A New Paradigm For Business Of Data - World Economic Forum

2y ago
14 Views
3 Downloads
1.07 MB
24 Pages
Last View : 22d ago
Last Download : 2m ago
Upload by : Nadine Tse
Transcription

A New Paradigmfor Business of DataBRIEFING PAPERJ U LY 2 0 2 0

Cover Photo Credit: Getty Images/Orbon AlijaContents3Executive Summary41 Introduction – A Breakthrough Moment for the Business of Data51.1 New Opportunities Are Emerging 51.2 Along with New Capabilities and Technologies 51.3 Driving the Emergence of a New Paradigm for Business of Data62 New Opportunities62.1 New Value Pools72.2 New Business Models82.3 Richer Stakeholder Experiences92.4 Better Decisions103 New Capabilities113.1 Technology Enablers143.2 Non-Technology Enablers154 Conclusion – A New Paradigm for Business154.1 Stakeholder Empowerment164.2 Collaborative Ecosystems and Partnerships164.3 Sustainable Value Creation and Systems Change175 Further Reading186 Acknowledgements207 Endnotes 2020 World Economic Forum. All rightsreserved. No part of this publication maybe reproduced or transmitted in any formor by any means, including photocopyingand recording, or by any informationstorage and retrieval system.A New Paradigm for Business of Data2

July 2020A New Paradigmfor Business of DataExecutive SummaryCOVID-19 is changing the world and how weuse technology and data is changing with it.The COVID-19 pandemic represents a watershedmoment for the role of digital technologies in ourlives. We have learnt how much we rely on themand how ingrained they are in almost every aspect ofour day-to-day activities. And it seems clear that ourfuture will be increasingly digital.At the heart of the digital economy and societyis the explosion of insight, intelligence andinformation – data. Data is the lifeblood of thedigital economy. While the exponential growth ofdata has the potential to enable better outcomesand new value for all, the way businesses,governments and consumers use data can alsoexacerbate exclusion, the unequal concentrationof power and wealth, and social instability. Forbusinesses, understanding how to leverage datais a critical component to success. Businessesare challenged to balance opportunity withmaterial risks in a highly complex, often emotionaland fast-changing environment.This paper captures replicable learnings andpractices from organizations leading the way inushering in a new business paradigm for datathat empowers stakeholders, is grounded inecosystem partnerships and creates sustainablevalue for all. It provides a starting point for anongoing programme to develop new playbooksfor executive action and share lighthouseinnovations. Utilizing live, successful examplesfrom across the business community today, ithighlights:1. New opportunities for data-driven valuecreation, categorized into four archetypes:new value pools, new business models, richerstakeholder experiences and better decisions2. Powerful technologies that are opening newpossibilities for companies to protect their owninterests and those of others3. The new paradigm that these twin trendsare driving – one that leverages stakeholderinterests as a core design parameter in buildingsustainable and shared valueThis paper is intended as a starting point toadvance actionable understanding on this emergingset of approaches – to catalyse further replication,collaboration and innovation.It also represents a contribution to an ongoingset of activities across World Economic Forumcommunities. Further resources are providedfor additional reading on digital transformation,industry-specific views on data-driven value, datacollaboration and policy, operationalizing enduser agency through “good” digital identity anduse cases that leverage data and technology forCOVID-19 response.A New Paradigm for Business of Data3

1Introduction –A Breakthrough Momentfor the Business of DataCOVID-19 has dealt the world a twin crisis. We facenot only our greatest global health shock but alsoour greatest economic shock in a century.It has also provided a twin watershed moment.First, whether for school, work, health or keepingin touch with family and friends, we have realizedthe deep value of digital technologies. Second, it isdriving a deep and widespread attitude change –that we need to urgently reset the world’s economicfoundations for a more equitable, resilient andprosperous future.1Most data sits in private hands –by 2025,80%of data worldwidewill reside in enterprises3Intangible assets,including data, constituted84%,or 21 trillion,of S&P 500 company valuein 20182These are not unconnected. Business’s useof technology plays a crucial role in shaping aredefinition of economic and social systems.Digitalization is yielding vast quantities of data,which offers a wealth of possibilities for business,human well-being and the environment.5There will be almost30 billionconnected devices by 2023,more than three times theglobal population and up fromalmost 19 billion in 20184In April, the Chinese government made itofficial: the authorities now recognize data as a“new factor of production”, reflecting how it ischanging business models, industry boundariesand market structures.6 Used with wisdom, amore granular data-driven understanding ofcommunities, individuals and cells, or of complexA New Paradigm for Business of Data4

