Liens de la semaine (weekly)

  • “This is contradicting but shows the challenge as well, because more than 75 percent of the average market value is from intangible assets. The challenge is that these aren’t quantified in financial metrics. Intangible assets consists of human-, organizational- and information capital. “

    tags: intangible intangibleassets value marketvalue innovation finance humancapital organizationalcapital informationcapital metrics bigdata cooperativeintelligence intelligence valuecreation

    • Investments in organizational capital means investing time and money in open business models, open innovation and setting the right conditions for creative €˜knowledge workers’. Last but not least, investments in information capital spur the collection, interpretation and thus quality of the available internal information.
    • 85 percent of Fortune 500 organizations will fail to effectively exploit big data for competitive advantage
    • Collecting and analyzing the data is not enough €” it must be presented in a timely fashion so that decisions are made as a direct consequence that have a material impact on the productivity, profitability or efficiency of the organization.
    • Most organizations are ill prepared to address both the technical and management challenges posed by big data;
    • cooperative intelligence is about not inundating people with too much information, just what you know is important to them.
    • Intangible assets are the ultimate source of sustainable value creation. Innovation and more investments are required to remain viable, to create and maintain competitive success and increase the organization’s market valu
  • ““If you want your Enterprise 2.0 efforts to be successful, you have to use words other people understand and care about.”

    She went on to say that instead of talking about social media, social business, building communities and why your organization needs to use blogs, wikis, and microblogging, you should be talking about increasing sales, increasing productivity, and cutting costs. If you’re talking with Director of HR, he doesn’t care that you are managing 100 new communities or that 1,000 Yammer messages were posted today. He wants to know if the attrition rates are going down or that new employees are getting acclimated more quickly. For you, building communities might be the goal. For him, those communities don’t mean anything unless they can help him reach his goals.”

    tags: socialbusiness enterprise2.0 communities adoption value business socialsoftware integration

    • This about much more than what words to use. It’s about integrating the use of Enterprise 2.0 tools into the actual business. It’s about realizing that these tools are a means to an end, not the end itself. It’s about understanding that a social business community that isn’t tied to actual business goals isn’t sustainable.
    • This is where the Enterprise 2.0 industry finds itself today.You’ve brought social tools to your Intranet? You’ve created a dozen active, vibrant communities behind your firewall? That’s great, but don’t go patting yourself on the back too much. Now, let’s drive it deeper into the business. If your goal this year was to bring Enterprise 2.0 to your organization, your goal for next year should be to integrate those tools into one or more of your business units.
  • “”Social is running out of hours. Social is also running out of people,” concluded George Colony, chief executive of analyst firm Forrester Research, speaking today at the LeWeb conference here. What he means: people don’t have any extra time for social networking, and it’s a saturated market. “

    tags: social networking adoption timesaving time timemanagement

    • regarding saturation, Forrester found that 86 percent of people have adopted social networking services. In Canada, it’s 88 percent, and in Poland, 95 percent. Urban areas of China are at 97 percen
    • The next wave of social services will be “more efficient and more time-saving,” he said.
  • “Vantés comme des programmes de développement personnel, la plupart des approches en matière de gestion de talent (Talent management) ne sont souvent rien d’autres que des plans d’action totalement standardisés, linéaires, ennuyeux et parfaitement interchangeables. La plupart du temps, ils n’ont d’autre objectif que de fabriquer de petits soldats disciplinés qui, un jour, prendront la relève de leur supérieur. Trop rarement, l’objectif réel et vérifié est de développer un éventail de compétences diversifiées. Le concept de Talent management, tel qu’il est majoritairement mis en oeuvre aujourd’hui dans les entreprises, n’est qu’un parcours institutionnel, sans relief, une succession d’automatismes, d’apprentissages prêts-à -porter et de stéréotypes€¦ » “

    tags: talents talentmanagement learning training values humanresources openlearning

    • Les organisation s’enlisent dans un registre de communication ou de perception concernant le développement des talents, en promettant force formations continuées et plans de carrière, qui correspondent de moins en moins aux demandes modernes. « 
    • La technologie et l’essor de nouvelles valeurs, basées notamment sur la transparence et l’échange, sont en train de créer un vaste « open learning environment ».
    • La gestion des talents version 2.0 demande d’abord la mise sur pied d’un environnement attractif, inspirants et fertile
    • Elle implique de permettre de cultiver des caractéristiques plus larges et des aptitudes de fond, en relation davantage avec les « soft skills« .
    •  

      Les apprentissages peuvent se produire de façon collective et s’insérer dans des démarches visant à  la réalisation, en commun, de projets concrets.

