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One accomplishes wonders with a great team! Today marks the biggest milestone of Agileday since the launch of the solution. We are bringing Agents to the spotlight: https://lnkd.in/dHx77YZ2 For me as this is crucial as the launch allows a total change of speed to our customers. Long workflows are now executed with a single request: building the winning staffing composition to a million euro RFP can be now done with a single ask. And the best requests can be shared with team members instantly. Our customers ask Agileday to support capabilities that are specific to their business. Previously we have needed to prioritize those needs against the needs of our entire customer base. Now the agent connects to their systems landscape via MCP, fetches the needed context and executes the task autonomously. What this means is that the Agileday will enable our customers to scale their business without growing the overhead. The compounding intelligence of the Agents allows our customers to run their business in a way that hasn't been possible before. This has required huge effort from the whole team and I'm super proud of the outcome.

Controle de jornada por GPS no PagBank pode garantir horas extras e jornada de 6 horas aos financiários Uma recente decisão do TRT da 4ª Região fortalece um tema que vem ganhando cada vez mais espaço na Justiça do Trabalho: o controle de jornada por GPS pode afastar a aplicação do art. 62, I, da CLT e assegurar o direito ao pagamento de horas extras para trabalhadores do PagBank, PagSeguro e de outras empresas do setor de meios de pagamento. Durante muitos anos, empresas alegaram que executivos de vendas, consultores comerciais e profissionais externos não tinham direito às horas extras porque suas atividades seriam incompatíveis com qualquer fiscalização de jornada. Esse argumento, porém, vem perdendo força diante da evolução tecnológica. Hoje, o controle de jornada por GPS, a geolocalização, os aplicativos da força de vendas, os registros eletrônicos de visitas, os roteiros previamente definidos, as reuniões obrigatórias e o acompanhamento em tempo real permitem ao empregador saber quando o trabalhador iniciou a jornada, quais clientes visitou, quanto tempo permaneceu em cada atendimento e quando encerrou o expediente. Foi exatamente esse cenário que levou o Tribunal a concluir que não existia impossibilidade de controle da jornada, afastando a exceção prevista no art. 62, I, da CLT. O acórdão reconheceu que os mecanismos tecnológicos utilizados pela empresa demonstravam fiscalização efetiva da jornada de trabalho, tornando devido o pagamento das horas extras. Essa discussão possui enorme relevância para trabalhadores do PagBank, PagSeguro, Stone, Mercado Pago, Cielo, Rede e demais empresas que atuam com maquininhas de cartão, abertura de contas digitais, crédito, investimentos, seguros e outros produtos financeiros. Além do reconhecimento do controle de jornada por GPS, muitos desses profissionais também podem discutir o enquadramento como financiários. Quando as atividades desempenhadas são típicas de instituições financeiras ou de pagamento, pode ser aplicada a jornada de 6 horas, prevista no art. 224 da CLT e na Súmula 55 do TST, fazendo com que as horas trabalhadas além da sexta diária sejam consideradas horas extras. Na prática, isso significa que a mesma tecnologia utilizada para monitorar equipes externas pode se transformar em uma importante prova a favor do trabalhador. Quanto maior o nível de monitoramento por GPS, geolocalização, aplicativos corporativos e controle eletrônico da rotina, menor tende a ser a possibilidade de a empresa sustentar que era impossível fiscalizar a jornada. Palavras-chave: PagBank, PagSeguro, financiário, jornada de 6 horas, horas extras, controle de jornada por GPS, geolocalização, força de vendas, trabalho externo, maquininha de cartão, instituição de pagamento, meios de pagamento, art. 62 da CLT, art. 224 da CLT, Súmula 55 do TST, Justiça do Trabalho, TRT4.

In 2022, we sat around a table like this with Jaakko Hallavo, Mikko Virtanen and Hannu Kärkkäinen, and sketched a platform that would one day do the work of running a consultancy, not just record it. Today, that day came. Read the full story here: https://lnkd.in/eH733GDV The Agileday Agent is now live for every Agileday customer. Share an RFP and it models the work, shortlists best team setup for the delivery, shows the margin impact and writes tailored CVs in the customer's language. Ask which projects are drifting and it tells you why and what to change, and does it after your approval. It means going from 100 clicks to one prompt. If you can describe the work, you can hand it over. This is our most significant launch since we released the platform in 2023. And it's just a beginning, the agent gets more intelligent every day. Huge thanks to our team and to the beta customers who shaped it. Want to see it do real work? We're demoing it live on Nov 10. Full story & links to the webinar in the comments.

