• The Gamification of Innovation in the Enterprise

  “Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Processes Will Gamify Those Processes. ”
  “Amy Jo Kim (@AmyJoKim) shared 7 core concepts to create compelling products at the Web 2.0 Expo SF 2011. Understanding these 7 core concepts when implementing Game Mechanics within the Enterprise Innovation process is critical. Designers and Developers should already be aware of the core concepts when creating Enterprise 2.0 Platforms. These core concepts with very slight modifications can be reviewed here”

  tags: gamification processes innovation workflows

  • Know who plays a part in your business objectives – design for their social style
  • Build a system that’s easy to learn and hard to master
  • Build fun/pleasure/satisfaction into your core workflows
  • Use Progress Mechanics to “light the way” towards learning and mastery of business goals
  • Design for Onboarding, Habit-Building, and Elder Game
  • As employees and partners progress, unlock greater challenges, customization and privileges
  • Give employees and partners real power via stats, voting, earned roles, & crowd-sourcing

• Non-exempt Social Business

  “Employees are a key element in social business. As a company starts to activate and officially sanction its employees to publish social media and use social technology, the details of managing the participation of a diverse workforce get tricky quickly.”

  tags: socialbusiness enterprise2.0 participation valuecreation contribution volunteerism rewards

  • Management almost never wants non-exempt (e.g. hourly) workers to get paid overtime for participating in social media – say an internal community or answering support issues on Twitter while representing the brand.
  • Most of the people I know who are involved in social media are of the white-collar salaried variety. Many of them participate in order to gain a competitive edge in their work. But what happens when the rest of the company gets involved?  In particular, when the participation happens for corporate benefit and being social becomes part of the job…how should employers reward this value creation?
  • What happens if the hourly employees participating in Twelpforce and similar initiatives stop for a second and think – “hey, I’m not on the clock…why am I not being paid for this?”
  •  But volunteerism is only going to take us a limited distance, the first step or two on the journey of a thousand miles to social business.

• We don’t need no stinkin’ badges: How to re-invent reality without gamification

  tags: gamification rewards games relationship meaning accomplishment emotions

• Social learning et Entreprise 2.0

  “La philosophie du social learning est en contraste avec la vision traditionnelle cartésienne de la connaissance et la formation. La perspective cartésienne suppose que la connaissance est une sorte de substance et que l’apprentissage est un moyen de transférer cette substance des formateurs à leurs élèves. De son côté, au lieu de partir du principe cartésien du «je pense, donc je suis», la vision sociale de l’apprentissage dit: «Nous participons, donc nous sommes. ”
  C’est en société que nous apprenons. L’observation, les discussions, la collaboration sont autant d’occasion d’apprendre. L’aspect social de l’apprentissage est fondamental. Le social learning n’est donc pas une nouveauté apparue avec le web 2.0.”

  tags: learning sociallearning enterprise2..0 conversations collaboration knowledgemanagement knowledge connect animation transparency

  • La résolution de problèmes, le design, la créativité, la recherche, l’expérimentation, l’innovation sont des apprentissages à part entière. Le partage d’expérience, l’observation, les discussions, l’entraide, la coopération sont aussi des apprentissages. 80% de notre apprentissage est donc imprévu, non programmé, informel.
  • Dans cette perspective, l’accent n’est plus mis sur le contenu mais sur les activités et les interactions humaines autour de ce contenu.
  • Dans nos entreprises, nous savons que l’apprentissage informel est constamment à l’œuvre, mais la plupart du temps, les réponses ou les experts les plus à même de résoudre un problème ne sont pas connectés avec celui qui y est confronté.
  • Les technologies 2.0 sont des technologies habilitantes qui nous connectent les uns les autres, facilitent la communication et la collaboration. Mais ce ne sont que des technologies. Et le social learning, en permettant de capitaliser sur les flux toujours grandissants de savoir qui ont rendu poreux les murs de nos organisations, remplit les fûts vides du 2.0.
  • 
  • Une des conséquences inattendues et peu reconnues de la première génération d’outils informatiques (l’email, le traitement de texte,…) qui constitue notre environnement quotidien de travail, est d’avoir rendu les processus de travail moins visibles au moment où justement nous avions besoin qu’ils le soient le plus.
  • La transparence est la clé du social learning et de l’entreprise 2.0.  Cette transparence favorise l’accès aux personnes et aux informations dont nous pouvons avoir besoin pour prendre les bonnes décisions.
  • Jusqu’à présent les avantages concurrentiels se construisaient sur l’asymétrie de l’information. Dorénavant, nous nous trompons si nous pensons qu’un accès unique à une information peut être un avantage.

