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Semiconductor facilities in Taiwan are trucking in water from outside their local watersheds just to keep production lines moving, and industry data suggests 40% of existing global chip manufacturing capacity will face high to extremely high water risk by 2030. Climate pressure like that lands on top of geopolitical disruption, and the electronics supply chain absorbs both at the same time. In a recent piece for ESG Dive, I write about how industrial AI can help manufacturers run on fewer resources, simulate disruptions before they arrive, and find alternative sources when a shipping lane closes. I also write about the other side of the equation, because the data centers behind AI carry a large resource footprint of their own, and the technology has to meet the same sustainability standard it is helping the rest of us reach. Resilience and sustainability can move together, and I think our industry is well placed to show it. If you lead operations or sustainability at your company, where do you see industrial AI making the biggest difference in how you respond to supply chain shocks? ESG Dive https://lnkd.in/gFcFJ4nm

Today Yuma AI (YC W23) ships Voice. A real phone number, answered by AI, taking real actions in a merchant's backend while the customer is still on the line. Skip a delivery, fix an address, process a refund, confirmed out loud before anyone hangs up. This is the biggest thing we've shipped in 2026, and I want to be precise about why. It's not a phone bot bolted onto the side. It's the same agent merchants already run on email and chat, now picking up the phone. Same knowledge, same processes, same guardrails and hard limits. Nothing to retrain, nothing to configure twice. Anyone can put a voice model behind a number. Putting an agent behind it that already knows your policies, your catalogue and your customers, and can act on them mid-call, is a different thing entirely. On the phone there's no ticket queue to fall back on. The customer asks, and Yuma has to find the order, check the policy and make the change while they wait. That's the bar we built for. There's no draft to review, no delay to hide behind. The agent either resolves it or it doesn't. So the goal is full resolution, and Yuma goes for it. When a call lands outside the SOP or policy a merchant set, the handoff is built in: transfer the live call, collect an email and follow up, or route a ticket with the recording and transcript attached. You choose which. Every call gets recorded, every action on the record. 30+ languages, and it follows if the caller switches mid-sentence. Plugs into the helpdesk, commerce stack and telephony a merchant already runs. We've built a fictional coffee brand Daybreak Coffee so you can test it on real scenarios without anyone's data at risk: https://yuma.ai/voice-demo You can call it yourself, no phone number needed, straight from your browser. You can even test a guardrail by asking our Voice AI agent Emily for a refund, a new credit card, or an unrelated trivia question. She should decline and steer you back to Daybreak Coffee. Tell me if you get her off track! Huge thanks to the Yuma engineering team, who did the actual work here 💜 #ecommerce #customersupport #voiceAI #GTM #productlaunch

When was the last time you bought something on your own website? Went through the full flow? The hurdles, the popups that don't close? The checkout button that disappears? Like, end to end, doing a real purchase, like a customer would? On this latest episode of CX After Hours, we got very lucky to host Zoe Kahn. She shared her 10% Fix: shop your own site. At least once a quarter, ideally every month, and every time you ship something new! Place an order, a real one. Check that the loyalty points actually landed. Read the emails that go out. Click those buttons that you added 2 years ago but haven't clicked since. In short, actively try to break things! A small change in one corner of the stack can quietly break something 3 steps downstream... If you do not find it, your customers will. And then, as always, it shows up in the support inbox. 😏 Which leads to one key point Zoe made in this episode: the support inbox is where the consequences of every decision in the business show up. It is the foundation of CX. Zoe previously led CX and retention at Chomps and Ghost, and now runs Inevitable Agency. Anya Kelly and I had a great time with her 🎙️ Full episode in the comments.

I've watched dozens of bootstrapped SaaS founders pour 6 figures into paid ads, convinced it'll be the thing that finally scales them. But the math doesn't care how badly you want it to work. It cares about your funding model and what stage you're actually in. #saas #growth

Five years ago, the world scrambled for any laptops available to keep the lights on and allow people to work from home. Now, those same machines are going through a replacement process, just as we are standing at the edge of a massive IT supply chain crisis. The industry is telling you that you have no choice but to pay the premium. Manufacturers are hiking prices due to RAM and SSD increases, and lead times are growing. They want you to believe "new" is the only way to stay resilient. I believe that is a lie. It is a logic built on waste – both financially and physically. At Circular Computing, we provide enterprise-grade HP, Dell, and Lenovo laptops at scale. We call it "The New New®." This isn’t "second-hand" tech. It is remanufactured to perform like new, but costs up to 40% less and saves CO2, water and minerals with every unit. We only rent this planet from the next generation and buying new isn’t a badge of honour - but being resourceful to get through a crisis is.