natural ecosystems, industry value chains andmaterials can open new possibilities for well-being.Handled poorly, data and analytics can be used toexacerbate inequality. The former delivers benefitswe cannot imagine; the latter delivers ills we canimagine all too well.For businesses, however, to say that data isa driver of great value leaves out half of theequation. Many companies feel they lackmaturity or actionable understanding. It is also asource of existential reputational risk or liability,regulatory constraint and commercial sensitivity.Furthermore, value and responsibility are oftenseen as being on opposite sides of a scale.However, a new wave of innovations in businessmodels and technological capabilities – driven bycompanies across every sector and region – arechanging the paradigm. This paper aims to highlightsome of these innovations, to amplify the new art ofthe possible, spark debate with and across businesscommunities and inspire a new direction of travel forbusiness leaders, entrepreneurs, civil rights activistsand policy-makers.Businesses play a critical leadership role in defining a new paradigmfor data through their business and operating model choices.While technological capabilities today are making it possible forcompanies to create immense value, organizations who can managethe fine balance between opportunity and responsibility will be theleaders of the future.C. Vijayakumar, President and Chief Executive Officer, HCL Technologies1.1 New Opportunities Are Emerging The old way of using data analytics is through afocus on increased efficiency and better post-hocdecision-making. The new way is to use datato generate top-line value. The new use casesfrequently draw on data from multiple sources,generate value for multiple entities and embedboth end user and partner interests. The NewOpportunities section (on page 6) offers definitionsand current examples of the four emergingarchetypes of this data-driven value creation:new value pools, new business models, richerstakeholder experiences and better decisions.1.2 . Along with New Capabilities and Technologies A maturing wave of technology capabilitiesenable companies to better account for theinterests of multiple stakeholders. The NewCapabilities section (on page 10) outlines someof the privacy-enhancing technologies (PETs) andrelated techniques that facilitate safe and efficientdata usage and collaboration. Some techniquesallow organizations to generate insights withoutexposing the underlying raw data (consider theexample of Points on page 11). Others allowcompanies to generate insights from data setsthat remain fragmented across a range of originallocations (consider the example of Hewlett PackardEnterprise on page 11).1.3 Driving the Emergence of a New Paradigmfor the Business of DataLeveraging new capabilities to protect the interestsof all stakeholders opens new possibilities formarket, revenue, experience and insight generationthat is sustainable because all parties benefit.opportunities. Trusted relationships with customersbuild sustainable value, new partnerships leveragecomplementary strengths while protecting the core,and governments can be proactively supported intheir goal to protect consumers.Companies that demonstrate leadership in suchmodels and practices not only are creating newA New Paradigm for Business of Data5

