Kinderen en internet- Hoofdinhoud
Veel kinderen zijn dagelijks uren met internet bezig; via hun pc of laptop, de spelcomputer of mobieltje. Steeds meer kinderen worden via die kanalen geconfronteerd met geweld en seks en bovendien krijgen ze daar op steeds lagere leeftijd mee te maken. Het Europees Parlement i en de Europese Commissie i willen dit graag veranderen.
Op 27 oktober 2011 heeft het Europees Parlement een nieuwe richtlijn aangenomen ter bestrijding van seksueel misbruik, seksuele uitbuiting van kinderen en kinderpornografie. Zo komen er zwaardere straffen voor kindermisbruikers en mensen die kinderporno kijken. Lidstaten worden verplicht kinderpornosites te blokkeren of te verwijderen. Daarnaast zijn er minimumstraffen vastgesteld bij twintig verschillende overtredingen.
Om het tij te keren zijn er twee soorten kennis nodig: technische kennis en kennis uit de praktijk. Om meer technische mogelijkheden tot bescherming van kinderen op internet te krijgen, roept de Commissie hulp in van de telecommunicatiesector. De hulp uit de praktijk wordt geleverd door maatschappelijke organisaties en instanties die dicht bij het onderwijs staan. De belangrijkste rol is echter weggelegd voor de ouders: zij moeten er voor zorgen dat internetgedrag thuis bespreekbaar wordt gemaakt.
De EU-ministers namen in november 2012 een strategie ('Beter internet voor kinderen') aan, waardoor kinderen beter beschermd moeten worden tegen de schaduwkanten van de digitale wereld. Verder wordt ingegaan op het stimuleren van internetgebruik door kinderen, op de rol van ouders daarbij en op samenwerking met het bedrijfsleven en maatschappelijke organisaties.
http://www.europa-nu.nl/id/vhyud0hxyz8n/kinderen_en_internet
maandag 1 juli 2013
Europol à La Haye...
Vacatureomschrijving
Europol Unclassified – Basic Protection LevelThe Hague, 12 June 2013File n°: Europol/2013/TA/AD8/124VACANCY NOTICEName of the post: Senior Strategic Analyst – in the EuropeanCybercrime Centre (EC3) – AD8 – 1 postReporting to: Head of Strategy, Research & DevelopmentGroup within the EC3 Business Area1.About EuropolApplications are invited for this position at the European Police Office (Europol).1Europol is located in The Hague, The Netherlands, and its main tasks are the following:a)to collect, store, process, analyse and exchange information and intelligence;b)to aid investigations in the Member States, in particular by forwarding all relevant information to the national units;c)to ask the competent authorities of the Member States concerned to initiate, conduct or coordinate investigations and to suggest the setting up of joint investigation teams in specific cases;d)to provide intelligence and analytical support to Member States in connection with major international events;e)to prepare threat assessments, strategic analyses and general situation reports relating to its objective.For more information please visit Europol’s website www.europol.europa.eu.Europol applies a policy of equal opportunity for men and women and accepts applications without distinction on ground of sex, race colour, ethnic or social origin, genetic characteristics, and language, religious, political or other convictions and opinions, financial situation, disability, age sexual orientation, marital status or family situation. Applications from female candidates are particularly encouraged. Employment at Europol is open to nationals of the EU Member States. There is no national quota system in operation but Europol is required to strive for a broad range of nationalities in order to keep a well balanced geographical distribution among its staff members.1 Europol has been established under the Council Decision (EC) No. 2009/371 of 6 April 2009. EDOC#671336 1/7Europol Unclassified – Basic Protection Level2.Background and main purpose of the postEuropean Cybercrime Centre (EC3) was established within the organisational structure of Europol’s Operations Department, in January 2013. It is aimed at strengthening the efforts of law enforcement (LE), EU Agencies and other partners in the prevention and combating of various forms of cybercrime.An essential element in improving the effectiveness of those efforts is to provide insight in relevant crime phenomena, trends and emerging threats by delivering in-depth analysis reports and future-oriented assessments based on the combination of multiple information sources. The Project Manager Strategic Analysis drives the development of an accurate and up-to-date picture of the evolution and characteristics of the various forms of cybercrime and to the sharing thereof by use of analytical products.The Project Manager Senior Strategic Analyst will lead the EC3′s Strategy & Prevention team and has the functional responsibility for the delivery of products and services in the area of strategic analysis and prevention related to cybercrime.3.Tasks and responsibilities_The successful candidate(s) will be required to carry out the following duties:•Manage the Strategy & Prevention Team by providing strategic direction for the delivery of its products and services and supervising the staff of this team , including quality control, assessment, coaching and development;•Develop and maintain a holistic future-orientated perspective of cybercrime in consultation with internal and external partners;•Direct and contribute to the development and delivery of various strategic (cybercrime related) products on the basis of quantitative and qualitative analysis and forward-looking methodologies, including (Organised Crime) Threat Assessments, Situation Reports, Intelligence Notices and Early Warning Briefs;•Direct and contribute to the definition of intelligence requirements regarding cybercrime for targeting the intelligence gathering from national law enforcement authorities, private parties and open sources;•Drive the development and implementation of analysis methods and techniques used by EC3 and keep up-to-date with relevant developments;•Manage the provision of input for periodic Serious Organised Crime Threat Assessments (SOCTA) regarding cybercrime in coordination with Europol’s Strategic Analysis Coordinator;•Manage internal and external relationships of relevance to strategic analysis;•Participate in meetings, working groups and conferences and present analytical results as and when required;•Perform any other duties in the area of competence as assigned by the line manager.EDOC#6713362/7Europol Unclassified – Basic Protection Level4.Requirements4.1 Eligibility criteria: a. Candidates must•Be a national of one of the Member States of the European Union and enjoy full rights as a citizen;•Have fulfilled any obligations imposed by the applicable laws on military service;•Produce appropriate character references as to the suitability for the performance of the duties;•Be physically fit to perform the duties pertaining to the position;2•Produce evidence of a thorough knowledge of one of the languages of the Communities and a satisfactory knowledge of another language of the Communities to the extent necessary for the performance of the duties;b.Candidates must have:•A level of education which corresponds to completed university studies attested by a diploma when the normal period of university education is four years or more;OR•A level of education which corresponds to completed university studies attested by a diploma when the normal period of university education is at least 3 years;•In addition to the above at least 9 of professional work experience gained after the award of the diploma.4.2 Selection criteria:a.Professional experience: Essential:•Experience in performing strategic analysis and preparing strategic products related to cybercrime•Experience in handling large amounts of strategic data in the context of cybercrime related strategic analysis;•Experience in the use of horizon scanning methods;•Experience of carrying out successful project management of substantial projects which delivered significant outcomes.Desirable:•Experience in working in a highly regulated environment (e.g. financial sector, LE, military, etc) ;•Experience of working in an international LE environment;2 Prior to appointment the successful candidate will be medically examined by one of the institution’s medical officers in order that the institution may be satisfied that the candidate fulfils the requirements of Article 12(2)(d) CEOSEDOC#6713363/7Europol Unclassified – Basic Protection Level•Publications in the field of cybercrime.b.Professional knowledge:Essential:•Profound knowledge of the cybercrime environment;•Good knowledge of the characteristics of relevant data sources and information types;•Profound knowledge of strategic analysis methods (quantitative, qualitative, statistical and futures studies).Desirable:•Knowledge of the legal framework and the conditions for processing data in a law enforcement or in a comparable highly -regulated environment.c.Technical skills and competencies:Essential:•Computer literacy: MS Office applications;•Excellent communication skills in English, both orally and in writing;•Excellent analytical and critical thinking skills;•Ability to draft clear and concise documents on complex matters for various audiences;•Good administrative and organisational skills;•Ability to manage projects and familiarity with project management terminology and methodology.Desirable:•Training in specialised analysis software, (e.g. . i2 Analyst Notebook, GIS Mapping software, data and text mining, open source search tools, etc)d.Social skills and competencies:Essential:•Good interpersonal skills with the ability to work well under pressure, both independently and in a team;•Ability to work effectively in an international and multi-cultural environment;•Ability to display commitment and service-orientation;•Ability to display initiative, flexibility and creativity in view of problem solving.EDOC#6713364/7Europol Unclassified – Basic Protection Level5.Selection procedure3The Contracting Authority – which in the case of Europol is the Director – sets up a Selection Committee which consists of three members, one member from Europol human resources, one member from the relevant service and one person designated by the Staff Committee.For non-restricted temporary agent posts, particularly for the selection procedures of experts, the Selection Committee may include up to two additional members designated by the Contracting Authority on a proposal from the Chairperson of the Management Board. The additional member(s) will be either a representative of the Presidency or one representative of the Presidency and one from another Member State.The Selection Committee determines candidates’ suitability for the position by assessing their skills, experience and qualifications against the established job profile and makes an initial selection from the applications received.Shortlisted applicants are invited to participate in a post-related selection procedure, generally consisting of written and/or practical tests and competency-based interviews.The Contracting Authority makes a decision of appointment on the basis of advice from the Selection Committee. He will inform the Committee of his decision. All candidates who attend the selection procedure will be informed of the outcome.Candidates who attended a selection procedure may request feedback on their performance of the written test and interview within three months after the selection procedure.The Selection Committee’s work and deliberations are confidential. It is forbidden for candidates to make direct or indirect contact with the members of the Selection Committee or for anyone to do so on their behalf. All enquiries or requests for information or documentation in relation to the competition should be addressed to the Europol Selection and Recruitment Team.6.SalaryScale: AD8The basic monthly salary is EUR 6299,95 (step 1) or EUR 6564,69 (step 2).The step in grade is determined on the basis of professional experience gained after the education required for the position and in line with applicable implementing rules.In addition, if applicable, allowances such as expatriation allowance, household allowance, (stand-by) shifts, dependent child and education allowance may be granted.Europol offers a comprehensive welfare package comprising additional benefits such as medical insurance, unemployment and invalidity allowance as well as a pension scheme.Salaries are subject to a Union tax but exempt from national taxation.3 Detailed information on the selection procedure, including the appeal procedure is available in the Europol Recruitment Guidelines, on Europol’s website.EDOC#671336 5/7Europol Unclassified – Basic Protection Level7.Terms and conditions7.1 Probation periodEngagement for this position is subject to the successful completion of a probationary period of 6 months. Within this period the successful candidate will have to undergo a post-related security screening.Europol reserves the right to terminate the contract of employment during or at the end of the probation period in accordance with Article 14 of CEOS.7.2 Security screening and certificate of good conductAll candidates who have successfully passed a selection procedure are required to apply for a national “certificate of good conduct” at the time an offer of employment is made. The “certificate of good conduct” must be provided to Europol prior the signature of the employment contract. In case of unfavourable entries in the “Certificate of good conduct” Europol reserves the right not to award an employment contract.However, the national certificate of good conduct does not substitute a valid full Personal Security Clearance Certificate (PSCC) that must be obtained for all Europol staff at the level indicated in the Job Description. A PSCC is a certificate issued by a competent authority establishing that an individual is security cleared. It contains: the level of clearance; the date of issuance and the date of expiry. Failure to obtain the requisite security clearance before the expiration of the probationary period may be cause for termination of employment contract.The minimum requested level of Security Clearance for this post is: CONFIDENTIAL UE/EU CONFIDENTIAL.7.3 Contract of employmentThe successful candidate will be recruited as Temporary Agent AD8pursuant to Article 2 (a) of CEOS, for a period of 5 years (full-time – 40 hours a week). The contract may be renewed.The place of employment will be The Hague, The Netherlands.For further information on terms and conditions please consult the EC Staff Regulations which are available on Europol’s website.8.Data protectionThe data submitted are processed in order to assess the suitability of candidates for a position at Europol. All personal data collected for the purpose of the selection procedure will only be used within this specific context and will not be disclosed to any third party, except for restricted posts in which the application may be transmitted to the National Unit as part of the application process. Any data provided will be treated in strict confidence and in full compliance with all applicable data protection rules. The legal basis for the processing of personal data is the Staff Regulations of Officials and theEDOC#6713366/7Europol Unclassified – Basic Protection LevelConditions of Employment of Other Servants of the European Union (Title III Chapter 1) and their implementing rules.All documents provided to Europol will be kept in Europol’s files and will not be returned to the candidate. Applications of non-recruited candidates will be kept for a maximum of two years. Data of applicants added to the reserve list will be kept for a maximum of two years after the expiry of the reserve list. Data of recruited candidates will be transferred to their personal file.The Head of the Administration Business Area is responsible for the data processing operation. Candidates have the right to access, rectify, block and erase their personal data in accordance with the applicable data protection rules.Candidates have the right of recourse to the Europol Data Protection Office (Data Protection Office – PO Box 90850, 2509 LW The Hague, The Netherlands) and the Joint Supervisory Body.9.Additional information9.1 Main datesDeadline for application: 17 July 2013 Recruitment procedure: to be determined Starting date of employment: to be determined9.2 Selection procedureThe selection procedure will be carried out in accordance with the EUROPOL RECRUITMENT GUIDELINES available on Europol’s website www.europol.europa.eu.9.3 Contact DetailsFor further details on the application process please call +31 (0) 70 353 1583 or +31 (0) 70 353 1628.EDOC#6713367/7
Organisatieomschrijving
Europese Commissie (EC)Deze instelling van de Europese Unie kan worden beschouwd als het ‘dagelijks bestuur’ van de EU. De leden van de Europese Commissie worden ‘eurocommissarissen’ genoemd. Elke eurocommissaris is verantwoordelijk voor één of meerdere beleidsgebieden. Momenteel zijn er 27 eurocommissarissen, voor elke lidstaat één. Samen vormen zij het college van eurocommissarissen. De eurocommissarissen moeten het belang van de Europese Unie als geheel behartigen, niet dat van hun eigen land.De Europese Commissie mag als enige EU-instelling wetsvoorstellen indienen. Daarnaast controleert de Commissie of de Europese wetgeving juist wordt toegepast in de lidstaten. Bij overtredingen kan de Commissie een lidstaat dwingen zich aan Europese regelgeving te houden, door een procedure te starten bij het Europese Hof van Justitie.Verder onderhandelt de Commissie in internationale organisaties als de Wereldhandelsorganisatie (WTO) over de handel van de Unie met ‘het buitenland’. Zo wordt vastgesteld of overheden elders in de wereld ongeoorloofde staatssteun aan industrietakken geven, waardoor de Europese concurrentiepositie in gevaar komt. Ten slotte is de Commissie verantwoordelijk voor het beheer van de Europese begroting van ongeveer 140 miljard euro per jaar.Op 9 februari 2010 werd de voorgedragen Commissie goedgekeurd door het Europees Parlement en daarna benoemd door de Europese Raad. De Commissie-Barroso II ging op 10 februari 2010 van start.Europese politiedienst (Europol)Dit EU-agentschap verzamelt en analyseert inlichtingen over criminele activiteiten en probeert zo internationale criminaliteit in de Europese Unie tegen te gaan. Europol beheert een database met gegevens over criminelen en criminele netwerken in heel Europa. Het agentschap kan op deze manier de samenwerking tussen politiediensten in de Europese lidstaten ondersteunen, omdat het uitgebreide informatie biedt over internationale georganiseerde misdaadnetwerken.
