Yes / Electronic diplomacy (E-diplomacy) is the use of technology by nations to define and establish diplomatic goals and objectives and to efficiently carry out the functions of diplomats. These functions include representation and promotion of the home nation, establishing both bilateral and multilateral relations, consular services and social engagement. It encapsulates the adoption of multiple ICT tools over the Internet to support a nation’s interests in other countries while ensuring that foreign relations are improved between the countries. Given its embryonic nature, little scholarly research has been undertaken to study its influence on diplomatic functions and the various factors that influence its implementation. This paper applies the Interpretative Structural Modelling (ISM) methodological approach to identify factors that impact the implementation of e-diplomacy and to determine their causal relationship and rankings. This study applies the ISM methodology to the subject of e-diplomacy. The ISM-based model provides a framework for practitioners to aid decision-making and manage the implementation of e-diplomacy.

Maturity models represent a feasible approach towards assessing business processes and identifying their potential improvements. Specifically, the Process and Enterprise Maturity Model (PEMM) has attracted much attention since its publication in 2007. However, few studies have explored its practical applicability. The large size of some business processes suggests that assessing their maturity at a sub-process level can help to uncover hidden inefficiencies and understand more accurately existing complexities. This paper therefore aims to examine the degree of applicability of the PEMM to an individual sub-process. To this end, an action research study was conducted in an organizational sub-process at a large Swedish organization. Data collection entailed in-situ participant observations involving employees and managers who were working in the sub-process. The results indicate that the PEMM was a useful framework for conducting an in-depth maturity analysis and identifying feasible improvements, which evidence that the model was applicable to the studied sub-process.

Thesis (MScAgric (Horticulture))--University of Stellenbosch, 2011. / Includes bibliography. / ENGLISH ABSTRACT: Climatic differences between production areas or seasons directly affect the rate of fruit maturation and the eating quality following storage and ripening. South African ‘Forelle’ pears are harvested at an optimum firmness of 6.4 kg and have mandatory cold storage duration of 12 weeks at -0.5°C to ensure even ripening. The firmness variable alone, however, is not a good indicator of ripening potential. Hence, various maturity variables (ethylene production, ground colour, firmness, total soluble solids (TSS) titratable acidity (TA), and starch breakdown) and their rates of change were evaluated to identify consistent maturity indices that can be reliably used in a prediction model to determine optimum harvest maturity (Chapter 2). This was then related to the ripening potential (Chapter 3) and eating quality (Chapter 4), defined by optimum ‘edible firmness’ (3.5 kg), presence or absence of astringency or mealiness. Fruit were harvested from three main producing areas: Warm Bokkeveld (WBV), Elgin and Koue Bokkeveld (KBV). Harvesting was done biweekly on five harvest dates over three successive seasons (2007-2009). At harvest, 20 of 240 fruit per block were used to determine maturity using all the mentioned parameters in order to understand their changes and behaviour pre-harvest. The remaining 220 fruit were stored at -0.5°C for three storage durations followed by ripening at 15°C. At harvest, the 2007 season’s fruit were more advanced in ground colour and were significantly softer (6.7 kg) than the 2008 (7.0 kg) and 2009 (7.1 kg) seasons. Firmness, ground colour, TSS and TA, all displayed a linear relationship with days after full bloom. For the firmness and ground colour, more than 90% and 73%, respectively, was explained by the variation in the linear model, while for the TSS and TA less than 70% could be accounted for by the model. Fruit harvested before commercial harvest (pre-optimum) in 2007 and 2009 failed to ripen to an ‘edible firmness’ when stored for eight weeks at -0.5oC plus 11 days at 15oC. In 2008, eight weeks storage was sufficient to induce ripening changes in pre-optimum harvested fruit. The development of ripening