-
“I’m a leader, not a manager!”
“Management vs. leadership — it’s a distinction we all hear over and over these days. It says management focuses on getting work done on time, on budget, and on target — in other words, steady execution and control — while leadership focuses on change and innovation. “
-
Most writers about leadership then and now explicitly note the continuing importance of management. Success still depends on execution, controls and boundaries, systems, processes, and continuity.
-
Both leadership and management are crucial, and it doesn’t help those responsible for the work of others to romanticize one and devalue the other. To survive and succeed, all groups and businesses must simultaneously change in some ways and remain the same in others. They must execute and innovate, stay the course and foster change.
-
If you’re a boss, think of yourself as the one responsible for the work of others, the one who must manage and lead as necessary, without favoring one over the other
-
Kent’s friend may say, “I’m not a manager,” but the survival of his business probably owes as much to his management skills as it does his leadership talents.
-
-
What Great Companies Know About Culture
“But is there a direct correlation between employee investment and the balance sheet? As Prof. James L. Heskett wrote in his latest book The Culture Cycle, effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors. “
-
The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here’s what those companies do in common:
-
They invest more in their employees. The response came back resoundingly: It’s simply good for business.
-
Instead programs that offer the most stability, as reported by 75 percent of respondents, are those that communicate brand mission and provide career development opportunities.
-
They recognize that culture is critical to talent retention. When asked which elements of workplace commitment most benefit daily operations, companies ranked culture at 80 percent and recruitment/retention at 70 percent.
-
They know their audience. These companies recognize which stakeholders will watch their every move. For this audience, it’s imperative to communicate the company’s commitment to being a great workplace. 70 percent of respondents ranked customers as the most important external audience to understand this crucial point
-
Becoming a great workplace is not a transition that will happen overnight. Being a great workplace is the result of a long-term investment in their employees.
-
-
Structured or Unstructured Collaboration, Which is Better?
”
Browse: Home / Structured or Unstructured Collaboration, Which is Better?
Structured or Unstructured Collaboration, Which is Better?By Jacob Morgan on December 14, 2011
Publiez-le sur Twitter
7
7
7
7
7
7
7
7
7
Publiez-le sur Facebook
Ajoutez ce lien à LinkedIn
Publiez-le sur StumbleUpon
Publiez-le sur Digg
Publiez-le sur Google Buzz
Publiez-le sur YC Hacker News
Soumettez ce lien à Techmeme Tip
Imprimez-le avec PrintFriendlyThere are effectively two approaches to collaboration in the enterprise; structured and unstructured. But which approach should organizations go with and which is more effective? “
-
The structured approach involves more rules, guidelines, and restrictions
-
An unstructured approach usually has some guidelines and best practices but relatively leaves the employees unregulated in terms of how they can collaborate and use internal tools and platforms.
-
we can see that the majority of organizations actually go with a combination of a structured and an unstructured approach, the second most popular choice is an unstructured approach
-
-
But this still doesn’t answer the question of which approach is most effective. In order to see that, we cross referenced the types of approaches with the percentage of the targeted employee base that is actively engaged.
-
-
Meaning that when the organization deploys a combined method, a higher percentage of the targeted employee base is actively engaged
-
Too much freedom or not enough freedom does not yield the same levels of engagement as a combination of both.
-
P&G for example learned that right from the get-go they should have been more stringent with their naming conventions and tagging for internal files and content because now it appears as though there is duplicate information floating around their internal platform.
-
At this stage a simple discussion with your collaboration team around these approaches should yield some interesting conclusions, just ask yourselves, “where should employees follow specific rules and where can we let them have full freedom?”
-
-
If Your Company is Still Blocking the Move to Social, Then Join Electronic Arts in Battle
“The world’s largest gaming company is going through a remarkable transformation into a Social Business. Electronic Arts understands that today’s technologies, unlike those of the past decade, are no longer limited to the individual.
They impact everyone. Impact that’s revolutionizing the way customers communicate. Impact that is forcing companies to listen, to learn, to adapt, to change its infrastructure and culture in order to stay competitive. Impact that is causing considerable anxiety in the C-Suite.”
-
-
Our goal is to constantly answer the questions: How do we understand our customers better? How do we interact with them? It may sound easy, but it’s very challenging to do in practice.”
-
Still EA wasn’t satisfied and wanted to learn more about their customers, “There’s also deep telemetry and analytics on any online game.
-
So does EA apply these same social concepts with their employees? According to Sandie they are just beginning but cautions, “because we work in so many countries, we are careful around privacy and we have offices especially in Europe and Canada.”
-
So they obviously want to find other people and find information about them. Yet they might not necessarily have filled in their own profile which is really interesting
-
It turns out completed profiles build deeper relationships
-
Create critical mass on the platform by first persuading people to create profiles and personalized content. Then, persistently encourage employees to contribute work related content. But be careful not to censure employees. In fact, encourage debate as long as it remains civil
-
“you guys built this on SharePoint?” Certainly a surprise since the site lacked any major 3rd party social apps, Sandie added, “but our goal was not so much about the technology, we cared that it was usable, it was aesthetically pleasing and it was functional. It did all three of those things.”
-
But once the social business platform is in place, Sandie recommends companies hire a curator to manage content and help make internal communities more active
-
-
5 trends driving the future of work
“From legions of independent consultants to cities dotted with coworking facilities, the future of work is virtual, online and global.
As the year draws to a close, you may be assessing your career plans against the backdrop of holiday hoopla and the uncertain employment climate. To get a leg up, grab an eggnog and read on to learn about trends that could change how you’ll be making a living in the years to come:”
-
Blame the economic turmoil or a change in values, but more people are demanding greater self-reliance, control and satisfaction in their professional lives. For example, 75 percent of independents surveyed stated that doing something they love was more important than making money while 74 percent stated that they wanted a job where they know they were making a difference.
-
If we do not address the obstacles and complexity around the free and productive use of independent talent, companies — as well as these talented experts — may choose the troubling path of leaving this great country and going elsewhere
-
“This year’s job numbers suggest a structural change in traditional employment, as more businesses are adopting online and contingent work as a core business strategy
-
83% of small businesses surveyed by Elance plan to hire up to 50% of their workers as online contractors online in the next 12 months
-
Coworking offers another alternative to workers as flexible and mobile ways of working are becoming more common. In fact, many early corporate users using coworking facilities were “going rogue” with supervisors not knowing that their employees were working in a shared office space
-
Ten years from now, relevant work skills will be shaped by the continued rise in global connectivity, smart technology and new media, among several other drivers.
-
-
The WFS approach to predicting future careers is to first focus on what may be a problem in the future and then invent a job that will solve it. The result is thought-provoking and novel
-
-
Why Will “Zero Email” Policies Fail? Bureaucracy!
”
The problem with email today is not an ever-decreasing signal-to-noise ratio. Spam filters are doing a pretty good job. And while I concede that I certainly get a lot of unimportant emails every day, I find it takes me no more than 30 minutes to clear the rubbish out. I’d rather spend my 30 minutes doing that than waste it sitting in a meeting room getting nothing done at all. And, prior to the world of email that’s what we spent our time doing. The most common phrase uttered in the 90’s across work cubicles the world over was – “skip the meeting, send an email.” Email emerged as the centerpiece of collaboration and workflow for good reason.”
-
The essence of the email problem is that a global asynchronous one-to-one/one-to-many communication system radically increases the ability of people to seek assistance, create and delegate tasks, update colleagues and coordinate activities.
-
The only solution, IMO, is to tackle the ballooning administration and bureaucracy overhead in organizations that is fuelling the number of emails being generated. Specifically, our criticism of email as a collaboration tool needs to shift towards the unchecked growth of bureaucracy it enables
-
-
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).”
-
-
Social Intranets in Social Business
-
Liens de la semaine (weekly)
Liens de la semaine (weekly)
-
Innovation in Intangible Assets Drives Company’s Market Value
“This is contradicting but shows the challenge as well, because more than 75 percent of the average market value is from intangible assets. The challenge is that these aren’t quantified in financial metrics. Intangible assets consists of human-, organizational- and information capital. “
-
Investments in organizational capital means investing time and money in open business models, open innovation and setting the right conditions for creative ‘knowledge workers’. Last but not least, investments in information capital spur the collection, interpretation and thus quality of the available internal information.
-
85 percent of Fortune 500 organizations will fail to effectively exploit big data for competitive advantage
-
Collecting and analyzing the data is not enough — it must be presented in a timely fashion so that decisions are made as a direct consequence that have a material impact on the productivity, profitability or efficiency of the organization.
-
Most organizations are ill prepared to address both the technical and management challenges posed by big data;
-
cooperative intelligence is about not inundating people with too much information, just what you know is important to them.
-
Intangible assets are the ultimate source of sustainable value creation. Innovation and more investments are required to remain viable, to create and maintain competitive success and increase the organization’s market valu
-
-
Enterprise 2.0 Isn’t About Social Business, It’s Just About Business | Social Media Strategery
““If you want your Enterprise 2.0 efforts to be successful, you have to use words other people understand and care about.”
She went on to say that instead of talking about social media, social business, building communities and why your organization needs to use blogs, wikis, and microblogging, you should be talking about increasing sales, increasing productivity, and cutting costs. If you’re talking with Director of HR, he doesn’t care that you are managing 100 new communities or that 1,000 Yammer messages were posted today. He wants to know if the attrition rates are going down or that new employees are getting acclimated more quickly. For you, building communities might be the goal. For him, those communities don’t mean anything unless they can help him reach his goals.”
-
This about much more than what words to use. It’s about integrating the use of Enterprise 2.0 tools into the actual business. It’s about realizing that these tools are a means to an end, not the end itself. It’s about understanding that a social business community that isn’t tied to actual business goals isn’t sustainable.
-
This is where the Enterprise 2.0 industry finds itself today.You’ve brought social tools to your Intranet? You’ve created a dozen active, vibrant communities behind your firewall? That’s great, but don’t go patting yourself on the back too much. Now, let’s drive it deeper into the business. If your goal this year was to bring Enterprise 2.0 to your organization, your goal for next year should be to integrate those tools into one or more of your business units.
-
-
Social networking’s salad days are ending, Forrester says | Deep Tech – CNET News
“”Social is running out of hours. Social is also running out of people,” concluded George Colony, chief executive of analyst firm Forrester Research, speaking today at the LeWeb conference here. What he means: people don’t have any extra time for social networking, and it’s a saturated market. “
-
regarding saturation, Forrester found that 86 percent of people have adopted social networking services. In Canada, it’s 88 percent, and in Poland, 95 percent. Urban areas of China are at 97 percen
-
The next wave of social services will be “more efficient and more time-saving,” he said.
-
-
“Vantés comme des programmes de développement personnel, la plupart des approches en matière de gestion de talent (Talent management) ne sont souvent rien d’autres que des plans d’action totalement standardisés, linéaires, ennuyeux et parfaitement interchangeables. La plupart du temps, ils n’ont d’autre objectif que de fabriquer de petits soldats disciplinés qui, un jour, prendront la relève de leur supérieur. Trop rarement, l’objectif réel et vérifié est de développer un éventail de compétences diversifiées. Le concept de Talent management, tel qu’il est majoritairement mis en oeuvre aujourd’hui dans les entreprises, n’est qu’un parcours institutionnel, sans relief, une succession d’automatismes, d’apprentissages prêts-à-porter et de stéréotypes… » “
-
Les organisation s’enlisent dans un registre de communication ou de perception concernant le développement des talents, en promettant force formations continuées et plans de carrière, qui correspondent de moins en moins aux demandes modernes. «
-
La technologie et l’essor de nouvelles valeurs, basées notamment sur la transparence et l’échange, sont en train de créer un vaste « open learning environment ».
-
La gestion des talents version 2.0 demande d’abord la mise sur pied d’un environnement attractif, inspirants et fertile
-
Elle implique de permettre de cultiver des caractéristiques plus larges et des aptitudes de fond, en relation davantage avec les « soft skills« .
-
Les apprentissages peuvent se produire de façon collective et s’insérer dans des démarches visant à la réalisation, en commun, de projets concrets.
-
-
“Many of us in business have heard the popular aphorism, “People are your greatest asset.” Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there’s a reason for that. “
-
What is the primary purpose of a business organization? To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization’s objectives
-
Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale
-
we studied hundreds of social media implementations and identified a set of key mass collaboration behaviors.
-
Collective Intelligence
Collective intelligence is the meaningful assembly of relatively small and incremental community contributions into a larger and coherent accumulation of knowledge -
Expertise Location
Expertise location involves seeking and finding specific expertise in the masses of people and the often-staggering amount of available content. -
Emergent Structures
Emergent structures are structures such as processes, content categorization, organizational networks and hidden virtual teams that are unknown or unplanned prior to social interactions, but that form naturally as activity progresses. -
Interest Cultivation
Interest cultivation is the forming of communities around a shared interest, with the goal of indirectly deriving enterprise value. -
Flash Coordination
Flash coordination involves rapidly organizing the activities of a large number of people through fast and short mass-messaging, often spread virally. -
Relationship Leverage
Relationship leverage is the practice of effectively managing and deriving value from a prodigious number of relationships.
-
-
Faut-il déconstruire l’Entreprise 2.0 ?
Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
-
Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
-
les communautés ne peuvent pas être à elles seules réguler la nouvelle organisation du travail. Et n’ont d’ailleurs jamais eu cette vocation.
-
Bref, quand l’intérêt opérationnel immédiat n’est pas là, l’implication des salariés dans une communauté est limitée.
-
Si les pratiques communautaires se sont bien développées dans l’entreprise, en même temps que Facebook et Twitter au dehors, le “management socio-collaboratif” en est quasi resté à ses balbutiements.
-
de nouveaux outils 2.0 et de nouvelles pratiques socio-collaboratives se dessinent actuellement du côté de start-ups de la Silicon Valley, et méritent qu’on s’y attarde pour se centrer sur le travail, et non seulement sur les gens comme les réseaux sociaux.
-
On peut choisir de “suivre” certaines tâches et projets conduits par d’autres pour mieux coordonner avec eux son travail en réduisant les réunions chronophages et le “bruit” des chaines d’emails. D’autant que chaque tâche peut susciter une conversation, façon réseau social, simple et directe mais ancrée dans un contexte… et un objectif à compléter.
-
Plus passionnant, à une époque pleine de distraction, de bruit, et d’éparpillement individuel ou collectif, Asana aspire à recréer les conditions du “Flow”, état de concentration, de productivité et d’expérience optimale conceptualisé par le
-
-
The difference between a Talent Pool and a Talent Community
“My colleagues at BraveNewTalent have made a nice infographic that summarises what the difference is between a talent pool and a talent community”
-
-
“Empowering workers is considered the acme of enlightened management in the West, where employees are typically looking for independence from their bosses and “ownership” of their jobs. But try to empower employees in China, and you’re likely to get the opposite of what you expect. “
-
Chinese culture and history work to prevent employees from taking advantage of empowerment when it’s offered to them.
-
First, Chinese tend to be fearful of making mistakes, especially with a new leader. They worry about inadvertently straying too far from where the leader wants them to be, and they see risk in asking questions that might make them appear ignorant and expose them to painful criticism.
-
Second, they may suspect that the leader is asking them to take on some of his responsibilities because he is lazy or incompetent.
-
Third, empowerment threatens to disrupt society’s order and thus violates the Confucian respect for hierarchy
-
But like many of the West’s best practices, empowerment can’t simply be imposed. Chinese managers and employees need to see why it works and how it can benefit them.