It felt like I could run Agileday demos almost in my sleep and with my eyes closed. 😆 But the last few days and weeks have been different. After hundreds of meetings and demos, I knew the workflows and scenarios by heart. But the latest Agileday release with MCPs, prompts, agents and automations changed all of that. The number of variations and possibilities has exploded. Now deviation and margin analysis with suggestions happens automatically. Delivery setups with tailored CVs are ready right after you create the opportunity in CRM. And so on. And to be honest, it has been hard to let go of the old patterns and think in a completely new way about how different use cases can be handled through agents and automation. Suddenly, things we used to only wish for are now possible. Super proud of our brilliant development team. Incredible work! More information about the new amazing release here: https://lnkd.in/dv_iXDjG

14,000 submissions from more than 20 countries. One winner in financial services. We're very proud that Codat won Best AI Solution in Financial Services at Microsoft's Global AI Hackathon. Banks often rely on statements, spreadsheets and periodic reviews to understand their business customers' finances. Codat gives them a regularly refreshed view through consented connections to accounting and ERP systems. Our Banking AI Assistant combines that financial picture with the bank's own products and relationship context, and surfaces relevant opportunities directly in Microsoft Copilot. The numbers are calculated from agreed definitions over consented accounting data. Microsoft Copilot explains what they mean. The banker decides what to do. In our hackathon demo, the assistant identified $2.4m in payments to card-accepting suppliers, 27 additional days of payment terms and around $34k in potential annual rebates. It's a practical way to turn reliable financial information into better conversations with business customers. More on the winning solution: https://lnkd.in/eKEv-VXv

Der wichtigste Button im KI-Service könnte heißen: Mit einem Menschen sprechen. Stell dir eine Kundin vor, die ihre Stromrechnung nicht versteht. Sie öffnet den KI-Assistenten. Bevor sie ihre Frage eintippt, sucht sie den Weg zu einem Menschen. Sie findet ihn. Und beginnt das Gespräch mit der KI. Das wirkt widersprüchlich. Die sichtbare Alternative könnte ihr aber genau die Sicherheit geben, es auszuprobieren. Sie behält die Entscheidung. Sie muss keine Angst haben, im System festzustecken. Das legt eine Studie mit 3000 Teilnehmern zum Kundenservice nahe (link zur Studie im Kommentar). Eine menschliche Alternative verbesserte die Bewertung des KI-Angebots und verringerte Bedenken. Wie wichtig dieser Weg ist, zeigt der Vergleich zweier Serviceprozesse. Im ersten fehlt der Weg zum Menschen. Die KI versteht die Rechnungsfrage nicht. Die Kundin formuliert um. Wieder dieselbe Antwort. Irgendwann schließt sie das Fenster. Die Rechnung bleibt ungeklärt. Im zweiten übernimmt eine Mitarbeiterin. Sie bekommt den bisherigen Dialog und die offene Frage mit. Die Kundin muss ihre Geschichte nicht noch einmal erzählen. Die Mitarbeiterin klärt die Rechnung. Wer ausschließlich vermiedene Mitarbeiterkontakte zählt, könnte den ersten Verlauf besser bewerten. Kein Mensch beschäftigt. Automatisierungsziel erreicht. Das Dashboard feiert. Die Kundin hat aufgegeben. Ein vermiedener Mitarbeiterkontakt kann auch ein verlorener Kunde sein. Service zu entlasten ist sinnvoll. Nur sollten wir dabei erkennen, ob Arbeit erledigt wurde oder ein Kunde mit seinem Problem verschwunden ist. Aus meiner Sicht gehört deshalb der gesamte Verlauf in die Auswertung. Also drei Ausgänge: durch die KI gelöst, nach einer Übergabe geklärt oder abgebrochen mit unbekanntem Ausgang. Dazu kommen die gesamte Lösungszeit und erneute Kontakte zur selben Frage. Eine Übergabe ist ein sinnvoller Teil des Service, wenn sie zur Lösung führt. Dafür braucht es einen sichtbaren Zugang, den bisherigen Gesprächskontext und klare Zuständigkeiten. Außerhalb der Servicezeiten gehört eine verlässliche Rückrufoption dazu. Das Serviceversprechen dahinter ist einfach: Du kannst hier anfangen. Und wenn du nicht weiterkommst, übernehmen wir. Wie siehst du das, Weiterleitung zum Mensch anbieten oder konsequent auf KI setzen?

