• “Digitization is creating a second economy that’s vast, automatic, and invisible€”thereby bringing the biggest change since the Industrial Revolution.”

    tags: economy digitization neuralnetworks neuralsystem growth productivity networkedconomy

    • So we can say that another economy€”a second economy€”of all of these digitized business processes conversing, executing, and triggering further actions is silently forming alongside the physical economy.
    • If I were to look for adjectives to describe this second economy, I’d say it is vast, silent, connected, unseen, and autonomous (meaning that human beings may design it but are not directly involved in running it). It is remotely executing and global, always on, and endlessly configurable. It is concurrent€”a great computer expression€”which means that everything happens in parallel. It is self-configuring, meaning it constantly reconfigures itself on the fly, and increasingly it is also self-organizing, self-architecting, and self-healing.
    • Recall that in the digital conversations I was describing, something that occurs in the physical economy is sensed by the second economy€”which then gives back an appropriate response
    • The second economy constitutes a neural layer for the physical economy
    • Productivity increasing, say, at 2.4 percent in a given year means either that the same number of people can produce 2.4 percent more output or that we can get the same output with 2.4 percent fewer people. Both of these are happening.
    • Physical jobs are disappearing into the second economy, and I believe this effect is dwarfing the much more publicized effect of jobs disappearing to places like India and China.
    • where there’s a need for human judgment and human interaction, we still have that. But the primary cause of all of the downsizing we’ve had since the mid-1990s is that a lot of human jobs are disappearing into the second economy. Not to reappear.
    • The second economy will certainly be the engine of growth and the provider of prosperity for the rest of this century and beyond, but it may not provide jobs, so there may be prosperity without full access for many. This suggests to me that the main challenge of the economy is shifting from producing prosperity to distributing prosperity.
    • With this digital transformation, this last repository of jobs is shrinking€”fewer of us in the future may have white-collar business process jobs€”and we face a problem.
    •  

       This second economy that is silently forming€”vast, interconnected, and extraordinarily productive€”is creating for us a new economic world. How we will fare in this world, how we will adapt to it, how we will profit from it and share its benefits, is very much up to us

  • “Comment gérer la mutation d’une DSI vers une organisation IT orientée services ? En amont de la Conférence 2011 de l’itSMF France qui a lieu le 29 novembre à  Paris, voici quelques pistes de réponses. “

    tags: IT ITdepartment CIO SOO serviceorientedITgovernance enterprisesocialnetworks

    • ette mutation implique aussi de mettre en place une nouvelle gouvernance. La DSI doit en effet se restructurer pour fournir des services à  l’utilisateur.
    • D’où l’importance de créer des communautés de pratiques, pas seulement technologiques mais aussi managériales et métiers. Cela passe notamment par la mise en place de réseaux sociaux d’entreprise transverses aux organisations, en rupture avec les structures pyramidales traditionnelles.
    • Plus globalement, le passage vers une organisation IT orientée services nécessite des compétences qui vont bien au-delà  de celles de la DSI historique.
    • Elle doit s’ouvrir sur beaucoup d’autres compétences que l’ingénierie. On le voit aussi autour des débats sur le marketing de la DSI qui est également un axe important pour une DSI orientée services.
    • Au final, l’idée est d’aboutir à  un processus industriel de création de composants fonctionnels, qui puissent être intégrés au catalogue de services IT de l’entreprise. Des composants qui pourront ensuite être assemblés pour concevoir un processus métier ou une application plus complexe,
  • “During his keynote presentation today, Oracle CEO Larry Ellison announced Oracle Social Network, an enterprise collaboration and social networking tool for business.”

    tags: socialsoftware enterprisesocialsoftware socialnetwork Oracle OracleSocialNetwork collaboration sales marketing hr

    • Oracle Social Network is seamlessly integrated with Oracle Fusion Applications, business intelligence, and business processes allowing users to receive real-time information feeds from these systems and to collaborate and resolve business issues quickly and effectively, including updating applications and business processes from the Oracle Social Network.
    • Oracle Social Network helps salespeople to identify potential prospects, build effective teams, prepare convincing sales presentations, resolve issues with customer service and contracts, collaborate with partners on joint opportunities, and build lasting relationships with customers.
    • Oracle Social Network helps marketing teams to design more creative marketing campaigns, target the right customers and partners, and collaborate with sales teams to generate the highest quality leads.
    • Oracle Social Network helps human resources professionals and managers to collaborate on workforce planning and staffing, build effective compensation and benefits programs, set goals and objectives, and drive more effective talent management processes.
    • Oracle Social Network can be used by project managers and project teams to build effective project plans, collaborate on project tasks, resolve issues and change requests, and track and update project milestones.
  • “Le social business ne concerne ni la technologie ni la culture d’entreprise. Il s’agit plutôt d’un changement socio-politique historique plus dense, plus large et bien plus fascinant.

