• IBM Collaboration for Microsoft Outlook, Office and SharePoint Part 3 of 3 – YouTube

  tags: collaboration microsoft IBM sharepoint office integration outlook ibmconnections

• IBM Collaboration for Microsoft Outlook, Office and SharePoint Part 2 of 3 – YouTube

  tags: collaboration microsoft IBM ibmconnections outlook integration office sharepoint

• IBM Collaboration for Microsoft Outlook, Office and SharePoint Part 1 of 3 – YouTube

  tags: IBM ibmconnections microsoft outlook office sharepoint integration

• Q&A with Yaniv Corem, gamification expert at IBM Research

  “Yaniv Corem joined IBM Research – Haifa in June 2010 after completing his undergraduate work at the Technion – Israel Institute of Technology, and earning his master’s degree in architecture and computer science from MIT. Aside from his enthusiasm for rock climbing and bouldering, Yaniv is passionate about projects that use the “wisdom of the crowd” to solve difficult problems, complete tasks, gather data, and more.”

  tags: gamification ibm ibmresearch learning adoption rewarding rewards socialanalytics motivation

  • Gamification is the process of using game thinking and game mechanics in non-game applications to increase engagement. Game thinking can be used to make almost anything fun and encourage people to get involved.
  • Games bring out that sense of competition within a safe and fun environment, where learning takes place naturally
  • It’s not just competition that does the trick, but an entire set of attributes that make games such powerful tools for learning. Gamification creates a safe environment in which to experiment without suffering the consequences. It also brings in the aspects of new experiences, cooperation with other players, and just having fun.
  • Competition can be an extrinsic motivator, for example, for a student competing with other students for the best grade on a test. But competition can also be intrinsic, when people push themselves to achieve a certain goal.
  • It takes complex learning processes and breaks them up into smaller chunks called levels. At each level, a user/player is asked to perform specific tasks that help teach how to use the product. In return, the users are awarded points, badges, or titles.
  • An interesting byproduct of gamifying a community is the social analytics, such as finding the major contributors; the most helpful contributions; the interaction among community members, and more.
  • The report also notes that by 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay, or Amazon, and more than 70 percent of Global 2000 organizations will have at least one gamified application.

• Don’t let a millennial determine your strategy

  “I’m often concerned by companies who try and re-invent themselves by focusing on or piloting an new initiative with Gen Y / Millennials. These are the digital natives, the logic goes… the ones who have created a connected, always-on world. What better place to pilot our shiny new social engagement strategy?”

  tags: customerservice millenials generationy generationz customerrelationship socialcrm multichannel generationx

  • they are also the most over-targeted segment of our time. It seems that suddenly everyone wants to create Millennial super-fans who blog, tweet, answer support questions in a forum and create viral YouTube videos on the company’s behalf.
  • Their loyalty is extremely difficult to attain and on average their disposable incomes are relatively low, compared to other segments of the market.
  • it’s time to move beyond the Millenial hype and focus on demographic and monetary reality of an aging, cash-rich and increasingly time-rich population
  • People over 34 have become the largest segment using Facebook and much of te growth in social networking usage is being driven by people over 34
  • Millennials may seem like an attractive starting point but they are not the only game in town and they certainly aren’t the only segment that has embraced digital

• What Not To Leave Out Of Your Social Business Strategy

  ”

  Consequently, one of the questions that seems to come up most often is this: What are the necessary moving parts in a social business strategy? What exactly needs to be included and what can be left out? While the short answer tends to be frustrating and uninformative, namely that it depends on what you’re trying to do. The longer answer, fortunately, is more interesting.”

  tags: socialbusiness strategy communitymanagement riskmanagement businessprocess organizationaldesign communication eduction training

  • 
  • Community management
  • Therefore, most social business strategies, global or at the business function level, should address this as a first class citizen on their roadmaps and in their business case.
  • Social platform strategy.
  • The strategy should, when possible, account for how all this social technology should co-exist and where it should be consistent and integrated when they overlap. Functional overlap of social tools and platforms remains a major source of frustration, confusion and duplication in most organizations and needs to be dealt with pro-actively.
  • Risk management.
  • I find that the most effective social business strategies often call this something else entirely and plan from the beginning to address risk in simple, straightforward terms without making it a highlight of the effort.
  • Business process redesign
  • This means re-engineering business processes from the ground up to be inherently social, open, and participative. How to determine what the changes should be and the process to go about delivering on them must be a primary focus of the strategy effort.
  • Organizational design
  • In my view, org design is best split between the global strategy and the functional strategy, with a long-term plan in the former and more immediate changes in the latter. At first, this may just be the establishment of a central support unit for social business.
  • Communication plan.
  • Communication plans should be multi-modal, compelling, and consist of education, workshops, just-in-time training, and outreach to areas that are having challenges.

• Social Means Freedom, for Better or for Worse

  “A Stanford Professor quit his job. But he doesn’t plan to go to another prestigious university. Nope. He, like others, has discovered the power of teaching online; in his case, he reached 160,000 students in a single online course on artificial intelligence. This is more than a story of online learning or mass dissemination. It proves a point: What once required a badge and a title within a centralized organization no longer does.

  The implications for global education are huge, of course. And that would be interesting enough. But there are also implications for organizational design and talent management for firms of all sizes. “

  tags: organization organizationaldesign talentmanagement costcutting sharedpurpose alignment

  • Nimbleness model #1: Staffing with “concentric circles.”
  • Instead of organizing in a hierarchical way that focuses on “getting the right people on the bus,” this model is about building concentric circles of talent that flow and resize as needed.
  • A construct of circles rather than hierarchies allows an organization to tap into the so-called “freelance nation,” the global talent pool of the creative class.
  • Nimbleness model #2: Customer service outside the perimeter.
  • McAfee did something transformative to their service exchange by using social. McAfee formed a strong bond of commitment with the hundreds of unpaid technical experts in the larger marketplace who know (and like) McAfee’s platform of solutions. They invited these “McAfee Maniacs” to participate in much of McAfee’s web-based technical support. The most prolific Maniacs posted responses numbering in the thousands.
  • first line of defense of loyal, committed experts cooperating in the viability of the platform. Customer satisfaction didn’t decline. There is probably no better defense shield than passionate market experts co-opted with a company — and for free.
  • he point of these examples is what these organizations got, not what they cut. They gained fluidity and flexibility — important to the demands of the social era. But they also got, in the case of Singularity, the leading edge content people to come together to teach current ideas to what they believe are change-agents who will make the world better.
  • When you have shared purpose, it doesn’t matter how many people work “in the company” and how many work “with” the company or how many are serving as an army of volunteers who want to advance the mission.
  • But they will need an extremely clear purpose, and shared, decentralized power throughout. When a clear purpose is coupled with shared power, people can self-organize to reach the goal.

• Debate: The Ethics of Crowdsourcing

  ”
  The four topics addressed in the video are:

  * People should be paid for their contributions to for-profit ventures

  * It is exploitation to pay people very low amounts

  * Businesses should support their countries and communities by employing locally

  * Professionals should not do unpaid work”

  tags: crowdsourcing pay exploitation work ethic

• 6 Ways HR Benefits from Using an Internal Social Network

  “HR departments are familiar with using LinkedIn, Twitter and external social networks for leveraging talent, but what benefits can they get from using an internal social network at work? I joined the HR department at TIBCO® over a year ago, around the same time we were starting to use our internal social network tibbr®. Since then, I’ve become quite a power user. Why? Here are my top five reasons (in no particular order):”

  tags: humanresources socialnetworks enterprisesocialnetworks intelligence hiring onboarding

  • Our staffing team started using tibbr to post job openings within the company. Employees would subscribe to an “HR Recruiting” subject to hear about the latest positions. We also created private subjects for collaborating with hiring managers and teams to find the specific talent they need.
  • tibbr made it easy to gather information about our competitors’ talent strongholds in the market and learn about pending layoffs and rising talent. With such information transparency, we don’t miss out on key talent to hire.
  • Social intranet for new employee on-boarding
  • use tibbr’s integrated directory and profiles to learn who their co-workers are; and post messages to introduce themselves and start to have a voice in the community.
  • Gathering company-wide feedback and information to improve our services
  • Rather than send out another corporate email and hope employees take the time to open it, we posted a poll to the community asking which training courses they would like to attend.
  • A new way of engaging employees through announcements
  • At TIBCO we created a “Loudspeaker” subject on tibbr, where managers from each department can broadcast important announcements.

• IBM Study Reveals Effect of Gamification Withdrawal

  “BM Researchers Jennifer Thom, David R. Millen, and Joan DiMicco conducted an experiment in which they attempt to answer: “How does the removal of gamification features affect user activity within an enterprise social networking service?” “

  tags: gamification motivation incentive

  • While the introduction of the incentive system “dramatically increased the overall levels of content”, the paper’s findings suggest that users who are engaged with gamification in these networks had more activity than those without it and that the removal of these same features resulted in about 50% less activity.
  • IBM is careful to mention that the study is done within the context of their own work environment and that the effects of gamification can vary among cultures.
  • Companies considering the integration of gamification into their social networks should understand if the introduction of game mechanics will be appropriate for the work environment it is going to be a part of.

• Réseaux sociaux et lien social : osons le vivre ensemble

  “Qui peut nier la réalité de la vraie vie du social média qui permet l’interconnexion permanente entre les individus et leurs parties prenantes. Avec l’explosion de l’internet mobile de surcroit “Ma Marque digitale” me suit partout… à commencer sur mon lieu de travail.

  Et pourtant 64% des entreprises continuent à interdire l’accès des réseaux sociaux à leurs salariés et 80% des DRH pensent que les réseaux sociaux sont avant tout un outil parmi d’autres de communication et d’image.
  L’entreprise et par-delà ses us et coutumes en termes de management, de communication, mais aussi de business sont encerclés, voire submergés par des pratiques et des attentes qui lui sont totalement étrangères.”

  tags: management socialnetworks wellbeing humanresources generationy generationz humanity leadership corporatecommunication leadertship

  • ; l’interconnexion supplante le pouvoir traditionnel de la maitrise de l’information. Jusque-là pyramidale, l’organisation de l’information devient synaptique, que l’entreprise le veuille ou non.
  • La conscience de sa marque individuelle rend l’individu 2.0 de plus en plus exigeant face au discours aseptisé de l’entreprise.
  • Ce triste syndrome de la surproductivité, souvent dictée par les impératifs des marchés financiers, repose sur trois maux parfaitement identifiés que sont – le diktat du court terme qui “robotise” l’action et l’humain au profit de la quête de l’excellence dans l’exécution (y compris chez les managers) – l’interchangeabilité des dirigeants salariés incapables, la plupart du temps, de bâtir un projet humain en parallèle de leur projet économique et surtout de l’incarner – le manque de reconnaissance qui inspire la démobilisation , le cynisme et le repli sur soi.
      L’entreprise déshumanisée au sens du lien social n’est malheureusement plus un cauchemar redouté, mais bien une réalité dans nombre de cas, même si le paraitre s’efforce de donner le change
  • Les nouveaux leaders le seront par leur capacité à fédérer, à motiver, à être exemplaire. Parfaitement équilibrés cerveau droit, cerveau gauche, ils seront dotés du don d’ubiquité 2.0 et feront du partage le moteur de l’action collective.
  • Là où la médiocrité relationnelle des organisations et leur manque de générosité ont créé une fracture de sens de l’utilité, les salariés 2.0 vont réhabiliter le goût des autres.

