Informatyka w Firmie Archive

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Business 5.0

Business 5.0 to przyszłość, następny krok w biznesowej rewolucji, nadchodząca zmiana w strukturze firmy, procesach biznesowych i kulturze pracy. Business 4.0 to przeszłość.

Wykorzystanie potencjału – Automatyzacja

Większość firm nie zdaje sobie sprawy z tego, jak dużym potencjałem dysponuje. A nawet jeśli – nie potrafi go  wykorzystać. Przyszłość to automatyzacja (Intelligent Automation – IA), która pozwala na usprawnienie codziennych działań. To wykorzystanie wielu technologii, zaczynając od automatyzacji procesów biznesowych (Robotic Process Automation –  RPA) przez uczenie maszynowe, automatyzację kognitywną oraz wykorzystanie sztucznej inteligencji.

 Rozwiązanie to pozwala na obniżenie kosztów w firmie, wyeliminowanie ryzyka błędów, poprawienie jakości danych  oraz zwiększenie szybkości i jakości obsługi naszych klientów. To także szansa na zaoszczędzenie czasu pracowników, dzięki zastąpieniu ich w rutynowych czynnościach, by ci mogli zająć się zadaniami wymagającymi kreatywności. Automatyzacja umożliwia też oferowanie dodatkowych usług bez zwiększania liczby pracowników. 

·         Wykorzystanie potencjału – Automatyzacja

·         Produktywność i wydajność – Sztuczna Inteligencja

·         Klient przyszłości – zmieniające się potrzeby

·         Wykorzystanie Big Data

·         Przyszłość rynku pracy – ludzie nie roboty

·         Koncepcja Internetu Rzeczy

·         Cyberbezpieczeństwo

Zob np. EY: Usługi doradcze w zakresie inteligentnej automatyzacji

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The Cyber-Organisation and the New World of Work

The Cyber-Organisation and the New World of Work: Advocating a twin governance and collaborative intelligence solution to overcome a constant disruptive business context

By Mario Raich, Simon L. Dolan, Dave Ulrich and Claudio Cisullo

This paper explores the concept of the cyber-organisation and, in particular, the so-called cyber-enterprise and its functionality in a business context that is constantly generating disruption due to rapid technological advances and a shift in the definition of work. The cyber-enterprise is, and will be, operating in this fast-changing context driven by artificial intelligence. We argue that cyber-reality will change the fundamental roles of all stakeholders, be they employees, suppliers, customers, investors, partners, associations or governmental agencies, and will require corresponding changes in the governing bodies of organisations. Today, we are living in a world in transition and transformation(1). There are three powerful converging megatrends that may explain the shaping of the new world of work: globalisation, digitalisation and creation / destruction. Add to this the rise in cyber-reality, artificial intelligence (AI), global connectivity, as well as hybrid reality, hybrid work and business entity, and, finally, new, disruptive technologies like quantum computing, blockchain, neurotech and robotics, and you will understand that a new form of cyber-organisation is emerging. It is not a luxury; it is a vital necessity in order to survive and sustain business. We propose a new structure of twin boards to deal with this new business environment strategically and operationally.

Beyond contexts related to business, we are also facing global challenges threatening our sheer existence: demographics and global migration; environmental deterioration through global pollution; climate change; asymmetric conflicts and wars. Other contributing factors that are shaping, or will shape, the cyber-enterprise include the emerging new “Intelligent Internet” (including the Internet of Things), combined with machine learning, mobile technology and new technologies encompassing people, artefacts and cyber-entities (CE)1, which is on the way to becoming the first autonomous cyber-entity existing and acting in hybrid reality.

Beyond digital reality, a new, much-more-potent and disruptive revolution is surfacing: cyber-reality (CR). Cyber-reality is a powerful configuration of elements from digital reality, augmented reality and virtual reality. Together with artificial intelligence (AI), it will lead to a far more radical transformation than anything we have seen before. In fact, digitalisation is just one step, albeit a necessary one, in the transition towards virtual reality (VR). The progress of VR is tightly linked to the development of computer technology and artificial intelligence.

More: https://www.europeanbusinessreview.com

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3 things chief legal officers can do now to become more cyber-savvy

Action #1 Understand the cyber threat environment
The National Council of Information Sharing and Analysis Centers
(ISACs) helps organizations in various industries share information
that can protect their facilities, personnel, and customers from
cyber and physical security threats and other hazards. Members
have access to information and tools to help them mitigate risks
and enhance their cyber resilience.

Action #2 Look into the existing cybersecurity program

Most organizations today have some form of cybersecurity strategy.
While knowing the technical details may be of some value, it can be
more useful for legal executives to understand its scope and, at a high
level, how effectively it addresses cyber risks the organization faces.
In particular, you should be familiar with four areas of the cybersecurity
strategy and the program in which that strategy is executed.
Cyber risk profile
Understand the processes by which cyber risks have been identified
and prioritized for your organization. How often is the profile updated?
How does it account for a quickly evolving threat environment?

Program governance
Assess who across the enterprise is involved in cybersecurity program
oversight. Who sets policies and procedures? What internal controls
are there for compliance? What resources and programs are in place to
predict, detect, and respond to cyber incidents, and how much does
the organization spend on cybersecurity annually? Are the programs
insourced or outsourced? How are employees and business partners
educated and trained about cybersecurity, and how is the effectiveness
of that monitored over time?
Cybersecurity safeguards
Determine what resources, both human and digital, are in place to
defend the organization. How is the cyber perimeter defined? What
security measures protect each type of device and the networks to
which they have access?
Cyber incident response and remediation
Identify existing disaster recovery plans for responding to data
breaches and other cyber incidents and determine if they meet any
applicable industry standards and regulations. If a breach occurs, what
public disclosures and other actions are required? How quickly can the
organization react to shut it down? Do existing plans go far enough not
only in meeting requirements, but also to remediate the issue in such
a way to build additional resilience so it’s not likely to happen again?