  • “Many of us in business have heard the popular aphorism, “People are your greatest asset.” Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no €” and there’s a reason for that. “

    tags: people empowerment production productivity collaboration collectiveintelligence expertslocation emergence structure coordination relationship

    • What is the primary purpose of a business organization? To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization’s objectives
    • Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale
    • we studied hundreds of social media implementations and identified a set of key mass collaboration behaviors.
    • Collective Intelligence
       Collective intelligence is the meaningful assembly of relatively small and incremental community contributions into a larger and coherent accumulation of knowledge
    • Expertise Location
       Expertise location involves seeking and finding specific expertise in the masses of people and the often-staggering amount of available content.
    • Emergent Structures
       Emergent structures are structures such as processes, content categorization, organizational networks and hidden virtual teams that are unknown or unplanned prior to social interactions, but that form naturally as activity progresses.
    • Interest Cultivation
       Interest cultivation is the forming of communities around a shared interest, with the goal of indirectly deriving enterprise value.
    • Flash Coordination
       Flash coordination involves rapidly organizing the activities of a large number of people through fast and short mass-messaging, often spread virally.
    • Relationship Leverage
       Relationship leverage is the practice of effectively managing and deriving value from a prodigious number of relationships.
  • Il apparaît à  de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à  être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.

    tags: enterprise2.0 socialbusiness management communities change workflow collaboration context purpose flows Asana Azendoo

    • Il apparaît à  de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à  être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
    • les communautés ne peuvent pas être à  elles seules réguler la nouvelle organisation du travail. Et n’ont d’ailleurs jamais eu cette vocation.
    • Bref, quand l’intérêt opérationnel immédiat n’est pas là , l’implication des salariés dans une communauté est limitée.
    • Si les pratiques communautaires se sont bien développées dans l’entreprise, en même temps que Facebook et Twitter au dehors, le “management socio-collaboratif” en est quasi resté à  ses balbutiements.
    • de nouveaux outils 2.0 et de nouvelles pratiques socio-collaboratives se dessinent actuellement du côté de start-ups de la Silicon Valley, et méritent qu’on s’y attarde pour se centrer sur le travail, et non seulement sur les gens comme les réseaux sociaux.
    • On peut choisir de “suivre” certaines tches et projets conduits par d’autres pour mieux coordonner avec eux son travail en réduisant les réunions chronophages et le “bruit” des chaines d’emails. D’autant que chaque tche peut susciter une conversation, façon réseau social, simple et directe mais ancrée dans un contexte… et un objectif à  compléter.
    • Plus passionnant, à  une époque pleine de distraction, de bruit, et d’éparpillement individuel ou collectif, Asana aspire à  recréer les conditions du “Flow”, état de concentration, de productivité et d’expérience optimale conceptualisé par le
  • “My colleagues at BraveNewTalent have made a nice infographic that summarises what the difference is between a talent pool and a talent community”

    tags: humanresources recruitment communities talents

  • “Empowering workers is considered the acme of enlightened management in the West, where employees are typically looking for independence from their bosses and “ownership” of their jobs. But try to empower employees in China, and you’re likely to get the opposite of what you expect. “

    tags: empowerment culture china management hierarchy

    • Chinese culture and history work to prevent employees from taking advantage of empowerment when it’s offered to them.
    • First, Chinese tend to be fearful of making mistakes, especially with a new leader. They worry about inadvertently straying too far from where the leader wants them to be, and they see risk in asking questions that might make them appear ignorant and expose them to painful criticism.
    • Second, they may suspect that the leader is asking them to take on some of his responsibilities because he is lazy or incompetent.
    • Third, empowerment threatens to disrupt society’s order and thus violates the Confucian respect for hierarchy
    • But like many of the West’s best practices, empowerment can’t simply be imposed. Chinese managers and employees need to see why it works and how it can benefit them.
  • “This series of 2.0 Adoption Council Case Studies is brought to you through a collaboration between IBM, the MIT Center for Digital Business, and the Dachis Group, an IBM Business Partner.

    Each of these case studies describes how market leading companies who are members of the 2.0 Adoption Council are using social software to get closer to customers and to transform how work gets done, to accelerate innovation and more easily locate expertise.”

    tags: casestudies socialbusiness enterprise2.0 IBM alcatellucent alstom AveryDennison Nokia SwissRe MITRE

  • “It is not uncommon to think that knowing is something that goes on in the brain. Yet the evidence that it is really so is not quite clear. Some scientists have expressed doubts. The mind, they have argued, is not a thing to which a place can be allocated. Intellectual life is essentially social and interactive, they say. Life is carried on through communication between people. These researchers claim that interactions are not secondary by-products of thinking. They are the primary sites of that activity.”

    tags: communication participation knowledge discussions interaction

    • People should know what the live, future-creating ideas are and how to take part in the conversation in a value-adding way. This is independent of what people do, or the organizational unit they belong to.
    • The management task is to understand (1) what is being discussed, (2) the quality of that conversation, and (3) whether there is movement forward or people are running in circles. Are people stuck?
    • Knowledge used to be seen as the internal property of an individual. Today knowledge should be understood as networked communication. This requires us to learn new ways of talking about learning, education, competencies and work itself.
  • “L’initiative dite de la promesse numérique (Digital Promise Initiative) est un projet de la Maison-Blanche consistant à  bonifier l’utilisation des technologies dans les écoles américaines.