The light died in the middle of a student's end of year thesis shoot. Someone had reported it three weeks earlier. This one comes up a lot when I talk to campus production teams. The studio is booked for a senior's thesis film. Last scene of the day. Mid-take, a studio light flickers out, and 12 people are standing in the dark. The students go find the equipment manager. She calls the studio technician. Now it's an emergency. He's on a ladder within the hour. He fixes it. Before he goes home, he searches the shop inbox. There it is, from three weeks ago: "light 3 acting weird?" He doesn't even know who sent it. Someone reacted. Nobody tagged maintenance. Nobody ignored it. It just had nowhere to go except an inbox, so the light stayed in use until it failed with a full crew under it. A 5:30 p.m. emergency, for a problem someone reported three weeks earlier. What I see work: whoever spots the problem flags the light in an app, right then. The light can't be booked until it's fixed. The technician gets a repair work order with the light's history and who reported it. So it gets fixed before the next shoot, not in the middle of one. Here's how campus teams keep gear ready: https://lnkd.in/e6fSWDds

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.

𝟯𝟬𝟬 𝗮𝗮𝗻𝗺𝗲𝗹𝗱𝗶𝗻𝗴𝗲𝗻 𝘃𝗼𝗼𝗿 𝗷𝗲 𝗲𝘃𝗲𝗻𝘁. 𝗚𝗲𝘄𝗲𝗹𝗱𝗶𝗴! 𝗠𝗮𝗮𝗿 𝗵𝗼𝗲𝘃𝗲𝗲𝗹 𝗺𝗲𝗻𝘀𝗲𝗻 𝗸𝗼𝗺𝗲𝗻 𝗲𝗿 𝗱𝗮𝗮𝗱𝘄𝗲𝗿𝗸𝗲𝗹𝗶𝗷𝗸 𝗼𝗽𝗱𝗮𝗴𝗲𝗻? Vooral bij gratis events is no-show een bekend probleem. Mensen melden zich enthousiast aan, maar op de dag zelf blijft een deel van de stoelen leeg. En dat is niet alleen vervelend voor de organisatie. Ook sprekers, workshopleiders en cateraars merken de gevolgen. We kijken vaak naar het aantal registraties als maatstaf voor succes. Maar een inschrijving zegt nog weinig over hoe betrokken iemand werkelijk is. En daar ligt volgens mij een belangrijke kans voor eventmanagers. Want hoewel je no-show nooit helemaal kunt voorkomen, kun je deelnemers wel helpen om bewuster voor jouw event te kiezen. Hoe bouw je aan die betrokkenheid? En waarom is het soms juist goed om deelnemers de mogelijkheid te geven om zich af te melden? In deze video deel ik mijn kijk op no-show en geef ik graag praktische adviezen. #eventmanagement #eventorganisatie #Yellenge

Most supplier shortlists have the same blind spot: the suppliers nobody contacted. I learned that early. At uni I ran a small clothing brand and spent weeks trying to find a factory. Directories, trade fair lists, cold emails. I wrote to a handful, chased the ones that didn't answered, and picked the best of a tiny sample. I never knew what I’d missed. Procurement teams do the same search for hundreds of categories a year, with far more at stake, and most of it still happens in email and spreadsheets. On Friday we shipped RFx in Speya. Describe what you need, and Speya finds and vets the right suppliers, then sends the request to all of them at once. We tested it on our own cleaning contract: one request, 100 providers, and several quotes beat what we pay today. I can now do in minutes what I couldn’t do back then. More importantly, so can a category manager with 40 open requests. If your team still runs RFQs by hand, I’d like to hear where it hurts most.