potential in the 2008 earlier harvested fruit, corresponded with a higher rate of change (3.15 µL.kg-1.h-1.day-1) in ethylene production at 15oC compared to the 2007 (1.98 µL.kg-1.h-1.day-1) and 2009 (1.87 µL.kg-1.h-1.day-1) seasons. The 2007 season fruit experienced maximum incidence of astringency (36.7%) on the first harvested fruit. In all three seasons, fruit harvested at commercial harvest time and later (optimum and post-optimum), required an eight week storage period to induce ripening. However, the eight weeks storage period developed highest mealiness. More than 40% of the last harvested fruit were mealy after eight weeks at -0.5°C plus seven days at 15°C. Mealiness significantly reduced with prolonged storage at -0.5°C. Fruit from the WBV and Elgin, warmer areas than the KBV, were more prone to mealiness. In conclusion, firmness was the most consistent variable at harvest and could be used in conjunction with ground colour to determine ‘Forelle’ harvest maturity. Furthermore, the study does not support shortening the current mandatory 12 weeks period at -0.5°C due to the higher incidence of astringency and mealiness. / AFRIKAANSE OPSOMMING: Klimaats verskille tussen produksie areas of seisoene affekteer die tempo van vrugrypwording en eetkwaliteit na opberging en rypwording direk. Suid-Afrikaanse ‘Forelle’ word ge-oes by ‘n optimum fermheid van 6.4 kg en het ‘n verpligte opbergingstydperk van 12 weke by -0.5°C om egalige rypwording te verseker. Die veranderlike ‘fermheid’ is egter nie ‘n goeie aanduiding van die rypheidspotensiaal op sy eie nie. Dus is verskeie rypheidsparameters (etileen produksie, agtergrond kleur, fermheid, total oplosbare vaste stowwe (TOVS), titreerbare suur (TS) en stysel afbraak) en die tempo van verandering ge-evalueer om konstante rypheidsverwysings te identifiseer wat met vertroue in ‘n voorspellingsmodel gebruik kan word om optimum oes rypheid te kan bepaal (Hoofstuk 2). Dit is dan in verband gebring met die rypwordingspotensiaal (Hoofstuk 3) en eetgehalte (Hoofstuk 4), wat gedefiniëer is deur “eetbare fermheid” (3.5 kg), frankheid en melerigheid. Vrugte is ge-oes uit drie, hoof verbouingsareas: Warm Bokkeveld (WBV), Elgin en Koue Bokkeveld (KBV). By oes is 20 van die 240 vrugte per blok gebruik om die vrug rypheid te bepaal, deur al die bogenoemde parameters te gebruik, om die verandering en reaksie voor oes te begryp. Die oorblywende 220 vrugte is opgeberg by -0.5°C vir drie opbergingstye, gevolg deur rypmaking by 15°C. By oes was die vrugte van die 2007 seisoen verder gevorderd in agtergrond kleur en betekenisvol sagter (6.7 kg) as die van 2008 (7 kg) en 2009 (7.1 kg). Fermheid, agtergrond kleur, TOVS en TS het almal ‘n lineêre verband getoon met dae na volblom. In geval van fermheid en agtergrond kleur, is meer as onderskeidelik 90% en 73% verklaar deur die variasie in die lineêre model, terwyl in geval van die TOVS en TS, minder as 70% deur die model verklaar kon word. Vrugte wat voor die kommersiële oes (pre-optimum) ge-oes is in 2007 en 2009, het nie daarin geslaag om ryp te word tot by ‘eetbare fermheid’ na ag weke by -0.5°C en 11 dae by 15°C nie. Daarteenoor kon vrugte wat pre-optimum ge-oes is in 2008, wel geïnduseer word om ryp te word met ag weke opbeging. Die ontwikkeling van die rypwordingspotensiaal van vrugte wat vroeër ge-oes is, stem ooreen met die hoër tempo van verandering (3.15 µL.kg-1.h-1.dag-1) in etileen produksie by 15°C in vergelyking met seisoene 2007 (1.98 µL.kg-1.h-1.dag-1) en 2009(1.87 µL.kg-1.h-1.dag-1). Die 2007 seisoen vrugte het die maksimum voorkoms van frankheid (36.7%) getoon vir vrugte van die eerste oes datum. In al drie seisoene waar vrugte wat by kommersiële oes of later (optimum en post optimum) ge-oes is, was ‘n ag weke periode van opgeberging voldoende om rypwording te inisiëer, alhoewel die ag weke opberging ook gelei tot die hoogste voorkoms van melerigheid. Meer as 40% van die laat ge-oeste vrugte was melering na ag weke opberging by -0.5°C en sewe dae by 15°C. Melerigheid is betekenisvol verlaag met ‘n verlengde opbergingsperiode by -0.5°C. Vrugte vanaf die WBV en Elgin, warmer areas as die KBV, was meer onderhewig aan melerigheid. Opsommend was fermheid die reëlmatigste veranderlike by oes en kan tesame met agtergrondkleur, gebruik word om vrugrypheid van ‘Forelle’ te bepaal. Verder het die studie nie ‘n verkorting van die huidige, verpligte 12 week opberingsperiode by -0.5°C gesteun nie, weens die hoë voorkoms van frankheid en melerigheid.

