• « I have seen what happens where start-ups do not invest in employee development or large organizations cut back on it with damaging consequences. As Charles Handy, the economist observes in a post-industrial economy, it is people that have knowledge who now own the new means of production, not their bosses. He points out that this change from an industrial to a knowledge-based economy requires a new approach to management. »

    tags: capitalism metrics economy knowledgeeconomy intangible intangibleassets value

    • Managers now must understand and operate under the principal that the unique knowledge and skills that employees bring to work is the key competitive differentiator.
    • We do not have a way to properly measure this new capitalism
    • In 1982 62% of enterprise value was in tangible assets and 38% in intangible assets. In 1999 only 16% of enterprise value was in tangible assets and 84% in intangible assets.
  • There’s always been a close association between the concept of learning and that of doing. It is reasonable to suppose that there’s been a similar close association between the concept of doing and that of working, even though there is occasional evidence to the contrary.

    tags: learning socialearning information flows informationflows socialenterprise socialbusiness enterprise2.0 metadatas

      • As inferred earlier, people learn in a multitude of ways:

         

      • by receiving instruction
      • by observing
      • by imitating
      • by doing, under supervision
      • by doing while being observed, so that feedback is available
      • by assimilating and responding to feedback
  • If work is learning, then work takes place when a person learns
  • Historical flows were processes that dealt with the creation, passage and transfer of explicit information
  • Social Enterprise flows contain rich metadata: they’re auto-date-and-time-stamped, they’re geo-located, they contain information about the identities of the people involved; they’re enriched using folksonomies that avoid the traditional limiting constraints of topic classification trees.
  • The change happens because Social Enterprise flows are participative: people can copy, amend, re-use, correct, augment, enrich them.
  • « A few threads and blog posts are prompting me to write a few thoughts on where we are in the evolution of social business maturity. The one that most notably hit home for me was Luis Suarez’s Willy Loman, Death of a SocBiz/E20 Evangelist post this week: Dear Social Business Evangelist Where Art Thou?

    We discussed Luis’s post internally in the Council, and it falls on the heels of another conversation we had recently regarding the perception that internal social business transformation is failing or has failed in many companies. »

    tags: socialbusiness enterpris2.0 adoption execution evangelism evangelization socialbusinesscouncil

    • All our members recognize this is a long haul and are putting in place the mechanisms to realize a fully-integrated social business in thought and deed.
    • Do we have 100% adoption in the company and every single employee conducting every single work activity in a social way? No.   Have we changed the way a significant number of people in the company (let’s say somewhere between 30% and 50%) look to solve their problems, voice the opinions, raise ideas to places they could have rarely reached before?  Yep
    •  Can I keep up with the demand of people requesting consulting about ideas on how to leverage “social” in their business areas in ways we never even considered?  Barely.
    • With the use of social tools and their integration into the flow of “real business transactions” (such as Chatter, etc€¦) €“ that’s how we make the work visible so we can improve it. €˜”
    • “Without our [social software platform], there is simply no way that our corporate culture would have had the major shift it has in the last four years.
    • But, at the end of the day, the planks of humanizing the enterprise will succeed, along with the commercial interest all profit-oriented enterprises have in generating returns for their stakeholders.
  • « In a conversation with David Kiron, executive editor of Innovation Hubs at MIT Sloan Management Review, Schick, who tweets at @jeffschick, talks about how, as part of the big picture of creating collaboration capabilities, IBM thinks about what kinds of things companies can do to create go-to forums, the incentives that make people participate and the value €” both financial and creative €” that social tools bring to a workplace. »

    tags: casestudies ibm communities collaboration incentives socialsoftware enterprisesocialsoftware recognition roles blueIQ

    • Some are made up of a narrow access-controlled list of people, maybe focused on an acquisition, and some are communities with tens of thousands or even a hundred thousand people, sharing information about a particular focus area.
    • I think culture plays a huge dimension in how successful organizations are in transforming themselves into a social business. This stuff is so easy to use that it’s not about what button to click to post a blog, but how do you create a vibrant community?
    • is there intellectual property or knowledge that we can leverage there, in order to build a better solution or deliver it in a more timely basis? They use that portal to leverage content more quickly, to locate relevant people faster, to discover people that they don’t know that can help them on the project and to grow their own capabilities by leveraging the tacit knowledge and wealth of information that’s out there.
    • As a result, we’ve moved from a company that was very heavily leveraging phone support to leveraging communities with discussion forums, with people manning that and participating in the discussion. Again, overall cost savings for IBM is significant
    • And how do you calculate that?