-
-
IBM – Social Business Case Studies from 2.0 Adoption Council Members
“This series of 2.0 Adoption Council Case Studies is brought to you through a collaboration between IBM, the MIT Center for Digital Business, and the Dachis Group, an IBM Business Partner.
Each of these case studies describes how market leading companies who are members of the 2.0 Adoption Council are using social software to get closer to customers and to transform how work gets done, to accelerate innovation and more easily locate expertise.”
-
Developing new habits of participation and new habits of communication
“It is not uncommon to think that knowing is something that goes on in the brain. Yet the evidence that it is really so is not quite clear. Some scientists have expressed doubts. The mind, they have argued, is not a thing to which a place can be allocated. Intellectual life is essentially social and interactive, they say. Life is carried on through communication between people. These researchers claim that interactions are not secondary by-products of thinking. They are the primary sites of that activity.”
-
People should know what the live, future-creating ideas are and how to take part in the conversation in a value-adding way. This is independent of what people do, or the organizational unit they belong to.
-
The management task is to understand (1) what is being discussed, (2) the quality of that conversation, and (3) whether there is movement forward or people are running in circles. Are people stuck?
-
Knowledge used to be seen as the internal property of an individual. Today knowledge should be understood as networked communication. This requires us to learn new ways of talking about learning, education, competencies and work itself.
-
-
“L’initiative dite de la promesse numérique (Digital Promise Initiative) est un projet de la Maison-Blanche consistant à bonifier l’utilisation des technologies dans les écoles américaines.
Pourquoi maintenant ? Parce-que l’école américaine n’a pas été en mesure de suivre le rythme accéléré des progrès technologiques et réseautiques des dernières années, et de s’y adapter en conséquence”
-
-
Turning Serendipity into Probability
“I’m going to take a swipe at another cherished social software notion: Serendipity. We should ban that word from the social software lexicon. It’s misleading and it makes enterprise social software seem about as relevant to the business as the plastic mistletoe hanging at the office Holiday party: Something amazing could happen, but it probably won’t.”
-
The point is that social software doesn’t enable serendipity; it transforms serendipity into probability
-
Companies and their leaders only take social software seriously when they see it as part of mainstream business process. Mainstream business process is all about repeatability and scalability.
-
-
Using Social Networks to Improve Operations
“A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers — people who crow about a retailer online for free, turning their friends into new customers too.”
-
Finding customer advocates isn’t the only goal. Unhappy customers need to be channeled through a “customer rescue” process to help solve problems and mend relationships, and provide feedback on problems for operations to solve.
-
The advocate process is proving far more powerful than regular social network advertising. T
-
Beyond simple word of mouth advertising, poor-performing outlets get suggestions for improvement, which they use to guide better operational performance.
-
-
Does Salesforce Get what they’ve Got with Radian6?
“Paul carefully dissects the positioning of Radian6 as a Marketing Cloud, delivering astute cautionary points on the pitfalls of pitching it this way. Good advice that I hope Salesforce will sit up and take note of. As someone more interested in enterprise customer success than the buzz that fills the pipeline, Paul’s post highlights a bigger issue for Salesforce. They don’t get what they’ve got. Or if they do, they aren’t quite showing it in a way that will accelerate enterprise acceptance yet.”
-
SFDC doesn’t seem to have the right type of enterprise suite strategists guiding a team of kickass engineering tacticians, as voices at levels in the organization’s hierarchy to drive development of clear, relatable, doable use cases
-
Several other respected analyst/strategists like Esteban Kolsky are also questioning the logic behind positioning E20 suites using ‘social voices’ instead of, or in tandem with enterprise platform professionals delivering proven, vetted value.
-
The same scenario is more common than not with many organisations who want to play the social business game. They hire and put people out front who can fill the seats with spectator butts, but those players can’t always deliver home runs, because they’ve never worked in strategic enterprise or management consulting.
-
Fortunately, Salesforce has put another key piece in play with automated workflow that can now be used to fill in the gaps in the stories. The fact that SocialHub can be used for marketing isn’t the big news.
-
Listen -> Alert -> Action -> Engage -> Analyse = Organizational Intelligence
-
-
Why Are There No Successful Innovation Initiatives?
“He said that he had a CEO who wanted to launch an “innovation initiative” that would provide a laboratory for experiments in-house, so that his firm could become known as an idea factory in their sector.
I replied that I didn’t know of any “innovation initiative” that was ultimately successful on a sustained basis. That’s because if an organization is looking at innovation as “an initiative”, and it introduces that initiative into a culture that doesn’t support innovation, then the culture will sooner or later crush the initiative—usually sooner. So you can have temporary “successes” as “initiatives” with a lot of flag waving and hoopla ceremonies and celebrations of victories, but they don’t last.”
-
In the first phase, you had startups run by commandos.
-
n the second phase, the infantry moved in, i.e. the obedient workers who followed orders and methodically grew a company from its IPO to market dominance
-
- In the third phase, the firm was run by police: the bureaucrats and middle managers who defend the entrenched position of an established market leader.
-
In the 20th Century, “management” was seen as the set of bureaucratic practices designed to run the second and third phases.
-
you can recruit some commandos for an “innovation initiative” and they may have some interim successes, but “the police” are everywhere. They may bide their time, while the CEO is all gung-ho about the new initiative, but eventually something happens. This gives the police the pretext to close the initiative down. After all, it was just an initiative.
-
The managers doing these things are intelligent educated people. Why are they acting in this strange way? It’s because they are walking around with a mental model of 20th Century management in their heads in which the goal is making money for the shareholders and meeting the quarterly numbers, principally by gains in efficiency and cost-cutting.
-
The result? Apple made tons and tons of money. In fact, much more money than the companies that are pursuing 20th Century management and focused on making money.
-
-
Le Trafiquant d’Idées : Entretien avec Scott Berkun par Cecil Dijoux
“Ses travaux ont été publiés par le New York Times, le Washington Post, Le Wall Street Journal, The Economist ou dans la Harvard Business Review. Scott est un frondeur solitaire, en quête inlassable de la vérité. Armé d’un esprit tranchant, d’une culture encyclopédique et d’un humour féroce, il pourfend les faux semblants et les jeux de pouvoir ou de représentation dans les organisations et défend les idées, le bon sens et une éthique du travail éminemment Weberienne.”
-
Si toute une équipe de travail n’est pas heureuse de faire ce qu’elle fait, c’est le chef d’équipe qui en est responsable . Si tous les employés d’une société sont malheureux, c’est le PDG qui est responsable. Les meilleurs PDGs et Directeurs font un meilleur travail de termes de prise de responsabilité
-
Très peu de gens aiment prendre des risques. C’est ça notre histoire. Nous aimons prétendre le contraire, mais très peu de gens sont prêts à se lever au cour d’une réunion pour exposer leurs idées à leurs coéquipiers ou leurs chefs.
-
La plupart du temps, les gens veulent rentrer dans un moule. Si dans votre culture d’entreprise, la présentation type est vague, terne et dénuée de tout intérêt, tout nouvel employé désireux de bien faire suivra cet exemple
-
Je crois bien plus en la capacité des personnes qu’aux outils. Si vous avez des équipes brillantes, passionnées et avec un sens de l’éthique, ils trouverons des moyens pour faire réussir l’organisation avec n’importe quel outil.
-
Le meilleur moyen pour que des équipes se sentent concernées et responsabilisées est de leur faire confiance. Le management doit leur accorder l’autonomie nécessaire et les mettre dans un contexte suffisamment propice. Cela peut se faire avec ou sans outils, c’est un point secondaire.
-
A chaque fois que j’entends quelqu’un prétendre qu’il peut résoudre les problèmes organisationnels avec tel outil, je suis circonspect et méfiant. La seule technologie n’est jamais le problème essentiel d’une organisation.
-
-
La parole corporate en berne… depuis 20 ans | Le Cercle Les Echos
“En période de crise où tout va mal par définition, il est aisé de tirer des conclusions à valeur définitive : crise de confiance, crise de parole, crise des dirigeants. C’est oublier un peu vite que ce que nous vivons ou ressentons aujourd’hui est le fruit d’une lente et régulière dégradation entre toutes les expressions de pouvoirs et l’opinion publique.”
-
un français sur deux est incapable de citer une entreprise crédible (Occurrence-Stratégies 27/10/2011).
-
C’est tout le système de leadership consanguin français qui vit une fracture de sens historique avec ses concitoyens-salariés.
-
Le social média relègue au statut de pièce de musée toutes les techniques de com et de management fondées sur la maîtrise de l’information
-
Si 2012 est un grand rendez-vous électoral pour de nombreux pays, elle est aussi un grand rendez-vous dans chaque entreprise quant à la capacité des dirigeants à entraîner les équipes sur une mer qui s’annonce agitée.
-
Dans son ouvrage “Donner et Prendre”, le sociologue Norbert Alter souligne que la performance des entreprises ne repose que sur “la bonne volonté” des acteurs. La mobilisation et l’adhésion de tous reposent de fait sur la bonne volonté de donner, de se donner.
-
Les DRH se doivent d’en être les concepteurs.
-
Oseront-ils supprimer le “r” de ressources à profit du “R” de Relations dans les intitulés de fonctions ? Oseront-ils s’engager dans la prospective humaine plutôt que de s’enfermer dans la gestion RH ? Oseront-ils dire stop au cynisme pour faire entendre une parole de raison ? Oseront-ils ? L’avenir nous le dira.
-
-
Busting Bureaucracy with Radical Management
” To transform organizations so that they are fit for human beings–more inspiring and engaging and yet just as disciplined and even more productive–we need to understand why promising ideas for improving management developed in the 20th Century–such as teams, empowerment, delayering or innovation–failed to become a permanent part of the standard management repertoire. “
-
-
The firm’s goal shifts from making money for shareholders to delighting the customer.
-
The role of managers shifts from a controller of individuals to an enabler of self-organizing teams.
-
Coordination of work shifts from bureaucracy to dynamic linking, in which work is done in short cycles with direct feedback on finished work from customers at the end of each cycl
-
The values practiced embody a shift from a preoccupation with economic value to the embrace of a wider set of values that grow and sustain the firm, particularly radical transparency, continuous improvement and environmental sustainability.
-
Communications shift from top-down commands to horizontal, adult-to-adult conversations. I
-
-
The shift requires more than merely emphasizing customer service: it means orienting everyone and everything in the firm to understanding customers and providing more value to customer sooner.
-
Liens de la semaine (weekly)
-
Oubliez la satisfaction du client : c’est un indicateur retardé
” Vous ne pouvez pas construire une stratégie différenciatrice basée sur des données historiques. La satisfaction et la fidélisation client sont certes essentielles au succès d’une entreprise, mais aujourd’hui ce n’est pas suffisant. “
-
Offrez-leur des expériences extraordinaires.
-
Les entreprises doivent faire de leurs clients des « super fans » et non pas exclusivement des clients satisfaits. Pour avoir des « super fans », n’hésitez pas à être transparent. Les clients échanges entre-eux via les réseaux sociaux et les communautés, il est donc inutile de faire taire les détracteurs.
-
-
Does Viral Adoption of Enterprise Social Business Software work?
“This is an issue I’ve been tracking, pretty much from the moment enterprise social computing hit the stage (later to become “Enterprise 2.0″, and what Dachis Group talk about now in the broader context of Social Business Design – see some of the conversations around the Connected Company in particular).
The short answer is yes, viral adoption can work BUT only in certain situations. This is my attempt to pin down some of the factors I’ve observed out in the field.”
-
Competing Solutions
-
Late Adopters
-
Works for one, but not another
-
Lack of Customisation
-
Growing Too Fast
-
Internal Politics / Lack of Budget
-
I think a completely viral adoption approach is a big gamble when really what organisations need is an iterative approach that allows for the best solution to emerge.
-
-
» The Non-Training Approach to Workplace Learning Learning in the Social Workplace
-
- L&D is too slow to respond to their needs
- courses are not the most appropriate way to solve their problems
- they don’t want to have to leave the workflow for the solution
- e-learning frequently annoys adult learners as it treats them like idiots
- and they don’t want to have Big Brother breathing down their necks monitoring and tracking their every move.
-
An approach that is NOT about designing and delivering courses, but is about working with individuals and teams at the grass roots to both encourage and support continuous learning practices as well as to identify more appropriate solutions to business and performance problems through non-training interventions.
-
-
5 Myths about SharePoint as an Enterprise Social Platform – Digital Landfill
“When SharePoint 2010 arrived in the marketplace, the platform included new social capabilities to improve productivity and collaboration. However, as the consumer social web exploded, it became clear that the 2010 platform only provided the basic building blocks of social computing. As many organizations are now making social collaboration a priority, it’s important to dispel myths and provide a reality-based understanding of SharePoint 2010 as a social computing platform.”
-
Myth #1: SharePoint 2010 enables you to build communities.
-
While you might think you already have community sites on SharePoint, it’s more likely they are team sites open to a larger audience. Community focuses on knowledge and people. Community is more about the ability to engage in conversations, surface relationships, and subscribe to activities that take place within an individual network or shared space. Community aggregates events, showcases expertise, recognizes people for their efforts and engagement, includes rich digital media and the convenience of accessibility from any device.
-
Myth #2: People Search allows you to find experts.
-
The means for finding experts in SharePoint 2010 is to search user profiles. As the name implies, People Search in SharePoint simply enables search across a broad scope of profile attributes just like an organization directory
-
Myth #3: SharePoint as a social platform is expensive and complex to deploy.
-
Anytime you hear that social on SharePoint is expensive and complex, you should ask “compared to what”? Are
-
Myth #4: Social is a stand-alone project and technology solution.
-
However, despite SharePoint’s social shortcomings, the building blocks are there and will only get better over time. Do you really want to have another repository to secure and govern? Duplicate user profiles? Duplicate hardware? Disparate UIs? How ready is your organization for “social” change?
-
Myth #5: Technology will make you social.
-
The reality here is that creating a social enterprise requires more than SharePoint or any technology by itself. Before you buy into a social vendor’s marketing pitch welcoming you to the social enterprise or promoting some new way to run your business, you need to determine what your objectives are.
-
-
First, Let’s Fire All the Managers
“Management is the least efficient activity in your organization.
Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly. “
-
Their job is to keep the organization from collapsing under the weight of its own complexity. Assuming that each manager earns three times the average salary of a first-level employee, direct management costs would account for 33% of the payroll. Any way you cut it, management is expensive.
-
Give someone monarchlike authority, and sooner or later there will be a royal screwup. A related problem is that the most powerful managers are the ones furthest from frontline realities. All too often, decisions made on an Olympian peak prove to be unworkable on the ground.
-
Third, a multitiered management structure means more approval layers and slower responses. In their eagerness to exercise authority, managers often impede, rather than expedite, decision making.
-
markets work well when the needs of each party are simple, stable, and easy to specify, but they’re less effective when interactions are complex
-
Managers do what markets cannot; they amalgamate thousands of disparate contributions into a single product or service
-
Wouldn’t it be great if we could achieve high levels of coordination without a supervisory superstructure? Wouldn’t it be terrific if we could get the freedom and flexibility of an open market with the control and coordination of a tightly knit hierarchy? If only we could manage without managers.
-
-
Danone dope son organisation grâce au collaboratif
“Afin de soutenir la croissance et la performance de son organisation, Danone a mis en place, dès 2008, son réseau social interne (sur logiciel IBM Connections).”
-
nous avons cherché à définir leurs attentes. La connexion, le collaboratif, l’accélération des prises de décision et l’expression de soi ont émergé comme priorités.