Miten taloushallinnon arjesta tehdään sujuvampaa? Yksi tärkeä lähtökohta on, että palvelut ja teknologia eivät ole irrallisia kokonaisuuksia. Kun taloushallinnon palvelut, ohjelmistot ja asiantuntijuus pelaavat yhteen, voidaan vähentää manuaalista työtä, kehittää prosesseja ja vapauttaa aikaa olennaiseen. Videolla muutama näkökulma siihen, mistä toimiva kumppanuus taloushallinnossa rakentuu.

Black Friday is voor veel merken een salespiek: voor Cloudpillo was het ook een servicetest. Want opschalen in aantal bestellingen is één ding, maar wat er daarna gebeurt bepaalt je merk. Meer tickets, meer uitzonderingen en vooral meer druk op je team. Precies daar zie je het verschil tussen “we redden het wel” en “we hebben het onder controle”. Wat ik sterk vond aan Cloudpillo, is dat ze die piek niet alleen wilden opvangen, maar echt wilden begrijpen wat er gebeurde. Dus hebben we tijdens die periode met het Customer Happiness Team niet alleen support geleverd, maar ook continu meegekeken en bijgestuurd. Waar komen tickets écht vandaan? Welke vragen blijven terugkomen? En wat kunnen we vandaag al oplossen, zodat het morgen niet meer binnenkomt? Dat zorgde ervoor dat we direct konden optimaliseren. Geen analyse achteraf, maar verbeteren terwijl het gebeurt. We hebben flows aangescherpt, automatiseringen toegevoegd en processen versimpeld. WISMO-vragen die we konden voorkomen, retourstromen die duidelijker werden en workflows die juist rust brachten in plaats van extra handelingen. En misschien nog belangrijker: een team dat niet alleen harder werkte tijdens de piek, maar juist slimmer werd. Daardoor werd peak-support geen chaos, maar iets beheersbaars. Iets waar je op kunt bouwen. Dat is uiteindelijk waar het om draait. Niet alleen overleven tijdens piekperiodes, maar ze gebruiken om je service structureel beter te maken. Trots op deze samenwerking! Lees er meer over via de link in de comments 👇

Bijna niemand wil écht klantgericht zijn. Wat men wil, is geen gezeik. Klantgerichtheid wordt vaak verkocht als iets zachts. Empathisch. Lief. Maar in de praktijk betekent het iets veel harders: 👉 verantwoordelijkheid nemen voor keuzes die je zelf hebt gemaakt. De levertijd die marketing belooft. De retourflow die finance heeft dichtgetimmerd. De policy die ooit logisch leek, maar nu klanten frustreert. En wie vangt dat op? Niet het MT. Niet de roadmap. Maar de inbox. Customer service is de plek waar organisaties hun eigen beslissingen terugzien: onverdund, zonder PowerPoint en met emotie. Daarom is het zo ongemakkelijk. Want (oke, bijna) elk ticket stelt dezelfde vraag, steeds opnieuw: “Was dit echt de juiste keuze?” Niet voor efficiency. Niet voor marge. Maar voor de relatie. De meeste bedrijven lossen liever het ticket op dan die vraag onder ogen te zien enn precies daar zit het verschil tussen service als kostenpost en service als groeifactor. Niet in hoe goed je antwoordt, maar in hoe vaak je bereid bent je eigen keuzes te herzien. Dan is het geen customer service meer, maar samen ergens aan bouwen! #customer #service #CS #support #ecommerce #data #inzicht

You love to see it! 👏 At Brightflag we like to say there are three components to legal teams realizing continuous improvement: ✅ Ambition to improve through new ways of working. ✅ Great software that’s easy to implement and use. ✅ A trusted guide to help you make the right decisions. This last point is essential. Experienced legal operations leaders know they need a partner who can help them to harness the power of software to deliver on their ambition. That's Brightflag customer success. #legalops #legaltech #customersuccess

"What would have taken me 4-5 hours was completed in about 20 mins." A legal ops leader faced a last-minute question that required analyzing a full year of invoices. They used Brightflag to structure and pull the underlying data, then Claude for the analysis. Twenty minutes later, they had their answer. The productivity gain is impressive, but it isn't what stands out to me the most. It's that Brightflag plus Claude is 1+1=3. Architecture in action. Without Brightflag as the system of record, there would be nothing for Claude to work with. Garbage in, garbage out, no matter how powerful the model. This is the argument we make in our white paper: that AI builds on systems of record. When matter, vendor, and spend data is governed, AI supercharges it. The 20-minute win wasn't luck. It was architecture. #legalops #legaltech #generalcounsel #inhousecounsel