For HCPs in the UK and Ireland only. This post has been developed in collaboration with, and funded by, Boehringer Ingelheim. References available via the linked resource below. We wouldn't do a cardiovascular disease review without a blood pressure reading. So why do we do them without a uACR? Sometimes we come across data so stark that it makes you stop and think – how can we do better in our clinical practice? 66% of adults with recorded hypertension in England did not receive a uACR test in the last 12 months preceding December 2025 [Data extracted from CVDPrevent; accessed at: https://lnkd.in/di3xrbEy]. CKD isn't just a kidney problem, it is a cardiovascular problem! People with CKD are 6x more likely to experience a major cardiovascular event and are more likely to die from a heart attack or stroke than ever reaching end-stage renal disease (Based on Greater Manchester data) [Boehringer Ingelheim. Data on file. CRM 2-131025]. Albuminuria, measured by a urine ACR test, is an independent cardiovascular risk marker. Even modest rises can be associated with dramatically higher CV risk, including a 69% increased risk of CV disease [Xia et al, Int J Clin Exp Med 2015]. And it can signal damage to the structure of the kidneys way before eGFR has moved at all. The uACR test is simple. It's cheap and it requires little more than the right bottle to collect it in. When interpreted alongside clinical assessment, eGFR and other established cardiovascular risk factors, uACR identifies people with or at risk of kidney damage earlier, enables better risk stratification, and informs timely use of evidence-based therapies that can slow progression and reduce CV risk in accordance with current clinical guidance. Yet, despite all our guidelines recommending testing, the majority of patients with hypertension are being missed, meaning we can’t know for sure just how high their cardiovascular risk is… We can do better. uACR should be part of every cardiovascular review. 👇 Watch the video and click on the link below for more. And if this resonates, share it. Let's get the word out there and let’s get testing. https://lnkd.in/dc-pFrWg NP-GB-107940 v2 | October 2026

Funcionário de maquininha é financiário? O que diz o Tema 177 do TST e como a Justiça vem decidindo nos casos Stone, PagBank, Cielo, Rede, Mercado Pago, Alelo, GetNet, Brasil Card, Creditas, entre outros. Trabalha vendendo maquininha, antecipação de recebíveis ou empréstimo para lojista? Você pode ser financiário, com jornada de 6 horas e os direitos da convenção coletiva da categoria. O Pleno do Tribunal Superior do Trabalho fixou tese vinculante no Tema 177 (RR-0011793-60.2023.5.18.0241): "Os empregados das administradoras de cartão de crédito enquadram-se na categoria profissional dos financiários." Na prática, isso significa: ✔ jornada de 6 horas diárias e 30 semanais (art. 224 da CLT e Súmula 55 do TST); ✔ horas extras a partir da 6ª hora; ✔ piso, reajustes, PLR, vale-refeição e vale-alimentação da convenção coletiva dos financiários. "Mas a minha empresa diz que é instituição de pagamento." Esse é o argumento mais usado pelas empresas, e o TST já sinalizou que o Tema 177 não se estende automaticamente às instituições de pagamento. Mas o que define o enquadramento é a atividade real, não o nome no CNPJ nem o registro no Banco Central. É o princípio da primazia da realidade (art. 9º da CLT). A própria empresa do caso que originou o Tema 177 opera hoje como instituição de pagamento. Os Tribunais Regionais têm reconhecido isso: • o TRT da 4ª Região (RS) tem reiterado o enquadramento de empregados da Stone como financiários; • o TRT da 1ª Região (RJ), pela 10ª Turma, manteve condenação da Stone que reconheceu empregado como financiário; • o TRT da 8ª Região (PA/AP) reconheceu como financiária uma ex-empregada da Stone que atuava com antecipação de recebíveis, empréstimos e contas digitais. ⚠ Atenção ao prazo: você tem 2 anos, contados da rescisão do contrato, para entrar com a ação trabalhista. Passado esse prazo, perde o direito de cobrar. Dentro da ação, é possível cobrar os últimos 5 anos, contados da data em que o processo é ajuizado (art. 7º, XXIX, da Constituição, e Súmula 308, I, do TST). Cada mês de espera é um mês a menos de direitos. Se você trabalha ou trabalhou em empresa de maquininha, conta digital ou crédito: 1. Registre o que você realmente fazia: oferta de empréstimo, capital de giro, antecipação de recebíveis, abertura de conta, metas de produtos financeiros. 2. Guarde e-mails, mensagens, prints de sistemas e registros de jornada. 3. Não deixe o prazo de 2 anos correr. Cada caso depende da prova das atividades exercidas. Se você se identificou, vale uma análise individual. 📲 *Trabalha com maquininhas de cartão, antecipação de recebíveis ou empréstimos para lojistas?* Você pode ter direito ao enquadramento como financiário e a benefícios como jornada de 6 horas, horas extras e direitos previstos na convenção coletiva da categoria! 👉 *Clique no link nos comentários e saiba mais sobre seus direitos!*