       

      Just based upon what it took to pick up the phone and answer the call and resolve any questions that people had, versus moving our support people to discussion forums and creating answers that are searchable and discoverable. Now people aren’t picking up the phone or even posting a question in a discussion forum; they’re able to just find the answer.

    • But we’re being proscriptive as well. We have people that are missioned and goaled on this, based on their personal business commitments. So the end objective is a prize or money.
    • So, we’re not only making this part of people’s jobs, but for those people that have some time and want to help, and where it’s not conflicting with their day-today responsibilities, we’ve thought of new ways to incent them to participate and better what we do.
    • I think we are in recognition of that, and we are starting to think about what should be an expert’s role in terms of the role they play more broadly in IBM versus their specific country-based focus
    • The creation of these new pressure points allows us to rethink our organization and what people do. The idea that people are after you all day and you’re having a hard time doing your day job, that seems like not a sustainable position. That’s something we have to make adjustments to.
    • So human resources does take an active role in describing and creating policy around leveraging social, both inside an organization as well as outside the organization.
    • We created an ambassador program inside of IBM that we call the Blue IQ team. It’s an idea to have knowledgeable, skilled, passionate people play the role in transforming the part of the organization they work in by leveraging social.
    • The center of excellence is a set of thought leaders who think about the areas of social business within the organization, and handle any of the challenges, issues, obstacles that present themselves.
    • Who is on that committee?

       

      The vast majority are executive-level, but it’s a wide spectrum of folks that represent legal, compliance, HR, sales, marketing, product creation folks and represent a snapshot of the people that would be affected by these decisions

  • « Dans un article de forbes.com, Glenn Pingul annonce que nos terminaux mobiles ont généré près de 600 pétaoctets de données par mois en 2011 (soit plus de 600 millions de gigaoctets), soit huit fois plus de données que tout l’Internet en 2000 ! Ce chiffre sera multiplié par 100 d’ici 2015. »

    tags: mobile mobility bigdata analytics BI marketing listening

    • Le problème, c’est que peu de commerçants arrivent pour le moment à  faire fructifier les connaissances délivrées par les mobiles des usagers (données de géolocalisation, interactions sur les réseaux sociaux, etc.). I
    • qu’adviendra t-il si, face à  l’affluence de données et d’informations générées, les campagnes publicitaires ne font que s’amplifier
    • Une enquête américaine révèle d’ailleurs que la satisfaction des clients mobiles est en baisse depuis 2011, date corrélant parfaitement avec l’engouement pour l’Internet mobile et, donc, les messages à  caractères publicitaires incessants.
    • , c’est une question de « vielle école ». Les « spécialistes » continuent à  parler d’utilisateur moyen ou de foyer lambda pour cerner leurs cibles. Il se basent encore sur leurs intuitions, alors que l’exploitation des données du Big Data permet de nouvelles perspectives : ne plus cibler une moyenne, mais la réalité en temps réel dans toute sa diversité et son dynamisme
    • La prospection devrait donc être à  la fois contextuelle, dynamique et prédictiv
    • La connaissance des habitudes ou des tendances des consommateurs est la vraie clé d’un marketing efficace. Bombarder indifféremment des pubs à  tout le monde est une dépense inutile, peu efficace et contre productive car l’abus de pub ne peut susciter, au mieux, que l’agacement.
    • Une bonne analyse Big Data doit permettre une compréhension des clients au niveau individuel afin d’envoyer le bon message au bon moment.
  • tags: sociallearning learning