    Notre vision de la société, de la politique, des relations humaines, de la science, des gouvernements ainsi que des affaires change sont en train de changer. De nouvelles approches font surface. L’apprentissage et l’expression individuelle sont en plein boom. Les valeurs évoluent. Le leadership et l’économie également. Le changement lui-même se transforme : il s’accélère et devient la norme.”

    tags: socialbusiness enterprise2.0 culrure technologie commandandcontrol complexity management hierarchy

    • Par le passé la valeur entrepreneuriale venait du contrôle foncier, des ressources et des propriétés intellectuelles (procédés, technologies et brevets). Qu’est-ce qu’un social business ? Sa valeur se crée autour du cœur et de l’esprit des personnes qui y travaillent et des personnes qui achètent. La priorité qui prévaut n’est pas la structure ni les procédés mais plutôt l’approche qui lie les cœurs et les esprits.
    • Si l’idée derrière la Révolution industrielle était que tout rôle, tout procédé, toute activité était bien défini et contrôlé par l’encadrement d’une entreprise, le social business concentre l’employé et le client sur un objectif commun.
    • Dans ces nouvelles organisations que sont les réseaux de gens compétents possédant de grands outils de communication, le leadership apparaît comme plus important que la structure hiérarchique
    • La hiérarchie, les procédés et l’automatisation reprennent leur fonction initiale : comme des outils qui servent l’efficacité et les aptitudes humaines. Plutôt que le modèle du 20ème siècle dans lequel les individus existent afin de faire tourner les procédés, nous sommes maintenant dans un système où les procédés nous soutiennent.
    • Pour réaliser convenablement une tche, les gens doivent constamment scruter leur environnement, comprendre et inventer des solutions à  des problèmes donnés. Le fonctionnement du Command and Control ne constitue pas la meilleure stratégie d’encouragement, surtout si la société se développe.
    • Votre équipe n’est pas efficace si elle n’est pas respectée et votre marché fera montre de plus de méfiance s’il se sent manipulé, amadoué ou lésé.
    • Un social business reconnaît que sa mission est le point de rencontre entre les sensibilités et l’esprit pour atteindre l’excellence. Le social business a pour politique de respecter les individus.
    • Le siècle des Lumières s’est caractérisé par une élite intellectuelle qui a saisi l’opportunité de façonner un monde meilleur. Cette période nous a donné les outils pour explorer le monde une nouvelle fois d’un point de vue rationnel et réductionniste en faisant appel à  des principes scientifiques €“ les conséquences prévisibles de toute action €“ pour tout transformer, de la navigation à  la technologie, en passant par la société elle-même.
    • Les Lumières version 2.0, dont nous pourrions dire que nous baignons dedans en ce moment-même, a été catalysé par la mécanique quantique (tu ne peux pas être une je-sais-tout, petite) et la théorie de la complexité ; les technologies des médias sociaux nous amène de l’ge de raison à  l’ge de €“ l’émergence (?!?) €“ où nous allons commencer à  comprendre que tant que nous ne pouvons pas prédire ou contrôler ce qui va se produire, nous pouvons tout de même naviguer dedans.
    • . Il est désormais possible de prendre un peu de recul et de réévaluer le rôle de la complexité humaine au sein de la société. Les Lumières 2.0 a pour conséquence l’Entreprise 2.0 qui accepte l’idée de la complexité et du comportement humains.
  • “I looked through this excellent compendium of Jobs quotes and found seven lessons for people and companies looking to succeed as 21st century capitalists.”

    tags: capitalism finance CEO strategy vision

    • do you really want to spend your days slaving over work that fails to inspire, on stuff that fail to count, for reasons that fail to touch the soul of anyone
    • Design is a funny word. Some people think design means how it looks. But of course, if you dig deeper, it’s really how it works.”
    • If your goal is rising head and shoulders above this twisting mass of mediocrity, then it’s not enough, anymore, to tack on another 99 features every month and call it “innovation.” Just do great work.
    • Great work doesn’t just require legions of beancounters, or armies of willing muscle €” it requires the capacity to make cultural judgments: in a word, taste.
    • Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do
    • The cure for Apple is not cost-cutting. The cure for Apple is to innovate its way out of its current predicament.”
    • it built an enterprise so solidly managed financially it might as well have been a fortress. Steve wasn’t in it to win the alarms-blaring jackpot €” his goal was to create stuff that endured.
    • Steve’s goal in paying obsessive attention to all things Apple wasn’t merely to “listen” but to discern people’s wildest expectations, and then firmly take a quantum leap past them, instead of merely discovering the lowest-common-denominator of what people wanted most today, and then pandering to it
  • tags: socialcrm crm martketing customerservice communication