Europol Unclassified – Basic Protection LevelThe Hague, 12 June 2013File n°: Europol/2013/TA/AD8/124VACANCY NOTICEName of the post: Senior Strategic Analyst – in the EuropeanCybercrime Centre (EC3) – AD8 – 1 postReporting to: Head of Strategy, Research & DevelopmentGroup within the EC3 Business Area1.About EuropolApplications are invited for this position at the European Police Office (Europol).1Europol is located in The Hague, The Netherlands, and its main tasks are the following:a)to collect, store, process, analyse and exchange information and intelligence;b)to aid investigations in the Member States, in particular by forwarding all relevant information to the national units;c)to ask the competent authorities of the Member States concerned to initiate, conduct or coordinate investigations and to suggest the setting up of joint investigation teams in specific cases;d)to provide intelligence and analytical support to Member States in connection with major international events;e)to prepare threat assessments, strategic analyses and general situation reports relating to its objective.For more information please visit Europol’s website www.europol.europa.eu.Europol applies a policy of equal opportunity for men and women and accepts applications without distinction on ground of sex, race colour, ethnic or social origin, genetic characteristics, and language, religious, political or other convictions and opinions, financial situation, disability, age sexual orientation, marital status or family situation. Applications from female candidates are particularly encouraged. Employment at Europol is open to nationals of the EU Member States. There is no national quota system in operation but Europol is required to strive for a broad range of nationalities in order to keep a well balanced geographical distribution among its staff members.1 Europol has been established under the Council Decision (EC) No. 2009/371 of 6 April 2009. EDOC#671336 1/7Europol Unclassified – Basic Protection Level2.Background and main purpose of the postEuropean Cybercrime Centre (EC3) was established within the organisational structure of Europol’s Operations Department, in January 2013. It is aimed at strengthening the efforts of law enforcement (LE), EU Agencies and other partners in the prevention and combating of various forms of cybercrime.An essential element in improving the effectiveness of those efforts is to provide insight in relevant crime phenomena, trends and emerging threats by delivering in-depth analysis reports and future-oriented assessments based on the combination of multiple information sources. The Project Manager Strategic Analysis drives the development of an accurate and up-to-date picture of the evolution and characteristics of the various forms of cybercrime and to the sharing thereof by use of analytical products.The Project Manager Senior Strategic Analyst will lead the EC3′s Strategy & Prevention team and has the functional responsibility for the delivery of products and services in the area of strategic analysis and prevention related to cybercrime.3.Tasks and responsibilities_The successful candidate(s) will be required to carry out the following duties:•Manage the Strategy & Prevention Team by providing strategic direction for the delivery of its products and services and supervising the staff of this team , including quality control, assessment, coaching and development;•Develop and maintain a holistic future-orientated perspective of cybercrime in consultation with internal and external partners;•Direct and contribute to the development and delivery of various strategic (cybercrime related) products on the basis of quantitative and qualitative analysis and forward-looking methodologies, including (Organised Crime) Threat Assessments, Situation Reports, Intelligence Notices and Early Warning Briefs;•Direct and contribute to the definition of intelligence requirements regarding cybercrime for targeting the intelligence gathering from national law enforcement authorities, private parties and open sources;•Drive the development and implementation of analysis methods and techniques used by EC3 and keep up-to-date with relevant developments;•Manage the provision of input for periodic Serious Organised Crime Threat Assessments (SOCTA) regarding cybercrime in coordination with Europol’s Strategic Analysis Coordinator;•Manage internal and external relationships of relevance to strategic analysis;•Participate in meetings, working groups and conferences and present analytical results as and when required;•Perform any other duties in the area of competence as assigned by the line manager.EDOC#6713362/7Europol Unclassified – Basic Protection Level4.Requirements4.1 Eligibility criteria: a. Candidates must•Be a national of one of the Member States of the European Union and enjoy full rights as a citizen;•Have fulfilled any obligations imposed by the applicable laws on military service;•Produce appropriate character references as to the suitability for the performance of the duties;•Be physically fit to perform the duties pertaining to the position;2•Produce evidence of a thorough knowledge of one of the languages of the Communities and a satisfactory knowledge of another language of the Communities to the extent necessary for the performance of the duties;b.Candidates must have:•A level of education which corresponds to completed university studies attested by a diploma when the normal period of university education is four years or more;OR•A level of education which corresponds to completed university studies attested by a diploma when the normal period of university education is at least 3 years;•In addition to the above at least 9 of professional work experience gained after the award of the diploma.4.2 Selection criteria:a.Professional experience: Essential:•Experience in performing strategic analysis and preparing strategic products related to cybercrime•Experience in handling large amounts of strategic data in the context of cybercrime related strategic analysis;•Experience in the use of horizon scanning methods;•Experience of carrying out successful project management of substantial projects which delivered significant outcomes.Desirable:•Experience in working in a highly regulated environment (e.g. financial sector, LE, military, etc) ;•Experience of working in an international LE environment;2 Prior to appointment the successful candidate will be medically examined by one of the institution’s medical officers in order that the institution may be satisfied that the candidate fulfils the requirements of Article 12(2)(d) CEOSEDOC#6713363/7Europol Unclassified – Basic Protection Level•Publications in the field of cybercrime.b.Professional knowledge:Essential:•Profound knowledge of the cybercrime environment;•Good knowledge of the characteristics of relevant data sources and information types;•Profound knowledge of strategic analysis methods (quantitative, qualitative, statistical and futures studies).Desirable:•Knowledge of the legal framework and the conditions for processing data in a law enforcement or in a comparable highly -regulated environment.c.Technical skills and competencies:Essential:•Computer literacy: MS Office applications;•Excellent communication skills in English, both orally and in writing;•Excellent analytical and critical thinking skills;•Ability to draft clear and concise documents on complex matters for various audiences;•Good administrative and organisational skills;•Ability to manage projects and familiarity with project management terminology and methodology.Desirable:•Training in specialised analysis software, (e.g. . i2 Analyst Notebook, GIS Mapping software, data and text mining, open source search tools, etc)d.Social skills and competencies:Essential:•Good interpersonal skills with the ability to work well under pressure, both independently and in a team;•Ability to work effectively in an international and multi-cultural environment;•Ability to display commitment and service-orientation;•Ability to display initiative, flexibility and creativity in view of problem solving.EDOC#6713364/7Europol Unclassified – Basic Protection Level5.Selection procedure3The Contracting Authority – which in the case of Europol is the Director – sets up a Selection Committee which consists of three members, one member from Europol human resources, one member from the relevant service and one person designated by the Staff Committee.For non-restricted temporary agent posts, particularly for the selection procedures of experts, the Selection Committee may include up to two additional members designated by the Contracting Authority on a proposal from the Chairperson of the Management Board. The additional member(s) will be either a representative of the Presidency or one representative of the Presidency and one from another Member State.The Selection Committee determines candidates’ suitability for the position by assessing their skills, experience and qualifications against the established job profile and makes an initial selection from the applications received.Shortlisted applicants are invited to participate in a post-related selection procedure, generally consisting of written and/or practical tests and competency-based interviews.The Contracting Authority makes a decision of appointment on the basis of advice from the Selection Committee. He will inform the Committee of his decision. All candidates who attend the selection procedure will be informed of the outcome.Candidates who attended a selection procedure may request feedback on their performance of the written test and interview within three months after the selection procedure.The Selection Committee’s work and deliberations are confidential. It is forbidden for candidates to make direct or indirect contact with the members of the Selection Committee or for anyone to do so on their behalf. All enquiries or requests for information or documentation in relation to the competition should be addressed to the Europol Selection and Recruitment Team.6.SalaryScale: AD8The basic monthly salary is EUR 6299,95 (step 1) or EUR 6564,69 (step 2).The step in grade is determined on the basis of professional experience gained after the education required for the position and in line with applicable implementing rules.In addition, if applicable, allowances such as expatriation allowance, household allowance, (stand-by) shifts, dependent child and education allowance may be granted.Europol offers a comprehensive welfare package comprising additional benefits such as medical insurance, unemployment and invalidity allowance as well as a pension scheme.Salaries are subject to a Union tax but exempt from national taxation.3 Detailed information on the selection procedure, including the appeal procedure is available in the Europol Recruitment Guidelines, on Europol’s website.EDOC#671336 5/7Europol Unclassified – Basic Protection Level7.Terms and conditions7.1 Probation periodEngagement for this position is subject to the successful completion of a probationary period of 6 months. Within this period the successful candidate will have to undergo a post-related security screening.Europol reserves the right to terminate the contract of employment during or at the end of the probation period in accordance with Article 14 of CEOS.7.2 Security screening and certificate of good conductAll candidates who have successfully passed a selection procedure are required to apply for a national “certificate of good conduct” at the time an offer of employment is made. The “certificate of good conduct” must be provided to Europol prior the signature of the employment contract. In case of unfavourable entries in the “Certificate of good conduct” Europol reserves the right not to award an employment contract.However, the national certificate