Liens de la semaine (weekly)

31 January 2010 By 2 Comments

  • Termination notice: You’ve been replaced By Google!

    “In reality, Google has replaced opinions. We used to solicit people’s opinions a lot more often in the workplace because we needed to gather information about how things were being done in other companies where they may have worked in the past. We lacked the huge library of potential solutions that we have today, when a simple Google search can provide us with a myriad of opinions and best practices to choose from. So it no longer makes sense to use our precious talent and resources to try to generate ideas and opinions. I would rather they use their expertise to make the decision work! “

    tags: opinion, google, decision, decisionmaking, leadership

    • For 90% of people in any organization at any given time, their role is simply to be informed – not to make, or comment on, a decision. If you subscribe to the idea that everyone’s opinion has to count, in effect you are handing out veto power to the majority while only a minority has the power to say “yes.” This sets up a paradigm in which it’s very difficult to take positive action. You also create a situation in which people feel buy-in is optional. This leads to resistance that can stall or even sabotage your plans. Reality-Based Leaders are clear that the highest value the talent under their leadership can offer is to implement with excellence. They value action over opinion.
    • If you are not in the position of ultimate decision maker, offer expertise – not editorials. If you are asked your opinion about a potential decision, be proactive. Offer up a variety of ideas to the decision makers, outlining the potential benefits of each course of action along with the corresponding risks, complete with your team’s plan to mitigate the risks of any chosen option.
    • Criticizing any decision made by another level of the leadership team, especially when times are tough, is a cardinal sin. If I can ask your team member what you think about a decision and they can tell me, you have failed them in one of the worst possible ways. If you don’t buy in and offer up your best effort, why should they?
    • So, get over it – Google has replaced you in the opinion department!  Move on and add value in new ways with action that leads to success, regardless of your circumstances or the merit of the plan. 

  • Expertise Location: Not Just A Tooling Issue

    “I do believe that social environments can have a powerful impact on an organization’s “lateral connectivity” so to speak (vs. top-down). As background, I’ve looked at expertise location/automation systems since they emerged in the late nineties with Tacit (recently acquired by Oracle) perhaps being the most well-known.”

    tags: expertslocation, expertise, socialmedia, incentives, timemanagement, personalbranding, policies, management

    • In many situations – “the expert” is already very busy and/or there are not enough experts to go around.
    • the expert is not visible due to policies that prevent communication between different business units, or for reasons related to security.
    • Management might not want to make the expert visible, or share the expert with others in the organization.
    • The way managers (and expert for that matter) are incented to complete a project or task-at-hand may make that activity a higher priority than helping colleagues.
    • While it’s nice to think that people will blog frequently, take on the role of a wiki gardener, etc – these activities are often voluntary.
    • De-valuing personal brand might be another reason for these tools to be less-than-perfect.

  • Community and social computing

    “The core competency here is in terms of facilitating relationships and communications between different parties. There are in fact many different types of interactions that this role takes on. In as such, this means they participate as a part of many different role-interaction patterns. This is significant since when such patterns are frequent and repeated, it becomes almost transactional, and therefore measurable”

    tags: communities, socialcomputing, measurement, interactions, transactions, value, communitymanagement

  • Social capital and Organisational capabilities

    “I explained my current interest in social capital and asked Stewart which organisations he thought had strong capabilities that resulted mainly from the relationships between their people, ie capabilities built on social capital, rather than the people themselves, ie human capital, or processes, technologies etc.”

    tags: socialcapital, relationship, GE, boozAllenHamilton, incentives, collaboration, knowledgesharing

    • To do this effectively, Booz needs to be able to get teams forming quickly and working seamlessly, getting people on the same page very fast.

      Booz pioneered knowledge management but it fell into disrepair and they got into bad technologies – their knowledge system was email sharing stuff on peoples’ hard drives.  They’re now getting into 2.0 technologies.

    • In addition, the firm recognises that people can’t deliver if reward systems aren’t set up to support delivery across practices and geographies.  So you have to remove barriers and incentivise usage

  • IBM vs. Microsoft: Will the Open Web Change the Game?

    “At Lotusphere this year, the contrast between IBM and Microsoft could not be more distinct.