Mit einer KI kann ich jetzt sehr schnell und komfortabel Excel-Modelle bauen, aber ich brauche (neben der KI) immer noch MS Excel! Oder würdet Ihr die KI erst eine eigene Excel-Anwendung vibecoden lassen? Ähnlich ist es mit Planungssoftware: Auch hier können mit einer KI schnell und komfortabel Planungsmodelle aufgebaut und weiterentwickelt werden. Aber man braucht immer noch die Planungssoftware: Datenbank, Berechtigungen, Workflow etc. als Basis. Wie die Interaktion von KI und Planungssoftware genau aussieht, ist EIN Schwerpunkt-Thema auf der kommenden Planungsfachkonferenz. Dort kann man viele Praxisbeispiele betrachten und mit Planungsexperten diskutieren, was sich alles verändert (und was auch nicht). Es lohnt sich definitiv wieder Anfang Dezember nach Köln zu kommen! Programm und Anmeldung zur Konferenz: https://hrvth.com/4yySfVQ

Today, I am delighted to launch my new book, Leadership with Soul: EQ Supremacy in the Age of AI, advocating for a people-centric leadership approach to make the workplace a better place using AI responsibly. I am extremely concerned about the state of the global workforce. Gallup, the world authority on workplace science, reports that in 2025 80% of employees worldwide were not engaged. Companies are over-managed and under-led, and too many leaders remain focused on short-term performance at the expense of workforce engagement. Leadership with Soul is a proven leadership model that has created extraordinary value based on 10 principles which, applied consistently, compound their power to build the soul of an organisation, the ultimate competitive advantage for any company. All companies are racing to reinvent their businesses, investing in AI to make their customer value proposition stronger, step up operational excellence and, of course, increase productivity in the workplace. AI is also a major opportunity for leaders to reinvent themselves and unleash the full potential of their businesses. Leaders need to use AI to automate many of the lower-value tasks that consume too much of their valuable time, and free up time for the things only leaders can do. The real opportunity with AI is not simply to do more, faster. It is to use AI responsibly and give leaders back time for the things only leaders can do: communicating clearly, inspiring people, building trust, spending more time with clients, creating engagement, winning commitment, using their creativity to innovate, showing empathy to influence and collaborate, acting responsibly to do business the right way, and using their judgement to take important decisions and make the right calls. The leaders who reinvest the time they free up with AI to put people at the heart of their growth agenda and value creation playbook will be the ones that crack the engagement crisis in the workplace. I predict EQ supremacy in the age of AI, as algorithms will quickly become commoditised and leading with EQ will become a real source of competitive differentiation. It’s time to Lead with Soul. For good. #LeadershipWithSoul #Leadership #AI #EmotionalIntelligence #EQ

Ab sofort treten wir mit Horváth Restructuring unter einer eigenen Sub-Brand am Markt auf. Der neue Auftritt macht für mich vor allem die Breite sichtbar, mit der wir Restrukturierung und Performance Improvement bei Horváth angehen. Das Foto ist bei unserem CAMP entstanden und zeigt unser Kernteam. In unseren Projekten arbeiten wir je nach Situation gemeinsam mit Kollegen aus weiteren funktionalen Bereichen sowie unseren Industrieexperten. Das CAMP ist unsere interne Firmenveranstaltung, bei der Horváths aus sämtlichen Ländern und fachlichen Bereichen zusammenkommen. Wir nutzen die Zeit für den Austausch über Business Units und Center hinweg und arbeiten an den Themen in unseren jeweiligen Teams. Für uns war Horváth Restructuring dort natürlich ein wichtiges Thema. Es ging um die nächsten Schritte mit der neuen Marke und darum, wie wir unsere Kompetenzen in Kundenprojekten noch enger zusammenbringen. Denn eines ist klar: In herausfordernden Situationen wie einer Ergebnis- oder Liquiditätskrise, braucht es das Zusammenspiel verschiedenster Kompetenzen – leistungs- und finanzwirtschaftlich, damit der Turnaround gelingen kann. Genau das stellen wir mit unserem Team sicher.

Per costruire un vero strumento di ricerca giuridica non basta la migliore tecnologia, servono le migliori fonti. Sono lieto di annunciare che in Legora abbiamo completato l’integrazione delle fonti italiane, comprese le pronunce della Cassazione e la giurisprudenza di merito. Ogni citazione apre il documento direttamente in piattaforma, così è possibile risalire alla fonte e verificare i passaggi su cui si fonda la risposta.

