EMCC European Monitoring Centre on Change

Articles

101 items found
  • Managing large-scale restructuring: Barclays

    14 Giugno 2006
    /Increasing competition in the financial services sector means that many banks are at risk of closure or are being forced to merge with other financial institutions. One of the leading financial services companies in the world, Barclays has managed to stay competitive in a difficult market, due to the development of the organisation's global strategy and operating model. For Barclays, this strategy involves minimising costs and improving customer services, which has led the company, since 2003, to offshore many of its back-office posts to lower-cost countries, such as India. This case study describes the driving forces to offshore in a corporate and socially responsible way, as well as the implementation of the offshoring agreement in Barclays./
  • Childcare services in the EU - what future?

    25 Maggio 2006
    /Childcare services are at different stages of development in the EU Member States and continue to be one of the fastest growing care markets in Europe. In some of the 10 new Member States, the childcare market is relatively immature and is therefore expected to grow rapidly in the near future. In the former EU15, where childcare services have matured and developed, policy now focuses more on the quality of services provided and on flexibility for parents. This article, the first of three in the Sector Future series on the childcare services sector in Europe, provides an overview of the key trends and drivers shaping the future of this sector./
  • The childcare services sector - future challenges

    25 Maggio 2006
    /This third and final article in the Sector Future series on childcare services focuses on the broad challenges facing the childcare sector in Europe and on the role of the European Commission in the economic and social field, rather than on specific policy issues facing individual Member States. The reason for this focus is that childcare systems and practices in Member States are at different stages of development, both in relation to timing issues and level of maturity. This implies that no one Member State faces exactly the same challenges as another./
  • Company restructuring: The Danish Steel Works

    19 Aprile 2006
    /Iron and steel production belong to the traditional industries in Denmark, although this industry has not been a dominant player in the European market. Nonetheless, changes in the sector at European level over the last 20 years have negatively impacted on the industry in Denmark and contributed to the poor economic situation of the Danish Steel Works at the beginning of this decade. In June 2002, it became evident that the company would have to cease operations. This case study documents the context and details of the closure of the Steel Works, including actions taken at local and national level, and presents the restructured enterprise, DanSteel, that subsequently emerged./
  • Company restructuring: The Danish Steel Works

    19 Aprile 2006
    /Iron and steel production belong to the traditional industries in Denmark, although this industry has not been a dominant player in the European market. Nonetheless, changes in the sector at European level over the last 20 years have negatively impacted on the industry in Denmark and contributed to the poor economic situation of the Danish Steel Works at the beginning of this decade. In June 2002, it became evident that the company would have to cease operations. This case study documents the context and details of the closure of the Steel Works, including actions taken at local and national level, and presents the restructured enterprise, DanSteel, that subsequently emerged./
  • Company restructuring: Ericsson Microwave Systems

    06 Aprile 2006
    /In 2003, Ericsson Microwave Systems faced the situation of a predicted sharp decline in activity in the period ahead. The company’s business model was based on the development and manufacture of sensors, services and information network solutions for the Swedish National Defence, alongside its selling of proven products and services to the export market. The first activity was strongly linked to national defence expenditure, which was expected to decline steeply in 2004-2005. The Ericsson Microwave Systems’ division had the challenge of reducing its employee numbers by 25%, which meant cutting 500 of the 2,000 jobs that existed in 2003. This case study analyses how, in 2003-2004, Ericsson Microwave Systems created and implemented a ‘competence shift process’, which aimed to reduce the total headcount of the division by almost 25%, without using traditional large-scale lay-off methods./
  • The childcare services sector - visions of the future

    31 Marzo 2006
    /The absence of a common vision and policy for childcare services makes it difficult to assess the sector’s future in Europe, since every Member State has its own childcare agenda. This article, the second in the Sector Future series on childcare services, highlights the broad areas for debate that are likely to be high on the childcare agenda in the future throughout the EU. In addition, it outlines two future scenarios: one in which the EU embraces a vision for childcare and early years services, and another which lacks this vision./
  • The childcare services sector – what future?

    31 Marzo 2006
    /Sector Futures provides specialised reports based on the monitoring of existing foresight studies, scenario work, innovation studies and reliable data sources. April 2006 features the complete Sector Futures article series on the childcare services sector. The first article sets out to define the sector, outlining its market size, structure and employment figures, and looks at the trends and drivers shaping the sector. Subsequent articles assess these factors and review some scenario work relating to the sector’s future, before concluding with an analysis of major policy issues and challenges facing childcare services in the EU./
  • The biomedical healthcare sector - what future?

    08 Gennaio 2006
    /Sector Futures provides specialised reports based on the monitoring of existing foresight studies, scenario work, innovation studies and reliable data sources. January 2006 features the complete Sector Futures article series on the biomedical healthcare sector. It sets out by defining the sector, outlining its market size, structure and employment figures, and looks at the trends and drivers shaping the sector. Subsequent articles assess the impact and review some scenario work relating to the sector’s future before concluding with an analysis of major policy issues and challenges facing the industry./
  • The performing arts sector - visions of the future

    08 Gennaio 2006
    /This second article in the series focuses on the main factors influencing the present and future of the performing arts sector. It builds on the first article, which described the salient features of the sector, in particular, the size and structure of its market, the nature of employment, and issues and uncertainties facing the sector. It examines the main trends and drivers shaping the sector’s future, including the forces that are leading to a reduction in the public funding available to the performing arts./

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