of good conduct does not substitute a valid full Personal Security Clearance Certificate (PSCC) that must be obtained for all Europol staff at the level indicated in the Job Description. A PSCC is a certificate issued by a competent authority establishing that an individual is security cleared. It contains: the level of clearance; the date of issuance and the date of expiry. Failure to obtain the requisite security clearance before the expiration of the probationary period may be cause for termination of employment contract.The minimum requested level of Security Clearance for this post is: CONFIDENTIAL UE/EU CONFIDENTIAL.7.3 Contract of employmentThe successful candidate will be recruited as Temporary Agent AD8pursuant to Article 2 (a) of CEOS, for a period of 5 years (full-time – 40 hours a week). The contract may be renewed.The place of employment will be The Hague, The Netherlands.For further information on terms and conditions please consult the EC Staff Regulations which are available on Europol’s website.8.Data protectionThe data submitted are processed in order to assess the suitability of candidates for a position at Europol. All personal data collected for the purpose of the selection procedure will only be used within this specific context and will not be disclosed to any third party, except for restricted posts in which the application may be transmitted to the National Unit as part of the application process. Any data provided will be treated in strict confidence and in full compliance with all applicable data protection rules. The legal basis for the processing of personal data is the Staff Regulations of Officials and theEDOC#6713366/7Europol Unclassified – Basic Protection LevelConditions of Employment of Other Servants of the European Union (Title III Chapter 1) and their implementing rules.All documents provided to Europol will be kept in Europol’s files and will not be returned to the candidate. Applications of non-recruited candidates will be kept for a maximum of two years. Data of applicants added to the reserve list will be kept for a maximum of two years after the expiry of the reserve list. Data of recruited candidates will be transferred to their personal file.The Head of the Administration Business Area is responsible for the data processing operation. Candidates have the right to access, rectify, block and erase their personal data in accordance with the applicable data protection rules.Candidates have the right of recourse to the Europol Data Protection Office (Data Protection Office – PO Box 90850, 2509 LW The Hague, The Netherlands) and the Joint Supervisory Body.9.Additional information9.1 Main datesDeadline for application: 17 July 2013 Recruitment procedure: to be determined Starting date of employment: to be determined9.2 Selection procedureThe selection procedure will be carried out in accordance with the EUROPOL RECRUITMENT GUIDELINES available on Europol’s website www.europol.europa.eu.9.3 Contact DetailsFor further details on the application process please call +31 (0) 70 353 1583 or +31 (0) 70 353 1628.EDOC#6713367/7
Organisatieomschrijving
Europese Commissie (EC)Deze instelling van de Europese Unie kan worden beschouwd als het ‘dagelijks bestuur’ van de EU. De leden van de Europese Commissie worden ‘eurocommissarissen’ genoemd. Elke eurocommissaris is verantwoordelijk voor één of meerdere beleidsgebieden. Momenteel zijn er 27 eurocommissarissen, voor elke lidstaat één. Samen vormen zij het college van eurocommissarissen. De eurocommissarissen moeten het belang van de Europese Unie als geheel behartigen, niet dat van hun eigen land.De Europese Commissie mag als enige EU-instelling wetsvoorstellen indienen. Daarnaast controleert de Commissie of de Europese wetgeving juist wordt toegepast in de lidstaten. Bij overtredingen kan de Commissie een lidstaat dwingen zich aan Europese regelgeving te houden, door een procedure te starten bij het Europese Hof van Justitie.Verder onderhandelt de Commissie in internationale organisaties als de Wereldhandelsorganisatie (WTO) over de handel van de Unie met ‘het buitenland’. Zo wordt vastgesteld of overheden elders in de wereld ongeoorloofde staatssteun aan industrietakken geven, waardoor de Europese concurrentiepositie in gevaar komt. Ten slotte is de Commissie verantwoordelijk voor het beheer van de Europese begroting van ongeveer 140 miljard euro per jaar.Op 9 februari 2010 werd de voorgedragen Commissie goedgekeurd door het Europees Parlement en daarna benoemd door de Europese Raad. De Commissie-Barroso II ging op 10 februari 2010 van start.Europese politiedienst (Europol)Dit EU-agentschap verzamelt en analyseert inlichtingen over criminele activiteiten en probeert zo internationale criminaliteit in de Europese Unie tegen te gaan. Europol beheert een database met gegevens over criminelen en criminele netwerken in heel Europa. Het agentschap kan op deze manier de samenwerking tussen politiediensten in de Europese lidstaten ondersteunen, omdat het uitgebreide informatie biedt over internationale georganiseerde misdaadnetwerken.
"Over de informatiemaatschappij" en Europe...
Beleid informatiemaatschappij - Hoofdinhoud
Sinds de jaren '90 neemt het gebruik van informatie- en communicatietechnologie (ICT) enorm toe. Informatie-uitwisseling vindt steeds meer plaats met behulp van digitale technologieën. Het meest in het oog springende voorbeeld is het internet. Kennis en informatie zijn steeds makkelijker toegankelijk en spelen een belangrijke rol in onze economie en samenleving.
Een belangrijk element van het Europese beleid op dit terrein is om ICT-diensten voor iedereen toegankelijk en betaalbaar te houden. Dit geldt voor bijvoorbeeld telefonie, fax en internet. Dit beleidsterrein wordt sinds 2010 ook wel aangeduid als Digitale Agenda.
Daarnaast wil de Europese Unie i de ontwikkeling en het gebruik van ICT stimuleren, om op die manier de concurrentiepositie van de EU ten opzichte van andere economische grootmachten zoals de Verenigde Staten en Japan te verbeteren.
1.In vogelvlucht
2.Wie doet wat?
3.Meer informatie
1.In vogelvlucht
Op de Europese top van Lissabon (2000) kondigden Europese regeringsleiders aan dat de Europese Unie in 2010 de "meest concurrerende kennismaatschappij ter wereld" moest zijn. Het stimuleren van de ontwikkeling en het gebruik van informatie- en communicatietechnologie (ICT) was een belangrijk element in de toen tot stand gekomen Lissabon-strategie i.
Ook in het opvolgende programma, de EU 2020-strategie i (uit 2010), speelt het bevorderen van ontwikkeling en gebruik van informatie- en communicatietechnologie (ICT) een grote rol.
De Europese Commissie i wil dit op de volgende manieren bereiken:
-
regels over het ontwikkelen van nieuwe ICT-diensten verminderen
-
ICT-diensten beschikbaar en toegankelijk maken en houden voor Europese burgers en bedrijven
-
concurrentie stimuleren door het bestrijden van monopolieposities
eEurope-initiatief
Dit initiatief werd in 2002 gestart als onderdeel van de bovengenoemde Lissabon-strategie. Het doel was om internet in de gehele Unie goedkoper, sneller en veiliger te maken, investeringen in menselijke en financiële middelen te bevorderen en het gebruik van internet aan te moedigen.
eEurope 2002 werd opgevolgd door het eenjarige actieplan eEurope 2005. Dit was hoofdzakelijk gericht op de bevordering van breedbandtoegang tegen betaalbare prijzen, verbeterde netwerkbeveiliging en een groter gebruik van informatietechnologieën door de nationale overheden van de 27 EU-lidstaten i.
Meer informatie over het eEurope-initiatief i
i2010-initiatief
In juni 2005 heeft de Europese Commissie een nieuw strategisch kader voor de informatiemaatschappij en de media gepresenteerd: i2010 - een Europese informatiemaatschappij voor groei en werkgelegenheid. Dit meerjarenplan liep van 2005 tot 2010 en volgde het in 2005 beëindigde eEurope 2005 actieplan op.
Het i2010-initiatief had drie prioriteiten:
-
voltooiing van een gemeenschappelijke Europese informatieruimte, ter bevordering van een open concurrerende interne markt voor de informatiemaatschappij en de media
-
versterking van innovatie en investeringen in onderzoek naar informatie- en communicatietechnologieën (ICT)
-
totstandbrenging van een Europese informatiemaatschappij die gericht is op betere openbare dienstverlening en een betere levenskwaliteit
Meer informatie over het i2010-initiatief i
Granada-strategie
Het Spaans EU-voorzitterschap i heeft tijdens het wereldcongres over IT (WCIT 2010) dat van 25 tot en met 27 mei 2010 plaatsvond in Amsterdam de Granada-strategie gepresenteerd. Dit vijfjarenplan is de opvolger van het i2010-initiatief en zal lopen van 2010 tot 2015.
De Granada-strategie kent vijf prioriteiten voor het Europese ICT-beleid:
-
verbeterde infrastructuur door investering in nieuwe netwerktechnieken
-
groter consumentenvertrouwen in digitale technieken door verbeterde veiligheid van het internet
-
een Europese conventie voor de rechten van de internetgebruiker opstellen
-
een digitale variant van de gemeenschappelijke markt tot stand brengen
-
de Europese ICT-sector versterken ten opzichte van de VS en Azië
Digitale agenda
Sinds het aantreden van de nieuwe Europese Commissie Barroso II i heeft de Commissie een eurocommissaris die zich specifiek bezighoudt met digitale innovatie. ICT speelt een belangrijke rol bij de economische ontwikkeling en innovatiekracht van de EU. Eurocommissaris Neelie Kroes i heeft grote ambities op dit gebied, die zij heeft uitgewerkt in de digitale agenda voor Europa 2010-2020.
Digitale agenda i
Negatieve aspecten informatiemaatschappij
De informatiemaatschappij kent ook negatieve aspecten, zoals computercriminaliteit en internetpiraterij. De EU bestrijdt deze gevolgen onder meer met een actieplan ter bevordering van een veilig gebruik van het internet en ter bestrijding van onwettige en schadelijke inhoud. Het actieplan moet kinderporno, manipulatie van kinderen en online pesten bestrijden, en voorziet in Europa-brede regels ten aanzien van afluistertechnieken en spam om zo de privacy bij het gebruik van ICT-diensten en een veiliger internet te waarborgen.
De Europese Commissie kwam in maart 2012 met een voorstel om een Europees centrum voor de bestrijding van cybercriminaliteit op te richten. Dit centrum moet helpen de Europese burgers en ondernemingen te beschermen tegen de toenemende cyberdreiging. Het centrum zal deel uitmaken van Europol i in Den Haag. Het zal zich voornamelijk bezighouden met de illegale activiteiten van georganiseerde criminele groepen op het internet.
Daarnaast kwam de Europese Commissie in mei 2012 opnieuw met voorstellen voor betere EU-wetgeving om de Europese Unie beter te beschermen tegen cyberaanvallen en andere verstoringen van elektronische systemen. Onder andere het uitwisselen van kennis en het bevorderen van de samenwerking tussen lidstaten staan hierbij centraal, om zo lidstaten beter voorbereid te laten zijn op eventuele cyberaanvallen.
In januari 2013 publiceerde het Europees Agentschap voor Netwerk- en Informatiebeveiliging (ENISA) i een rapport met daarin aanbevelingen voor meer cyberveiligheid in de gehele Europese Unie. Enkele aanbevelingen zijn:
-
meer pan-Europese en nationale oefeningen om cross-country cybercrises aan te pakken
-
EU-lidstaten en de Europese Vrijhandelsassociatie moeten hun effectiviteit, schaal, en kennis van mechanismen, procedures en informatiestromen verbeteren en nationale en internationale samenwerking initiëren
-
meer training in crisessituaties is noodzakelijk voor iedereen die belang heeft bij cyberveiligheid
-
een vergrote deelname van de privaatsector op nationaal niveau
-
het verkrijgen van input van andere Europese sectoren (energie, vervoer)
Meer informatie over internetpiraterij i
Lees meer
Europese Unie
NL
Inleiding + samenvatting van de EU wetgeving
2.Wie doet wat?