• Digital workplace – points to cover

  ”

  This diagram is work in progress with three of my clients who have asked me to help them evolve their “intranet+collaboration+social” online environments to a more coherent digital workplace. The slide has also evolved gradually thanks to input from workshops in Washington DC and Stockholm with participants in organizations with different cultures, and a range of experience from a few “well on the way” to most “just starting” the digital workplace journey.”

  tags: digitalworkplace intranet

  • 

• Quelques pistes pour le futur des réseaux sociaux d’entreprise

  “A regarder de plus près l’évolution des réseaux sociaux et l’utilisation des outils numériques dans la société, et outre l’aspect mobile déjà exploité par beaucoup et qui est maintenant une certitude, 3 grandes tendances semblent concerner les réseaux sociaux d’entreprise : “

  tags: enterprisesocialnetworks interoperability video integration intranet communication learning gaming sociallearning

  • L’ouverture progressive: l’ouverture aux parties prenantes et partenaires de l’entreprise semble se profiler. Certaines entreprises décideront d’aller jusqu’à ouvrir leur réseau social aux clients, aux consommateurs voire au grand public.
  • Le social sera vidéo : La vidéo comme élément clé du partage de bonnes pratiques, de la communication interne, du storytelling et de l’expression des salariés.  La vidéo ne sera pas uniquement un objet de l’échange mais bien le vecteur du contenu.
  • L’intégration avec d’autres fonctions traditionnelles : comme on a pu le voir avec les réseaux sociaux et le recrutement ou avec les médias sociaux et le marketing, la tendance sera de plus en plus d’avoir un réseau social d’entreprise intégré aux autres activités
  • la fusion avec l(es) intranet(s) de communication : dans un futur proche l’entreprise, ses salariés et leurs réseaux interagiront dans un espace unique construit par de nombreux réseaux (communautés, groupes, cercles,…)dans une logique mélangeant communication et collaboration, information et connaissance
  • la gestion des carrières avec notamment la mise en avant de compétences et d’expériences à l’intérieur du réseau. Même si l’objectif n’est pas de créer une marketplace parallèle ni même de fusionner le  SIRH et le réseau social de l’entreprise, le développement des personnes et la gestion des parcours prendra en compte l’action des salariés sur le réseau, les compétences mobilisées ou exprimées dans cet espace et la reconnaissance par leurs pairs de ces compétences ou d’une expertise spécifique.
  • le learning, avec 2 tendances majeures : le social learning et le gaming. Il semble évident qu’un salarié qui passe une partie de son temps dans des communautés au sein du réseau social d’entreprise à partager des bonnes pratiques et des savoir-faire réalise une action d’apprentissage et qu’il se développe.

• Gartner Says Organizations That Integrate Communities Into Customer Support Can Realize Cost Reductions of Up to 50 Percent

  “Radical levels of customer service, which account for an average of 75 percent all customer interactions, threaten to undermine the customer’s affinity for brands in 2012, according to Gartner, Inc. It is critical for customer service organizations to figure out how to harmonize customer service processes that sometimes happen with a human support agent, sometimes through self-service and sometimes by peer-to-peer community networks”

  tags: customersupport customer customersatisfaction P2P communities virtualassistant

  • By 2014, organizations integrating communities into customer support will realize cost reductions ranging from 10 percent to 50 percent.
  • By 2015, 50 percent of online customer self-service search activities will be via a virtual assistant for at least 1,500 large enterprises.

  • Through 2015, the dominant themes in customer service and support will be collaborative customer service processes, application migration to the cloud and support of mobile consumers.

• Comprendre la Gamification: du business au social

  tags: presentation gamification

• Reward Value, Not Face Time

  “Most employers still tell their employees when to come to work, when to leave, and how they’re expected to work when they’re there. Why not measure employees by the value they create, rather than by the number of hours they sit at a desk?

  Too many companies continue to operate by the premise that their employees can’t be fully trusted, and so treat them as children, who must be continuously monitored. “

  tags: rowe value presence management organization remotework homeoffice

  • At the same time, companies who give employees more autonomy have every right to expect accountability. T
  • Giving people more freedom isn’t just about when and where they work, it’s also about how they work
  • . As Hew Evans, a Sony HR director in Asia, puts it: “If your manager knows what you’re doing all the time, you’re not doing your job, and he’s not doing his.”

• Stop Email Overload

  ” some companies are taking drastic steps to help workers manage the number of messages they receive. The CEO of Atos, a British IT services company, has vowed to ban internal email by 2015. Volkswagen in Germany has agreed to stop sending emails to certain employees after work hours. If these companies are taking radical action, is it time for you to do the same to counter your own overload? “

  tags: email infobesity informationoverload flow decisionmaking

  • Recognize it’s not really about email
     According to Allen, email overload is only a symptom of a larger issue: a lack of clear and effective protocols. If your organization has ambiguous decision-making processes and people don’t get what they need from their colleagues, they’ll flood the system with email and meeting requests.
  • Control your flow
     Another way to reduce the time you spend on email is to turn off the spigot of incoming messages. There are obvious practices that help, such as unsubscribing to e-newsletters or turning off notifications from Facebook or Twitte
  • Clear out your inbox and keep it clean
     No matter how much you do the above, it’s still possible you’ll have a clogged inbox. You’ve probably read much of the advice about managing email, but some of it bears repeating. Start by emptying out your inbox.
  • Take an occasional break
     Since email is such a constant presence in our lives, it can be rejuvenating to disconnect from all things digital once in a while. Some do this whenever they go on vacation.

• Let the managers go

  Most people manage themselves with great success: they manage to get out of bed in the morning, they manage to get dressed, they manage to get to the office on time.

  Then, at the office, they meet the “manager” that will manage them until end of the day. That’s at best a paradox, at worst a devastating error.

  But is it at all possible to do without managers? Let’s check reality:

  tags: management manager casestudies leadership reward morningstar

  • Assume that the average manager is paid 3 times the average employee and you have 27% of total payroll cost as a “management tax”.

  • Still, the question remains; why would it be worth getting rid of management? 

     

    There are three good reasons, three negatives to shed:

     

     
    1. The management tax
    2. The killjoy effect
    3. The ineffectiveness
  • 1. As a rule of thumb you need one manager per ten employees, invented 2000 years ago by the Roman army (remember dekurions and centurions?)

  • Be inspired by Rufer, Spolsky and Jobs, but for the alternative framework (Rufer’s seems rather cumbersome if you study it) make a request to your enterprise software vendor as follows:

     

    • He should change focus from efficiency to effectiveness, from “how we do things” to “what things we do”, from “making the old way faster” to “replace the old way”.
    • He should without delay create systems that can framework and run workflows even of the Barely Repeatable kind. 
    • Note that it’s about “flows”, i.e. processes, so tell them not to come dragging with some process-less collaboration solution or social-whatever that they lifted from the consumer market, that won’t wash.
• In short, the dual responsibilities of a “manager”; leadership and managing, are in fact two counter forces that should never be handled by the same person: While leadership is all about nurturing those three intrinsic rewards, any “management act” will ruin that important nurturing.

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

• Les règles 2012 de la communication interne

  “Rattrapés par cette réalité, porter bonnes paroles et projets d’avenir dans un contexte qui laisse plutôt présager difficultés économiques, pénuries d’emplois et tensions sociales peut sembler paradoxal. Et pourtant, derrière cette contrainte forte en matière de communication interne se cache une nouvelle opportunité pour la fonction d’évoluer vers des territoires sur lesquels elle peine encore à s’investir.”

  tags: communication internalcommunication

  • Le premier, celui d’optimiser les dispositifs et outils de la communication interne en mesurant leur efficacité dans l’objectif de limiter les redondances, gagner en simplification, en cohérence et en réactivité, tout en s’adaptant plus finement aux attentes des différentes cibles internes
  • Tout cela, afin de dégager des moyens matériels et humains qui, théoriquement du moins, pouvaient être consacrés à l’animation du réseau, aux relations internes et à une “mise en mains” plus personnalisée des contenus et messages.
  • Développer des relations interpersonnelles de proximité avec l’équipe reposant sur l’écoute, le respect et la confiance : une posture d’importance quand on sait que le soutien managérial est l’un des tout premiers facteurs de protection contre les risques psychosociau

• Don’t Dismiss Your Gen X Talent – Sylvia Ann Hewlett – Harvard Business Review

  “Unlike Prince Charles, though, Gen X’ers don’t plan to stick around and hope for the crown. A recent survey from the Center for Talent Innovation (CTI) shows that 37% have “one foot out the door” and are looking to leave their current employers within the next three years.

  With promotions only a scant possibility, what can employers do to keep their talent engaged and on board? Here are five options:”

  tags: humanresources generationx

  • Develop corporate chameleons. “Once I’ve learned my job, I like to move on,” says one X’er interviewed for the CTI report. “I need something new to keep things fresh.” To prevent X’ers from feeling stalled and browning out, companies are rotating promising employees through different functions on a regular schedule
  • • Let them learn. “I really like my company. It’s a great fit,” says another X’er. “But having said that, if it’s the right thing, I’d jump. I won’t stop learning or growing just to have a job.
  • Bring them out of the shadows. Mentoring and sponsorship programs serve another purpose: They match mid-level managers with senior-level executives who can provide opportunities to enrich their career experience.
  • Test their wings. Many X’ers would agree with one of their cohort who declares, “I have an entrepreneurial spirit that won’t shut up.” With many having been brought up as latchkey kids, Gen X is highly self-reliant; today, 70% of X’ers surveyed by CTI prefer to work independently, and 34% aspire to be an entrepreneur.
  • Promote partnerships. It’s easy for X’ers to demonize Boomer managers as intransigent dinosaurs and Gen Y subordinates as self-aggrandizing upstarts. Break down the barriers through intergenerational partnerships and teams.