    • les utilisateurs publient moins et se contentent de partager. De ce fait, les interactions sociales se concentrent sur les contenus les plus intéressants
    • la bataille de l’attention sur les médias sociaux est quasiment perdue d’avance
    • La manoeuvre de repli va alors être de jouer la transparence et la proximité, et sur ce point-là , les services marketing et communication ne sont pas forcément les mieux placés
    • Le Social CRM est une démarche qui vise à  attendre la portée du CRM traditionnel pour s’intéresser aux conversations et interactions entre les internautes et la marque. L’objectif de cette démarche est d’interagir avec les clients et prospects et non les contrôler, d’établir une relation de confiance« .
      • L’acquisition se fait au travers de contenus
      • La satisfaction est assurée par les réponses faites aux internautes
      • La fidélisation se fait au travers des discussions avec la communauté
    • Les moyens sont différents, mais les fonctions sont les mêmes.
    • les équipes du service client n’ont peut-être pas la même aisance sur les médias sociaux que les équipes marketing, par contre elles savent gérer de l’insatisfaction auprès des clients puisqu’elles le font au quotidien
    • mais dans la réalité, cette maturation est complexe à  mettre en oeuvre, car il y a de gros enjeux internes (des transformations qui vont impacter les budgets et responsabilités), et car les plateformes techniques sont lourdes à  bouger
    • De l’urgence d’intégrer la sphère sociale dans votre relation clients” href=”http://www.diigo.com/item/image/331x/y6gn”> De l’urgence d’intégrer la sphère sociale dans votre relation clients” />
    • Certes, cette vision idyllique est plus facile à  décrire qu’à  mettre en oeuvre, mais elle représente la vision-cible que les entreprises doivent avoir en ligne de mire.
  • “La fonction RH serait pervertie, au nom de la rentabilité elle aurait trahi ce dont elle porte le nom : l’humain. On risquerait bien des désillusions à  s’y engager. Pourtant, aux jeunes qui s’engagent dans ce domaine, sept DRH rappellent que sans goût de l’humain il est préférable de choisir une autre voie. Et si le principal malentendu venait de l’idée que l’on se fait de l’humain ? “

    tags: humanresources humanresources2.0 administration

    • Ils étaient, comme les jeunes diplômés d’aujourd’hui, motivés par le contact humain. Or, « l’aspect le plus sous estimé par ces jeunes est la complexité de la relation humaine
    • Ce serait oublier qu’un DRH est le garant de l’application des textes et que la qualité du climat social passe aussi par leur respect.
    • « Un DRH doit s’occuper des textes autant que de l’humain, les textes s’imposent à  nous et il est impossible d’y déroger
    • Pour Jean-Michel Bonavita, l’inflation normative est la plus grosse difficulté actuelle
    • Selon Jacques Froissant, les formations RH préparent bien aux aspects techniques classiques, peu à  l’innovation permanente (l’informatique, les RH 2.0) et encore moins au management.
  • “Some years ago, the then-CEO of Air Products told me that it took his team two months to decide and plan layoffs, two weeks to do them, and two years to recover. When I asked why the company had done something that caused so much damage, the reply was that it was expected by Wall Street and his CEO peers. “

    tags: CEO courage management stocks longterm

    • As these examples illustrate, CEOs not only need a new set of beliefs, they need the courage of their convictions to act on those beliefs.
    • As former Procter & Gamble CEO A. G. Lafley has noted, the best time to gain market share is when your competitors are in retreat. And, as common sense suggests, if you want to earn exceptional returns, you can’t simply copy what everyone else is doing.
    • The best companies and the best leaders understand the real drivers of business success: a long-term perspective which focuses on customer and employee relationships as the sources of competitive advantage and an emphasis on values and ethics as guides to decision making
    • What separates these CEOs from the pack is not just a more sophisticated and empirically accurate understanding of individual behavior and the sources of organizational success but also the courage to implement these insights even when, or particularly when, they seem to defy conventional wisdom.
  • “In my latest book, Fixing the Game: Bubbles, Crashes, and What Capitalism can Learn from the NFL, I wrote about the negative impact of executive stock-based compensation on corporate short-termism. Eliminating stock-based compensation would help reduce the incentive for executive leadership to focus on the short term. But there is a residual problem which has long frustrated me. The answer finally popped into my brain (funny how that works). As usual, the solution won’t be easy to pull off (but that has never stopped me).”