-
Aujourd’hui, près de 30.000 personnes s’y sont connectées, et il compte plus de 10.000 utilisateurs réguliers et 250 communautés actives. »
-
le module « message in a bottle » (message à la mer) permet de connecter des salariés ayant des problèmes à ceux ayant des solutions
-
Danone 2.0 se pose comme un outil indispensable au networking, valeur ancrée depuis longtemps dans la culture de la multinationale.
-
Pour accompagner le déploiement de l’outil, nous avons misé sur l’expertise de nos jeunes collaborateurs et eu recours au mentorat inversé
-
les utilisateurs les plus actifs du réseau ne sont pas nécessairement les plus jeunes
-
-
Apprentissages formels et informels: Leçons de la méthode Kaizen et importance du feedback
“Dans un article précédent, je vous ai présenté le modèle 70/20/10, selon lequel le développement des compétences et l’acquisition des connaissances s’effectuent pour 70% « on the job », pour 20% par les interactions avec les autres et seulement pour 10% grâce à la formation formelle.
Entre le social learning dans sa forme la plus pure et l’apprentissage le plus formalisé, il existe toute une palette de possibilités qu’il convient de ne pas délaisser. Comme le conseille le groupe de Princeton à l’origine du modèle 70/20/10, il convient d’adopter une démarche holistique en intégrant dans le même environnement l’informel et le formel.”
-
Qu’avec le elearning 2.0 , on ne change pas vraiment de logique. A l’étage supérieur, des experts décident pour les autres de ce qu’il convient d’apprendre et de comment l’apprendre. Ce contenu est poussé vers sa cible, qui a désormais des outils pour gentiment converser à l’étage en dessous. Cette sociabilisation n’est pas jamais vraiment pris en compte.
-
partir d’un contenu formel, le pousser vers ses cibles, « l’informaliser » ou plutôt pouvoir l‘enrichir de commentaires, votes, propositions de chacun avant de le reformaliser.
-
L’une des pierres fondatrices des systèmes d’amélioration continue est la méthode Kaizen. Cette méthode est basée sur le changement, l’observation des résultats, l’ajustement et la standardisation des améliorations. Changement basé sur le feedback, ajustement des comportements… Cela rappelle la substance de l’apprentissage.
-
il convient de relever que c’est l’étape « Vérifier » qui est le principal moteur de l’apprentissage.
-
cette étape est quelque chose que peu d’organisations font bien ou régulièrement. A l’inverse, elles mettent fortement l’accent sur le « Faire ». Ce qui incite les personnes à penser que la situation est figée et que rien ne pourra changer.
-
Il faut donc expliquer et faire prendre conscience que le « Faire » est une expérimentation à partir de laquelle nous devons apprendre. Sans véritable feedback, le système d’Iterative Learning ne peut fonctionner.
-
les éléments formels d’apprentissage ne sont pas des tables de lois gravées dans le marbre, mais bien des éléments qui doivent être essayés, commentés, adaptés, enrichies par toutes les dimensions de l’apprentissage informelle mis en place dans le système.
-
-
Tech Firm Implements Employee ‘Zero Email’ Policy
“You’ve got mail–not. Employees of tech company Atos will be banned from sending emails under the company’s new “zero email” policy.”
-
Atos has already reduced the number of internal emails by 20 percent in six months.
-
“We are producing data on a massive scale that is fast polluting our working environments and also encroaching into our personal lives,”
-
The company says by 2013, more than half of all new digital content will be the result of updates to, and editing of existing information. Middle managers spend more than 25 percent of their time searching for information, according to the company.
-
Atos is evaluating a number of new tools to replace internal email including collaborative and social media tools
-
-
A business within the business « Dachis Group Collaboratory
-
-
Since we have to reward people within a reasonable timeframe, many incentives tend to focus on short-term measures
-
Stock-option and profit-sharing plans reward employees when the company does well, but the larger the company, the more difficult it becomes for people to feel that their efforts have an impact on the stock price.
-
The industrial era was built on the kind of carrot-and-stick management that rewards some behaviors and punishes others. This has been successful in a world of predictability, where work can be broken down into routine tasks that can be done according to a prescribed formul
-
We will need their heads and hearts as well as their hands.
-
extrinsic rewards, such as sales commissions or other financial rewards, do work well under certain limited conditions: when a task simply requires people to follow a formul
-
But for jobs that require complex or creative thinking, extrinsic rewards can be dangerous, because they tend to restrict people’s ability to notice things on the periphery and craft novel solutions.
-
A quick look at the history of inventors and other creative people will confirm that, while creativity and invention may be necessary components of innovation, they are not sufficient if you want to achieve both innovation and business results.
-
A good incentive system should reward people for thinking and acting like owners. So is it possible to get every worker to act as if they own the business?
It is possible. And the answer is actually quite simple. The way to get everyone to act as if they own the business is to give them a “business within the business.”
-
How can you divide the labor in your organization to optimize for innovation rather than efficiency? The answer is to supplement divisional thinking with another approach that I call podular thinking.
-
People in a functional group tend to identify with each other more than they identify with the purpose of the organization.
-
In a podular organization, you divide labor into “businesses within the business,” each of which can function as a complete service in its own right. Since each pod functions as a small business, its focus remains outside the pod, on its customers
-
At Morning Star, workers manage themselves and report only to each other. The company provides a system and marketplace that allows workers to coordinate their activities. Every worker has suppliers and customers – and personal relationships – to consider as they go about their work.
-
Every employee writes a personal mission statement that describes how they will contribute to the company’s goal, and is also responsible for the training, resources and cooperation they need to achieve it
-
If a worker needs something, they can issue a purchase order. If someone needs help or identifies a new role that’s needed to do the job better, they can start the hiring process.
-
The discipline at Morning Star comes from a strong sense of mutual accountability
-
Morning Star is a marketplace, where every worker is a business within the business. You can read more about Morning Star on their website or in this excellent HBR article by Gary Hamel, First, Let’s Fire All the Managers.
-
Nordstrom’s employee handbook is so short and simple it can fit on an index card. It states:
“Use your best judgment in all situations. There will be no other rules.”
-
A Nordstrom salesperson might stay in touch with customers by Twitter, email, or whatever else is convenient. The message to customers is: however you want to buy it, however you want to interact with us, we can do it that way.
-
Nordstrom culture demands that the employee put the customer before company or profit in all decisions
-
Nordstrom employees can offer the best service in the industry because every Nordstrom salesperson operates a business within the business, backed by the full support and resources of a Fortune 500 company.
-
Rational’s goal was very transparent to everyone in the company: “Make customers successful.” Customers were served by small, autonomous pods known as field teams. Each field team operated as a fully functional, stand-alone unit, with technical and business experts working closely together.
-
The cross-functional teams at Rational were a great way to build entrepreneurial skills within the company, because every team member understood every aspect of the business
-
“You could have a team that did poorly in their overall ranking even though they made their revenue target, because their customers weren’t successful in achieving their goals
-
Semco is a self-managed company. There is no HR department. Workers at Semco choose what they do as well as where and when they do it. They even choose their own salaries. Subordinates review their supervisors and elect corporate leadership. They also initiate moves into new businesses and out of old ones. The company is run like a democracy.
-
Semco is organized around the belief that employees who can participate in a company’s important decisions will be more motivated and make better choices than people receiving orders from bosses.
-
Semler says simply, “if you want people to act like adults you need to treat them like adults.”
-
One of the principles underlying Semco’s success is the idea that every business should be small enough that each worker can comprehend it as a whole system. If a business grows to more than 150 people, Semco will split it into two.
-
Nearly a quarter of Semco’s profits go to employees, but the company doesn’t decide how to distribute it. Each quarter, the profit contribution of each unit is calculated, and 23% of profits go to that units employees, who can distribute it however they wish. So far, they have always decided to distribute that money evenly to everyone.
-
The podular organization may be unusual, but it’s not a theory. It’s a fact. It can work in retail, it can work in manufacturing, it can work in technology, and it can work for a conglomerate. It can work for private as well as publicly-traded companies. It can work for a Fortune 500 company. Can it work for you? You can only find out if you’re willing to give it a chance.
-
First, they require information to be transparent and readable by everyone; second, they require principles, platforms and culture to guide individual decisions and give cohesion to the company as a whole; third, they require people who are not territorial, who are capable of open discussion and who will hold themselves and others accountable; and fourth; they require owners and managers who are capable of trusting people and teams to make good decisions and manage their “business within the business.”
-
-
“‘Social business’, as IBM deems it, can benefit Human Resources, Customer Services and Product and Service Development.
The key benefit for each area is the improved levels of communication. For HR the increased speed of conversations will result in improved quality. Furthermore the use of social media will result in reduced employee travel and staff training – due to an ease of access to internal knowledge.”
-
The successful business of the near future will be one that harnesses this trend to deliver improvements in products and services, as well as the customer and employee experience. At the same time, it can expect to realise substantial efficiencies in its business.”
-
-
10 Presentations – Using Social Media in HR & Recruiting
“Lately, there have been several informative and helpful presentations uploaded related to using social media in HR and using social media for recruiting. Below are 10 of my favorites:”
-
Green SI: La DSI condamnée a innover… ou disparaître (partie 2): son “business model”
“Depuis son origine la DSI a été pensée sur un modèle de solidité, de sécurité (voire parfois de fermeture) et de long terme.[...]Mais force est de constater qu’en 2011, dans un environnement économique de plus en plus ouvert, toujours plus incertain, demandant plus de réactivité et où la technologie est au premier plan de l’innovation, ce modèle butte sur certaines limites. Et la gouvernance n’est pas toujours une garantie de bien faire. “
-
-
l’innovation à la DSI doit aussi se penser en termes de refonte de son business modèle et pas uniquement en innovation technologique ou intégration de la technologie dans les processus métier comme cela a été abordé en partie 1.
-
Pression économique sur les coûts, vitesse accélérée, nouvelles frontières, fournisseurs moins pertinents… il semble urgent de reconsidérer les activités de la DSI et de faire évoluer son modèle !
-
En revanche de nouvelles “zones agiles” du SI doivent fonctionner dans un mode nouveau a établir. Ces zones doivent être identifiées en fonction des enjeux de chaque entreprise.
-
Gouverner l’ensemble du système d’information de l’entreprise, jusque chez le client, dans le SaaS, sur Internet ou sur le terrain en mobilité.
-
Capitaliser sur sa double connaissance de l’entreprise et de la technologie pour mieux intégrer à son offre les points forts du marché et carrément les commercialiser en interne de l’entreprise
-
Renforcer le rôle l’architecture qui va devoir construire un SI supportant l’extension de l’entreprise numérique, l’ouverture de ses données (« open data ») et la croissance de ses flux d’information (« big data »)
-
Accompagner ce changement de posture par un marketing de la DSI et de ses services, pour accélérer ce changement de posture et poursuivre l’amélioration de l’image de la DSI en interne et en externe.
-
-
How to Make Customer Service Matter Again Part 2 – Brian Solis
“These days, customer service seems to be a contradiction of words and intentions. Year after year, customers are appealing for attention, efficiency and a communicated sense of being appreciated. After all, what is the value of customer acquisition if retention itself isn’t valued? Now with social networks becoming the preferred channel of communication among connected consumers, businesses are losing ground and faith. The reality is that customers will share their experiences whether positive or negative and they will influence the decisions of others. The question is, how are you changing your service model to shape and steer experiences that deliver value to customers and also back to your business?”
-
On either end, social media and customer service are either established or developing within the organization. While each exist, they do not naturally co-exist in regards to process, systems, vision, or collaborative workstreams.
-
Social media essentially exists within its own silo and is largely disconnected from other divisions.
-
When a customer tweets at the company with a problem, the social media team is either unqualified to respond or chooses only to focus on those interactions that correspond with their focus or the company’s marketing efforts.
-
Businesses must look at creating a holistic experience where customer service extends to social media, providing engagement and resolution at the time and place of the social expression.
-
part of the problem has to do with how customer service is measured or valued within the organization today.
-
The truth is that the service world has been broken for years because of the emphasis of handle time or calls per hour. Companies do not want to talk to you, and it shows. The fact is most do not want to Tweet with you either. Since they are worried about brand sentiment, they may appease you to shut you up. Sorry, shutting your customer up is not customer service and trying to expedite resolution isn’t a metric for the new world of consumer influence.
-
This isn’t about getting away from the customer or simply about solving problems. This is about creating exceptional and shareable experiences! Customer service can contribute to engagement, advocacy, loyalty, and what I call NPS 2.0 aka SPS (Social Promoter Score).
-
The result is support, loyalty, and advocacy. Additionally, the result of one simple post resulted in an array of influential press. I guess that says everything about that state of customer service. If businesses ask how to better help customers and press breaks out as a result, well…at least we’re on the right track.
-
Fixing customer service is not the goal here. Improving customer service and delivering an integrated experience will not only help customers feel valued, but also establish a competitive advantage. In the end, businesses that invest in customer retention and acquisition to deliver positive experiences, regardless of platform, will strengthen relationships and loyalty and additionally contribute to organic advocacy.
-
-
Thoughts on the Real Value of Enterprise Internet
“One thing that stands out for me from this dialog is that business objectives such as cohesive strategies, phased adoptions, and cross-domain political reformation are intersecting with the idea of the “Internet” in the form of cloud computing, Web 2.0 application ecosystems, and mobility. What results is a complex set of patterns — something like an abstract mosaic. “
-
To clarify: End values may sound rather bland or clichéd. Examples include things like cost-effective service delivery, business alignment
-
enabling values sound flashy and get a lot of media attention — cloud computing most of all, right now. But cloud is not the “endpoint of a journey” so much as a catalyst. Cloud, Web 2.0, and other Internet-related technologies are helping to transform the role of IT to that of a broker of services rather than a back-office purveyor of technology.
-
Optimization is not just about cost; it’s about relevance and value as well.
-
The end value of technology always resides outside it — in the human beings who consume it and in what they do with it.
-
They are all just tools to allow human beings to move forward more happily and more effectively in their lives and work.
-
-
Integrating the Interactions with the Transactions
“I recently read about the Five Top Challenges of Integrating Social Media Data with Business Applications by Elias Terman on the CTOEdge.Now it seems to me that these issues are all, or at least mostly, about how to connect old school enterprise applications of record that deal with transactions and the new school systems of engagement that deal with interactions.”
-
In today’s developed economies, the significant nuances in employment concern interactions: the searching, monitoring, and coordinating required to manage the exchange of goods and services
-
jobs involving the most complex type of interactions—those requiring employees to analyze information, grapple with ambiguity, and solve problems—make up the fastest-growing segment
-
these systems that support interactions have to integrated with the systems of record that support transactions
-
For enterprise 2.0 to truly be an enterprise operation, it needs to take in the old with the new
-
-
People And Culture Are The Biggest Barriers To Digital Transformation
“New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation.”
-
slick marketers have brainwashed senior execs into thinking that the path to digital transformation is a disruptive, revolutionary path, rather than an evolutionary process.
-
If the IT marketing people are to be believed, senior execs need to rip out their existing mission-critical tools like email and documents, and replace them with relatively unproven technologies such as blogs, wikis, and allied next-generation tools.
-
This is not digital transformation, but digital disruption, and it only serves to alienate managers and their staff
-
In the history of innovation, the “revolutionary” approach often fails, because it doesn’t take the human factor into account.
-
In lieu of a rip-and-replace strategy, companies should to take baby steps by building on the tools your organization already ha
-
By minimizing the need for workers to change their work habits, while mitigating the financial risk in investing in new and unproven technologies, a fail-safe methodology for embracing the digital transformation can be created
-
The psychology of evolutionary change is far more productive than a “rip and replace” approach
-
-
People And Culture Are The Biggest Barriers To Digital Transformation | Fast Company
-
New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation.
