EMCC European Monitoring Centre on Change

Articles

100 items found
  • EMCC Anticipation workshop: Commerce at the Crossroads – the future of the commerce sector in Europe

    29 augusti 2007
    /Dublin 19-20 November 2007/
  • The future of KIBS in Europe: Unlocking the potential of the knowledge-based economy, Helsinki, 23–24 November - EMCC Anticipatory Workshop

    29 juli 2007
    /This is a summary of the main points discussed in the concluding debate of the workshop. The final session focused on the definition of an agenda for change for the KIBS sector./
  • EMCC dossier on Knowledge Intensive Business Services (KIBS) - Additional sources of information

    07 november 2006
    /This document lists further sources of information on Knowledge Intensive Business Services (KIBS) that may be of interest to the reader./
  • The Future of Knowledge Intensive Business Services (KIBS) in Europe - unlocking the potential of the knowledge based economy

    07 november 2006
    This anticipation workshop, to be held in Helsinki on 23-24 November 2006, will present the research findings of an EU-wide study commissioned by the EMCC. The study analyses the main trends and key drivers of change, as well as their impact on the structure and performance of the European Knowledge Intensive Business Services (KIBS) industry as well as their political, economical and social consequences. The event will bring together European companies, social partners, policymakers and sectoral experts. Through the use of scenario techniques and group work participants will jointly reflect on and exchange their experiences. They will also be encouraged to identify actions for further development, innovation and growth within the sector. The workshop is organised by the European Monitoring Centre on Change (EMCC) www.emcc.eurofound.europa.euand hosted by the Confederation of Finnish Industries (EK) www.ek.fi.
  • EMCC dossier on Knowledge Intensive Business Services (KIBS)

    07 november 2006
    /The so-called ‘knowledge economy’ has given way to a whole range of new professional activities and occupations referred to as Knowledge Intensive Business Services (KIBS). This emerging sector is regarded as a fundamental contributor to EU competitiveness, largely due to its key role in providing non-core services to companies across the economic spectrum. Although a relatively young and unknown sector, its contribution to employment and growth across the EU in the coming years is expected to be paramount in the context of achieving the goals of the Lisbon Agenda. This dossier aims to provide an in-depth analysis of the trends and forces shaping KIBS and draws mainly on recent and original EMCC research, including a sector mapping report, company and cluster studies, future scenarios and foresight work./
  • EMCC dossier on the European food and beverage sector - Further sources of information

    26 september 2006
    /This document lists further sources of information on the European food and beverage sector that may be of interest to the reader./
  • EMCC dossier on the European food and beverage sector

    26 september 2006
    The European food and beverage sector is faced with an unprecedented number of challenges today, leading to an increase in restructuring activity across the EU. These developments are primarily driven by the need to enhance competitiveness and address local and global changes affecting the industry. This dossier aims to provide an in-depth analysis of the trends and forces shaping the sector. The information is mainly drawn from recent and original EMCC research, including a sector mapping report, company and cluster studies, future scenarios and foresight work.
  • The defence industry sector - what future?

    09 juli 2006
    /Sector Futures provides specialised reports based on the monitoring of existing foresight studies, scenario work, innovation studies and reliable data sources. June 2006 features the complete Sector Futures article series on the defence industry 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 currently facing the defence industry in the EU./
  • Managing large-scale restructuring: Michelin Stoke-on-Trent

    14 juni 2006
    /Tyre production is not an industry traditionally associated with the Stoke-on-Trent industrial area of the West Midlands in the United Kingdom. However, following the arrival of the French-based tyre manufacturer Michelin in the late 1920s, the company soon became one of the region's major employers. In the 1980s and late 1990s, Michelin recognised the need to restructure its Stoke manufacturing plant, aiming at reducing production costs and remaining competitive. However, in August 2000, the French mother company announced the closure of operations at Stoke, due to high overheads and deteriorating market conditions. This case study documents the restructuring process and its implementation, leading to the closure of the Michelin Stoke plant. It also looks at the social and economic measures taken by the company to manage the closure in a socially responsible way./
  • Managing large-scale restructuring: Barclays

    14 juni 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./

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