Today, many financial institutions extending credit rely on automated credit scorecard decision engines to drive credit strategies that are used to allocate (application scoring) and manage (behavioural scoring) credit limits. The accuracy and predictive power of these models are meticulously monitored, to ensure that they deliver the required separation between good (non-delinquent) accounts and bad (delinquent) accounts. The strategies associated to the scores (champion strategies) produced using the scorecards, are monitored on a quarterly basis (minimum), ensuring that the limit allocated to a customer, with its associated risk, is still providing the lender with the best returns on their appetite for risk. The strategy monitoring opportunity should be used to identify possible clusters of customers that are not producing the optimal returns for the lender. The identified existing strategy (champion) that does not return the desired output is challenged with an alternative strategy that may or may not result in better results. These clusters should have a relatively low credit risk ranking, be credit hungry, and have the capacity to service the debt. This research project focuses on the management of (behavioural) strategies that manage the ongoing limit increases provided to current account holders. Utilising a combination of the behavioural scores and credit turnover, an optimal recommended or confidential limit is calculated for the customer. Once the new limits are calculated, a sample is randomly selected from the cluster of customers and tested in the operational environment. With the implementation of the challenger, strategy should ensure that the intended change on the customer's limit is well received by the customers. Measures that can be used are risk, response, retention, and revenue. The champion and challenger strategies are monitored over a period until a victor (if there is one) can be identified. It is expected that the challenger strategy should have a minimal impact on the customers affected by the experiment and that the bank should not experience greater credit risk from the increased limits. The profit from the challenger should increase the interest revenue earned from the increased limit. Once it has been established through monitoring whether the champion or the challenger strategy has won, the winning strategy is rolled-out to the rest of the customers from the champion population. / Thesis (Ph.D. (Operational Research))--North-West University, Vaal Triangle Campus, 2009.

Institutional Capacity has been a hidden factor that has not been given much attention in the service delivery protests that have seen many residents of the townships taking to the streets. The year 2005 saw the beginning of these protests right up to 2010. South Africa`s Constitution of 1996, has empowered municipalities through the developmental goals set out in chapter 7as well as the Bill of Rights. The Municipal Systems Act 32 of 2000 and the Municipal Finance Management Act of 2003 empowered all the municipalities to embark on a developmental agenda that is guided by the Integrated Development Planning (IDP). The IDP process has ensured that the needs of the communities are prioritised and are budgeted for. Hence the approval of the budget is tied to the IDP. Once the IDP is approved by the Council, outcomes and impact must be seen on the ground and this is not happening in most municipalities especially at Emfuleni Local Municipality. The completion of the IDP process is as a result of planning by all departments within a municipality. Once this is done, it is then that the budget is approved. In most cases implementation is the next step that should follow and this is not the case at Emfuleni Local Municipality. Programmes and projects do not reach the completion stage hence service delivery protests. The issue of capacity becomes a critical factor in that municipalities must be able to implement what was planned in the IDP. Currently it seems there are challenges that are caused by capacity problems and political interference in the administrative duties of the administrators. Much as it is admissible that South Africa has undergone political transformation, at the same time it is not excusable to fail when it comes to implementing projects that are planned for. It would seem that capacity challenges are not given proper attention as to whether managers and employees understand what needs to be implemented and how that should be done. Skills and qualifications are the most critical factors that need to be given serious attention when it comes to implementation of programmes and projects. By appointing incompetent people in critical position or politically connected people, the end product or the outcomes thereof are likely to be disastrous as this is revealed by service delivery protests. Project management and financial management skills are very critical when it comes to implementation of any projects. Hence the hypothesis of this study was formulated that due to lack of institutional capacity, Emfuleni Local Municipality was unable to implement the IDP to the satisfactory of the communities that they serve. In support of the empirical research, institutional capacity issues and problems were analysed. The research analysis and outcomes indicate that a majority of the employees used in the sample admit to the fact that lack of skills and political interference as well as misalignment of functions within departments result in the municipality not being able to function to its full capacity. / Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2011