    IBM is making it clear it is banking on a strategy that embraces a loosely coupled framework – a foundation based upon principles that are often discussed in the context of the open Web. For instance, as we mentioned yesterday, xPages, HTML5 and RESTful Web services will all be tools that push forward efforts such as Project Vulcan, the next generation of Lotus Notes unveiled here at Lotusphere this week.”

    tags: IBM, Lotus, microsoft, Sharepoint, Lotuslive, projectvulcan, openweb

    • BM’s Web-based approach is distinctly different than the document-centric world of Sharepoint. It’s this Web-oriented, open approach that may prove to be the difference for IBM. We’ll have to see. Microsoft remains the major power in the enterprise. Its future is in proprietary systems. But who knows. As the cloud becomes more a part of doing business, Microsoft may continue to have the upper hand, especially if it can execute on its partnerships with third-party application providers.

  • Définition de la RH 2.0

    ““La RH 2.0 est la mise en oeuvre d’usages nés du Web 2.0 pour mieux gérer la fonction RH et pour mieux exécuter les processus RH de recrutement, de développement et d’implication des talents qui composent une organisation.

    Ces usages dits “2.0″ facilitent l’expression et la collaboration des acteurs de la RH (Collaborateurs, Candidats, Managers, Responsables RH) grâce à des outils 2.0 (Blog, Wiki, RSS, Réseau social,…) qui rendent interactif le système d’information RH (SIRH).””

    tags: HR, HR2.0, recruitment2.0, recruitment, training, assessment, mobility, internalcommunication

    • RH 2.0 processus RH

  • Online Community Expert Interview: Rawn Shaw, IBM

    “This month’s Online Community Expert interview is with Rawn Shah, Practice lead with the Social Software Adoption team in IBM. He has worked in various roles as a software developer, production manager, a journalist and community program manager in his career. His current focus is on understanding and measuring business value of social computing within the enterprise. As a writer and journalist he has written or contributed to over 280 articles and 7 books, including his latest Social Networking for Business (Wharton School Press, 2010) released this January and available through Amazon and other bookstores and retailers.
    “

    tags: communities, IBM, onlinecommunities, value, rawnshah, collaboration, socialmedia, communitymanagement, culture, metrics

    • Our challenge today is more in trying to figure out ways of working across the differences in cultures and attitudes: job-role specific cultures, geographical or national cultures, and generational cultures. This is ongoing work to learn and understand and, in my view, likely something that will never end. This challenge is what keeps communities isolated, whether in the physical world or online.
    • The general feeling is that social computing is now finding its way into improving the core way we do business, from everyday interactions to complex decisions.
    • The best community managers (CMs) that I know have survived the long term are active listeners, strong relationship builders, and see themselves as a voice for the members.
    • As a new CM it is important to understand not just how you are to serve people, but also what you need to produce or deliver and how to measure them
    • My suggestion when it comes to metrics is to look for repeatable ideas or artifacts relative to what your community is doing

  • Exploring the HR Management Framework for Enterprise 2.0

    “Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage.

    I say that with full knowledge that the last two decades have seen a lot of talk and activity aimed at ‘modernizing’ human resources management practices. There have been regular clarion calls for major change, and waves of interest and activity aimed at transforming HR professionals to become (for example):

    * business partners with line management
    * proactive change agents
    * coaches to managers and professionals
    * enablers of change, as opposed to (more traditional) gatekeeper roles”

    tags: enterprise2.0, HR, HR2.0, talent, talentmanagement, socialnetwork, recruitment, recruitment2.0, jobdescription, performance, training, reward, remuneration

  • Web 2.0, Human Nature, and Philosophy

    “Is Web 2.0, despite all the hype, really just a crock?

    It’s a question that, ironically, is the subject of heated debate at the moment. The irony is that Web 2.0 is a lucrative “sweet spot” in an otherwise traumatized global economy and battered business environment.

    Web 2.0 is undeniably hot. Just Google “Web 2.0” or check Amazon for the plethora of books on the subject (including one by me, and another forthcoming). Walk into any luxury hotel lobby these days and you’ll likely bump into a self-proclaimed Web 2.0 guru.

    Maybe that’s the problem. Critics claim that Web 2.0 is an over-hyped flavor-of-the-month techno trend that has flung open the gates to a stampede of management evangelists and marketing hucksters flogging their Kool-Aid. Web 2.0 recipes, say critics, are big on marketing nostrums but short on measureable results. In short, where’s the beef?”

    tags: enterprise2.0, evangelization, guru, marketing2.0, government2.0, government, marketing, web2.0, culture, language, change, bureaucracy, hierarchy

    • Marketing 2.0

      This group was early to rush into the Web 2.0 space, mainly due to the Web’s powerful impact on advertising industry dynamics. Marketing & PR professional had to get their heads around Web 2.0 – and fast. The stakes were too high for inaction.