Bij de besluitvorming op dit beleidsterrein spelen de Europese Commissie i, de Raad i en het Europees Parlement i een rol.
Initiatief voor nieuw beleid bij de Europese Commissie
Eerstverantwoordelijk is de Eurocommissaris voor Digitale agenda:
Neelie Kroes (Nederland)
Invloed nationale parlementen
Nationale parlementen van de lidstaten kunnen binnen acht weken nadat de Europese Commissie een voorstel heeft bekendgemaakt, laten weten dat de Europese Unie zich niet met het onderwerp zou moeten bezighouden i.
Vanuit het Nederlands parlement zijn bij dit beleidsterrein betrokken:
Eerste Kamercommissie voor Economische Zaken, Landbouw en Innovatie (ELI) i
Vaste commissie voor Economische Zaken, Landbouw en Innovatie (ELI) - Tweede Kamer i
Besluitvorming door Raad en Europees Parlement
De besluitvorming verloopt volgens de gewone wetgevingsprocedure i.
De raadsformatie i die beslist over het Europese beleid inzake de informatiemaatschappij is de Raad Vervoer, Telecommunicatie en Energie i. Besluiten worden genomen met gekwalificeerde meerderheid i.
Vertegenwoordiger voor Nederland in deze Raad is:
Henk Kamp (VVD, minister van Economische Zaken) i
In het Europees Parlement beoordelen de volgende parlementaire commissies aspecten van het Informatiebeleid:
-
voor bijvoorbeeld standaarden in het betalingsverkeer via internet: de commissie Interne Markt en Consumentenbescherming i
Deze commissie heeft de volgende Nederlandse leden:
Toine Manders (VVD; ALDE) i
Laurence Stassen (PVV; niet ingeschrevenen) i
De volgende Europarlementariërs zijn in deze commissie plaatsvervangend lid:
Wim van de Camp (CDA/FEV) i
Dennis de Jong (SP; GUE/NGL) i
-
voor de bestrijding van spam, piraterij, online discriminatie en criminaliteit, en privacy-aspecten: de commissie Burgerlijke Vrijheden, Justitie en Binnenlandse Zaken i
Voor Nederland zijn de volgende Europarlementariërs lid:
Emine Bozkurt (PvdA; S&D) i
Wim van de Camp (CDA; EVP/ED) i
Dennis de Jong (SP; GUE/NGL) i
Jan Mulder (VVD; ALDE) i
Judith Sargentini (GroenLinks; De Groenen/EVA) i
Sophie in 't Veld (D66; ALDE) i
Als het Europees Parlement het (eventueel aangepaste i) voorstel goedkeurt, sluit een overeenstemming in de Raad van de Europese Unie de procedure af. Nederland heeft in de Raad 13 stemmen, op een totaal van 345. Als het voorstel door de Raad is goedgekeurd, zorgt de Nederlandse regering ervoor dat het voorstel nationaal wordt uitgevoerd.
3. Meer informatie
Hot issues
De Anti-Counterfeiting Trade Agreement (ACTA) i
Goedkoper bellen in de EU i
Telecompakket i
Internetpiraterij: een probleem of een zegen? i
Snel internet voor iedereen i
Nieuwe gedragscode voor internetboekingen vluchten i
Kinderen en internet i
Bescherming van persoonsgegevens op internet i
Nederland
Nederlands standpunt ten aanzien van de Europese informatiemaatschappij
Europese Unie
Activiteitendossier
Informatiemaatschappij
Factsheet Europees Parlement
Communicatiebeleid (pdf, en)
Mediabeleid (pdf, en)
Betrokken instanties
Directoraat-generaal Informatiemaatschappij en media i
Europees Agentschap voor Netwerk- en Informatiebeveiliging i
Statistiek
Artikelen en Persberichten Eurostat (en)
Tabellen Eurostat (en)
Scoreboard digitale agenda (en)
Eurobarometer
Eurobarometer over perceptie informatiemaatschappij (pdf, en)
Inhoudsopgave van deze pagina:
In vogelvlucht
Wie doet wat?
Meer informatie
Bekeken:
Ms Neelie KROES in Warsaw, Poland
Ms Neelie KROES in Warsaw, Poland
Ms Catherine ASHTON co-chairs the Conference on Empowerment ...
Eurocommissaris
Overzicht vacatures bij Europese instellingen op dit terrein. Strategic Analyst (cybercrime unit)
Senior Strategic Analyst - Cybercrime centre
Senior Software Developer
Senior Operational Analyst - Processing of Personal Data
SIENA (Secure Information Exchange Network Application) Account and Product Manager
Bekijk alle vacatures
Submenu:
Nieuws
Agenda
Historie
Nieuws-items bij Beleid informatiemaatschappij
27-06
Per 1 juli lagere prijzen mobiele roaming: data 36% lager; roaming in Kroatië 15 keer goedkoper (en)
27-06
Digitale innovatie sleutel voor toekomst Europa (en)
27-06
Richtlijn voor het opleggen van administratieve kosten aan providers in de elektronische communicatie die radiofrequenties gebruiken (en)
27-06
EU-verordening: vanaf 1 juli lagere maximumtarieven voor mobiele roaming
27-06
Informele deal over fonds voor energie en infrastructuur (en)
27-06
Iers voorzitterschap bereikt overeenkomst over investeringen van €30 miljard in transport, energie en infrastructuur (en)
26-06
Europees internet vaak langzamer dan beloofd
26-06
Europees Hof: burger kan niet eisen dat alle informatie over een persoon van internet wordt gehaald (en)
26-06
Kosten grensoverschrijdend mobiel bellen en internetten op 1 juli omlaag (en)
26-06
Breedband in Europa: consumenten krijgen niet de internetsnelheden waarvoor ze betalen
25-06
'Google hoeft gegevens niet te verwijderen'
25-06
EU-burgers tasten in het duister omtrent data-inbreuk (en)
25-06
Nieuwe officiële voorstel over het bericht worden bij inbreuken op persoonlijke data (en)
25-06
Digitale agenda: door gebruik van open standaarden kan de overheid 1 miljard EUR per jaar besparen
24-06
Nieuwe regelgeving voor personen zodra telefoon of persoonlijke data zijn gestolen
21-06
Commissie op zoek naar experts voor opstellen contractvoorwaarden om cloud computing te stimuleren (en)
20-06
Gecoördineerd antwoord op cyberdreiging (en)
20-06
Raad besluit: beslissende rol van de vrouw in media bevorderen (en)
19-06
Laatste bijeenkomst Iers Voorzitterschap in Dublin: Digitale Agenda (en)
19-06
Video viEUws.eu: Brussel briefing over ICT (en)
verder ouder nieuws
http://www.europa-nu.nl/id/vg9pj7ufwbwe/beleid_informatiemaatschappij
Sinds de jaren '90 neemt het gebruik van informatie- en communicatietechnologie (ICT) enorm toe. Informatie-uitwisseling vindt steeds meer plaats met behulp van digitale technologieën. Het meest in het oog springende voorbeeld is het internet. Kennis en informatie zijn steeds makkelijker toegankelijk en spelen een belangrijke rol in onze economie en samenleving.
Een belangrijk element van het Europese beleid op dit terrein is om ICT-diensten voor iedereen toegankelijk en betaalbaar te houden. Dit geldt voor bijvoorbeeld telefonie, fax en internet. Dit beleidsterrein wordt sinds 2010 ook wel aangeduid als Digitale Agenda.
Daarnaast wil de Europese Unie i de ontwikkeling en het gebruik van ICT stimuleren, om op die manier de concurrentiepositie van de EU ten opzichte van andere economische grootmachten zoals de Verenigde Staten en Japan te verbeteren.
1.In vogelvlucht
2.Wie doet wat?
3.Meer informatie
1.In vogelvlucht
Op de Europese top van Lissabon (2000) kondigden Europese regeringsleiders aan dat de Europese Unie in 2010 de "meest concurrerende kennismaatschappij ter wereld" moest zijn. Het stimuleren van de ontwikkeling en het gebruik van informatie- en communicatietechnologie (ICT) was een belangrijk element in de toen tot stand gekomen Lissabon-strategie i.
Ook in het opvolgende programma, de EU 2020-strategie i (uit 2010), speelt het bevorderen van ontwikkeling en gebruik van informatie- en communicatietechnologie (ICT) een grote rol.
De Europese Commissie i wil dit op de volgende manieren bereiken:
-
regels over het ontwikkelen van nieuwe ICT-diensten verminderen
-
ICT-diensten beschikbaar en toegankelijk maken en houden voor Europese burgers en bedrijven
-
concurrentie stimuleren door het bestrijden van monopolieposities
eEurope-initiatief
Dit initiatief werd in 2002 gestart als onderdeel van de bovengenoemde Lissabon-strategie. Het doel was om internet in de gehele Unie goedkoper, sneller en veiliger te maken, investeringen in menselijke en financiële middelen te bevorderen en het gebruik van internet aan te moedigen.
eEurope 2002 werd opgevolgd door het eenjarige actieplan eEurope 2005. Dit was hoofdzakelijk gericht op de bevordering van breedbandtoegang tegen betaalbare prijzen, verbeterde netwerkbeveiliging en een groter gebruik van informatietechnologieën door de nationale overheden van de 27 EU-lidstaten i.
Meer informatie over het eEurope-initiatief i
i2010-initiatief
In juni 2005 heeft de Europese Commissie een nieuw strategisch kader voor de informatiemaatschappij en de media gepresenteerd: i2010 - een Europese informatiemaatschappij voor groei en werkgelegenheid. Dit meerjarenplan liep van 2005 tot 2010 en volgde het in 2005 beëindigde eEurope 2005 actieplan op.
Het i2010-initiatief had drie prioriteiten:
-
voltooiing van een gemeenschappelijke Europese informatieruimte, ter bevordering van een open concurrerende interne markt voor de informatiemaatschappij en de media
-
versterking van innovatie en investeringen in onderzoek naar informatie- en communicatietechnologieën (ICT)
-
totstandbrenging van een Europese informatiemaatschappij die gericht is op betere openbare dienstverlening en een betere levenskwaliteit
Meer informatie over het i2010-initiatief i
Granada-strategie
Het Spaans EU-voorzitterschap i heeft tijdens het wereldcongres over IT (WCIT 2010) dat van 25 tot en met 27 mei 2010 plaatsvond in Amsterdam de Granada-strategie gepresenteerd. Dit vijfjarenplan is de opvolger van het i2010-initiatief en zal lopen van 2010 tot 2015.
De Granada-strategie kent vijf prioriteiten voor het Europese ICT-beleid:
-
verbeterde infrastructuur door investering in nieuwe netwerktechnieken
-
groter consumentenvertrouwen in digitale technieken door verbeterde veiligheid van het internet
-
een Europese conventie voor de rechten van de internetgebruiker opstellen
-
een digitale variant van de gemeenschappelijke markt tot stand brengen
-
de Europese ICT-sector versterken ten opzichte van de VS en Azië
Digitale agenda
Sinds het aantreden van de nieuwe Europese Commissie Barroso II i heeft de Commissie een eurocommissaris die zich specifiek bezighoudt met digitale innovatie. ICT speelt een belangrijke rol bij de economische ontwikkeling en innovatiekracht van de EU. Eurocommissaris Neelie Kroes i heeft grote ambities op dit gebied, die zij heeft uitgewerkt in de digitale agenda voor Europa 2010-2020.
Digitale agenda i
Negatieve aspecten informatiemaatschappij
De informatiemaatschappij kent ook negatieve aspecten, zoals computercriminaliteit en internetpiraterij. De EU bestrijdt deze gevolgen onder meer met een actieplan ter bevordering van een veilig gebruik van het internet en ter bestrijding van onwettige en schadelijke inhoud. Het actieplan moet kinderporno, manipulatie van kinderen en online pesten bestrijden, en voorziet in Europa-brede regels ten aanzien van afluistertechnieken en spam om zo de privacy bij het gebruik van ICT-diensten en een veiliger internet te waarborgen.