The thesis examines the extent to which the Rome Statute of the International Criminal Court (Rome Statute) has been implemented by Uganda and South Africa. State parties to the Rome Statute are expected to perform their obligations under the Statute in good faith. This entails conducting investigations and prosecutions for ICC crimes by virtue of the principle of complementarity, as well as fully cooperating with the ICC in its investigations and prosecutions where the state is unwilling or unable to do so. However, the Rome Statute does not provide clear guidance on what measures need to be undertaken by states to implement its provisions. This leaves states with the discretion to determine how best to give effect to the provisions of the Rome Statute. Drawing from the practices of various states, the thesis gives an overview of the ways through which the Rome Statute has been implemented and makes a detailed analysis of the case studies of Uganda and South Africa. The focus is on the national implementing legislation, institutions that enforce the legislation and resultant court decisions. The emerging challenges faced by institutions in implementing the Rome Statute are discussed and using examples of other states, solutions are suggested to eliminate these problems. The thesis argues that effective implementation of the Rome Statute at the national level requires not only enacting legislation to domesticate the Rome Statute but also actual enforcement of the legislation to ensure adherence with the law.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: Through the process of innovation, organisations create technological growth. Successful innovation creates customer value through new products and services, and it could give rise to new markets. Successful innovations contribute to better quality, higher productivity, lower costs and increased profits. One of the ultimate goals for implementing innovation is to achieve a competitive advantage that leads to outperforming competitors. Through the understanding of the innovation processes, organisations can bring predictability into their innovation efforts. This comes from understanding and managing the forces that influence the decisions made by managers. Because of globalisation and fierce competition Spescom DataVoice, a South African technology company, is finding it increasingly difficult to compete in an international market. It is against the background of Spescom DataVoice's need to increase its innovation productivity that this research was spawn. The ambitious goal of this study was to investigate what Spescom DataVoice can do to become sustainable, innovative and competitive in its market space. This research firstly captured the important themes and theories around the subject of innovation and how it relates to strategy. The literature study will try to look into all the important work, especially well-known research and its significance. Lastly, the research will apply the knowledge gained by discussing the research questions relating to Spescom DataVoice's particular situation. The research will discuss the innovation capabilities and perspectives that Spescom DataVoice should focus on; the environment that is needed for sustainable continuous innovation; and innovation strategies that Spescom DataVoice could employ to improve its innovation productivity. AFRIKAANSE OPSOMMING: Organisasies skep tegnologiese groei deur die proses van innovasie. Suksesvolle innovasie skep waarde vir kliënte deur nuwe produkte en dienste, wat weer kan aanleiding gee tot nuwe markte. Suksesvolle innovasie dra by tot beter kwaliteit, hoër produktiwiteit, laer koste en die verhoging van winste. Een van die uiteindelike doelwitte met die implementering van innovasie is om 'n kompeterende voordeel te bewerkstellig wat kan lei tot die oortreffing van kompeteerders. Deur die proses van innovasie beter te verstaan, bring organisasies meer stelligheid in hul pogings om te innoveer. Dit word meegebring deur die verstaan en bestuur van die kragte wat bestuurders se besluite beinvloed. As gevolg van globalisering en fel kompetisie vind Spescom DataVoice, 'n Suid-Afrikaanse tegnologie-maatskappy, dit al hoe moeiliker om in 'n internasionale mark mee te ding. Dit is teen hierdie agtergrond van Spescom DataVoice se behoefte, om hul produktiwiteit ten opsigte van innovasie te verhoog, dat hierdie navorsingstuk die lig gesien het. Die ambisieuse doelwit van hierdie studie was om te ondersoek wat Spescom DataVoice kan doen om volhoubaar, innoverend en kompeterend in sy mark mee te ding. Eerstens bekyk hierdie studie na die belangrike temas en teorieë rondom die onderwerp van innovasie en hoe dit verband hou met strategie. Die literatuurstudie poog om na al die belangrike werke in die vakgebied te kyk, veral die navorsingsresultate en bydrae wat dit opgelewer het. Verder sal die kennis wat opgedoen is toegepas word deur navorsingsvrae te bespreek wat gerig is op Spescom DataVoice se spesifieke situasie. Die navorsingstudie sal dan bespreek op watter innovasie vermoëns en perspektiewe Spescom DataVoice behoort te fokus; die omgewing wat nodig is vir volhoubare kontinue innovasie; en watter innovasie strategieë Spescom DataVoice kan aanwend om sy innovasie produktiwiteit te verhoog.