    • Enterprise 2.0 evangelists are confronted with the daunting task of transforming rigid organizational structures and hierarchies. They are essentially in the business of “change management”. That’s a lot harder than concocting videos for viral branding campaigns on YouTube.
    • The key words in the Enterprise 2.0 school are collaboration, innovation, information and a host of alphabet soup anagrams like ERP, BPM, ECM, and KM.
    • n sum, we can say that Enterprise 2.0 is largely focused on strategies for internally oriented approaches towards managing employees inside organizations and communicating with business partners. The goals of these strategies are essentially medium-term — on the five-year horizon.
    • We can conclude, therefore, that Web 2.0 evangelists are philosophical optimists who believe in the human capacity to act rationally and collaborate to achieve common goals. Web 2.0 doubters, by contrast, are philosophical pessimists who believe that man’s selfish nature and unblinking pursuit of his own interests at the expense of others will always thwart any effort inside organizations to foster a culture of sharing and collaboration.
    • This is particularly the case in Latin countries like France, where a rigidly bureaucratic culture and abstracted notion of authority are fundamentally hostile to Web 2.0’s horizontal social architecture and collaborative values. Also, France’s intellectual tradition emphasizes abstract logic over pragmatic considerations – not a propitious environment for Web 2.0.

Posted from Diigo. The rest of my favorite links are here.

Filed Under: Conseils de lecture

Enteprise 2.0 Forum à Paris les 17 et 18 mars 2010

27 January 2010 By 3 Comments

Capture d’écran 2010-01-23 à 00.12.50L’Enterprise 2.0 Forum se tiendra à Paris les 17 et 18 mars 2010. Ayant apporté ma modeste contribution au montage de l’évènement je vais vous en dire un peu plus en espérant avoir le plaisir de voir le plus grand nombre d’entre vous à cette occasion.

Nous avons voulu donner à cette évènement une dimension locale, conscients qu’il existe des facteurs locaux qui font qu’il est difficile de s’identifier à nombre de cas étrangers si aboutis soient ils. Nous accueillerons donc des entreprises comme Danone, La Lyonnaise des eaux, Alcatel ou encore Dassault Systèmes. Cela nous permet de brasser un éventail de secteurs d’activités et de cultures d’entreprise assez large pour chacun puisse trouver des informations qui pourraient s’appliquer à son propre cas.

Nous avons également cherché à rendre la conférence la plus opérationnelle possible. Pas de grand discours visionnaire mais un état des lieux suivi d’études de cas. Chaque étude sera présentée synthétiquement en une demi-heure maximum (problème – stratégie mise en œuvre – résultats obtenus) afin de laisser les participants questionner les intervenants. Pas question de montrer des appartements témoin au travers de monologue : c’est de la possibilité de questionner les intervenants que vient une grande partie de valeur de ce type de rencontre.

Je parlais d’une dimension locale… mais nous avons tout de même notre “Guest Star”. Il s’agit de Claire Flanagan de chez CSC. Elle a été nommée “Evangéliste interne de l’année” à l’enterprise 2.0 conference de Boston et “Client de l’année” par l’éditeur qui lui a fourni sa solution. Et pour cause : elle est à la tête d’un projet qui accueillait plusieurs dizaines de milliers de membres rien qu’en phase pilote. Et ce au niveau international. Pour avoir rencontré de nombreux CSC au dernier Enterprise 2.0 Summit de Francfort, j’ai été très intéressé d’apprendre à quel point les usages pouvaient varier d’un pays à un autre au sein du même projet. Bref, Claire a certainement beaucoup à nous apprendre et il sera intéressant de confronter la stratégie qu’elle a mis en place avec nos contraintes culturelles locales.

Pour terminer, la veille de la conférence, c’est à dire le 17, aura lieu un atelier d’une demi journée sur les fondamentaux et les éléments à prendre en compte pour bâtir sa stratégie. Il s’agira d’une excellente séance de mise en condition pour pouvoir intérroger et confronter les intervenants du lendemain. Un atelier qui tombe à point étant donné qu’à mon sens l’entreprise 2.0 est à un tournant et que beaucoup de choses se clarifient, se mettent en place, en un mot le sujet devient adulte. Un atelier d’autant plus intéressant que j’en assurerai personnellement l’animation (voilà pour l’auto-promo).