-
-
“” Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?”…” Ce sont les process, les indicateurs de performance ( les fameux KPI’s), et les reportings”.”
-
les entreprises ont perdu le contrôle d’elles-mêmes, surtout celles qu’on appelle les grandes entreprises, les multinationales. Elles ont souvent détruit la confiance qui a assuré le succés initial de la plupart d’entre elles
-
Dès lors qu’elles souhaitent substituer à l’initiative, à la bonne volonté ou au sérieux de leurs salariés des processus et des contrôles renforcés, elles font passer un message clair de défiance et tout le monde le comprend ainsi”.
-
Et plus il y a de ces contrôles et de ces KPI’s, plus les cadres en profitent pour se créer des zones de liberté.
-
pour les acteurs directement concernés, la forme taylorienne du travail est, là encore, trés protectrice du travail.
-
En clair, plus l’acteur est incertain, plus il a de pouvoir, et moins on peut lui faire confiance.
-
être éthique c’est précisément accepter de réduire l’incertitude de son comportement, en acceptant et en respectant des ” règles du jeu” acceptées par tous.Celles qui fixent ce qui est acceptable, et ce qui ne l’est pas, dans les relations et les comportements
-
quand il faudra détricoter les process et systèmes de contrôle qui ont amené l’entreprise dans le mur, ceux qui en seront le plus capables seront précisément ceux qui les ont mis en place, c’est à dire les managers et surtout les consultants. Il est convaincu qu’un nouveau marché s’ouvre, qui promet d’être passionnant, pour les consultants du XXIème siècle qui auront compris le virage
-
-
Perceptions on the importance of the cultural background to the adoption strategy
“Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption.”
-
Starting off with Germany – I see the majority of E20 projects based on a strong objective in improving the knowledge sharing in the company.
-
This might be explained by the more dezentralized structure of German organizations and the industry in general.
-
The key challenges of E20 initiatives in Germany is to convince people of the value of knowledge sharing – as knowledge is also seen as a highly competitive asset of both people and companies. So the success of E20 in a German-based organization lies very much upon the transformation of mindset in regards to the higher value of a knowledge-sharing co-worker. The ROI discussion of these E20 projects are therefore based on the calculation of not sharing and the lost business opportunities of the enterprise.
-
In France I see quite a number of E20 projects being built around the social
networking idea – in order to enhance the organization by the layer of digital interconnection of its peers. The objective is to support adhoc collaboration and coordination along business processes. -
the implementation of the network is at first in order to derive value from the indirect/network effects of being interconnected. This is also related to the strong notion of personal networking within the French economy – especially in the elite networks of bureaucrats and executives
-
for more information on the cadre system you might want to study the works of Geert Hofstede
-
Liens de la semaine (weekly)
-
Schumpeter: The French way of work
“In fact studies suggest that the problem with French employees is less that they are work-shy, than that they are poorly managed. According to a report on national competitiveness by the World Economic Forum, the French rank and file has a much stronger work ethic than American, British or Dutch employees. They find great satisfaction in their work, but register profound discontent with the way their firms are run.”
-
Two-fifths of employees, according to a 2010 study by BVA, a polling firm, actively dislike their firm’s top managers.
-
Whereas two-thirds of American, British and German employees say they have friendly relations with their line manager, fewer than a third of French workers say the same. Many employees, in short, agree with Ms Maier, who recommends that chief executives be guillotined to the tune of “La Carmagnole”, a revolutionary song.
-
If French work attitudes are out of the ordinary, French management methods are also unusual. The vast majority of chief executives of big firms hail from one of a handful of grandes écoles, such
-
Although the grandes écoles are superbly meritocratic—candidates compete against each other in a series of gruelling exams—their dominance of corporate hierarchies makes workplaces much less so.
-
A study of seven leading economies by TNS Sofres in 2007 showed that France is unique in that middle management as well as the lower-level workforce is largely disengaged from their companies.
-
For those farther down the ladder, French companies are hierarchical, holding no truck with Anglo-Saxon notions of “empowerment”. And bosses are more distant than ever.
-
There are important exceptions. Danone, a food-products firm, is one. It has made a big effort to promote people solely on competence,
-
The 2006 merger of Alcatel, a French telecoms-equipment firm, and Lucent, an American one, created a less hierarchical group. Alcatel-Lucent even encourages teleworking, uncommon in France because it means trusting workers not to goof off.
-
French bosses badly need to follow in the footsteps of Danone and other modernisers. If they try and fail, then at least they can blame the workers.
-
-
John Hagel on Social Technology Adoption | Collaborative Planning & Social Business
“John Hagel III co-author of the book “The Power of Pull” was invited on stage for a discussion with Dr. Pehong Chen, CEO of BroadVision about how companies are (or are not) adopting of social technologies at the Enterprise 2.0 conference in Santa Clara yesterday. I am a big fan of him and his latest book, so I took notes on how he sees companies resolving these difficulties.”
-
JH: Most companies are still trying to figure enterprise 2.0 / social business technology out. They don’t know what it is about, nor how to adopt it.
-
JH: Companies are most successful when they realize that tech by itself will not achieve anything. Instead, companies have to change the way that they work.
-
Surveys of executives show that 2/3 of executives are resistant to the use of social technology. More than 70% of employees as well. Part of this is just the tendency to stick with the familiar. Others resist because think it is added work.
-
Change management process is not a rational process. Instead, it is a political process. It is important to understand that it is about strengthening the allies, and neutralizing the enemies
-
We came up with the notion of “metrics that matter”. Different metrics matter at different levels of the organization.
-
It is better to focus on operating metrics.
-
Ask an executive “where do people spend their time?” 60-70% of time is spent on exceptions, and this generally not very visible. These are cases that have been thrown out of the automated system — and you have to resolve
-
What is social good for? Finding the right people, finding the right information, and getting them to work together
-
The other advantage, often underestimated, is making the invisible visible. Think about exceptions: because they are manually handled, there are no records. Executives can not tell you precisely how many exceptions they have.
-
The big issue in knowledge management is that the knowledge that is most valuable is in people’s heads. This means that the real job is about connecting people.
-
If the work style by nature is sharing, then everything is connected, and no additional work. But how do you change your behavior?
-
Passionate people are more connected. They instinctively reach out. A passionate employee is twice as connected. These passionate employees are more likely to connect with social software.
-
In any business process that is automated, there are always exceptions that fall out of the normal processing. As I mentioned before, social software is perfect for picking up those exceptions.
-
-
Être un prof numérique « Techniques innovantes pour l’enseignement supérieur
-
Mercredi, j’aurai la joie de participer à un séminaire à l’ENVSN, des e-formateurs du ministère des sports. Le titre officiel de mon intervention est «Concevoir et animer un environnement numérique d’apprentissage et/ou de formation», ce qui peut se résumer à « être un prof numérique ».
-
-
-
Does SharePoint Have Future As A Social Platform? – The BrainYard – InformationWeek
“Analysts speaking at Enterprise 2.0 say Microsoft’s collaboration platform is more than a portal, but less than a social network.”
-
When Wylie asked Koplowitz whether SharePoint was “just a portal,” his answer was an emphatic “no” because, although SharePoint includes a portal, it provides many other capabilities. Yet when asked if SharePoint was a social network, Koplowitz shook his head and said, “it’s a lot better portal than it is a social platform.”
-
SharePoint 2010 provides basic building blocks, including user profiles and activity stream updates, but transforming it into a satisfying corporate social network requires either a healthy dose of configuration and customization, or the addition of third-party software such as NewsGator Social Sites.
-
“They’ve built a decent platform for lightweight file-oriented collaboration,”
-
“But SharePoint only provides two of the 10 or 11 key applications enterprises are looking for” in a social platform, he said.
-
the pace of change in enterprise social networking might slow down, given that enterprises are already having trouble digesting the features that are available today. In that case, even “a slow-moving platform like SharePoint” might be able to catch up, Koplowitz said.
-
On the other hand, he would not recommend an organization with no previous SharePoint investment adopt the platform as the foundation for enterprise social networking–certainly not unless you want to take advantage of SharePoint’s other features.
-
-
Paroles d’experts vs attentes clients : une étude exclusive
“L’idée de cette étude est simplissime : les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?”
-
les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?
-
- 33% des experts y font référence, et cela donne lieu à un discours bien alimenté autour des thématiques suivantes:
- La capacité de l’entreprise à s’affranchir des procédures, à se rendre flexible.
- La nécessité de personnaliser au maximum la relation.
- La prise de conscience du besoin d’hyper réactivité du consommateur, et la façon d’y répondre.
- La capacité à se démener, à se ‘plier en quatre’ pour satisfaire la demande client.
-
-
La référence au besoin de transparence des clients (attente consommateur d’une information objective, non-commerciale, non biaisée pour pouvoir faire ses choix de consommation en toute connaissance de cause, besoin grandissant de confirmations écrites des accords verbaux, transparence tarifaire, etc…) apparait de façon plus marginale (exprimée par moins de 10% des experts).
-
L’attente de confiance (consommateurs qui attendent des marques qu’elles leur fassent ‘a priori’ confiance, en évitant de remettre en cause leurs dires) est ,elle, quasiment absente du discours….
-
Enfin, quatre experts (sur 100 !) seulement font référence au besoin de prévenance des consommateur
-
Plus fondamentalement, les Entreprises ont un mal fou à s’ouvrir vers l’extérieur car elles ont souvent le sentiment de s’exposer.
-
La faible intégration de l’attente de confiance relève aussi d’un phénomène culturel aussi. Les Entreprises françaises restent très suspicieuses à l’endroit de leurs clients.
-
Les notions mises en avant jusqu’à 2008 (“communauté”, “proximité”…) se sont quasiment effacées des réponses…
…pour laisser place à d’autres champs d’exploration : la “conversation”, ou le “multi canal”. De même, le souci de “faire émerger la voix du client”, de “penser client” se substitue peu à peu à la nécessité de répondre aux ‘attentes, aux besoins des clients’, plus prégnante lors des interviews les plus anciennes.
Keynote Slides: Social Readiness: Architecting a Connected Enterprise
“I’m speaking to 1000 attendees here at KMWorld in Washington DC, on building your social business in the right way. I’m here to share Altimeter’s recent research on Social Business Readiness (read full report) which researched how advanced companies are preparing internally, you can read the whole report, and see slides below. “
“Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many organizations, transforming business processes and raising performance.”
-
When adopted at scale across an emerging type of networked enterprise and integrated into the work processes of employees, social technologies can boost a company’s financial performance and market share, respondents say, confirming last year’s survey results.
-
But this is a very dynamic environment, where the gains from using social technologies sometimes do not persist, perhaps because it takes so much effort to achieve them at scale.
-
Many believe that if organizational barriers to the use of social technologies diminish, they could form the core of entirely new business processes that may radically improve performance.
Why Teams Fail — and What to Do About It
“To unleash the creative potential of teams, HR leaders must help set a solid foundation, provide insights so team members can successfully cope with differences and coach team leaders on positive ways to approach the collaboration so the team will be high-performing, “
-
Human resource executives can help their organizations use teams more effectively by providing resources for team leaders to deal with friction, dissension and dissatisfaction head on. When this happens, teams not only produce outstanding results but also unleash the creativity of team members and build commitment to the organization and its goals.
-
Lack of support for a team culture. This shows up in various ways, all of which are damaging. For example, management “empowers” the team, but still demands that everything be cleared through senior leadership, or management refuses to decrease other responsibilities for people participating on the team.
-
Lack of effective or shared leadership. A high-performing team is one in which leadership is shared, and each and every member is responsible for team functioning. The goal of the team is to be self-managing.
-
* Poor use of teams. Not all organizational challenges require a team; some are better handled by individuals. A team is appropriate when multiple skills and perspectives are needed to accomplish the goal.
-
Purpose. This is the most central piece. What is the work of the team? Why is it important and whom does it serve? This provides a guide for assigning goals, roles and strategies. It’s the glue that holds the team together and makes the team members mutually accountable. The purpose should be an overarching, motivating goal focused on meeting the customer’s needs.
-
Values and Norms. Values are the enduring beliefs that guide team actions. Values define what is fundamentally right and important.
-
Team Initiatives are broad areas of focus derived from the team’s purpose. They include specific goals (measurable outcomes) with timelines and roles that define individual responsibilities.
-
Another way that HR leaders can help a team perform better is to provide training and guidance for effectively dealing with differences. This includes reminding the team that differences are inevitable when passionate people work together. It’s important that teams view friction and disagreement as a healthy stage of team development instead of something to avoid.
-
As an HR professional, the main goal at this stage is to remind team leaders that people want to be heard and to build an environment that allows that.
-
Mistrust or uneven communication. If some people on the team are dominating the conversation while others sit silent or appear to have dropped out, a leader might stop the process and ask each person what he or she needs from others to feel effective in the group.
-
Approaching team leadership from a servant leader mind-set. In the same way that a human resource executive serves as a resource to teams within the organization, they also need to help team leaders see themselves in that same light.
”
Lorsque l’on évoque Médias Sociaux et de Ressources Humaines, on pense encore trop souvent au seul recrutement. Or, les médias sociaux, parce qu’ils modifient en profondeur les méthodes de travail et les relations professionnelles entre collaborateurs, sont (ou devraient) être au coeur des problématiques de nombreux acteurs RH, et pas uniquement ceux en relation avec les candidats.”
-
bien que concernés depuis longtemps, les recruteurs ont encore un usage hétérogène des réseaux sociaux comme outil de communication de recrutement ou comme vivier de candidats.
-
Les relations écoles : ces relations directes avec les étudiants font des campus managers des candidats idéaux pour les médias sociaux. E
-
Rien n’est plus facile que d’associer présence physique et à distance en fonction d’une définition d’écoles prioritaires et d’autres de moindre priorité. Et ici aussi les interlocuteurs sont déjà présents : la plupart des écoles ont intégré un community manager.
-
Les gestionnaires des hauts potentiels : combien de ces équipes RH ont intégré dans les parcours de leurs collaborateurs cibles le sujet des médias sociaux ? Ces hauts potentiels ont pourtant une responsabilité centrale dans la préparation de l’avenir de l’entreprise.
-
Mais cela ne doit pas empêcher de s’y préparer : il est aisé d’imaginer les opportunités que pourront représenter les réseaux d’entreprise pour identifier, faire grandir les compétences et matcher les stratégies globales des entreprises avec les aspirations individuelles des collaborateurs.
Separate Social Media From Marketing
“Indeed: the marketing organization has put social media technologies to work with very visible effect.
But we need to break out social media and talk about more than marketing and technology. Instead, we need to talk about what social media enables: the ability to collaborate in new ways — which is particularly important for business leaders interested in creating more collaborative, innovative, and engaging organizations. “
-
An executive may boast, “We have Twitter and SharePoint, and we’re on Facebook.” But if you were to ask the executive how social media is positively impacting business results, you may raise a significant issue
-
To achieve those ends — we’ve described these as attributes of a “social organization” — it takes more than setting loose the technology and praying that something good will happen.
-
Mass collaboration gives an organization the ability to amplify its capabilities by raising the engagement, innovation, and involvement of people, internally and externally.
-
Social media requires more than new technology, and its application can breathe new life into business processes, practices, and challenges.
-
If we don’t break out social media from marketing, it will likely join other technologies that remain popular buzzwords but have fallen short of their potential value
-
So as a business leader, talk about social media technology, celebrate the marketing results it achieves, but recognize that this is just a start. Break out social media from its marketing beachhead. Think about how you can create mass collaboration and become a social organization.