Onze podcast 𝐆𝐞𝐰𝐨𝐨𝐧, 𝐨𝐯𝐞𝐫 𝐆𝐞𝐥𝐝 is live! 💸 Waarom is geld voor de een nooit genoeg, terwijl de ander alles weggeeft? Waarom geeft het de een vrijheid en de ander juist angst? En wat blijft er van je over als het ineens verdwijnt? Jacqueline van den Ende gaat hierover in gesprek met een aantal zeer bijzondere gasten. Jacqueline richtte Carbon Equity op vanuit de overtuiging dat geld bepaalt wat groeit, wat verdwijnt en welke ideeën een kans krijgen. In haar rol als CEO spreekt ze veel ondernemers en investeerders. Dit zijn mensen die bedrijven opbouwden, vermogens verdienden en soms ook veel kwijtraakten. Die gesprekken gaan bijna nooit alleen over geld. Ze gaan over vrijheid. Angst. Status. Controle. Bewijsdrang. Over hoeveel genoeg is en waarom dat voor iedereen iets anders betekent. Precies daarover gaat deze podcast. In aflevering 1 spreekt Jacqueline met Jort Kelder. Jort beweegt zich al decennialang tussen geld, macht en status. Als voormalig hoofdredacteur van Quote kent hij de codes van rijk Nederland, maar hij kijkt er ook met de nodige ironie naar. Hij praat over geld als vrijheid en als last. Wanneer maakt vermogen je vrij en wanneer wordt het iets dat je moet beschermen? En wat heb je uiteindelijk aan rijkdom als er niemand is om die mee te delen? Link in de comments. Volgende week komt aflevering 2 met Robert Vis, dus stay tuned! Special thanks to Freek van Leeuwen voor de fijne samenwerking.

Als CEO sehe ich täglich, wie viel Potenzial in Büroflächen verschenkt wird. Hybride Meetings, die nicht funktionieren. Schreibtische, die leer bleiben. Technik, die mehr Aufwand macht als sie abnimmt. 💻💡 Das muss nicht so sein und genau darum geht es in unserem neuen E-Book. Gemeinsam mit unseren Partnern deskbird und RICOH Deutschland GmbH zeigen wir, was ein Smart Office wirklich ausmacht, welche Vorteile es bringt und wie der Weg dorthin aussieht. Denn Raum, Organisation und Technologie müssen zusammen gedacht werden, nicht getrennt. 👉 Jetzt kostenlos herunterladen: https://hubs.li/Q04xXzKJ0 #SmartOffice # designfunktion #EBook

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.

Before I jumped into live audio full-time, I was the musician who couldn’t relax until every cable was neatly run and traveling gear was clearly labeled. Now I help manage $2M in live audio equipment at the David Geffen School of Drama at Yale. Three main theaters. Over twenty theatrical productions a year. Zero permanent sound systems. Because designing the system is a part of our students’ education. That means our gear never stops moving. So we brought it all into one system with Cheqroom, and it freed up about 80% of my brain power. On Wednesday, November 11 at 12PMET, I’m joining Cheqroom’s Customer Spotlight Series to share: - How we let students see everything while editing only their own reservations. - How custom fields help students filter gear by spec and pull manuals mid-load-in. - How we rolled it out to our MFA students and technical interns, and what they think so far. If you wrangle gear for a school, theatre, or production team, come hang out! And bring your questions 😁 Register here: https://lnkd.in/eGaF-mt8