    • “when working is learning, then  learning is working
    • We simply can€Ÿt rely on the next piece of formal, structured learning to  come around to help us do our jobs. It€Ÿs unlikely to arrive on time.
    • Structured €žEvent-Based€Ÿ Learning  is inadequate  in a world of continual change      One of the greatest challenges for our profession is moving from being  designers, deliverers and managers of learning to being facilitators of  learning and performance consultant
    • Studies have shown that 70-90% of what employees learn,  they acquire informally on the job
    • how do we €žformalise€Ÿ Informal learning?   Wrong Question!  Don€Ÿt try to “formalise” informal learning.   Just focus on helping people  do their jobs well and  WORK SMARTER
  • « During each interaction with a brand, organization, or institution, the person on the other end of the interaction has a perception of how things went. Over time, the accumulation of these touch points deepen the customer’s perception of the organization. These perceptions influence actions (to engage, to buy, to defect, to complain, to share the experience with others€¦). These actions and interactions establish the long term relational value between organizations and their customers. « 

    tags: customerservice customerexperience socialmedia touchpoints customers

    • A recent study by RightNow concluded that 86% of consumers would pay more for a better customer experience, and 89% of consumers began doing business with a competitor following a poor customer experience.
      • 95% of senior business leaders say that the Customer Experience is the next competitive battle ground
      • 85% of senior business leaders say that differentiating on traditional dimensions is no longer a sustainable competitive strategy.
    • Customers are increasingly expecting organizations to respond quickly on their preferred channel in alignment with their increasing expectations.
    • (1) Listen across a wide spectrum of digital channels €“> Deeper customer insights €“ enhanced Voice of the Customer (VOC) feedback
       (2) Offer a wide array of preferred channels for customers to choose from, including real time unified communications €“> Customer preference wins
       (3) Creating and cultivating customer communities to foster interaction, and engagement through depth of resources €“> Customer self service, value co-creation, open innovation
       (4) Cultivating internal collaboration facilitates more nimble and accurate customer responses. €“> Speedy access to people and information who can serve customer needs best
       (5) Analytics across digital channels provides clues for customer journeys and expectations at each stage €“> Deeper customer understanding paves the way for better product and service design, better marketing messaging and segmentation, and the crafting of a better customer experience.
  • tags: casestudies deutschebank communities communitiesofpractices socialbusiness enterprise2.0 collaboration observablework

  • « There are three schools of thought — and endless debate — about what kind of critical feedback people respond to best. By contrast, there is consensus that everyone’s performance is affected by such feedback. But what turns a good employee into a great one? And if investment in people outperforms investment in technology, where do you place your bets?
    « 

    tags: performance feedback appraisals performancereview management employees

    • 1. Feedback should be regular and immediate. The more closely it is experienced to the task, the more meaningful and motivating it is. That’s why annual employee appraisals are mostly such a hollow exercise:
    • 2. Feedback should only be positive. Under this view, people tend to discount or rationalize out of existence any negative feedback they might receive. Because we’re highly motivated to think well of ourselves, we persuade ourselves that any criticism is trivial or wron
    • 3. Feedback is a total waste of time. That’s the view of management consultant Charles Jacobs in his new book, « Management Rewired:
    • Encouraging people to generate their own feedback engages them more actively in the project and therefore makes them more likely to improve, he says. 
  • « IBM’s Watson dominated Jeopardy, and could change how doctors and researchers tackle disease. But how will it affect the careers of analysts and business-intelligence users? »

    tags: watson ibm humanresources job knowledgework knowledgeworkers career businessintelligence BI analysts knowledge

    • It was interesting, because you got to see how Watson “thinks” and formulates its replies. I barely started typing before it finished figuring out its (correct) question. The kiosk didn’t contain the actual Watson computer: it
    • Watson’s programming relies on three different kinds of reasoning: temporal, statistical, and geospatial. 
    • At the kiosk, I began to see how Watson works: it examines a lot of different possibilities, and then starts adjusting its confidence intervals bit by bit. It looks for patterns, for relevance, for data relationships; not unlike what your typical BI analyst does when presented with a mountain of data.
    • For the medical apps currently under development, it still takes the team several days to retrain Watson. Part of the problem: understanding how to retire old data, or assign lesser confidence intervals as you learn new things about the subjects under consideration.
    • Knowledge is not a static situation, and we tend to take for granted how we learn things.
    • before you start thinking about rebooting your B.I. career for a post-Watson era, consider that in the short term your knowledge (particularly about your business practices and how your company’s products and services relate to one another) is probably going to become a lot more valuable than not:
    • all that information you’ve amassed over the years will need to be translated, encoded, schematized, and plotted out before it can be used by a system like Watson.
    • In the meantime, you don’t have to worry about Watson replacing you€”at least, not yet.
  • « Social business seems like it’s everywhere. There are the platforms, like IBM Connections, Jive SBS, and others, and there are the apps, like ProjExec, SugarCRM, etc. It is clear that in order to execute a social business, you need the enabling platform. You cannot start a social business with just a social business application and expect to get the entire organization involved. People need to have a reason to participate in the social platform, and there is simply no single business process that involves everyone in the organization on a day to day basis. As we’ve argued before, for most users, there is little reason to use a social business platform unless real business processes are integrated into it. But once you do integrate those processes, the value of the social platform is multiplied. »

    tags: socialbusiness processes enterprisesocialsoftware socialsoftware businessprocess integration adaptability projectmanagement socialprojectmanagement

