The Myth of Social Media Tactics Versus the Reality of Social Business Strategies
« In our research and others we’ve subscribed to, 60% of today’s companies fall into the Ad Hoc stage, 30% in the Experimental stage, 9% in the Participating stage, and less than 1% fall into what we consider the Strategic Social Business stage. This 1% has mastered cultural change. »
Social ROI and Social Value models
« Last Friday I had the pleasure to deliver a keynote presentation to the McKinsey BTO team in Frankfurt.
The keynote focused on two topics:
1. How to measure the Return on Investment (RoI) by measuring the re-use of content during sales and project delivery and correlate it with the CRM Win/Lose Rate and Project Margin.
2. How to build a Social Value system – by evaluating the Social Value of users, content and metadata in social network and communities and create targeted value models to answer the question « What’s in it for me » (WIIFM). »
Compétences RH : d’une culture de process à une culture d’offre de services
« Arnaud Gien-Pawlicki, responsable recrutement France de la DRH de l’Apec, détaille les compétences indispensables à la fonction RH telles qu’elles se dessinent aujourd’hui, et relève les tendances majeures des prochaines années. »
Il s’agit par exemple de gérer le décalage entre les directeurs opérationnels, centrés sur la performance à court-terme, et la vision long-terme impliquant l’employabilité des collaborateurs et l’adaptation de leurs savoir-faire
L’avènement de l’entreprise 2.0 collaborative se fait encore attendre, mais le DRH peut d’ores et déjà faciliter la coopération.
Le principal enjeu, pour les DRH, est d’intégrer les technologies de l’information et de la communication dans les pratiques d’entreprise.
Il faut s’interroger sur la transformation de la relation entre les entreprises et leurs parties prenantes €“ internes et externes. Le community management va s’imposer dans les missions des DRH.
La marque employeur, les réseaux sociaux ou l’impact des nouvelles technologies sur la fonction RH sont des sujets sérieux qui me semblent insuffisamment abordés. Tout futur professionnel RH doit se positionner sur l’ensemble de son spectre en intégrant ces questionnements, le plus tôt possible, pour compléter sa formation de base.
Participer au pilotage stratégique pose aussi la question de l’externalisation de certains process RH, pour se consacrer aux sujets fondamentaux €“ la fidélisation des talents, l’anticipation des besoins de compétences, etc. Les dimensions administratives et légales sont inhérentes à la fonction mais ne s’y résument pas
ce positionnement permet à la DRH de passer d’une culture du process à une culture d’offre de services.
Là où le Social Learning s’épanouit
« Pour tirer profit du social learning, mettez en place une culture qui rend l’apprentissage amusant, productif et familier, une culture où apprendre fait partie du travail quotidien. Marcia Conner et Steve LeBlanc ont cherché où le social learning s’épanouit le plus. «
L’apprentissage social (social learning) s’épanouit dans une culture du service et de l’émerveillement. Il est inspiré par les leaders, activé par la technologie et déclenché par des opportunités qui ne se sont que récemment produites.
Si une culture se concentre sur le service, la question la plus fréquemment posée est : « comment puis-je vous aider ? » Comment puis-je vous aider à réussir ?
Cependant dans la plupart des salles de classe, on empêche les jeunes de s’aider les uns les autres à apprendre et à réussir. Dans certaines communautés, des velléités telles que la valeur de la propriété ou l’intégrité de son terrain empêchent de venir en aide aux voisins.
La dispersion de notre attention est une des raisons pour lesquelles nous sommes si peu capables d’aider les autres à apprendre et à grandir.
Nous n’avons pas intégré cette notion d’entraide dans le cycle des affaires, dans notre travail quotidien. Nous n’avons pas non plus détruit le mythe selon quoi la peur et .la confusion motive plus ou moins les gens à apprendre
C’est la technologie du social learning, et les medias sociaux en général, qui nous permettent de régler notre attention sur les sujets qui peuvent nous apporter le meilleur rapport sur investissement, et donner le plus de valeur à notre contribution.
Plus les outils permettront facilement aux gens de nous dire ce dont ils ont besoin, plus il sera facile et agréable de leur venir naturellement en aide.