We’re actively hiring across Engineering, Data, AI, Growth, CX, Finance, Legal, and more 🚀 Looking for curious, ambitious people with an entrepreneurial mindset. Here’s what makes Zimran different: Asymmetric Growth. From junior to expert IC, or from individual contributor to founder and CEO of a business within our ecosystem — all within a few years. No predefined career ceilings. Unfair Advantage. Independent capital to back bold ideas and build new businesses. Ambitious people who raise the bar for each other. Deep performance marketing expertise, data-driven decisions, and a global partner network. Everything you need to build and scale consumer tech products for millions of users in 200+ countries. Freedom to Create. Decisions made by people closest to the problem, not layers of management. The autonomy to experiment, challenge existing approaches, and take full ownership of the results. All part of our ambition to build the best environment for entrepreneurship and asymmetric growth. Explore open roles → https://zimran.io/ Don’t see your role, but think we’d be a good match? My DMs are open 💚

Bei adesso SE bleibt gerade kein Stein auf dem anderen. Mit Absicht. ☝️ KI ist nichts, was wir auch machen. KI ist, was wir machen. Deshalb bauen wir adesso gerade komplett um. Wir nennen das move AI. Für unsere Kunden ist das eine gute Nachricht. Denn am Ende zählt nur, ob eine KI-Lösung im Betrieb besteht, in der Qualität überzeugt und sich wirtschaftlich rechnet. Darauf richten wir alles aus. Was das konkret heißt, erkläre ich in knapp einer Minute. Wenn ihr euer Unternehmen neu aufstellen müsstet: Was würdet ihr als Erstes infrage stellen? Mehr zu move Ai ➡️ https://lnkd.in/efzpbc5r

Stell Dir vor, Dein nächster Kollege braucht Zugriffsrechte, aber keinen Arbeitsvertrag. Du bereitest ein Onboarding vor. Name, Aufgabe, Zugänge. Diesmal für einen KI-Agenten. Er soll Kundenanfragen vorbereiten, offene Vorgänge verfolgen und Deinem Team Arbeit abnehmen. Klingt gut. Bis Du im Formular bei den Berechtigungen ankommst. Kundendaten lesen ist schnell angekreuzt. Angebote verschicken, Rabatte zusagen und Vorgänge schließen brauchen schon etwas mehr Nachdenken. Microsoft macht dieses Gedankenexperiment mit dem angekündigten Copilot Autopilot greifbar. Der Agent soll eine eigene Identität bekommen und mit steuerbaren Berechtigungen arbeiten. Laut Ankündigung vom 25. September war dafür zunächst eine private Vorschau vorgesehen. Die Aussicht auf Entlastung ist nachvollziehbar. Nur sitzt Du jetzt vor einer Führungsaufgabe. Du musst festlegen, welche Arbeit Du abgibst. Und wer für das Ergebnis geradesteht. Nehmen wir die Vorbereitung eines Kundenangebots. Der Agent sammelt Vertragsdaten und formuliert einen Entwurf. Dann findet er zwei unterschiedliche Preisstände. Ohne klare Regel könnte aus einer Zeitersparnis eine falsche Zusage werden. Ich würde deshalb für den ersten Einsatz vier Dinge auf einem Blatt festhalten: Die Aufgabe wird konkret beschrieben. Zum Beispiel ein prüffähiger Angebotsentwurf mit nachvollziehbaren Quellen. Damit lässt sich beurteilen, ob die Vorarbeit tatsächlich hilft. Die Zugriffsrechte passen zu dieser Aufgabe. Vertragsdaten lesen kann dazugehören. Preise ändern und Angebote versenden bleiben getrennte Freigaben. Für Rückfragen gibt es klare Auslöser. Bei widersprüchlichen Daten oder einer fehlenden Kondition stoppt die Bearbeitung. Eine benannte Person entscheidet über das weitere Vorgehen. Auch die Kontrolle bekommt einen Verantwortlichen. Jemand prüft Ergebnisse, schaut auf Fehler und Nacharbeit und kann den Agenten bei Bedarf stoppen. Sonst wandert die eingesparte Arbeit unbemerkt in die Korrekturschleife. Das lässt sich mit einem überschaubaren Vorgang ausprobieren. So wird sichtbar, wo der Agent entlastet und wo die Delegation noch unklar ist. Wer Arbeit an KI delegiert, muss Verantwortung verteilen können. Der Firmenausweis ist schnell ausgestellt. Wenn Du einen solchen Einsatz vorbereitest, lass uns an einem konkreten Vorgang Aufgabe, Zugriffsrechte und Freigaben durchgehen.

