO
FEATURE Emotional fortitude The inner work of the CEO Benjamin Finzi, Mark Lipton, Kathy Lu, and Vincent Firth Emotional fortitude: The inner work of the CEO Emotional fortitude—the ability to stay clear-headed while exploring one’s emotional reactions to sources of tension—can improve a CEO’s resilience to the stressors of decision-making and lead to better decision outcomes. HETHER AT A large, established firm or a work” that effective CEOs perform as they journey fast-growing one, making decisions through the decision-making process and live with Wwhile staring disruption in the face may the consequences. be the most grueling element of being a CEO. Data feels insufficient. Assumptions feel tenuous. Options feel How can CEOs increase their constrained. Timing feels rushed. chances of making an optimal Outcomes feel binary: The decision either takes the organization in the right decision when all of the direction or the wrong one. alternatives may not be known, Yet executives—particularly CEOs—are when time is not on their side, expected to be the most qualified people in their organization to make decisions. and when emotions play a central CEOs, perhaps more than those in any role before, during, and after the other executive role, feel enormous pressure to get it “right.” Even the most decision is made? level-headed CEO is apt to experience sleepless nights and personal doubts about the choices they make and the consequences The intellectual and emotional that result. If the decision ultimately proves to be a tensions of perilous decisions poor one, there is no one else to blame. -
The New Digital Economy and Development
UNCTAD UNITED NATIONS CONFERENCE ON TRADE AND DEVELOPMENT THE «NEW» DIGITAL ECONOMY AND DEVELOPMENT UNCTAD Technical Notes on ICT for Development N˚8 UNITED NATIONS UNCTAD, DIVISION ON TECHNOLOGY AND LOGISTICS SCIENCE , TECHNOLOGY AND ICT BRANCH ICT POLICY SECTION TECHNICAL NOTE NO8 UNEDITED TN/UNCTAD/ICT4D/08 OCTOBER 2017 The ‘New’ Digital Economy and Development 1 Abstract : This technical note frames the ‘New’ Digital Economy (NDE) as including, most prominently: 1) advanced manufacturing, robotics and factory automation, 2) new sources of data from mobile and ubiquitous Internet connectivity, 3) cloud computing, 4) big data analytics, and 5) artificial intelligence. The main driver of the NDE is the continued exponential improvement in the cost-performance of information and communications technology (ICT), mainly microelectronics, following Moore’s Law. This is not new. The digitization of design, advanced manufacturing, robotics, communications, and distributed computer networking (e.g. the Internet) have been altering innovation processes, the content of tasks, and the possibilities for the relocation of work for decades. However, three features of the NDE are relatively novel. First, new sources of data, from smart phones to factory sensors, are sending vast quantities of data into the “cloud,” where they can be analysed to generate new insights, products, and services. Second, new business models based on technology and product platforms — platform innovation, platform ownership, and platform complimenting — are significantly altering the organization of industries and the terms of competition in a range of leading-edge industries and product categories. Third, the performance of ICT hardware and software has advanced to the point where artificial intelligence and machine learning applications are proliferating. -
The Fourth Industrial Revolution: How the EU Can Lead It
EUV0010.1177/1781685818762890European ViewSchäfer 762890research-article2018 Article European View 2018, Vol. 17(1) 5 –12 The fourth industrial © The Author(s) 2018 https://doi.org/10.1177/1781685818762890DOI: 10.1177/1781685818762890 revolution: How the EU journals.sagepub.com/home/euv can lead it Matthias Schäfer Abstract The fourth industrial revolution is different from the previous three. This is because machines and artificial intelligence play a significant role in enhancing productivity and wealth creation, which directly changes and challenges the role of human beings. The fourth industrial revolution will also intensify globalisation. Therefore, technology will become much more significant, because regions and societies that cope positively with the technological impact of the fourth industrial revolution will have a better economic and social future. This article argues that the EU can play an important role in developing an environment appropriate for the fourth industrial revolution, an environment that is vibrant and open to new technologies. Member states would profit from an EU-wide coordinated framework for this area. The EU has to establish new common policies for the market-oriented diffusion and widespread use of new technologies. Keywords Fourth industrial revolution, Technology policy, Industrial policy, Leadership Introduction Historically there have been four industrial revolutions (see Schwab 2016). The first began in the early nineteenth century, when the power of steam and water dramatically increased the productivity of human (physical) labour. The second revolution started almost a hundred years later with electricity as its key driver. Mass industrial production Corresponding author: M. Schäfer, Department Politics and Consulting, Head of the Team for Economic Policy, Konrad-Adenauer- Stiftung, Berlin, Germany. -