Why Social Business Keeps Failing to Deliver
» I am starting to question the validity and merit of a good number of motives from companies to become successful social businesses, because in reality they aren’t. They are just grabbing the wrong end of the stick thinking and hoping it will work out eventually, when we all know it won’t, and get away with it. »
here’s another one of those thinking out loud reflections that’s been in my mind for a long while regarding Social Business and which I’m now more and more convinced it may be destroying our current business environment as we know it, more than anything else
What if E2.0 and Social Business are the main reasons why we may no longer get the economy to recover as we could, or would, or should, have expected? What if we are all doomed and we are facing The End of a Job as We Know It
Enterprise 2.0 or whatever other 2.0 moniker, was killing the job market and current working conditions, because businesses were adopting this shift for the wrong reasons.
HR still hasn’t made that transition from Human Resources into Human Relationships, at least, for the vast majority of businesses out there and this means that if Social Business can help them get their business optimise their resources they would be doing so, ignoring the people, and their needs, once again, and like it’s been happening for decades€¦
because instead of thriving to become more sustainable businesses where people are treated like people, in a much more trustworthy, responsible and valued perspective altogether, we keep seeing how the business decides to go the other direction and optimises resources
Shouldn’t we all be focusing on the long term strategy to become socially integrated enterprises where sustainable business growth becomes a norm, more than an exception
Can a business nowadays, in the 21st century, become a truly connected, transparent, nimble, successful and sustainable social business while optimising operations with layoffs is still lingering around in the background?
Quand la R&D se met au service des RH
« Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines. »
Les experts s’accordent à le dire, aujourd’hui le potentiel de leadership, les attitudes professionnelles et bien sûr les compétences tendent à s’imposer comme des critères au moins aussi essentiels que l’engagement, l’évaluation, le développement et la fidélisation des collaborateurs.
la pénurie de talents s’impose désormais comme une réalité qui implique certes pour l’entreprise de relever le challenge de la fidélisation mais également, plus en amont, de l’identification des collaborateurs dotés d’un haut potentiel.
Aujourd’hui, les entreprises prennent de plus en plus en considération les compétences comportementales. Il s’agit de sortir de la dimension purement orientée compétences techniques, pour aller vers des outils permettant de cerner la personnalité, la motivation des collaborateurs
les DRH doivent sans cesse renouveler leur panel d’outils
Au final, appliquer la R&D aux outils de développement et d’accompagnement du changement dans les entreprises pourrait dans les années à venir s’imposer comme une nécessité absolue pour les entreprises
Une étude Forrester Les DSI expriment leur crainte face au cloud
« Près de trois DSI sur quatre (72%) se disent d’accord ou tout à fait d’accord avec la crainte que leurs directions des entreprises considèrent le Cloud comme un moyen de se passer de leurs services. C’est ce que révèle une enquête réalisée par le cabinet Forrester Research auprès architectes et administrateurs d’infrastructure d’entreprise aux Etats-Unis, en Europe et en Asie-Pacifique et commanditée par BMC Software. Pour 81 % des responsables interrogés, l’élaboration d’une stratégie Cloud globale doit être l’une des grandes priorités de l’année à venir «
En Europe particulièrement, qui compte pour 34 % du total des réponses :
– 73 % des sondés sont d’accord ou tout à fait d’accord avec le fait que leur entreprise considère le Cloud public comme un moyen de contourner leur service informatique.
– 65 % dans la même région à se dire d’accord ou tout à fait d’accord avec le manque de contrôles de sécurité des services Cloud publics.
Sans surprise, la réduction des coûts est la priorité numéro 1 des services informatiques pour les douze prochains mois, la simplification étant la stratégie envisagée en premier pour réaliser des économies.
Les services informatiques ont de plus en plus de mal à satisfaire les attentes simultanées de réduction des coûts et de simplification, d’un côté, et de meilleurs services, moins chers et plus rapides, de l’autre côté. Les DSI craignent de plus en plus que le Cloud mette à mal leurs stratégies de simplification et de réduction des coûts.
En se procurant des services Cloud publics directement, sans passer par les services informatiques, les collaborateurs de l’entreprise ne font qu’aggraver la complexité informatique.58 % environ des sondés reconnaissent exécuter des charges de travail stratégiques dans le Cloud public non géré, faisant fi des règles, tandis que 36 % disent le faire dans le respect de règles régissant cet usage
Les services informatiques reconnaissent tacitement ne pas pouvoir faire cesser ces pratiques de recours aux Clouds publics
s services informatiques estiment devoir gérer les services Cloud publics, mais se rendent compte de la difficulté à garantir des niveaux de service élevés.
