Model-based tool support for Tactical Data Links: an experience report from the defence domain

The Tactical Data Link (TDL) allows the exchange of information between cooperating platforms as part of an integrated command and control (C2) system. Information exchange is facilitated by adherence to a complex, message-based protocol defined by document-centric standards. In this paper, we report on a recent body of work investigating migration from a document-centric to a model-centric approach within the context of the TDL domain, motivated by a desire to achieve a positive return on investment. The model-centric approach makes use of the Epsilon technology stack and provides a significant improvement to both the level of abstraction and rigour of the network design. It is checkable by a machine and, by virtue of an MDA-like approach to the separation of domains and model transformation between domains, is open to integration with other models to support more complex workflows, such as by providing the results of interoperability analyses in human-readable domain-specific reports conforming to an accepted standard

The Future of Human Resources: A Shift to a Network Driven Approach

[Excerpt] As companies continue to thrive in a global context, the nature of work and organizational relationships will grow increasingly complex. Initiatives will span across traditional functional and geographical boundaries, heightening the need for greater knowledge sharing and collaboration. With a higher premium placed on achieving flexibility and agility, organizations that rely on strong internal networks have been more successful at coordinating efficiency and innovation. From a talent management perspective, organizations will need to adopt a more network-centric approach to foster leadership effectiveness within this new context. Just as the human resources arena has recently evolved from an individual-focused, personnel-service mindset to a team-oriented framework, the next decade may require human capital strategies to further shift to a network-driven mentality

Legally Defensible vs. Organizationally Sensible: Avoiding Legal-Centric Employment Decision Making

Managers and human resource professionals express grave concern about the increasing influence that the law and lawyers are having on their ability to manage employees effectively. Blame is typically placed on growing governmental regulation of the employment relationship, a “litigation mentality” among workers, and overly aggressive lawyers pursuing selfish interests. Much less common, however, is attention focused on the role that organizational decision makers play in contributing to the perceived problem. This article is intended to help address that limitation by alerting managers to the likelihood that they are unnecessarily contributing to the impact of legal considerations on the management of employees as a result of “legal-centric decision making”, and by providing information and guidance that will assist them in formulating better informed, more strategic responses to employment issues that have potential legal implications. Keys to implementing the strategic approach are identified and discussed, and the approach is illustrated by applying it to a decision that American employers continue to confront: how to respond to the eroding employment at-will doctrine. The analysis strongly suggests that the extent of the law’s negative influence on the management of employees can be moderated significantly if organizational decision makers recognize their contribution to “the problem”, focus on what is organizationally sensible rather than what is perceived to be legally defensible, and adopt a more strategic (less legal-centric) approach to the challenges posed by employment decisions that raise legal concerns