In general, it can be said that the higher the scalability and the possibility of data collection, the higher the substitution by AI.

In the following, we want to discuss various aspects of AI Hallucination in this blog post based on our project experience. We have repeatedly discussed all of the aspects mentioned with our clients as well as internally at iMB and iMBdigital.Gallery_. If you follow us on the various social media channels, you will have found similar discussion posts fragmental again and again.

There is excitement (..) in the box - that is, between the white-collar professionals. For the first time in history, a digital technology is emerging that threatens the very repetitive work of these professionals.

What is the answer?

While asset-light models in the manufacturing industry can be a beneficial way to reduce costs and increase efficiency, it is important to be aware of the potential significant drawbacks. Companies should carefully evaluate their asset-light model strategy to ensure that it is cost effective and beneficial to the business. This process of evaluation should never be done from the sole perspective of opportunity cost! Just in the last 2-3 years or so, we have seen startling examples of asset-light model projects. Effect: Clients lose the possibility to create really strategic scenarios, because only tactically determined actions exist. Creativity in free fall.

In any case, it sounds like digital transformation and is therefore indispensable in our post-modern world of work and projects. Very often, process mining is also mentioned in connection with Big Data. But is that necessarily the case? Just because process mining is very often mentioned in connection with Big Data, a lot of people, especially smaller and medium-sized companies, already shy away from it. We have a long experience with the working method, which is called Process Mining. Let's take a closer look at this topic and demystify these "brave new words".

The green energy matrix of Brazil is a rapidly evolving and diverse mix of renewable energy sources that are being utilized to power the country. Brazil has long been a leader in renewable energy, with a strong focus on hydroelectric power. In recent years, however, the country has made significant strides in expanding its use of other renewable energy sources, including wind, solar, and biomass.

Renewable energy is a positive comparative economic factor of the nation and positions the country in the Champions League for sustainable production. Unfortunately, this factor is overlooked by very many companies and not incorporated into the strategic scenario of a global strategy.

So what are the options for small and medium-sized companies whose budget does not leave room for extensive external consulting?

In most cases, the evaluation ends positively and then led directly to the decision to invest in the deployment of the identified technology.

In Brazil, a reorganization is the optimization of fiscal, managerial or organizational conditions within a company. Turnaround is part of restructuring and not reorganization or transformation. This distinction is generally valid in Brazil and is based on the delimitations of the North American economic area. This may sometimes sound confusing with regard to the German-speaking economic area, since in this region there is usually no real distinction between reorganization and restructuring.

Sometimes radical change is needed. Companies are subject to dynamic change and this also affects management. The art of leadership, especially in reorganization and restructuring phases, lies in not just looking at a small window of time. Whether growth, crisis or restructuring - no phase is permanent, not even if the right things are done at the right moment.

In this article, however, we will look at the issue from a more fundamental perspective.

Lean Startup belongs to the agile management methods. The approach is very often used by strategic investors in the startup scene. Since 2016, we have worked in five projects with startup companies; all of them were in the advanced seed stage. In all cases, our clients were the strategic investors of the Brazilian startups. Even though the companies were in an advanced seed stage, they were still operating under noticeably increased uncertainty.

Business Development Coffee Shop Franchise - Part Three: Transformation of client relationship & migration to digital business models.

The original project focus when the project was placed at the beginning of 2020 was to develop a system to increase customer satisfaction and maintain it at a high level. During past years, our customer was in a crisis. Difficulties in the management of the company led to a loss of the profitability and customer satisfaction indices.

With the outbreak of the pandemic in Brazil in March 2020, the project focus expanded. In addition to the focus on customer satisfaction, the new situation was to be used to develop possible new business models using digital tools and fundamentally increase customer loyalty. The general idea could be summarized as follows: more agility through digital services.

Is it possible to design projects with open results?

That is not easy.

Especially not if the initial situation was an acute crisis in very recent times. The threatening dynamics made open- ended thinking almost impossible. So you can only move forward from success to success.

This time the project definition was more differentiated. It was not about acute crisis management, but rather about a strategy to consolidate the position, or better, a further expansion using the prevailing crisis scenarios in Brazil. It was clear, however, that no enthusiastic adventures should be undertaken and that any strategic assumption must be robustly backed by operational-tactical measures. The implementation of these tactical measures should then also define the next steps or be used to adapt the strategy.

In 2012, the economic situation in Brazil was still largely unproblematic. The country had the longest phase of an economic and social upswing in democratic times behind it. The financial crisis of 2008-2010 had been overcome extremely well, without really causing major upheavals. A new sociological- economic middle class had emerged in the context of the emerging global economies.

Starting in 2014, Brazil's situation deteriorated rapidly and an economic downturn occurred, which has not really stopped until today.

After one year, growth of over 25% was achieved at the beginning of 2017 and profits increased by 100% compared to the previous year. The installed simple financial control system improved efficiency and cash flow in the small local coffee store chain. All installed coffeeshops were back in the blue zone.