• Trust and Networks

  “Trust makes networks work. When trust is high among members of a network, there’s a wonderful cohesiveness and capacity to get work done. When trust is low and relationships are plagued by suspicion, networks collapse into brittle organizational structures that rarely offset their operational costs in real world outcomes.”

  tags: networks socialnetworks trust relationship respect autonomy

  • People who trust each other more easily forgive each other for the bumps that inevitably arise from working together. That’s network resilience
  • When people trust each other, it’s easier to respond to change in a smart, coordinated way. That’s network flexibility.
  • rust also reduces red tape, which lowers the cost of collaboration. That’s network efficiency.
  • “Networks  are voluntary connections between autonomous peers.”
  • The relationship is the “net” that supports “work” in the network.
  • There is no centralized power with final say over what does and doe not happen or with the power to enforce compliance by network members
  • Trust is the lubricant that supports relationships and makes a network work.
  • Trust is earned, not bestowed or forced.
  • Mutual respect is the bilateral flow of respect that opens us to new connections in a network.
  • We must safeguard trust to ensure that autonomy is not abused in a network

• Vers la next entreprise, l’entreprise en mode beta

  Il convient de relever les nouveaux défis de la complexité de cette entreprise nouvelle et d’assembler les premières pierres de l’édifice qui reste à ériger. Celui du modèle de création de valeur et du fonctionnement de l’entreprise nouvelle dans un monde ou l’énergie et la matière, les ressources et les ingrédients de base de l’ère industrielle que nous laissons peu à peu derrière nous, laissent place à l’information – la nouvelle énergie – et à la matière grise que chacun active.

  tags: organization management enterprise2.0 socialbusiness transformation change behaviors trust knowledgeeconomy ROI humancapital innovation service serviceinnovation value valuecreation

  • les technologies 2.0 et du socialmedia, qui nous invitent à penser autrement aussi bien le travail, lemanagement, l’innovation, la production, les processus et l’organisation que les nouveaux modèles de création devaleur.
  • L’entreprise 2 .0, avec ses indispensablesprocessus d’innovation et de collaboration revisités, est cette entité vivanteet particulière dans laquelle chacun des collaborateurs (re)devient l’artisande toute solution. A l’heure où les métiers deviennent de plus en plustacites, l’enjeu pour chacun n’est-ilpas de mettre dans son propre contexte, les informations nécessaires pourrésoudre les problèmes qui se posent ?
  • lacollaboration, l’innovation et les processus qui deviennent 2.0 s’appuient de plusen plus sur une approche sociale, voire anthropologique de l’organisation.
  • renforcer et développer les aptitudes et lescomportements en matière de réseau et d’adoption des valeurs de confiance ;ensuite redéfinir l’organisation et déployer des logiques transversales ;enfin imaginer et déployer les usages des technologies de l’information.
  • il convient de prendre un peu de recul pour savoircomment l’homme et la femme qui sont devenus le facteur lent de cette fulguranteévolution, puissent trouver le sens, le plaisir et l’intérêt pour y contribueractivement.
  • la création durable de richesses et leur distribution dans uneéconomie qui s’appuie de plus en plus sur l’innovation – produits, services etorganisationnelle – et la capacité de tous et chacun à mobiliser compétences etconnaissances, conduit à revisiter les bases de nos modèles économiques.
  • nous fait passer de lachaîne de valeur à la chaîne des valeurs qui la font vivre – confiance,transparence, reconnaissance, respect, discernement, écoute, empathie,réputation, audace
  • Assurons-nous que les nouvelles règles de l’entreprise – on passe ducontrôle/commande à la régulation et la reconnaissance – et les pratiquescollaboratives, sources inépuisables de la création de richesse, ne soient pasdétournées ou ignorées.
  • l’entreprise se construit autour del’usage inventif des technologies nouvelles, de l’innovation, de la création et de la capacité à animer l’écosystèmevivant de toutes les parties prenantes.