Our banner at La Défense is about a lawyer cancelling dinner for the sixth time. This is what the time back can look like. 7.5 km through Paris, six letters, one Saturday morning. Also a simple way to say we are here. A Paris team that picks up the phone, comes to your office, and occasionally runs past it. Legora is in Paris, hiring in Paris, and the run club already has shirts. Run prompts. Run contracts. Run the deal. Run the room. Run legal. Run Paris.

Hard to believe we’re already heading into the final stretch of 2026. I've spent some time recently thinking about what’s actually moved the needle for clients this year, and it keeps coming back to our work with alliances. At PwC, we’re continuing to build and strengthen our ecosystem of strategic alliances. Pairing the right people with the right tech to help our clients drive results, whether in AI automation, cloud solutions, cyber resilience, or beyond. Excited to see what the next few months bring and what’s in store for the year ahead. https://lnkd.in/gF3G7-Tx #SoYouCan

De paperclip is al ruim honderd jaar toe aan een goede innovatie. Of misschien juist niet. Kijk naar een paperclip, wasknijper of ritssluiting en er lijkt weinig bijzonders aan. Ze doen wat ze moeten doen en niemand ligt ’s nachts wakker van versie 2.0. Maar dat is ooit anders geweest. Bij de paperclip verschenen rond 1900 allerlei verschillende ontwerpen en patenten. Met andere vormen, lussen en manieren om papier bij elkaar te houden. Met de wasknijper gebeurde iets vergelijkbaars in de tweede helft van de negentiende eeuw. En ook de ritssluiting kende jarenlang verschillende mechanismen voordat de vorm ontstond die we nu herkennen. Eerst wordt er dus volop gezocht. Het ene idee volgt het andere op, totdat er langzaam iets gebeurt: het product is functioneel zo’n beetje af. Niet letterlijk natuurlijk. Materialen kunnen beter, productie kan goedkoper en een ontwerp kan slimmer worden gemaakt. Maar niemand verwacht volgend jaar een paperclip die onze kijk op papier bij elkaar houden voorgoed verandert. Dat zie je ook terug in de maakindustrie. In het begin zit de vooruitgang vooral in het product zelf. Daarna verschuift die naar alles eromheen: goedkoper produceren, betrouwbaarder leveren, eenvoudiger monteren of langer meegaan. Wanneer de basis van een product grotendeels is uitgekristalliseerd heeft het weinig zin om een volgende productdoorbraak na te streven. De innovatie kan dan juist in het productieproces, materiaalgebruik of de toepassing zitten.

Working on a deep tech breakthrough and looking for funding to take the next step? Turning promising research into a product can take years of development, testing, and investment. Finding funding that fits your stage of development is part of that process. The European Innovation Council (EIC) provides funding on a scale that can make a substantial difference. To give an indication: its 2026 programs offer grants of up to €4 million and equity investments of up to €30 million, depending on the funding program and your stage of development. On November 19, the EIC is hosting an online information day about its funding opportunities for 2027. The program covers four routes: 1. EIC Pathfinder: advanced research into breakthrough technologies. 2. EIC Transition: turning research results into innovation opportunities. 3. EIC Accelerator: developing and scaling breakthrough innovations. 4. EIC STEP Scale Up: scaling strategic technologies in Europe. If funding is holding back your next stage of development, put November 19 in your calendar. The sessions will help you understand which EIC opportunities to explore and how to prepare for 2027. See link in the comments for the program and registration.