J’espère vous avoir donné de nombreuses raisons de nous rejoindre. Il était temps qu’un évènement de ce type ait lieu enfin à Paris avec des cas locaux. Plus nous serons nombreux plus cela nous donnera les arguments pour voir plus grand l’an prochain et pouvoir monter un rendez-vous majeur à Paris car tout le monde ne peut pas forcément traverser l’Atlantique plusieurs fois par an pour aller voir ce qui se fait et dit.

A bientôt ! Et n’hésitez pas à relayer l’information autour de vous.

Pour les renseignements et les inscriptions c’est ici.

Ah ! J’oubliais. En utilisant le code promotionnel “e20fbduperrin” vous pourrez obtenir une réduction de 15% jusqu’au 29 janvier et 10% après cette date.

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Filed Under: Divers, Entreprise 2.0, Management & RH Tagged With: , ,

Au fait, qu’est-ce qu’un CRM ? Et qu’est ce que ça devrait être

25 January 2010 By 3 Comments

La force des acronymes c’est qu’on les mémorise. Leur faiblesse est qu’on en oublie vite le sens. Prenons par exemple le cas du CRM. CRM, faut il le rappeler, signifie “Customer Relationship Management” ce qui en français donne “Gestion de la relation client”. Je répète : gestion de la relation client.

Lorsqu’on regarde de plus près, force est de reconnaitre que le CRM a été dévoyé pour ne devenir, dans le meilleur des cas, qu’un outil de “sales enablement” (un outil servant aux commerciaux pour optimiser leur processus de vente) et, dans le pire de cas, un outil de reporting à destination de la direction des ventes sans aucun apport pour le collaborateur qui ne le renseigne qu’à regret, voire en baclant cette tâche fastidieuse.

N’en voulons pas au outils, c’est la notion même de “relation client” qui a été dévoyée. Eux n’ont fait que suivre. [Read more...]

Filed Under: Entreprise 2.0, Management & RH Tagged With: , , , , , , ,

Liens de la semaine (weekly)

24 January 2010 By 1 Comment

  • Lotusphere 2010: IBM Project Vulcan

    “IBM Project Vulcan is not a brand-new effort. It builds on the existing capabilities, and represents the future versions of, the IBM Lotus product portfolio — including Notes. One of its key themes is social analytics and business analytics combined and applied to industry-specific scenarios — making collaboration more focused and relevant. The vision of Project Vulcan intends to deliver collaboration across company boundaries; make it easy to deploy the technology; and include developer-friendly services and APIs. “

    tags: IBM, ProjectVulcan, Lotus, convergence, unifiedcollaboration, continuity, innovation

Posted from Diigo. The rest of my favorite links are here.

Filed Under: Conseils de lecture

Liens de la semaine (weekly)

17 January 2010 By 1 Comment

  • The Next Generation Collaborative Enterprise – The Platform

    “What will the next generation business enterprise look like?

    Well, there is no crystal ball to give us an exact answer for sure. However, we can certainly call out some of the key characteristics of the next generation enterprise. These include: a geographically distributed workforce; the innate ability to embrace innovation both inside and outside the organization’s boundaries; flexibility in business processes to include customers, suppliers and partners; and perhaps most important, a culture of openness and shared ideas. Yes, I am talking here about the Next Generation Collaborative Enterprise (NGCE).”

    tags: collaboration, customers, innovation, silos, workflow, processes, cisco, rewards, marketplace

    • The Next Generation Collaborative Enterprise allows experts at any level to propose, create and execute without hierarchical or geographical constraints.
    • This collaboration technology architecture incorporates mobility, security, synchronous and asynchronous communication, personalization, community, team spaces, borderless networks, and rich interactions
    • It is about how you apply it to workflows and processes to achieve business value. It is also about how you embed it within a corporate culture to maximize and sustain that value

  • Social Networking at the Service of the French Public Sector

    “France has a plan to put the latest 2.0 technology at the service of its citizens called Le France Numérique 2012. It outlines how the government intends to:

    * Provide everybody access to digital networks and services
    * Develop and provide new digital services
    * Grow the number and usage of digital services by companies, government departments, and individuals
    * Modernize the governance of the digital economy “

    tags: SAP, government, digitaleconomy, governance, transparency, administration, administration2.0, SocialNetworkAnalyzer, SNA, collaboration, publicsector, citizens, socialnetworks, security

    • The project uses the Social Network Analyzer (SNA) technology from the SAP Business Objects Innovation Center to improve collaboration and government transparency in the public sector, laying the foundations for “Administration 2.0”.