2New OpportunitiesLarge and small businesses are innovating datadriven approaches, increasingly motivated by risingmarket sensitivity to the interests of all stakeholders,not just shareholders. The following section outlinesFIGURE 1four new ways of creating value from data insightsaccompanied by live examples of businessesputting stakeholder-centricity into practice.Emerging opportunities for data-driven value creationArchetypeNew Value PoolsNew Business ModelsOpportunityNew revenue streams, products and services for a broader rangeof stakeholders, enabled by data insights and analyticsNew collaborative business models, enabled by ecosystempartnerships combining data setsRicher StakeholderExperiencesMore personalized, convenient and trustworthy experiences inlifecycles and contexts, enriched by dataBetter DecisionsAnalytics-based insights for better and contextualized decisionmaking, beyond improvements to operational efficiencySource:World Economic Forum2.1 New Value PoolsNew revenue streams, products and services,as well as richer insights for a broader rangeof stakeholders, all while ensuring privacy andsecurity – these are the results some businessesare achieving through data insights andtechnology. They are exchanging and combiningdata sets, codifying and selling analyticalcapabilities, and engaging with new configurationsof customers, providers and other actors to createnew markets for value generation.UP42, a subsidiary of Airbus, expandsthe market beyond the traditionalcustomer base and makes it easier tofind, buy and use geospatial productsfrom existing providers. A single scalable platformbrings together multiple providers of satellite imageryand geospatial data, analytics and machine-learningalgorithms, democratizing access to this data andthese capabilities. The company creates value forstakeholders across the whole chain – customersuse data and algorithms to solve their clients’problems faster and marketplace partners earn ashare of the revenue every time their data andcapabilities are used.7A New Paradigm for Business of Data6

Instacart, the largest online grocerydelivery platform in North America, isproviding in-depth insights on shoppingpatterns across 5,500 cities toconsumer-packaged goods companies. Based onits partnerships with more than 400 retailers and30,000 grocery stores, as well as its millions ofcustomers, Instacart’s customer intelligence offeringdelivers not only underlying data but alsoanonymized details on product sales, categorytrends, out-of-stock information and basketpenetration among new and existing customers.The result is new value to partners and a bettercustomer experience for online grocery shoppers.Hewlett Packard Enterprise (HPE) andContinental have created the DataExchange Platform as a Service which isa marketplace for mobility data. Itprovides a secure, transparent, decentralizedarchitecture for trusted vehicle sensor data sharingand payment, based on blockchain technology andsmart contracts. It offers data sovereignty andincludes a consent-management system for drivers.The platform helps car manufacturers provide moreaccurate in-car services, better driver assistance andother mobility services to reduce traffic congestion,increase safety and improve the driver experience.8 9Geospatial insights are more crucial than ever. Easy accessto geospatial technologies will enable the development ofinnovative solutions, helping to solve some of the problems weface around the globe.Dirk Hoke, Chief Executive Officer, Airbus Defence and Space2.2 New Business ModelsNew, collaborative business models are addressingindividuals’ core needs and building trust – whileenabling new business opportunities. They augmentcustomers’ data sets with external data, creatingecosystems for new opportunities and deliveringa broader range of products and services. Theyembed privacy, security and agency.Inrupt enables a distributed dataownership model. Instead of acompany storing siloed snippets ofpersonal data on their servers, usersstore it in interoperable online data stores (Pods –on page 12), giving them unprecedented choicesover how their data is shared and used. They can,for example, share their fitness data with theirhealth insurance company, or allow sharingbetween their thermostat and air conditioner. Theycan set time limits on sharing and change theirchoices at any time. Businesses and developerscan access a rich store of personal informationdrawn from all aspects of an individual’s life,unlocking innovative services, businessopportunities, ecosystems and applications. Byflipping the rules of who gets to benefit from data,Inrupt’s technology lays the groundwork for thenext era of business growth on the web.10BBVA’s data-driven banking strategy isbased on a core idea: the customerowns the data and should be able toshare it securely with whomever theywant to achieve their ambitions, even if that servicecannot be provided by BBVA. BBVA thereforeopened its Application Programming Interface (API)Market to share data with fintech start-ups andother stakeholders.11 This open, dynamicecosystem enables new collaborations, businessmodels, use cases, value-added products andcustomer experiences.12 As a further benefit, thepartners using BBVA’s API Market do not have tosecure their own banking licences to providefinancial products and services. Customers,partners and BBVA itself all benefit.13The Machine Learning LedgerOrchestration for Drug Discovery(MELLODDY) is a consortium of 10pharmaceutical companies, includingJohnson & Johnson, AstraZeneca andGlaxoSmithKline, which is pooling data to trainmachine-learning algorithms and help develop newantibiotics. Blockchain and decentralized federatedlearning (on page 11) ensure traceability whileallowing data to remain on individual companies’servers, protecting commercially sensitive andproprietary information. As the first instance in thepharmaceutical industry of a collaboration in whichartificial intelligence (AI) models are both the enablerand the recipient of data sharing, MELLODDY isaccelerating drug discovery, development andgo-to-market times while reducing costs.14 15 Itserves as a precedent for commercial partnershipsfor distributed and shared value creation forbusiness and society.16A New Paradigm for Business of Data7