De Europese Commissie kwam in maart 2012 met een voorstel om een Europees centrum voor de bestrijding van cybercriminaliteit op te richten. Dit centrum moet helpen de Europese burgers en ondernemingen te beschermen tegen de toenemende cyberdreiging. Het centrum zal deel uitmaken van Europol i in Den Haag. Het zal zich voornamelijk bezighouden met de illegale activiteiten van georganiseerde criminele groepen op het internet.
Daarnaast kwam de Europese Commissie in mei 2012 opnieuw met voorstellen voor betere EU-wetgeving om de Europese Unie beter te beschermen tegen cyberaanvallen en andere verstoringen van elektronische systemen. Onder andere het uitwisselen van kennis en het bevorderen van de samenwerking tussen lidstaten staan hierbij centraal, om zo lidstaten beter voorbereid te laten zijn op eventuele cyberaanvallen.
In januari 2013 publiceerde het Europees Agentschap voor Netwerk- en Informatiebeveiliging (ENISA) i een rapport met daarin aanbevelingen voor meer cyberveiligheid in de gehele Europese Unie. Enkele aanbevelingen zijn:
-
meer pan-Europese en nationale oefeningen om cross-country cybercrises aan te pakken
-
EU-lidstaten en de Europese Vrijhandelsassociatie moeten hun effectiviteit, schaal, en kennis van mechanismen, procedures en informatiestromen verbeteren en nationale en internationale samenwerking initiëren
-
meer training in crisessituaties is noodzakelijk voor iedereen die belang heeft bij cyberveiligheid
-
een vergrote deelname van de privaatsector op nationaal niveau
-
het verkrijgen van input van andere Europese sectoren (energie, vervoer)
Meer informatie over internetpiraterij i
Lees meer
Europese Unie
NL
Inleiding + samenvatting van de EU wetgeving
2.Wie doet wat?
Bij de besluitvorming op dit beleidsterrein spelen de Europese Commissie i, de Raad i en het Europees Parlement i een rol.
Initiatief voor nieuw beleid bij de Europese Commissie
Eerstverantwoordelijk is de Eurocommissaris voor Digitale agenda:
Neelie Kroes (Nederland)
Invloed nationale parlementen
Nationale parlementen van de lidstaten kunnen binnen acht weken nadat de Europese Commissie een voorstel heeft bekendgemaakt, laten weten dat de Europese Unie zich niet met het onderwerp zou moeten bezighouden i.
Vanuit het Nederlands parlement zijn bij dit beleidsterrein betrokken:
Eerste Kamercommissie voor Economische Zaken, Landbouw en Innovatie (ELI) i
Vaste commissie voor Economische Zaken, Landbouw en Innovatie (ELI) - Tweede Kamer i
Besluitvorming door Raad en Europees Parlement
De besluitvorming verloopt volgens de gewone wetgevingsprocedure i.
De raadsformatie i die beslist over het Europese beleid inzake de informatiemaatschappij is de Raad Vervoer, Telecommunicatie en Energie i. Besluiten worden genomen met gekwalificeerde meerderheid i.
Vertegenwoordiger voor Nederland in deze Raad is:
Henk Kamp (VVD, minister van Economische Zaken) i
In het Europees Parlement beoordelen de volgende parlementaire commissies aspecten van het Informatiebeleid:
-
voor bijvoorbeeld standaarden in het betalingsverkeer via internet: de commissie Interne Markt en Consumentenbescherming i
Deze commissie heeft de volgende Nederlandse leden:
Toine Manders (VVD; ALDE) i
Laurence Stassen (PVV; niet ingeschrevenen) i
De volgende Europarlementariërs zijn in deze commissie plaatsvervangend lid:
Wim van de Camp (CDA/FEV) i
Dennis de Jong (SP; GUE/NGL) i
-
voor de bestrijding van spam, piraterij, online discriminatie en criminaliteit, en privacy-aspecten: de commissie Burgerlijke Vrijheden, Justitie en Binnenlandse Zaken i
Voor Nederland zijn de volgende Europarlementariërs lid:
Emine Bozkurt (PvdA; S&D) i
Wim van de Camp (CDA; EVP/ED) i
Dennis de Jong (SP; GUE/NGL) i
Jan Mulder (VVD; ALDE) i
Judith Sargentini (GroenLinks; De Groenen/EVA) i
Sophie in 't Veld (D66; ALDE) i
Als het Europees Parlement het (eventueel aangepaste i) voorstel goedkeurt, sluit een overeenstemming in de Raad van de Europese Unie de procedure af. Nederland heeft in de Raad 13 stemmen, op een totaal van 345. Als het voorstel door de Raad is goedgekeurd, zorgt de Nederlandse regering ervoor dat het voorstel nationaal wordt uitgevoerd.
3. Meer informatie
Hot issues
De Anti-Counterfeiting Trade Agreement (ACTA) i
Goedkoper bellen in de EU i
Telecompakket i
Internetpiraterij: een probleem of een zegen? i
Snel internet voor iedereen i
Nieuwe gedragscode voor internetboekingen vluchten i
Kinderen en internet i
Bescherming van persoonsgegevens op internet i
Nederland
Nederlands standpunt ten aanzien van de Europese informatiemaatschappij
Europese Unie
Activiteitendossier
Informatiemaatschappij
Factsheet Europees Parlement
Communicatiebeleid (pdf, en)
Mediabeleid (pdf, en)
Betrokken instanties
Directoraat-generaal Informatiemaatschappij en media i
Europees Agentschap voor Netwerk- en Informatiebeveiliging i
Statistiek
Artikelen en Persberichten Eurostat (en)
Tabellen Eurostat (en)
Scoreboard digitale agenda (en)
Eurobarometer
Eurobarometer over perceptie informatiemaatschappij (pdf, en)
Inhoudsopgave van deze pagina:
In vogelvlucht
Wie doet wat?
Meer informatie
Bekeken:
Ms Neelie KROES in Warsaw, Poland
Ms Neelie KROES in Warsaw, Poland
Ms Catherine ASHTON co-chairs the Conference on Empowerment ...
Eurocommissaris
Overzicht vacatures bij Europese instellingen op dit terrein. Strategic Analyst (cybercrime unit)
Senior Strategic Analyst - Cybercrime centre
Senior Software Developer
Senior Operational Analyst - Processing of Personal Data
SIENA (Secure Information Exchange Network Application) Account and Product Manager
Bekijk alle vacatures
Submenu:
Nieuws
Agenda
Historie
Nieuws-items bij Beleid informatiemaatschappij
27-06
Per 1 juli lagere prijzen mobiele roaming: data 36% lager; roaming in Kroatië 15 keer goedkoper (en)
27-06
Digitale innovatie sleutel voor toekomst Europa (en)
27-06
Richtlijn voor het opleggen van administratieve kosten aan providers in de elektronische communicatie die radiofrequenties gebruiken (en)
27-06
EU-verordening: vanaf 1 juli lagere maximumtarieven voor mobiele roaming
27-06
Informele deal over fonds voor energie en infrastructuur (en)
27-06
Iers voorzitterschap bereikt overeenkomst over investeringen van €30 miljard in transport, energie en infrastructuur (en)
26-06
Europees internet vaak langzamer dan beloofd
26-06
Europees Hof: burger kan niet eisen dat alle informatie over een persoon van internet wordt gehaald (en)
26-06
Kosten grensoverschrijdend mobiel bellen en internetten op 1 juli omlaag (en)
26-06
Breedband in Europa: consumenten krijgen niet de internetsnelheden waarvoor ze betalen
25-06
'Google hoeft gegevens niet te verwijderen'
25-06
EU-burgers tasten in het duister omtrent data-inbreuk (en)
25-06
Nieuwe officiële voorstel over het bericht worden bij inbreuken op persoonlijke data (en)
25-06
Digitale agenda: door gebruik van open standaarden kan de overheid 1 miljard EUR per jaar besparen
24-06
Nieuwe regelgeving voor personen zodra telefoon of persoonlijke data zijn gestolen
21-06
Commissie op zoek naar experts voor opstellen contractvoorwaarden om cloud computing te stimuleren (en)
20-06
Gecoördineerd antwoord op cyberdreiging (en)
20-06
Raad besluit: beslissende rol van de vrouw in media bevorderen (en)
19-06
Laatste bijeenkomst Iers Voorzitterschap in Dublin: Digitale Agenda (en)
19-06
Video viEUws.eu: Brussel briefing over ICT (en)
verder ouder nieuws
http://www.europa-nu.nl/id/vg9pj7ufwbwe/beleid_informatiemaatschappij
About social-media skills...
http://www.mckinsey.com/insights/high_tech_telecoms_internet/six_social-media_skills_every_leader_needs
Few domains in business and society have been untouched by the emerging social-media revolution—one that is not even a decade old. Many organizations have been responding to that new reality, realizing the power and the potential of this technology for corporate life: wikis enable more efficient virtual collaboration in cross-functional projects; internal blogs, discussion boards, and YouTube channels encourage global conversations and knowledge sharing; sophisticated viral media campaigns engage customers and create brand loyalty; next-generation products are codeveloped in open-innovation processes; and corporate leaders work on shaping their enterprise 2.0 strategy.
This radical change has created a dilemma for senior executives: while the potential of social media seems immense, the inherent risks create uncertainty and unease. By nature unbridled, these new communications media can let internal and privileged information suddenly go public virally. What’s more, there’s a mismatch between the logic of participatory media and the still-reigning 20th-century model of management and organizations, with its emphasis on linear processes and control. Social media encourages horizontal collaboration and unscripted conversations that travel in random paths across management hierarchies. It thereby short-circuits established power dynamics and traditional lines of communication.
We believe that capitalizing on the transformational power of social media while mitigating its risks calls for a new type of leader. The dynamics of social media amplify the need for qualities that have long been a staple of effective leadership, such as strategic creativity, authentic communication, and the ability to deal with a corporation’s social and political dynamics and to design an agile and responsive organization.
Social media also adds new dimensions to these traits. For example, it requires the ability to create compelling, engaging multimedia content. Leaders need to excel at cocreation and collaboration—the currencies of the social-media world. Executives must understand the nature of different social-media tools and the unruly forces they can unleash.
Equally important, there’s an organizational dimension: leaders must cultivate a new, technologically linked social infrastructure that by design promotes constant interaction across physical and geographical boundaries, as well as self-organized discourse and exchange.
We call this interplay of leadership skills and related organizational-design principles organizational media literacy, which we define along six dimensions that are interdependent and feed on one another (exhibit).
Our clearest window on the development of these new forms of literacy is General Electric, where one of us is responsible for leadership development. Witnessing GE through this lens is particularly interesting; unlike Google or Amazon, GE isn’t a digital native, and its 130-year tradition of reinventing businesses and itself makes it worth watching. So does GE’s status as a “leadership factory.”
GE’s commitment to social media is perhaps most visible through its digital platform GE Colab, designed by GE employees for GE employees to facilitate global teamwork and collaboration. GE Colab combines the capabilities of Facebook, Twitter, and other social applications, allowing easy networking, information sharing, instant communication, advanced search, blogging, videoblogs, and more. Launched in 2012, the platform has already attracted more than 115,000 users.1
To get a sense of how executives deal with these new realities, we interviewed GE officers of various businesses and regions. These leaders and their organizations are at different mileposts along the journey to social-media literacy, just as different companies are. In aggregate, though, they described a rich range of efforts to build personal skills, experiment with technologies, invest in new tools, expand employee participation, and shape organizational structures and governance to capture emerging social opportunities. We drew on those experiences to illustrate the six-dimensional set of skills and organizational capabilities leaders must build to create an enterprise level of media literacy—capabilities that will soon be a critical source of competitive advantage.
1. The leader as producer: Creating compelling content
With video cameras achieving near ubiquity and film clips uploading in the blink of an eye to YouTube or other platforms, the tools for producing and sharing rich media are in everyone’s hands. GE’s Video Central now houses thousands of videos, many created by top leaders. More than a few executives have started to incorporate video streams into their blogs. As video communication rises in importance, effective leadership will increasingly require the kind of creative skills we know from the world of “auteur” filmmaking—an authentic voice, imagination, and the ability to craft compelling stories and to turn them into media products that make people take note and “lean forward.” To engage in real time on a personal level, executives will also need the technical skills to master the basics of digital-multimedia production, including how to shoot and, if necessary, edit videos.