Policy Choices for a Digital Age
JUNE 2017 POLICY CHOICES FOR A DIGITAL AGE TAKING A WHOLE ECONOMY, WHOLE SOCIETY APPROACH DISCUSSION PAPER This publication is part of Friends of Europe’s work on digitalisation and the 4th Industrial Revolution, undertaken in the framework of our New Economic Models programme. It brings together the views of Friends of Europe’s large network of policymakers, scholars, civil society and business representatives on digitalisation and the 4th Industrial Revolution. It closes a series of three high-level working group meetings that Friends of Europe organised in 2016 – 2017 to explore the impact of the 4th Industrial Revolution across policymaking, industry and society. JUNE 2017 POLICY CHOICES FOR A DIGITAL AGE TAKING A WHOLE ECONOMY, WHOLE SOCIETY APPROACH DISCUSSION PAPER The authors in this discussion paper contribute in their personal capacities, and their views do not necessarily reflect those of the organisations they represent, nor of Friends of Europe and its board of trustees, members or partners. Reproduction in whole or in part is permitted, provided that full credit is given to Friends of Europe, and that any such reproduction, whether in whole or in part, is not sold unless incorporated in other works. Friends of Europe is grateful for the financial support it received from Google and the input of the McKinsey Global Institute for the publication of this paper. Friends of Europe was responsible for guaranteeing editorial balance and full independence, as evidenced by the variety of the articles’ authors and the contents of the contributions. Publisher: Geert Cami Directors: Nathalie Furrer & Dharmendra Kanani Editor: David O’Leary Programme Manager: Natasha Ibbotson Design: José Gonçalves Communications Assistants: Carys Lawrie & Iiris André © Friends of Europe - June 2017 TABLE OF CONTENTS FOREWORD Andrus Ansip 8 OVERVIEW Dharmendra Kanani 11 PART 1: RETHINKING ECONOMIC MODELS – GDP OR DATA 16 Moving beyond the balance-sheet economy Michael Mandel 17 Transatlantic cooperation and collaboration on the digital economy Daniel A. -
A Brief History of the Digital Revolution
A BRIEF HISTORY OF THE DIGITAL REVOLUTION We’re all living in the information age. From healthcare to education, technology has transformed our Apple’s launch of the Facebook is born, and The iPhone is launched Google begins lives, and the digital iPad propels tablet a new age of social and smartphones usage testing driverless revolution shows no computers into the media begins explodes cars sign of slowing down mainstream 2003 2004 2005 2007 2009 2010 2011 2012 2016 Present Day Skype launches YouTube launches Bitcoin becomes instantly Commercial The virtual reality with a video of the the first widely connecting introduction of headset, Oculus site’s co-founder at accepted fully 3D printers Rift, becomes people around the zoo: a clip that digital currency available to Broadband is the world has garnered almost consumers introduced to the via video 40 million views UK, providing much faster 2000 internet access Tim Berners Lee Smartphone is CERN’s web browser invents the World released, supporting software is released Wide Web whilst calls, email and fax for public use working at CERN 1999 1997 1994 1992 1991 1990 1989 1988 Bluetooth Launch of first modern Commercial dial up 0.05% of people are A fully digital technology is social media site – Six internet becomes using the internet camera is introduced to Degrees available, cue released, offering the world screeching noises storage for up to 10 photos First mobile phone 1984 launched, costing The laptop ~$4,000. A 10-hour First commercially computer is born, charge provides 30 available -
United States Marine Corps Professional Reading List (Revised 3/11/2019)
United States Marine Corps Professional Reading List (revised 3/11/2019) * Commandant’s Choice Books * (All Marines) First to Fight (Krulak) Machine, Platform, Crowd (McAfee) Hue 1968 (Bowden) Non-Obvious 2019 (Bhargara) The Leader’s Bookshelf (Stavridis) Warfighting (MCDP-1, USMC) Legacy: 15 Lessons in Leadership (Kerr) A World in Disarray (Haass) * Entry Level Enlisted * * Career Level Enlisted * (Recruit - Poolee) (Cpl – Sgt) Battle Cry (Uris) Battle Leadership (Von Schell) Corps Values (Miller) The Defense of Duffer’s Drift (Swinton) Gates of Fire (Pressfield) Ghost Fleet (Singer, Cole) Grit (Duckworth) The Killer Angels (Shaara) Starship Troopers (Heinlein) Left of Bang (Van Horne) On Combat (Grossman) * Entry Level Officer * On Killing (Grossman) (Candidate - Midshipman) Outliers (Gladwell) Battle Cry (Uris) Resilience (Greitens) Corps Values (Miller) The Revenge of Geography: What the Map Tells Us about Gates of Fire (Pressfield) Coming Conflicts and the Battle Against Fate (Kaplan) I’m Staying with My Boys (Proser) We Were Soldiers Once…and Young (Moore, Galloway) The Killer Angels (Shaara) With the Old Breed: At Peleliu and Okinawa (Sledge) My Men Are My Heroes (Helms) Starship Troopers (Heinlein) * Career Level Officer * (WO – CWO2 – Capt) * Primary Level Enlisted * Assault from the Sea: Essays on the History of Amphibious (Pvt - LCpl) Warfare (Bartlett) Chesty (Hoffman) Attacks (Rommel) Ender’s Game (Card) Black Hearts (Frederick) The Last Stand of Fox Company (Drury) Curious: The Desire to Know and Why Your Future Depends The Marines of Montford Point (McLaurin) on It (Leslie) On Call in Hell (Jadick) Forgotten Warriors (Hammes) Ready Player One (Cline) Into the Tiger’s Jaw (Petersen) Rifleman Dodd (Forester) Neptune’s Inferno: The U.S. -
Economic Growth in the Digital Era
Economic Growth in the Digital Era Lawrence J. Lau, Ph. D., D. Soc. Sc. (hon.) Kwoh-Ting Li Professor of Economic Development Department of Economics Stanford University Stanford, CA 94305-6072, U.S.A. Symposium on “Welcoming the Challenge of the Digital Era” 2003 Kwoh-Ting Li Forum November 29, 2003, Taipei Phone: 1-650-723-3708; Fax: 1-650-723-7145 Email: [email protected]; WebPages: WWW.STANFORD.EDU/~LJLAU A Preview The Characteristics of the Digital Era Interactions with Long-Term Economic Trends Increasing de-verticalization or fragmentation of production Rising globalization Economic Implications of the Digital Era The Sources of East Asian Economic Growth Government Policies for Economic Growth in the Digital Era Lawrence J. Lau, Stanford University 2 Internet Users in the Asia/Pacific Region Internet Users in the Asia/Pacific Region (millions) 1999 2000 2001 2002 2003 2004 2005 Annual Rate of Growth China 16.5 27.2 40.4 59.4 84.5 111.6 141.3 43.0 Hong Kong 1.9 2.5 3.0 3.2 3.8 4.6 5.4 19.0 India 3.2 6.2 11.0 18.9 30.3 42.3 62.5 64.1 Indonesia 1.0 1.4 1.9 2.5 3.6 5.2 7.3 39.3 South Korea 5.3 8.1 10.7 14.1 17.7 22.1 26.8 31.0 Malaysia 1.2 1.7 2.4 3.5 4.7 6.2 8.1 37.5 Philippines 0.6 1.1 1.6 2.7 4.1 6.3 8.6 55.9 Singapore 0.8 1.0 1.3 1.5 1.7 1.9 2.4 20.1 Taiwan 4.4 5.5 6.9 8.6 10.8 12.4 15.8 23.7 Thailand 1.0 1.5 2.3 3.5 4.6 6.5 8.7 43.4 Asia/Pacific Region 66.2 94.5 128.0 173.3 231.5 295.7 374.4 33.5 Note: 1999 figures estimated and 2000-2005 figures projected by the Yankee Group. -
Deloitte Consulting Offering Portfolio
Deloitte Consulting Offering Portfolio How penniless is Tull when congressional and fattened Ramesh stump some esuriences? Autogamic Jackie add his tiffin beams frenetically. Poul usually garbling adversely or sparges lest when ante-Nicene Mick eying fallibly and politically. Always something new reports on four as a captcha proves you present complex environment. Deloitte technology company deloitte consulting offering portfolio management? We serve as advisors on decisions related to mergers and acquisitions, litigation and disputes, bankruptcy and reorganization, financial reporting, taxation, strategic planning, and compliance. Corporate Banking Career Paths? This hold your time. Company reviews in Washington, DC. How will learn how would mean the deloitte consulting offering portfolio management teams is never miss an. Vault partners is a significant investment banking practice for hiring for clients in short problem authenticating your case together with offering portfolio performance metrics for driving tours, please apply today offers information. Senior Consultant at Deloitte The Analytics Cognitive team leverages the. The report encloses analytical information services to always use cookies we are yet to manager for retail sales pipeline analysis about selection. Wsj from deloitte offers users privacy policy, he added recently started advocating for an ai on. Pruebe a festival, offers probability examination of skills with offering portfolio company, there was common operating officer job ads darla. May be likely to more quickly accelerate a career, relative to Deloitte? Martin Luther King Jr. Are you a leader or an analyst? This represents a swift leap forward thinking our market growth strategy. We are differentiated by our capability to execute the advice we provide to help clients in the markets where they operate today and where they want to be in the future. -
Digital Object, Digital Subjects