• Performance of Enterprise Social Networks

  “My main message is that deploying an enterprise social network improves the performance of the company. As a consequence, the most important measurement is not the one of the tool in itself but the measurement of its actions / impacts on the performance of the company. “

  tags: enterprisesocialnetworks socialnetworks measurement performance metrics efficiency indicators

• Social Business Roadmap

  tags: socialbusiness roadmap collaboration systemsofengagement systemsofrecord strategy changemanagement governance procedures

• Get People and Processes in Line Before Social BI Changes Decision Game

  “In the third quarter of 2010, Genesis Management Consulting Group launched the results of its second global survey on strategic decision-making. The survey defined strategic decision as a decision that “could have fundamental and significant impact on the organization.””

  tags: people process decision decisionmaking BI collaboration socialsoftware mobility

  • Genesis revealed that the top decision-making problems were people and process.  The top people problems were unpreparedness of decision-makers and intercompany politics; while top process problems developed from unchallenged assumptions (involving the implementation process) and rushing to a decision before the process was fully scoped.
  • Gartner predicts that in just two years, “33 percent of BI functionality will be consumed via handheld devices.
  • By 2014, Gartner says that 30 percent of analytic applications will use in-memory functions to add scale and computational speed. In addition, 30 percent of analytics applications will include “proactive, predictive and forecasting abilities.”
  • Collaboration is the new model for decision-making in competitive organizations, and Gartner predicts that in the next two years, “15 percent of BI deployments will combine BI, collaboration and social software into decision-making environments.”

• The Power of Reconnection — How Dormant Ties Can Surprise You – The Magazine – MIT Sloan Management Review

  The world of networking continues to expand. For years, people have been encouraged to build a strong, wide personal network to get information and keep connected. Facebook, LinkedIn, Google and other Internet sites have made everything about this task easier than ever. In particular, they have made access to long-lost friends, colleagues and acquaintances as easy as a few keystrokes. Now with relative ease, people can reactivate what may have seemed like dead connections.

  Are those reconnections valuable — particularly in terms of the world of work?

  tags: socialnetworking relationship reconnection sharedperspective trust alumni

  • Now, though, what used to happen only rarely — at reunions or chance encounters — can happen after a memory, a whim and minimal effort. Moreover, not only are reconnections so much easier to make; it turns out that the old presumption that dormant ties have no value was wrong. Reconnecting dormant ties provides a whole host of benefits, many of them unexpected.

  • In the past, the main obstacle to reconnecting was search costs.
  • In spite of their initial hesitation, almost all of the executives in our studies report that they have received tremendous value from reconnecting their dormant relationships.
  • First, dormant ties are great sources of unexpectedly novel insights.
  • Second, reconnecting is tremendously efficient, as it imposes few constraints and requires only a minimal investment of time.
  • Third, reconnecting a dormant relationship is not like starting a relationship from scratch. When people reconnect, they still have feelings of trust and a shared perspective — which are critical for receiving valuable knowledge from someone —
  • As a result, despite executives’ worries that their dormant relationships might want to remain dormant, their old contacts tended to be willing, able and even eager to help them with the problems they were facing at work.
  • That suggests that people can benefit from reconnecting with a fairly large number of their dormant ties: The benefits don’t all reside in the very top.
  • Our findings indicate that reconnecting dormant relationships is more valuable for older executives.
  • Dormant relationships do resemble distant relationships, in that they both require minimal maintenance — which makes them particularly efficient — and they both have access to novel information. T
  • Our research, however, is pointed toward value in a work-related sense, involving project-related information or advice. Thus, our finding is that dormant ties are great sources of new and useful work-related information, unlike the mostly social interactions on Facebook.
  • In a follow-up study, we have found that, although our executives had high hopes for staying connected, communication during the year after a reconnection was typically infrequent.
  • Reconnecting the same dormant tie repeatedly may run the risk of undermining trust, especially if renewed maintenance expectations are not met or if reconnection only occurs for blatantly self-serving purposes.
  • engaging in the normal act of reciprocity, and providing useful information to your dormant ties, too, makes for a particularly useful, mutually beneficial interaction. In other words, no one wants to help a selfish jerk.
  • Salespeople know that “cold calling” has a notoriously low success rate. Also, forging new relationships may require considerable upfront investment. Although reconnecting dormant ties clearly benefits from retained feelings of trust and shared perspective — advantages that new relationships would not have — limiting yourself only to

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

• Harold Jarche » Technologies for collaboration and cooperation

  tags: learning communitiesofpractices personallearning networks teams

  • My experience is that there is no platform that covers the entire spectrum. Open networking environments lack the tools needed for project work while enterprise collaboration systems lack openness and flexibility.
  • 