    tags: shortterm longterm compensation stocks

    • Worried that short-term-oriented arbitrageurs will put their company in play and short-term-oriented shareholders will gain majority or effective control of the company, ending their ability to steer the long-term trajectory of the company, they focus on making short-term decisions to protect their positions. The paradoxical result is that they never get around to taking those long-term-oriented decisions.
    • It follows that companies should value shareholders relative to both the volume of shares they hold and the length of time they have held their shares.
    • In order for the takeover to succeed, the longer-term shareholders would have to see the takeover being in their interest too.
    • This would enable the company management to focus to a great extent on the long term without threat of the short-term investors controlling its destiny. But it still maintains the discipline of long-term investors. If they aren’t satisfied, they can bring more voting power to bear than any risk arbitrageur.
    • A time-based voting system would cumulate the shares from the longest held shares to the shortest and determine the purchase price of the median share.
  • “Few organizations providing enterprise social software have a process and integration DNA, as does TIBCO Software. The last of the independents in the enterprise integration game, TIBCO supports some of the most gnarly systems integration efforts at some of the best known organizations in the world. For these reasons, I went to TUCON 2011, TIBCO’s Annual Customer Conference to see what customers have to say about Tibbr, TIBCOs enterprise social software offering.”

    tags: tibbr tibco context collaboration businessprocess businessapplications bi crm socialsoftware enterprisesocialsoftware workflow

    • I’ve been writing about this since 2009 and increasingly, scores of examples exist that show tepid or even failed social/collaboration uptake at large organizations due to the fact that context around collaboration was just not apparent.
    • Tibbr has drawn on its integration heritage to ensure that meaningful events can be drawn in from an organizations BI, CRM and other Business Applications that provide the needed context that often invokes collaboration in the first place
    • TIBCO also has a clear appreciation for how much time the average employee spends in structured work-flow and process activities. By extension, it also aware of the white spaces that exist outside of that workflow, and the daily scramble to find people and information outside of those work-flows to effectively complete the a given business activity.
    • TIBCO just needs to ensure that on the ground, they stay focused on solving business tasks with the careful injection of collaboration where it makes sense.
    • But between product vision and associated product chops at one end, and community uptake at the last mile of execution sits the translation of the business benefit of collaboration that TIBCO needs to communicate and help its customers succeed with
    • Why do I hold TIBCO to a higher standard? Its because I truly believe that the world of integration, as we’ve known it, is going to be turned on its head over the next decade. It’s going to slowly move from today’s hard coded systems integration down in the bowels of the enterprise stack, to also include people integration at the last mile where instead of relying only on IT to perfectly integrate systems, we’re going to find that integrating and connecting people can be a more practical, cost efficient and fluid desig
  • “News flash: Organizations consist of people. How well an organization works depends on how its people interact and work together. Thus, every organization is “social.” But so what? How do we make use of this universal fact?

    Organizations work top down through social interactions structured around the organization chart, or hierarchy. And they work end to end structured around their business processes. These two dimensions €” hierarchy and process €” shape the way organizations see the world, its challenges and, more importantly, the portfolio of potential solutions to those challenges. There is nothing wrong with hierarchy or process. They are effective organizational approaches to managing complex operations. “

    tags: organization socialbusiness socialenterprise hierarchy orocess businessprocess collaboration culture commandandcontrol innovation

    • when people get things done by working in the so-called “white space” in the organizational structure, or by working across the “seams” of a business process. In their ways of working and connecting with each other, they do more than just what they are told top-down and more than what is defined as their job. This is the social dimension.
    • Every organization has a social dimension. The challenge is that the social dimension is not accurately reflected in either the organization’s hierarchy or its process flow.
    • But what if leaders could create a future where customers, associates and suppliers are no longer seen as objects in the system but as valued sources of innovation, ideas and energy?
    • Tapping into the collective wisdom of everyone creates a new source of competitive advantage, agility and future innovation.
    • A social organization is one that is able to address significant business challenges and opportunities through creating this “mass collaboration.”
  • tags: collaboration personas collaborators

  • tags: casestudies knowledgemanagement knowledgemanagement2.0 documents lyonnaisedeseaux

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