• Why We Use Social Media in Our Personal Lives

  To understand the challenges of using collaborative or social software inside business organizations, begin by thinking about the use of similar technologies in your personal life. When we use Facebook, Twitter, Linked In, and most other personal social software applications, we share these experiences:

  tags: socialsoftware enterprisesocialsoftware adoption

  • To understand the challenges of using collaborative or social software inside business organizations, begin by thinking about the use of similar technologies in your personal life. When we use Facebook, Twitter, Linked In, and most other personal social software applications, we share these experiences:
  • • Often we’re instructed to use it by someone in authority, rather than invited by friends.
    • Little of what we actually get paid to do (or believe we get paid to do) requires information or input from the vast majority of other people on the network.
    • Participation feels like dropping pearls into a black hole — there’s often no sense of getting something in return for sharing an idea or suggestion.
    • We have no control over who sees our information and little idea what “they” are doing with it.
    • The site is unattractive and requires a manual to get started.
    • The software is generic and requires a work-around to do the specific things we would really like to do.

  • In sharp contrast, corporations often approach collaborative technology by:
     

     
    1. Investing in technology with no clear intent or use in mind.
    2. Not customizing the technology to relevant work processes.
    3. Expecting people to collaborate within old organizational models and practices.
    4. Believing that people will use it because senior management told them to.

  • Make sure the social media in your workplace has the same characteristics as social media in your personal life:
     

     
    1. Strategy — a clear, specific purpose,
    2. Technology — designed around user behavior,
    3. Organization — supported by new structures and practices as necessary, and
    4. Personal Engagement — catalyzed individual discretionary effort.

• Baselining Social Business Maturity: Why and How

  “However, tactical experiments generally result in outcomes that aren’t strategic by definition, with limited outcomes and blunted impact; there are much better ways to apply social business when the underlying business processes — and even the underlying business models — are thoroughly overhauled more holistically for a pervasively connected and digital world.

  To underscore this point, an important new post by Altimeter’s Jeremiah Owyang this week explores how we’re only getting started with social business, even as the whole social and 2.0 movement gets ready to reach its first full decade. In the post, Jeremiah presents some of their latest survey data showing that only a few organizations have reached an advanced stage of adoption, that there is limited integration across business units, products lines, and customer databases, and that only a leading cadre of companies are highly organized or systematic in their use of social media. In other words, a lot of useful work has been done but most of us are only getting started and we know it.

  “

  tags: socialbusiness enterprise2.0 maturitymodel maturity

  • 
  • Unfortunately, I see companies all too often squandering even the the low hanging, easy-to-reach potential to re-conceive and galvanize key processes in customer care, product development, marketing, sales, and operations. Usually it’s because they look at it through the lens of what they do today, versus what the industry norm will be in five years, or even what leading companies are already doing today.
  • Level of organization for social business. This is a measure of how systematic, strategic, and intrinsic social business has become with the people, processes, and policies currently in place within the business. The progressive scale that is most often cited, and which I largely agree is the following:
  • Extent of social business adoption. When it comes to organizing for social business, there are a number of phases that organizations go through. This includes tactical experiments, departmental adoption, grassroots efforts, and so on that ultimately lead to social media committees, enterprise-wide strategy efforts, business process re-engineering, governance programs, education and communication efforts, and so on. Mature organizations have a well-defined social business program
  • Social engagement level of workers: Internally, externally, and cross-border. Are social business processes well defined? Does everyone know their role in them? More importantly, when they are drawn in, do they participate effectively?
  • Measures of effectiveness. This is where the rubber meets the road when it comes to business value and making sense of return on investment (ROI). Even today, a large percentage of social business efforts don’t measure the results other than some high-level operating KPIs (key performance indicators.) Some of the reason for this is that it was very difficult until recently to measure the results, particularly if it had to be done frequently, which is typically the case with the fast moving conversations, trends, and opportunities of social business
  • Progress along the digital business ladder. In its more transformative and strategic form, social business alters and then recasts the very business models of an organization, including how its products and services are produced, delivered, and supported.

• Who’s Moving Their Company Beyond Bureaucracy?

  “And we received a flood of big ideas and game-changing initiatives and experiments from management innovators in all kinds of organizations around the world. Last month, we had the tough job of narrowing the pool down to fourteen excellent finalists, Bow we’re proud to introduce you to the seven winners:”

  tags: bureaucracy M-Prize management humanresources casestudies

  • Bogsnes and his team focused on two powerful levers: abolishing the traditional budget in favor of a more dynamic and distributed process, and scrapping the annual calendar for a more continuous and variable approach to setting time-horizons for a particular business or project
  • creation of cross-company virtual collaborative communities based on shared passion (whether around a specific technology or a particular role or even a business process). More than an “internal social network,” EA’s communities approach is a clever design, including a “light governance” model and guidelines for integrating community activities into “regular” operations.
  • Vodafone UK has taken the technology mantra of “eating your own dogfood” to the extreme with an open, “weightless” workplace, with no offices or assigned desks, no tethered phones or computers, a rich variety of purpose-built meeting spaces, one file drawer per person, a tough “clean desk” policy (any documents or belongings left on a desk overnight will be disappeared), and lots of coffee. The results were immediate and dramatic: from a dramatic reduction in meetings, paper, flights, the speed of decision-making, and sales cycle times to increased revenue growth, collaborative problem-solving, and tours of Vodafone headquarters.
  • TMN launched a “work style reform” initiative which has grown progressively more autonomous, transparent, and Web-enabled. Today, employees define their own roles and responsibilities, choose where and when to work, launch “Next Dream” projects to promote a strategic priority, and use social technology to bid out problems internally and connect with the wider communit
  • Why should we spend our most energetic years striving and achieving and leave our true passions to our creaky “golden” years? No reason at all, says Semler, who offers up a clever design for employees to “buy back” one day of the week to spend on “retirement” pursuits, and the opportunity to trade in those retirement hours for meaningful work in their later years.

• How employee incentives can backfire

  “I’ve spent much of my life studying — both as an academic and as a consultant — how companies use incentives. The vast majority of companies mess this issue up, resulting in confusion, frustration, and often, the opposite of what they intended. There are four ways that companies get incentives horribly wrong:”

  tags: hr humanresources management incentives

  • 1. Incentivize workers to do things they feel they cannot do.
  • 2. Address a problem with a handful of workers through a new incentive system that everyone has to follow.
  • 3. Incentivize workers to do something that they believe violates their values.
  • 4. Announce a new strategy in the form of a new incentive plan
  • In every one of these situations, the problem wasn’t the incentive itself, it was the way the incentive was implemented. It was heavy-handed, unilateral, and came as a surprise

• Intranet social : un parcours d’obstacles ?

  “Prescient Digital Media vient de produire une infographie mettent en valeur quelques données de sa dernière étude (Février 2012).

  Quelques informations ont retenu notre attention :

  seulement 9% des organisations ont mis en production un intranet social,

  mais 78% d’entre-elles ont une stratégie de gouvernance et des règles qui s’appliquent aux contenus publiées et partagés,

  et 61% utilisent au moins un “média social” dans l’intranet.

  Pour 18% un frein important est le manque de support du C-Level à ces initiatives tandis que pour un nombre identique il y d’autres projets plus importants,

  12% constatent que le manque de support des équipes IT nuit à ces projets et ils ont 10% à juger que le manque de règles (gouvernance) est un frein.”

  tags: socialintranet governance people process

  • 

• The Changing Role of Global Leaders

  “In November 2010, to big fanfare at Unilever’s London headquarters, chief executive Paul Polman boldly articulated a new strategy. The company would double the size of its business, he said, by channeling its efforts toward achieving eight ambitious goals by 2020 — among them, doubling the proportion of Unilever’s portfolio that meets the highest nutritional standards, and halving the water associated with the consumer use of its products.

  To most of us, this did not sound like typical corporate strategy, but Polman’s reframing of what it means to succeed in business is not an isolated example. It is indicative of a new generation of leadership emerging at the top of many of the world’s largest organizations.”

  tags: stakeholders value sustainability Sustainabledevelopment sustainableperformance sharedvalue leadership unilever casestudies

  • It recognizes this new reality will spell decline for some commercial activities, but growth for others who find better ways of operating.
  • Across the board we see the top executives of some of the world’s largest organizations talking about, taking action on, and defining their success in terms of things that have conventionally been the realm of political leaders and NGO activists. The change has not gone unremarked by management’s leading thinkers. Witness Chris Lazslo’s work on sustainable value, and Michael Porter’s theorizing about shared value.
  • . The new generation of business leaders, they emphasized, must be able to engage meaningfully with multiple constituencies and relate well with all kinds of different actors in society.
  • understand the business risks and opportunities of environmental and social trends — and how their sector and other stakeholders (regulators, customers, suppliers, investors, NGOs) are responding to them (82%)
  • align social and environmental objectives with financial goals (81%)
  • integrate social and environmental trends into strategic decision-making (70%)
  • identify key stakeholders that have an influence on the organization (73%)
  • understand how the organization has impact on these stakeholders, both positively and negatively (74%)
  • engage in effective dialogue (75%)
  • build partnerships with internal and external stakeholders (80%)
  • engage in and contribute to public policy (60%)

• Innovation Excellence

  “Here are 5 keys that have helped USAA build a successful and long-lasting employee-led innovation culture.”

  tags: USAA innovation culture casestudies collaboration rewards recognition

  • 1. Innovation Leadership Starts at the Top

     

    We’ve all heard the adage that without CEO and executive level support for innovation, it won’t go very far.  That is certainly true, but it requires much more than just lip service – ideally, innovation should be somewhere on the CEO’s performance scorecard. 

  • 2. Make it Easy to Innovate

     

    If employees are required to innovate only at certain times or in certain places within the enterprise, then innovation will be stifled.  The business must provide easily accessible tools, preferably web-based allowing universal access, for employees to submit and develop innovative ideas. 

  • 3. Encourage Collaboration

     

    A study by two Princeton economists confirmed that two heads are indeed better than one.  When it comes to innovation, especially disruptive innovation that is breaking new ground, the power of multiple minds creatively working together far exceeds the ability of a single individual to envision the end result.

  • 4. Communicate, Communicate, Communicate

     

    Most enterprises today are doing more with less.  Employees are stretched thinner and thinner as  businesses try to maintain the status quo or even grow slightly without increasing expenses.  Because of this, innovation often takes a back seat in the employee’s mind.  But with thoughtful, directed communications to the employee base, innovation can remain at the forefront of each employee’s priority list.  Creative

  •  

    5. Reward with More than Just Dollars

     

    It is true that many innovators are “coin-operated,” in that that they respond favorably to monetary rewards.  So your innovation program should include cash or merchandise rewards that will speak to those employees.  However, don’t overlook the employees who are motivated more by recognition among their peers.

• Rules For the Social Era

  “”This business model is right for a company selling Purina Dog Chow, circa 1970.”

  “There’s no way we could ever be this collaborative.”