L’intérêt croissant pour les stratégies Cloud hybrides légitime la nécessité d’une gestion unifiée.
Emmener son équipement personnel au bureau : quels sont les risques ? | Zevillage
Collaborating With Customer Communities: Lessons From the Lego Group
« By tapping into the knowledge and enthusiasm of thousands of longtime users of its products, Lego has been able to enhance its product offerings €” without increasing long-term fixed costs. »
As Lego managers became more aware of innovations by the company’s adult fans, the managers realized that at least some of the adult fans’ ideas would be interesting to the company’s core target market of children
In 2005, Lego created the Ambassador Program to provide a fast and direct way for the company and its fans to get into contact with one another. The program has provided considerable value to both sides.
Management saw that not everything needed to be developed internally. Indeed, the company has found ways to expand into new market areas without having to sustain long-term fixed costs.
For the adult fans, collaborations have allowed them to influence Lego’s business decisions and encourage the company to develop products targeting teens and adult
Why It’s So Hard €” Yet Exciting €” To Rethink Your Business
« Part of the reason is simply a function of how difficult it is to do two things well at once €” successfully managing the existing business and exploring a new direction. “Although many executives recognize the need to exploit current capabilities while developing new ones, few are very effective at managing this conflicting set of activities,” Johnson, Yip and Hensmans write. «
Propositions that may once have been true almost always become less true or even false over time. Market tastes and preferences change. Technology makes new things possible. Values and features customers once found attractive lose their luster. Companies steal ideas from successful competitors. Pioneering practices become best practices, which in turn become accepted standards. The playing field is forever being leveled. Thus, there is an ongoing need for thoughtfulness, reflection, experimentation and discover
However, one thing that is universal about Lego’s experience is that the company had to change to develop a new way of doing business; historically a very private company, Lego had to become much more open to outside ideas to innovate effectively with its communities of adult fans.
A new framework for supporting learning and performance in the social workplace
« What will be required is a completely new range of services €“ which we might call non-training services €“ that are focused on supporting continuous performance improvement and learning in the workflow as people do their jobs.
The Workplace Development Services (WDS) framework has therefore been developed to help organisations understand the range of new services and activities that will be required, as well as the tools and platforms to power these activities, and the new skills and mindset involved. »
1 €“ Training/Instructional Services
This service area will continue to design, deliver and manage training, e-learning and/or blended learning events. However the amount of this type of intervention is likely to reduce over time as other forms of learning are seen to be more effective.
2 €“ Performance Support Services
This service area will focus on providing access to, and supporting an individual’s use of a range of resources (content and people) for performance improvement. Activities will include creating (top-down) resources like job aids, e.g. by re-purposing courseware, but will also involve supporting the creation of employee-generated content,
3 €“ Social Collaboration Services
These (non-training) services will focus on supporting collaborative working and the building of internal networks, communities and collaboration spaces. These will become key elements of building and supporting the collaborative culture of a social business €“ where informal, social learning is its bloodstream.
4 €“ Performance Consulting Services
This service will focus on finding the best solution to a learning or performance problem, which may well be a training/instructional solution but is more likely to be a performance support or social collaboration solution. These services will focus on identifying the root cause of performance problems and proposing appropriate solutions
TOOLS & PLATFORMS
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Although authoring tools and Learning Management Systems have gone “social” €“ i.e. by adding the functionality for social interactions within courses, like blogging, discussion forums and real-time activity streams, instructional tools won’t be the right tools for the new activities
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Supporting new ways of working and learning will require a wider skillset than is currently the case. It won’t just be about instructional design or LMS administration, but will require performance consulting skills, business skills, social media skills, collaboration skills and community management leadership skills
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A key aspect of this Framework is that it requires a new mindset. This means recognising it is no longer just about using traditional “command and control” approaches (that are employed in most training solutions to try and force people to learn), but will also involve encouraging and supporting people to engage in new collaborative activities to support one another as they wor
Why Top Talent Leaves: Top 10 Reasons Boiled Down to 1
« According to Jackson (and, again, I agree with him) top talent does indeed leave for the same reasons everyone else does. If I were to distill his €˜top ten reasons’ down to one, it’s this:
Top talent leave an organization when they’re badly managed and the organization is confusing and uninspiring. »
1) Create an organization where those who manage others are hired for their ability to manage well,
2) Then be clear about what you’re trying to accomplish as an organization €“ not only in terms of financial goals, but in a more three-dimensional way.