Social media
Tools for producing and sharing videos are now in the hands of many executives, who can upload recordings of meetings (such as this one) to an internal server that employees can access.
© Image courtesy of GE
Mark Begor, who runs GE Capital’s real-estate business, was nervous when he shot his first “unplugged” video message. “I was used to a studio environment where I could do several takes and have editors polish what I wanted to say.” That unease soon vanished with practice. He now routinely produces a weekly five- to ten-minute video for his division. “I talk about what I learned during the week, about a great deal we’ve closed, and the status of the business. I also add comments about employees that I want to recognize.” Begor says that this routine forces him to crystallize his thinking and that creating short stories people can relate to makes him more aware of his strategy and communication.
As Begor and others have discovered in this process, the logic of participatory media is strikingly different from that of traditional corporate broadcast media, where each and every piece of communication gets perfectly crafted. Too much perfection is actually a barrier to collaboration and cocreation, as it disinvites participation. To thrive in the world of social media, leaders need to acquire a mind-set of openness and imperfection, and they must have the courage to appear “raw” and unpolished—traits that may be as challenging for them as developing the creative and technical-production skills.
2. The leader as distributor: Leveraging dissemination dynamics
Business leaders have traditionally disseminated information along a controlled, linear chain that begins after the development of a formal meaning-creation process—think of how your company creates and distributes memos explaining new initiatives. While traditional distribution pathways won’t disappear, social media revolutionizes the standard information process by reversing it. Social communication makes distribution the starting point and then invites company audiences to cocreate and contextualize content to create new meaning. Messages are rebroadcast and repurposed at will by recipients who repost videos, retweet and comment on blogs, and use fragments of other people’s content to create their own mash-ups.
As the (vertical) broadcast media and the (horizontal) participatory media converge, leaders need to master the interplay of two fundamentally different paradigms: those of the traditional channels, which follow the logic of control, and of the new channels, where it is essential to let the system’s dynamics work without too much direct intervention. Since executives won’t be able to govern or control a message once it enters the system, they must understand what might cause it to go viral and how it may be changed and annotated while spreading through the network. Distribution competence—the ability to influence the way messages move through complex organizations—becomes as important as the ability to create compelling content.
Equally important is the skill of creating and sustaining a body of social followers who help to spread and reinforce the message. It becomes critical to know who an organization’s key—and often informal—influencers are and to leverage their authority to push content through the right channels. Finally, leaders must recognize their role as redistributors of the content they receive, so they can leverage the communication continuously happening around them.
Lorraine Bolsinger, vice president and general manager of GE Aviation Systems, acquired these skills through experimentation. She began blogging a few years ago but initially didn’t get much response. “It took time to get my audience actively involved,” she recalls. “I had to find my voice and become more conversational, more easygoing.” To increase the allure and sustainability of the dialogue, she eventually created a “360 blog,” where all her direct reports blog with her on the same platform. This networked blog, with 12 regular contributors, provides additional points of view on issues, promotes more frequent communication, and attracts broader participation. Bolsinger says that the quality of her group’s dialogue about strategy and operations has improved thanks to these efforts.
3. The leader as recipient: Managing communication overflow
Social media has created an ocean of information. We are drowning in a never-ending flood of e-mails, tweets, Facebook updates, RSS feeds, and more that’s often hard to navigate. “There is too much noise out there,” says Stuart Dean, CEO of GE ASEAN,2 who is an active blogger and tweets regularly about issues in his market space. “I’d use Twitter much more as a source of information if I could get exactly what I need.”
Dean’s sentiment is echoed by most executives we know—many of them barely find time to catch up with their daily e-mail load. What to do? As a first step, leaders must become proficient at using the software tools and settings that help users filter the important stuff from the unimportant. But playing in today’s turbulent environment requires more than just filtering skills.
In traditional corporate communications, consumption is a mostly passive act: you are pretty much left alone to make sense of messages and to assess their authenticity and credibility. In the social-media realm, information gets shared and commented on within seconds, and executives must decide when (and when not) to reply, what messages should be linked to their blogs, when to copy material and mash it up with their own, and what to share with their various communities. The creation of meaning becomes a collaborative process in which leaders have to play a thoughtful part, as this is the very place where acceptance of or resistance to messages will be built.
“You have to see the entire communication universe, the interplay of traditional and social media,” says Bill Ruh, head of GE’s Software and Analytics Center. Just as leaders suffer from overflow, so do their people. “As a leader,” says Ruh, “you have to develop empathy for the various channels and the way people consume information.”
4. The leader as adviser and orchestrator: Driving strategic social-media utilization
In most companies, social-media literacy is in its infancy. Excitement often runs high for the technology’s potential to span functional and divisional silos. But without guidance and coordination, and without the capabilities we discuss here, social-media enthusiasm can backfire and cause severe damage.
To harvest the potential of social media, leaders must play a proactive role in raising the media literacy of their immediate reports and stakeholders. Within this 360-degree span, executives should become trusted advisers, enabling and supporting their environment in the use of social tools, while ensuring that a culture of learning and reflection takes hold. As a new and media-savvy generation enters the workplace, smart leaders can accelerate organizational change by harnessing these digital natives’ expertise through “reverse mentoring” systems (see later in this article).
Steve Sargent, president and CEO of GE Australia and New Zealand, believes that social media is reshaping the leadership culture by pushing executives to span geographic boundaries, engage more closely with stakeholders, and amplify the impact of employees at the periphery. Over the past five years, as proof of concept, Sargent has established a mining-industry network that cuts across GE’s businesses and regions, linking informal teams that use social platforms to collaborate on solving customer needs. GE employees in Brazil, for instance, now work with colleagues in Australia to develop products and services for customers doing business in both countries. The network’s success led the company to elevate it to the status of a full-fledged GE mining business. “Markets today are complex and multidimensional, and leadership isn’t about control but about enabling and empowering networks,” Sargent says. “The type of leadership we need finds its full expression in the DNA of collaborative technology, and I am determined to leverage this DNA as much as I can.”
To achieve this goal, leaders must become tutors and strategic orchestrators of all social-media activities within their control, including the establishment of new roles that support the logic of networked communication—for instance, community mentors, content curators, network analysts, and social entrepreneurs. Organizational units that leverage the new technologies in a coordinated and strategically aligned way will become more visible and gain influence in a corporation’s overall power dynamics.
5. The leader as architect: Creating an enabling organizational infrastructure
Leaders who have steeped themselves in new media will testify that it requires them to navigate between potentially conflicting goals: they must strive to establish an organizational and technical infrastructure that encourages free exchange but also enforce controls that mitigate the risks of irresponsible use. This is a tough organizational-design challenge.
Most companies have a defined formal organization, with explicit vertical systems of accountability. But below the surface of org charts and process manuals we find an implicit, less manageable “informal organization,” which has always been important and now gets amplified through social media. The leader’s task is to marry vertical accountability with networked horizontal collaboration in a way that is not mutually destructive.
This challenge is reflected in GE’s policies, which embrace the value of sharing expertise and perspectives with family, friends, colleagues, customers, and other stakeholders around the world. With this openness comes a shared responsibility: employees must observe GE standards of transparency and integrity, refrain from speaking on behalf of the company without authorization, and be clear in their social messaging that their views are personal.
In this spirit, creating a social architecture that provides a meaningful space for internal and external interactions has been an ongoing mission for Andrew Way, vice president of GE’s Oil & Gas Drilling & Surface Division. “I love the social-media stuff,” he says, “so I surround myself with an organization that supports it.”
In Way’s last role in the division, he and his team launched a video project about the history and current timeline of the business. Since the videos are shared with customers, team members must make choices about which content can cross external boundaries. “It’s an evolving thing. Every quarter, the team adds a new segment that features important things that happened in the last three months. It has resulted in a continuing story, and people look forward to every new version.”
Way says that the videos have united division members around common goals, helping to bring new employees on board and making everyone more proficient in using new media. “Three years ago, an effort like this would have used PowerPoint with a standardized font. It clearly has created a new culture.” Boosting engagement with stakeholders such as customers is an added benefit, since videos often include them in segments to help tell stories.
6. The leader as analyst: Staying ahead of the curve
As companies start to digest the consequences of the Web 2.0 revolution, the next paradigm shift is already knocking on the door. The next generation of connectivity—the Internet of Things—will link together appliances, cars, and all kinds of objects. As a result, there will be about 50 billion connected devices by the year 2020.3 This transformation will open new opportunities, spawn new business models, and herald yet another major inflection point that leaders must manage.
It’s imperative to keep abreast of such emerging trends and innovations—not just their competitive and marketplace implications, but also what they mean for communications technologies, which are fundamental for creating an agile, responsive organization. Executives who monitor weak signals and experiment with new technologies and devices will be able to act more quickly and capture the advantages of early adoption.
GE’s leadership university, Crotonville, is leading a number of initiatives to help top executives stay ahead of those changes. One example is a program called Leadership Explorations, launched in 2011 to support continuous learning for top executives and organized in locales connected with a specific strategic-leadership theme. In Silicon Valley, leaders are immersed in a range of cutting-edge technologies. Part of the program there involves “reverse mentoring,” which connects media-savvy millennials with senior GE leaders to discuss the latest tech buzz and practice. Many participants continue to exchange insights long after the formal session is over. Exposing seasoned leaders to the millennial mind-set encourages them to experiment with new technologies—which, in turn, helps them better engage with up and comers.
Clearly, these are early days. Most companies recognize social media as a disruptive force that will gather strength rather than attenuate. But social-media literacy as we define it here is not yet an element of leadership-competency models or of performance reviews and reward systems. Equally, it has not yet found its way into the curricula of business schools and leadership-development programs.
This needs to change. We are convinced that organizations that develop a critical mass of leaders who master the six dimensions of organizational media literacy will have a brighter future. They will be more creative, innovative, and agile. They will attract and retain better talent, as well as tap deeper into the capabilities and ideas of their employees and stakeholders. They will be more effective in collaborating across internal and external boundaries and enjoy a higher degree of global integration. They will benefit from tighter and more loyal customer relationships and from the brand equity that comes with them. They will be more likely to play leading roles in their industries by better leveraging the capabilities of their partners and alliances in cocreation, codevelopment, and overall industry collaboration. And they will be more likely to create new business models that capitalize on the potential of evolving communications technologies.
It takes guts to innovate radically in leadership and organization, for legacy systems, cultures, and attitudes are powerful forces of inertia. Fortunately, the inherent quality of social media is a powerful transformational force. Social-media engagement will confront leaders with the shortcomings of traditional organizational designs. Leaders who address these shortcomings will learn how to develop the enabling infrastructure that fosters the truly strategic use of social technologies. When organizations and their leaders embrace the call to social-media literacy, they will initiate a positive loop allowing them to capitalize on the opportunities and disruptions that come with the new connectivity of a networked society. And they will be rewarded with a new type of competitive advantage.
About the authors
Roland Deiser is a senior fellow at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University and author of Designing the Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change and Innovation (John Wiley & Sons, October 2009). Sylvain Newton is the GE Crotonville Leadership Senior Leader for Business and Regions.
Few domains in business and society have been untouched by the emerging social-media revolution—one that is not even a decade old. Many organizations have been responding to that new reality, realizing the power and the potential of this technology for corporate life: wikis enable more efficient virtual collaboration in cross-functional projects; internal blogs, discussion boards, and YouTube channels encourage global conversations and knowledge sharing; sophisticated viral media campaigns engage customers and create brand loyalty; next-generation products are codeveloped in open-innovation processes; and corporate leaders work on shaping their enterprise 2.0 strategy.