    Pourquoi maintenant ? Parce-que l’école américaine n’a pas été en mesure de suivre le rythme accéléré des progrès technologiques et réseautiques des dernières années, et de s’y adapter en conséquence”

    tags: education digitalpromiseinitiative humanresources technology competencies skills

  • “I’m going to take a swipe at another cherished social software notion: Serendipity. We should ban that word from the social software lexicon. It’s misleading and it makes enterprise social software seem about as relevant to the business as the plastic mistletoe hanging at the office Holiday party: Something amazing could happen, but it probably won’t.”

    tags: serendipity probability businessproccess scalability repeatableprocess repeatability

    • The point is that social software doesn’t enable serendipity; it transforms serendipity into probability
    • Companies and their leaders only take social software seriously when they see it as part of mainstream business process. Mainstream business process is all about repeatability and scalability.
  • “A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers €” people who crow about a retailer online for free, turning their friends into new customers too.”

    tags: customer customerexperience CEM advocacy customerservice socialcrm operations advertising retail

    • Finding customer advocates isn’t the only goal. Unhappy customers need to be channeled through a “customer rescue” process to help solve problems and mend relationships, and provide feedback on problems for operations to solve.
    • The advocate process is proving far more powerful than regular social network advertising. T
    • Beyond simple word of mouth advertising, poor-performing outlets get suggestions for improvement, which they use to guide better operational performance.
  • “Paul carefully dissects the positioning of Radian6 as a Marketing Cloud, delivering astute cautionary points on the pitfalls of pitching it this way. Good advice that I hope Salesforce will sit up and take note of. As someone more interested in enterprise customer success than the buzz that fills the pipeline, Paul’s post highlights a bigger issue for Salesforce. They don’t get what they’ve got. Or if they do, they aren’t quite showing it in a way that will accelerate enterprise acceptance yet.”

    tags: crm socialcrm salesforce radian6 workflow

    • SFDC doesn’t seem to have the right type of enterprise suite strategists guiding a team of kickass engineering tacticians, as voices at levels in the organization’s hierarchy to drive development of clear, relatable, doable use cases
    • Several other respected analyst/strategists like Esteban Kolsky are also questioning the logic behind positioning E20 suites using €˜social voices’ instead of, or in tandem with enterprise platform professionals delivering proven, vetted value.
    • The same scenario is more common than not with many organisations who want to play the social business game. They hire and put people out front who can fill the seats with spectator butts, but those players can’t always deliver home runs, because they’ve never worked in strategic enterprise or management consulting.
    • Fortunately, Salesforce has put another key piece in play with automated workflow that can now be used to fill in the gaps in the stories.  The fact that SocialHub can be used for marketing isn’t the big news.
    • Listen -> Alert -> Action -> Engage -> Analyse = Organizational Intelligence 
  • “He said that he had a CEO who wanted to launch an “innovation initiative” that would provide a laboratory for experiments in-house, so that his firm could become known as an idea factory in their sector.

    I replied that I didn’t know of any “innovation initiative” that was ultimately successful on a sustained basis. That’s because if an organization is looking at innovation as “an initiative”, and it introduces that initiative into a culture that doesn’t support innovation, then the culture will sooner or later crush the initiative€”usually sooner. So you can have temporary “successes” as “initiatives” with a lot of flag waving and hoopla ceremonies and celebrations of victories, but they don’t last.”

    tags: innovation culture management

    • In the first phase, you had startups run by commandos.
    • n the second phase, the infantry moved in, i.e. the obedient workers who followed orders and methodically grew a company from its IPO to market dominance
      • In the third phase, the firm was run by police: the bureaucrats and middle managers who defend the entrenched position of an established market leader.
    • In the 20th Century, “management” was seen as the set of bureaucratic practices designed to run the second and third phases.
    • you can recruit some commandos for an “innovation initiative” and they may have some interim successes, but “the police” are everywhere. They may bide their time, while the CEO is all gung-ho about the new initiative, but eventually something happens. This gives the police the pretext to close the initiative down. After all, it was just an initiative.
    • The managers doing these things are intelligent educated people. Why are they acting in this strange way? It’s because they are walking around with a mental model of 20th Century management in their heads in which the goal is making money for the shareholders and meeting the quarterly numbers, principally by gains in efficiency and cost-cutting.
    • The result? Apple made tons and tons of money. In fact, much more money than the companies that are pursuing 20th Century management and focused on making money.
  • “Ses travaux ont été publiés par le New York Times, le Washington Post, Le Wall Street Journal, The Economist ou dans la Harvard Business Review. Scott est un frondeur solitaire, en quête inlassable de la vérité. Armé d’un esprit tranchant, d’une culture encyclopédique et d’un humour féroce, il pourfend les faux semblants et les jeux de pouvoir ou de représentation dans les organisations et défend les idées, le bon sens et une éthique du travail éminemment Weberienne.”