  Both are comments I got about my book, back in 2009, about setting direction, collaboratively. The first is from a Google executive; the second, from an exec at Cisco. Same business model architecture, two entirely different responses: obvious or unachievable.”

  tags: social businessmodel lean conversations valuechain sharing competitiveadvantage value valuecreation

  • I have used the term social era. It’s not to create more jargon, it’s to emphasize a point: that social is more than the stuff the marketing team deals with. It’s something that allows organizations to do things entirely differently — if we let it become the backbone of our business models.
  • Lean, not big
  • Conversations, not chains. Many organizations still operate by Porter’s Value Chain model, where Z follows Y, which follows X. These linear models optimized efficient delivery of a known thing. But this doesn’t help us when faster, fluid responses are what we need.
  • How many companies have figured out how to shift from supply chain management to integrating customer feedback directly into their product design, distribution, and delivery? Because that’s the point.
  • Sharing, not telling. When companies think of social media, they hope to get consumers to “like” them or “fan” them, as if that increased connection is meaningful. Again, that captures the marketing aspect but misses the strategic point. The social object that unites people isn’t a company or a product; the social object that most unites people is a shared value or purpose.
  • Collaborating with people through shared purpose creates advantage because it allows everyone to work towards a shared goal
  • It allows us to “tear down that wall” between who is “in” or “outside” the firm creating a more permeable organization which unleashes the inherently collaborative nature of work
  • the web and the social era enabled by it have illustrated a new truth: it’s not enough to do more, faster, cheaper. No, we need to do things entirely differently.
  • hus far, organizations have been focused on tacking on social elements onto their current operations. Social has been adopted programmatically, rather than strategically. All that does is get the Gorillasaurs to lumber a little faster. It’s not enough to escape the asteroid.
  • The world has changed; how we create value has changed. Organizationally we have not. It will be wholly insufficient to put the word “social” in front of existing business models and expect things to change. Instead, we need to imagine the fundamental enterprise anew for the social era. Lean, adaptive, community-driven organizations, built for speed, will thrive.

• Réseaux sociaux en entreprise : quelles libertés pour les salariés ?

  “Amener un réseau social dans les murs de l’entreprise soulève un certain nombre de questions relatives au traitement des données personnelles qu’y laisseront les salariés. Un sujet aux ramifications multiples.
  “

  tags: socialnetworks enterprisesocialnetworks enterprisesocialsoftware legal humanresources hr cnil cil

  • Le premier enjeu concerne évidemment la protection des données personnelles (1), car par nature, un réseau social est appelé à en contenir. D’emblée, un consensus doit être trouvé entre le ou les promoteurs du projet, les partenaires sociaux, le responsable du traitement des données à caractère personnel (généralement le dirigeant), la direction des ressources humaines, le service communication, etc. sur le champ des informations que renfermera l’outil et l’utilisation qui pourra en être faite.
  • ses promoteurs se contentant dans bien des cas d’indiquer vouloir améliorer la communication interne ou promouvoir les échanges d’idées. Pour le Correspondant Informatique et Libertés (CIL), garant au sein d’une organisation du respect de la loi du même nom, cette déclaration d’intention est insuffisante car elle ne lui permet pas de définir les garde-fous à mettre en place pour éviter un éventuel détournement de l’utilisation des données partagées au sein du RSE.
  • . Or, les outils du marché fournissent des statistiques très précises qui peuvent par exemple servir à repérer et distinguer les meilleurs contributeurs, mais aussi ceux qui refusent de participer. De nouveau, ce type d’usage est très discutable.
  • Aussi, inscrire dans la charte d’utilisation des outils informatiques les règles d’utilisation du réseau social, y compris l’engagement de l’entreprise de ne pas utiliser la solution à des fins statistiques, est important, car cela permet également de clarifier les finalités permises et, ainsi, de limiter les risques de litiges futurs.
  • Par contre, si on les conserve en l’état, sans limite, l’entreprise ne respecte pas les durées de conservation des données à caractère personnel et s’expose à des litiges avec ces ex-collaborateurs, ainsi qu’à des sanctions de la CNIL. Une solution pourrait consister à anonymiser les contributions des salariés ayant quitté l’organisation. Quand c’est possible
  • Enfin, les entreprises doivent garder à l’esprit que si la charte doit définir les grandes lignes d’utilisation, elle n’est nullement suffisante

• “you simply can’t train people to be social!”

  ” Effective organizational collaboration comes about when workers regularly narrate their work within a structure that encourages transparency and shares power & decision-making. I have also learned that changing work routines can be a messy process that requires significant time, much of it dedicated to modelling behaviours. “

  tags: behaviors collaboration sharing personalknowledgemanagement

  • as for the new social and collaboration skills that workers require, well you simply can’t train people to be social! What was required was getting down and dirty and helping people understand what it actually meant to work collaboratively in the new social workplace, and the value that this would bring to them.“
  • 
  • The low visibility activities link directly to personal knowledge management (PKM) skills, based on the process of Seeking information & knowledge; making Sense of it; and Sharing higher value information with others.
  • It is a difficult path to get acceptance that each worker is responsible for his or her own learning and additionally must be a contributing member of a network. PKM is individuals retaking control of learning, and making it transparent. It takes time, but it also requires a receptive environment.
  • My experience is that changing to more collaborative, networked ways of work requires coordinated change activities from both the top and the bottom. It has to be a two-pronged approach and it will take some time and effort.

• The End of a Job as We Know It

  ” Over the last year I’ve been speaking with many corporate business and HR leaders and have heard a common theme: we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job. “

  tags: work management agility expertise specialization learning values humanresources hr roles job

  • Something very profound is happening. Jobs are getting more specialized, people work in teams and cross functional boundaries, and success is being redefined by expertise, not span of control. 

     

     And people without specialized skills are finding it harder to find work. Seth Godin calls it “the end of the average worker.”

  • Well the world has changed. Today, thanks to communications technology, people can do their “jobs” everywhere and anywhere.  We collaborate across the globe just as easily as we can in the same room. People don’t necessarily progress “upward,” but often “sideways” or “deeper” in expertise.
  • Your value as an employee is no longer “I am good at my job” but “how much demand is there for my skills.”
  • Many of the HR executives I talk with tell me they’re having an increasingly difficult time recruiting. As our research points out, this is not because there aren’t people looking for jobs, it’s because their organization needs specialized roles and the workforce itself has not fully adjusted to this new world.
  • 
  • 1.  They reward results and expertise, not position.
  • 2.  They break down functional silos and facilitate work across business functions.
  • 3.  They reward continuous learning and “learning agility.”
  • 4.  They hire for values, innate skills, and fit, not for experience.
  • 5.  They encourage and promote horizontal mobility.
  • If you are a manager or business executive, think hard about your own organization. Have you created enough flexibility in the organization to empower people to develop expertise and bring it to your customers
  • HR Executives and Managers: 
    

      Are you promoting HR practices which create cross-organizational work and expertise? Is your reward system flexible and open enough to enable people to work on project teams which cross the organization? Is your performance management process agile and flexible and does it force continuous feedback and transparency? Do you hire for skills and capabilities or just experience? Do you promote and facilitate talent mobility? Do you regularly communicate company values, goals, and strategies to encourage people to think of the organization as “one team” and not a set of functional silos? 

• From shareholder to stakeholder capitalism

  “…the shareholder capitalism model has long been promoted by mainstream economists based on the simplistic assumption that human motivation can be boiled down to the rational pursuit of self-interest… ”the social responsibility of business is to increase its profits.” Capitalist enterprises must focus single-mindedly on increasing “shareholder value.”

  However, there is another model, called “stakeholder capitalism,” that is better aligned with what we have learned about human nature…”

  tags: capitalism stakeholders shareholders casestudies wholefoodmarket

  • …John Mackey of Whole Foods (who practices stakeholder capitalism):

     

    “…I believe that the enlightened corporation should try to create value for all of its constituencies. From an investor’s perspective, the purpose of a business is to maximize profits.  But that’s not the purpose for other stakeholders – for customers, employees, suppliers, and the community.

  • At Whole Foods, we measure our success by how much value we create for all six of our important stakeholders…It is the function of the company leadership to develop solutions that continually work for the common good…The shareholders of a public company own their stock voluntarily.  If they don’t agree with the philosophy of the business, they can always sell their investment…”

• Processus et innovation pour l’entreprise numérique !

  “es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance”

  tags: lean enterprise2.0 socialbusiness strategy governance process culture taylor IT collaboration innovation complexity customer customerfeedback customerexperience

  • Pour ceux qui ne se souviennent plus, le management scientifique, c’est « Breakdown and Specialize », « je décompose et je spécialise »
  • La complication peut être attaquée par la réduction. La complexité, ce sont tous les liens qui font que l’on ne peut plus réduire. Dans le monde du 21ème siècle, on va devoir travailler autrement, on va devoir passer du compliqué au complexe.
  • Collaborer, c’est très agréable quand on parle, c’est beaucoup plus compliqué dans la réalité. D’où l’intérêt des méthodes. Elles apportent des pratiques, mot qui n’est pas choisi au hasard.
  • Passer du contrôle commande, où l’on s’assure que les ordres sont exécutés, à une vision beaucoup plus réactive.
  • pour collaborer, il faut raconter ce qu’on ne sait pas faire. Si vous utilisez les outils modernes, les outils de communication pour dire à vos camarades ce que vous savez faire, vous encombrez la bande passante. C’est bon pour votre égo, mais ça ne va pas faire beaucoup de collaboration. Ce qui ferait la collaboration, c’est si vous commenciez à exposer ce que vous ne savez pas faire et ce pourquoi vous auriez besoin du soutien des autres
  • Vous avez un processus, n’importe lequel. Cela s’applique à chacun de vos processus. On va commencer par éliminer tout ce qui n’apporte pas de valeur au client. On regarde toutes les étapes, on se met du point de vue du client et on élimine tout ce qui n’est pas profondément utile pour lui. Une fois que j’ai fait cela, je vais essayer de reconstruire mon processus pour qu’il soit extrêmement simple dans ses enchaînements. Lorsqu’il est simple dans ses enchaînements, je peux le piloter en sens inverse, c’est-à-dire vraiment en partant de la demande,
  • A quoi s’attendent les clients et les utilisateurs de l’entreprise ? La réponse est claire, ils s’attendent à être plus autonomes. Ils s’attendent à avoir le contrôle sur leur utilisation de ce que l’entreprise leur apporte. Ils doivent pouvoir donner leur avis, pas juste avec une boîte à idées, mais vraiment avec toute la puissance de l’expérience sociale :
  • Dans le monde d’hier, on a fait un SI et les clients venaient sur le SI. Dans le monde de demain, il faut aller chercher les clients où ils se trouvent…
  • ean, innovation, collaboration ne se formalisent pas, ils se pratiquent ». La différence entre la pratique et l’essai, c’est : j’essaie, ça marche, j’adopte. La pratique, c’est j’essaie, ça ne marche pas, je persévère, je vais au bout. A force d’essais, ça march