This radical change has created a dilemma for senior executives: while the potential of social media seems immense, the inherent risks create uncertainty and unease. By nature unbridled, these new communications media can let internal and privileged information suddenly go public virally. What’s more, there’s a mismatch between the logic of participatory media and the still-reigning 20th-century model of management and organizations, with its emphasis on linear processes and control. Social media encourages horizontal collaboration and unscripted conversations that travel in random paths across management hierarchies. It thereby short-circuits established power dynamics and traditional lines of communication.
We believe that capitalizing on the transformational power of social media while mitigating its risks calls for a new type of leader. The dynamics of social media amplify the need for qualities that have long been a staple of effective leadership, such as strategic creativity, authentic communication, and the ability to deal with a corporation’s social and political dynamics and to design an agile and responsive organization.
Social media also adds new dimensions to these traits. For example, it requires the ability to create compelling, engaging multimedia content. Leaders need to excel at cocreation and collaboration—the currencies of the social-media world. Executives must understand the nature of different social-media tools and the unruly forces they can unleash.
Equally important, there’s an organizational dimension: leaders must cultivate a new, technologically linked social infrastructure that by design promotes constant interaction across physical and geographical boundaries, as well as self-organized discourse and exchange.
We call this interplay of leadership skills and related organizational-design principles organizational media literacy, which we define along six dimensions that are interdependent and feed on one another (exhibit).
Our clearest window on the development of these new forms of literacy is General Electric, where one of us is responsible for leadership development. Witnessing GE through this lens is particularly interesting; unlike Google or Amazon, GE isn’t a digital native, and its 130-year tradition of reinventing businesses and itself makes it worth watching. So does GE’s status as a “leadership factory.”
GE’s commitment to social media is perhaps most visible through its digital platform GE Colab, designed by GE employees for GE employees to facilitate global teamwork and collaboration. GE Colab combines the capabilities of Facebook, Twitter, and other social applications, allowing easy networking, information sharing, instant communication, advanced search, blogging, videoblogs, and more. Launched in 2012, the platform has already attracted more than 115,000 users.1
To get a sense of how executives deal with these new realities, we interviewed GE officers of various businesses and regions. These leaders and their organizations are at different mileposts along the journey to social-media literacy, just as different companies are. In aggregate, though, they described a rich range of efforts to build personal skills, experiment with technologies, invest in new tools, expand employee participation, and shape organizational structures and governance to capture emerging social opportunities. We drew on those experiences to illustrate the six-dimensional set of skills and organizational capabilities leaders must build to create an enterprise level of media literacy—capabilities that will soon be a critical source of competitive advantage.
1. The leader as producer: Creating compelling content
With video cameras achieving near ubiquity and film clips uploading in the blink of an eye to YouTube or other platforms, the tools for producing and sharing rich media are in everyone’s hands. GE’s Video Central now houses thousands of videos, many created by top leaders. More than a few executives have started to incorporate video streams into their blogs. As video communication rises in importance, effective leadership will increasingly require the kind of creative skills we know from the world of “auteur” filmmaking—an authentic voice, imagination, and the ability to craft compelling stories and to turn them into media products that make people take note and “lean forward.” To engage in real time on a personal level, executives will also need the technical skills to master the basics of digital-multimedia production, including how to shoot and, if necessary, edit videos.
Social media
Tools for producing and sharing videos are now in the hands of many executives, who can upload recordings of meetings (such as this one) to an internal server that employees can access.
© Image courtesy of GE
Mark Begor, who runs GE Capital’s real-estate business, was nervous when he shot his first “unplugged” video message. “I was used to a studio environment where I could do several takes and have editors polish what I wanted to say.” That unease soon vanished with practice. He now routinely produces a weekly five- to ten-minute video for his division. “I talk about what I learned during the week, about a great deal we’ve closed, and the status of the business. I also add comments about employees that I want to recognize.” Begor says that this routine forces him to crystallize his thinking and that creating short stories people can relate to makes him more aware of his strategy and communication.
As Begor and others have discovered in this process, the logic of participatory media is strikingly different from that of traditional corporate broadcast media, where each and every piece of communication gets perfectly crafted. Too much perfection is actually a barrier to collaboration and cocreation, as it disinvites participation. To thrive in the world of social media, leaders need to acquire a mind-set of openness and imperfection, and they must have the courage to appear “raw” and unpolished—traits that may be as challenging for them as developing the creative and technical-production skills.
2. The leader as distributor: Leveraging dissemination dynamics
Business leaders have traditionally disseminated information along a controlled, linear chain that begins after the development of a formal meaning-creation process—think of how your company creates and distributes memos explaining new initiatives. While traditional distribution pathways won’t disappear, social media revolutionizes the standard information process by reversing it. Social communication makes distribution the starting point and then invites company audiences to cocreate and contextualize content to create new meaning. Messages are rebroadcast and repurposed at will by recipients who repost videos, retweet and comment on blogs, and use fragments of other people’s content to create their own mash-ups.
As the (vertical) broadcast media and the (horizontal) participatory media converge, leaders need to master the interplay of two fundamentally different paradigms: those of the traditional channels, which follow the logic of control, and of the new channels, where it is essential to let the system’s dynamics work without too much direct intervention. Since executives won’t be able to govern or control a message once it enters the system, they must understand what might cause it to go viral and how it may be changed and annotated while spreading through the network. Distribution competence—the ability to influence the way messages move through complex organizations—becomes as important as the ability to create compelling content.
Equally important is the skill of creating and sustaining a body of social followers who help to spread and reinforce the message. It becomes critical to know who an organization’s key—and often informal—influencers are and to leverage their authority to push content through the right channels. Finally, leaders must recognize their role as redistributors of the content they receive, so they can leverage the communication continuously happening around them.
Lorraine Bolsinger, vice president and general manager of GE Aviation Systems, acquired these skills through experimentation. She began blogging a few years ago but initially didn’t get much response. “It took time to get my audience actively involved,” she recalls. “I had to find my voice and become more conversational, more easygoing.” To increase the allure and sustainability of the dialogue, she eventually created a “360 blog,” where all her direct reports blog with her on the same platform. This networked blog, with 12 regular contributors, provides additional points of view on issues, promotes more frequent communication, and attracts broader participation. Bolsinger says that the quality of her group’s dialogue about strategy and operations has improved thanks to these efforts.
3. The leader as recipient: Managing communication overflow
Social media has created an ocean of information. We are drowning in a never-ending flood of e-mails, tweets, Facebook updates, RSS feeds, and more that’s often hard to navigate. “There is too much noise out there,” says Stuart Dean, CEO of GE ASEAN,2 who is an active blogger and tweets regularly about issues in his market space. “I’d use Twitter much more as a source of information if I could get exactly what I need.”
Dean’s sentiment is echoed by most executives we know—many of them barely find time to catch up with their daily e-mail load. What to do? As a first step, leaders must become proficient at using the software tools and settings that help users filter the important stuff from the unimportant. But playing in today’s turbulent environment requires more than just filtering skills.
In traditional corporate communications, consumption is a mostly passive act: you are pretty much left alone to make sense of messages and to assess their authenticity and credibility. In the social-media realm, information gets shared and commented on within seconds, and executives must decide when (and when not) to reply, what messages should be linked to their blogs, when to copy material and mash it up with their own, and what to share with their various communities. The creation of meaning becomes a collaborative process in which leaders have to play a thoughtful part, as this is the very place where acceptance of or resistance to messages will be built.
“You have to see the entire communication universe, the interplay of traditional and social media,” says Bill Ruh, head of GE’s Software and Analytics Center. Just as leaders suffer from overflow, so do their people. “As a leader,” says Ruh, “you have to develop empathy for the various channels and the way people consume information.”
4. The leader as adviser and orchestrator: Driving strategic social-media utilization
In most companies, social-media literacy is in its infancy. Excitement often runs high for the technology’s potential to span functional and divisional silos. But without guidance and coordination, and without the capabilities we discuss here, social-media enthusiasm can backfire and cause severe damage.
To harvest the potential of social media, leaders must play a proactive role in raising the media literacy of their immediate reports and stakeholders. Within this 360-degree span, executives should become trusted advisers, enabling and supporting their environment in the use of social tools, while ensuring that a culture of learning and reflection takes hold. As a new and media-savvy generation enters the workplace, smart leaders can accelerate organizational change by harnessing these digital natives’ expertise through “reverse mentoring” systems (see later in this article).
Steve Sargent, president and CEO of GE Australia and New Zealand, believes that social media is reshaping the leadership culture by pushing executives to span geographic boundaries, engage more closely with stakeholders, and amplify the impact of employees at the periphery. Over the past five years, as proof of concept, Sargent has established a mining-industry network that cuts across GE’s businesses and regions, linking informal teams that use social platforms to collaborate on solving customer needs. GE employees in Brazil, for instance, now work with colleagues in Australia to develop products and services for customers doing business in both countries. The network’s success led the company to elevate it to the status of a full-fledged GE mining business. “Markets today are complex and multidimensional, and leadership isn’t about control but about enabling and empowering networks,” Sargent says. “The type of leadership we need finds its full expression in the DNA of collaborative technology, and I am determined to leverage this DNA as much as I can.”
To achieve this goal, leaders must become tutors and strategic orchestrators of all social-media activities within their control, including the establishment of new roles that support the logic of networked communication—for instance, community mentors, content curators, network analysts, and social entrepreneurs. Organizational units that leverage the new technologies in a coordinated and strategically aligned way will become more visible and gain influence in a corporation’s overall power dynamics.
5. The leader as architect: Creating an enabling organizational infrastructure
Leaders who have steeped themselves in new media will testify that it requires them to navigate between potentially conflicting goals: they must strive to establish an organizational and technical infrastructure that encourages free exchange but also enforce controls that mitigate the risks of irresponsible use. This is a tough organizational-design challenge.
Most companies have a defined formal organization, with explicit vertical systems of accountability. But below the surface of org charts and process manuals we find an implicit, less manageable “informal organization,” which has always been important and now gets amplified through social media. The leader’s task is to marry vertical accountability with networked horizontal collaboration in a way that is not mutually destructive.
This challenge is reflected in GE’s policies, which embrace the value of sharing expertise and perspectives with family, friends, colleagues, customers, and other stakeholders around the world. With this openness comes a shared responsibility: employees must observe GE standards of transparency and integrity, refrain from speaking on behalf of the company without authorization, and be clear in their social messaging that their views are personal.
In this spirit, creating a social architecture that provides a meaningful space for internal and external interactions has been an ongoing mission for Andrew Way, vice president of GE’s Oil & Gas Drilling & Surface Division. “I love the social-media stuff,” he says, “so I surround myself with an organization that supports it.”
In Way’s last role in the division, he and his team launched a video project about the history and current timeline of the business. Since the videos are shared with customers, team members must make choices about which content can cross external boundaries. “It’s an evolving thing. Every quarter, the team adds a new segment that features important things that happened in the last three months. It has resulted in a continuing story, and people look forward to every new version.”
Way says that the videos have united division members around common goals, helping to bring new employees on board and making everyone more proficient in using new media. “Three years ago, an effort like this would have used PowerPoint with a standardized font. It clearly has created a new culture.” Boosting engagement with stakeholders such as customers is an added benefit, since videos often include them in segments to help tell stories.
6. The leader as analyst: Staying ahead of the curve
As companies start to digest the consequences of the Web 2.0 revolution, the next paradigm shift is already knocking on the door. The next generation of connectivity—the Internet of Things—will link together appliances, cars, and all kinds of objects. As a result, there will be about 50 billion connected devices by the year 2020.3 This transformation will open new opportunities, spawn new business models, and herald yet another major inflection point that leaders must manage.
It’s imperative to keep abreast of such emerging trends and innovations—not just their competitive and marketplace implications, but also what they mean for communications technologies, which are fundamental for creating an agile, responsive organization. Executives who monitor weak signals and experiment with new technologies and devices will be able to act more quickly and capture the advantages of early adoption.