    • Homsi’s Extension of Metcalfe’s Law: “The value of the social business network grows exponentially with the number of people included in the network, and is multiplied by the number of processes that those people perform in the network.”
    • Social business applications are most impactful when 1) the process involves novel or unpredictable situations, and 2) when the knowledge and understanding about how to respond to these situations is distributed across multiple people.
    • . Adaptation means that a business can 1) receive cues from the environment, 2) understand which cues from the environment are important, 3) understand if the business is in alignment with those cues, and 4) respond to those cues as necessary.
    • when the situation is novel and unexpected, the team must be able to process information more quickly an efficiently. This is where social business applications shine
    • Because novel situations require the identification, communication, and processing, those processes that are uncertain are those that are most likely to benefit from being integrated into the social business platform.
    • the business process that is most likely to benefit from being integrated into the social business platform of the organization is the business process that is 1) uncertain, and 2) requires the skills of multiple people to manage the uncertainty.
    • Projects, are specifically not business as usual, but are uncertain processes that are meant to generate yet-unrealized business value. For this reason, project management is the obvious choice as an entry point for social business.
  • « Because today we find ourselves in a time very similar to the end of the medieval era, a time of great confusion. And for those of us who work in the world of organizations, it’s easy to see that in all of this confusion, traditional values and managerial models are heavily involved. »

    tags: socialbusiness management organization collaboration communities communitiesofpractices intranet humanresources sociallearning learning socialcrm marketing brands innovation ideasmanagement crowdsourcing culture customer customerengagement processes