The business models that dominate the web today are notinevitable. Nothing is immutable. We have the opportunity rightnow to flip the rules of who gets to link the data together andgain insight from it. A shift like that will unleash a global wave ofindividual value creation and business opportunity just like theweb itself did 30 years ago.Tim Berners-Lee, Web Inventor; Founding Director, World WideWeb Foundation; Co-Founder and Chief Technology Officer, Inrupt2.3 Richer Stakeholder ExperiencesTo sustain trust and engagement, businesses are using data to better understand consumers, employeesand other stakeholders in lifecycles and contexts, offering personalized products, tools and services anda seamless experience. Businesses are also mastering ecosystems, collaborating with or acquiring otheractors to connect their customers with other service providers and offer a richer experience.Ping An, which serves 200 million retailcustomers and 516 million internetusers, has transformed itself from anasset-heavy financial institution to anasset-light technology company, offering anecosystem of personalized services focused oncore needs in health, smart cities, mobility, financeand housing. In housing, for example, Ping An hascreated an ecosystem with multiple providers tomeet clients’ full housing needs: to find, sell or renta house, secure a mortgage and insurance, andeven find discounts for housing renovations. PingAn captures data through this platform, enabling itto deliver still more value. Ping An’s 10 platformventures have already generated over 10 billion innet new revenue.17Dassault Systèmes acquired Medidatato strengthen its 3DEXPERIENCEplatform, which combines dataintelligence and digital simulations toenhance the process and experience of research,development, production and commercialization.3DEXPERIENCE creates virtual twins (on page 13) ofproducts, facilities or people which stakeholders canvisualize, share and assess to bring personalizedmedicine and patient-centric experiences to thepublic quickly and safely.18 19 For COVID-19, theplatform is facilitating drug repurposing and clinicaltrials, the supply of critical medical equipment, rapidhospital design and construction, and remote workcapabilities and education.20Digi.me, a personal data marketplace,has already enabled consumer dataownership for more than half a millionusers. Users compile personal, financialand health data, then establish parameters forsharing and selling their data. Instead of collectingdata from consumers, businesses and developersask them to consent to share it in exchange forvalue, such as a product, service, convenience orreward.21 Companies find a new data model centredon the individual, which ensures a single source ofdata, with richness, robustness over time, accuracyand ease of use. Individuals receive value, agency,privacy and consent, all of which encourage moredata sharing. The platform has already enabled usecases spanning health and well-being, finance andbanking, and government agencies.22 23We must ensure the ‘data revolution’ is a revolution for peopleand the planet. We need to recognize that users are the true‘owners’ of the data they generate and allow them to shareit across sectors and borders in order to foster sustainabledevelopment, inclusion and equality.Carlos Torres Vila, Chairman, BBVAA New Paradigm for Business of Data8

