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[°æ¿µ] µðÁöÅÐ ½Ã´ë °í°´°æÇè(CX) & Á÷¿ø°æÇè(EX) º¥Ä¡¸¶Å· [ÀϺ»Æí]
[»ý»ê] µµ¿äŸ±×·ì ¿¡³ÊÁöÀý°¨ 10°¡Áö »ç·Ê
[°æ¿µ] Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]
[°æ¿µ] µµ¿äŸ 2016 °æ¿µÁ¶Á÷ °³ÇõÀÇ ÀÇÀÇ
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AI Projects and Partners by NTT
AI Projects and Partners by NTT

NTTÀÇ ÀΰøÁö´É, IoT µî°ú °ü·ÃµÈ ÇÁ·ÎÁ§Æ®¿¡ ´ëÇÑ ¼³¸íÀ» ´ã°í ÀÖ½À´Ï´Ù.

 
°æ¿µ | 2020.10.12 | ¹«·á | Á¶È¸(486)
Å°¿öµå: NTT, ÀΰøÁö´É, »ç¹°ÀÎÅͳÝ, ÇÁ·ÎÁ§Æ®, ÆÄÆ®³Ê
 
 
E-mobility and micro-vehicles experiment in Japan
E-mobility and micro-vehicles experiment in Japan

An on-going research on a nascent and still uncertain market

(Mostly based on interviews: NISSAN, Toyota, Cities' executives and MLIT + documents/survey of carmakers and MLIT)

 

(From slide 6)

The future of automotive industry

 

Simply replacing ICESs cars by EVs will not solve all challenge(clean congestion in cities...:)

Necessary to change the game(Micro/personal mobility solution)

 

 
°æ¿µ | 2020.10.12 | ¹«·á | Á¶È¸(420)
Å°¿öµå: µµ¿äŸ, ´Ö»ê, ¸ðºô¸®Æ¼, ¹Ì·¡µµ½Ã, ½º¸¶Æ®µµ½Ã
 
 
Future of Work Trends Post-COVID-19
Future of Work Trends Post-COVID-19

9 Future of Work Trends Post-COVID-19

What are the long-term implications of the coronavirus pandemic on the HR function and work?

 

Accelerated Trends

• More employees working remotely

• Increased use of employee data

• Greater role of the employer as a social safety net

• Wider use of contingent workers

 

New Impacts

• Critical skills are no longer synonymous with roles

• Some employees find work more humanizing in the crisis; others find it dehumanizing

• Crisis response distinguishes top-tier employer brands

 

Pendulum Swings

• Organizations prioritize resilience as much as efficiency

• Crisis adds to organizational complexity, straining design, culture and value proposition​ 

 
°æ¿µ | 2020.09.21 | ¹«·á | Á¶È¸(505)
Å°¿öµå: HR, covid19, Æ÷½ºÆ®Äڷγª, °¡Æ®³Ê, Æ®·»µå
 
 
Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]
Àδõ½ºÆ®¸®4.0 & CSR ³ì»ö°æ¿µ º¥Ä¡¸¶Å· [µ¶ÀÏÆí]

¼º°øÀûÀÎ º¥Ä¡¸¶Å·À» Çϱâ À§Çؼ­´Â ¿¬¼ö¸®´õ°¡ Best Practice ¿¡ ´ëÇÑ ¿­Á¤, ÀÇÁö, ±×¸®°í È®½ÅÀ» °¡Áö°í º¥Ä¡¸¶Å· È°µ¿À» ÁÖµµ ÇØ¾ß ÇÑ´Ù ÀÌ¿¡ ÀÓÇÏ´Â ÀÚ¼¼´Â Á¤º¸°¡ ¾ø´Ù´Â ¼Ò±ØÀû »ç°í¸¦ ¹ö¸®°í, ¹Ýµå½Ã ȹµæÇÒ ¼ö ÀÖ´Ù´Â Àû±ØÀûÀÎ ÀÇÁö°¡ ÇÊ¿äÇÏ´Ù. 

4Â÷»ê¾÷ÀÇ º»°ÝÀûÀÎ ½ÃÀÛÀº µ¶ÀÏ Àδõ½ºÆ®¸® 4.0 ºÎÅͶó°í ÇÒ ¼ö ÀÖÀ» °ÍÀÌ´Ù. °­ÇÑ Á¦Á¶±¹°¡ÀÎ µ¶ÀÏÀÌ ÃÊ¿¬°á»çȸ¸¦ ¸®µåÇÏ·Á´Â ÀÌÀ¯´Â °á±¹ º¯È­µÈ »ê¾÷ȯ°æ ¶§¹®ÀÌ´Ù. ÇÑÆí, Àδõ½ºÆ®¸® 4.0 ¿Ü¿¡µµ µ¶ÀÏÀÌ Áß½ÃÇÏ´Â Ç׸ñÀÌ Àִµ¥ ±×°ÍÀº ¹Ù·Î ȯ°æÀÌ´Ù. µ¶ÀÏÀº ±â¾÷°æ¿µ¿¡¼­µµ ģȯ°æÀûÀÎ Çຸ¸¦ º¸ÀÌ°í ÀÖ´Ù ¹Ì·¡¼¼´ë¿¡ ´ëÇÑ Ã¥ÀÓ°ú Àǹ«¸¦ ´ÙÇϱâ À§ÇØ ±â¾÷ÀÇ »çȸÀûÃ¥ÀÓ (CSR) À̶ó´Â À̸§ ¾Æ·¡ ³ì»ö°æ¿µÀ» ÇÑ´Ù​.

 
°æ¿µ | 2020.09.08 | 100,000¿ø | Á¶È¸(2,210)
Å°¿öµå: CSR, µ¶ÀÏ, 4Â÷»ê¾÷, ³ì»ö°æ¿µ, Àδõ½ºÆ®¸®4.0
 
 
Leadership in Mobility-as-a-Service (MaaS)
Leadership in Mobility-as-a-Service (MaaS)
The following presentations contain forward-looking statements and information on the business development of the Volkswagen Group. These statements may be spoken or written and can be recognized by terms such as ¡°expects¡±, ¡°anticipates¡±, ¡°intends¡±,  ¡°plans¡±, ¡°believes¡±, ¡°seeks¡±, ¡°estimates¡±, ¡°will¡± or words with similar meaning. These statements are based on assumptions relating to the development of the economies of individual countries, and in particular of the automotive industry, which we have made on the basis of the information available to us and which we consider to be realistic at the time of going to press. The estimates given involve a degree of risk, and the actual developments may differ from those forecast. The Volkswagen Group currently faces additional risks and uncertainty related to pending claims and investigations of Volkswagen Group members in a number of jurisdictions in connection with findings of irregularities relating to exhaust emissions from diesel engines in certain Volkswagen Group vehicles. The degree to which the Volkswagen Group may be negatively affected by these ongoing claims and investigations remains uncertain.
 
°æ¿µ | 2020.09.02 | ¹«·á | Á¶È¸(450)
Å°¿öµå: Æø½º¹Ù°Õ, MAAS, ¸ðºô¸®Æ¼, Àü·«, CDO
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