p. 1-118 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-03-25T20:21:15Z No. of bitstreams: 1 11111eeee.pdf: 829986 bytes, checksum: 3973b829bcff09e1aa1dd858eeda8bc7 (MD5) / Approved for entry into archive by Tatiana Lima(tatianasl@ufba.br) on 2013-04-08T16:36:23Z (GMT) No. of bitstreams: 1 11111eeee.pdf: 829986 bytes, checksum: 3973b829bcff09e1aa1dd858eeda8bc7 (MD5) / Made available in DSpace on 2013-04-08T16:36:23Z (GMT). No. of bitstreams: 1 11111eeee.pdf: 829986 bytes, checksum: 3973b829bcff09e1aa1dd858eeda8bc7 (MD5) Previous issue date: 2003 / Esta dissertação possui dois objetivos básicos. Um deles é a comparação de três modelos de gerenciamento de projetos. O primeiro dos modelos é o elaborado pelo Instituto de Gerenciamento de Projetos (Project Management Intitute – PMI), que foi adotado como referência para as análises realizadas. O segundo modelo é o modelo real de gerenciamento de projetos, adotado como norma interna à Ciba Especialidades Químicas Ltda (caso de estudo), aplicado indistintamente a quaisquer projetos, independente do envolvimento ou não de tecnologia de automação. O terceiro e último modelo é um modelo prático desenvolvido com base na experiência do autor, aplicado especificamente a projetos de tecnologia de automação. O outro objetivo diz respeito a avaliação da maturidade no gerenciamento de projetos de tecnologia de automação com base na análise dos modelos de maturidade elaborados pelo OPM3 – Organizational Project Management Maturity Model – e por Harold Kerzner, consultor especializado da área de gerenciamento de projetos. A pesquisa realizada com base em questionário aplicado aos profissionais executivos, engenheiros e chefes de produção da organização, foi determinante nos resultados finais obtidos, os quais confirmaram as conclusões obtidas com a análise dos modelos de gerenciamento de projetos realizada. Como conclusão foram sugeridas algumas mudanças em termos funcionais no que tange às atividades e em termos sistêmicos relativamente às ferramentas de apoio no controle integrado de custos e cronogramas dos projetos de tecnologia de automação e, finalmente, ajustes em termos de capacitação na organização em gerenciamento de projetos. / Salvador

Made available in DSpace on 2014-12-17T14:53:04Z (GMT). No. of bitstreams: 1 RafaelRS_DISSERT.pdf: 1466328 bytes, checksum: bccf6889f92e5e752322d5c2f9675bf4 (MD5) Previous issue date: 2011-12-09 / The purpose of this dissertation is to formulate guidelines for the improvement of maturity models, or the development of new ones, aiming at its application to project departments. The maturity of project management has become critical for organizations that develop projects and want to stand out in the market they serve. For this purpose, maturity models provide paths in order to guarantee that the institutionalization of project management is achieved in the best possible way. Generally, these models assess the organization, define its current situation in managing projects and propose steps to be performed in the search of more advanced levels of maturity. With the objective of contributing to the improvement of maturity models for specific cases, a bibliographical research was conducted for the preparation of a comparative analysis matrix and performed a case study for application of two maturity models (MMGP and PMMM levels 2 and 3), selected based on criteria found in the literature, in an engineering department of an oil company. The case study supported the realization of a comparative analysis of models, from which guidelines were formulated for improvement. The results showed that thedepartment is evaluated in a medium stage of maturity, recording significant progress in some dimensions assessed. They also found that the results of applying the two models are presented as complementary, although the model is highlighted by the greater depth of MMGP diagnostic, considering many variables in their levels of maturity than model PMMM (levels 2 and 3).Finally, directions have been formulated that contribute to the improvement of maturity models, taking in account the organizational environment in which this work was developed / O objetivo da presente disserta??o ? formular diretrizes para o aprimoramento de modelos de maturidade, ou para a elabora??o de novos modelos, visando a sua aplica??o a departamentos de projetos. A maturidade em gerenciamento de