    • We have made management a science; we have tried to transform people into machines; we have divided work tasks into segments, taking significance away from the things we do whilst we work; we have depersonalized things in order to try to control the work place; we have tried to standardize work to guarantee the possibility of repeating services without unforeseen events.
    • We don’t have the organization and the appropriate technology for the era that we are living in.
    • But we will never get anywhere if we do not change our way of observing things
      • Chaos is simplicity that we cannot  see yet
      • Organisations are conversations
      • Entropy is born from trying to use new tools to do old things, or from using old tools to do new things
      • E-mail has been overtaken by more open and emerging exchange platforms. Organizations should abolish their internal use of e-mail
      • When faced with ever more complex and inter-connected problems, decision-making architecture €“ represented by modern business and governance models anchored in a hierarchical command-control principle €“ shows all its inadequacy
      • The road must be the culture of risk: new perspectives do not open up without risks
      • Clients know the products much better than the companies that produce them
      • Those who work expect in some way to be able to participate in the organizational project; malaise is generated by the impossibility of this participation
      • In order to see new phenomena we need to build new tools of analysis and measurement
      • Organisations are living organisms. Even before generating products they generate and transform knowledge
      • The ability to generate and transform knowledge makes organizations emerge or decline in the knowledge economy
      • Knowledge is generated and transformed in conversations among employees, among clients and between clients and employees
      • Conversations go beyond walls and roles and favour relationships of trust that are difficult to condition
      • The weak point of knowledge management is the management
      • Collaboration is the challenge for modern organizations. We have only just begun to deal with this; the management tools currently available are inadequate for the purpose, as they were born in another era and for opposite objectives.
      • Collaboration does not (only) mean coordination, planning, and role management. Collaboration means putting collective intelligence to good use
      • Today we need to come together, create stories and common meanings, involve personal feelings, find ways to engage with people
      • Organizations that are inflexible risk extinction
      • High-performance organizations have disorganization and weak links as their strong point
      • There is much more intelligence in our organizations than management is willing to recognize
      • The intelligence in organizations today is trapped in procedures, customs and roles
      • It is difficult to direct a conversation; it is easier to feed it or silence it for good
      • An economic crisis is also a crisis of management models and work organization models
      • Today, man’s great works are born from conversations, and often they don’t need governance
      • The knowledge of organizations today lies more in connections than in company databases
      • Teamwork, integration, collaboration: organizations are cramming themselves full of concepts that are ever further from their own practices
      • The market today has a faster and more articulate intelligence than the intelligence of organizations
      • Organizations react to stimuli in their market with a speed that is inversely proportional to their size
      • HR’s plans hide the fear of freeing the energy and intelligence found within the organization
      • Clients, like employees, are looking for a contact and a dialogue but instead find rubber walls with high-sounding names: call centres, customer care, direct lines
      • Consultants strengthen the status quo: they try to bring complexity to the pre-established order but by doing this they increase entropy as they simply move the disorder to another level
      • Disruptive innovation does not occur in  R&D departments: it occurs by mixing points of view and knowledge in new and open connections
      • One-way intranets are useless; Social Intranets can today become the nervous system that allows an organism to feel and act as a unit: they allow the exchange of stimuli, the accumulation of memory, the formation of identity and the coordination of actions
      • Today there is a need to come together: to connect the dots (vision) but also to connect people and create autopoietic (self-creation) systems
      • Reputation is the key
      • Centre and outskirts are concepts of the last century. Online, centrality is a function of authority and visibility
      • Listen, listen, listen: it’s the client who tells you who you are
      • In the knowledge economy you don’t have to know everything but you do have to be well connected
      • From the knowledge economy to the gift economy€¦
      • The business process emerges bottom up, learns constantly and adapts itself according to feedback from employees and clients
      • Think in a new way: abandon slideshows and restructure work spaces.
      • Listening to conversations is not enough. We need to draw meaning from them and direct change
      • Your employees come first. Without their involvement your Marketing department will never be able to engage customers
      • Consulting firms are not needed to build new organisations.
      • Ideas from clients, employees and suppliers are just as good as those from management
      • Social Business is not a new technology, it’s a new type of company
      • Looking at the market through the eyes of the product and socio-demographic segments has lost its value. Let’s seek out passions, needs, tribes
      • A company is centred on the client when it is able to look at itself from the outside, knocking down barriers both internally and externally
      • Bottom-up innovation does not mean carrying out everything that the clients ask for. It means understanding the problem that the clients want solved and helping them to solve it
      • Socializing processes does not mean creating new silos, even if they are social. It means breaking down traditional and social silos.
      • Only working for a wage never makes the difference. People today are looking for a common mission
      • Opening a Facebook page is easy. Opening the doors of a company and welcoming clients is difficult
      • Companies hardly ever know what the client wants because they have always been afraid to listen
      • Communities of people are not created and managed. Communities attract members and are cultivated by them
      • The new management model is closer to cultivating a community than to leading a flock
      • Change starts from the early adopters, but sustainable change reaches everyone else
      • Customer service is the new marketing
      • The only way to balance the excess of information in which we are drowning is by adding more information that acts as a filter
      • A group of kids has created more innovation in the last 15 years than IBM, Microsoft and Oracle put together
  • « As business leaders speak of the “Human Age” and claim that capitalism is being replaced by “talentism” — defined as access to talent as a key resource and differentiator — many companies have embarked on initiatives to “unleash their human potential.” Those are big words and noble ambitions, and naturally they seem worth striving for. But as one of the hosts of a hackathon in San Francisco this weekend, which invites developers, designers, and other creative minds to “reinvent business,” I have been wondering: What is a “human” business, anyway? »

    tags: capitalism business talentism empathy morality values creativity aspiration

    • Consequently, there appears to be a fundamental chasm between individual human behavior — which is expansive and multifaceted, ranging from the rational to the wildly irrational, sentimental, and unpredictable — and the design of organizations: rational, practical, results oriented, and engineered to perform consistently.
    • I prefer the term humanist business. “Human” describes what we are, “humanist” signifies what we want to be
    • Humanist businesses offer a community of sympathetic individuals a unique collaboration model to realize what I would consider the five categories of distinctively human potential. They also reflect five qualities that are necessary for any organization looking to redesign how they operate to be more productive and prosperous
    •  

      Empathy is the ability to put oneself into someone else’s mind, to truly feel with and for them