• Enabling the Human Side of Content Monitoring

  “This is also our guiding principle at Darwin. We want to better enable people to make decisions by using Chaos Theory principles to let the content self-organize and then creating useful content visualizations to facilitate the human mind’s ability to sort through content as you will soon see. It is the opposite of semantic technology that tries to get the computer to understand language and do some of the cognitive work. There can be a place for both.”

  tags: darwin watson decision decisionmaking monitoring contentmonitoring awareness semantic artificialintelligence humanintelligence intelligence

  • So the issue is not whether computers will outpace people but how the two can work together.
  • One of the skills that people have over computers is knowing where to look next and to quickly see anomalies. If you dumb down a task you will likely take away the person’s ability to see the unexpected. You will reduce discovery and stifle innovation.
  • External algorithms and machine driven intelligence rely on rules and predetermined taxonomies that can hide the unexpected. People-centric tools can enhance our natural, and perhaps evolutionary, cognitive abilities to notice the unexpected.  The graphic below that Thierry created illustrates some of these contrasts between machine and human intelligence. Both have their place. 
  • 

• Social CRM needs a CRM system, does it?

  “Some days ago Bob Thompson interviewed Graham Hill about his take on Social CRM. The interview covered a lot of topics, most notably the future of Social CRM about which Graham has a particular view and led Bob to ask the question whether it is necessary to have a CRM system to have Social CRM.”

  tags: socialcrm crm businessprocess strategy technology

  • CRM is a business strategy; so is Social CRM. In an earlier blog titled CRM vs. Social CRM – what is the difference? I discussed differences as I do saw them at that time. My view has slightly evolved since, but this is another side track.
  • Wikipedia defines CRM as “a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects
  • Social “CRM is a philosophy & a business strategy, supported by a technology platform, business rules, workflow, processes & social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment. It’s the company’s response to the customer’s ownership of the conversation.”
  • you do not need a CRM system to have Social CRM. In fact you do not even have to have a system to do CRM!
  • If co-creation is about joint creation of value by the company and the customer then we might be close to it in this case.

  • Pursuing a Social CRM strategy adds complexity to an already complex strategy, especially if the strategy also extends into the social web, and there is no way around doing so.

    This has some implications:
    1. CRM systems are needed to efficiently execute on a CRM strategy
    2. There is a need for Social CRM systems, and we see them emerging
    3. Social CRM systems need to be integrated into the existing CRM
    systems

• Swiss Community Managers Association :Compte rendu de la rencontre du 31 mars avec Air France-KLM

  “Le 31 mars dernier, nous étions une trentaine dans les locaux de Creadigital à Genève pour découvrir, comprendre et échanger sur la stratégie de présence sur les médias sociaux du groupe Air France-KLM.”

  tags: socialmedia AirFrance strategy communitymanagement

• Middle Management’s Increasing Role in Business Software Decisions

  “Here is a report addressing an interesting question. In December 2010, inlevel conducted a research on “Middle Management as Business Software Influencer.” They start with an interesting point. Software tended to be sold to senior business management and CIOs. However, because of increased access to the Web, greater use of cloud applications and simpler applications, a growing number of software purchases do not require senior level support nor need to involve IT. So this study looked at the current role of middle managers in software purchases. They gathered responses from 210 middle managers across a variety of industries in the US.”

  tags: middlemanagement software buyer IT businesssoftware decision influence purchase

  • The research found that 42% of middle managers surveyed said they are actively engaged in the enterprise software selection process and 41% said no one a cared about their views. 
  • They want to talk with vendors about their offerings. 
  • Their advice to vendors is enhance the role that middle managers play in the selection process by providing clear descriptions of the functions of their products, more training materials directed at business professional and make the relationship the software and their more explicit.