𝗚𝗲𝘀𝘁𝗲𝗿𝗻 𝘄𝗮𝗿 𝗶𝗰𝗵 𝗻𝗼𝗰𝗵 𝗽𝗿𝗶𝘃𝗮𝘁 𝗵𝗶𝗲𝗿. 𝗔𝗺 𝟭𝟴. 𝗡𝗼𝘃𝗲𝗺𝗯𝗲𝗿 𝗯𝗶𝗻 𝗶𝗰𝗵 𝘄𝗶𝗲𝗱𝗲𝗿 𝗱𝗮. 𝗔𝘂𝘀 𝗴𝘂𝘁𝗲𝗺 𝗚𝗿𝘂𝗻𝗱. Im Bergson Kunstkraftwerk sprechen wir bei unseren PM-Perspektiven über darüber, wie wir 𝗣𝗿𝗼𝗷𝗲𝗸𝘁𝗲 𝘂𝗻𝗱 𝗣𝗼𝗿𝘁𝗳𝗼𝗹𝗶𝗼𝘀 𝗲𝗿𝗳𝗼𝗹𝗴𝗿𝗲𝗶𝗰𝗵 𝘀𝘁𝗲𝘂𝗲𝗿𝗻, wenn Veränderung nicht mehr die Ausnahme, sondern der Normalzustand ist? 𝗣𝗿𝗼𝗷𝗲𝗸𝘁𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗴𝗲𝗵𝗼̈𝗿𝘁 𝘀𝗲𝗶𝘁 𝟯𝟱 𝗝𝗮𝗵𝗿𝗲𝗻 𝘇𝘂𝗿 𝗗𝗡𝗔 𝘃𝗼𝗻 𝗖𝗦. Vieles hat sich seitdem verändert. Und manches eben nicht: Am Ende braucht es Klarheit, gute Entscheidungen und Menschen, die Verantwortung übernehmen. Umso mehr freue ich mich auf den Austausch mit Projekt- und Transformationsverantwortlichen und auf Perspektiven aus der Praxis, unter anderem von unseren Experten Julian T. Leonhardt (TenneT), Dr. Jennifer Schäfer (BMW Group) und David Babapirali (Infineon Technologies). 📍 München | Bergson Kunstkraftwerk München 📅 18. November | 17:30 Uhr Wir haben noch einige Plätze. Wenn Du für Projekte, Portfolios oder Transformation Verantwortung trägst: Komm dazu. Hier geht’s zur Anmeldung für München https://lnkd.in/eCaDQTA8

Når en medarbejder siger op, er reaktionen næsten altid den samme: Find en ny, gerne hurtigst muligt. Det forstår jeg godt. Men i mit arbejde med rekruttering ser jeg igen og igen, at de bedste ansættelser sker, når man tør stoppe op et øjeblik og spørge: Skal vi egentlig finde en, der kan det samme som den, der gik? Eller er det nu, vi skal hente noget nyt ind? Det spørgsmål dykker vi ned i til vores webinar 'Sådan styrker I forretningen gennem rekruttering". 👀 Tirsdag d. 3. november. 45 minutter med konkrete greb til jeres næste ansættelse. Tilmeld dig her: https://lnkd.in/eR6wTMzA

Sales has changed a lot since I founded Force Management with Grant Wilson in 2003. This was before the subscription boom, consumption pricing, PLG models…and we spent 90% of our time on the road. When we created Command of the Sale 23 years ago, the tools we used were different, but the fundamentals of great sales execution were the same. Now sales teams have access to ten thousand times the information and technology to reach buyers. With great power comes great responsibility. The responsibility of today’s revenue leaders is managing the flow, context and usage of massive amounts of data and intelligence to and from their sales team. Making the right things visible at the right time, managing accuracy, ensuring people know how to use the extremely powerful tools they have at their fingertips. It’s no small task, and that’s why Command of the Sale has evolved to address that growing complexity. Every part of CoS — message, qualification, required capabilities, differentiation, proof, mapping influence, manager operating rhythm, and now Revenue Workflow Optimization — is designed to distill your sea of inputs into what truly matters: communicating and creating value. It’s what won decades ago and it’s what wins today. That part hasn’t changed. I’ve seen it, and so have our nearly 200 customers who reached $1B+ valuation. Your revenue system is unpredictable because it’s overwhelmed with data, signals, tools and individual players. They’re all critically powerful — but only when they’re moving in one forward motion. Command of the Sale 2.0 creates order out of that chaos. I’m fired up about how this new and improved version of CoS will transform our customers’ revenue engines. Reach out if you’d like to discuss. https://hubs.li/Q04BQZ0M0 #CommandOfTheSale #SalesEnablement #SalesProcess #BeElite

AI is really good at getting middling, dreadful, time-sucking work that we hate doing. So why do we keep pointing it at the work that depends on a connection to one's flawed humanity and lived experience? I see people all over my feeds outsourcing so much of themselves to AI, contributing to the uncanny homogenization of creative output, while the unsexy stuff: systematizing things and automating the busywork, goes untouched. How I use AI across the Gather Signal itself is a great example: we use AI across post-production, using it to scale, structure, and coordinate the merchandizing of the primary work, including paid media, shorts production, and reporting. What we *don't* do is let it near the recording or editing of the full episode. That's where the delta in quality shows up (IMO). Check out the full episode here: https://lnkd.in/ew_X_PQf What's one task you'd happily hand to #AI, and one you never would?

