аннотация Наблюдаемая за последние 20 с лишним лет активная цифровизация жизни современного общества привела к реальным изменениям в экономике. Финансовый сектор находится в центре цифровой трансформации, авангардом которой стал финтех, формирующий в настоящее время новый сегмент современных финансовых рынков. При этом наиболее общеизвестными объектами финтеха являются криптовалюта и токен. Криптовалюты, вне зависимости от отношения регулирующих органов к ним, стали виртуальной реальностью финансового сектора и активно используются для оплаты товаров и услуг. Особенностью криптовалют является их анонимность и неподконтрольность со стороны государства, что определяет целый спектр рисков для общества и государства. Однако криптовалюты наряду с рисками дают и возможности -от развития инновационных технологий до создания новых рабочих мест и пополнения национального бюджета. Проникновение финтеха в сегменты финансового рынка, традиционно занимаемые банками, породило дискуссию об их будущем. Вместе с тем, вероятно, будет иметь место не вытеснение банков, а их финтех-трансформация. Примером тому может служить платежная индустрия, ставшая одним из основных потребителей новейших финансовых технологий и предоставляющая широчайшие возможности финтех-компаниям для развития. Важным элементом финтеха является RegTech (Regulatory Technology), которая позволяет компаниям обходить торговые барьеры и помогает выстроить конструктивный консультативный диалог с регуляторами. В свою очередь, SupTech (Supervision Technology) используется для целей анализа и прогнозирования. В завершение статьи на основе анализа зарубежного опыта сформулированы основные подходы, реализация которых позволяет государствам стимулировать внедрение и развитие новых финансовых технологий, а также проанализирован опыт межгосударственной координации сотрудничества в сфере финансовых технологий в ЕС и ЕАЭС. ABSTRACTThe active digitalization of the life of modern society observed over the past 20 years has led to real changes in the economy. The financial sector is at the heart of a digital transformation that has been spearheaded by FinTech, which is now shaping a new segment of modern financial markets. At the same time, the most wellknown objects of FinTech are cryptocurrency and token. Cryptocurrencies, regardless of the attitude of regulatory authorities to them, have become a virtual reality of the financial sector and are actively used to pay for goods and services. The peculiarity of cryptocurrencies is its anonymity and unaccountability of the state that defines a range of risks to society and the state. However, cryptocurrencies, along with risks, create opportunitiesfrom the development of innovative technologies to the creation of new jobs and replenishment of the national budget. The penetration of FinTech into the financial market segments traditionally occupied by banks gave rise to a discussion about their future. However, it will probably not be the displacement of the banks but their FinTech transformation. An example of this is the payment ind...

This article presents the results of research into the possibility of adapting fl exible methods of project management to the organization of activities of public servants of the Russian Federation and recommendations on combined approaches. The objectives of this research: to identify special aspects of project management in the public service and to evaluate the possibilities for adapting fl exible methods of project management to the organization of activities of Russian public servants.The activities of the public service are becoming increasingly innovative and intelligent and, as a consequence, less predictable. These days the public authorities are not only customers in relation to third organizations, but they themselves act as the direct executors of projects in the elaboration of development programs and legislative initiatives in the framework of executingorders of the President, Government and the higher state authorities. In these circumstances, management principles of the PMBOK and similar standards, which are strictly formalized and require clear planning of processes, no longer work. When the problems are large-scale, technologies are known, and the resources are defi ned, classical design techniques work fl awlessly. But when any innovative goals are set, there may be high risk of exceeding budget funds and time; therefore in this case it is necessary to consider the feasibility of applying Agile-like technologies.Possibilities for the combination of tough methods (in terms of responsibility and formalization) and fl exible methods (in terms of goal-setting and continuity) of project management in the civil service were investigated using analysis of business processes and based on the results of a survey of the public servants participating in the implementation of certain tasks with respect to execution of public functions. It is noted that in contrast to the business-oriented organizations the government authorities are characterized by a signifi cantly reduced motivation to informal leadership and undeveloped self-organization and selfmanagement. This fact imposes restrictions on the processes of implementing approaches of fl exible 1 This article was prepared based on the results of research carried with the support of government funds by the State Order of the University of Finance for the year of 2016 "Analysis of the best international practices of information support to realization of public functions. Development of proposals on improvement of information support to activities of civil public servants", state registration number

No abstract

No abstract

With the digitalization of the economy, the creative component of an organization’s activities increases. Standard business process management methods stop working due to the rise in uncertainty of the task solution time. Currently, there are no effective technologies for managing intellectual activity processes in organizations. The role of collective intelligence technologies for knowledge management in organizations has long been discussed in the literature, but there are still no concrete proposals on implementation. This work aims to show how collective technologies can solve the problems of managing business processes of intellectual activity. The possibility of collective intelligence technologies for increasing labor productivity is demonstrated. Models for distributing tasks by competencies and synergy from collaboration are proposed for this demonstration. The paper shows that competencies are the primary metric that can be used to measure work with knowledge in an organization. But they should also be considered when organizing group activities. A simple model example shows that the correct distribution of tasks by competencies allows you to increase the speed of solving tasks by a group by several times. In real cases, calculations using computing resources are necessary. A model is also proposed that demonstrates increasing the joint activity of a creative employee and an analyst. It is shown that business process management should be supplemented by mapping the competence model and group work options to the stages of business processes. This will allow you to manage the business processes of intellectual activity.