      • the team will research how best to use social network analysis technology for government departments and local authorities, in order to:

      • Optimize collaboration within public-sector organizations
      • Improve transparency and convenience for citizens accessing services (who does what)
      • Improve the ability of public-sector organizations to understand and react to the needs of citizens (who needs what)
  • SNA has the potential to gives a more complete, 360 degree view of collaboration in the organization, leveraging the knowledge already embedded in corporate applications such as human capital management, customer relationship management, and project management systems.
  • Unlike consumer-oriented social network tools that only support one type of relationship between individuals (“I know X”) and a limited, predefined collection of data attributes, SNA supports multiple different types of relationships between both individuals and groups, and organizations can easily adapt and extend the information and links contained in each individual’s profile.
  • SNA is designed to meet all the technical, legal, and organizational requirements for data security and governance, by incorporating fine-grained control over information access

    • The first phase of the project will be to adapt the SNA technology to the town’s particular needs. Cedric cited some applications that might be of interest, such as:

    • Understanding the complex links between the local authority and the many different suppliers that compete for public contracts, and the relationship between those different suppliers
    • How the local authority can best collaborate with the wide range of different local associations (sporting associations, business groups, etc.) to meet the broader needs of local citizens

  • Organizational Design in Social Business

    “The effectiveness of an Organizational Design exercise depends on the fit of process, structure and behaviour that make up the organization and how they are aligned with both existing and desired future capabilities.

    Social Business Design adds a new type of complexity to an organizational design exercise. In traditional organizational design exercises, it was paramount to identify both the current state and the future state of the organization, and then design a path to that final outcome. In Social Business Design we must identify not only the bounds but also the flexibility of the organization to adapt to new factors and to develop emergent outcomes.”

    tags: organizationaldesign, socialbusiness, integration, ecosystem, change, changemanagement, strategy, goals, management, organization

    • Integration of External and Internal ecosystems. What is the current and desired future level of interaction of the organization’s ecosystems? An understanding of the current and desired future sociality of the organization is critical.
    • The organization and its partners must have the ability to design, manage and measure the changes being made to itself. This is often achieved through the use of both internal and external (consultant) resources. Before beginning a change exercise, it is important to understand what has come before.
    • Changing an organization in the absence of a strategic goal is not generally a sound path. Before re-designing an organization and implementing a change program, a strategy and set of clear goals are paramount to a successful organizational design.

  • Entreprise 2.0 : Manager le travail collaboratif dans l’entreprise

    tags: management, collaboration, knowledgeworkers, knowledge, productivity

  • Protecting Open Innovation from Corporate Antibodies

    “Point: By picking where open innovation occurs and what it communicates to the rest of the organization, innovators can protect open innovation efforts from corporate antibodies

    Story: All organizations, especially large ones, have an “immune system” in the form of an army of fine-tuned antibodies that root out risk and threats to the smooth-operating status quo. These antibodies help drive efficiencies, attack waste, promote uniform performance, and prevent infection for foreign ideas.”

    tags: innovation, openinnovation, risk, communication, casestudies, HP, Shell

    • The sandbox metaphor works on two levels. It provides a protected place for innovation to do its value-creating experimental work. The sandbox also is the container for the innovator’s gritty sand, protecting the larger organization from the risky rough ideas.
    • The most-cited communications recommendation, used at HP and Shell’s programs, is communicating what the innovators did and not what they are doing or planning to do. This focuses the discussion on the new products, new customers, new revenues, and new profits generated by innovation, rather than on the potentially risky or disruptive projects underway by the innovators

  • Le département de la formation survivra-t-il à l’entreprise collaborative ou 2.0 ?

    “Avec une certaine taille, l’entreprise se dote d’un département Formation voir d’une Direction de la formation. Certains créent de véritables Universités d’Entreprise, pour prendre en charge le développement des compétences des collaborateurs. Leur mission à chacune est finalement d’optimiser le retour sur investissement formation. En effet, dans une économie de la connaissance, il vaut mieux voir la formation comme un investissement (business) plutôt qu’un budget (réglementaire).”

    tags: learning, training, investment, knowledgeeconomy, humanresources, sociallearning, management, socialnetworks

    • Une étude montre que les entreprises investissaient en gros 80% de leurs moyens sur ce qui représente que 20% de la valeur ajoutée : les sessions présentielles de formation.
    • Une autre a montré que 70% de ce que l’on sait sur un poste de travail vient des discussions avec ses pairs, ses collaborateurs et managers
    • Pourquoi attendre un stage de formation alors que l’on peut mobiliser l’intelligence collective d’un réseau professionnel (interne et externe) pour avoir une réponse rapide
    • Prolongeant ce phénomène, l’apprentissage deviendra plus important que la formation dans l’entreprise collaborative.

