Merge pull request #105 from jbolns/dev

GH Action Deploy #12

src/content/blog/en/digital-transformation-currents.mdx

@@ -7,14 +7,17 @@ heroImage: "@assets/banner-digitaltransformation.webp"
 tags: ["business", "digital tech", "policy"]
 ---
 
+import { Image } from 'astro:assets';
+import currents from '@assets/digital-transformation-currents.webp';
+
 The most general drivers of the digital transformation are companies' and organisations' need for **integrating** information from across an ever-increasing number of areas and activities, **responding** to users', customers', and stakeholders' preferences and expectations, and acting in increasingly **accelerated** manners.
 
 ## Transformational currents
 Other lower-level drivers exist.[^1] However, these three needs seem to be influencing how **all** organisations approach the digital transformation.
 
 They are always present. Like oceanic currents.
-    
-![Top-level needs driving the digital transformation.](@assets/digital-transformation-currents.webp "Figure 1: Top-level needs driving the digital transformation.")
+
+<Image src={currents} alt="Top-level needs driving the digital transformation." />
 <span className="text-2sm">*Figure 1: Top-level needs driving the digital transformation.*</span>
 
 ### Integration[^2]

src/content/blog/en/risk-in-platform-economy.mdx

@@ -7,6 +7,12 @@ heroImage: "@assets/banner-risk.webp"
 tags: ["policy", "coding"]
 ---
 
+import { Image } from 'astro:assets';
+import list from '@assets/list-of-hazards.webp';
+import cycle from '@assets/risk-assessment-cycle.webp'
+import configurational from '@assets/configurational-risk-assessment.webp'
+
+
 Risk assessment in the platform economy seems feasible. 
 
 Furthermore, while the initial steps are are more or less what you would expect from a traditional risk assessment process, the analysis can, in theory, go beyond the fundamentals.
@@ -17,7 +23,7 @@ Conceptually, the process of assessing risk in the platform economy can be divid
 ### Identification
 All risk assessment shares a need for identifying threats/hazards---thing that can go wrong. The platform economy is no different: online activities can go wrong in various manners.
 
-![Example list of hazards](@assets/list-of-hazards.webp "Figure 1: Example list of hazards.")
+<Image src={list} alt="Example list of hazards." />
 <span className="text-2sm">*Figure 1: Example list of hazards*</span>
 
 A first step in assessing risk in the platform economy is therefore to list things that are difficult to manage in digital platforms (one or many). Comprehensiveness is unlikely at first, but an initial set of concerns can act as a preliminary list of hazards to improve over time.
@@ -29,7 +35,7 @@ The second step is also fairly standard. Once there is an initial list of hazard
 
 Initial estimates will likely be inaccurate, but these can be improved cyclically, as visualised in figure 2.
 
-![Foundational risk assessment cycle](@assets/risk-assessment-cycle.webp "Figure 2: A foundational risk assessment cycle.")
+<Image src={cycle} alt="A foundational risk assessment cycle." />
 <span className="text-2sm">*Figure 2: Foundational risk assessment cycle*</span>
 
 ### Configurational (life cycle) assessment
@@ -39,7 +45,7 @@ The data-driven nature of the platform economy should in theory permit us to mov
 
 Conceptually, any risk can be mapped in a “tree”-like manner. For all applicable hazards, on can layout all possible states/scenarios and follow things as a product/service makes its way through the different levels of the platform economy, as visualised in figure 3.[^2]
 
-![Configurational risk assessment example for a single hazard.](@assets/configurational-risk-assessment.webp "Figure 3: Configurational risk assessment example (single hazard).")
+<Image src={configurational} alt="Configurational risk assessment example for a single hazard." />
 <span className="text-2sm">*Figure 3: Configurational risk assessment example for a single hazard.*</span>
 
 ## Who?