The heart of digital transformation is trust in data. Without the rightdata, conscientiously mined, managed, protected and applied,companies will lose what is now their most precious asset – trust.Paul Daugherty, Group Chief Executive, Technology; Chief TechnologyOfficer, Accenture2.4 Better DecisionsBy 2025,49% of the world’s data will be in public cloud environments; nearly30% will be real time, allowing for faster and contextualized decision-making24Highly data-driven organizations are 3x more likely to report significantimprovement in decision-making25Analytics-based insights are helping companies make better decisions in areas ranging from business processoptimization to supply chain management, go-to-market strategies and more. Many use cases depend onpartnerships and ecosystems on data that go beyond company boundaries.26Aera Technology is using big data,machine learning (ML) and AI to developcognitive automation in the supply chain,offering real-time visibility into demand,supply, production and inventory performance.27 Witha Google-like search interface, users ask questionsand derive contextualized insights and results throughbuilt-in analytics, bolstering trust in guidance anddecision-making.28 Aera has also launched a cloudplatform for cognitive automation, allowing customersand partners to access this technology flexibly and atscale, and operationalizing change by digitizinginstitutional expertise and experience.29Kabbage, a financial technology anddata company, is automating smallbusinesses’ access to working capital.In collaboration with the United ParcelService (UPS), customers can provide access totheir transactional shipping data to informKabbage’s financial assessment of companies,automatically underwriting decisions to providesmall business loans.30Ocean Protocol, a decentralized dataexchange protocol and network, usesblockchain and decentralized federatedlearning (on page 11) to unlock dataservices and marketplaces. Users can find, exchangeand monetize data with privacy, security, auditability,transparency and compliance. Data owners haveagency over their data and its pricing, while databuyers can build AI models that train on data thatnever leaves the platform – allowing the data seller toretain privacy and control. In Singapore, wellness andhealthcare company ConnectedLife and other industrypartners have used Ocean Protocol to share andanalyse sensitive healthcare and smart home data toimprove care and independent living for people withchronic conditions. The resulting insights can also besold to home care and insurance companies forimproved product design. Roche Diagnostics is usingthe platform to support secure, real-time sharing ofmedical data from self-monitoring devices to assisthealth professionals with decision-making for patientson blood-thinning therapy.,31 32The explosion of computing power, bandwidth and storage presentsan unprecedented opportunity to increase the quality, accuracy, andspeed of decision-making by harnessing the vast troves of data thatdigitalization is yielding. When used responsibly, data unlocks newlevels of agility, utility, and societal value.Frederic Laluyaux, President and Chief Executive Officer, Aera TechnologyA New Paradigm for Business of Data9

371%New CapabilitiesIn an increasingly AI and data-driven world, realizing value from data will require collaborating outside companyboundaries, even with competitors. Within the manufacturing industry, for example, sharing data amongcompanies can likely unlock more than 100 billion in value, just from improved operations.34 Yet data sharingis not easy. Data sharing – and even data activities within an individual organization – are often held back bycommercial, reputational and regulatory risks and immature capabilities.To meet their own needs as well as those of their partners, individuals and society, businesses must answerthree key questions about data:of executivesexpect the volumeof data exchangedwith ecosystems toincrease33TA B L E 1How do I use data to address eachcustomer’s needs while building trustthrough security, privacy and agency?How can I partner with others to benefitfrom multiple data sets, while protectingthe interests of all involved, including mypartners and customers?How can my business and operatingmodels scale while meeting a host ofdiverse regulatory and policyrequirements?Organizations are increasingly leveraging a setof existing and emerging technologies and nontechnology approaches to address these questionsand create value for all stakeholders.Stakeholders’ interestsIndividualsGovernmentBusiness partnersInterestsPrivacy, agency, security,personalized valueNational security, criminaljustice, public health andsafety, competitiveness,trade and consumer safetyGrowth, protection ofcommercially sensitiveinformation, complianceand reputational riskBusiness designparametersConsumer choiceRegulation, policy,incentivesContractual agreements,technological capabilitiesExample enablersPersonal online data stores(Pods)Distributed insightgeneration, data shardingTrusted ExecutionEnvironment (TEE), MultiParty Computation (MPC),decentralized learningA New Paradigm for Business of Data10