• Corporate Microblogging Helps Employees Migrate Work Conversations Online – Rawn Shah – Connected Business – Forbes

  “I recently met with Maria Ogneva from software vendor Yammer at the SXSW interactive conference to talk about microblogging within the enterprise and activity streams. Microblogging allows employees to send direct and broadcast messages to each other, similar in concept to Twitter but within the company. Activity streams complement them by allowing employees to keep track of activities and messages from many different networks of people, groups and even applications in a stream of content over time, again conceptually similar to Twitter.”

  tags: conversations microblogging ambiantawareness

  • If you are not familiar with it, corporate microblogging simplifies how you can send messages to others. Think of text messaging, but with the additional dimension of talking to a group of people, a community or even everyone in the organization
  • . First, it helps people to develop workday patterns where engage regularly to communicate and collaborate online. Second, it helps people create a digital footprint in the online environment so that others know they exist, the topics they interact on, and who they interact with—this footprint helps them to build a digital reputation or eminence for employees to try to stand out in their company.
  • Social business maturity involves much more than just the tooling, but you still do need the capabilities they bring to encourage involvement, in a way accessible to employee work habits as well as organizational infrastructure needs.
  • Enterprise microblogging systems have a different and significant role in conducting business than what you may find in public systems like Facebook or Twitter. They provide insight to what is actually going on within the company, and allow employees to breakthrough the often thick glass walls of organizational silos. They are going to be a vital component of social business.

• L’entreprise peut-elle se passer des e-mails ?

  “Le courrier électronique s’est glissé sur nos écrans sans crier gare. Certes, face aux lettres, aux fax, au téléphone, les « courriels » permettent de gagner du temps : « Si vous avez dix minutes, vous pouvez passer deux coups de téléphone ou envoyer dix mails », résume Amaury Houdart, DRH de la société de services informatiques Logica, qui compte 39.000 salariés. « C’est une révolution magnifique, mais, dans ce monde de l’immédiateté, il devient urgent de réfléchir pour ne pas se laisser envahir. »”

  tags: email infobesity informationoverload socialnetworks attention attentionscarcity

  • A tel point que Fred Wilson, patron du fonds de capital-risque Union Square Ventures, a proclamé, en mai dernier, sa messagerie « en faillite », ajoutant sur son blog : « Navré si vous m’avez envoyé un e-mail au cours des cinq dernières semaines sans que j’y ai répondu. Vous êtes plus de 800 dans ce cas. Si votre mail est important, merci de le renvoyer. »
  • La rareté ne réside plus dans la recherche d’information mais dans la capacité à la traiter 
  • L’autre jour, u n salarié énervé a envoyé un mail à un collègue en lettres rouges et capitales, avec des personnes en copie. Quelle agression ! Dans un bureau à haute voix, cela aurait été inacceptable 
  • un salarié français ne passerait que 12 minutes, en moyenne, concentré sur son travail sans être interrompu par un courriel ou autre SMS, selon une enquête menée à l’automne par Sciforma. Pis, 75 % d’entre eux avouent arrêter une tâche en cours pour découvrir le contenu d’un message entrant.
  •  l es outils se cumulent plus qu’ils ne se substituent. Chacun a un usage précis ». Et, selon Marc Jalabert, « le mail reste formidable pour transmettre de l’information déstructurée… »
  •  N ous tentons de minimiser les volumes et la longueur des mails envoyés, le nombre de leurs destinataires et il est recommandé de ne pas envoyer de mails en dehors des heures de bureau et les week-ends »,
  • « Le grand challenge n’est pas une question d’outils mais de changement de culture », r
  • Les réseaux sociaux font le pari de l’intelligence collective et forcent, donc, les salariés se mettre à nu. Les emails sont protégés par la loi comme des espaces privés mais les réseaux sociaux ne sont pas encore réglementés »
  • l e réseau social sera tout autant contraignant et peut engendrer des effets pervers car sa performance dépend de l’implication de ses membres. Ceux qui voudront résister à l’exercice de transparence imposée seront, sans doute, montrés du doigt ».

• Octo Technology : 10 bonnes pratiques de management

  “0cto est né en 1998 (en même temps que Google). En treize ans, ce cabinet de conseil en systèmes d’information est passé de 4 personnes à plus de 150 collaborateurs. « Nous avons construit Octo sur des valeurs humaines fortes et aujourd’hui l’enjeu est de garder cette culture différenciatrice dans une société qui grandit », affirme Ludovic Cinquin, directeur général pour la France et cofondateur d’Octo. Au fil des ans, le cabinet a su adopté des méthodes de management particulièrement originales dont les entreprises du secteur peuvent – si leur culture le permet – s’inspirer.”