• 2012: The Year Analytics Means Business

  “The real trend this year is not the technology. It’s about helping business people make better decisions, and actually change the way companies do business. Analytics has always been about transforming business, but the recent huge changes in analytic technology have created interesting new opportunities for business innovation.”

  tags: b bigdata businessmodel customerservice risk bottlenecks analytics bi innovation insights unstructureddatas

  • Analytics technology has been changing fast. On the back end, new technologies have come together to provide what Gartner calls “extreme data performance”. These include in-memory, column data stores, in-database calculations, massively parallel architectures, complex event processing, Big Data / NoSQL / Hadoop, and cloud architectures.
  • 
  • And on the front end, various technologies are coming together to provide unprecedented levels of context-based “actionable insights”, including self-service data discovery, advanced visualization including maps, mobile analytics, predictive analytics, collaborative decision-support. They help provide more action-oriented interfaces optimized for the context of the users, both inside and outside the organization.
  • 
  • University researchers have pointed out that today’s management techniques are based on the limitations of information scarcity:
  • with access to the finest granularities of information, management will be able to move freely from macro to micro levels and will be able to measure, plan and act accordingly. With increased resolution come more options to drill down, eliminate inefficiencies and cut costs
  • New forms of data: ‘unstructured’ data such as text has long been difficult to effectively analyze and incorporate into mainstream corporate analytics. The new systems make it much easier for companies like Medtronic to access and analyze the large amount of complaints and feedback data they receive about their products, combine it with other data sources, and provide it to business users with dynamic interfaces:

• Products + Social = Better Products

  ”

  Social media is too often a marginal activity that people are happy to leave up to a dedicated team elsewhere in the organization, rather than embedded in everything we do. This post looks in particular at how social media techniques can be applied to the process of product creation.”

  tags: socialmedia productdevelopment customer customerfeedback socialresearch research ideation prototyping social BI

  •  

    Social Research. It’s now easy to find data about new opportunities, such as customers complaining about business problems or competitor products. And it’s easy to get customer feedback on problems with our own products.

  • Ideation. One of the most painful parts of any product creation process is prioritization – we can never make a “perfect” product. There will always be some compromise in terms of functionality or cost. New ideation platforms, such as SAP’s Idea Place offer an opportunity to ask customers and potential customers to give their feedback directly on possible new features and what compromises to make.
  • But using social media, it’s now much easier to create fast prototypes (mockups, concept version, wireframes, etc.), and then make them available to customers for testing and feedback.
  • We can integrate social media into products to improve their usefulness or effectiveness.

• les DSI sont-ils aussi des DRH ?

  “les DSI cumulent de plus en plus de missions, avec récemment celles de séduction, d’embauche et de fidélisation des employés. Sont-ils en train de devenir des DRH ?”

  tags: IT HR BYOD attraction technology employerbrand

  • En deux mots, les employés ne sont pas satisfaits des mesures prises par leurs DSI en termes de mises à disposition de terminaux.
  • st-ce que la technologie est un facteur attractif pour travailler dans une entreprise ? C’est sans surprise que 72% des français répondent oui
  • On vient bien avec ces statistiques que l’aspect sociétal de la technologie est très important puisqu’elle affecte non seulement la productivité des employés mais aussi leur volonté de rejoindre (ou rester) dans l’entreprise et de donner le meilleur d’eux-mêmes

• Taming complexity: the service-oriented company

  tags: complexity service agility organization coupling composability autonomy servicecontract iterations programming casestudies wholefoodmarket

  • Since the 1950s, technologists have adopted new approaches that allow them to better address complexity and ongoing change. One, called agile development, is a different way of doing work. The other, called service orientation, is more focused on how bits of work are connected to other bits. Both of these approaches emphasize continuous learning, adaptation, and distributed control, rather than planning, prediction and central control. They are specifically designed for managing work in fast-changing, complex, uncertain environments.
  • Agile is about small teams that deliver real, working software at all times, get meaningful feedback from users as early as possible, and improve the product over time in iterative development cycles.
  • Object orientation allowed programmers to design software as a system of interacting objects instead of a list of instructions.
  • The next phase in programming’s evolution, service orientation, emerged to solve this problem. It delivered a way for software objects to interconnect with each other over the internet, at a massive scale.
  • Software services are very similar to software objects. They are modular functional units that can operate independently and interact with other services using an agreed-upon set of common standards. The big move forward comes from the way that they interact with the larger world
  • The power of a service-oriented architecture is that each service can learn, adapt and coevolve without wreaking havoc on the overall system, just like species coevolve in a biological community.

  • Service contracts.

     

    A service contract is a simple description of the service, including what the service provider needs from customers, what it will do for them, and any rules about how the service provider and customer will interact. Like any business contract, it represents an agreement.

  • A service contract specifies what the provider will do, but it doesn’t specify how the work will be done.
  • This is important because it allows the service to independently evolve and improve its operations without affecting customers or other services. A service can be as complex as it likes internally, so long as it provides a simple contract describing what it does and how it will interact with its customers.
  • The reason to hide complexity is that it makes a service easier to understand and use. Since customers see only the things they can act on, make decisions about or buy, they can make better, faster choices.

  • Composability.

     

    Most services are combinations of other services.

  • Loose coupling.

     

    Loose coupling simply means that services agree to use a set of common set of rules about how to connect. So as long as a service follows the rules, it can update, change or modify itself without having to worry about the impact on other services in the system.

  • But there can be good reasons for tight coupling. Things that are designed to work closely together can deliver better performance, more efficiently.
  • Agile and service-oriented approaches are designed for complex, uncertain, fast-changing environments. They are proven methods for organizing systems and work. And the same approaches that solved complex software problems can also work in business.
  • 
  • Most businesses today are not designed with agility in mind. Their systems are tightly coupled, because their growth has been driven by a desire for efficiency rather than flexibility.
  • Many business systems are tightly coupled, like trains on a track, in order to maximize control and efficiency. But what the business environment requires today is not efficiency but flexibility
  • So we sit in these business meetings, setting goals and making our strategic plans, arguing about which way the rails should be pointing, when what we really need is to get off the train altogether and embrace a completely different system and approach.

• » If our people have a new idea…

  “In my recent visit, I asked some of these questions and received the following response. “If our people have a new idea, we have a process for them to submit it.” This one statement told me quite a lot about this person’s perspective if not the perspective of the company.”

  tags: innovation process ideas ideasmanagement

  • First, “IF our people have a new idea”… If? really? It should have been “when”. People are creative beings. If I respect that, I will expect them to have ideas…not be surprised when they do.

     

    Second, “we have a PROCESS”. If you want to take the wind out of the sails of a creative person, just introduce a “process”. Processes aren’t bad, but they infer a ‘one size fits all’ approach to any action. They make the idea become part of a transaction.

     

    Which brings me to “for them to SUBMIT it”. Just drop your idea into the process and then wait to see what happens. You submit payments…you submit actions to workflows…you don’t submit ideas. You share ideas.

• Best Practices for Social CRM?

  “If we have learned anything during the past few years it is that the pace of change is absolutely ridiculous. No matter what part of the organization you are in, your ability to keep pace is challenged daily. If we can accept this as a truth, then there is uniquely one best practice that might stand a chance, how we adapt to change. Other than that, all other ‘Best Practices’ are simply roadblocks to success and excuses to remain irrelevant. “

  tags: socialcrm bestpractices adaptability change adoption

  • “Best Practice is a forensic science, an autopsy on a corpse. Learning is an activity of the living.
  • they are stories, there for you to pick out the pieces which make sense to you, your team and your organization. Don’t assume someone else knows best. Has anyone really been doing what you have longer than you have been doing it? Sure, some parts, of course. But all of it?
  • what struck me is that companies looking to implement Social Customer Service had no practices from which to draw. They listened to their customers, internal teams and understood the vision of their own organization.

• 8 Reasons Your Social Initiative Will Fail |

  “So it behooves smart executives to avoid the pitfalls uniquely inherent in social initiatives. Here are eight missteps that can sink more than your social initiative. While these points relate primarily to internal, employee-facing social initiatives, many of them are equally relevant to customer-facing initiatives as well. “

  tags: adoption enterprise2.0 socialbusiness socialsoftware enterprisesocialsoftware

  • No interest from key users:  Analysts estimate that approximately a third of workers will download and share new technology, with or without corporate approval
  • Too many tools:  Technology silos are a reality, but you need a road map for creating a single collaboration platform.
  • Unclear business objectives:  Technology-driven projects are a sure recipe for failure.
  • Not paying attention to key stakeholders:  If your project manager is a bulldozer type who tells key stakeholders that he “knows better” because he has already done five such projects, you’re headed for trouble, big time.
  • IT and the business are at loggerheads:  With the advent of SaaS (software as a service) solutions, business units now have viable alternatives to central IT. Smart IT organizations realize they have to support the business to make initiatives, such as social business work
  • No culture of technology grassroots adoption:  Collaboration and social initiatives must have eager champions at the business-user level. A top-down approach to a social initiative makes it difficult to pump up worker’s interest in being part of the project.
  • Project is not aligned with other business initiatives:  A social initiative without business goals will die on the vine
  • Taking the wrong approach:  Introducing “rip and replace” technology that ignores daily work habits is probably the biggest failure factor in the list.

• Don’t Confuse Passion with Competence

  “The most successful innovators are consistently portrayed as possessing a passion that borders on dogmatism. They work tirelessly to bend reality to achieve their vision, with Steve Jobs and his “reality distortion field” serving as the prototypical example.

  There’s no doubt that passion is a critical component of innovation. After all, innovation is awfully hard work, with plenty of false starts. Rosabeth Moss Kanter teaches that everything can look like a failure in the middle. Mike Tyson puts it another way: “Everybody has a plan, until they get punched in the face.” Passion is necessary to keep pushing when the punch inevitably lands.”

  tags: passion competence innovation

  • But leaders overseeing innovation efforts inside their companies need to be careful of mistaking passion for competence
  • Passion only matters if it leads to an innovation that delivers impact, whether that impact is measured in revenues, profits, improved process performance, or something entirely differently.
  • Of course, there are examples of dogmatism and fanaticism triumphing in the face of healthy skepticism. But that’s not a scalable approach to innovation.

• How GE Is Attracting, Developing, and Retaining Global Talent

  “We recently convened a team of 21 millennials from various GE businesses and functions around the world for a special three-month assignment: identify ways to attract, develop, and retain talent in the future. We named the effort “Global New Directions,” and we knew we’d picked the right people almost immediately when they told us that they didn’t want to retain employees, they wanted to inspire them.”

  tags: hr talents talentmanagement gamification generationy digitalnatives casestudies GE leadership values gaming

  • Leveraging gaming technology to create a new channel that connects the world to GE in a fun and engaging way, helping to educate prospective employees about the company and its economic and social values.
  • Enhancing our performance-management system with new tools to help employees navigate their career at GE and identify a wider range of opportunities across the company. Processes that allow for more just-in-time feedback and coaching, which the next generation considers to be highly desirable, round out the enhancements.
  • Moreover, business leaders agree that great innovations in the 21st century will be distinguished by shared value — addressing both human needs and the bottom line — versus delivering profit alone.
  • Tomorrow’s global leaders possess an exemplary external focus — they collaborate not only with customers but with a wide range of stakeholders including governments, regulators, NGOs, and community groups.
  • Leaders are adaptive and agile, clear thinkers who are not only decisive but able to connect strategy to purpose in a way that fosters commitment.
  • Leaders possess both the imagination to innovate and the courage to implement — they’re willing to take risks to champion ideas.

