Gestion du temps | EPFL Graph Search

La gestion du temps est la discipline qui cherche à organiser et optimiser l'emploi du temps d'un 'individu (ex : gestion du temps ou d'un agenda personnel) où à l'échelle d'un groupes, voire de grandes collectivités. Selon un memorandum européen réclamant un droit au temps pour tous (publié par Zeitpolitik, happés par un quotidien souvent stressant et empli d'un nombre croissant de médias et sollicitations non désirées et difficiles à contrôler ou éviter, . Dans le cadre du développement soutenable, certaines collectivités développent désormais des politiques publiques transversales cherchant à limiter le temps inutilement perdu (par exemple dans les embouteillage, les queues, ou en temps de transport par exemple), visant à faciliter, pour les citoyens et entreprises, une gestion du temps plus favorable à l'épanouissement personnel, à l'égalité entre les citoyens et au bien vivre ensemble ; des « démarches temporelles territoriales » encourageant l’échange, le travail collaboratif,

Digital transformation, business models and the postal industry

Nandkumar Harshan Kollara

For many decades, the postal industry offered postal services and in parallel, had a monopoly over the national postal markets. Recently, the postal industry endured a phase where their national postal markets were subjected to liberalisation by the respective nations. This was due to various reasons such as inefficiencies of the postal services, ambiguous monopoly legislations, mounting pressure from competitors, and changing nature of customer demands. The liberalisation of the European Union postal markets is an example of a liberalisation that was based on the unique requirement of harmonising the postal services across the whole European Union. Other nations outside the European Union liberalised their postal markets either completely or partially based on their own unique requirements. After the liberalisation phase, the postal industry faced a significant challenge from digital services. Digital services were responsible for the constant declines in profitable letter service volumes. In response, the postal industry started developing digital postal services. However, therein lies the problem. The postal industry is unaware of the steps needed to develop digital postal services and has not had a great deal of financial success in this area. I address this problem by referring to âbusiness models. Business models have been a recent area of interest in management literature and, as such, offer an innovative perspective on the postal industry development activities in digital postal services. The main goal of my dissertation is to provide recommendations for the postal industrys development of digital postal services via business models. The four sub-goals of the dissertation are as follows: determine the business model framework, determine the different types of business models for digital postal services using the business model framework, determine the antecedents to these business models, and determine the performance effects of these business models on the postal industry. The targeted research methodology involves multiple exploratory case studies and explanatory survey studies on the digital service activities of the postal operators. I initially developed a business model framework from the literature review. The business model framework has four components that help identify business models within firms: value proposition, resources, network and finance. Subsequently, I conducted case studies on the digital postal services activities of six postal operators, in order to investigate the different types of business models for digital postal services. I identified four types of business models for digital postal services based on my developed business model framework: traditional add-ons, digital add-ons, hybrid ecosystem and digital ecosystem. I then conducted survey studies with postal operators in a number of countries, in order to investigate the antecedents of the business models described above, as well as the performance effects of these business models on the postal industry. The findings suggest that dynamic capabilities have a statistically significant impact on the business models that are in synergy with the postal operators physical postal services. In addition, the business models that are in synergy with the postal operators physical postal services have a statistically significant impact on firm performance.

EPFL2017

Interaction Mirrors for Face-to-Face Meetings

Flaviu Roman

To be successful, a group requires an appropriate quality of coordination among its members. Even with the advent of remote communication, face-to-face meetings remain the context that offers the best interaction support to an effective collaboration. However, face-to-face meetings seem to suffer from recurring shortcomings which are yet to be alleviated. One of them is the omniscience and persistence of undetected gaps between the actual and the desired (or intended) state of the meeting. The evolution of technology has spawned the creation and availability of large sets of data, giving birth to what we call today analytics, the science of discovery and communication of meaningful patterns in this data. This thesis aims to explore the potential of technology to process meeting-related data and help reveal these gaps to the participants. We also conduct an analysis of the actions that the participants perform, as an effect of becoming aware of such gaps, and we reflect on their possible role in increasing the effectiveness of the meeting. Our technologies collect interaction data in real-time during face-to-face meetings, perform analytics to transform this raw data into explicit representations, and then use visualizations to communicate knowledge about the interaction back to the participants. This thesis expands the concept of Group Mirrors, to define the concept of Interaction Mirrors, which are tools that perform this instant transformation of meeting data into explicit repre- sentations, and return this knowledge back to the group during the meeting. We present the implementation of three types of Interaction Mirrors that tackle aspects of interaction related to Participation, Time management, and Mutual Knowledge. They vary with respect to data collection, being either implicit (continuous) or explicit (discrete), and to their presentation to the group (continuous or discrete). We perform a total of 7 experiments, ranging from basic usability observations, to year-long, longitudinal studies. Conducted in real-world situations, most of these studies are set up in the field, in various organizations, corporations and institutions. We show that each type of interaction mirror has an influence on the group, and discuss the capacity of this influence to improve the outcomes of the collaboration.

EPFL2013

Digital transformation, business models and the postal industry

Nandkumar Harshan Kollara

EPFL2017

Interaction Mirrors for Face-to-Face Meetings

Flaviu Roman

EPFL2013