  tags: octo management casestudies humanresources innovation cutlure

  • « Je n’ai pas le monopole des bonnes idées, c’est l’un de mes traits de caractère. Je ne dis pas à mes équipes ce qu’elles doivent faire mais je les responsabilise. Elles prennent des initiatives alignées sur la vision que j’ai définie. Pour moi, l’innovation vient de partout »,
  • . Le principe est simple : une fois par semaine (à jour et heure fixe idéalement), le manager rencontre chacun de ses collaborateurs durant une demi-heure pour faire le point sur sa mission et prendre un retour sur son travail. L’occasion de définir des mini-objectifs qui permettent d’atteindre les maxi-objectifs, fixés en entretien de fin d’année
  • Chaque Octo est libre d’employer en moyenne 20 % de son temps à des recherches ou projets, personnels ou collectifs. Dans la pratique, les seniors y consacrent 30 % de leur temps et les juniors plutôt 10 %.
  • Notre système de gestion interne permet à tout le monde (chefs, stagiaires ou consultants) de saisir les comptes rendus d’activité, de faire la facturation et la saisie des notes de frais. Il est ouvert. Nous envisageons bientôt d’intégrer la gestion des salaires, raconte-t-elle. Un tel système repose sur la confiance. »
  • Chez Octo, la culture du feedback est extrêmement développée. Chaque jour, des managers  et des collaborateurs se livrent, par exemple,  au perfection game devant des collègues. L’objectif est de recueillir leur avis sur l’article de blog qu’ils viennent d’écrire, une présentation à soumettre au client, u

• Social Collaboration?

  “Theres a new term doing the rounds in the IT vendor market – social collaboration. Nobody gave me an exact meaning to that, either the IT vendors or the sociologists / anthropologists / sociobiologists”

  tags: collaboration socialcollaboration matrix

  • Collaboration is a recursive process where two or more people or organizations work together in an intersection of common goals — for example, an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus.
  • The role power in a matrix organization is vastly diminished. Expertise power helps to a certain extent, but then in high performance/stakes teams everybody is going to be an expert of something or the other. The only other power left is relationship power. One negotiates using the relationship power to get things done. Reciprocity is a bigger coin than orders. No more command and control.
  • Hence, to my mind the phrase ‘social collaboration’ seems to be resplendent with redundant words, redolently demonstrated by this very statement. Also, a ‘social collaboration’ means there is an asocial collaboration, and perhaps an eusocial collaboration too?
  • Given this logic, what does ‘social collaboration’ mean? Where people collaborate outside of the contractual obligations? Which means outside of the role structures & job descriptions in the organization? Typical of a matrix organization, no?

• HR as leader of the social/digital revolution

  “If I am sure that communication, marketing and sales have to be revised with a new paradigm centered on the consumer and not on the company/brand/product, I am also convinced that the main lever of transformation is in the field of HR. Obviously, the role of HR is much more strategic and important that some of the actors think. The role of HR is key for many reasons:”

  tags: humanresources structure coordinatination competencies profiles career humanresources2.0

  • Structures and coordination: the emergence of new activities in the field of marketing and communication entails changes in the organization with the creation of new positions (new medias, digital marketing,…) and with new close relations between these 2 departments and the need to develop new coordination modes for communicating
  • Competencies: the way to connect to the consumers with digital marketing or to PR / blogs for communication requires defining new competencies. If a part of the job is the same, the core evolves. It is driven by the consumer centric approach. HR has the ability and the credibility to lead this definition of new competencies not only for marketing but also for sales.
  • Profiles: with the exquisite “job desk”, HR define not only what are the needs but also the profiles of the candidates. It is a great opportunities to introduce diversity in terms of socio-educational background with people having new attitudes and leadership style (ability to network)
  • Development: one of the mission of HR is to create on the content and on the form as well, new learning programs or new initiatives to develop the people in place or new entrants around these jobs and activities.

• Making Connections: the Social Object

  “What Luis hopes is that those of us working with enterprise 2.0 tools and social business transformation will learn from the experiences of knowledge management, but he also notes a point of at least potential tension between the two disciplines. Putting Luis’ argument simply, knowledge management wants to manage knowledge, social business wants to socialise it. One looks at structure and order and managing the ‘unstructured chaos’ of social data; the other side says ‘you cannot and should not ever try this!’”

  tags: enterprise2.0 socialbusiness socialobjects socialization sharing systemsofrecord systemsofengagement

  • “An object becomes social only when it is shared; it is the sharing that makes the object social, not the object per se.”
  • Systems of Record: those tools, repositories, and systems upon which organizations have built their business processes for the last several decades.
  • Systems of Engagement: These tools overlay and complement organizations deep investments in systems of record by providing Web-based access, usability across a variety of hardware and software platforms, and cross-organizational collaboration.
  • However, as we all know, and Sameer underlines too, the ‘devil is in the detail’ of connecting these two systems.  JP  also stresses some of the potential risks around security and data privacy: often materials in systems of record are locked away because they are private and confidential and thus we need to manage “the export of private objects from the systems of record into the public space of the systems of engagement.”