• Focus HR on Process Improvement

  “To deliver more value, the human resources function needs to spend more time accelerating operational improvement and less time on its traditional administrative and compliance activities. As Randy MacDonald, senior vice president of HR at IBM, told me, “It’s important for HR to decide what is core and non-core. Administrative responsibilities such as getting paychecks out on time are not core. In HR, we need to focus on what is important.”"

  tags: hr process operations improvement value processimprovement administration organizationaldevelopment

  • To get the “people” part of process improvement right, HR needs employees who can go toe-to-toe discussing operational changes with line managers. HR professionals need credibility to challenge line managers on whether they are improving the attitudes and skills of their people at the same time they’re redesigning their jobs.
  • Managers of HR administrative services such as payroll and benefits need to focus on running a consistent, reliable operation at low cost. To do this, they need standard, simple, automated procedures.
  • In response to my post on why HR doesn’t typically lead change, many people suggested separating the compliance, transactional, and administrative roles of HR (e.g., in a group called “Personnel”) from the more strategic improvement responsibilities (e.g., in a group called “Talent Development and Performance/Innovation/Productivity Improvement”)
  • Unlike the “Personnel” people who run a tight operation, these “Organizational Development” people should be change agents with a bias for operational innovation
  • Of course, like other corporate functions, HR needs to continue to do a good job at core administrative functions, and line managers won’t accept offers of more value-added services if those basics aren’t covered
  • But HR will continue to miss opportunities to deliver value if its leaders won’t take some risks and drive the people side of operational change.

• Win on Service in a Tough Economy

  “Great service is always a differentiator, even more so when people are hurting. The service companies that thrived coming out of the Great Depression — think Macy’s and Disney — figured out how to take care of their customers in a climate of fear and uncertainty. The fog of recession may be starting to lift, but most households and businesses are still feeling vulnerable today. History makes a compelling case that serving customers with integrity — delivering steadfast, predictable service quality — can translate into outsized loyalty and market share when the economy commits to a comeback. “

  tags: service performance costs

  • Underperform. It turns out winning service companies aren’t great at everything. They’re bad at some things, often very bad, but the pattern isn’t random. It’s tightly mapped to the priorities of their customers. Service leaders tend to over-deliver on the features their customers value most and under-deliver on the features their customers value least.
  • Streamline the back office. One way Zappos funds its legendary service is by relying on a very lean operation. Back-end cost savings get invested in front-end excellence, which means that shipping’s free and a kind, competent Zappos employee has the cultural freedom to stay on the phone with you as long as you want
  • Simplify your employees’ jobs, and your service levels will improve. Figure out how to go from eight screens to four screens, and put away the timer.
  • Put your customers to work. Self-service is on the rise in almost every service industry we’ve studied. The reason is clear — asking customers to pump their own gas, bus their own tables, or perform any other task your employees once did can indeed save you money. But the trick, once again, is to design self-service in a way that actually improves the experience

• Modeling Enterprise Social Business Processes

  “It has been said many times, that for social business to succeed to create the evolution towards Enterprise 2.0, we need to put this social activity directly into the flow of how people work. In that light, we spent quite some time at the recent Enterprise 2.0 Summit in Paris, discussing how to integrate social business activity into enterprise processes, and in particular from the view of process modeling.”

  tags: enterprise2.0 socialbusiness process BPM modeling processmodeling flows activities

  • 
  • suggested the model in Figure 1 that illustrates social activity as something that occurs outside the process, where each process step may have an associated space for social interaction activity. My interpretation is that in this model, the social activity occurs outside the process step as an ancillary activity that the process step itself is unchanged but there is a documented link to the activity elsewhere.
  • 
  • In this case, the process step itself is entirely replaced from the traditional approach to the task being carried out inside a social activity. The result from the social activity task is then placed back into expected output points of the enterprise process. As Figure 2 suggests it may replace one, two or more process steps at a time, with the results being posted in the expected output points.
  • 
  • A third approach that I have seen was to go the next step and rather than keep a separate social activity space, to actually embed that space inside the process.
  • The change here, as shown in Figure 3, is to allow not just the embedding of the space, but essentially have that space exists in both the process step, as well as the enterprise social layer. The difference here makes it possible for an enterprise user to refer to or incorporate other social objects in the enterprise social environment, such as related files, videos, other discussions, into this space.
  • 
  • here is a fourth possibility (see Figure 4) which I described in an earlier article about embedding the workflow of the process directly within the social activity in the example from Podio. Here the enterprise social environment is the space in which the processes exist entirely. The difficulty with this model is in that the enterprise process needs to be developed or grown from scratch within the social environment.
  • In the third model, the enterprise process exists as is and people have to go to it to perform these tasks. It
  • In the fourth model, the process appears in their stream of activities as individual process steps
  • In the long run, the transition to integrate social business activity with enterprise processes will be one of migration, perhaps slowly. This means having transitional models like the first and second where they do not interfere with the enterprise process as it is. The more evolved models shown in the third and fourth scenarios are where we need to be.

• Direction Financière 2.0 : concept à la mode ou mutation?

  tags: CFO activity revenue income CF02.0 work

• 2012 E20 Summit Metrics

  tags: enterprise2.0 socialbusiness metrics measurement ROI KPIs activities capability businessprocess

  • 

• Don’t change the process, change the execution

  ““Can business processes and social media co-exist?” – This was one of the first big questions on day 2 of the Enterprise 2.0 Summit asked by Bertrand Duperrin from Nextmodernity and that question lead to a very interesting discussion of the role of social tools in the world of Business Process Management (BPM) – something that links nicely back to the theme from day 1 of harnessing the conversations taking place in the organization. Traditional BPM lack a proper feedback loop to ensure proper organizational learning, but if you intelligently integrate social tools, this gap may be filled.”

  tags: socialbusiness enterprise2.0 BPM process ROI outcomes measurement kpi

  • If you just add a social layer inside the processes, you may find yourself creating ‘social silos’ effectively working against the purpose you are trying to accomplish
  • If we are to succeed with more ‘social’ business processes, we simply MUST get out there and involve people – all people.
  • Alexander Richter from CSCM presented some very interesting thoughts on this topic arguing that we obviously need to measure the outcomes of social business initiatives, but you have to take many things, eg. organizational maturity, into consideration when setting your success criteria
  • but if we the starting point is that every company is unique, why would you want to benchmark based on fixed KPIs? Surely it would result in nothing more than discussions on why ‘we’ are different from all the others….!
  • The organisation of the 21st century will be about radical change, social engagement, ecosystems, and knowledge flows
  • I see two ‘forces’ working in opposite directions: We stick to the arguments about how the value of social is very hard to measure, but at the same time we are reluctant to make decisions due to the lack of objective data. The bigdata trend will help here, but the above ‘conflict’ must be reconciled to get things moving. Right now we are in a position where we know that something needs to be done, but not quite how…

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

• What Sells CEOs on Social Networking

  “The Dawn of Emergent Collaboration” for MIT Sloan Management Review in 2006, and went on to expand on those ideas in our magazine and in the book Enterprise 2.0 (Harvard Business Publishing, 2009).

  In a new Q&A with David Kiron, executive editor of Innovation Hubs at MIT SMR, McAfee looks back at the past six years and what he’s learned about the triggers that generate CEO interest in social networking, what he misread and why the idea of controlling information flows is becoming obsolete.

  “

  tags: enterprise2.0 socialbusiness knowledgemanagement hierarchy information informationflows competitiveadvantage socialnetworking risk

  • In retrospect, I should have anticipated that we’d be hanging the “2.0″ suffix off everything, but I didn’t. We hadn’t yet been bombarded with “Everything 2.0,” so that suffix wasn’t as tired as it is now.
  • I have always tried hard not to use the term “social,” not because it’s inaccurate, but because it has primarily negative connotations, especially for a really hard-headed, pragmatic manager in a business, decision-maker in a business,

  • He looked around Hewlett-Packard and said, “If only HP knew what HP knows, we’d be three times more productive.”

     

    Whenever I say that to a room full of executives, you can see the heads nod.

  • especially if you want innovation and novelty, or introductions to other social networks, that your weak ties are a better place to go than your strong ties.
  • I’d say the idea of controlling information flows is becoming an obsolete notion. To me, the basic point of the 2.0 era is that we can get out of the business of predefining and controlling those information flows
  • They’re afraid of hate speech or harassment. They’re afraid of that one person whose idea of a joke is completely incompatible with somebody else’s idea of a joke. Afraid for security reasons, of the bad guys getting in or corporate secrets getting out. Afraid that there’s another body of information that could be part of a legal process, that could be subject to discovery rules.
  • I’ve been trying to collect horror stories for five-plus years now, and the amount of bad stuff that actually does happen when you open up the conversation and let more people, particularly your employees, participate in this stuff, is shockingly low.
  • Historically, for both internal and external purposes, there has been one official voice of a company, and it’s blessed by the executive team and generated by the communications department. In the external world, on the Web, that world is over. You cannot be the only voice about your company and its products and its brands. Internally, you can try to stop that. You can shut off all the 2.0 stuff. My point is, if you do that, you’re turning your back on a huge opportunity.
  • it’s not the death of the hierarchy, of the manager, of the org chart, of the job description, any of that stuff. Some of my colleagues who are interested in this phenomenon, I think take it a bit far, and they become zealots for the manager-free, hierarchy-free, gestalt organization. I don’t think that’s smart, and I don’t think it’s likely, and I don’t think it would be a good idea.
  • When I talk to CEOs, they desperately want to hear the voices of their customers, the voices of their employees. They want the straight talk to flow down and flow up in the company. But I also get the impression that there’s kind of a middle layer that has traditionally been the signal processor, both up and down, and some of them don’t want to see that role go away.
  • They noticed that over and over again, some of the people who were on the leader board in the Java category, for example, were not hired for their Java. It wasn’t their job. It wasn’t even anything that TCS knew they were good at. But these people were manifesting not only an ability, but a willingness to share their knowledge and be helpful to colleagues.
  • This is actually one of the things that I’ve been advocating: why don’t we make enterprise-level collegiality 10%, 15% of performance reviews every year?

