Wednesday, 24 de August de 2016

Informes


Why Internet Platforms Don’t Need Special Regulation (ITIF)

Regulators already have the ability to address clear cases of anticompetitive or anticonsumer behavior. Beyond that, the legitimate concerns of government are limited.

The Internet has had a major, beneficial impact on economic growth and everyday life, and an important source of these benefits has been the rise of multisided Internet platforms such as eBay, Uber, TaskRabbit, and Airbnb. The role and influence of these platforms has led to calls for greater regulation, especially in Europe. But many of these calls overlook how platforms work, the significant value they create, and the constraints they face. Because platforms remain subject to ...

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A Sociedade da Información nas empresas TIC de Galicia (OSIMGA)

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Integration of Social Sciences and Humanities in Horizon 2020: Participants, Budget and Discipline (Comisión Europea)

This monitoring and evaluation report assesses in a thorough and detailed manner how the different SSH disciplines have been integrated into the projects funded in 2014 under the Societal Challenges and the Industrial Leadership priorities.

The report illustrates the success of the new policy on the integration of SSH as a cross-cutting issue and it also points out where further efforts are needed.

The report will be published on an annual basis, with the next version to be released in summer 2016 and focusing on the results of the 2015 calls for proposals.

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The new consumer decision journey (McKinsey & Company)

The flare-up around advertising blockers on mobile devices is just the latest salvo in the digital-technology “arms race” that has made today’s consumer a formidable force. From social media to mobile devices, technologies have given consumers unprecedented power to compare prices, complain loudly, and find the best deals.

This tipping of the balance of power in favor of consumers has been evident for years. In 2009, we declared that the traditional “funnel” model—in which consumers began with a set number of brands in mind and whittled them down until they decided what to buy—had been usurped by ...

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Eventos sobre Open Data octubre 2015 (datos.gob.es)

El otoño vuelve cargado de citas interesante que tiene como tema principal los datos abiertos y su reutilización. A continuación, resumimos cuatro interesantes eventos que tendrán lugar durante la segunda quincena de este mes de octubre.

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Estadísticas sobre Comercio Electrónico en España. Primer trimestre de 2015 (CNMC)

El informe señala que el comercio electrónico sigue gozando de buena salud y superó en España los 4.455,7 millones de euros en el primer trimestre de 2015, un 24,5% más que el mismo periodo del año anterior.

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Indicadores destacados de la Sociedad de la Información en España (octubre 2015) (ONTSI)

Ya está disponible una nueva actualización del dossier de indicadores destacados de la Sociedad de la Información en España, con la actualización de los indicadores de la Agenda Digital para España y la Agenda Digital para Europa. Los últimos indicadores publicados por el INE muestran para 2015 un incremento en el uso de Internet y la administración electrónica en España respecto del año anterior. Crece en 3,7 puntos porcentuales el porcentaje de individuos que utilizan regularmente Internet, alcanzando 74,7 % de los individuos en 2015.

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Five priorities for achieving Europe´s digital single market (BCG)

La Unión Europea ha establecido unos objetivos muy ambiciosos para su Mercado Único Digital (Digital Single Market – DSM) y que tiene buenas razones para ello. La iniciativa de la Comisión Europea va en la dirección correcta, pero Europa puede hacer más y sus reguladores deben tener en cuenta tendencias como la convergencia de tecnologías, servicios y empresas o la necesidad de continuar con las inversiones necesarias para construir y mantener las redes que satisfagan la creciente demanda.

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Is luxury e-commerce nearing its tipping point? (McKinsey & Company)

How might luxury e-commerce develop over the next five to ten years? As part of our annual Altagamma-McKinsey Digital Luxury Experience Observatory we analyzed the online-sales trajectories of more than 50 luxury brands over the past decade. What we found is that the market’s sales trajectory resembles an S-curve that can be disaggregated into three steps.

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TeBIT 2015 Executive Report: Digital Deliver (BCG)

It does not take many words to explain the biggest finding of this year’s telco IT benchmarking study (TeBIT). To put it simply, digital initiatives pay off. This turn of events warrants the headline treatment—and perhaps a sigh of relief from Europe’s telecom operators.

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The Payoff of IT Transformations (BCG)

It is hard to measure in numbers the return of investments in big data. But we are certainly benefiting from it.

IT transformations can be expensive and challenging, but for telecom operators, the payoff—when it comes—can be on multiple fronts. Chief among the payoffs are lower operating costs as well as the ability to support innovative and differentiating products and services. Investments in this area are crucial, but they need to be decided wisely, as Erdal Altintas, network and IT budget planning manager for Türk Telekom’s finance department, explains.