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

• “Les entreprises ne savent plus ce qu’elles font”

  “Dans l’interview qu’il nous a accordée à l’occasion de la sortie de son livre “Lost in Management”, le sociologue François Dupuy explique que “les entreprises s’enfoncent dans un jeu perdant-perdant avec leurs salariés”. Un propos en forme d’électrochoc à destination des dirigeants.”

  tags: management reporting control work sense engagement

  • Pour faire face à la nécessité de garder tous les comportements sous contrôle, surtout avec la crise, les entreprises ont accentué leurs moyens de coercition. Tous ces process, ces systèmes de “reporting”, c’est de la coercition destinée à garder les salariés sous contrôle
  • Plus l’entreprise cherche à contrôler et à mettre la pression, plus les salariés, cadres y compris, se réfugient dans des investissements alternatifs, la famille par exemple, qui viennent compenser la dureté du monde du travail
  • e délire des processus, des “reportings” et des indicateurs finit par recréer des zones de liberté pour les salariés tant ils deviennent contradictoires les uns avec les autres et laissent ainsi les acteurs libres de décider ce qu’ils doivent appliquer ou non.
  • Quand sont apparus les phénomènes de souffrance au travail, on a bien compris que les problèmes d’organisation étaient liés aux modes de fonctionnement. Mais pour ne pas avoir à se remettre en cause, les entreprises ont individualisé et médicalisé les problèmes pour n’en gérer que les effets et surtout ne pas s’intéresser aux causes.
  • Les organisations transversales sont devenues terribles et ont fait des autres un enfer. Mais l’idée qu’une entreprise pourrait fonctionner sans règles n’est pas jouable. Tout le problème réside dans le fait de décider de l’endroit où on met le curseur.
  • Les Français se sont beaucoup interrogés sur la baisse de la valeur travail. C’est naïf et au pire manipulatoire. Car c’est le travail lui-même qui s’est détérioré, que ce soit en France ou à l’étranger
  • En France, nous sommes bien plus bureaucratiques que les Américains. Là où un Américain fait dix “process”, un Français va en mettre trente en place. Résultat : le détricotage sera long et douloureux
  • Les entreprises se sont tournées vers la coercition au même moment où les sociétés se démocratisaient. Le degré de liberté a augmenté dans la société civile pendant que celui-ci a baissé dans les entreprises.

• Avoiding Social Silos

  tags: silos socialbusiness socialsoftware software socialsilos email enterprise2.0

• IBM’s Watson and the Potential for Social Networking @VoiceReport

  “In grandiose fashion, IBM chose to challenge two of the legendary winners of the TV game show Jeopardy at their own game. Over the course of three nights and two full games, Watson bested 74-game champion Ken Jennings and all-time top money winner Brad Rutter.

  While this was certainly a major PR coup for IBM, the underlying technology can have significant impact on applications computer systems will be able to support, and on the types of capabilities we see developing in unified communications (UC).”

  tags: socialnetworking IBM watson unifiedcommunications

  • However, if you can combine that ability to sort through masses of information with a smart human who can help avoid the obviously “dumb” answers, you’ve got a killer problem solve
  • With the mountains of new data that are produced each day, that type of natural language problem-solving ability could find applications in any number of disciplines
  • Along with the other UC platforms, Sametime can scan user profiles, e-mails, interest groups and other indicators to build profiles and allow people in different parts of the organization who are working on similar issues to locate one another

  • These early social networking pilots use rather rudimentary techniques like key word matching, but it’s not hard to see how far we could take these programs with the benefits of Watson’s technology.