  • The Business of Social Media: B2B and B2C Engagement by the Numbers

    “Indeed, Social Media is not limited to B2C applications, its impact and effects are actively measured and felt in B2B as well as government, education, military, and other prominent verticals. As decision makers take to the social web, their research, activity, communication, and most importantly, their relationships only intensify over time.”

    tags: socialmedia, B2B, facebook, twitter, socialnetworks, ROI, engagement, brand, attention, socialcrm, b2C

    • Also according to the Business.com study, 60% of B2B respondents leverage Twitter search to monitor brand or company mentions compared to just 35% of those in B2C.
    • - 20% of tweets published are actually invitations for product information, answers or responses from peers or directly by brand representatives
    • According to one study, 85% of businesses engaged in interactive programs were not measuring the ROI.
    • If it is one thing that we learn right here, right now, is that Social Media affects every part of the buying cycle. This is why a company-wide SRM program must be engineered and deployed in order to effectively monitor behavior and sentiment to effectively and genuinely shape perception, cultivate meaningful relations, and inspire action.

  • The False Question Of Attention Economics

    “A few posts have emerged recently that recapitulate the well-worn arguments of attention scarcity and information overload in the real-time social web. So, here at start of 2010, a new decade, I will try to write a short and sweet counter argument from a cognitive science/anthropology angle.”

    tags: attention, attentionscarcity, information, informationoverload, socialweb, web2.0

    • We’ve
      long exceeded the capacity of information that we can absorb and
      retain. We all suffer from technology induced attention deficit
      disorder, bright and shiny object syndrome and short term memory loss.
    • .” One major component of future shock — to which he ascribes most of the major problems of our day — is information overload: too much information to make sense of, with the implied context of a future shock sped-up world.
    • The amount of available information
      is increasing at an exponential rate, some say it doubles every second
      year. This mean that any illusion of being able to stay up to date with
      everything that is going on is utopian and has been probably since
      Guttenberg invented the press.
    • I suggest we just haven’t experimented enough with ways to render information in more usable ways, and once we start to do so, it will like take 10 years (the 10,000 hour rule again) before anyone demonstrates real mastery of the techniques involved.
    • In the final analysis, I am saying there is no ‘answer’ to those that say we are overloaded, that we are being driven mad by or enslaved to the tools we are experimenting with, or that there is some attention calculus that trumps all other value systems.
    • There is no “answer” since they are asking a false question, one that hides preconceived premises and biases. Starting out with the assumption that we have moved past our abilities to cope with the stream of information, and therefore something has to give, is a bias
    • But I think that the rise of the social web, just like writing, the printing press, and the invention of money, are not really about the the end of what came before, but instead are the starting point for what comes next: richer and more complex societies. These technologies are a bridge we use to cross over into something new, not a wrecking ball tearing down the old.

  • How Enterprise 2.0 fosters Knowledge Capture

    “Some studies show that between 25 and 50% of the communication between knowledge workers remains tacit and uncaptured. The question is how can we be productive and comfortable with our daily work if about half of the raw material we’re working with is wandering around ?”

    tags: knowledge, knowledgeworkers, productivity, information, conversations, enterprise2.0, knowledgemanagement

    • a knowledge policy based on Word documents and Knowledge Management bloated solutions is intimidating and discourage knowledge workers from capturing these units of knowledge
    • In the event where there is no KM system but a network shared drive they don’t store the document in the right location according to the actual taxonomy.  As a result, these pieces of knowledge become hard to reach and find.

