5,815 research outputs found

    The uptake and application of workflow management systems in the UK financial services sector

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    Workflow management systems (WFMSs) are an important new technology, which are likely to have a significant impact on the way in which clerical and administrative operations are organised and executed. This paper seeks to investigate how WFMSs are being exploited and utilised commercially by UK-based organisations operating in the financial services sector. In-depth interviews were conducted with fourteen project managers to explore the development, application and commercial implications of this powerful, yet flexible, technology. The results indicate that workflow technology has the potential to facilitate significant changes to the way in which an organisation conducts its business, through the automation of a wide range of document-intensive operations. Furthermore, when applied in a well-focussed manner it has the potential to realise significant increases in an organisation’s flexibility, and productivity, as well as delivering major improvements to the quality, speed and consistency of customer service

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    New delivery model for non-profit organisations: shared computing services

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    Abstract: The current economic climate of funding stringency has intensified the need for non-profit organisations (NPOs) to find new delivery models of their services as a way of creating greater efficiencies and reducing costs. Consideration of improvement to their back-office operations is one way of addressing overheads associated with delivery functions of NPOs so that they can continue to focus on their core business activities. The overheads for back-office functions are much larger for smaller NPOs (by about 10-15 percent) than the larger ones and interest in sharing services could appeal to that sector. One approach to reduce overhead costs is for two or more NPOs to collaborate in sharing office space and office equipment and, in some instances, outsourcing some functions, for example, human resources and information technology. Currently, in New Zealand, there is very little engagement by NPOs in sharing services, particularly back office computing services. It was against this background that meetings with representatives of eight NPOs in Wellington, New Zealand, identified the challenges they were facing. These included funding, client management, compliance with reporting (financial and non-financial), financial management and control, governance, marketing and promotion and retention and management of staff and volunteers. Wellington City Council, as a significant funding agent of some local NPOs, commissioned an online survey with the aim of understanding the interest and readiness of NPOs in adopting shared computing services. The survey was developed collaboratively with the council, a computing charitable trust and a local university. The objectives of the survey were: to provide a snapshot of computing usage within the organisations, identify significant issues challenging the sector and understand their perceptions of shared computing services. The perceptions of the Wellington region NPO representatives (147 valid surveys) regarding shared services are reported in this paper. Results reveal the factors that drive the uptake of shared services within the non-profit sector, the benefits, barriers and priorities of sharing computing services and respondents’ views on their willingness to pay for a shared services arrangement. NPOs were positive regarding potential benefits of a shared services arrangement but recognised potential barriers of privacy and security, a need for contractual relationships, shared vision and compliance and standardisation. Priorities for a proposed shared services model were identified as finance and management of data and knowledge. The majority of respondents indicated they were willing to pay up to five percent of their budget for a shared services arrangement. These results provide a basis for further study as to the type of shared services model that organisations would find acceptable and render efficiencies and cost savings.Authors: Barbara Crump, Raja Peter Massey University, Wellington, New Zealand.Paper to be presented at the 7th European Conference on Information Management and Evaluation, Gdansk, 23-24 September 2013

    Artificial intelligence and UK national security: Policy considerations

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    RUSI was commissioned by GCHQ to conduct an independent research study into the use of artificial intelligence (AI) for national security purposes. The aim of this project is to establish an independent evidence base to inform future policy development regarding national security uses of AI. The findings are based on in-depth consultation with stakeholders from across the UK national security community, law enforcement agencies, private sector companies, academic and legal experts, and civil society representatives. This was complemented by a targeted review of existing literature on the topic of AI and national security. The research has found that AI offers numerous opportunities for the UK national security community to improve efficiency and effectiveness of existing processes. AI methods can rapidly derive insights from large, disparate datasets and identify connections that would otherwise go unnoticed by human operators. However, in the context of national security and the powers given to UK intelligence agencies, use of AI could give rise to additional privacy and human rights considerations which would need to be assessed within the existing legal and regulatory framework. For this reason, enhanced policy and guidance is needed to ensure the privacy and human rights implications of national security uses of AI are reviewed on an ongoing basis as new analysis methods are applied to data

    Reconciling visions and realities of virtual working: findings from the UK chemicals industry

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    The emergence of advanced technologies such as Grid computing will, some suggest, allow the final realisation of visions of virtual organisations. This will, according to its advocates, have entirely positive impacts, creating communities of experts, increasing flexibility, reducing the need for travel and making communications more efficient by crossing boundaries of time and space. Such predictions about future patterns of virtual working are, unfortunately, rarely grounded in real working practices, and often neglect to account for both the rich and varied interpretations that may exist of what constitutes virtual working and the constraints and concerns of those who would do it. This chapter gives attention to the consequences of different views over what virtuality might mean in practice and, in particular, considers virtuality in relation to customer and supplier relationships in a competitive and commercial context. The discussion is based upon a three year study that investigated contrasting visions of what was technically feasible and might be organisationally desirable in the UK Chemicals industry. Through interviews with managers and staff of companies both large and small that research provided insights into the different meanings that organisations attribute to the virtuality of work and to the acceptability of potential implementations of a middleware technology. It was found that interpretations of virtuality amongst the potential users and participants were strongly influenced by established work practices and by previous experiences of relationships-at-a-distance with suppliers and customers. There was a sharp contrast with the enthusiastic visions of virtual working that were already being encapsulated in the middleware by the technical developers; visions of internet-only interaction were perceived as rigid, alienating from well-established ways of working with suppliers and customers and unworkable. In this chapter we shall capture these differences by making a distinction amongst compet

    Implementing Information Management Strategically: An Australian EDRMS Case Study

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    Organisations in both private and public sectors are increasingly becoming aware of the need to take a strategic approach to the management of corporate information and records. In this paper we present a case study of a successful Electronic Document and Records Management System (EDRMS) implementation within a major Australian capital city council. Guided by Ward and Peppard’s strategic systems framework (2002), the case study highlights a set of strategies which were responsible for the successful outcome of the implementation – and shows just how crucial it is for any organisation to bring with it the people and the processes involved in the creation, management and maintenance of records and information, if a centralised approach is to work over the longer term

    Between the Information Economy and Student Recruitment: Present Conjuncture and Future Prospects

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    In university programs and curricula, in general we react to the need to meet market needs. We respond to market stimulus, or at least try to do so. Consider now an inverted view. Consider our data and perspectives in university programs as reflecting and indeed presaging economic trends. In this article I pursue this line of thinking. I show how various past events fit very well into this new view. I provide explanation for why some technology trends happened as they did, and why some current developments are important now.Comment: 18 pages, 4 figure

    The cultural impact of workflow management systems in the financial services sector

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    The implementation of information systems is increasingly resulting in significant changes to the host organisation’s culture. In particular, the workflow management system (WFMS) is one new technology that, because of its tendency to have a direct impact on the organisation and execution of work, has the potential to significantly modify an organisation’s culture. This qualitative research investigates the nature of the relationship between WFMS and organisational culture, in the UK financial services sector The research concludes that WFMS have the potential to modify culture in a positive way by improving the organisations customer orientation, flexibility and quality focus
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