This virtual space is a repository of resources to lgain awareness about how behavioral economics can be applied to social sectors for positive impact. You can view five videos of expert presentations about behavioral economics applied to education, early child development, policity making, retirment & savings, as well as humanitarian contex, and access additional material, such as PPTs, links to relevant external articles and websites. What's more, if you want to test how much you have learned, the virtual space offers you the opportunity to take a test.
The best understanding of digital transformation is adopting business processes and practices to help the organization compete effectively in an increasingly digital world.
This definition of digital transformation has two important implications for managers: First, it means that digital transformation is fundamentally about how your business responds to digital trends that are occurring whether or not you initiated them, like them, or want them.
Second, it means that how an organization implements technology is only a small part of digital transformation. In cases where digital transformation does involve implementing new technologies, the technology is only part of the story. Other issues, such as strategy, talent management, organizational structure, and leadership, are just as important, if not more important, than technology for digital transformation." (https://sloanreview.mit.edu/article/digital-maturity-not-digital-transformation/)
The digital transformation requires that institutions and all its workflows and org charts be transformed in order to build and sustain digital services. Thus, there is a clear need to provide capacity building to all stakeholders in various areas associated to the digital transformation. The understanding of the existing and upcoming digital technologies, their potential, benefits, threats and pitfalls is essential to become an integral part of this transformation that is taking hold in the region.
The Leadership and Empleyee Development Division (LDV) Programs have been anchored in the Human Capital Strategy (HCS) commitment to develop a High-Performance Organization (Pillar II) as well as to address Management & Leadership Capacity Building (Pillar III).
As part of the Leadership Development portfolio, and to strengthen managerial leadership capacity, LDV developed the Emerging Women Leaders (EWL) Program which was launched in 2013. This program particularly addresses the IDB organizational target of reaching 43% of professional women in Grades 4 and above by 2019. Although the target was not met this year, as we are at 38.5%, the target and efforts to develop women continue to be a priority for senior management and the Human Resources Department.