    • Amidst a flood of explicit “big data” and confronted with the constant urge to quantify human relationships, empathetic enterprises preserve and refine their intuition — an appreciation for the implicit and the opaque. Patnaik points to Harley-Davidson and IBM as examples of “open empathy organizations
    • we owe our success as individuals and as a species to our “social mind,” defined by our ability to form cultures.
    • Culture is key for collaboration, which is why it is such a fundamental asset to every company
    • Morality is the ability to act in accordance with moral principles, concepts of good and bad, right and wrong. As hyper-connectivity and radical transparency expose all of our behavior in broad daylight, integrity is the only sustainable position in today’s business. Dov
    • Humans create–not only positive things like ideas, things, relationships, stories but also confusion and chaos. Traditional business wisdom holds that trust is earned by predictable behavior. But as most process efficiencies have been exploited over the past decades, variation trumps standardization. To counteract boredom, the “new work stress,” as CNN defines it, successful creative businesses constantly reinvent themselves.
    • people don’t want to innovate. They want to dream, empathize, bond, do the right thing, and create. In doing so, they may end up innovating
    • ASPIRATION

       

      This can be characterized as the quest to work toward a unique mission, whether it is individual advancement, spiritual enlightenment, or social progress. The prerequisite of aspiration is imagination, and its immediate product is hope.

    • Humanist businesses provide the community and resources for realizing the key human potentials of empathy, culture, morality, creativity, and aspiration.
  • « L’idée est de se laisser porter et non pas emporter, comme risquent de le faire ceux qui n’ont pas saisi les clés du nouveau pouvoir transversal et accepté les risques sans lesquels on n’ose se jeter à  l’eau. Philosophe dans son dernier ouvrage, Surfer la vie, il tente de dégager les règles de sagesse et de pouvoir essentielles pour évoluer, comme individu ou comme organisation, dans cet environnement riche d’accomplissements possibles mais totalement chaotique. Le respect de l’autre et de la diversité, le principe d’empathie, “l’altruisme intéressé” ou encore l’amour fraternel et par-dessus tout l’épanouissement dans une spiritualité laà¯que font partie des principes qu’il aimerait voir guider le trajet de chacun sur la vague. « 

    tags: power flows openness organization innovation mobility empathy democracy subsidiarity

    • C’est une philosophie du mouvement tout à  fait cohérente avec la société fluide. Il s’agit de s’adapter en continu à  la vague elle-même et aux conditions, vents ou courants, qui peuvent changer. Ce principe de prise en compte en temps réel de changements aléatoires s’applique aussi à  la vague de la vie, qui est de même à  la fois déterminée et indéterminée, à  la surface de laquelle on est à  la fois conditionné et libre, comme sur une vraie vague.
    • Mais, la plupart du temps, une entreprise ouverte sera beaucoup plus profitable qu’une entreprise fermée sur elle-même.
    • Et puis on voit apparaître comme l’a décrit Thomas Friedman dans son ouvrage The World is Flat des entreprises “plates”, dont le management transversal se présente comme une sorte de démocratie participative permettant de régler les problèmes à  l’endroit et au moment où on les rencontre.
    • Il s’agit de laisser les choses se faire par elles-mêmes, de laisser les groupes régler entre eux les problèmes qui se présentent à  eux, sans avoir à  attendre des ordres venant d’en haut.
    • La nouvelle révolution, qui n’a que trente ans, est celle de l’infomobilité, la possibilité de créer de l’information via le web 2.0, de la recevoir de l’échanger via les blogs et les réseaux sociaux. Ici, l’équivalent de l’automobile c’est le smart phone.
    • Les rapports de flux qui vont se développer sont sans doute complémentaires des rapports de force traditionnels, décrits par Foucault ou Machiavel.
    • Question : le pouvoir partagé est-il possible ? Le pouvoir pyramidal reste nécessaire dans des cas très précis, lorsque la très grande rapidité de décision s’impose, dans une crise par exemple. En revanche le pouvoir partagé, qui aplanit les systèmes pyramidaux, est nécessaire dans des actions sociales, de santé ou d’éducation
    • Puisque l’on ne sait pas tout, appliquons des règles de prévention les plus draconiennes possibles et imposées d’en haut. Il serait souhaitable d’y substituer un principe d’attrition, qui consiste à  accepter de prendre un risque tout en étant conscient d’une part d’inconnu. L’objectif poursuivi est susceptible d’apporter un bénéfice, du bien-être, des affaires, et c’est ce qui compte.
    • Chacun, en minimisant ses risques, maximise la sécurité. C’est une démarche collective intelligente, qui tient de l’altruisme intéressé. Le principe d’attrition est responsabilisant et collectif, alors que le principe de précaution est déresponsabilisant et égoà¯ste.
  • « In fact, according to Peter Senge, director of the Center for Organizational Learning at MIT’s Sloan School of Management, learning organizations provide the means for employees to continually expand their capacity to create the results they’re after, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the big picture.