𝐇𝐯𝐨𝐫𝐝𝐚𝐧 𝐟𝐨𝐫𝐞𝐠𝐚̊𝐫 𝐝𝐞𝐭 𝐞𝐠𝐞𝐧𝐭𝐥𝐢𝐠, 𝐡𝐯𝐢𝐬 𝐦𝐚𝐧 𝐯𝐢𝐥 𝐤ø𝐛𝐞 𝐞𝐧 𝐞𝐫𝐡𝐯𝐞𝐫𝐯𝐬𝐠𝐫𝐮𝐧𝐝 𝐡𝐨𝐬 𝐨𝐬? Det er faktisk ret enkelt 👇 1. Vi tager en snak om, hvor meget plads I skal bruge, og hvad I skal lave på grunden 2. Vi tager ud og kigger på grunden sammen 3. I kan reservere grunden for 25.000 kr., som bliver trukket fra købsprisen 4. Vi hjælper med kontakten til de rigtige folk i kommunen, så lokalplan og byggesag kommer godt fra start Lige nu har vi 𝐥𝐞𝐝𝐢𝐠𝐞 𝐠𝐫𝐮𝐧𝐝𝐞 𝐩𝐚̊ 𝟏𝟎.𝟎𝟎𝟎-𝟒𝟎.𝟎𝟎𝟎 𝐦² 𝐢 𝐁𝐮𝐝𝐬𝐭𝐞𝐝𝐩𝐚𝐫𝐤𝐞𝐧 𝐦𝐞𝐥𝐥𝐞𝐦 𝐒𝐭ø𝐯𝐫𝐢𝐧𝐠 𝐨𝐠 𝐒ø𝐫𝐮𝐩, 𝐡𝐞𝐥𝐭 𝐮𝐝𝐞 𝐯𝐞𝐝 𝐄𝟒𝟓. Der er plads til produktion og industri op til miljøklasse 5. Så hvis I går med flytte- eller udvidelsesplaner, så skriv eller ring til mig. Så finder vi ud af, om det giver mening 😉 Se grundene her: https://lnkd.in/e3KJBZ5i Business Rebild Rebild Kommune

Pleased to share some feedback the Condor Group team received following a recent client engagement with Bright Ascension Ltd. Using our Executive Workshop methodology we worked with their senior leadership team in surfacing where alignment really exists, identify the critical differences that need resolving, and create a clear path from strategic ambition to execution. It was our first piece of work together - thank you to the client team for their trust and openness throughout.

AI-fouten zijn onvermijdelijk. Onzichtbare AI-fouten zijn een bestuursrisico. Veel gesprekken over AI gaan over de kwaliteit van het model. Hoe nauwkeurig is het, hoe vaak hallucineert het en welk systeem presteert het beste? De kwaliteit van het model is belangrijk. In mijn werk bij DAIGA zie ik dat minstens zo belangrijk is hoe de organisatie afwijkingen herkent en erop handelt. Een fout in een interne samenvatting heeft andere gevolgen dan een onjuist klantantwoord of een analyse waarop een managementbesluit wordt gebaseerd. Daarom kan de controle niet voor iedere toepassing hetzelfde worden ingericht. Bij de ene use case is een snelle menselijke check voldoende. Bij een andere zijn vaste kwaliteitscontroles, steekproeven, escalatieregels of volledige beoordeling vóór gebruik nodig. Daarvoor moet duidelijk zijn wie verantwoordelijk is, welke afwijkingen worden gemonitord en wanneer een uitkomst niet zonder meer mag worden overgenomen. Ook moet bekend zijn welke beslissingen volledig bij mensen blijven en waar AI analyseert of adviseert. De leverancier van het model bepaalt die inrichting niet voor je. De organisatie kiest zelf de rollen, risicogrenzen, controles en escalatiemomenten. Menselijke controle vraagt meer dan achteraf op “goedkeuren” klikken. De beoordelaar moet context, onzekerheid en mogelijke gevolgen kunnen wegen. Hoe merkt jouw organisatie dat een AI-uitkomst onjuist, onvolledig of buiten de afgesproken grenzen valt?

הצלחה משמעותית נוספת למשרד - כעת בראי העיתונות - פסק הדין של בית המשפט העליון בדיון נוסף, שהכריע וסגר סופית תשלום של 500,000,000 ש"ח למקורות https://lnkd.in/dF3hUDR4