Liens de la semaine (weekly)

• Harold Jarche » Informal learning, the 95% solution

  « To create real learning organizations, there is a choice. We can keep bolting on bits of informal learning to the formal training structure, or we can take a systemic approach and figure out how learning can be integrated into the workflow €“ 95% of the time. »

  tags: formallearning informallearning learning

• Execution through Processes, Projects and Communities

  « When we talk about execution- achieving some business outcome- each of us has our own bias for how. Some of us think about who we will task with an assignment. Others, particularly if it is a game-changing initiative for our company, will begin to think about the team, the stakeholders and the initiative’s leadership. For this discussion, we are going to focus on the organizing structure which will most effectively achieve business outcomes. « 

  tags: execution processes projects communities

• The Art and Science of Embracing Engagement for Bottom Line Results

  « The term “engagement” has become increasingly popular among organizational professionals when talking about how to build better relationships with customers, channel partners, employees, volunteers, or even voters. More than half-a-dozen conferences on engagement were held last year in the U.S., and a growing number of companies, including industry leaders Astra Zeneca and Pepsico, have executives with the term “engagement” in their title.

  Why the interest and why now? In the past, engagement was a “warm and fuzzy” term. It made sense that organizations did better when their communities were fully engaged, but, from an economic standpoint, it was difficult to measure. The rare organization whose CEO was committed to engagement generally did so as a matter of common sense or faith. « 

  tags: engagement management enterprisengagement leadership measurement

  • But the climate is changing. The advent of customer relationship management, the Internet, and social-networking have exposed the connections among customer loyalty, employee engagement, and financial results
  • Organizations are waking up to the fact that while they have an agency to handle their advertising, there’s no single resource inside or outside the organization to address engagement in a holistic way. Enter the field of Enterprise Engagement to fill the knowledge gap. It is a movement forged by a variety of executives in sales, marketing, and human resources working together to build a body of knowledge and best practices related to creating a culture of performance through engagement.
  • A study by global services provider Towers Watson found that high-engagement firms experienced an earnings-per-share (EPS) growth rate of 28%, compared with an 11.2% decline for low-engagement firms; and, according to a recent Gallup Management Journal survey, happy employees can better handle workplace relationships, stress and change. Moreoever, when respondents were asked how they would describe relationships with their coworkers, 86% of engaged employees said their interactions were always positive or mostly positive, vs. 72% of unengaged workers and just 45% of actively disengaged workers.

  • found the following components critical to fostering a culture of performance:

     

    Leadership with a clear vision of the mission
      Clear communication of the mission and the critical success factors
      The capability and the ability of people to do what is being asked of them
      Buy-in€”a belief that what is being asked is good for them
      Support for company goals with the confidence that the organization truly cares
      Emotion€”a general sense of well-being and trust
      Measurement and feedback through a regular flow of information that people can use to improve their performance.
     

  • There are a number of serious obstacles, especially in larger organizations:
     
      Research suggests that Enterprise Engagement only works over the long haul; it’s of little use to executives seeking a short-term result.
      Today’s organizational structures are based on silos that obstruct Enterprise Engagement. It takes a CEO committed to this business approach, with a personal commitment and board seeking a long-term stay.
      Enterprise Engagement requires a level of leadership throughout the organization difficult to achieve in any size company.
      Enterprise Engagement is overlooked in business schools and the business media, so executives get little exposure to it.
      Enterprise Engagement does not make a company immune to economics or poor financial management.
      Many organizations have decades of labor distrust that sour the climate for engagement.
      Companies lack the research and documentation as to the merits of various types of engagement tactics, or the best ways to deploy them.

• Innovation sociale: l’économie de demain?

  « Le thème de l’innovation sociale est apparu dans les années 1960, porté par des théoriciens du management comme Peter Drucker ou des entrepreneurs sociaux comme Michael Young, le fondateur d’Open University. Mais il n’a vraiment pris son essor que depuis une dizaine d’années, en redessinant la frontière parfois floue entre entreprise et société civile, l’une s’inspirant de l’autre et réciproquement. »

  tags: innovation socialinnovation profit nonprofits creativity business economy externalities designthinking

  • Depuis longtemps les modèles d’affaires et de management se sont haussés au niveau de l’innovation technologique. L’art d’organiser les hommes, de jouer de leurs interactions, est au cœur de la création de valeur. Certains économistes vont plus loin, en se demandant si l’innovation sociale ne jouera pas demain un rôle comparable.
  • James Taylor la définissait en 1970 comme “de nouvelles façons de faire les choses dans le but de répondre à  des besoins sociaux”. Cela peut tenter deux types d’acteurs: les militants et, comme chez Schumpeter, les entrepreneurs.
  • Les grandes entreprises considèrent d’ailleurs avec intérêt le “bas de la pyramide”, le groupe socio-économique le plus vaste et le plus pauvre, qui représenterait 2,5 milliards de personnes et, quelle que soit leur pauvreté, une proportion considérable du pouvoir d’achat mondial
  • L’entrepreneur moderne a pris conscience de cette responsabilité en se détachant de la simple consommation du monde.” Les entrepreneurs engagés dans l’innovation sociale ne seraient alors que la partie la plus visible, la plus radicale peut-être, d’un nouveau monde entrepreneurial.
  • L’innovation sociale peut alors être considérée comme un espace expérimental où se joue le renouvellement des services (marchands ou publics), mais aussi des principales figures (l’entrepreneur, l’utilité, la valeur) qui animent nos sociétés.
  • le propre de ces innovations est d’intégrer d’emblée le concept d’externalité, c’est-à -dire de résultats collatéraux impossibles à  mesurer
  • Alors que le design industriel vise à  optimiser la fonction, la valeur et l’apparence d’un produit, la notion de design thinking s’applique à  des “situations d’usage”. Reposant sur une méthode d’innovation centrée sur l’utilisateur (human centric design), il concerne divers domaines: services, marketing, stratégie, prospective. On est bien ici sur l’un des thèmes centraux de l’innovation sociale: jouer sur de nouvelles interactions et en tirer parti, en faire le moteur d’une dynamique d’échanges, en un mot leur conférer de la valeur.
  • Les grandes fondations sont confrontées à  des problématiques qui ne sont pas sans évoquer celles du capital-risque : elles sont vouées à  faire des paris, et à  laisser aux commandes des individus innovants mais parfois un peu hors norme, et dans le même temps elles sont obligées d’obtenir des résultats et de rendre des comptes à  leurs bailleurs de fonds. La prise de décision exige donc une capacité à  se placer selon les deux points de vue, et à  réaliser des arbitrages.
  • L’innovation sociale serait ainsi un des éléments de ce qu’Eve Chiapello voit comme la reconstitution d’une “nébuleuse réformatrice”. Joseph Schumpeter y aurait vu le début d’un cycle d’innovation: l’invention, aux marges du modèle central, de l’économie de demain.

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