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Competitive Intelligence (CI) is vital for sustaining the performance of organisations in an increasingly volatile, uncertain, complex, and ambiguous (VUCA) world. However, the impact of CI on performance is proportional to its maturity level. The article aims to review and integrate the existing literature on Competitive Intelligence Maturity Models (CIMMs) to provide a go-to framework for setting up, assessing, and developing CI. The CIMMs were sourced from scholarly databases, registers, the social web, and using backwards and forward searches. All the CIMMs respecting the characterisation criteria were included in the study. A scientific and empirically validated definition of CI guided the integration and synthesis of the fourteen selected CIMMs. The primary outcome is a proposed unified CIMM (UCIMM) covering all the CI dimensions and aspects in tandem with the respective implementation guidance frameworks. The proposed UCIMM and implementation frameworks effectuate the guidance needed to set up, assess, and develop the CI practice and theory and, ultimately, the performance of organisations. [ABSTRACT FROM AUTHOR]

James E Tcheng,1 Miriam V Nguyen,1 Helen W Brann,1 Patricia A Clarke,1 Maureen Pfeiffer,1 Jane R Pleasants,2 Gregory W Shelton,1 Joseph F Kelly1 1Department of Medicine, Duke University Hospital and Health System, Durham, NC, USA; 2Strategic Marketplace Initiative, Westborough, MA, USACorrespondence: James E TchengDuke University Hospital and Health System, Hock Plaza Suite 403, 2424 Erwin Road, Durham, NC, 27705, USATel +1 919 668-8796Email tchen001@mc.duke.eduAbstract: Documentation and tracking of supplies, equipment and medical devices is central to operational, financial, and clinical aspects of safe, efficient, and effective patient care. The labeling of medical devices with a unique device identifier (UDI) creates the opportunity to tightly integrate device information across health information systems by using the UDI as the index “source of truth”. Across 3 hospitals of the Duke University Health System, we executed a comprehensive implementation of UDI-based device and supply information management in our cardiac catheterization and electrophysiology laboratories. Following are our key insights. Implementing a UDI-centric environment is a complex undertaking requiring integration of information systems, management processes, and clinical workflows involving leadership, inventory management, supply chain, clinical and billing teams. Implementation involves the domains of procedure documentation, electronic health records (EHRs), charge capture and billing, and interface and information technology systems, including information systems vendors. Replacing manual processes with electronic messages is not simply an exercise in programming information systems – successful execution requires orchestrated re-engineering of clinical and operational workflows. Our initiative resulted in a more efficient and effective supply chain, eliminated operational and clinical documentation errors, automated the posting of device implant data to the EHR, reduced clinician burden, improved charge capture, and produced a substantial financial benefit, with return on investment recognized in well under 1 year. We believe our stepwise approach to accomplishing a clinically integrated supply chain can serve as a roadmap for other healthcare enterprises to follow.Keywords: unique device identifier, medical devices, supply chain, clinical documentation, implementation roadmap, interoperability

Modernization of water conservancy is the key to realize socialist modernization in an all-round way. How to clarify the construction system and implementation route of water conservancy modernization in which man and nature coexist harmoniously is an urgent issue to be solved at present. Based on the in-depth analysis of the concept of the harmonious co-existence between human and nature, this paper analyzed the need to adhere to the concept of the harmonious co-existence between human and nature in the building of water conservancy modernization, put forward the system framework of the harmonious co-existence between human and nature in the construction of water conservancy modernization and introduced its main building contents from eight aspects, such as theory, technology, engineering and service. The modernization of water conservancy was divided into three stages, namely preparation stage, rapid development stage and continuous improvement stage, and the road map of the modernization of water conservancy was drawn. It provides reference for realizing the modernization goal of harmonious coexistence between human and nature and constructing the modernization of water conservancy. [ABSTRACT FROM AUTHOR]

Background: Despite increasing calls for further spread of evidence-based collaborative care interventions (EBIs) in community-based settings, practitioner-driven efforts are often stymied by a lack of experience in addressing barriers to community-based implementation, especially for those not familiar with implementation science. The Michigan Mental Health Integration Partnership (MIP) is a statewide initiative that funds projects that support implementation and uptake of EBIs in community-based settings. MIP also provides an in situ implementation laboratory for understanding barriers to the uptake of EBIs across a variety of settings. We report findings from a statewide qualitative study of practitioners involved in MIP projects to garner their perspectives of best practices in the implementation of EBIs.Methods: Twenty-eight semi-structured interviews of practitioners and researchers from six MIP Projects were conducted with individuals implementing various MIP EBI projects across Michigan, including stakeholders from project teams, implementation sites, and the State of Michigan, to identify common barriers, challenges, and implementation strategies deployed by the project teams, with the purpose of informing a set of implementation steps and milestones.Results: Stakeholders identified a number of barriers to and strategies for success, including the need for tailoring program deployment and implementation to specific site needs, development of web-based tools for facilitating program implementation, and the importance of upper-level administration buy-in. Findings informed our resultant community-based Implementation Roadmap, which identifies critical steps across three implementation phases—pre-implementation, implementation, and sustainability—for implementation practitioners to use in their EBI implementation efforts.Conclusion: Implementation practitioners interested in community-based EBI implementation often lack access to operationalized implementation “steps” or “best practices” that can facilitate successful uptake and evaluation. Our community-informed MIP Implementation Roadmap, offering generalized steps for reaching successful implementation, uses experiences from a diverse set of MIP teams to guide practitioners through the practices necessary for scaling up EBIs in community-based settings over pre-implementation, implementation and sustainability phases.

Currently, there is an actual issue of the low efficiency of the solutions implementation laid down in the urban planning documentation of the settlements master plan. This article discusses the key reasons that lead to such low implementation rates. Using the example of the developed Master Plan of the city of Naberezhnye Chelny for 2023-2037, the authors consider the roadmap not only as a key tool for increasing the efficiency of the implementation of urban planning documentation, but also as a way of correlating these solutions with the three-year planning cycle adopted in the legislation of the Russian Federation. The results of the study are the justified stages of the solutions implementation of the developed master plan with the points of growth of the city defined for each period.

Vision and mission are two elements that explain the purpose of the organization. Without a strategy, the organization may drift away from achieving its purpose. The organizational strategy usually defines the direction in the short and long term to meet stakeholder expectations. As a project management professional, my best interest focuses on project execution and how the product or service delivered by the project will best produce benefits for my organization. When I worked for the global leader in logistics, I had the opportunity to be a member of the cross-functional team that aligned projects with organizational strategy and helped to achieve and exceed the strategic goals. The content of this paper paper is based upon my professional experience as a project management professional and practitioner, as well as several volunteer experiences in different capacities with PMI. A couple dancing tango depicts the passion and synchronization in their performance. When strategy and project management synchronize the same way as the tangistas, it can produce great results. [ABSTRACT FROM AUTHOR]

In 2005 Slovakia adopted the Security Strategy of the Slovak Republic, a base for identification and implementation of the national security policy. It was two years after the Brussels European Council adopted the European Security Strategy and three years after the adoption of the National Security Strategy of the United States of America. The Security strategy of the Slovak Republic is the principal document in which the National Council of the Slovak Republic declares the concern to respect an international law, territorial integrity and political independence of all countries, fulfill commitments and participate in maintaining the security and defence of allies and Euro Atlantic partners. Security strategy of the Slovak Republic represents the base document which outlines the major national security concerns. [ABSTRACT FROM AUTHOR]