    Getting there is not just a matter of a proclamation; it’s a retooling of the organization at a number of levels. But when leaders get enamored of a label without understanding what’s really required, important concepts transform into cynicism-inspiring buzzwords. It’s happened with quality improvement, employee empowerment and a host of other big business transformation ideas. »

    tags: learning learningorganisation infrastructure ecosystem organization culture change process silos communication

    • One argument says social business is culture change. That’s wrong. Culture change is required to become a social business, but it’s not the social business itself
    • Another argument says social business is all about using social media strategically to achieve business outcomes. If that’s the case, I’ve been a social business consultant for the last 16 years.
    • Then there’s the argument that social businesses want to listen to customers and empower employees to have an open conversation with them. That’s an aspirational statement, though, not a definition.
    • Digging into the idea of social business, it becomes clear that the transition is a long-term, multi-disciplinary process that affects every corner of the organization. Commitment is required at the highest levels of the company. Virtually every process needs to be examined and the opportunities for integration with social principles evaluated. Departments, business units and staff functions need to work together to ensure systems and process compatibility to ensure information moves seamlessly where it needs to go. It doesn’t need to happen all at once, but the goal must be clearly articulated before everybody from leadership to the front line can figure out what needs to change in order to get there.
    • Social software will need to be integrated into existing systems and processes. While the integration of social is the business transformation activity, the goal is to improve efficiency and agility by making it easier for employees, customers and other stakeholders to contribute ideas and information that is then delivered to the right people to investigate and execute
    • Without sophisticated analytic capabilities, social business devolves into a lot of chatter.
    • Silos exist to ensure resources are allocated where they’re needed and that people are clear about their roles and responsibilities. Tearing silos down is a bad idea. Punching a lot of holes in them is a good idea and core to becoming a social business.
    • A business ecosystem is made up of the company’s stakeholders: employees, customers, partners, suppliers, distributors, contractors, communities and others. You should even consider competitors a part of the ecosystem.
    • McKinsey & Company refers to this concept as a “fully-networked organization,” with employees and customers networked together. McKinsey has correlated fully-networked businesses with iimproved market share.
    • rethinking of the purpose of the organization: a fundamental shift from producing value for shareholders to producing value for everyone in the ecosystem.
    • The day-to-day communication/collaboration tools need to enable more effective, multi-directional, real-time collaboration and knowledge sharing across time zones, geographies, work teams, and stakeholders.
    • If culture is defined as the way things get done in an organization, the existing culture needs to be studied to determine what needs to change, how, what stands in the way of that change, and how employees from all corners of the company will cross that chasm.
    • Within the organization, the signals received from listening processes are converted into such actions as adjustments to operational guidelines to continuously and incrementally improve business processes and organizational culture.
    • It’s a closely-coordinated cross-functional effort that involves hard work from the C-Suite, IT, organizational development, training, marketing, internal communications, operations, legal, HR, and sales, among others
  • « a learning organization has « shared power. » In a learning organization, individuals control their own learning and they share this learning with others. The organization supports learning and sharing of that learning by creating spaces and networks for conversation. Learning is a constant that is an essential part of working. »

    tags: learning learningorganisation work leadership

    • “Processes” are the routine ways in which the work gets done.
    • by “leadership” they mean what top level leaders do to support, encourage, and remove barriers to learning and performance improveme
    • All three of these “building blocks” must be in place for an organization to be a truly learning organization.
    • So the question becomes, “How do we make work and learning part of the same process?
    • This is done by MP900448345 making information accessible and by making the tools to create knowledge from that information accessible, too
    • A learning organization also needs tools that people can use to discover information about themselves, about teams, about the organization as a whole, and about the wider community in which the organization exists.
  • « In this new work, communication is not talking about work, but work is communication between people. This is why a social business follows a very different model of causality. »