The digital economy is a new driver of economicvalue and data is becoming a new asset class. A newgeneration of cutting-edge technologies is breakingdata siloes, enabling new use cases for businessesand empowering data providers to reach the fullpotential of their data – all while preserving privacy,security and trust.Sarah Zhang, Founder, Guangzhishu Technology, PointsTechnology3.1 Technology EnablersTechnology tools can enable data sharing and use,whether through APIs and platforms (consider theexample of BBVA on page 7), or privacy-enhancingtechnologies (PETs) and other mechanismsdescribed below that are maturing for joint analysisand insight sharing without exposing raw data. 35 36This is especially relevant in the current regulatorylandscape, with data privacy laws such as theGeneral Data Protection Regulation and the CaliforniaConsumer Privacy Act coming into effect, and therecent revocation of the Privacy Shield agreement,which makes data sharing between companies inthe European Union and the United States evenmore difficult.37 PETs also show promise in tacklingCOVID-19 by balancing public health and privacy.38PETs and other tools are enabling value creationwhile keeping sensitive information confidential andtraceable, helping business to preserve competitiveadvantages and meet diverse regulatory requirements.These innovations, along with new human-centredbusiness practices, do more than address businesschallenges. They also empower stakeholders aswell as preserve individual agency and privacy. Newdata stewardship models (such as data exchanges,collaboratives and trusts), personal data stores andaccount aggregators are just a few examples.39 Anew role is emerging too: dedicated data serviceproviders or data custodians who democratizeaccess to data, take responsibility for its privacyand offer it as a service to other businesses, whichcan then use it to improve products, services andthe customer experience.Trusted Execution Environment (TEE)A TEE, also called a secure enclave, is a hardwarebased environment that processes data withchip-level encryption. When unused, the data isencrypted. While used, the data is protected andisolated, especially when the data owner is not thesole party running processes on the chip, as oftenoccurs in the cloud.Points uses a confidential computingframework based on a TEE, enhancedwith additional encryption technologies,to make data usable but not visible tomultiple parties. Without exposing data to eachother, data owners collaborate on computationaltasks and predictive model training. Paymentservicers are using Points to allow banks to traincredit scoring and marketing models on its data;they receive post-transaction data in return.Financial payments companies also use Points towork with banks to guide marketing of specificproducts, such as wealth management, withoutsharing the underlying data.Decentralized LearningDecentralized learning uses data distributedacross multiple locations to train one shared MLmodel. Data is processed without ever leavingits original location; only the learnings go to thecentral model. This technique preserves privacyand makes training possible when the relevantdata is not in the same place at the same time,for commercial or other reasons (consider theexamples of Ocean Protocol on page 9 andMELLODDY on page 7).HPE’s Swarm Learning Library, adecentralized AI solution, is enablinghospitals or networks of hospitals tosafely share sensitive biological data allover the world – in full compliance with privacy laws– in order to train reliable ML models for fast andreliable detection of severe illnesses.40 Individualnodes train ML models on their own data, thenshare the resulting parameters (but not the dataitself) with each other to collaboratively train thecentral model. Unlike many other federated learningmodels, it does not need a central parameter serveras the merging of parameters is done by adynamically elected leader among the members.The Swarm Learning Library is already helping toidentify leukaemia and acute tuberculosis patients.Distributed Insight GenerationLike decentralized learning, distributed insightgeneration accesses and analyses data spreadacross multiple locations. It relies on moving codeand sharing the algorithm that extracts insights fromvarious data sets, rather than moving the data.A New Paradigm for Business of Data11

