We offer an organizational model that goes beyond a mere technical architecture and allows to combine technology and human resources management. This organizational model builds on three components identified in the Data Vault 2.0 modelling and suggests new avenues such as data literacy to overcome the current barriers to data usage.
Our work demonstrates the limitations of Big Data in the field of customer knowledge. It has paved the way for new research avenues on Machine Learning, especially Preference Learning. Applied to target marketing, this analytical technique makes it possible to characterize profit-generating customers and can be extended to other fields (health, etc.).
A digital twin is a type of simulation that relies on the principle of a virtual clone of a physical system or process. While digital twins are broadly used in industrial and scientific settings to support product-associated decision-making, little research work has looked into the use of a digital twin to support process-associated decision-making. Management of the carbon footprint and greenhouse gas emissions in intralogistics is a process that would benefit from the digital twins we are currently developing.
We work on improving the integration of the non-stationary and multivariate nature of climate variables in the statistics field. Starting from the newly established mathematical framework, we allow non-life insurers to evaluate their risks pertaining to climate change by considering the inter-dependencies of risks.
We are developing a new, complete conceptual framework to make the analysis of investment portfolio more objective and thus create a series of models able to integrate and process data on an organization’s greenhouse gas emissions ; to adapt the projection methods of gases emissions to the data available, and to rely on mixed methods to optimize such projections ; to bring transparency to the operation and organization of the algorithms underlying the model.
A value-based approach enables decision-makers to develop a strategy integrated across their entire value network (ecosystem), encompassing performance stakes (financial, extra-financial, operational) as well as the most modern challenges of competitivity, innovation and profitability. Managing performance trough value enables executive boards to align strategy, organization, operations and management.