    tags: socialbusiness management communication work

    • The cause and effect model of management presumes accordingly that leadership potential resides within the individual person, who is the cause. From a social business standpoint the individualistic view is fundamentally misleading. One cannot be inspiring or energizing alone. These qualities are co-created in an active process of mutual recognition.
    • Instead of division of labor and the vertical/horizontal communication design, the managerial focus should now be in synchronous co-action and enriching interaction. Communication does not represent things in the world. It brings people and things into being.
    • Social businesses are about interdependent people working in complex interaction
  • « Traditional performance management has run its course. It does not make us the agile and human organizations we need to be. Can we learn something from traffic? »

    tags: performancemanagement humanresources goals rewards planning coordinatination resources control

    •  To conclude, performance is managed by someone who is not present in the situation, based on assumptions which are rarely updated (and if they are, often with considerable delay). 
    • At Statoil, we have worked hard to move our management model in a more dynamic and self-regulating direction.
  • « Tout part, comme je l’écrivais dans un billet le 1er décembre 2011, d’un texte commis par Toby Ward président de Prescient Digital sur Intranet Blog avec comme titre:«IBM’s Galactic Intranet Redesign ? The Death of the Intranet»:. Cet article porte en fait sur l’important travail de refonte qui se fait actuellement sur le site intranet d’IBM, communément appelé W3 et qui est un des plus avancés au monde.

    Ce que Ward explique dans son billet c’est qu’IBM pense maintenant en fonction d’un seul écosystème Web intégrant aussi bien l’Internet, l’intranet et les extranets. Drôle de retour vers le futur car le second ouvrage collectif que nous avons commis en 2005 portait exactement sur le même sujet soit l’intégration des 3 Nets. Pour plus d’infos cliquez sur l’image ci-dessous et surtout lisez le paragraphe de présentation ! »

    tags: intranet intranet2.0 IBM W3 integration digitalworkplace

    • oby Ward a corrigé le tir vendredi dernier avec un autre billet intitulé:«The intranet isn’t dead, it’s evolving». En effet, il est bien plus question de les faire évoluer, de les adapter à  un nouvel écosystème en devenir, celui de l’Entreprise 2.0 (ou entreprise sociale) et de sa mémoire corporative
    • il faudra penser à  un portail évolutif et complètement intégré aux processus et ouvert sur l’Internet et sur des extranets spécialisés pour les fournisseurs et clients et cela, nourri par des magasins d’applications ou services, consommables à  la demande.
    • In the future, w3 will cease to be a separate destination for IBMers. Instead, it will seamlessly integrate into IBM.ocm and the Web, serving as the frame through which they relate to their colleagues, the enterprise, their clients and partners. It will inspire and enable each of them to be a steward and standard-bearer of the IBM brand.
    • Ce que fait IBM présentement va dans le même sens que ce que proposera bientôt Google, SalesForce, SAP et aussi plus tard Microsoft: favoriser L’INTEGRATION «pour le moment dite sociale» !!! S
  • « . I call out these two vendors because while both are cloud-centric enterprise software companies, they have very different views on social. In fact, salesforce and NetSuite share much more than just a market focus €“ they’re both founded by Oracle alums, they’re both trying to re-invent enterprise software (salesforce from a CRM-centric perspective, NetSuite from an ERP-centric one), they’re both trying to branch into a more platform focused model (force.com vs SuiteCloud) and are both doing so by leveraging traditional channel-type sales models.

    All these similarities (heck, they’re even a very similar age) makes their different perspectives on social all the more interesting. Let’s look at each one in turn. »

    tags: socialbusiness enterprise2.0 salesforce netflix enterprisesocialsoftware workflows erp

    • NetSuite’s approach towards social sees it consider social yet another channel alongside more traditional ones.
    • Salesforce on the other hand has a very different perspective on social. it considers social to be a core fabric upon which an organization is built.
    • Despite assertion of the rise of the social enterprise €“ the fact is that social as an internal tool is at best only being used by a very small proportion of workers within an organization €“ more often it’s not being used at all.
    • I believe adoption will be far faster than anticipated and alongside that there will be an expectation from organizations that social media is embedded across all the systems and processes the organization uses
  • Posted from Diigo. The rest of my favorite links are here.