Miete die Hälfte. Mach es doppelt so geil. Aber wie funktioniert das eigentlich in der Praxis? Genau darüber möchte ich mit euch sprechen. Am 4. November startet in Köln unsere deutschlandweite Roadshow zur Zukunft unserer Arbeitswelt. Gemeinsam bringen Great Place To Work Deutschland, RICOH Deutschland GmbH und designfunktion drei Perspektiven an einen Tisch: Kultur. Technologie. Raum. Denn Unternehmen stehen gerade vor einem scheinbaren Widerspruch: 💰 Kosten und Flächen reduzieren. ❤️ Gleichzeitig Menschen binden und begeistern. 🤝 Und Zusammenarbeit besser machen. Ich bin überzeugt: Das geht. Aber nur, wenn wir diese Themen nicht getrennt voneinander betrachten. Deshalb wird es bei unserer Roadshow sehr konkret: Praxisbeispiele, ein interaktives Expertenpanel, zwei frei wählbare Deep Dives, ein „Walk the Space“ und vor allem jede Menge Gelegenheit zum Austausch. Mein Wunsch: Kommt nicht nur, um zuzuhören. Kommt mit euren eigenen Fragen und Herausforderungen. 👉 Auftakt: 04.11.2026 in Köln bei lise GmbH Danach geht es am 11.11 weiter nach München, Kronberg/Rhein-Main, Bielefeld, Stuttgart, Erlangen, Hannover und Berlin. Die Teilnahme ist kostenfrei. Hier euren Roadshow-Termin auswählen und anmelden: https://lnkd.in/gWSjtEW7 😀 Ich freue mich darauf, viele von euch persönlich zu sehen! #Raumwirkt #NewWork #FutureOfWork #Workplace #Leadership #Arbeitswelt

"Der er et myndigt land." Det stod på skærmen bag @Alex Vanopslagh på Centralværkstedet i Aarhus mandag aften. Hamrende godt arrangement. Oplægget handlede om, at folk skal have ansvar og tage det. Og om at styre lidt mindre oppefra. (Rolig nu, det her bliver ikke et partipolitisk opslag.) Men jeg sad og tænkte, at det faktisk er noget af det, der fungerer godt hos Finobo. En ledelse og direktion, der hjælper når der er brug for det og blander sig når det er nødvendigt. Men som ellers stoler på fagligheden og lader specialisten være specialist. Og når det ikke fungerer hos os? Så er det tit, fordi det er så pokkers menneskeligt at ville have kontrollen og styre retningen. At være helt overbevist om, at ens egne holdninger er de rigtige og de andres de forkerte. (Jeg er ikke selv en helgen, men jeg tænker sgu over det 🫣) For så forsvinder ansvaret og autonomien. Og med dem forsvinder grundlaget for at være ekstraordinær og “selvejende”. Shout out til dem. På projekt “låneberegneren” har vi været 3 mand siden start september. Det er blevet til 175 pull requests og 255 commits. Skulle hver eneste revidering i plenum og forbi toppens synsninger og "politik", så sad vi der stadig til jul. For ofte er god ledelse, at vide hvornår man leder, og hvornår man kontrollerer unødigt. 👉 https://lnkd.in/eN69B-ws Feedback er velkommen 🙏 #Finobo

AI ei muuta taloushallintoa. Me muutamme sitä. Meille Azetsilla tämä tarkoittaa syvän taloushallinnon osaamisen yhdistämistä AI:hin, automaatioon ja moderniin teknologiaan, kuten Microsoft Dynamics 365 Business Centraliin ja Baswareen. Kun teknologia, osaaminen ja prosessit kehittyvät yhdessä, taloushallinto ei vain tuota lukuja. Se auttaa liiketoimintaa tekemään parempia päätöksiä ja luomaan enemmän arvoa.