projetos tornou-se um fator cr?tico para organiza??es que desenvolvem projetos e querem destacar-se no mercado em que atuam. Para tanto, os modelos de maturidade fornecem caminhos para que a institucionaliza??o da gest?o de projetos seja alcan?ada da melhor maneira poss?vel. Geralmente, esses modelos avaliam a organiza??o, definem sua situa??o atual em gerir projetos e prop?e passos a serem realizados para avan?o do n?vel de maturidade. Visando contribuir para o aperfei?oamento dos modelos de maturidade para casos espec?ficos, formulando diretrizes de aprimoramento, foi realizada uma pesquisa bibliogr?fica para elabora??o de uma matriz de an?lise comparativa e realizado um estudo de caso para aplica??o de dois modelos de maturidade (MMGP e PMMM n?veis 2 e 3), selecionados a partir de crit?rios encontrados na literatura, em um departamento de engenharia de uma empresa do setor de petr?leo. O estudo de caso subsidiou a realiza??o de uma an?lise comparativa dos modelos, a partir da qual foram formuladas diretrizes de aprimoramento. Os resultados mostraram que o departamento avaliado encontra-se num est?gio mediano da maturidade, registrando avan?os significativos em algumas dimens?es avaliadas. Tamb?m foi verificado que os resultados da aplica??o dos dois modelos apresentam-se como complementares, embora destaque-se o modelo MMGP pela maior profundidade de diagn?stico, que leva em conta maior n?mero de vari?veis dentro de seus n?veis de maturidade do que o modelo PMMM (n?veis 2 e 3). Por fim, foram formulados direcionamentos que contribuem para o aprimoramento de modelos de maturidade, considerando o ambiente organizacional em que este trabalho foi desenvolvido

In an increasingly digital world, the accessibility of digital services is an important question of inclusion. Despite judicial requirements for accessibility of digital public services, the inclusion of accessibility into design practices is a new research area.   This research project explores how to facilitate the inclusion of accessibility into design practices by creating a methodology that centres around an accessibility maturity assessment. The result of the assessment forms the basis for the selection of design methods that are mapped to the attributes of the model.   Preliminary research consists of an interview study, desk research and unorganized research activities. A case study is conducted at the Swedish Tax Agency, the result of which form the basis of the design intervention. Case study data is analysed with the help of an accessibility maturity model, which also serves as the core of the design intervention. For the intervention, adapted, proven design methods are connected to the attributes of the accessibility maturity model. A proof of concept is created in the form of a handbook and validated with designers and employees at the Tax Agency. The validation shows that there is promise in the proposed methodology, as the use of the design practices ensure that accessibility is a part of the entire design process. Further research should investigate the use of the handbook in a case study in order to consolidate the practicalities of the methodology, as well as validate the utility of the methodology in a practical application.   Keywords: digital accessibility, digital public service, maturity model, accessibility maturity assessment, UX practices, universal design, disability   Contact: linneamichel@gmail.com

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In this article, we propose a reference model to identify the maturity level of the cyber intelligence threat process. This proposal considers the dark web as an important source of cyber threats causing a latent risk that organizations do not consider in their cybersecurity strategies. The proposed model aims to increase the maturity level of the process through a set of proposed controls according to the information found on the dark web. The model consists of three phases: (1) Identification of information assets using cyber threat intelligence tools. (2) Diagnosis of the exposure of information assets. (3) Proposal of controls according to the proposed categories and criteria. The validation of the proposal was carried out in an insurance institution in Lima, Peru, with data obtained by the institution. The measurement was made with artifacts that allowed to obtain an initial value of the current panorama of the company. Preliminary results showed 196 emails and passwords exposed on the dark web of which one corresponded to the technology manager of the company under evaluation. With this identification, it was diagnosed that the institution was at a “Normal” maturity level, and from the implementation of the proposed controls, the “Advanced” level was reached. / Revisión por pares