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Building a Faster, More Agile Telco (BCG)

Digital has to be a concerted, company-wide effort, with telcos not only implementing new capabilities but also changing internal processes. Telcos need to do both to have the speed and agility required to support the business.

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Dossier de Indicadores de la Sociedad de la Información por género (ONTSI)

El informe recopila:

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Unlocking the Potential of Consumer Digital Payments (BCG)

A new world of consumer digital payments is coming into view, spawned by an increasingly connected landscape of people, devices, and social-media platforms. Ubiquitous connectivity, biometrics, tokenization, cloud computing, and the Internet of Things are just a few of the digital trends that will affect the way consumers transact and interact with their banks. These dynamics, moreover, will spur new value propositions that, in turn, will alter the competitive landscape.

To better understand how banks can advance in digital payments, BCG carried out a survey of nearly 5,500 consumers in four countries—France, Germany, the U.K., and the ...

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Global Payments 2015: Listening to the Customer’s Voice (BCG)

The payments and transaction-banking businesses are evolving at a dizzying pace. The advance of digital technology, the entry of nontraditional players with compelling value propositions, and changing preferences in the way consumers pay for goods and services in their everyday lives have considerably disrupted the industry landscape.

Which direction will consumer payment habits take in the future? How fast will people and businesses adopt the latest digital technology and leave traditional payment methods behind? How can banks not only handle the arrival of new digital players but also use their own vast infrastructure and customer knowledge to remain competitive in ...

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Ericsson & Earth Institute: Information Technology key to achieving new UN Sustainable Development Goals (Ericsson, Earth Institute)

Se analiza como las TIC, y en particular las tecnologías móviles, pueden ayudar a acelerar el cumplimiento de los 17 objetivos de desarrollo sostenible de las Naciones Unidas para 2030. El funcionamiento normal de los agentes no bastará para alcanzar muchos de esos objetivos, por lo que los Gobiernos, el sector privado y el mundo académico necesitarán trabajar juntos. Según el informe, las TIC cuentan con el impulso del mercado y tienen una escala mayor que cualquier otra tecnología, por lo que están en condiciones de mejorar de forma importante el acceso y ...

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Organizing for digital acceleration: Making a two-speed IT operating model work (McKinsey & Company)

Innovators that were “born digital” as Internet companies have set the standard for delivering optimal customer experiences—that is, providing the information and platforms customers need to find and acquire products or services quickly and reliably. Internally, they focus on agility and accelerated learning. To put this learning into action, they use organizational models empowering product managers to test and implement rapid changes that enhance engagement and increase the chances that customers will buy and come back for more.

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Discussions on digital: The new war for talent (McKinsey & Company)

It’s no secret that one of the biggest challenges companies face when it comes to adopting and embedding digital processes is finding the right talent. In our latest Discussions on Digital podcast, McKinsey’s Brian Gregg, a principal in McKinsey’s San Francisco office who heads its consumer digital-excellence initiative, explores the war for talent with several Silicon Valley leaders. Brian was joined by Tim Anderson, senior vice president of product management at Glassdoor; Dianne Esber, an associate principal in McKinsey’s San Francisco office; Kiran Prasad, vice president of engineering at LinkedIn; and Anne Robie, the global head ...

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CEO Agenda Industries Business Topics Viewpoints Global Payments 2015: The Interactive Edition (BCG)

Payments and transaction-banking businesses will face both significant disruption and immense opportunity over the next decade. The advance of digital technology, the entry of nontraditional players with compelling value propositions, and the change in customer needs and expectations are transforming the industry. The most nimble players—those that are quickest to listen to the voice of the customer and adapt their business and operating models—will seize the bulk of the nearly trillion dollars in revenue growth over the next decade.

This interactive enables you to see how regions and segments of the market are expected to evolve from 2014 ...

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How to scale your own digital disruption (McKinsey & Company)

Companies have been investing feverishly in digital initiatives as their business models shift beneath them. Global business spending on cloud technologies alone will surpass $174 billion this year. Many organizations have hired chief digital officers (CDOs) or set up dedicated business units to drive digital strategy. Yet while these investments have generated bursts of innovation, many companies have failed to institutionalize the sort of game-changing disruption that leads to sustainable growth. To become digital to the core, companies must scale their digital experiments—from work flows to the workforce.

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