Action #3 Apply a legal point of view

With a clearer view of the cyber threat environment and the organization’s program for addressing it, legal executives can look upstream to determine where legal should be involved, both strategically and in discrete activities.
Strategically
Bring a legal perspective to the cyber risk assessment, prioritization, and mitigation process. Have an active voice in how the organization views cyber risk and how key elements of a cybersecurity program address
those risks. As the organization expands its cyber footprint into new geographic areas, stay on top of legal and regulatory implications.
Tactically
As new business initiatives are undertaken (for example, new product development, digital expansion into new markets, thirdparty relationships, and many others), take a seat at the planning table to represent the legal point of view. For example, if an organization allows employees to use company-owned or their own mobile devices for business purposes, review the approach and help establish related parameters for access and usage.
Operationally
Insert legal into the process of monitoring cybersecurity programs. Make sure legal has adequate representation early on in the event of a cyber breach or other incident. Play a more active role in remediation
efforts to help mitigate risk to the organization and prevent similar future
events. To enable more effective strategic, tactical, and operational engagement, consider deeper training in cyber issues for your legal
department or a subset of the department.

MORE: Deloitte Report: Tech Bytes Part 3: Cyber Three things chief legal officers can do now to become more cyber-savvy

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A blueprint for remote working: Lessons from China

As home to some of the world’s largest firms, China offers lessons for those that are just now starting to embrace the shift to remote working.

From Alibaba to Ping An and Google to Ford, companies around the globe are telling staff to work from home in a bid to stem the spread of COVID-19. Such remote working at scale is unprecedented and will leave a lasting impression on the way people live and work for many years to come. China, which felt the first impact of the pandemic, 2 was an early mover in this space. As home to some of the world’s largest firms, it offers lessons for those that are just now starting to embrace the shift. Working from home skyrocketed in China in the wake of the COVID-19 crisis as companies told their employees to stay home. Around 200 million people 4 were working remotely by the end of the Chinese New Year holiday. While this arrangement has some benefits, such as avoiding long commutes, many employees and companies found it challenging. One employee at an internet company quipped his work day changed from ‘996’ to ‘007,’ meaning from nine to nine, 6 days a week, to all the time. On the personal front, employees found it difficult to manage kids’ home-schooling via video conference while coordinating with remote colleagues. At a company level, many felt that productivity rapidly tailed off if not managed properly. This article brings together our experience helping clients navigate remote working, in-house analysis, and insights from conversations with executives in China as they responded to the situation and addressed the challenges. Done right, remote working can boost productivity and morale; done badly, it can breed inefficiency, damage work relationships, and demotivate employees. Here are eight learnings from China that may be applicable around the world, depending on the circumstances:

1. Designing an effective structure

2. Leading from afar

3.Instilling a caring culture

4. Finding a new routine

5. Supercharging ways of communicating

About the authors: Raphael Bick is a partner in McKinsey & Company’s Shanghai office, where Tianwen Yu is an associate partner. Michael Chang is an associate partner in McKinsey’s Beijing office. Kevin Wei Wang is a senior partner in McKinsey’s Hong Kong office.

More: https://www.mckinsey.com

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Numerous AmCham member companies are supporting coronavirus prevention and spread of the pandemic

We will update you with the actions taken and we encourage you to use solutions provided by our member companies to keep yourself, your employees and business partners safe and healthy. 
Cisco has expanded the list of features available as part of the free Webex – a tool enabling remote work, videoconferencing and much more. Additional features include support for up to 100 participants and unlimited number and time of meetings, document sharing. Take part in one of the free Webex webinars on March 20, 26 or 31 at 10 am. Registration link: Webex webinar. You can also access online  Webex guidelines
IBM  and  Cisco  joined forces with the leading Polish non-profit education organizations in the realm of education to support Polish teachers in running online classes for students staying at homes. Teachers will be provided with an access to Cisco Webex platform for online meetings at no cost and volunteers from IBM and Cisco will provide the necessary technical support and will assist teachers with the training needed to work with the platform and teach online.
Microsoft provides six-month free of charge version of Microsoft Teams – a tool for remote work (together with whole Office365 E1 package). Additionally numerous guidelines are available – not only how to install and use the software with  Microsoft FastTrack but also on  best practices in remote working and  safe home working. New  Microsoft Tech Community has been launched. Companies may also get help under dedicated email address:  zdalnie@microsoft.com

Deloitte offers online seminars free of charge. The upcoming ones are: 
> How to navigate the firm through a crisis? Online seminar: 20 March 2020, 1:00 PM- 2:00 PM Details, speakers and registration can be found here:  https://www2.deloitte.com/pl/pl/pages/webcasty/articles/COVID-19-odpornosc-biznesu.html?nc=1

> Coronavirus – key challenges and difficulties for entrepreneurs faced with the epidemic Online seminar: 23 March 2020 Details, speakers and registration can be found here:  https://www2.deloitte.com/pl/pl/pages/webcasty/articles/koronawirus-wyzwania-i-problemy.html

Dorota Dąbrowska-Winterscheid

Managing Director