The Open Algorithm (OPAL) projectis an open and secure platform, withaccompanying algorithms, thatcrunches data on the servers ofpartner companies behind their firewalls to extractkey insights and unlock private sector data for thepublic good.41 It works by sending code to theunderlying data in a privacy-preserving andscalable manner.42 Among other use cases, OPALis deriving key indicators (such as populationdensity, poverty levels and mobility patterns) fromtelecommunications operators to supportdevelopment projects.Multi-Party Computation (MPC)MPC is a cryptographic protocol that enablesjoint computation on distributed data withoutexposing or moving it. Collaborators can combinedata for mutually beneficial insights and outcomeswithout revealing any sensitive information.Sedicii developed a collaborativeanti-money laundering monitoringplatform that uses MPC. It enables anetwork of two or more banks tojointly and confidentially compute a riskassessment algorithm that consumes informationfrom participating entities without actually sharingor exposing customer data. Financial institutionscan thus pre-screen, in real time, securely andprivately, all parties to a transaction for manytypes of common fraud.43Differential PrivacyDifferential privacy adds “noise” or randomnessto data or computations, hiding the specificsand protecting privacy rights while still allowingcompanies to gather and infer generalizablestatistical information. Companies see enoughinformation to tailor products and services or totrain ML algorithms but users’ privacy is preserved.This approach enables data to be shared, analysedand monetized among multiple enterprises andjurisdictions, meeting even the strictest privacyregulations. It is maturing for serious deployment,with emerging industry activity.44Apple, Uber, Facebook and Googleare all implementing differential privacyin various areas. Facebook’s Data forGood project, for example, usesdifferential privacy techniques to aggregatelocation data and share it with academia,governments and humanitarian organizations tosupport response efforts to COVID-19 and naturaldisasters.45 46 Google has used differential privacyin its reports that v

Jul 27, 2020 · World Economic Forum A New Paradigm for Business of Data 6. New Business Models New, collaborative business models are addressing individuals’ core needs and building trust – while enabling new business opportunities. They

Related Documents:

Bruksanvisning för bilstereo . Bruksanvisning for bilstereo . Instrukcja obsługi samochodowego odtwarzacza stereo . Operating Instructions for Car Stereo . 610-104 . SV . Bruksanvisning i original

10 tips och tricks för att lyckas med ert sap-projekt 20 SAPSANYTT 2/2015 De flesta projektledare känner säkert till Cobb’s paradox. Martin Cobb verkade som CIO för sekretariatet för Treasury Board of Canada 1995 då han ställde frågan

service i Norge och Finland drivs inom ramen för ett enskilt företag (NRK. 1 och Yleisradio), fin ns det i Sverige tre: Ett för tv (Sveriges Television , SVT ), ett för radio (Sveriges Radio , SR ) och ett för utbildnings program (Sveriges Utbildningsradio, UR, vilket till följd av sin begränsade storlek inte återfinns bland de 25 största

Hotell För hotell anges de tre klasserna A/B, C och D. Det betyder att den "normala" standarden C är acceptabel men att motiven för en högre standard är starka. Ljudklass C motsvarar de tidigare normkraven för hotell, ljudklass A/B motsvarar kraven för moderna hotell med hög standard och ljudklass D kan användas vid

LÄS NOGGRANT FÖLJANDE VILLKOR FÖR APPLE DEVELOPER PROGRAM LICENCE . Apple Developer Program License Agreement Syfte Du vill använda Apple-mjukvara (enligt definitionen nedan) för att utveckla en eller flera Applikationer (enligt definitionen nedan) för Apple-märkta produkter. . Applikationer som utvecklas för iOS-produkter, Apple .

Visual Paradigm for UML Quick Start Page 5 of 30 Starting Visual Paradigm for UML You can start Visual Paradigm for UML by selecting Start Menu Visual Paradigm Visual Paradigm for UML 7.1 Enterprise Edition. Importing license key 1. After you enter VP-UML, you will be asked to provide license key in License Key Manager.

Dec 01, 2014 · dies in the field. Aim: The purpose of this paper is a review of the nursing paradigm. Method: This review was undertaken by library studies using databases such as CINHAL, MEDLINE, Web of Sciences by key words Paradigm, Mono paradigm, Multi Paradigm, Nursing, Nursing Sciences, separatel

och krav. Maskinerna skriver ut upp till fyra tum breda etiketter med direkt termoteknik och termotransferteknik och är lämpliga för en lång rad användningsområden på vertikala marknader. TD-seriens professionella etikettskrivare för . skrivbordet. Brothers nya avancerade 4-tums etikettskrivare för skrivbordet är effektiva och enkla att