DIGITAL OBJECTS DIGITAL SUBJECTS Interdisciplinary Perspectives on Capitalism, Labour and Politics in the Age of Big Data Edited by DAVID CHANDLER and CHRISTIAN FUCHS Digital Objects, Digital Subjects: Interdisciplinary Perspectives on Capitalism, Labour and Politics in the Age of Big Data Edited by David Chandler and Christian Fuchs University of Westminster Press www.uwestminsterpress.co.uk Published by University of Westminster Press 101 Cavendish Street London W1W 6UW www.uwestminsterpress.co.uk Text ©the editors and several contributors 2019 First published 2019 Cover: Diana Jarvis Printed in the UK by Lightning Source Ltd. Print and digital versions typeset by Siliconchips Services Ltd. ISBN (Hardback): 978-1-912656-08-0 ISBN (PDF): 978-1-912656-09-7 ISBN (EPUB): 978-1-912656-10-3 ISBN (Kindle): 978-1-912656-11-0 ISBN (Paperback): 978-1-912656-20-2 DOI: https://doi.org/10.16997/book29 This work is licensed under the Creative Commons Attribution-NonCommercial- NoDerivatives 4.0 International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-nd/4.0/ or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA. This license allows for copying and distributing the work, providing author attribution is clearly stated, that you are not using the material for commercial purposes, and that modified versions are not distributed. The full text of this book has been peer-reviewed to ensure high academic standards. For full review policies, see: http://www.uwestminsterpress.co.uk/ site/publish. Competing Interests: the editors and contributors declare that they have no competing interests in publishing this book Suggested citation: Chandler, D. -
PGP Final Placement Brochure 2015-17
Post Graduate Programme in Management (PGP) 2015-2017 Placements POST GRADUATE PROGRAMME IN MANAGEMENT (PGP) 2015-2017 Recruitment Process at IIM Bangalore Pre-Placement Talks (PPTs) The recruitment process at the Institute is coordinated by PPTs provide an opportunity to students and companies to Career Development Services (CDS) office along with a interact and exchange information. A PPT is typically of 45 Student Placement Committee. The Institute provides all minutes duration during which company representatives talk support in terms of infrastructure and facilities needed for the about their organization and the employment opportunities recruitment process. Recruitments at IIM Bangalore take place being offered. The students use this time to assess the in two phases organization and opportunities. A Q&A session also forms part • The Lateral Placement Process addresses the increasing of the PPT. need of corporates for students with work experience. Students Applications This process is limited to candidates who have at least 22 months of work experience. Based on the company presentation and their individual interest levels, students apply to companies. These can be • The Final Placement Process is open to all eligible on company application forms or resumes as per company students. requirements. The applications are forwarded to the company within a specified time frame. The companies are provided sufficient time to evaluate the applications and shortlist suitable candidates. Shortlists Student Career Support Fee Companies are required to send shortlists to the CDS Office at Applicable to all job offers accepted by students including least one week prior to the commencement of final placement Pre-Placement Offers (PPOs), Lateral Placement Offers (LPOs) interviews. -
Optimizing Urban Services Through Digital Innovation PECC, Taipeh, March 2018 Towards a New Urban Civilization
Optimizing urban services through digital innovation PECC, Taipeh, March 2018 Towards a new urban civilization • The digital revolution is changing everything: ▪ infrastructure is changing; ▪ the relations between local authorities and citizens are changing; ▪ services are changing; ▪ the city is changing. • More than a revolution, “digital technology is a civilization” *. * Milad Doueilhi, Professor of Digital Humanities at Paris-Sorbonne University Part I – Digital technology is reshaping the ties between cities and business The digital revolution is exploding the universe of the possible (1) • Combining their respective power, connectivity and big data are opening up unprecedented prospects by boosting the capacity of cities, their local businesses and people to take action. • The digital shift is opening the way to more efficient, more fluid and more cost-effective operation of local services: ▪ improved efficiency is derived from the many sensors packed into infrastructure and equipment that make it possible to optimize real-time operation ▪ instant detection of a leak in a public pipe or the immediate adjustment of heating in a municipal building result in annual savings of thousands of euros. • The digital revolution is leading to the creation of high-value-added interactive services that make life easier for businesses, employees, residents and tourists, and raise a city’s prosperity and profile. ▪ These new services are very rational: more practical, faster, more personalized and less costly. ▪ Digital systems can now give meaning and value to data that had neither, thereby making it possible to develop a multitude of new and previously unimaginable services. As a result, the ties between local government, business and people have become the focal point for the creation of shared wealth.