<p><strong>Title:</strong> Implementing an IBX e-procurement solution – are there any success factors?</p><p><strong>Subject: </strong>FE02E bachelor thesis, logistics</p><p><strong>Authors:</strong> Linus Jönsson, Emma Oscarsson, David Skoglund & Max Stafström</p><p><strong>Tutor:</strong> Roger Stokkedal</p><p><strong>Keywords:</strong> E-procurement, implementing, critical success factors, benefits, problems, MRO-products</p><p><strong>Background:</strong> One of the major problems that organizations face today is how to bring home savings. E-procurement solutions can be a tool to reach efficiency and reduce costs within organization. One of the biggest spend issues companies wrestle with are indirect material, also defined as MRO products (maintenance, repair, operations).</p><p><strong>Purpose:</strong> The thesis will examine why companies decide to implement an e-procurement solution and what their expectations are. The purpose of the research was to identify which the success factors are when implementing this type of solution. Eventual problems that may emerge during the implementation and benefits that the implementation might lead to, will also be presented.</p><p><strong>Methodology:</strong> The thesis has a survey design which studies variables in an e-procurement implementation. The scientific perspective is positivistic and has a deductive approach. The sample contains customers to IBX which use the entire solution, from planning to follow-up. The data has been gathered through a post-questionnaire.</p><p><strong>Result /Conclusion:</strong> When deciding to implement an e-procurement solution companies base this decision on a number of reasons. The most common reasons are to increase the internal efficiency and reduce the supplier base. There are also other encouraging reasons to the implementation which all concerns saving time and money. Once the decision has been made, expectations on the solution arise and companies expect the solution to bring benefits. Most common expectations are much alike the reasons concerning saving time and money on purchases of MRO-products. Besides the reasons and expectation companies must consider the critical success factors, both before, during and after the implementation. These factors will determine whether or not the implementation will be a success and they can be divided into factors that affect all companies and factors that just affect some. The key factors, affect all, are defining an e-procurement strategy, change management and training and education. Secondary factors will affect some companies, and depending on the situation organizations must take them into their perspective. These factors are i.e. well defined steering group and communication. If companies don´t consider the success factors problems may emerge, where change management is one of the most common problem. This is an organizationalproblem just like lack of information from external parts and lack in project management skills internally. Besides the organizational problems companies can also experience technical problems, which are directly associated to the solution that‟s implemented. Some of these problems are complex usability, complicated to communicate and integrate. By avoiding the problems companies can expect to see more benefits from the solution, the most experienced benefits are compliance savings, reduced supplier base and lowered administrative costs. These benefits mainly considers time saving and are all associated with the reasons to the implementation and expectations on the solutionResult /Conclusion: When deciding to implement an e-procurement solution companies base this decision on a number of reasons. The most common reasons are to increase the internal efficiency and reduce the supplier base. There are also other encouraging reasons to the implementation which all concerns saving time and money. Once the decision has been made, expectations on the solution arise and companies expect the solution to bring benefits. Most common expectations are much alike the reasons concerning saving time and money on purchases of MRO-products. Besides the reasons and expectation companies must consider the critical success factors, both before, during and after the implementation. These factors will determine whether or not the implementation will be a success and they can be divided into factors that affect all companies and factors that just affect some. The key factors, affect all, are defining an e-procurement strategy, change management and training and education. Secondary factors will affect some companies, and depending on the situation organizations must take them into their perspective. These factors are i.e. well defined steering group and communication. If companies don´t consider the success factors problems may emerge, where change management is one of the most common problem. This is an organizationalproblem just like lack of information from external parts and lack in project management skills internally. Besides the organizational problems companies can also experience technical problems, which are directly associated to the solution that‟s implemented. Some of these problems are complex usability, complicated to communicate and integrate. By avoiding the problems companies can expect to see more benefits from the solution, the most experienced benefits are compliance savings, reduced supplier base and lowered administrative costs. These benefits mainly considers time saving and are all associated with the reasons to the implementation and expectations on the solution.</p>