Liens de la semaine (weekly)
-
IBM’s Galactic Intranet Redesign & The Death of the Intranet
“A team of more than 40 IBM consultants have undertaken a massive redesign of IBM’s web properties: a galactic redesign that includes both the external website and internal intranet.
The core objective: a Single design system that converges the intranet (W3) and Internet standards, incorporates reusable design patterns and evolves the design system through collaboration.”
-
ntroduce IBM experts, innovators, collaborators across the web, both internally and externally (.com and external web)
-
The new design uses darker and more subdued colors in the masthead and footer but brighter colors and more readable fonts in the content space making it easier for you to focus on where the real action is happening on the page: the content space!!,
-
The new design makes it incredibly easy for you to add and remove widgets from the page, to change the layout of the page, and even allows you to easily add and remove your own pages customizing each for the way YOU work
-
Dynamic delivery of merchandising and Expertise Locator services through our services
-
No longer is there a single information workplace. No longer are we bound by the strict confides of a firewalled digital destination. The way we work transcends the binary notions of ‘internal’ and ‘external’. The body of knowledge we access and to which we contribute is now globally distributed across individuals, communities and disciplines. And our communication is constant, immediate and ubiquitous.
-
As an organization, we must reconceive how to serve and empower a global workforce – professionally and culturally – in a way that enables everyone to achieve his or her full potential.
-
evolving from distinct toolkit to integrated service; from a walled garden to a mode of engagement. W3 can become the service through which digital citizens (users/employees) engage to make the world work better.
-
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 partner
-
-
“Innovation et entreprise sont désormais étroitement corrélées”
“Répondre aux demandes du marché nécessite un recours à une innovation permanente. Dans cette optique, faire de ses employés les premières sources d’innovation peut être intéressant. “
-
. Par exemple, chez TIBCO, plus de 50% de nos revenus proviennent de produits qui n’existaient pas il y a de cela 5 ans. C’est bien simple, il faut innover en permanence
-
Il faut avoir plusieurs coups d’avance sur le marché, et cela passe par une innovation intégrée au process de fonctionnement de l’entreprise.
-
Il faut se dire tout simplement que l’innovation ne peut plus se contenter d’être un service spécifique au sein de l’entreprise, mais bien le fait de tous les employé
-
A mon sens, on ne pousse pas les employés à innover : l’argent ne fera pas naître l’idée. L’envie et l’acte doivent venir des employés eux-mêmes
-
Et pour en revenir à cette notion de récompense, celle-ci doit évidemment intervenir à la fin, mais comme moyen d’entretenir l’innovation, et non comme moyen de l’initier.
-
-
Why Taylorism prevails in the knowledge economy (and what to do about it)
“I have been blogging quite substantially about Lean Management lately and I have noticed a common purpose with Agile methodologies (which get me blogging 4 years ago) and Enterprise 2.0 (which has kept my blogging busy for the last 2 years) : they all address complexity and permanent change, the key characteristics of our business world. This is one of the key ideas of the great book by Yves Caseau Processus & Entrerprise 2.0 [FR].”
-
We use the latest technologies, we mention innovation in every other sentences and yet we lag behind manufacturing in terms of management innovation as they’ve successfully implemented Lean Management.
-
Right now, your company has 21st-century Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles.
-
didn’t have management educational background and who innovated in management because they never were told what NOT to do during an MBA.
-
I’m not sure about MBA’s (we even have in France an Enterprise 2.0 Institute under the lead of Richard Collin). But for sure, these sciences are not taught in IT Universities as Laurent Bossavit noted.
-
If we want people on organisations to understand the complexity we are in, to be able to assess how appropriate Lean/Agile/Enterprise 2.0 are to tackle it and how inappropriate Taylorism is, we need to add Cognitive and Behavioural sciences in their curriculum and trainings.
-
Why would they spend their energy putting people in the best position to succeed, and losing all the credit they used to get from their team work ?
-
learning requires humility. Managers enjoying their status are not really subject to humility.
-
Middle Managers play a key role in the knowledge creation process. They synthetize the tacit knowledge of both front-line employees and senior executives, make it explicit, and incorporate it into new products and technologies
-
Taylorism prevails because Agile / Enterprise 2.0 don’t provide enough credibility and factual data regarding what they’re bringing in terms of operational benefits
-
Do not (only) rely on “rah rah” rhetoric to sell the case of Agile/Enterprise 2.0. Provide regular scientifically measured set of data proving the value of these methodologies as Lean has been doing ever since it appeared.
-
-
“In today’s increasingly dynamic business environment, organizations must continuously adapt to survive. Ironically, change management has become a major bottleneck. Inefficient offline reviews are disconnected from daily operations and unresponsive to evolving requirements. Organizations’ need a practical mechanism for managing controlled variance and change in-flight to break the logjam.”
-
The more flexible an organization’s systems infrastructure, the better it can support desired or necessary change
-
The last forty years of mainstream business computing brought tremendous efficiencies through standardization, but this was predicated on relatively static models of processes, data, and capabilities.
-
The modern systems infrastructure simply wasn’t designed to adapt.
-
Ironically, change management programs have become the chokepoint for Enterprise Agility, an inefficient rate-limiter.
-
This suggests a flexible collaboration layer that enables dynamic interoperability between people and data, capabilities and policies
-
Organizations must find ways to efficiently satisfy individual requirements [4]. This represents a phase change from the age of standardization to the age of specialization
-
The Enterprise needs a new form of Collaboration Architecture to engage people [6] with the latitude to improvise, while providing for transparency, governance and audit
-
Following a linear process regardless of circumstances is nonsensical. We can’t anticipate all scenarios; an unrelated chain of events can impact best laid plans.
-
Rather than focusing on standard procedures, people need the authority to flexibly meet corporate objectives. People need to be able to respond to the environment, to adjust plans to keep goals in sight.
-
he standardization of business processes removed human discretion, problem solving, and innovation.
-
Social needs to be integrated into process itself, it has to be able to direct the flow otherwise it is simply chatter that is ultimately still dependant on conventional change management schemes. Processes need to become 2-way conversations.
-
Enterprise Social Collaboration is not about liberation, it’s about optimizing work
-
In combination the two provide for an integrated feedback loop [11] where the system both responds in context and enables process participants, based on authority, to ‘negotiate’ system requirements for their circumstances. This new form of ‘integrated’ collaboration supports real-time alignment of all stakeholders around business goals.
-
While the Web introduced the notion of self-directed navigation of linked content, popular social sites facilitate distributed collaboration, and consumer apps have introduced the notion of context-awareness, there hasn’t been a unified approach to Information System Agility.
-
it is necessary to re-think information systems architecture. Using same old methods and expecting different results is what Einstein called the definition of insanity
-
We need software architecture to support a looser form of application design that is not just modular, but can be contextualized and adaptive.
-
-
Gary Hamel on “Hacking Management 2.0″
“Over the last decade, the Internet has had a profound impact on business. It has spawned a slew of new business models and has helped make operating models vastly more efficient. By contrast, the Web’s impact on management models has been relatively modest.”
-
These include a rapidly accelerating pace of change, a growing swarm of unconventional rivals, crumbling entry barriers, a rapid transition from the “knowledge economy” to the “creative economy,” intensifying competition for talent and a profusion of new stakeholder demands.
-
organizations will need to become far more adaptable, innovative, inspiring and accountable than they are right now.
-
Before the Web, it was hard to imagine alternatives to management orthodoxy. But the Internet has spawned a Cambrian explosion of new organizational life forms–where coordination occurs without centralization, where power is the product of contribution rather than position, where the wisdom of the many trumps the authority of the few, where novel viewpoints get amplified rather than squelched, where communities form spontaneously around shared interests, where opportunities to “opt-in” blur the line between vocation and hobby, where titles and credentials count for less than value-added, where performance is judged by your peers, and where influence comes from sharing information, not from hoarding it.
-
And complex coordination tasks, like those involved in the design of a new aircraft, still require a dense matrix of “strong ties” among critical contributors, rather than the “weak ties” that are typical of web-based communities
-
If we can find ways of transplanting the Internet’s DNA into our organizations—the interwoven values of transparency, collaboration, meritocracy, openness, community and self-determination—we may have the chance, at last, to overcome the design limits of Management 1.0
-
-
IBM Watson and the Future of Work
“Watson is designed to augment (improve) our capacity to think through complex problems, ask the right questions, judge possible solutions and make informed confident decisions based on real-world data that exists within our own memory banks and beyond.”
-
IBM Watson™ and Apple Siri™ are early signals of what might transform work and lifelong learning around software based personal assistants that push human beings to think more deeply and broadly about questions, answers and their personal confidence levels in making decisions.
-
1) Natural Language Matters
Watson is not alive. It is not artificial intelligence. But it can (better than any other system on Earth today) understand the nuanced elements of meaning created by natural language. -
2) Knowledge in a Box Matters
The web revolutionized access to information, but has also led to a world with too much information — and at times – too much inaccurate information. -
Knowledge requires filters for transparency, authentication and accountability. There is benefit to controlling information in a silo that is constantly updated.
-
Watson does not give you a list of websites, it gives you the answer(s).
-
Watson knows that it is not perfect. IBM recognizes that technology cannot deliver certainty on demand.
So Watson embraces uncertainty and is honest about its confidence level with each response.
-
Imagine a work environment where people are honest and transparent in their knowledge level – and confidence level to respond to a particular question!
-
-
Turn around and face the market
“Paying attention to customers seems like such a fundamental thing. So why do so many companies do it so poorly? How do companies lose touch with their customers, and lose their grip on the realities of the marketplace?”
-
Without question, customers are the single biggest factor in any company’s long-term growth and profitability. And yet, as companies grow, distractions multiply. Success can create such a dazzling array of opportunities that companies try to capitalize on too many of them, over-expanding and diluting their offering
-
Caught up in whirlwind growth, some companies become distracted by a landscape of opportunity and try to do everything just because they can.
-
“Obsessed with growth, we took our eye off operations and became distracted from the core of our business” says Howard Schultz, Starbucks CEO, in Onward: How Starbucks Fought for Its Life without Losing Its Soul.
-
While trying to do too many things can be a problem, a focus that’s too narrow can be equally problematic.
-
“They just could not seem to see that they were in the information business… Xerox had been infested by a bunch of spreadsheet experts who thought you could decide every product based on metrics. Unfortunately, creativity wasn’t on a metric.”
-
But history has shown over and over that you can’t protect your customers from new, disruptive innovations, and if you’re not willing to cannibalize your business then someone else will.
-
When a company is large and successful, its size can be its worst enemy, especially when it is so dominant that it lacks serious competition. A company culture that drove success in the early days can become overly codified, rigid and ritualistic over time.
-
Name a company you love, a company you are loyal to, a company you buy things from all the time, and you will inevitably find a company that’s connected to its customers; that knows who they are and what they care about.
-
But some things won’t change. Customers will always want great experiences, great service, convenience, selection, low prices and fast delivery.
-
When in doubt, don’t look inside your company for answers. Turn around and face the market. Get back in touch with your customers.
-
Why? In some cases they don’t understand how social networks will impact the business. They can’t see a clear path or understand the implications. In most companies, however, there are a few people who do understand. But bureaucracy, corporate culture, blind spots, fear and risk-avoidant behaviors stand in their way.
-
-
“Technology does not determine social and organizational change, but it does create new opportunity spaces for social innovations like new employment forms. Partial employment for young unemployed people is becoming much easier than before, and truly global task-based work is becoming possible, perhaps for the first time in history.”
-
The opportunity today is in new relational forms that don’t mimic the governance models of industrial, hierarchical firms. We are already witnessing the rise of very large-scale efforts that create tremendous value in a very new way.
-
The production of information goods requires more human capital than financial capital. It is more about connecting with brains than connecting with money. And the good news is that you are not limited to the local supply. Work on information products does not need to be co-located. The architecture of work does not resemble a factory any more.
-
Our management and organizational thinking is derived from the era of tangible goods production and high-cost/low-quality communications.
-
Almost all economic theories make the same assumption: the employer – employee relationship makes work possible.
-
The other taken for granted assumption is that it is the independent employer/manager who exercises freedom of choice in choosing the goals and designing the rules that the members of the organization are to follow. The employees of the organization are not seen autonomous
-
In contrast to the above, digital work has brought about circumstances in which the employee in effect chooses the purpose of work, voluntarily selects the tasks, determines the modes and timing of engagement, and designs the outcomes. The worker here might be said to be largely independent of some other person’s management, but is in effect interdependent
-
The interdependent, task-based worker negotiates her work based on her own purposes, not the goals of somebody else, and chooses her fellow workers based on her network, not a given organization.
-
The organization is not a given hierarchy, but an ongoing process of organizing.
-
The factory logic of mass production forced people to come to where the work is. The crowdsourcing logic of mass communication makes it possible to distribute work to where the people are, no matter where on the globe they may be.
-
Knowledge work is not about jobs or job roles but about tasks.
-
-
A new social contract for creative work
“I’ve been saying for a while that simple and merely complicated work will continue to get automated and outsourced (read this post if you don’t believe it or look at this example of legal work getting automated). To keep a job in the creative economy (with core skills of Initiative, Creativity & Passion) one must become an indispensable linchpin in the organization.”
-
“First we automated menial jobs, now we’re automating middle-class jobs. Unfortunately, we still demand that people have a job soon after becoming adults. This trend is going to be a big problem…”
-
I think more opportunities are being created than destroyed, but our institutions and our cultural mindset still are not ready for this change.
-
The indicators that the underlying nature of work and wealth generation have changed are everywhere.
-
- Abolish the organization chart and replace it with a network diagram (some new tech companies have done this).
- Move away from counting hours, to a results only work environment (with distributed work, this is becoming more common).
- Encourage outside work that doesn’t directly interfere with paid work, as it will strengthen the network (such as Google’s 20% time for engineers).
- Provide options for workers to come and go and give them ways to stay connected when they’re not employed (like Ericsson’s Stay Connected Facebook group). Build an ecosystem, not a monolith.
-
-
What Is Employee Turnover Costing You? Part 2
“Employee turnover is a natural occurrence in the business world. But it can also be a costly one. As mentioned in previous posts, there are several areas that contribute to the high cost of employee turnover.
Let’s look at where the first dollars are spent when an employee leaves and a company is suddenly faced with an empty position.”
-
The cost of knowledge, skills and contacts the employee leaving is taking with them. Depending on how long the person was in the position, the experience and networking gained are sure to be incredible resources, resources the organization will have to calculate as lost.
-
The cost of losing customers. The employee leaving may take their customers with them which results in a loss of profit. Or it could cost the company more to try and retain those customers
-
-
Enterprise Tagging Service social software saves IBM $4.6 million a year
“Measuring ROI on social software is an elusive topic, so it’s wonderful when I find projects that have managed to quantify it in some way. The following story focuses on a particular task, that of social tagging.
The Enterprise Tagging Service in IBM aims to provide an alternative approach to helping people find information compared to traditional search engines. Search based on keyword analysis often relies on a taxonomy that is rigid due to the way the software performs its structural analysis of web pages, identifying and classifying the keywords. Social tagging allows people to add human semantics to keywords that they define that sometimes can amount to finding a resource faster based on what people think is relevant. “
-
The ETS team instituted a survey to ask users howthis tool helped them. What they found was amazing when you look at itin context: the average person saved 12 seconds, across the 286000+searches performed through ETS each week. This sums up to 955 hourssaved each week across the company. In terms of cost savings, itamounts to a rough estimate of $4.6 million a year, in terms ofproductivity gain. The reusability of this page widget also resulted in$2.4 million in cost avoidance (reimplementing this for eachsite).