• Social Tools: Helping People Share What They Know

  ” Over the next 20 years, nearly 80 million people will retire; that’s nearly 10,000 baby boomers a day. This trend will likely lead to significant generational shifts in the workforce, and the potential for a tremendous loss in intellectual capital as senior staff depart. The trend will also challenge organizations to more rapidly on-board new hires. ESS, alongside an effective change management program, can help an organization address these knowledge transfer needs.”

  tags: retirees retirment knowledgetransfer enterprisesocialsoftware onboarding adoption changemanagement

  • We need to create opportunities for people to connect, share, learn and collaborate as a natural way of working rather than repeating the “knowledge capture” mistakes of the past. That’s where ESS offers tremendous potential. By making work more observable and participation more visible, “knowledge transfer” becomes something that occurs as people interact and build relationships.
  • With ESS, we can create a community and social networking site where employees can connect with each other in ways similar to consumer sites. However, within the enterprise, this interaction is more aligned with employee needs and interests. An enterprise collaboration platform should make it easier to: find subject matter experts (social profiles), add them to your network (social graph), follow their work (activity streams), and converse with them (microblogging).
  • Over time, this becomes a means of informal learning and new type of virtual apprenticeship for new hires.
  • The participatory nature of ESS also enables new hires to create their own professional networks with senior colleagues or join established communities where senior staff share experiences and refine work practice
  • ESS capabilities can also help organizations address knowledge transfer concerns arising from likely retirement waves. As mentioned in the on-boarding scenario, use of ESS can make “work” more observable and self-documenting as employees blog, update wikis, “tweet”, and have their actions published into an activity stream.
  • The benefits of observable work, however, need to be felt by employees. If senior workers do not see personal value from contributing in that manner, they might return to prior information hoarding practices.
  • Offering retirees a way to stay connected after retirement should be considered as another means for organizations to harness retiree’s business insight.
  • Governance, change management and constant communication are essential elements of any transformation program.
  • Adoption will not be driven directly by what processes they are involved in, or any other formal activity that directs their role. Instead, their use of ESS is influenced by their own goals – which might tie to career development, recognition of their expertise, or professional networking.
  • Adoption can be facilitated by posing challenges for employees to overcome. For instance, inviting employees to participate in solving some of the more pressing issues facing the company (products, markets) or their department (customer service, data quality) can tap into the goodwill of employees to contribute.
  • As people become comfortable using tools for their daily routine, they can become more comfortable using the same tools to voluntarily participate in communities and professional networks.

• The Future Of Work Is Play

  “Humans love games. Just check the current news cycle for evidence: The Xbox 360’s sleek, new controller-free gaming device, Kinect, is the fastest-selling consumer electronic product ever. Foursquare has attracted millions of badge-seeking users and aspiring “mayors.” And new programs like Quest to Learn are bringing game dynamics into our educational system.”

  tags: work games gamification education ideas motivation creativity

  • A game is a system in which players engage in an artificial conflict, defined by rules, that results in a quantifiable outcome.
  • Smaller self-imposed challenges can spark your creative drive in ways you don’t expect.
  • Creative teams derive their pleasure from discovery – finding or combining elements to make something new. So of course, rushing toward a goal feels counter-intuitive to that. However, if you can pair some mystery/surprise with your goal (when we finish project A, management will unveil our next project, or the location of our after-party, etc.)
  • The trick is to better understand what drives you – what aspects of games are most powerful for you – and then put yourself in situations that will motivate you best.

• Conception d’une application Case Management et divergence avec le BPM | BPM Bulletin

  “La mise en œuvre des applications de Case Management nécessite une approche qui diffère de celle requise pour les applications de pur BPM. J’ai eu l’occasion plusieurs fois ces dernières semaines d’échanger à ce sujet avec différents interlocuteurs aussi je vais tenter de mettre noir sur blanc ma vision des choses.”

  tags: bpm casemanagement adaptivecasemanagement process processcentricity data

  • Lorsqu’on pense application BPM, on pense processus. Ce qui sous-tend l’application, c’est le déroulement d’un ensemble de tâches unitaires prédéfini, modélisé, implémenté et figé. Se greffent ensuite à ces tâches des données portées par les instances du processus, des documents, des intervenants, des échanges avec l’extérieur (le SI partenaire par exemple). Mais le BPM reste fondamentalement Process Centric.
  • Une activité est donc un ensemble plus ou moins important de tâches unitaires mais ce n’est pas pour autant un sous-processus. Une fois toutes les activités recensées, il convient de modéliser chacune d’entre elles et de leur associer la définition des données complémentaires. L’application consiste ensuiteà faire exécuter un ensemble d’activités, dans un ordre précis ou pas, pour arriver à la liquidation finale du Case. Le Case Management est fondamentalement Data Centric.

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