• Corporate Culture: The Only Truly Sustainable Competitive Advantage

  “Given enough time and money, your competitors can duplicate almost everything you’ve got working for you. They can hire away some of your best people. They can reverse engineer your processes. The only thing they can’t duplicate is your culture.”

  tags: competitiveadvantage culture sustainability replicability

  • your competitors can see what you deliver, what you get done and the core pieces of how you do it. Even if they can’t duplicate what you do exactly, they can get close enough to hurt you – or take it to the next level and render your processes obsolete.
  • It’s the context that makes it so hard to duplicate a winning culture. Because every organization’s environment is different, matching someone else’s behaviors, relationships, attitudes, and values will not produce the same culture.
  • The big thing Lou Gerstner did was reversing that attitude. Behaviors and relationships followed.

• Alcatel lucent Enterprise 2.0 Journey

  tags: enterprise2.0 socialbusiness casestudies alcatellucent presentation communication innovation organization socialnetwork

  • 

• The Days of “Manager Knows Best” Are Ending

  “To get a glimpse of what tomorrow’s young global managers might be like as leaders, take a look at how today’s young people think about communications.

  For one thing, they are devoted to connectivity. In a recent survey of more than 2,800 college students and young professionals in 14 countries, Cisco found that more than half said they could not live without the internet, and if forced to choose, two-thirds would opt to have an internet rather than a car. This intense desire to be connected leads to a demand for greater flexibility”

  tags: management leadership connectivity flexibility openness

  • Two out of five people said they’d accept a lower-paying job if the position offered greater flexibility on access to social media, the ability to work from where they chose, and choice on the mobile devices they could use on the job
  • Young leaders will use social media to create a running dialog with their employees and colleagues, issuing constant updates about their projects and ideas. Employees will use it to provide instantaneous input and feedback. Workers, via this medium, will insist on having a voice in shaping the company’s vision and strategy.
  • What is the appropriate level of openness?
  • How much blurring of public and private life is too much?
  • How can the company prevent abuse of social media?
  • When employees from VPs to interns are sharing company information on Twitter, on Facebook, and in blogs while your competition is watching, how do you ensure that your employees understand what information is confidential and what is public?
  • As companies resolve these issues, management styles will evolve. The days when a leader can confidently say “I know best” will come to an end. Managers will no longer be able to communicate with just a small circle of trusted advisers — they’ll be expected to interact digitally with a much broader range of people both inside and outside the company.

• Making Activity Streams More Manageable

  “In my last post Don’t Cross the Streams, I challenged the idea that integrating multiple sources of information into activity streams is a good thing. This struck a nerve with some people (mainly vendors) while others completely agreed with me. A friend of mine an fellow industry analyst suggested that I follow up by posting possible solutions, so below are the few of the areas I think can help: “

  tags: activitystream silos informationoverload filtering analytics informationmanagement newsgator ibmconnections socialtext tibbr jive cognos

  • Not everyone wants to see status updates in the same place they see support tickets or new sales opportunities.
  • If we are going to continue down the path of taking dozens of different pieces of information and cramming them into one place, then a single stream is not the way to go
  • Most enterprise products like Yammer, SocialCast, Jive and Socialtext enable the creation of groups, but these are not the same as lists. A group is public (at least to it’s members) and controlled by an admin.
  • In order to make sure they don’t miss important information there should be options for being notified via email and/or SMS,
  • these notifications just create more email, but for most people that is still a very necessary evil.
  • Enterprise software vendor Tibbr has an excellent filtering system, where people can easily set up their own streams based on a combination of parameters such as subject, sender or time. You can give each stream a name, set up the rules and viola
  • Facebook does this by providing a choice of Most Recent or Top Stories. The problem is perhaps 3 people on the planet have any idea what logic goes into actually making something a “top story
  • NewGator has a nice feature where you can display the activity stream as a heatmap. Colour coding is used to display the most active conversations, which you can then click on to drill down into more detail
  • Jive Software has a “What Matters” stream which their help describes as “an engine that collects and analyzes user activity in the community to recommend useful content, people, and places to individual users, and reports trending content and people. The Recommender looks at business relationships, user expertise, and areas of interest based on a user’s behavior in the community to suggest relevant content that Jive knows a user has not yet seen.
  • BM has told me they are working on similar smart filters for IBM Connections which will leverage the power of their Cognos analytics tools.
  • I do think automated smart filtering has potential to help people navigate huge amounts of content. However, I remain skeptical about an algorithm’s ability to decide what I should, or more importantly what I want to see, especially at a specific time or context.

• Is “Command and Collaborate” the New Leadership Model?

  “On reflection, it struck me that the conversation this year was very different than in years past. We were no longer talking about reinventing leadership but about adding new elements to the old model. An additive operation in the algebra of change, as my colleague Stuart Albert would put it, not a subtractive or transformative process.”

  tags: leadership

  • Since the 2008 economic crisis, two very different “rhetorics” about leadership have coexisted. One, the traditional rhetoric, says that our perpetually shifting environment calls for leadership that is more decisive and crisis-oriented than the slow and consensual style that we might prefer in more munificent times. The second, more “politically correct” rhetoric says that the old, command and control model is responsible for many of the problems of the recent years and that only with a more collaborative and inclusive leadership will we get the flexibility, innovation, and new thinking that we need to prosper in a fast-changing and hyper-connected world.
  • Now it seems that we have settled on a solution — not “either/or,” but “yes/and.”

• Intangibles Are the New Raw Materials

  “The raw materials of the knowledge era are knowledge-based intangibles. You may be nodding your head as you read this. But do you really know what it means? If not, you are not alone. Knowledge continues to be seen as an amorphous, misunderstood part of business. This widespread ignorance isn’t helped by the vocabulary. The word intangibles itself is troubling because its very definition implies that an intangible is invisible, untouchable, and unknowable. The word knowledge is also very general and lacks a specific connotation for business value creation. Yet knowledge is the core asset of this century. “

  tags: intangibles intangiblecapital intangible assets knowledgework knowledgeworkers production

  • There are four basic types of knowledge assets that become the raw material for your value creation: human, relationship, structural and strategic capital.
  • What has changed is that these knowledge intangibles have moved from a supporting to a star role in business models.
  • Even the future of manufacturing is dependent less on tangibles and more on intangibles such as a trained workforce, a culture that supports continuous improvement, a network that maximizes the quality and cost of your total production process and structural knowledge that ensures consistency as well as serving as a launch pad for innovation. Buying equipment is not the hard part—getting all the intangibles right is.

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

• L’entreprise sociale et le RSI: n’y a-t-il que des bénéfices intangibles ?

  “Dans le cas de l’entreprise sociale (ou Web 2.0) comme dans le cas de l’entreprise intranet dans les années 90, c’est très difficile d’aligner les chiffres quand les stratégies totalement nouvelles avec des outils technologiques tout aussi nouveaux sont introduits et génèrent en plus des changements organisationnels majeurs. Il faut du temps avant de pouvoir compter sur des études de cas sérieuses et bien documentées.”

  tags: enterprise2.0 socialbusiness casestudies ROI tangiblebenefits value ideagoras innovation

  • un, la grille des bénéfices tangibles n’offre aucun chiffre donc, demeure théorique. Deux: les chiffres existent, surtout aux USA et surtout dans le cas des idéagoras ou si vous préférez, agoras d’idées, ces plates-formes de «crowdsourcing» qui servent de moteurs 2.0 à l’innovation.
  • Le défi a été relevé par 1 200 participants de 50 pays. Pas moins de 110 cibles ont ainsi été identifiées dont 50% non identifiées par les géologues. Pas moins de 80% des cibles ont produit des quantités appréciables d’or (8 million d’onces). On a ainsi coupé de trois ans le temps d’exploration et surtout transformé la valeur de l’entreprise la faisant passer de 100 millions$ à 9 milliards$. Vous dire que les actionnaires étaient contents est un euphémisme car 100$ investis en 1993 en valaient 3 000$ en 2005.
  • 
  • 

• Transforming the Way We Work

  “Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people’s capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully.”

  tags: work management engagement trust distraction satisfaction burnout emotionalintelligence sustainableperformance performance wellbeing

  • ully engaged at work, valued for their contributions, or freed and trusted to do what they do best. Instead, they feel weighed down by multiple demands and distractions and they often don’t derive much meaning or satisfaction from their work.
  • I don’t kid myself that the super-charged CEOs and world leaders who attend this event are going to wake up overnight to the recognition that rest and renewal and doing one thing at a time are not only healthy practices, but also fuel more sustainable performance.
  • Rather than trying to forever get more out of their employees, organizations are better served by investing in better meeting their people’s core needs — physical, emotional, mental and spiritual — so they’re freed, fueled, and inspired to bring more of themselves to work every day.

• tibbr 3.5 turns the world into interactive post-its

  “Tibbr released version 3.5 to the public today in Palo Alto California, 9 AM Pacific time. I got a solo preview yesterday and I was impressed by it – as usual I’d say.
  “In twelve months since launch, tibbr has been deployed to hundreds of thousands of employees across global enterprises, who can now use tibbr to unify people, data and businesses processes to get work done””

  tags: tibbr tibo enterprisesocialsoftware process socialnetwork vendors exception tibbrGEO augmentedreality

  • tibbr brings back the balance in our lives: after decades of automation and computerisation, some, if not most, of us have become slaves to the machine, walking the last mile from rule-based machines to exception-based humans
  • The fact that tibbr cut out the middle man, the data entry clerk, by enabling people to follow and directly subscribe to events themselves – people could pick the low-hanging fruits again
  • tibbr’s new feature would have come in handy: tibbr GEO. In the example above, you’d simply subscribe to your points of interest, e.g. grocery, bakery and the beer section, hold up your mobile in front of you and let the augmented reality guide you through the store
  • Of course that would mean that everyone goes out and gets tibbr. I’m sure tibbr wouldn’t mind that, but that does mean that tibbr has to be really device- and platform-agnostic, and stay that way.

• Are You Learning as Fast as the World Is Changing?

  “Tom Kelly, general manager of IDEO, the world-renowned design firm, likes to quote French novelist Marcel Proust, who famously said, “The real act of discovery consists not in finding new lands but in seeing with new eyes.” What goes for novelists goes for leaders searching to craft a novel strategy for their company, a new product for their customers, or a better way to organize their employees. In a world that never stops changing, great leaders never stop learning.”

  tags: leadership learning change CxO CEO ideas R&D innovation

  • Today, the challenge for leaders at every level is no longer just to out-hustle, out-muscle, and out-maneuver the competition. It is to out-think the competition in ways big and small, to develop a unique point of view about the future and help your organization get there before anyone else does
  •  First, the best leaders (and learners) have the widest field of vision.
  • Translation: You’re not going to learn faster (or deeper) than everyone else if you seek inspiration from the same sources as everyone else.
  • Second, and more tactically, the best source of new ideas in your field can be old ideas from unrelated fields.
  • For example, leaders at Lexus identified all sorts of new ideas to reshape the customer experience for luxury cars by searching for clues at brands such as Four Seasons and Apple
  • Physicians and administrators from London’s Great Ormond Street Hospital for Children redesigned many of their surgical procedures by studying how Ferrari’s Formula One racing team handled pit stops.
  • Sure, there’s always a place for R&D as research & development. But there’s also a place for R&D as rip-off and duplicate. Ideas that are routine in one industry can be revolutionary when they migrate to another industry
  • Finally, and most personally, successful learners work hard not to be loners. These days, the most powerful insights often come from the most unexpected places — the hidden genius locked inside your company, the collective genius of customers, suppliers, and other smart people who would be eager to teach you what they know if you simply asked for their insights.