-
in other words, the knowledgedoes not get balkanized into separate tag systems, running in theclassic problem of information getting locked away in pockets in theorganization
-
-
Understanding what “Adaptive” means
“While Case Management has been a universally hot topic in the past year, there are various modifiers put in front of it: Advanced, Dynamic, and Adaptive. In this post I attempt to explain why “Adaptive” is the right concept and why that is so important.”
-
Adaptiveness is not simply the capability to increase or decrease muscle size. Instead it is more about the ability of the muscle to self-modify to fit the situation;
-
Homeostatis is the idea that an adaptive system responds to external changes in such as way as to keep certain aspects constant.
-
We talk about a good ACM system facilitating what the professional wants (needs) to do. Professionals play active roles in adapting the system to their needs. We can think of this as being self-modification because there is no external software professional, or process analysts, needed: the professional can adapt the system anyway necessary to meet the constantly changing requirements.
-
Human organizations are also naturally adaptive. The day to day decisions are decentralized and delegated to front line workers. Different divisions compete for scarce resources, and good management will shift resources as needed.
-
Adaptiveness presents a kind of homeostasis that allows an organization to keeps its character and form over the years even though people within the organization are constantly coming and going.
-
For case management to be successful, it needs to be adaptive. It needs to be under the control of the case managers to be in a position to sense and respond to the situation.
-
But “dynamic” means only that something “moves” and “changes”. The term dynamic tells you nothing about the agent causing the change. An oppressive dictator can be dynamic, but never adaptive.
-
Liens de la semaine (weekly)
-
L’entreprise adaptable : démocratique et 2.0 | Le Cercle Les Echos
“Un livre vient de paraître sur une forme de démocratie dans l’entreprise : l’intra-entrepreneuriat. C’est l’occasion de faire le point sur ce qu’il convient d’entendre par “démocratie en entreprise”, une entreprise composée d’égaux, c’est-à-dire fonctionnant en pairs à pairs (peer-to-peer) et non de pères à fils (supérieurs à subordonnés).”
-
C’est contractuel. Si le salarié est payé, c’est précisément pour obéir à des ordres auxquels il n’accepterait pas de se plier sans cette compensation.
-
Ce qu’il y a de commun à toutes ces tentatives, c’est la volonté de sortir du salariat pour libérer le travailleur, tant il semble y avoir incompatibilité entre salariat et autonomie. Or, le tour de force auquel s’essayent les auteurs du “pouvoir” au-delà du pouvoir, c’est de libérer le travail de toute domination de l’homme sur l’homme à l’intérieur même du salariat.
-
Rassembler des salariés qui soient en même temps leur propre chef, en une communauté d’intra-entrepreneurs coconstructeurs de leur entreprise, telle est l’ambition du modèle organisationnel proposé dans cet ouvrage.
-
-
L’entreprise est-elle par nature non démocratique ?
“Comment concilier le souci d’efficacité économique avec l’exigence de démocratie ? Comment se fait-il que nous acceptions d’être dirigés au travail d’une manière que nous refuserions au-dehors ? La démocratie a-t-elle sa place dans l’entreprise ? Est-ce une utopie ?”
-
Chez l’une comme chez l’autre de ces démocraties entrepreneuriales, les chefs ne tiennent pas d’abord leur pouvoir de leur hiérarchie mais de leur base : ils peuvent être destitués si leur évaluation par leurs subordonnés s’avère défavorable.
-
le projet politique interne est indissociable de l’ambition économique : tant Ricardo Semler, le fondateur de Semco, que Michel Hervé, le fondateur du groupe Hervé, considèrent qu’un succès économique durable passe par la satisfaction des besoins politiques de leurs salariés, et que le premier d’entre eux étant l’autonomie, il faut par conséquent qu’ils puissent se gouverner eux-mêmes.
-
Raison pour laquelle leurs salariés se fixent leurs propres règles de fonctionnement ainsi que leurs objectifs professionnels, comme des adultes responsables.
-
la volonté de ne pas infantiliser leurs salariés, contrairement à ce qui se passe dans tant d’entreprises qui contrôlent par le menu les heures d’arrivée et de départ, la présence aux réunions, les allers-venues sur Internet, qui punissent en cas d’erreur ou de non suivi de la procédure, etc.
-
contrairement à une idée reçue, les hommes ne « sont », à proprement parler, ni bons ni méchants, ni naturellement altruistes (comme le croient les anarchistes) ni naturellement individualistes (comme le croient nombre de libéraux) : ils sont capables de l’un comme de l’autre, et c’est le milieu dans lequel ils évoluent qui les rend tels ou tels.
-
une organisation du travail fondée sur la confiance a priori verra se multiplier les salariés responsables, autonomes et proactifs, à la hauteur des espérances mises en eux.
-
La démocratie dans l’entreprise semble avoir de beaux jours devant elle : elle répond à une aspiration de plus en plus forte de la société, elle augmente le bien-être au travail, elle accroît l’engagement des salariés, elle « remet l’humain au centre », elle permet de générer de l’intelligence collective mieux qu’aucune autre organisation du travail
-
La vraie utopie est en réalité du côté des entreprises classiques, qui s’obstinent à croire que les hommes se motivent « au bâton et à la carotte »
-
-
In Brazil, where paternalism and the family business fiefdom still flourish, I am president of a manufacturing company that treats its 800 employees like responsible adults. Most of them –including factory workers – set their own working hours. All have access to the company books. The vast majority vote on many important corporate decisions. Everyone gets paid by the month, regardless of job description, and more than 150 of our management people set their own salaries and bonuses.
-
In Brazil, where paternalism and the family business fiefdom still flourish, I am president of a manufacturing company that treats its 800 employees like responsible adults. Most of them –including factory workers – set their own working hours. All have access to the company books. The vast majority vote on many important corporate decisions. Everyone gets paid by the month, regardless of job description, and more than 150 of our management people set their own salaries and bonuses.
-
Management associations, labor unions, and the press have repeatedly named us the best company in Brazil to work for. In fact, we no longer advertise jobs. Word
-
Semco has three fundamental values on which we base some 30 management programs. These values – democracy, profit sharing, and information – work in a complicated circle, each dependent on the other two.
-
The first of Semco’s three values is democracy, or employee involvement. Clearly, workers who control their working conditions are going to be happier than workers who don’t.
-
We found four big obstacles to effective participatory management: size, hierarchy, lack of motivation, and ignorance.
-
it’s clear that several thousand people in one facility makes individual involvement an illusion.
-
there were too many managers in too many layers holding too many meetings. So we decided to break up the facility into three separate plants.
-
I don’t claim that size reduction alone accomplished all this, just that size reduction is essential for putting employees in touch with one another so they can co-ordinate their work
-
The organizational pyramid is the cause of much corporate evil, because the tip is too far from the base. Pyramids emphasize power, promote insecurity; distort communications, hobble interaction, and make it very difficult for the people who plan and the people who execute to move in the same direction.
-
One tiny, central circle contains the five people who integrate the company’s movements. These are the counselors I mentioned before. I’m one of them, and except for a couple of legal documents that call me president, counselor is the only title I use. A second, larger circle contains the heads of the eight divisions – we call them partners. Finally, a third, huge circle holds all the other employees.
-
The linchpins of the system are the co-ordinators, a group that includes everyone formerly called foreman, supervisor, manager, head, or chief. The only people who report to co-ordinators are associates. No co-ordinator reports to another co-ordinator – that feature of the system is what ensures the reduction in management layers.
-
Managers and the status and money they enjoy – in a word, hierarchy – are the single biggest obstacle to participatory management.
-
We insist on making important decision’s collegially, and certain decisions are made by a company-wide vote.
-
Employees also outvoted me on the acquisition of a company that I’m still sure we should have bought. But they felt we weren’t ready to digest it, and I lost the vote. In a case like that, the credibility of our management system is at stake. Employee involvement must be real, even when it makes management uneasy. Anyway, what is the future of an acquisition if the people who have to operate it don’t believe it’s workable?
-
We have other ways of combating hierarchy too. Most of our programs are based on the notion of giving employees control over their own lives. In a word, we hire adults, and then we treat them like adults.
-
One of my first moves when I took control of Semco was to abolish norms, manuals, rules, and regulations. Everyone knows you can’t run a large organization without regulations, but everyone also knows that most regulations are poppycock.
-
It’s also true that common sense requires just a touch of civil disobedience every time someone calls attention to something that’s not working
-
So we replaced all the nitpicking regulations with the rule of common sense and put our employees in the demanding position of using their own judgement.
-
No one checks expenses, so there is no way of knowing. The point is, we don’t care. If we can’t trust people with our money and their judgement, we sure as hell shouldn’t be sending them overseas to do business in our name.
-
We encourage – we practically insist on – job rotation every two to five years to prevent boredom.
-
By the same logic that governs our other employee programs, we have also eliminated time clocks. People come and go according to their own schedules
-
The union has never objected because the initiative came from the workers themselves. It was their idea.
-
When we introduced flexible hours, we decided to hold regular follow-up meetings to track problems and decide how to deal with abuses and production interruptions. That was years ago, and we haven’t yet held the first meeting
-
We form the groups, but they find their own leaders. That’s not a lack of structure that’s just a lack of structure imposed from above.
-
Everyone agrees that profits should belong to those who risk their capital, that entrepreneurial behavior deserves reward, that the creation of wealth should enrich the creator. Well, depending on how you define capital and risk, all these truisms can apply as much to workers as to shareholders.
-
Profit sharing won’t motivate employees if they see it as just another management gimmick, if the company makes it difficult for them to see how their own work is related to profits and to understand how those profits are divided.
-
In Semco’s case, each division has a separate profit-sharing program. Twice a year, we calculate 23% of after-tax profit on each division income statement and give a check to three employees who’ve been elected by the workers in their division. These three invest the money until the unit can meet and decide – by simple majority vote – what they want to do with it.
-
But nothing matters more than those vital statistics – short, frank, frequent reports on how the company is doing. Complete transparency. No hocus-pocus, no hanky-panky, no simplifications.
-
On the contrary, all Semco employees attend classes to learn how to read and understand the numbers, and it’s one of their unions that teach the course.
-
Many of our executives were alarmed by the decision to share monthly financial results with all employees
-
If executives are embarrassed by their salaries, that probably means they aren’t earning them.
-
In preparing budgets, we believe that the flexibility to change the budget continually is much more important than the detailed consistency of the initial numbers.
-
And that’s all there is to it. Participation gives people control of their work, profit sharing gives them a reason to do it better, information tells them what’s working and what isn’t.
-
So we don’t have systems or staff functions or analysts or anything like that. What we have are people who either sell or make, and there’s nothing in between
-
Everybody knows the price of the product. Everybody knows the cost. Everybody has the monthly balance sheet that says exactly what each of them makes, how much bronze is costing us, how much overtime we paid, all of it. And the employees know that 23% of the after-tax profit is theirs.
-
And because we’re so strict with the financial controls, we can be extremely lax about everything else. Employees can paint the walls any color they like. They can come to work whenever they decide. They can wear whatever clothing makes them comfortable. They can do whatever the hell they want. It’s up to them to see the connection between productivity and profit and to act on it.
-
-
CIA establishes online worldwide intelligence data bank
“The concept of information sharing by the CIA is considered an oxymoron by some, but the agency has become a leader in this area. The changes came after perceived failures related to 9/11 and the Iraqi weapons of mass destruction debacle.
The CIA responded to those lapses by establishing an online data-sharing environment, the Worldwide Intelligence Review (WIRe). “
-
Our business is about information sharing. We’ve become a leader in information sharing. What good is a piece of data if the right people can’t use it to make an informed decision
-
One key focus for WIRe is to let users find data that they might not know exists. That has to be balanced with the need for security. Those opposing challenges are resolved by showing users names and headlines for reports, articles and other files, along with information on their security level. Sometimes users will see nothing more than an article number, other times they may see the first page of a document based on their security level.
-
Another major focal point is to provide links to other files that may help WIRe users connect the dots and
-
Knowledge is no longer seen as discrete; each piece is presented in context. We provide relationships we’ve discovered between files, and users can create tagging structures or other links that we didn’t make
-
. Now we lead the field, and people realize we do share information,
-
-
Demain, la société de l’interaction et de la complexité, par Serge Soudoplatoff
“l est traditionnel de cataloguer Internet dans la catégorie des médias. Après la radio, la télévision, les journaux, voici maintenant Internet. Même le grand McLuhan a écrit, avec une vision extraordinaire: «Nous allons passer d’une civilisation de médias chauds et de spectateurs froids à une civilisation de médias froids et de spectateurs chauds.» Et ce à une époque où Internet n’existait que sur le papier. L’expression actuelle de «médias sociaux» ne fait que renforcer cette idée.”
-
Même le grand McLuhan a écrit, avec une vision extraordinaire: «Nous allons passer d’une civilisation de médias chauds et de spectateurs froids à une civilisation de médias froids et de spectateurs chauds.» Et ce à une époque où Internet n’existait que sur le papier. L’expression actuelle de «médias sociaux» ne fait que renforcer cette idée.
-
Il y a trois niveaux de connaissance: la connaissance individuelle – quelqu’un sait qu’il y a un problème –, puis la connaissance collective – tout le monde sait qu’il y a un problème. Le problème d’Intel était de faire face à des milliers de clients qui, non seulement, savaient le problème, mais savaient que les autres clients savaient. C’est le troisième niveau, la connaissance globale: tout le monde sait que les autres savent qu’il y a un problème.
-
La neutralité est l’un des fondements d’Internet. Ceci est vrai au niveau technologique, puisque les protocoles de routage ne contiennent aucun algorithme différenciant un paquet d’un autre. Mais également au niveau philosophique, puisqu’en rejetant le choix ou le filtrage aux extrémités, Internet favorise plus une éthique qu’une morale
-
À l’inverse, le savoir-faire des médias traditionnels est de choisir un angle d’attaque,
-
Internet est une énorme construction systémique, un jeu de Lego, basée sur le réseau. Les médias traditionnels veulent tout réaliser et même décider de ce qui est bon pour le client
-
Nos journées sont remplies d’interactions, qui deviennent de plus en plus nombreuses. Il faut donc un outil pour gérer cette complexité croissante, et ce n’est pas par hasard qu’Internet s’impose.
-
Nous sommes maintenant entrés dans la société de l’interaction.
-
-
Armies of Expensive Lawyers, Replaced by Cheaper Software
Some programs go beyond just finding documents with relevant terms at computer speeds. They can extract relevant concepts — like documents relevant to social protest in the Middle East — even in the absence of specific terms, and deduce patterns of behavior that would have eluded lawyers examining millions of documents.
-
the studios examined six million documents at a cost of more than $2.2 million, much of it to pay for a platoon of lawyers and paralegals who worked for months at high hourly rates.
-
Now, thanks to advances in artificial intelligence, “e-discovery” software can analyze documents in a fraction of the time for a fraction of the cost. In January, for example, Blackstone Discovery of Palo Alto, Calif., helped analyze 1.5 million documents for less than $100,000.
-
“From a legal staffing viewpoint, it means that a lot of people who used to be allocated to conduct document review are no longer able to be billed out,”
-
Computers are getting better at mimicking human reasoning — as viewers of “Jeopardy!” found out when they saw Watson beat its human opponents — and they are claiming work once done by people in high-paying professions.
-
New jobs, he says, are coming at the bottom of the economic pyramid, jobs in the middle are being lost to automation and outsourcing, and now job growth at the top is slowing because of automation.