      • Enterprise 2.0 knowledge capture is more efficient than Enterprise 1.0’s because :

      • It is easier and less intimidating for knowledge workers to capture knowledge on collaborative platforms (wiki, blogs, forums etc …)  then on word documents and then knowledge management systems
      • Collaborative platforms offer a single entry point from the same application (web browser) to a set of tools and application where information has been captured

  • Quand les ressources humaines se mettent au Net

    “Comment les équipes ressources humaines des grandes entreprises appréhendent-elles les nouvelles technologies de l’information et de la communication (NTIC) ? Les utilisent-elles de façon régulière et dans quelle mesure ces dernières impactent-elles l’organisation du travail au bureau et la vie des salariés “

    tags: humanresources, web2.0, socialnetworks, training, learning, reputation, e-reputation

    • Quant aux sites Web et autres intranet, ils constituent des outils de communication très puissants en termes de relations sociales, parfaitement maîtrisés par les partenaires sociaux.
    • Même constatation sur les réseaux sociaux ; «leur prise en compte, tant dans le domaine de la gestion des risques que de la communication devrait être un enjeu fort pour les entreprises», tant leur impact peut être important sur leur image ou leur réputation.
    • Le télétravail, par exemple, offre une meilleure productivité des salariés en raison de la flexibilité qu’il propose ou encore «de la réduction du stress et de la fatigue liés aux temps de transport».

    Posted from Diigo. The rest of my favorite links are here.

    • Filed Under: Conseils de lecture

    A la découverte de Lotusphere dès dimanche

    15 January 2010 By 1 Comment

    Lotusphere 2010Cela fait longtemps que j’envisageais d’ajouter une dimension “produit” à ce blog. Surtout pas trop car l’expérience nous montre à tous que l’outil ne fait pas le moine, mais par petites touches afin de se tenir informé de l’état de l’art et des grandes tendances. Cela peut également permettre de traiter des questions encore très présentes et qu’on oublie trop souvent comme “mais cela fait quoi”, “j’ai déjà xxxx, pourquoi j’achèterai yyyyy ?” etc… Force est en effet de reconnaitre qu’il est bien difficile d’envisager de nouveaux usages en entreprise quand on les expérimente peu pas voir pas dans sa propre vie. C’est d’ailleurs qui différencie l’enterprise social software de l’email : quand ce dernier est arrivé tout le monde savait ce qu’était envoyer un courrier. Là nous sommes face à des usages mal connus (dont certains restent encore à inventer d’ailleurs).

    Bref, mon nouveau travail me permettant désormais de parler outil sans pouvoir être taxé d’un quelconque parti pris, il arrivera que j’aborde le sujet sur ce blog, que ce soit pour faire le tour des grandes solutions du marché ou pour parler d’un petit produit innovant dont le potentiel mérite qu’on lui prête quelque attention.

    Calendrier oblige, j’inaugurerai cette rubrique d’ici peu avec mon retour de Lotusphere où je me rendrai la semaine prochaine. Et en attendant que je vous livre une synthèse ici, ceux que le sujet intéresse peuvent suivre le blog que je co-animerai pendant et (un peu) après la conférence sur le sujet. Bien entendu si vous avez des questions ou êtes demandeur d’un éclairage spécifique sur une dimension particulière de la conférence, merci de laisser un commentaire là bas afin que j’oriente mes investigations dans la direction qui intéresse le plus mon lectorat.

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    Filed Under: Divers, Entreprise 2.0, Logiciels et Outils, Web & Usages Tagged With: , , , , , ,

    La mesure de la charge de travail sera-t-elle le problème du siècle ?

    14 January 2010 By 5 Comments

    L’optimisation de la charge de travail a de tout temps été une préoccupation majeure de l’entreprise et plus encore des managers. Une charge trop importante par rapport à la capacité et c’est l’explosion programmée, une charge pas assez importante et c’est des ressources qui sont définitivement gâchées. Sans compter qu’il y a le travail planifié et le travail non planifié, celui qu’on confie à la dernière minute à qui peut pour faire face à un impondérable. Bref, dans tous les cas l’erreur d’ajustement finit par couter cher.

    Dans une économie “industrielle” les choses sont plus ou moins facile à gérer. On connait la capacité de production d’une machine et l’impact des goulots sur les flux de production. Quant aux individus opérant des tâches manuelles standardisées dans un tel contexte on sait à peu près combien de temps il leur faut pour réaliser une chose précise à qualité constante. Quant aux impondérables, on sait jusqu’où pousser les machines et il est facile de savoir où elles en sont par rapport à leur charge optimale. Pour les individus, un simple coup d’oeil au stock d’en-cours devant eux donne une idée de la situation. Bref, dans un système de production ‘tangible’ il est aisé de savoir où on en est et quel est la marge de chaque agent soit par le biais d’indicateurs pertinents soit par un simple coup d’oeil dans dans atelier. Qui plus est, une simple observation suffit parfois pour avoir une idée de la situation.

