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This compact case describes an incident between an aspiring manager and an employee, related to an interpretation of expected engagement of the latter in a planned Agile Boot Camp—an event designed to bolster the transfer of the organization towards new ways of working. Alexander, the main case protagonist, overhears Victor, his employee, say that he will take only a passive part in the event since it is classified by Human Resources (HR) as training, and not as a workshop, in terms of how working time for such an activity is accounted for. Alexander, for whom the Boot Camp is very important, feels the urge to engage in the conversation (which he does in part B of the case).

Key teaching/learning objectives
1. Explore the influence of perception, cognitive dissonance, and communication on employee choices
2. Explore students' reactions to situations where their authority and intent are challenged (overtly or covertly)
3. Discuss resistance and reluctance to change

Our work as educators and researchers, we’ve noticed that two issues are more salient for #youngtalent than for many leaders at top companies: global warming and gender diversity. How can companies understand young people’s perspectives and gather their creative ideas for driving business and doing good?

Am 4. März 2020 war das Digital Society Institute der ESMT Gastgeber der Konferenz Digitale Identitäten 2020, die unter der Schirmherrschaft des Bundesministeriums des Innern, für Bau und Heimat sowie des Bundesministeriums für Wirtschaft und Energie an der ESMT ausgerichtet wurde. Ziel der Konferenz war es, gemeinsam mit Stakeholdern aus Politik, Wissenschaft und Wirtschaft der Frage nachzugehen, wie eine sektorübergreifende Strategie für digitale Identitäten aussehen kann. Im Plenum und in vier sektoralen Workshops – in den Bereichen Bildung, Gesundheit, Mobilität und öffentlicher Verwaltung – diskutierten die Teilnehmerinnen und Teilnehmer über Anforderungen an digitale Identitäten, innersektorale Strategien zur Flächendeckung innerhalb des Sektors sowie über eine Strategie für eine sektorübergreifende digitale Identität.

The challenges that the EU faces with 5G go beyond cyber and national security threats. For Europe, the rollout of the 5G infrastructure has become a geopolitical test on several levels. Will Europe be a shaper or taker of 5G technology and the new era of industrialization it promises to propel? How will it be able to control the security and reliability of such key digital infrastructures in the long-term? Eventually, how should EU member states manage their dependencies on foreign technologies and strengthen their “technological sovereignty” – a political priority of the incoming EU Commission led by Ursula von der Leyen? The latter might be the most important strategic issue the EU will need to tackle in the long-term and will be decisive for the Union’s ability to shape its own future in the digital age.