BIM är ett arbetssätt som bygger på användandet av en virtuell 3D-modell som lagrar all information om objektet. Arbetssättet har växt fram för att underlätta informationshanteringen i byggbranschen och har ansetts vara verktyget för att effektivisera processerna och med det öka produktiviteten. Drivkrafterna för BIM är många men ett hinder som ofta påpekas stå i vägen för implementeringen av BIM är kompetensbrist. I och med de olika kunskapsnivåerna har begreppet BIM-mognad växt fram där olika modeller finns för att fastställa BIM-mognad hos företag och organisationer. Hindret som gör BIM-implementeringen svår är att företag arbetar utifrån olika arbetssätt vilket gör att BIM-mognad varierar både inom och mellan företagen. Nyttan av BIM erhålls inte till den grad som önskas och aktörer med hög BIM-mognad påpekar att andra aktörer brister i sitt användande. Syftet med studien är att undersöka vad begreppet hög BIM-mognad innebär och hur hög BIM-mognad påverkar aktörers upplevelser av hinder och drivkrafter med BIM. Genom att erhålla praktiska kunskaper kan studien förmedla vilka hinder som kan överbryggas med hjälp av hög BIM-mognad och belysa vilka drivkrafter som är viktiga. Studien är uppdelad i två delar där första delen undersöker begreppet hög BIM-mognad för att se hur begreppet beskrivs och används i branschen. Denna delen besvaras genom data erhållen från befintlig forskning om mognadsnivåer inom BIM-implementering och djupgående semistrukturerade intervjuer med tre svenska BIM-experter. Andra delen studerar hur aktörers upplevelser av hinder och drivkrafter påverkas av hög BIM-mognad. Detta besvaras genom data erhållen från befintlig forskning om hinder och drivkrafter förknippade med BIM och från ett fallstudieprojekt med hög BIM-mognad. Från djupgående semistrukturerade intervjuer med åtta aktörer i olika roller i samma projekt erhölls praktiska erfarenheter om hur hinder hade överbryggats och hur nyttor skapats i projektet genom olika drivande krafter. Utifrån teorin och empirins resultat gavs ingen entydig bild av vad hög (eller låg) BIM-mognad innebär och experterna som intervjuats ställer sig kritiska till mognadsmodellen som mätmetod. Den studerade mognadstrappan togs inte fram för att mäta BIM-mognad utan skulle vara ett implementeringsverktyg men förefaller har fått en ny tillämpning med åren. Bilden som växer fram är att BIM-mognad är ett fragmenterat och tidsberoende begrepp utan någon entydighet kring vad som kan betraktas som låg eller hög mognadsgrad. När teorin jämförs med empirin väcks frågan kring vad BIM-mognad har för innebörd och betydelse för olika samverkande projektörer men även för byggbranschen och BIM-utvecklingen i stort. Experterna relaterar bedömningen av BIM-mognad till vad som krävs för att flera nyttor som följer av BIM-användning ska erhållas. Utifrån detta perspektiv anser de att BIM-mognad motsvarar nivå 2 utifrån mognadsmodellen. Experterna anser dock att branschen generellt ligger på en låg nivå vad gäller BIM-mognad. Studiens resultat öppnar upp för en fortsatt forskning inom BIM-mognad. I fallstudieprojektet upplevdes hindren som låga där det funnits specifika drivkrafter som möjliggjort implementeringen. Slutsatsen drogs även att projektet erhållit stora nyttor utifrån arbetssättet med BIM. De drivkrafter som har haft störst betydelse för implementeringen av BIM var den tydliga kravställningen från beställaren, den gemensamma plattformen och engagemanget från projektorganisationen. Nyttor projektet upplevde var bättre kommunikations- och samarbetsklimat, bra informationsflöden, ekonomi- och tidsbesparingar, visualisering, kollisionskontroller, kunskapsberikning och processeffektivitet. Hindren som fallstudieprojektet upplevde var negativa attityder, kompetensbrist, juridiska förändringar och problem med programvarorna i form av otillräckliga BIM-bibliotek och att programvarorna inte lever upp till sin marknadsföring. Både de negativa attityderna och kompetensbristen kunde överbryggas under projektet gång medan de