    Le passage à une économie de l’intangible rend les choses plus compliquées. D’abord parce que les choses sont de moins en moins linéaires et qu’il devient difficile de mettre en place un planning de production optimisé qui soit proche de la réalité. Les tâches deviennent des problèmes à résoudre, des solutions à trouver, et si on peut éventuellement déterminer des durées moyennes a postériori, le faire a priori, et plus encore de manière prévisionnelle relève du miracle. Et ce d’autant plus qu’en matière de “travail du savoir”, les notions de quantité et de qualité se mélangent à l’extrême. Voilà pour le prévisible (ou ce qui y ressemble). Pour ce qui est de l’imprévisible…comment savoir lorsqu’on affecte une tâche à quelqu’un qu’il aura le temps de l’effectuer avec le niveau de qualité requis dans les délais impartis ?

    C’est ici une problématique qui touche à la fois à la performance productive et au management pur et dur. Une problématique dans laquelle nos outils moderne, s’ils sont une partie de la réponse, sont aussi la cause de problèmes nouveaux qui sont tout sauf négligeables. [Read more...]

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    Des medias sociaux au Social CRM : mon expérience “aérienne”

    11 January 2010 By 7 Comments

    J’ai déjà largement abordé la question du Social CRM sur ce blog, et voici l’occasion de compléter mes écrits par une réflexion issue de mon expérience personnelle récente. Pour les personnes pressées qui veulent s’épargner la lecture d’une longue histoire, vous pouvez aller directement à la conclusion en bas de cette note.

    La situation

    Une simple semaine de vacance. Découverte d’une compagnie que je n’avais pas encore testé, et retour dans le contexte des intempéries que l’on sait et qui ont transformé le week- end du 20 décembre en naufrage collectif pour nombre de voyageurs (et pas seulement dans le monde de l’aérien.

    Le background

    Sorti des choses de l’entreprise 2.0, coté loisirs et passions personnels, on trouve les voyages, le monde du transport aérien et les avions tout court. Je suis donc quelques blogs et comptes twitters spécialisés (compagnies aériennes, professionnels) et aussi quelques individus dont ça n’est pas le travail mais qui en parlent à titre personnel. Je compte également dans mes “amis et followers” quelques autres passionnés, souvent classés “Elite +” par leur compagnie de référence et pour qui, tout comme moi, au delà du mode de locomotion il y a un vrai intérêt, une passion, pour cette industrie. Avec une vraie plus value puisque lorsque j’ai besoin d’un avis ou d’un conseil sur une compagnie, une destination, un appareil ou un aéroport de correspondance, autant demander à quelqu’un qui fait allègrement ses 60 000 miles annuels. Remarquez que ça vaut pour tous les domaines…mais nous y reviendrons plus tard.

    Je suis bien sur abonné au compte twitter de ma “compagnie habituelle et favorite”. Ils utilisent twitter pour diffuser peu ou prou les mêmes informations commerciales que celles qui figurent sur leur newsletter. Pas de discussions ni de retweet de messages provenant de clients ou d’autres acteurs du secteur. Activité plutôt faible et sporadique donc, avec une forte (voire exclusive) dimension unilatérale dont on peut déduire une dimension communautaire un tantinet faiblarde.

    A titre d’exemple, lorsque la “communauté” a commenté en direct la livraison et la visite de leur premier A380 qui était diffusée en direct sur le web (très bonne initiative par contre), et a profité de l’occasion pour poser quelques questions voire leur demander si la vidéo serait partagée ultérieurement pour être reprise sur des blogs…pas de réponse, pas la moindre marque d’intérêt. Pas davantage lorsque je prend le temps de ressusciter mon blog personnel laissé à l’abandon par manque de temps afin de partager mon expérience lors de mon premier vol en A380. Une posture a priori ni bonne ni mauvaise mais qui est ce qu’elle est et relève d’un positionnement volontairement réfléchi.

    Voilà donc l’état de mon expérience “social media” avec “ma” compagnie aérienne. Quelque peu frustrant lorsqu’on est à la fois “Passager Elite” et passionné mais la communauté est assez grande pour partager cette passion sans eux. Bien sur les exemples inverses sont légion (inutile de parler une énième fois de Southwest) mais je m’en tiens ici à mon expérience personnelle.

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