Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
This is part of a case series. We follow Erik Luts, the responsible for Direct Channels at KBC Belgium. Together with Daniel Falque, CEO of KBC Belgium, and Johan Lema, Senior General Manager Customer Support Retail & Businesses, he has been working to get KBC ready for the digital age. They are leading an organisation-wide transformation to an omni-channel and customer-centric bank and insurance group, relying on new approaches to digitisation. Although the company has made significant progress with the execution of its strategy, there are still significant hurdles to be taken. One of the major hurdles is gaining acceptance of the strategy in the branches, still the main channel of the bank in Belgium.
Hoe je automatisering en artificiële intelligentie omzet in klantvoordelen
We belanden stilaan in de derde fase van digitalisering: de fase van verregaande automatisering en artificiële intelligentie. Die verschuiving zal de relatie tussen bedrijven en klanten radicaal veranderen. Willen bedrijven klantgericht blijven, dan moeten ze op zoek naar aangepaste klantenstrategieën. Dit boek gidst je door de nieuwste fase van digitalisering en reikt je de mindset aan om in de 'Day After Tomorrow' je bedrijf te blijven optimaliseren. Alleen zo slaag je erin de meest briljante digitale ontwikkelingen met de meest unieke menselijke skills te verenigen.
Van den Bergh, Joachim; Dootson, Paula; Kowalkiewicz, Marek; Viaene, Stijn (2018)
While the smart city gains global attention as a popular umbrella term for digitally enabled sustainable city development, city administrations are faced with the managerial challenge that comes with a strategic digital transformation. Smart city projects form the frontline of smart city strategies. In these smart projects, cities find a way to implement the principles of the smart city. Many of these are high-visibility projects with substantial budget implications, and therefore require scrutiny by means of a formal selection and evaluation process. In this research-in-progress paper we propose the outline for a project-level smart value assessment instrument. The instrument should serve at the same time as a tool for smart city managers to assess and plan upfront how a project will contribute to reach the city's smart city ambition, as well as a post factum evaluation. The conceptual instrument has been developed in action-design research mode in collaboration with practitioners in the city of Brisbane, Australia and is demonstrated by mapping four smart city initiatives in different international contexts.
Poelmans, Jonas; Elzinga, Paul; Neznanov, Alexei A.; Dedene, Guido; Viaene, Stijn; Kuznetsov, Sergei O. (2012)
In this paper we introduce a novel human-centered data mining software system which was designed to gain intelligence from unstructured textual data. The architecture takes its roots in several case studies which were a collaboration between the Amsterdam-Amstelland Police, GasthuisZusters Antwerpen (GZA) hospitals and KU Leuven. It is currently being implemented by bachelor and master students of Moscow Higher School of Economics. At the core of the system are concept lattices which can be used to interactively explore the data. They are combined with several other complementary statistical data analysis techniques such as Emergent Self Organizing Maps and Hidden Markov Models.
This paper takes our research work with VDAB (Vlaamse Dienst voor Arbeidsbemiddeling en Beroepsopleiding), the public employment service for the Flemish region in Belgium, as a starting point to study the transformation of government from New Public Management (NPM) to Digital Era Governance (DEG). This study focuses on how to work towards disruptive DEG innovation in a turbulent strategic context by employing a strategy of simple rules. Together with VDAB we apply an Action Design Research (ADR) approach to develop a set of “boundary breaking rules”. Coining these simple rules represents a first significant step in VDAB’s journey towards achieving a radical business innovation. In addition to the main artifact designed using our ADR approach in the VDAB context, i.e. the “boundary breaking rules”, we derive lessons from this approach concerning the nature of this artifact specific for the VDAB case. Although this paper represents an early stage of the research and has not yet reached the final ADR stage of formalization of learning, we aim for it to lay the foundations for a more broadly applicable design theory of simple rules, useful in contexts generalizable from the specific VDAB context.
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