juridiska förändringarna inte ansågs utgöra ett hinder för arbetssättet utan upplevdes mer som ett problem. / BIM is a working method based on the use of a virtual 3D model that stores all information about the object. This approach has been developed to facilitate information management in the construction industry and has been regarded as the tool to increase the efficiency and productivity. The driving forces for BIM are many, but one often mentioned obstacle for BIM implementation is the lack of competence. With the different levels of knowledge, the concept of BIM maturity has emerged where different models exist to determine BIM maturity in companies and organizations. An obstacle that makes BIM implementation difficult is the different ways of working used in the industry which makes BIM maturity varies both within and between companies. The benefits of BIM are not obtained to the extent that is desired and actors with high BIM maturity point out that the other actors are lacking in competence. The purpose of this paper is to investigate what the concept of high BIM maturity means and how high BIM maturity affects the actors' perception of obstacles and driving forces with BIM. By gaining practical knowledge, the study can convey which obstacles that can be overcome with the help of high BIM maturity and highlight which driving forces that are important.  The study is divided into two parts where the first part examines the concept of high BIM maturity to see how the concept is described and used in the industry. This part is answered through data obtained from existing research on BIM maturity levels and in-depth semi-structured interviews with three Swedish BIM experts. The second part examine how the perception of obstacles and driving forces is affected by high BIM maturity. This is answered through data obtained from existing research on obstacles and driving forces associated with BIM and from a case study project with high BIM maturity. From in-depth semi-structured interviews with eight actors in different roles in the same project, practical experience was gained on how obstacles were overcome and how benefits were created in the project through different driving forces. Based on theory and empirical results, no clear picture was given of what high (or low) BIM maturity means and the interviewed experts were critical of the maturity model as a measurement method. The maturity model was developed as an implementation tool and not as a tool to measure BIM maturity, but it seems to have gained a different roll over the years. The picture that emerges is that BIM maturity is a fragmented and time-dependent concept with no clarity about what can be regarded as low or high degrees of maturity. When the theoretical results are compared with the empirical, the question of what significance BIM maturity has for various collaborating actor’s is raised, but also for the construction industry and BIM development as a whole. The experts relate the assessment of BIM maturity to what is needed to obtain several benefits that result from using BIM. From this perspective, they believe that BIM maturity corresponds to level 2 based on the studied maturity model, but the experts generally believe that the industry is at low levels in terms of BIM maturity. The results of the study open up for further research in BIM maturity. In the studied project, the obstacles were perceived to be low where specific driving forces had enabled the implementation. It was also concluded that the project received great benefits based on the working method with BIM. The most important driving forces for the implementation of BIM were the clear requirements from the client, the platform used and the commitment from the project organization. The benefits of the project were a better communication and collaboration climate, good information flows, financial and time savings, visualization, collision controls, knowledge enrichment and process efficiency. The obstacles that the case study project experienced were negative attitudes, lack of competence, legal changes and problems with the software in the form of inadequate BIM libraries and that the software did not live up to its marketing. Both negative attitudes and the lack of competence could be overcome during the project. The legal changes were not considered as an obstacle but more experienced as a problem.