What will the organization look, feel and sound like if you’re embodying that mission and culture?
How will you measure success?
10 Reasons the Human Capital Zeitgeist is emerging
« The race for skilled talent is picking up speed and could have long-term implications in the job market. A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation. »
Big Data: The New Natural Resource
« What exactly is Big Data? It’s a product of the Internet combined with all the new ways that are emerging to gather, discover and make sense of data. «
The promise of Big Data is truly mind-boggling. If we can harvest insights from all of those sources of information, rather than being overwhelmed by data, we have the capacity to understand with greater precision than ever before how our world actually works. By applying analysis to data, we can see once-hidden patterns unfolding before our eyes so we can make better decisions about everything from personal financial planning to a company’s strategic direction.
Making collaborative work work
« Everyone talks about collaboration in the workplace today but what does it really mean? How do you get from here to there? Every snake oil salesman is selling social something: enterprise social; social learning; social CRM; etc. For me boils down to three principles. »
Narration of Work: This means actually talking about what you are doing. It’s making your tacit knowledge (what you feel) more explicit (what you are doing with that knowledge).
Jon Husband describes wirearchy
as; “a dynamic two-way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology.” This is the desired state, but getting there is difficult.
“You have to have an idea of what you are going to do, but it should be a vague idea.” ~ Pablo Picasso
Millennials prioritizing productivity over purpose €“ Global Public Square – CNN.com Blogs
» many Millennials are inhibited by anxieties peculiar to our time. I’ve already spoken of the FOMO problem. In this post, I want to share some of the other blockages that Millennials tell me afflict them. Next week, I will share techniques that I’ve found helpful in overcoming FOMO and these other inhibitors of building, creating and doing. »
But there’s a tendency among those I work with to forget to ask why they are doing it in the first place. We often prioritize productivity over purpose.
With the rise of personal branding and an increased ability to get your message out sooner, the networking mentality of “it’s who you know” has all but replaced “it’s what you know.
they allocate more of their time to deepening their networks through coffee meetings and phone calls and such than to spending time alone developing an actual skill or craft – something they can strive to do better than anyone else alive
The question that drives their work is “What do I need to respond to?” rather than “What should I create today?” They swat back emails that fly at them, sit in meetings that they unthinkingly agreed to two months earlier, take phone calls seeking their approval or advice. But they don’t build. They don’t sit and think. They don’t ask: « How could I redefine and reinvent what this job is? »
The majority of those I work with are “intaking” at much higher rates than they are creating. Most doers and entrepreneurs are the opposite.
However, when it came to advising us on policy ideas, the only real advice was not to put anything controversial in writing. It was not to be bold or think freshly. It was to crouch.
But many of us spend more time writing emails and staying in touch than developing daring, imaginative, controversial ideas and testing those notions in the real world.
Steer Clear of Organizational Leadership Turbulence
« Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.” »
New employees enter into an organization with two things in mind. First, they want to perform well in the eyes
of those who have made the hire in the first place.
Second, the new employee yearns to do well for himself. He also has made a decision, in this case accepting the job offer. It’s important for this new employee to do well in his own eyes. No one wants a sketchy past of poor career decision
Simply put, new employees will conform to the situation that presents itself in the tribe to impress their manager and fellow employees at the risk of their own personal beliefs and career needs.
They don’t want to become part of a company where there are rules that are not applied consistently to all. New employees don’t want to be locked in a cubicle only to have human contact at the annual performance review. And new employees certainly don’t want to be voiceless, bullied by other employees (or particularly management), or lacking input on anything that might move the business forward.
All too often, organizations are missing the point of leadership, and new employees are forced to conform to an overly hierarchical and closed paradigm that ensures they are “formatted to fit the screen.”