In 2017 the Swedish government established a national food strategy “A National Food Strategy for Sweden -more jobs and sustainable growth throuout the country” which aims to achieve a long-termed sustainable and competitive food chain. The purpose of the strategy is to serve as a platform for which the Swedish politics is to form the food industry to the year 2030. The government urge that engagement and cooperation between participators in the food industry at local, regional and national level are necessary to make the food strategy possible to implement. The global challenges with a growing population with the need for food and climate change makes it more urgent to act faster within national frontiers. Implementing political strategies is proved to be somewhat difficult as studies shows that it is often produced isolated at different political levels with different ambitions. This study views the regional food strategies made by Jönköpings country och Örebro country through a policy analysis. The aim is to explore which implementation arenas and mechanisms the policy documents include through a theoretical lens. The result shows that implementing the policy in this case mainly plays within a Top-down arena. The outcome of the strategy depends on how well the process mechanisms are managed. The clarity of political decision, stakeholders shearing the same goals and cooperation between differen actors are important mechanisms for the implementation of the national food strategy. / Sveriges regering framtog år 2017 en nationell livsmedelsstrategi “Sverige - Fler jobb och en hållbar tillväxt i hela landet” som ska bidra till en långsiktig hållbar och konkurrenskraftig livsmedelskedja. Denna strategi ska användas som en plattform för vilken politik som utformas för livsmedelsindustrin fram till år 2030. Regeringen betonar att livsmedelsstrategin är kräver engagemang och samverkan mellan aktörer på lokal, regional och nationell nivå för att strategin ska möjliggöras. Globalt står vi inför flera utmaningar som bland annat att förse en ökande befolkningsmängd med livsmedel och stora klimatförändringar. Detta bidrar till att agera mer skyndsamt inom statliga gränser. Svårigheter att implementera politiska strategier har visats i studier genom att strategierna oftast är isolerat framtagna på olika politiska nivåer med varierade ambitioner. Denna studie undersöker regionala livsmedelsstrategier framtagna av Jönköpings läns och Örebro län genom en policyanalys. Syftet är att undersöka vilka implementeringsarenor och mekanismer som framträder genom att använda en teoretisk lins. Resultatet visar att implementeringen av policyn i detta fall främst kan kopplas till en toppstyrd arena. Utgången för strategin är beroende av på vilket sätt processmekanismerna utspelas. Tydlighet i det politiska beslutet, gemensam målsättning och samverkan mellan aktörer är bidragande för en lyckad implementering av livsmedelsstrategin.

This study had three purposes: first, explore any common phenomenon of secondary mathematics teachers’ experience in secondary mathematics professional development (MPD); second, determine if there were positive changes in teacher attitudes after completing secondary MPD; and finally, if a positive change in teacher attitude was identified, describe the shared experiences in secondary MPD to in a way that cannot be revealed through ordinary observations. It was the intent of this study to identify positive changes in teacher attitudes not to measure their magnitude. This study implemented a mixed methods design using descriptive statistics and categorical analysis on data from pre- and post-surveys to search for any positive change in teacher attitudes and data analysis from in-depth interviews of participants of a MPD experience. The study had two research questions. The first research question was, “Can teachers with initially poor attitudes about MPD gain positive attitudes in one or more of the four areas of MPD through mandated participation in MPD?” The second was, “If a change in teacher attitude is identified, can phenomena associated with that change be categorized within one or more of the four areas of MPD?” Three instruments were used: electronic versions of the Local Systematic Change Through Teacher Enhancement Mathematics 6-12 Survey referred to as Survey 1 and a self-report survey referred to as Survey 2, as well as multiple in-depth interviews of select participants of a common MPD. Analysis of data from Survey 1 identified eight participants as possible candidates to participate in the interview process of which six were supported by data from Survey 2. Four of the six candidates accepted an invitation to participate in two in-depth interviews each. There was evidence that teachers with initially poor attitudes about MPD can gain positive attitudes in one or more of the four domains of MPD after participating in mandated MPD. However, the answer to the second research question remained unanswered because results from data analysis were inconclusive. Three recurring themes surfaced from the interviews: (a) the need for explicit learning targets, (b) need for professional treatment of participants, and (c) obstacles to the four domains of MPD.