In our increasingly digital age, the pace of digital transformation requires continuous learning. Microsoft CEO Satya Nadella put it simply when wanting Microsoft to transition from a culture of "know-it-all" to a culture of "learn-it-all". The most valuable commodity for leaders to do is to set an example for lifelong learning and to find opportunities to encourage others to do the same, allowing each employee to take responsibility for skilling up [18]. This study identifies prioritized skills and assesses what skills gaps exist from these. A maturity framework is developed to measure the level of skills within three dimensions “Technical and Digital skills”, “People and organization skills” and “Strategy skills” and is composed of 30 attributes (Table 1). This study uses Sandvik Coromant as a use case for assessing skill gaps and Microsoft as a use case for how to fulfil the gaps. This study contributes to the manufacturing sector by identifying prioritized skills, empirically establishing a maturity framework and providing an evaluation of Sandvik Cormorant’s current skills gap including how to fulfil these skills gaps by programs, tools or initiatives. / I vår alltmer digitala värld kräver takten i digital transformation kontinuerligt lärande. Microsofts vd Satya Nadella uttrycker att Microsoft ska övergå från en kultur av "veta allt" till en kultur av "lära sig allt". Den mest värdefulla tillgången för ledare är att föregå med gott exempel för livslångt lärande och hitta möjligheter att uppmuntra andra att göra detsamma, så att varje anställd kan ta ansvar för kompetensutveckling [18]. Denna studie identifierar prioriterade kompetenser och bedömer vilka kompetensgap som existerar i dessa. Ett mognadsramverk utvecklas för att mäta kompetensnivån inom tre dimensioner ”Tekniska och digitala färdigheter”, ”Människor och organisationsfärdigheter” och “Strategifärdigheter” och består av 30 attribut (tabell 1). Denna studie använder Sandvik Coromant som ett användningsfall för att bedöma kompetensgap och Microsoft som ett användningsfall för hur man ska kunna uppfylla gapen. Denna studie bidrar till tillverkningssektorn genom att identifiera prioriterade färdigheter, empiriskt upprätta ett mognadsramverk och ge en utvärdering av Sandvik Cormorants nuvarande kompetensgap inklusive hur man kan uppfylla dessa kompetensgap genom program, verktyg eller initiativ.

La banque est un secteur en première ligne de la transformation digitale et se classe en 4e position des secteurs les plus transformés numériquement derrière les technologies de l’information et de la communication, les médias et les services professionnels (Gandhi & al, 2016). En outre, l’explosion des données et le besoin de traitement en temps réel est un défi pour les acteurs pour répondre ou anticiper les besoins des clients. En ce sens, la transformation digitale des banques est emblématique des opportunités et des risques de notre société numérique.Les études tendent à prouver que la performance digitale reflète la performance économique de l’entreprise (Accenture, 2016b). Il devient dès lors d’autant plus important d’effectuer sa transformation digitale pour rester ou devenir une banque performante d’autant plus que la mortalité moyenne des multinationales n’est que de 40 ans (Schatt, 2014).Le préalable à l’analyse peut résider dans la connaissance, par les banques, de leur maturité numérique actuelle.Le modèle développé dans cette thèse s’inscrit dans cette perspective et vise à souligner les forces d’un acteur bancaire et ses points perfectibles pour, dans une perspective opératoire, alimenter la stratégie de transformation des entreprises du secteur. Le point de départ en est une méthode de mesure de maturité numérique de toute organisation (Fayon, Tartar, 2014) qui a été approfondie dans le cadre de ce travail de thèse. La réflexion a été conduite relativement aux tendances structurantes de la transformation digitale, et à un centrage sur le cas du secteur bancaire. Elle s’est nourrie des travaux académiques relatifs au changement de paradigme porté par les technologies numériques et à ceux relatifs au design organisationnel entre autres. Deux enquêtes (l’une sur la banque du futur ; l’autre sur les attentes des générations en matière de service bancaire) et un PoC réalisé dans le cadre du paiement sans contact sur smartphone à La Poste, ont nourri la réflexion pour enrichir notre modèle initial de mesure de la maturité numérique.Pour bâtir le modèle, nous avons fait le choix de nous baser principalement sur les travaux existants dans les deux domaines au cœur de la transformation digitale, d’une part les systèmes d’information où de nombreux outils méthodologiques ont été développés (CMMI, ITIL, CobiT, etc.) et d’autre part le marketing. Chacun des indicateurs du modèle initial a été challengé en s’appuyant sur la littérature dans le domaine ainsi que sur un corpus de données élaboré pour ce travail de thèse.La portée de cette mesure est de deux ordres. Le résultat peut permettre, pour les décideurs qui s’en saisissent – typiquement les acteurs de la transformation digitale (Comex, CDO, Directeur