GE’s leadership university, Crotonville, is leading a number of initiatives to help top executives stay ahead of those changes. One example is a program called Leadership Explorations, launched in 2011 to support continuous learning for top executives and organized in locales connected with a specific strategic-leadership theme. In Silicon Valley, leaders are immersed in a range of cutting-edge technologies. Part of the program there involves “reverse mentoring,” which connects media-savvy millennials with senior GE leaders to discuss the latest tech buzz and practice. Many participants continue to exchange insights long after the formal session is over. Exposing seasoned leaders to the millennial mind-set encourages them to experiment with new technologies—which, in turn, helps them better engage with up and comers.
Clearly, these are early days. Most companies recognize social media as a disruptive force that will gather strength rather than attenuate. But social-media literacy as we define it here is not yet an element of leadership-competency models or of performance reviews and reward systems. Equally, it has not yet found its way into the curricula of business schools and leadership-development programs.
This needs to change. We are convinced that organizations that develop a critical mass of leaders who master the six dimensions of organizational media literacy will have a brighter future. They will be more creative, innovative, and agile. They will attract and retain better talent, as well as tap deeper into the capabilities and ideas of their employees and stakeholders. They will be more effective in collaborating across internal and external boundaries and enjoy a higher degree of global integration. They will benefit from tighter and more loyal customer relationships and from the brand equity that comes with them. They will be more likely to play leading roles in their industries by better leveraging the capabilities of their partners and alliances in cocreation, codevelopment, and overall industry collaboration. And they will be more likely to create new business models that capitalize on the potential of evolving communications technologies.
It takes guts to innovate radically in leadership and organization, for legacy systems, cultures, and attitudes are powerful forces of inertia. Fortunately, the inherent quality of social media is a powerful transformational force. Social-media engagement will confront leaders with the shortcomings of traditional organizational designs. Leaders who address these shortcomings will learn how to develop the enabling infrastructure that fosters the truly strategic use of social technologies. When organizations and their leaders embrace the call to social-media literacy, they will initiate a positive loop allowing them to capitalize on the opportunities and disruptions that come with the new connectivity of a networked society. And they will be rewarded with a new type of competitive advantage.
About the authors
Roland Deiser is a senior fellow at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University and author of Designing the Smart Organization: How Breakthrough Corporate Learning Initiatives Drive Strategic Change and Innovation (John Wiley & Sons, October 2009). Sylvain Newton is the GE Crotonville Leadership Senior Leader for Business and Regions.
Je remercie mes lecteurs;)....
"Noam Chomsky et le rôle des élites et des intellectuels..."... Billet du 27 mars 2013 dans le blog de l'âne...
Le bien commun...
https://fr.wikipedia.org/wiki/Bien_commun
https://en.wikipedia.org/wiki/The_commons
Où est le lien néerlandais? Alors...les amis... il faudrait s'y mettre sur Wikipedia...
Bien commun
l'expression bien commun peut avoir deux significations liées mais distinctes :
En morale et en philosophie, le bien commun désigne le bien-être ou le bonheur collectif (d'une communauté) ou général (de ses membres) ; ou bien l'ensemble des choses qui sont supposées y contribuer : biens matériels, respect d'autrui, justice sociale...
En économie, en droit ou en sciences sociales et politiques, un bien commun, où bien est à prendre au sens juridique ou économique, et commun au sens de collectif, désigne une ressource ou une valeur qui échappe à la propriété individuelle et au secteur marchand, et qui est géré de façon collective par la communauté de ses usagers (ex : Patrimoine commun de l'humanité1), dont l'environnement est devenu un élément fondamental (en tant que support de services écosystémiques vitaux ; "ressource des ressources")2.
Dans ce second sens, on parle souvent au pluriel de biens communs.
On distingue souvent les biens communs vivants ou directement associés au Vivant (faune, flore, fonge, microbes et leur diversité biologique et les services écosystémiques qu'ils fournissent), des biens communs matériels, typiquement des ressources naturelles comme l'eau, les milieux plus ou moins anthropisés dont pâturages, champs, espaces verts, parcs nationaux, aires protégées, et les biens communs immatériels comme les langues, les connaissances ou le logiciel libre (patrimoine immatériel de l'humanité).
Les biens communs se distinguent à la fois des biens publics gérés par l'État et des biens privés par le droit qui les régit et leur mode de gestion. "Les communs, c’est une ressource plus une communauté plus ses protocoles sociaux et ses valeurs pour gérer les ressources partagées" 3.
Une responsabilité est associée à l'usage durable et soutenable de ces biens, y compris responsabilité civile4 (responsabilité environnementale5 et responsabilité sociale.
Au Japon, le parapluie, comme le vélo, est un bien commun. Le vocabulaire concernant les biens communs est parfois polysémique et sujet à controverse. Voir les articles patrimoine mondial, Biens publics à l'échelle mondiale, Bien public impur, Bien public, Bien de club.
https://fr.wikipedia.org/wiki/Bien_commun
https://en.wikipedia.org/wiki/The_commons
Où est le lien néerlandais? Alors...les amis... il faudrait s'y mettre sur Wikipedia...
Bien commun
l'expression bien commun peut avoir deux significations liées mais distinctes :
En morale et en philosophie, le bien commun désigne le bien-être ou le bonheur collectif (d'une communauté) ou général (de ses membres) ; ou bien l'ensemble des choses qui sont supposées y contribuer : biens matériels, respect d'autrui, justice sociale...
En économie, en droit ou en sciences sociales et politiques, un bien commun, où bien est à prendre au sens juridique ou économique, et commun au sens de collectif, désigne une ressource ou une valeur qui échappe à la propriété individuelle et au secteur marchand, et qui est géré de façon collective par la communauté de ses usagers (ex : Patrimoine commun de l'humanité1), dont l'environnement est devenu un élément fondamental (en tant que support de services écosystémiques vitaux ; "ressource des ressources")2.
Dans ce second sens, on parle souvent au pluriel de biens communs.
On distingue souvent les biens communs vivants ou directement associés au Vivant (faune, flore, fonge, microbes et leur diversité biologique et les services écosystémiques qu'ils fournissent), des biens communs matériels, typiquement des ressources naturelles comme l'eau, les milieux plus ou moins anthropisés dont pâturages, champs, espaces verts, parcs nationaux, aires protégées, et les biens communs immatériels comme les langues, les connaissances ou le logiciel libre (patrimoine immatériel de l'humanité).
Les biens communs se distinguent à la fois des biens publics gérés par l'État et des biens privés par le droit qui les régit et leur mode de gestion. "Les communs, c’est une ressource plus une communauté plus ses protocoles sociaux et ses valeurs pour gérer les ressources partagées" 3.
Une responsabilité est associée à l'usage durable et soutenable de ces biens, y compris responsabilité civile4 (responsabilité environnementale5 et responsabilité sociale.
Au Japon, le parapluie, comme le vélo, est un bien commun. Le vocabulaire concernant les biens communs est parfois polysémique et sujet à controverse. Voir les articles patrimoine mondial, Biens publics à l'échelle mondiale, Bien public impur, Bien public, Bien de club.
https://fr.wikipedia.org/wiki/Bien_commun
Pour ceux que cela intéresse...
Marche des veilleurs du 10 au 31 aout.
"Voilà maintenant plusieurs semaines que le murmure mystérieux d'une Marche des Veilleurs résonne dune oreille à l'autre. Nous avons la joie de vous annoncer que le murmure s'est fait projet, et que le projet prend corps : oui, du 10 au 31 août prochain, une grande Marche rassemblera les Veilleurs de toute la France ! Il est désormais temps de publier cet événement national afin de lui permettre de devenir réalité et, nous l'espérons, d'entrer dans l'Histoire.
Les veillées longeront la côte atlantique et auront lieu chaque soir dans un lieu différent. Les trois derniers jours de la Marche (« Le Grand Paris des Veilleurs ») se dérouleront à Paris et dans sa banlieue : nous ferons le tour de la couronne parisienne avant de clôturer la Marche par une grande Veillée, le samedi 31 août, en plein cœur de la capitale.
La Marche des Veilleurs ne prendra pas la forme d'un périple touristique, modelé par les savants conseils de guides divers et variés, et évitant avec soin les paysages qui ne rempliraient pas les critères pittoresques ou hédonistes requis. Elle n'a pas non plus pour but de fédérer les Veilleurs entre eux. Il s'agit d'abord et avant tout d'une démarche citoyenne, motivée par l'engagement qui nous unit tous, au service de notre Cité, de nos concitoyens et de l'Homme, et destinée à lancer un signal vibrant et fort à notre pays et aux personnes qui le dirigent, en vue d'un réveil national des consciences.
La Marche des Veilleurs doit ainsi être l'occasion de partir à la rencontre des Français à travers les réalités diverses qui tissent leur quotidien : économiques, sociétales, culturelles, environnementales, etc. Aussi les lieux de veillées choisis permettront-ils de toucher les Français, de les inviter à vivre l'expérience des Veilleurs avec nous et de les sensibiliser aux enjeux qui nous préoccupent tous.
A vous maintenant de relayer au maximum la nouvelle de cette Marche autour de vous ! Un site web officiel des Veilleurs sera lancé dans le courant du mois de juillet. D'ici là, les informations pratiques, les lieux et dates des veillées seront publiés sur la page Facebook des Veilleurs dans les jours qui viennent. Pour rester dans les principes fondateurs des Veilleurs, chaque personne est libre de rejoindre et de quitter la Marche quand elle le souhaite, dans une démarche personnelle, libre et citoyenne, sous son entière responsabilité, pour la durée de son choix. Chacun est donc invité à se prendre en charge au maximum."
C'est dans le Salon Beige.
"Voilà maintenant plusieurs semaines que le murmure mystérieux d'une Marche des Veilleurs résonne dune oreille à l'autre. Nous avons la joie de vous annoncer que le murmure s'est fait projet, et que le projet prend corps : oui, du 10 au 31 août prochain, une grande Marche rassemblera les Veilleurs de toute la France ! Il est désormais temps de publier cet événement national afin de lui permettre de devenir réalité et, nous l'espérons, d'entrer dans l'Histoire.
Les veillées longeront la côte atlantique et auront lieu chaque soir dans un lieu différent. Les trois derniers jours de la Marche (« Le Grand Paris des Veilleurs ») se dérouleront à Paris et dans sa banlieue : nous ferons le tour de la couronne parisienne avant de clôturer la Marche par une grande Veillée, le samedi 31 août, en plein cœur de la capitale.
La Marche des Veilleurs ne prendra pas la forme d'un périple touristique, modelé par les savants conseils de guides divers et variés, et évitant avec soin les paysages qui ne rempliraient pas les critères pittoresques ou hédonistes requis. Elle n'a pas non plus pour but de fédérer les Veilleurs entre eux. Il s'agit d'abord et avant tout d'une démarche citoyenne, motivée par l'engagement qui nous unit tous, au service de notre Cité, de nos concitoyens et de l'Homme, et destinée à lancer un signal vibrant et fort à notre pays et aux personnes qui le dirigent, en vue d'un réveil national des consciences.
La Marche des Veilleurs doit ainsi être l'occasion de partir à la rencontre des Français à travers les réalités diverses qui tissent leur quotidien : économiques, sociétales, culturelles, environnementales, etc. Aussi les lieux de veillées choisis permettront-ils de toucher les Français, de les inviter à vivre l'expérience des Veilleurs avec nous et de les sensibiliser aux enjeux qui nous préoccupent tous.
A vous maintenant de relayer au maximum la nouvelle de cette Marche autour de vous ! Un site web officiel des Veilleurs sera lancé dans le courant du mois de juillet. D'ici là, les informations pratiques, les lieux et dates des veillées seront publiés sur la page Facebook des Veilleurs dans les jours qui viennent. Pour rester dans les principes fondateurs des Veilleurs, chaque personne est libre de rejoindre et de quitter la Marche quand elle le souhaite, dans une démarche personnelle, libre et citoyenne, sous son entière responsabilité, pour la durée de son choix. Chacun est donc invité à se prendre en charge au maximum."
C'est dans le Salon Beige.
Abonneren op:
Posts (Atom)