• Enterprise 2.0 in Europe (and the Enterprise 2.0 Summit)

  “In this post, Bjoern Negelmann suggests that German preference for decentralisation leads to a focus on knowledge sharing between co-workers as the basis for their enterprise 2.0 activities. In France however, the preference is for social networking leading to a focus on relationships (“the indirect / network effects of being interconnected”).”

  tags: enterprise2.0 France Germany groupcollectivism assertiveness unvertainty culture USA collaboration risk

  • In Group Collectivism Germany 4.0 – France 4.4
  • Assertiveness Germany 4.6 – France 4.1
  • Uncertainty Avoidance Germany 5.2 – France 4.4
  • Future Orientation Germany 4.3 – France 3.5
  • It’s more difficult to work through how Europe differs from the US however.  The US’ scores for in group collectivism are similar to France and its assertiveness more like Germany.  Its scores for uncertainty avoidance are similar to France and its future orientation to Germany.  I’m not sure how this supports differences I’ve seen between Europe and the US, but then I’m not too sure how I’d describe these differences anyway –

• 9 Magic Metrics Your Organization Needs to Adopt

  “It’s rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization’s performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years.”

  tags: intangiblesmanagement intangible intangibleassets intangiblecapital metrics communication effectiveness customerrelationship satisfaction employeesatisfaction distraction trust aggravation suppliers partners projectmanagement intellectualcapital

  • Communication Effectiveness — An important metric for organizations is one that measures how well they communicate to employees, suppliers, shareholders and others
  • Customer Relationships — Customer surveys are rarely effective in measuring the level of relationship an organization has with its clients or customers.
  • Employee Satisfaction — Most clients in government and business have developed an Employee Satisfaction Index made up of a variety of measures such as casual absenteeism, complaints/grievances, voluntary turnover, employee focus groups, overtime and employee survey data
  • Distraction Index –
  • Employees in several firms I’ve worked with found they spent less than a third of their time doing their jobs
  • Trust Index
  • Aggravation Index — A number of leading organizations have daily measures to track how much they aggravate their customers or how difficult it is to do business with their firm.
  • Supplier/Partner Index –
  • Project Management Index — Measuring recurring work like processing transactions or manufacturing parts is different than measuring projects where each one is somewhat different
  • ntellectual Capital — Everyone agrees that intellectual capital or competencies are important to measure, but I have rarely seen good metrics in this area.

• Deploying Apple at IBM

  “I presented at the MacWorld,/iWorld, MacIT conference with my colleague, Cary Thomas in San Francisco last week. We presented on deploying Apple (Mac, iPhone, iPad) inside IBM.”

  tags: apple casestudies deployment IBM ipad iphone

  • 

• OpenSocial and the Future of Social Business

  “OpenSocial is a specification that defines a browser-based component model, known as gadgets, and an API for accessing information about user profile information and social graphs, including friends and activities. Applications that use the OpenSocial APIs can be embedded within a social network itself, or access a site’s social data from anywhere on the web. [Sources: Wikipedia and Opensocial.org]“

  tags: opensocial sociabusiness activitystream gadgets search unifiedsearch

  • new features announced for OpenSocial 2.0 include embedded user experiences (allowing user interaction with content from external services), better support for Activity Streams, support for mobile experiences, support for OAuth 2.0 (better unified identity authorization across applications), and more open search capabilities (designed to prevent social applications from becoming new corporate information silos).
  • OpenSocial has gained solid support from enterprise software vendors such as Jive, SAP, SocialText, IBM, Nuxeo, Atlassian and others.

• Dans l’économie des idées, valeur et productivité du travail sont remises en question |

  “Les modèles économiques du 19e siècle ne sont plus pertinents. L’économie des savoirs modifie nos modes de travail mais aussi la valeur et la productivité du travail. Sans pour autant améliorer la redistribution – qui lui sert de justificatif- la prégnance de l’Etat français sur l’économie productive déséquilibre définitivement le partage de la valeur entre les acteurs économiques. “

  tags: businessmodel innovation ideas value productivity valuecreation

  • Adam Smith, écossais auteur de la « Richesse des Nations », ne considérait pas le travail du médecin, ni du chansonnier, comme créateur de valeur. Pour lui, le travail ne pouvait être associé qu’à des activités dites matérielles. Inutile de dire que ces thèses étaient mal armées pour supporter l’avènement de l’économie immatérielle.
  • Aussi sait-on au nom de la sacro sainte « productivité du travail » réduire le stock de travail dans les entreprises tout en continuant à créer de la valeur. Valeur qui dépend largement des apports de l’intellect des intervenants dans leur entreprise.
  • le résultat économique d’une activité donnée ne varie pas proportionnellement au facteur « temps de travail
  • Un Etat prédateur qui face à la perte de compétitivité de la France feint de n’en rien comprendre pour perpétuer des prélèvements qui manqueront ensuite aux entreprises pour créer emplois et activités nouvelles, notamment dans les secteurs mobilisant une « main d’œuvre à forte intensité de connaissances ».
  • Le salarié de notre époque est devenu un constituant du capital immatériel de l’entreprise créant un paradoxe entre l’unité d’œuvre ancienne qu’était le coût du travail horaire (le temps) et le coût du savoir (la valeur de l’expérience).
  • Les évolutions des produits puis des services ont une caractéristique unique : l’incorporation importante d’expériences et de savoirs. Ce sont ces actes de transformation plus ou moins élaborés et sophistiqués qui incarnent le capital immatériel, la valeur ajoutée perçue par le marché, par les clients. A l’heure du travailleur du savoir, une des fonctions principales des collaborateurs d’aujourd’hui consiste à rendre un certain nombre de services mais aussi à fournir des idées. Ils
  • Quelle que soit la quantité de travail, les apports des savoirs et des idées constituent autant d’apports précieux à l’augmentation du capital immatériel de l’entreprise qui peut être rentabilisé en de multiples occasions.
  • Au fil des années, la déconnexion entre le temps de travail traditionnel et la création de richesses apparaît de plus en plus évidente
  • Encore faut-il au préalable casser les réflexes qui lient incongrûment productivité et coût du travail, coût du travail et création de valeur ajoutée.
  • Le conflit culturel entre les dirigeants qui considèrent normale l’activité inventive de leurs salariés payés par l’entreprise, et les salariés qui considèrent que son développement tient aussi à leurs apports constants de valeur ajoutée doit, faute d’une entente sur la diminution des prélèvements sur le travail, trouver son équilibre autour de rémunérations additionnelles, libérées des charges sociales
  • Le partage des royalties tirées du droit de copyright commence à être utilisées dans certains cas pour récompenser des salariés ou collaborateurs participant à des activités éditoriales dans des secteurs les plus divers
  • Il n’est plus rare de constater que des entreprises tentent de desserrer l’étau des charges en imaginant des sources de revenus qui peuvent, en limitant leur poids corriger certaines inégalités et déséquilibres dans le partage de la richesse créée par les forces du travail et du capital.
  • il devient impératif que les partenaires sociaux laissent tomber les oripeaux de la luttes des classes pour défendre leurs outils de travail et s’emparent du sujet afin de libérer des points de pouvoir d’achat et, dans l’idéal, d’obtenir qu’ils n’aient à supporter d’autres prélèvements que ceux de la CSG et des impôts.

• Interview de Yves Caseau à propos de collaboration et de lean management

  “Toujours en préambule du E2.0 Summit qui va se tenir à Paris les 7 et 8 février prochain, je vous propose une nouvelle interview d’un des intervenants principaux : Yves Caseau, le DGA de Bouygues Telecom en charge des technologies et de l’innovation dont je vous avais déjà parlé du livre (Un livre pour tout savoir sur la collaboration et le lean management).

  Je vous livre ici une traduction de l’interview menée par l’organisateur de la conférence.”

  tags: enterprise2.0 process lean leanmanagement collaboration book yvescazeau structuredcollaboration unstructuredcollaboration emergentcollaboration emergentprocesses management decisionmaking

  • L’objectif des initiatives d’Entreprise 2.0 vis à accélérer le processus de décision (pour faire face aux exigences de notre environnement compétitif), ceux-ci reposent sur une propagation rapide de l’information et sur la capacité à passer la bonne information à la bonne personne. Les pratiques « 2.0″ sont donc employées pour optimiser l’attention des collaborateurs et pour maximiser l’utilisation des talents.
  • La modularité est nécessaire au sein d’une organisation, 2.0 ou non. Je suis partisan d’une approche « fractale » où les pratiques de collaboration s(organisent autour de communautés de toute taille. Idéalement, on ne devrait pas abuser d’usages communautaires à l’échelle de l’entreprise. Il y a également un défi à éviter la sur-utilisation des outils de communication « 2.0″, à trouver la bonne culture de collaboration et définir les bonnes pratiques.
  • Mon parti-pris est de dire que les activités les plus complexes devraient utiliser des modèles d’auto-organisation reposant sur la collaboration.
  • Processus et Entreprise 2.0 sont les deux faces d’une même pièce. D’un côté, les pratiques de collaboration améliorent les organisations centrées sur les processus (la collaboration complète la coopération) ; mais d’un autre côté, les processus ont un effet bénéfique sur la collaboration, principalement en réduisant le risque d’infobésité
  • Ce sont deux approches qui fonctionnent de façon indépendante, mais pas incompatible.
  • Ce n’est pas tant une question d’image que de culture et la façon dont les managers envisagent leur rôle dans la structure
  • La solution à ce problème de complexité et de rigidité est de faire évoluer la perception qu’ont les manageurs d’eux-mêmes et l’autre part serait de faire évoluer les habitudes de travail.
  • L’urgence et la volonté doit venir du haut : du CEO et de l’encadrement supérieur. Le changement que l’on constate actuellement vient d’en bas, où l’autonomie est de rigueur et où l’auto-promotion donne les meilleurs résultats.
  • Très clairement, il convient de ne pas trop modéliser les processus métier et laisser de la marge pour qu’émerge de l’auto-organisation et de la collaboration informelle.
  • La caractéristique de l’entreprise du futur est que les acteurs des processus métier fassent ce travail de formalisation / structuration et non les experts ou les managers.

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