Bookmarks du 05/07/2009

  • I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I’ve illustrated them in what I call the « Social Software Value Matrix. » The first step in the journey is pure operational improvement. You’re not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That’s business model transformation, and it only happens when your business is ready for it.

    tags: enterprise2.0, value, socialvalue, matrix, operations, organization, strategy, culture, change, socialmedia, adoption, collaboration, businessmodel, transformation

    • As the CEO of a marketing agency put it to me, « How can we collaborate with our customers when we can’t collaborate with each other? »
    • The best place for your employees to learn professional social media is inside the company.
    • Once your employees get used to using social software inside the company, it’s easy and natural for them to expand their interactions to include customers, channel partners, and even the general public.
  • Si l€˜entreprise souhaite atteindre un haut niveau de performances, elle doit scrupuleusement respecter et prendre en considération les intérêts et les desiderata de ses employés. Parmi ces desiderata qui témoignent de ce respect réciproque figure la participation des employés à  la prise de décisions.

    tags: decisionmaking

  • Many processes run more efficient and are more effective using the social networks of the organisation. Many tasks can be accomplished better by organizing people in communities instead of teams. An organization that knows how to use communities, social networks, crowd-sourcing, broadcast communication, self-organization and other €˜2.0′ concepts has an advantage over competitors and offers an appealing working environment.

    tags: enteprise2.0, socialnetworks, communities, sogeti, teampark

  • With so many experts on a team, why does the result sometimes prove disappointing? New research by HBS professor Heidi K. Gardner probes the social dynamics of teamwork in knowledge-intensive settings, such as professional service firms, and the accompanying pressure to perform at the highest caliber. Her findings suggest that teams may yield right-of-way to colleagues with higher authority and thus miss out on the potential contributions of lower-status team members who know more about the client’s needs.

    tags: teamwork, performance, pressure, knowledge, management

  • Seeing Enterprise 2.0 as a number of short-term initiatives that will immediately boost the productivity of knowledge workers, improve collaboration and fuel innovation will do us more harm than good. There are definitely quick wins to be made, but we need more time to make the large and persistent wins. Harvesting the potential business benefits of Enterprise 2.0 requires insight, motivation, commitment, patience, perseverance, flexibility – and a large doze of good old-fashioned stubbornness. Why? Because it is about making people change.

    tags: enterprise2.0, adoption, socialsoftware, people, business, longterm, transformation, change, productivity

  • * Facilitation through the whole strategy development process
    * Generation of potential ideas for your organisational capability
    * Development of 2.0 strategy maps and scorecards
    * Social network analysis
    * Updating HR and management processes
    * Planning and project managing changes to the line manager role (management 2.0)
    * Advising on appropriate social media tools (web 2.0 / social networking)
    * Training on the use of web 2.0 / individual tools
    * Advising and supporting on change management requirements.

    tags: hr, hr2.0, humanresources2.0, humanresources, management2.0, consulting

      • Facilitation through the whole strategy development process
      • Generation of potential ideas for your organisational capability
      • Development of 2.0 strategy maps and scorecards
      • Social network analysis
      • Updating HR and management processes
      • Planning and project managing changes to the line manager role (management 2.0)
      • Advising on appropriate social media tools (web 2.0 / social networking)
      • Training on the use of web 2.0 / individual tools
      • Advising and supporting on change management requirements.
  • Sunghwa Moon asked in his recent comment on this blog about what would be a €˜consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

    tags: hr2.0, hr, humanresources2.0, humanresources, strategy, socialnetworkanalysis, people, organization, web2.0, enterprise2.0, management, transformation

    • The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create? 
    • Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
    • a strategy map and scorecard can be developed to support the strategy, outlining the strategy’s objectives and measures, and how these relate across activity, outcome (ie social capital) and business results.  Various measurement tools, for example social network analysis, may be required to support this stage as well.
    • People.  I believe any HR strategy needs to touch on the key people in an organisation, not just on the processes that support them. 
    • Also, particularly importantly, what OD interventions can be made to directly impact on the way people are connecting with and building relationships with each other?
    • What changes need to be made to support a more open, collaborative approach
    • What internal changes within the HR (and learning, communication etc) function need to be made to ensure HR is able to effectively implement and support the new strategy?
    • How can management itself be redesigned to operate in a completely new and empowering way?
    • Note that web 2.0 plays only a very small part of this process

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Bertrand DUPERRIN
Bertrand DUPERRINhttps://www.duperrin.com
Head of People and Operations @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.
Head of People and Operations @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.
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