du SI, Directeur marketing) –, d’alimenter la stratégie de transformation digitale de l’acteur considéré (grâce au calcul de la maturité des leviers identifiés et globalement de la banque pour mettre en exergue ses forces et ses faiblesses). Mais cette mesure peut avoir également une portée performative. Elle peut permettre en effet, comme pour tous dispositifs de mesure, de donner un état « objectivé » mais également « objectivant » du niveau atteint par chacun des indicateurs et accompagner dès lors un processus réflexif de transformation digitale.Un certain nombre de limites sont inhérentes à ce travail de thèse, dans sa dimension instrumentale notamment. La cohérence interne du modèle, bien que mise à l’épreuve de différentes démarches analytiques et tests, n’est pas exempte, par construction, d’une part d’arbitraire. La pertinence du modèle, si elle a pu être testée partiellement à l’aune de cas d’entreprise, reste soumise à l’épreuve de la généralisation. Par ailleurs, le caractère évolutif des technologies numériques et des changements sociétaux associés, pourront faire perdre de l’acuité à certains indicateurs. Mais la dimension intrinsèquement performative du modèle pourrait demeurer. / The bank is a front-line sector of digital transformation and ranks 4th in the most digitally-transformed sectors behind IT, media and professional services (Gandhi & al, 2016). In addition, the burst of data and the need for real-time processing is a challenge for the players to meet or anticipate the needs of customers. In this way, the digital transformation of banks is emblematic of the opportunities and risks of our digital society.Studies tend to demonstrate that digital performance reflects the company's economic performance (Accenture, 2016b). It is therefore all the more important to carry out its digital transformation in order to remain or become a performing bank, especially since the average mortality of multinationals is only 40 years (Schatt, 2014).The question is where are the banks going to be in the value chain: continuing vertical integration or horizontal integration to diversify, buy or make partnerships with technological players or fintech?The prerequisite may lie in the knowledge of their current digital maturity. The model developed in this thesis makes it possible to highlight the strengths of a banking player and its perfectible points likely to feed the transformation strategy for its leaders and the related priorities. The starting point is the methodology of measuring digital maturity of any kind of organization (Fayon, Tartar, 2014) that has been challenged as part of this thesis work. Its axes, which define digital maturity, have evolved and are there to number six: Organization, Technology and Innovation, People, Offer, Environment, Strategy.The reflection has been focused on the structuring trends of digital transformation, and a focus on the case of the banking sector. She has been nourished by academic work related to the paradigm shift brought by digital technologies and those related to organizational design among others. Two surveys (one on the bank of the future, the other on the expectations of the generations in terms of banking service) and a PoC realized as part of the contactless payment on smartphone at La Poste french company have fueled the reflection to enrich our initial model of measuring digital maturity.To build the model, we have chosen to rely primarily on existing work in both areas at the heart of digital transformation, on the one hand information systems where many methodological tools have been developed (CMMI, ITIL, CobiT, etc.) and secondly marketing. Each of the indicators of the initial model was challenged by relying on the literature in the field as well as on a body of data developed for this thesis work.The scope of this measure is of two kinds. The result can make it possible for the decision makers who seize it - typically the actors of the digital transformation (Executive Committee, CDO, CTO, CMO) – feed the digital transformation strategy of the considered actor (thanks to the calculation of the maturity of the 6 levers and globally of the bank to highlight its strengths and its weaknesses, it is then necessary to exploit them in the service of its strategy). But this measure can also have a performative scope. It allows, as for all devices measuring tools, to give an "objectivized" but also "objectifying" level reached by each of the indicators and therefore accompany a reflexive process of digital transformation.A number of limitations are inherent to this thesis work in its instrumental dimension in particular. The internal coherence of the model, although tested by different analytical approaches and tests, is not exempt, by construction, from an arbitrary part. The relevance of the model, even if it has been tested partly with some business cases, remains subject to the test of generalization. In addition, the evolving nature of digital technologies and associated societal changes may make some indicators less relevant. But the performative dimension of the model could then remain.