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  1. Fragilities in the Eurozone: Pre-emptive Action to Save the Euro

    Date:
    Category: Opinions

    Notwithstanding several important measures taken during the past decade, the Eurozone is still facing huge fragilities, which may threaten the survival of the Euro. Politicians and regulators may not be sufficiently aware of these risks, but the situation can quickly become critical. In order to address these fragilities, the European Shadow Financial Regulatory Committee advocates in this statement written by Professor David Veredas that European policymakers urgently start working on some pre-emptive measures.

  2. Coronavirus may affect your company’s health

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    Category: Opinions

    Health organizations are taking protective measures against the new coronavirus. Likewise, companies must make their supply chains resilient to what might become the new normal. At the moment, it’s unclear when Chinese factories will be back up to full operation. So, mitigating the risk of a potential supply disruption is of utmost urgency.

  3. The power of ecosystem thinking within the government

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    Category: Partner News

    Government bodies are in the midst of a digital transformation. But the design of new solutions often gets no further than merely the technical level. “If government bodies still want to be relevant in five years’ time, they will need the courage to set the bar higher and act as choreographers within their own ecosystem”, says Vlerick Professor Stijn Viaene. But what does it mean to take on the role of a choreographer? That is what we will be investigating with LoQutus over the next two years.

  4. “Entrepreneurship born of necessity”

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    Category: Partner News

    From 11 to 16 November, 40 iGMO members headed to South Africa for their annual inspiration field trip. Their aim was to take a step back from their own companies for a while and acquire some food for thought, both from academic lectures at our partner institution Stellenbosch University, and from visits to local entrepreneurs in the townships. Professor Hans Crijns: “Here, entrepreneurship is born of necessity, but at the same time it expresses something incredibly hopeful.”

  5. CFOs make better decisions thanks to artificial intelligence

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    Category: Opinions

    The right use of data can give companies a strategic advantage. CFOs are ideally suited to working with this data due to their analytical abilities, says Kristof Stouthuysen, Professor of Management Accounting.

  6. CEO disease: diagnosis, symptoms and a few treatments

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    Category: Opinions

    The arrival of autumn brings the return of the first viruses. What better time to talk about a mysterious, world-famous virus that has spread among the highest echelons of management at lightning speed: the CEO disease.

  7. Does AI herald the end of the radiologist?

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    Category: Opinions

    Artificial Intelligence (AI) is a hot topic, in healthcare too. How can AI improve the quality and efficiency of the delivery of healthcare? Dr Erik R. Ranschaert, AI Expert and Radiologist at the Netherlands Cancer Institute (NKI) in Amsterdam, explained the opportunities and challenges of AI in radiology during a webinar organised by Vlerick Healthcare Management Centre. For those who missed the webinar, we will explain the main insights below.

  8. Striving for credible research with practical applications

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    Category: Research News

    What is the purpose of academic research at a business school and how can we ensure that it effectively serves this purpose? Who can you name as an author on a scientific publication? And why shouldn't you keep research data on a USB stick? These are just a few of the topics covered in Vlerick Business School's new research charter. Research Manager Eva Cools talks about the charter and other elements that show that Vlerick attaches great importance to good academic practice.

  9. Human or algorithm: which makes the best decision?

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    Category: Opinions

    Although algorithms often score better than human judgement, we still tend to follow our feelings. And once an algorithm has made mistakes, our confidence tends to drop even further. Making mistakes is part of being human, so we find it easier to accept mistakes from people than from algorithms. As a manager, how do you ensure that your employees are open to algorithms? And that they also use these algorithms effectively when supporting decisions?

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