-
“There is no reason to think that technology creates unemployment,” Professor Autor said. “Over the long run we find things for people to do. The harder question is, does changing technology always lead to better jobs? The answer is no.”
-
We’re at the beginning of a 10-year period where we’re going to transition from computers that can’t understand language to a point where computers can understand quite a bit about language.
-
The most basic linguistic approach uses specific search words to find and sort relevant documents
-
The sociological approach adds an inferential layer of analysis, mimicking the deductive powers of a human Sherlock Holme
-
-
IBM Simulates 4.5 Percent of the Human Brain and Might Make You Obsolete by 2019
“. Now IBM’s Blue Gene is trying to not just outperform, but simulate the whole damn human brain. It’s 4.5 percent of the way there.”
-
And it’s still on pace to finish the job of turning the human mind into a componentially-replicable thing by 2019
-
So you’ve got eight years to figure out a way to contribute to society that isn’t wholly reliant on your brain
-
-
Reputation 2.0 : Un patron peut-il et doit-il bloguer librement ?
“En septembre 2011, Jean-Bernard Levy, PDG du groupe français de communication et de divertissement Vivendi, s’est lancé dans l’aventure des réseaux sociaux en ouvrant un blog personnel. Bien qu’il soit oint de la bénédiction corporate de l’entreprise, l’initiative n’en est pas moins intéressante puisqu’aucun de ses homologues du CAC 40 n’a jamais accompli jusqu’à aujourd’hui la moindre incursion dans la blogosphère.”
-
Révolu le temps d’un patron indéboulonnable que l’on pouvait uniquement contester en comité d’entreprise ou en déployant des banderoles sous les fenêtres de ses bureaux. Aujourd’hui, ce dernier peut se retrouver sous la mitraille numérique à l’instar des élus politiques et des journalistes de renom.
-
Je ne sais pas si le blog est le « nouveau mythe du web », comme l’a écrit dans Le Monde Luc Fayard ; mais ce dont je suis certain qu’il ne faut pas lui demander plus qu’il ne peut donner : le blog ne va pas révolutionner la démocratie, pas plus que les sites Internet d’ailleurs ; il constitue simplement un instrument de transmission des informations des opinions en concurrence ou/et en complément avec les autres médias, son avantage compétitif étant la simplicité et l’instantanéité
-
Néanmoins, à la différence de leurs homologues d’Outre-Atlantique, les patrons français n’ont guère manifesté jusqu’à présent un tropisme affirmé à l’égard des blogs. Dans l’Hexagone, difficile de trouver un équivalent à John Chambers, ancien PDG de Cisco ou Jonathan Schwartz, ancien PDG de Sun dont le blog était traduit en 11 langues et les billets guettés comme le lait sur le feu par la communauté geek.
-
l y a d’abord les freins de la culture managériale avec notamment la peur de la perte de contrôle du discours et le champ de mines juridique que les réseaux sociaux recèlent à leurs yeux.
-
Autre argument souvent brandi pour ne pas sauter le pas : l’adage « Time is money ». En d’autres termes, un blog est perçu comme chronophage dans son écriture et aléatoire dans son retour sur investissement.
-
Lorsque vous demanderez à votre propre patron d’écrire pour vos blogs d’entreprise (…), vous solderez ainsi définitivement la question du retour sur investissement car votre patron comprendra ainsi que les blogs d’entreprise permettent de faire des choses qui étaient impensables avant. En effet, quel autre moyen a-t-il à sa disposition qui lui permettre de partager sa vision stratégique avec le monde entier en appuyant simplement sur un bouton ?
-
Lorsque vous faites une recherche sur les moteurs, vous tombez invariablement sur les incontournables biographies officielles et … les commentaires plus ou moins acides d’observateurs du secteur sur leur gouvernance d’entreprise dans la presse et … les blogs. En revanche, on ne trouve nulle trace d’une expression émanant d’eux-mêmes hormis des interviews accordées çà et là dans les médias.
-
le blog constitue également pour un patron l’opportunité de clarifier ses prises de position, d’expliciter ses décisions, voire faire part de ses humeurs et/ou de ses combats. L’illustration la plus aboutie réside sans conteste dans le blog du célèbre patron de l’enseigne de distribution éponyme, Michel-Edouard Leclerc. On
-
Dans un autre registre mais tout aussi abouti en termes de contenu, on peut signaler le blog de Françoise Gri, présidente de Manpower France. Lancé en février 2009, celle qui mène la destinée de la fameuse entreprise de travail temporaire en France, mise également sur le principe d’un blog pour alimenter le débat sur les thématiques de l’emploi comme elle l’écrit en préambule du blog (7)
-
En ces temps où la réputation s’établit aussi sur des dimensions autres que l’excellence à manier les bilans financiers dans les roadshows pour analystes, cet espace de communication est un atout indéniable
-
-
3 étudiants sur 5 veulent de la mobilité et du télétravail [Zeclin d'oeil du 7-11-2011] | Zevillage
-
-
Forrester: Enterprise social barely out of the starting gate
“From breaking down barriers to the free flow of information within the organization to communicating with customers (particularly coveted Gen Y), enterprise social media and other social tools are often hailed as a next-generation solution for improving the business bottom line. Tech sites, including WebWorkerDaily, often boost these technologies and track business interest in them, but how many workers are actually adopting them for use on the ground?”
-
The results: 28 percent of workers use social software at least monthly.
-
- They’re earlier adopters. “They have positive attitudes about the role of technology in their lives — more than two-thirds are technology optimists,” says the Forrester report.
- They’re well paid. More than half make $60,000 a year or more.
- They’re highly educated. “23 percent hold advanced degrees, and 49 percent are in management,” reports Forrester.
- They’re pressed for time. “Software users work, on average, 2.41 hours longer than other employees during the workweek. They also spend 1.95 more hours, on average, working outside business hours than the rest of the workforce.”
- They’re not all Gen Y. While a slightly more than a quarter (26 percent) are supposedly social-mad Gen Y, a larger percentage (35 percent) of users are from Gen X.
-
-
11 Ways To Explain Social Business Benefits
“We start throwing language at people–words like blogs, wikis, microblogging, even the term social business itself. None of those things really matter. They’re tools and methods that enable us to do things that matter. “
-
-
People unfamiliar with the tools of this new social business space almost always react poorly to initial messages that focus on the tools and how they will “revolutionize” business. They freeze in their tracks, because they don’t understand the language and the technology. Often they’re people with years of expertise, who are knowledgeable about their work and aren’t accustomed to feeling uninformed.
-
Here are some approaches you can take to help people who are new to social tools understand them:
-
-
Collaboratif : tout le monde est pour, mais…
“Dans le monde des technologies de l’information, il n’existe peut-être pas de terme aussi galvaudé que celui de “collaboratif”. L’information doit nécessairement être (sous contrôle évidemment ) communiquée, diffusée, mise et traitée en commun, partagée tout au long de son cycle de vie. Elle doit pouvoir être traitée par plusieurs personnes interagissant chacun selon son rôle et ses compétences dans un objectif fixé. C’est sa capacité à circuler (rapidement et aisément) qui confère à l’information sa pertinence et son efficacité. Aussi, par définition, peut-on dire que tout système d’information vise à la collaboration. “
-
Ainsi, 51% des répondants n’utilisent jamais les fonctions de messagerie unifiée. Près de 40% des répondants utilisent de façon ponctuelle (et non officielle) des solutions de télétravail. Ils sont 22% à considérer que les outils de travail collaboratif doivent rester cantonnés à un usage en mode projet et ne pas être généralisés à l’ensemble des collaborateurs de l’entreprise. Enfin, moins de 10% des personnes interrogées estiment que l’usage interne des mails dans l’entreprise sera substitué par les réseaux sociaux d’entreprise (RSE) : on est encore bien loin de l’entreprise 2.0.
-
les réseaux sociaux d’entreprise sont des solutions modernes d’échange collaboratif (en mode relationnel ou conversationnel) dans l’entreprise. L’hétérogénéité de ces outils ne facilite pas un usage fluide à tous les échelons de l’entreprise.
-
Les entreprises soucieuses de mettre en pratique des solutions de collaboration (et a fortiori d’e- collaboration) doivent être capables d’adapter leur organisation du travail et de créer, surtout si l’entreprise est fortement hiérarchisée, de la transversalité dans leur mode de fonctionnement.
-
Il leur est de plus essentiel de déterminer, avant tout choix d’outils, les objectifs et les caractéristiques souhaitées d’un projet de collaboration : pour quoi faire (partager des applications ? des contenus ? un projet ? un savoir ?), pour quel usage (métier ? bureautique ? pilotage ?) qui est concerné (des collaborateurs isolée ? un service ? une communauté d’intérêts ou d’experts ?), etc.
-
-
Employees Refusing to Use Clunky Enterprise Software
” Don’t look now, but many company employees are turning off their company-issued laptops and BlackBerrys. They prefer to use their personal devices—sleek, mobile and intuitive—rather than the company-sanctioned technologies perceived as outdated and hard to use. “
-
tendency of managers—especially younger ones—to bypass the big enterprise systems by using spreadsheets and cloud-based apps to operate their business functions
-
The IFS study shows that there’s a disconnect between the way software behaves in employees’ personal lives and the way it behaves in corporate America.
-
Even more surprising, the survey shows that managers are less likely to take a job at a new company if they can’t use cloud-based apps and connect their personal devices to the new company’s enterprise systems.
-
There’s no way for the CIO to complain about adhering to IT policies when fellow C-suite executives are the first to request easier access.
-
Liens de la semaine (weekly)
-
Gen X workers grumpy, profoundly unhappy
“A new study, the product of three years of research based on the careers of about 3,000 Canadian knowledge workers, provides some surprising insights into the career ambitions of four generations of workers. Among the surprises: The dramatic unhappiness of Generation X employees, and the ongoing ambitions of the oldest group, dubbed “Matures.”"
-
Matures place little emphasis on work/life balance. “Balance” was ranked in the top ten for Millennials, GenXers and Boomers, but not for Matures.
-
Millennials and Matures are most ambitious. Only Millennials placed “advancement” in their top 10. It was somewhat important to Matures, but not to Boomers or Gen Xers.
-
Matures want to be challenged. They’re the only ones that placed “challenge” in their top 10.
-
Older workers are the most interested in learning. “Opportunities for continuous learning” was most important to Boomers and Matures. Those in Generation X were least likely to say this is essential.
-
Given that many workplaces have large numbers of GenXers and Millennials reporting up to Boomers and Matures, it seems there’s a built-in potential for conflict here.
-
Millennials are more focused on meeting individual and social needs through work
-
GenX place the most emphasis on balance and flexibility,
-
Boomers are most concerned about the work environment itself
-
Matures are more ambitious than stereotypes might lead you to believe
-
-
“There’s mounting evidence that Moore’s Law applies to commodity work — labor that can be produced by many different individuals with a minimal amount of training. It’s difficult to distinguish the output of one commodity worker from another, just as it is difficult to differentiate wheat grown on one farm from wheat grown on another. If Moore’s Law applies to commodity work, commodity workers are in big trouble.”
-
Noyce maintained that the proper way to measure the industry’s productivity was to measure output not in dollars but in transistors per employee. By that measure, our productivity was growing at 40 percent per yea
-
I suspect that just as the number of transistors in an integrated circuit continues to grow at an exponential rate, commodity workers using computers and the Internet are increasing their productivity at an exponential rate.
-
If worker productivity is growing at an exponential rate and lots of new facilities are being built, we are at the point where commodity worker output can easily exceed the demand
-
The value of doing those commodity chores is dropping as well and so to maintain our current salary, we have to run faster as well
-
-
Entreprise 2.0 et output management ?
“Il n’y a plus un jour, une conférence, une note, qui ne se réfère à l’entreprise 2.0 et aux formidables changements que vont apporter les applications de partage et de collaboration, la maîtrise de la réalité augmentée, le cloud, etc..
Au delà de l’enthousiasme, il faut « savoir raison garder » et nous méfier de notre capacité à nous émerveiller facilement et de notre candeur.”
-
Le modèle 2.0 est porteur de beaucoup de promesses, mais la réalité est qu’aujourd’hui peu d’entreprises l’ont mis en oeuvre et que beaucoup de questions restent ouvertes ou sont découvertes à l’occasion des phases de test en cours dans les organisations.
-
Notre réalité est plus simple à décrire bien que incroyablement plus compliquée à affronter : nous avons à gérer, à ingérer et à digérer trop d’information !
-
-
L’entreprise 2.0 joue avec « l‘instantanéité et la facilité d’accés à l’information » en y ajoutant la possibilité de participer activement à des processus jusqu’alors réservé aux ayants-droits !
-
L’output management n’a jamais cessé d’exister !
C’est un domaine essentiel au service des organisations qui leur permet tout simplement de mettre en oeuvre une communication pertinente et de qualité avec les récipiendaires des contenus échangés. -
Avec les technologies d’output management et une évaluation sérieuse de ses actifs en terme de contenus, l‘entreprise 2.0 valorise et pérennise (pour une période plus ou moins longue) son capital informationnel
-
L’output management permet la synthèse et la respiration dans l’exploitation et la compréhension des données (business intelligence) en étant au coeur de la stratégie de gouvernance de l’information
-
-
Socializing the extended value chain
“It’s probably since the very moment I started focusing my attention on Enterprise 2.0 that I wanted to understand how it might have worked a company where formal and informal exchanges supported each other, where communities were eventually integrated into processes, where knowledge assets could be accessed, used and constantly renewed through the participation of all the actors involved. Not so much a world entirely made of 2.0 but more one in which social is seen as a mean to accelerate the achievement of those same goals companies have always imposed to themselves.”
-
From a business, organizational, technological perspective, companies have particularly struggled to
- Business: to frame social in a way that was understandable to senior management and could give business results
- Adoption: to ensure the attainment of a critical mass of participation needed to achieve the return on investment
- Technology: to reposition existing enterprise systems and services within the new paradigm
- Strategy: to understand, from an organizational and a workflow point of view, how to put together communities for customers, communities for employees and partners, encoded processes
-
-
here is no social business without business.
-
Even socializing as a single process (such as Social CRM or Social Product Development) doesn’t necessarily contribute to an overall view of evolution of the extended chain value
-
o socialize the business, you cannot start from social. You must first visualize the fundamental constructs on which each company is based
-
Socializing a business then means socializing the basic constructs, namely the processes that make it possible for a company to run around the individuals that constitute it.
-
-
Isolated and above-the-flow communities (of employees or customers). This is often the starting point for any company that begins to experiment the participation of customers, employees and other stakeholders through communities born bottom-up or in any case not explicitly connected to existing workflows.
-
Above-the-flow communities in support of a traditional process. The next step is to recognize the complementarity of processes and communities by enhancing an existing workflow (that remains unmodified) with social tools to capture exceptions to the process, not codified informal exchanges, the tacit knowledge needed to run the process.
-
Socialized process. In order to ensure user adoption, traditional process and collaboration have to come together by providing a single place where work is performed.
-
Integration of socialized processes. Dreamforce and the vision proposed by Salesforce are here to show that you can do much better than creating a myriad of siloed socialized processes. By providing a set of common services (collaboration to be used for evolving traditional applications, unified management of identities, a mechanism for integrated social and transactional business intelligence, activity streams as a layer to collect updates from every disparate system and makes them the social object of collaboration throughout the enterprise
-
Blindly introducing additional communities and social networks within your company is not sufficient to increase social business maturity.