Therefore, the question for many organizations is not how to prevent turbulence, but rather why they haven’t instilled a systemic and enterprise-wide leadership framework that unites the employee base and is used to address the turbulence itself.
ou may want to take into account existing HR competencies. The term competency itself, however, seems to have been devised during the era when smoking was still allowed on airplanes, so you might want to explore vernacular options. Examine whether you need to develop updated or new behaviors, attributes, or disciplines for the leadership framework.
Consider how learning fits into your leadership framework. Are you still stuck on the classic “spray and pray” classroom-only model, or do you recognize that learning is continuous, connected, and pervasive? Learning can be part formal, part informal, and part social, but it also could be argued that leadership is part formal, part informal, and part social as well.
The leadership framework must take into account an operational methodology that sets the stage for employee input and engagement before activity or execution commences.
Growth of an organization cannot occur solely via the ideas of a select few. The leadership framework of any organization must take into account the expressions of interest, the inventions of tomorrow, and the imagination of all members of the tribe.
Have you thought of your partners? What about your customers? Do you possess a philanthropic arm in your organization, and if so, should your community become a target stakeholder in your leadership framework as well? By including the target audience for each phase or level of the leadership framework, context is being provided for employees as they wade through the concourse level of the departures lounge.
A leadership framework that helps upgrade an organization’s level of collaboration, by redefining the situation and instilling new language and behaviors, is a ticket all tribes should be purchasing. It’s a ticket to debunk the status quo.
HBS Cases: Overcoming the Stress of €˜Englishnization’
« In March 2010, CEO Hiroshi Mikitani (HBS MBA ’93) stood in front of his employees at online retail giant Rakuten’s Tokyo headquarters and dropped a bomb: all 7,100 workers would have two years to become proficient in English€”the « language of business »€”or risk demotion.
« I was simply astonished, » said an engineer interviewed after the announcement. « Many Rakuten employees are allergic to English. »
In a company where just 10 percent of all workers at the time spoke English, Mikitani’s move was radical and divisive. He even coined a term for the conversion: « Englishnization. » »
Even American-based companies with operations overseas need a language strategy
teaching non-English speakers a new language risks drops in productivity, causes some employees to lose status, and can engender belief that they aren’t as effective in their second tongue
Neeley, who speaks five languages, conducted in-depth interviews in English and French with workers at all levels of Frenchco, in particular studying status loss among workers learning a new language. She searched for key words in her interviews with workers such as « diminished, » « devalued, » « reduced, » disqualified, » and « less sophisticated. »
o no matter how fluent some people are in English, they believe they’ll never be as sophisticated, as influential, or as articulate as they are in their native language. »
If you cannot express your ideas because you lack language skills, the collaboration becomes a nightmare. You lose interest to continue, and you feel you are being devalued. »
These problems created an « us and them » class of native and nonnative English speakers, which sometimes led to resentment and distrust among nonnative speakers toward the native speakers.
« A real English person is in a stronger position, and I find myself justifying myself much more in those interactions. »
a small number of highly fluent workers viewed the change as a chance to perfect their English by asking for feedback from native speakers, participating in meetings as often as possible, repeating key phrases, and seeking out English speakers in their groups.
Future research, Neeley says, includes exploring the role of language as the mechanism by which companies transform from a domestic to a global player-the fulcrum of language.
In English I am not myself. My personality is much smaller in this context.’
How to spot technology-centric thinking
« Questions such as the ones above are evidence of technology-centric thinking, and as such they are more dangerous than they might sound at first. We really don’t help to make it easier for users to do their job by asking these questions. We might get all excited about a new feature, tool or design, thinking it will really help to increase the users’ productivity, but unfortunately the opposite often becomes true; for every feature we add, we add to their burden. The simple reason is that we use the wrong starting point for our questions – the technology. »
The questions we should be asking are such as the following:
- How do we help users create workspace awareness? How do we help them know what is happening and when it’s their time to contribute?
- What information do users need in different situations? What information would be relevant to them?
- How can we help users share their opinions, ideas, experiences, knowledge with each other?
- How can we help users do their job whenever they need to, wherever they are?
- How can we help users who collaborate communicate better within their teams as well as beyond?
- What kind of technical capabilities do users need to perform their tasks?
We should stop asking questions about intranets, SharePoint, mobile devices, blogs, and wikis. Instead, we should ask ourselves and others what users need in order to do their job in different situations