In a few years, the idea of receiving medical treatment exclusively at a doctor’s office or hospital will seem quaint. Wearable technologies, implanted devices, and smartphone apps allow continuous monitoring and create a ubiquitous, 24/7, digitized picture of your health that can be accessed and analyzed in real-time, anywhere. Data gathering isn’t the only force moving treatment out of the doctor’s office; telemedicine, home diagnostics, and retail clinics increasingly treat patients where they live and work. In the next decade, these trends will create a veritable gold rush in patient data and consumer options.
Professionals believe, two principal business models will emerge: Goldminers, who dig deep in one major area, and Bartenders, who offer customized and convenient options to address routine needs.
The Goldminer approach represents progress. But it is incremental progress within the current healthcare model. Bartenders, by contrast, will accelerate the transformation of the industry by profoundly challenging the industry’s current “one-size-fits-all” standard of care and centralized clinical authority.
For more information, please, have a look at the recent HBR article:
The conference organized by the Institute for Foreign Affairs and Trade (Hungary) in cooperation with the Slovak Foreign Policy Association (Slovakia), the Europeum (Czech Republic) and the Institute of Public Affairs (Poland) will analyse and critically evaluate the track record of the V4 membership in the EU, since the accession, by analysing the achievements as well as shortcomings (individual as well as joint) in four crucial EU policy areas. It will likewise assess the potential for future collaboration in these areas by analyzing the V4 countries strategic interests and by assessing the degree of convergence among them.
Policy areas that will be examined in detail:
Meet us at the conference, in Institute for Foreign Affairs and Trade, on the 26th of May 2015 at 10:00 AM.
In 2015, France will be hosting and presiding the 21st Session of the Conference of the Parties to the United Nations Framework Convention on Climate Change (COP21/CMP11), otherwise known as “Paris 2015” from November 30th to December 11th. COP21 will be a crucial conference, as it needs to achieve a new international agreement on the climate, applicable to all countries, with the aim of keeping global warming below 2°C. France will therefore be playing a leading international role to ensure points of view converge and to facilitate the search for consensus by the United Nations, as well as within the European Union, which has a major role in climate negotiations.
The conference is going to bring together around 40,000 participants in total - delegates representing each country, observers, and civil society members. It is the largest diplomatic event ever hosted by France and one of the largest climate conferences ever organized.
France has two major responsibilities:
The stakes are high: the aim is to reach, for the first time, a universal, legally binding agreement that will enable to combat climate change effectively and boost the transition towards resilient, low-carbon societies and economies.
Along key priorities of COP21/CMP11, let's discuss the climate change stakes and opportunities in the EU and the V4 region, at a Visegrad Four conference organized by the French Embassy of Budapest, in partnership with the Regional Environmental Center, the Embassy of the Republic of Poland and the Polish Institute in Budapest, the Embassy of the Kingdom of the Netherlands in Budapest, the Embassy of the Czech Republic in Budapest, the Embassy of the Slovak Republic in Hungary and the Representation of the European Commission, sponsored by Air France, GDF Suez, Lafarge and Veolia, in Institut Français (1011 Budapest, Fo utca 17), on the 26th of May from 9:30 AM.
We love our street, where our Budapest offices are located. It's a great feeling to walk along Hercegprímás Street, to look up at the Basilica, enjoy the great cafés, restaurants or ice creams, at any time of the day.
The whole street is going to turn into a huge party scene for an evening, soon! Let's meet up for a drink at the very first Hercegprímás Street Festival, on Thursday, the 30th of April!
In today's society, knowledge is the primary resource for individuals and for the economy overall. Land, labor, and capital—the economist’s traditional factors of production—do not disappear, but they become secondary. They can be obtained, and obtained easily, provided there is specialized knowledge. At the same time, however, specialized knowledge by itself produces nothing. It can become productive only when it is integrated into a task. And that is why the knowledge society is also a society of organizations: the purpose and function of every organization, business and non-business alike, is the integration of specialized knowledges into a common task, argues Peter Drucker.
For managers, the dynamics of knowledge impose one clear imperative: every organization has to build the management of change into its very structure.
According to Peter Drucker, this means that every organization has to prepare for the abandonment of everything it does. Managers have to learn to ask every few years of every process, every product, every procedure, every policy: “If we did not do this already, would we go into it now knowing what we now know?” If the answer is no, the organization has to ask, “So what do we do now?” And it has to do something, and not say, “Let’s make another study.”
The change relies on knowledge workers. They still need, however, the tools of production. In fact, capital investment in the tools of the knowledge employee may already be higher than the capital investment in the tools of the manufacturing worker ever was. (And the social investment, for example, the investment in a knowledge worker’s education, is many times the investment in the manual worker’s education.) But this capital investment is unproductive unless the knowledge worker brings to bear on it the knowledge that he or she owns and that cannot be taken away. Machine operators in the factory did as they were told. The machine decided not only what to do but how to do it. The knowledge employee may well need a machine, whether it be a computer, an ultrasound analyzer, or a telescope. But the machine will not tell the knowledge worker what to do, let alone how to do it. And without this knowledge, which belongs to the employee, the machine is unproductive.
Further, machine operators, like all workers throughout history, could be told what to do, how to do it, and how fast to do it. Knowledge workers cannot be supervised effectively. Unless they know more about their specialty than anybody else in the organization, they are basically useless. The marketing manager may tell the market researcher what the company needs to know about the design of a new product and the market segment in which it should be positioned. But it is the market researcher’s job to tell the president of the company what market research is needed, how to set it up, and what the results mean.