Hoskin would visit nearly a dozen different Canadian homes, moving about Ontario and Quebec before arriving in the "more cultured, more civilised" Vancouver. He became a Canadian citizen and continued to create books, each one more absurd than the last. Rampa allegedly flew as an air ambulance pilot in World War II, evaded capture and torture, and fled a prison camp near Hiroshima on the day the bomb was dropped. In Vancouver, Hoskin stayed in a West End hotel. According to his secretary's self-published memoir, he liked the waterfront vistas but found Vancouver difficult to navigate. He couldn't recreate The Third Eye's success; it had been difficult to find a home that could accommodate his cats, and health difficulties required the use of a wheelchair in an inhospitable metropolis. Hoskin became more reclusive as his writings expanded to include aliens, prophecies about future conflicts, and previously unreported escapades of Christ. Hoskin moved again, this ti...
There is no single plan for digital transformation in social security agencies. This article demonstrates how, using various methodologies, institutions in the Americas were able to transition from an initial digitalization of processes and services to a larger and more agile strategy of digital transformation, shattering paradigms and operating patterns.
For many years, digital transformation has been used to improve processes in the Americas' social security agencies. 
The COVID-19 crisis and the challenges created by its long-term ramifications have served as a powerful catalyst for innovation and digital transformation in the Americas (ISSA, 2021a), as well as the rest of the world (ISSA, 2022a). The digital transformation strategies implemented aim to respond to changing challenges by optimizing resources, increasing productivity and efficiency, leveraging technological capabilities, and developing higher value-added services for members, with a focus on greater access, trust, and quality. Institutions in the region have taken several approaches to the transformation process, which have proven beneficial in gradually transitioning from an initial vision of digitalizing processes and services to a larger and more agile digital transformation plan. Within this, we can see the following approaches: Digitization is distinguished by the transition from manual procedures that are clearly automated to activities that do not require physical documents or work sheets. Typically, one business function is tackled at a time, partially or completely digitizing the service in which the technology is to be incorporated. Robotic Process Automation (RPA) is the use of software robots to automate basic or complicated high-volume repetitive tasks that would otherwise be performed by humans using a system. The benefits of RPA include the elimination of manual steps between various systems via precise and predictable operations, resulting in reduced time and expenses for the human resources. Similarly, they can run continuously without pausing, allowing staff to focus on tasks that offer more value to business processes and the organization.
Digital transformation is the total life cycle transformation of all company activities or functional domains. 
This category contains one-stop-shop solutions that provide a single point of contact for requesting and managing procedures. It also involves access to services and benefits, which vary in terms of functionality (first-stop, convenience shop, or real one-stop) and level of implementation (reception desk or transformational) (ISSA, 2021b). Institutional digital transformation: Responding to the strategic objective of becoming flexible and completely digital institutions that prioritize the value of services given to members and pensioners. Typically, numerous business processes are transformed in collaboration with one or more business units to achieve systemic and long-term digitization in the institution. Figure 1: Approaches to Digital Transformation Figure 1 depicts four sorts of methods, each with a unique emphasis and an organization-determined strategy. They must evaluate internal resource constraints, including human resources, capability, and technology infrastructure, as well as accessible financial resources. As a result, it is difficult to argue that one of these techniques is superior to the other; rather, they are established as a way to achieving institutional digital transformation. Digital Transformatio Digital transformation is the process by which firms combine several new digital technologies to improve productivity, generate long-term competitive advantage, and improve their consumers' experiences.
As a result, it is critical to enhance their skills and capabilities while also ensuring their participation in the transformation and innovation processes.
Furthermore, it has the potential to transform multiple aspects of the institution, such as the business model, customer experience (digitally enabled products and services), and operations (processes and decision making), while also influencing people (talent and organizational culture) and the organization's service value (Ismail, Khater, and Zhaki, 2017). The institution's technological capabilities enable the adoption of new technologies, provide assets, resources, and technological tools, and create a digital environment to face future challenges, thereby improving efficiency and creating new business process models (Technical Commission on Information and Communication Technology, 2019). In the digital transformation, taking advantage of the institutions' own human talent is critical since they have a thorough understanding of the business processes and what works and does not work in the operation. Human capital, formal business processes and procedures, and an organizational culture that encourages innovation and cooperation are all factors that help businesses adapt to change along the digital transformation journey. Furthermore, the transformation process requires institutions to address entire domains, such as end-to-end process and service management, complete processes, or entire functional areas, rather than focusing on simply one or a few steps of certain processes or use cases. The domain(s) to be addressed in the digital transformation should be large enough to generate value and measurable results for the institution, but small enough not to be dependent on the transformation of other domains or business processes (McKinsey, 2023), allowing for a scalable and incremental transformation.
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