<p>Försvarsmakten har ett behov av en fungerande systematisk erfarenhetshantering. Det system som finns idag har utvecklingspotential och är inte fullt ut implementerat i organisationen. En essentiell sektor i implementeringsarbetet och utvecklingen av förmågan erfarenhetshantering bör vara utbildning. Genom utbildning och information till organisationen bör förtroendet och legitimiteten för erfarenhetsprocessen öka vilket är viktigt för implementeringen av den systematiska erfarenhetshanteringen i Försvarsmaktens vardagliga rutiner. Syftet med denna uppsats är att diskutera huruvida Försvarsmaktens utbildningar och utbildningsplattformar stödjer implementeringen av en systematisk erfarenhetshantering. Detta uppnås genom en abduktiv studie med en teoretisk grund som utgörs av teorier inom bl.a. lärande i organisationer och förändring i organisationer. Slutsatserna är att det finns en bra generell grund för en fungerande systematisk erfarenhetshantering i form av Försvarsmaktens ledarskapsmodell Utvecklande ledarskap. Denna ledarskapsmodell vidrör till stor del samma grundläggande områden som är viktiga för en lärande organisation. Vidare finns det utvecklingspotential gällande utbildning på bredden i organisationen och den organisatoriska närheten mellan erfarenhetshanteringen och utbildningen på Försvarsmaktens stridsskolor.</p> / <p>The Swedish Armed Forces have a need for a systematic lessons learned-process. The system that exists today has development potential and is not fully implemented in the organization. An essential sector of the implementation and development of the capability lessons learned should be training. Through training and information to the organization should trust and legitimacy of the process increase and this is important for the implementation of a systematic lessons learned-process in the Swedish Armed Forces' daily routines. The purpose of this thesis is to discuss whether the Swedish Armed Forces trainings and trainingplatforms supports the implementation of a systematic lessons learned-process. This is achieved through an abductive study with a theoretical core of theories concerning learning organizations and change in organizations. The conclusions are that there is a good general basis for a systematic lessons learned-process in formof the Swedish Armed Forces leadership model Transformational leadership (Utvecklandeledarskap). This leadership model touches to a large extent the same basic areas that are important for a learning organization. Furthermore, there is development potential for training on the breadth of the organization and the organizational proximity between the training and lessons learned activities at the Swedish Armed Forces branch schools.</p>

Title: Implementing an IBX e-procurement solution – are there any success factors? Subject: FE02E bachelor thesis, logistics Authors: Linus Jönsson, Emma Oscarsson, David Skoglund &amp; Max Stafström Tutor: Roger Stokkedal Keywords: E-procurement, implementing, critical success factors, benefits, problems, MRO-products Background: One of the major problems that organizations face today is how to bring home savings. E-procurement solutions can be a tool to reach efficiency and reduce costs within organization. One of the biggest spend issues companies wrestle with are indirect material, also defined as MRO products (maintenance, repair, operations). Purpose: The thesis will examine why companies decide to implement an e-procurement solution and what their expectations are. The purpose of the research was to identify which the success factors are when implementing this type of solution. Eventual problems that may emerge during the implementation and benefits that the implementation might lead to, will also be presented. Methodology: The thesis has a survey design which studies variables in an e-procurement implementation. The scientific perspective is positivistic and has a deductive approach. The sample contains customers to IBX which use the entire solution, from planning to follow-up. The data has been gathered through a post-questionnaire. Result /Conclusion: When deciding to implement an e-procurement solution companies base this decision on a number of reasons. The most common reasons are to increase the internal efficiency and reduce the supplier base. There are also other encouraging reasons to the implementation which all concerns saving time and money. Once the decision has been made, expectations on the solution arise and companies expect the solution to bring benefits. Most common expectations are much alike the reasons concerning saving time and money on purchases of MRO-products. Besides the reasons and expectation companies must consider the critical success factors, both before, during and after the implementation. These factors will determine whether or not the implementation will be a success and they can be divided into factors that affect all companies and factors that just affect some. The key factors, affect all, are defining an e-procurement strategy, change management and training and education. Secondary factors will affect some companies, and depending on the situation organizations must take them into their perspective. These factors are i.e. well defined steering group and communication. If companies don´t consider the success factors problems may emerge, where change management is one of the most common problem. This is an