    tags: management organization leadership problemsolving innovation scottberkun

    • Si toute une équipe de travail n’est pas heureuse de faire  ce qu’elle fait, c’est le chef d’équipe qui en est responsable . Si  tous les employés d’une société sont malheureux, c’est le PDG qui est  responsable. Les meilleurs PDGs et Directeurs font un meilleur travail  de termes de prise de responsabilité
    • Très peu de gens aiment  prendre des risques. C’est ça notre histoire. Nous aimons prétendre le  contraire, mais très peu de gens sont prêts à  se lever au cour d’une  réunion pour exposer leurs idées à  leurs coéquipiers ou leurs chefs.
    • La plupart du temps, les gens  veulent rentrer dans un moule. Si dans votre culture d’entreprise, la  présentation type est vague, terne et dénuée de tout intérêt, tout  nouvel employé désireux de bien faire suivra cet exemple
    • Je  crois bien plus en la capacité des personnes qu’aux outils. Si vous  avez des équipes brillantes, passionnées et avec un sens de l’éthique,  ils trouverons des moyens pour faire réussir l’organisation avec  n’importe quel outil.
    • Le meilleur moyen pour que des équipes se  sentent concernées et responsabilisées est de leur faire confiance. Le  management doit leur accorder l’autonomie nécessaire et les mettre dans  un contexte suffisamment propice. Cela peut se faire avec ou sans  outils, c’est un point secondaire.
    • A chaque fois que j’entends  quelqu’un prétendre qu’il peut résoudre les problèmes organisationnels  avec tel outil, je suis circonspect et méfiant. La seule technologie  n’est jamais le problème essentiel d’une organisation.
  • “En période de crise où tout va mal par définition, il est aisé de tirer des conclusions à  valeur définitive : crise de confiance, crise de parole, crise des dirigeants. C’est oublier un peu vite que ce que nous vivons ou ressentons aujourd’hui est le fruit d’une lente et régulière dégradation entre toutes les expressions de pouvoirs et l’opinion publique.”

    tags: crisis communication corporatecommunication socialmedia humanresources leadership credibility

    • un français sur deux est incapable de citer une entreprise crédible (Occurrence-Stratégies 27/10/2011).
    • C’est tout le système de leadership consanguin français qui vit une fracture de sens historique avec ses concitoyens-salariés.
    • Le social média relègue au  statut de pièce de musée toutes les techniques de com et de management fondées sur la maîtrise de l’information
    • Si 2012 est un grand rendez-vous électoral pour de nombreux pays, elle est aussi un grand rendez-vous dans chaque entreprise quant à  la capacité des dirigeants à  entraîner les équipes sur une mer qui s’annonce agitée.
    • Dans son ouvrage “Donner et Prendre”, le sociologue Norbert Alter souligne que la performance des entreprises ne repose que sur “la bonne volonté” des acteurs. La mobilisation et l’adhésion de tous reposent de fait sur la bonne volonté de donner, de se donner.
    • Les DRH se doivent d’en être les concepteurs.
    •  

        Oseront-ils supprimer le “r” de ressources à  profit du “R” de Relations dans les intitulés de fonctions ? Oseront-ils s’engager dans la prospective humaine plutôt que de s’enfermer dans la gestion RH ? Oseront-ils dire stop au cynisme pour faire entendre une parole de raison ? Oseront-ils ? L’avenir nous le dira.

  • ” To transform organizations so that they are fit for human beings–more inspiring and engaging and yet just as disciplined and even more productive–we need to understand why promising ideas for improving management developed in the 20th Century–such as teams, empowerment, delayering or innovation–failed to become a permanent part of the standard management repertoire. “

    tags: bureaucracy management agility scrumenablement selforganization empowerment customers middlemanagement

    • The firm’s goal shifts from making money for shareholders to delighting the customer.
    • The role of managers shifts from a controller of individuals to an enabler of self-organizing teams.
    • Coordination of work shifts from bureaucracy to dynamic linking, in which work is done in short cycles with direct feedback on finished work from customers at the end of each cycl
    • The values practiced embody a shift from a preoccupation with economic value to the embrace of a wider set of values that grow and sustain the firm, particularly radical transparency, continuous improvement and environmental sustainability.
    • Communications shift from top-down commands to horizontal, adult-to-adult conversations. I
    • The shift requires more than merely emphasizing customer service: it means orienting everyone and everything in the firm to understanding customers and providing more value to customer sooner.

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