organizationalproblem just like lack of information from external parts and lack in project management skills internally. Besides the organizational problems companies can also experience technical problems, which are directly associated to the solution that‟s implemented. Some of these problems are complex usability, complicated to communicate and integrate. By avoiding the problems companies can expect to see more benefits from the solution, the most experienced benefits are compliance savings, reduced supplier base and lowered administrative costs. These benefits mainly considers time saving and are all associated with the reasons to the implementation and expectations on the solutionResult /Conclusion: When deciding to implement an e-procurement solution companies base this decision on a number of reasons. The most common reasons are to increase the internal efficiency and reduce the supplier base. There are also other encouraging reasons to the implementation which all concerns saving time and money. Once the decision has been made, expectations on the solution arise and companies expect the solution to bring benefits. Most common expectations are much alike the reasons concerning saving time and money on purchases of MRO-products. Besides the reasons and expectation companies must consider the critical success factors, both before, during and after the implementation. These factors will determine whether or not the implementation will be a success and they can be divided into factors that affect all companies and factors that just affect some. The key factors, affect all, are defining an e-procurement strategy, change management and training and education. Secondary factors will affect some companies, and depending on the situation organizations must take them into their perspective. These factors are i.e. well defined steering group and communication. If companies don´t consider the success factors problems may emerge, where change management is one of the most common problem. This is an organizationalproblem just like lack of information from external parts and lack in project management skills internally. Besides the organizational problems companies can also experience technical problems, which are directly associated to the solution that‟s implemented. Some of these problems are complex usability, complicated to communicate and integrate. By avoiding the problems companies can expect to see more benefits from the solution, the most experienced benefits are compliance savings, reduced supplier base and lowered administrative costs. These benefits mainly considers time saving and are all associated with the reasons to the implementation and expectations on the solution.

Försvarsmakten har ett behov av en fungerande systematisk erfarenhetshantering. Det system som finns idag har utvecklingspotential och är inte fullt ut implementerat i organisationen. En essentiell sektor i implementeringsarbetet och utvecklingen av förmågan erfarenhetshantering bör vara utbildning. Genom utbildning och information till organisationen bör förtroendet och legitimiteten för erfarenhetsprocessen öka vilket är viktigt för implementeringen av den systematiska erfarenhetshanteringen i Försvarsmaktens vardagliga rutiner. Syftet med denna uppsats är att diskutera huruvida Försvarsmaktens utbildningar och utbildningsplattformar stödjer implementeringen av en systematisk erfarenhetshantering. Detta uppnås genom en abduktiv studie med en teoretisk grund som utgörs av teorier inom bl.a. lärande i organisationer och förändring i organisationer. Slutsatserna är att det finns en bra generell grund för en fungerande systematisk erfarenhetshantering i form av Försvarsmaktens ledarskapsmodell Utvecklande ledarskap. Denna ledarskapsmodell vidrör till stor del samma grundläggande områden som är viktiga för en lärande organisation. Vidare finns det utvecklingspotential gällande utbildning på bredden i organisationen och den organisatoriska närheten mellan erfarenhetshanteringen och utbildningen på Försvarsmaktens stridsskolor. / The Swedish Armed Forces have a need for a systematic lessons learned-process. The system that exists today has development potential and is not fully implemented in the organization. An essential sector of the implementation and development of the capability lessons learned should be training. Through training and information to the organization should trust and legitimacy of the process increase and this is important for the implementation of a systematic lessons learned-process in the Swedish Armed Forces' daily routines. The purpose of this thesis is to discuss whether the Swedish Armed Forces trainings and trainingplatforms supports the implementation of a systematic lessons learned-process. This is achieved through an abductive study with a theoretical core of theories concerning learning organizations and change in organizations. The conclusions are that there is a good general basis for a systematic lessons learned-process in formof the Swedish Armed Forces leadership model Transformational leadership (Utvecklandeledarskap). This leadership model touches to a large extent the same basic areas that are important for a learning organization. Furthermore, there is development potential for training on the breadth of the organization and the organizational proximity between the training and lessons learned activities at the Swedish Armed Forces branch schools.