Putting the “Enterprise” in Social Enterprise
“Imagine booting your computer one morning and being presented with the three to five core tasks you need to complete that day. You click on the first item, and everything you need (tools; the latest sales report from your business intelligence (BI) system; notifications regarding a new CRM opportunity; an expense report requiring approval; and input from colleagues, partners, and/or customers) appears in a single workspace, where you can easily synthesize the information and take the next appropriate action.
Contrast that to today’s siloed work approach with several open screens and applications and time wasted toggling back and forth between a CRM system, a BI system, a to-do list, email, documents, Web pages, a search engine, a chat window, a spreadsheet (or two), and some form of collaborative or social management tool.”
-
Collaboration within context. In a recent report, IDC referred to “collaborative, process-centric computing” as a key requirement for productive collaboration.
-
IDC estimated the amount of time wasted working in this type of fragmented environment, and the cost per worker, per year are notable, such as:
• People not finding the information they seek: $5,974
• Reformatting data from multiple sources: $5,974
• Publishing via multiple applications: $3,991 -
Enterprise-relevant use cases and best practices. Over the past year, the opportunity to significantly impact employee productivity has created a lot of interest in social collaboration products, and companies big and small have launched a number of new social products. The challenge is finding a solution that truly addresses real work that people are doing in their organization versus providing with a generic toolset.
-
A focus on decision making. Did you know that the average person makes more than 200 food-related decisions on a daily basis? Imagine how many more you make at work.
Has Community Manager Become an Entry Level Position?
“In my last article, I talked about the Community Manager job title and how it can mean a lot of different things to different people. I’d like to continue that discussion today by reflecting on another trend that I have noticed.
I am hearing about companies that have training programs for community managers – and many of them. They hire people, put them through a training program and, bam, you have a community manager. This seems to be in contrast to how many other management type positions are handled.”
-
Though, it is likely that some “community managers” are really social media marketers, it is a good thing for the profession and, it leads me to ask: has Community Manager become an entry level position?
-
Given the confusion surrounding the job title, and the number of tasks that are being thrown into it that should really go to marketers or copywriters or someone else, just how much experience is needed is debatable. For some roles, depending on the responsibilities, it may not be entry level.
-
Rarely, I have seen Vice President of Community or Social Media and Chief Community Officer
Who Cares if Business and Brands are ”Social”?
“Basically, brands and businesses need, as Brito suggests, to be aligned in order for the enterprise to be successful.
Complicating this need for alignment, unfortunately, is the complexity involved in aligning the processes, technologies, and governance practices associated with communication and collaboration. As Brito points out in his piece, the “siloing” we see in traditional organizations poses a challenge to such alignment.”
-
Doing and managing business has always been “social.” Business has always involved people working individually or in groups. Creating a synthetic concept called “social business” to promote technology-enabled processes, collaboration, and information sharing among customers, employees, and business partners might be a valuable short term marketing initiative. But sometimes it smells like it’s just being used to promote software sales and consulting. (I should know!)
-
when two or more “camps” emerge within an enterprise in terms of the collaboration tools they support. As usage of such tools spreads through the organization and people choose “sides” by investing time and energy in building profiles, usage patterns, and relationships via one toolset or another, the possibility emerges that the concept of “siloing” will extend beyond organizational or departmental boundaries to boundaries defined by tool use and loyalty.
-
Enterprise social software standards may solve part of the problem that relates to system integration barriers. But I suspect standards won’t be enough to overcome siloing related to different groups’ competing governance priorities.
-
Real alignment will only occur when management and staff work together in support of corporate goals, regardless of whether the tools and processes they use are “social” or not.
-
Focusing on making a business or brand “social” without first thinking about goals, processes, and governance can take us down the road to focusing on technology first
The Ultimate Question in Management
“The publication this month of The Ultimate Question 2.0 (revised from an earlier edition) provides us with an opportunity to ask ourselves just what is the ultimate question in management.”
-
Tracking the net promoter score, according to the authors, can lead to improvements in both management and performance.
-
we have a tendency to want to simplify things. Evidence of this is the plethora of management books with single word titles such as Accountability, Transparency, and Teamwork. We search for the one key to management success.
-
. Respondents in the study made a convincing case that trust was absolutely essential to the successful implementation of policies and practices necessary to implement any strategy
-
My study led to an exploration of the underpinnings of trust, as suggested by related survey data. One major determinant is whether a manager or the organization does what it says it will do
Exclusif. Les secrets de Dorothée Burkel, DRH chez Google, pour gérer ses équipes – LEntreprise.com
-
6. Les ” peer bonus “. Encore du pouvoir pour des pairs. Ils récompensent l’effort particulier d’un collègue – souvent sur les projets transversaux – en lui attribuant une somme d’argent ” symbolique ” (100 $).
-
9. Des bols d’air. Le programme maison de rotations, mensuelle, trimestrielle ou annuelle à l’international permet de sortir de sa bulle. Et chaque métier- commercial-marketing, RH, ingénieur- a le sien.
Les collaborateurs occupent alors des missions temporaires de 1, 3 ou 12 mois dans l’un des 30 pays, grand ou petit, où Google est implanté.
Exclusif. Les secrets de Dorothée Burkel, DRH chez Google, pour gérer ses équipes – LEntreprise.com
“Google emploie 29 000 salariés dans le monde, dont 250 en France (bientôt 500). Son esprit start-up anticonformiste séduit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalité de l’individu.”
-
1. Un recrutement partagé et diversifié. Ni le manager, ni le recruteur ne choisissent seuls. Au moins un collaborateur, issu d’un autre service, mène un entretien individuel avec le postulant.
-
La priorité sera donnée à ceux qui ont prouvé une capacité à fonctionner en réseau, ” en capillarité ” avec les autres tout en gardant une certaine humilité. Les candidats doivent en outre être capables de s’engager sur ” des missions qui les dépassent ” et de de partager leur expertise.
-
2. ” Le projet 20% “. C’est la formule consacrée. Chacun, ingénieur développeur ou pas, a le droit d’user librement de 20% de son temps de travail pour creuser une idée personnelle, un projet original hors du ” core business ” et qui lui tient à coeur.
-
3. La culture beta. Le droit à l’erreur est un principe. Et ça vaut pour tous les domaines. ” On fait des paris. Il n’y a pas de pensée magique. Un collaborateur ou une entité lance quelque chose, si ça ne va pas, ou si c’est mal perçu, on le retire.
-
4. La culture du débat. Les dirigeants sont accessibles à tous. Les interventions des fondateurs sont ainsi retransmises en direct depuis la Californie par visioconférence et les objectifs ou certaines décisions peuvent être discutées à distance, voire remises en question.
-
5. Les ” peer reviews “. Une fois par an, chacun est évalué par ses pairs et pas uniquement par son manager. Parce que ce dernier est souvent le moins bien informé du travail au quotidien de ses collaborateurs.
Maslow’s Hierarchy of Enterprise 2.0 ROI
“The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems – Enterprise 2.0 included – there are a variety of benefits:”
More Than Facebook: The Time Is Right For Social Business
“Companies are increasingly adopting social media technologies, using Facebook to reach out to customers or YouTube to demonstrate new products. These are good first steps, but there is so much more that “social” has to offer. Social media is just one dimension of today’s social business.”
-
Today, by combining social networking tools – internally and externally – with sophisticated analytic capabilities, companies are transforming their business processes, building stronger relationships among their employees, customers and business partners and making better decisions, faster. This is what makes a social business – embracing networks of people to create new business value and opportunities.
-
Here’s the trick with social business: Focus on people and culture.
-
Creating a social business culture can be the most difficult hurdle to overcome, but it’s also the most important.
-
Because we’re now a society of information creators, the data deluge is on. This is where technology can step in.
-
Imagine if a combination of social software and analytics could draw together all the data about your business day automatically alerting you, based on what you’ve done in the past, what the key tasks of the day are, what the emails you need to respond to are, when your can’t-miss meetings of the day are
Shifting HR From A Reactive Process to a Proactive Business Service
The event encouraged healthy discussions and provocative ideas by the analysts, other speakers and an active audience around the future of organizational processes in the landscape of ground-shaking technologies like social networking, mobile, cloud and analytics
-
VP & Principal Analyst Yvette Cameron spoke of the need for Chief Human Resources Officers (CHROs) to shift their focus from policy administration to showing how they create value out of the people in the organization
-
Creating value is more a strategic affair and the opportunity here for HR lies in acquiring, managing, and developing talent.
-
Mr. Hagel asserted that what is becoming more and more marginalized is the talent development program.
-
From the social business viewpoint, talent development is still done by talking at the employee-students, rather than conversing with them and bringing their own tacit knowledge to bear and share. While the concept of social or peer-to-peer learning is growing in prominence, official corporate directed programs are still not common, and more so, the system of learning itself has not completely solidified.
-
It begins, per the Li & Fung model, with a strong anchor willing to share knowledge but also recognition that this organizational learning should go both ways. We can be both teachers and learners at the same time.
Liens de la semaine (weekly)
-
Devenez un manager “bricoleur”
“« En France, “la débrouille”, le fait de “faire avec” sont encore considérés comme des moments ponctuels, des accidents de parcours, qui, s’ils se répètent, risquent de mettre en péril la rigueur et la lisibilité du système. » Cette notion fait pourtant référence à des compétences fondamentalement positives dans les pays anglo-saxons, dans des domaines aussi variés que l’innovation, l’entrepreneuriat, des systèmes d’information… Le manager bricoleur est donc un profil précieux pour une entreprise,”
-
Le manager bricoleur est notamment capable d’associer les personnes en reconnaissant leur polyvalence, et ce pour un travail pour lequel elles n’ont pas forcément été embauchées
-
Il mêle ainsi la proximité (entretenir un rapport de familiarité avec son environnement), la connectivité (être capable d’associer telles et telles ressources), et la créativité (trouver des rapprochements ingénieux, imaginer des utilisations détournées).
-
Le chef d’entreprise bricoleur pourra par exemple mêler les connaissances de deux domaines visiblement distincts, ou encore assembler des équipes aux compétences hétéroclites pour lancer une nouvelle activité sans avoir nécessairement de plans clairs en tête, mais en privilégiant l’expérimentation par la pratique.
-
Dans une telle situation, le manager bricoleur développe une capacité de résilience, car il s’appuie sur un réseau d’individus et de ressources qu’il connaît très bien, lui donnant ainsi la confiance nécessaire à la réalisation de ses missions.
-
Ce bricolage permet également d’enrichir des rapports entre les équipes, souvent distendus dans les périodes difficiles.
-
Un manager bricoleur est une personne capable de faire beaucoup avec peu. Elle saura être polyvalente, souple, réactive, arranger et ajuster les choses avec peu de moyens. Bref, des talents utiles en temps de crise.
-
-
Charte des médias sociaux en entreprise : l’oeil de l’avocat
-
Darwin au secours du management
“Pascal Picq, paléoanthropologue, a attiré l’attention de patrons, il y a une quinzaine d’années, alors qu’il intervenait à la radio pour parler d’adaptation -un maître mot en management. Aujourd’hui, le regard critique que jette ce maître de conférences au Collège de France sur l’univers de l’entreprise laisse à penser que la théorie de l’évolution (celle du changement, fondée sur des observations et des lois naturelles) pourrait éclairer d’un jour nouveau la sphère microéconomique. “
-
l’entreprise, en France et en Europe continentale, s’est développée selon une conception typiquement lamarckienne. Autrement dit, selon un schéma vertical de croissance continue, d’amélioration des filières existantes, par secteur et sur la base d’une disponibilité sans limite des matières premières.
-
<!—-><!–I–>Le système de développement -mis en oeuvre par des ingénieurs aux raisonnements bien carrés (avec de grandes réussites à la clef, comme Airbus, le nucléaire, les télécommunications, etc.) -est aujourd’hui à bout de souffle depuis que le monde est passé d’une économie de « produits » à une autre, de « concepts ».
-
Ce qui s’inscrit dans le cadre d’une philosophie -darwinienne cette fois -d’adaptation au changement et sous-entend la mobilisation de tous les mécanismes de l’innovation,
-
Or, le darwinisme -mal compris et trop souvent caricaturé -n’est pas la loi du plus fort. C’est une philosophie de chercheur qui autorise l’essai et l’erreur et favorise l’innovation et de la diversité
-
l’essentiel du problème tournerait autour de ces « équipes gagnantes d’hier -celles précisément de tous ces anciens étudiants techniquement bien formés<!—-><!–I–> (d’où l’excellente productivité française, NDLR) – q<!—-><!–I–> ui resteraient parées de la certitude objective de leur domination
-
Or, l’impératif pour réussir demain est de transformer les contraintes en sources d’innovation et surtout de désapprendre d’urgence les bonnes recettes du passé.
-
-
Education et nouvelles technologies : y croire ou ne pas y croire ?
“Matt Richtel a continué son enquête pour le New York Times sur le “pari éducatif high-tech”. Comme le montrait déjà le début de son enquête, ses derniers articles dessinent un fossé, une coupure assez radicale, entre ceux qui croient dans les vertus des technologies pour l’éducation et ceux qui n’y croient pas”
-
Les logiciels éducatifs sont à l’éducation ce que les logiciels d’entraînement cérébral sont à la cognition : un vaste marché dont les fondements ne reposent sur aucun résultat démontré.
-
À Augusta, Shelly Allen a déclaré que son district n’a pas les moyens d’étudier l’efficacité formelle du Cognitive Tutor. Mais les professeurs qui l’utilisent ont vu que des élèves médiocres étaient en mesure de rejoindre des classes ordinaires
-
“L’enseignement est une expérience humaine” rappelle-t-il. “La technologie est une source de distraction quand nous avons besoin d’apprendre à écrire, à compter, à lire et à penser”.
-
“La technologie nous a aidés à apprendre, mais ce n’était pas le moyen de l’apprentissage. (…) Et puisque l’éducation des enfants consiste essentiellement à inculquer des valeurs et des habitudes, elle est peut-être la dernière zone à pouvoir bénéficier de la technologie.”
-
-
Revolution in work within next decade?
“Alison Maitland, a Senior Visiting Fellow at Cass Business School says that a revolution in work that will see many employees decide when, where and how they do their jobs could be as little as a decade away. “
-
The book comes off the back of overwhelming evidence that employees are more productive if they have greater autonomy over where, when and how they work
-
This could see the traditional 9-5 working day disappear and be replaced with a model that rewards people by performance and results, rather than hours worked and presence in the office.
-
The first is that it requires leadership from the top of the organisation. You also need to treat it as a business strategy. Then you have to measure people on performance and output.
-
People are held accountable for what they achieve rather than how much time they spend on a project or where they work
-
A study of 24,000 IBM staff worldwide found that those with flexible working could work an extra 19 hours a week before experiencing the same levels of stress and health issues as those without it.
-
n the Netherlands, Microsoft has designed its building near Schiphol airport for a world in which work is independent of time and location. It’s primarily made up of different spaces for meeting, with just a few stations for concentrated work.
-
-
“Le “syndrome de déconcentration”, mal du XXIe siècle ? La multiplication des chaînes télévisées a habitué notre cerveau au zapping. Depuis, notre environnement quotidien est en ébullition. Internet et les e-mails, les téléphones portables puis les smartphones et les tablettes tactiles, sans compter les tweets, nous ont rendus peu à peu multitâches, surstimulés mais pas si fiers de l’être. “
-
J’ai 4 000 e-mails dans ma boîte. Certaines personnes m’en envoient alors qu’elles sont à 5 mètres, déplore David, qui travaille dans l’automobile. Je butine d’un sujet à l’autre et sous prétexte de partager un même espace, mes collègues m’interrompent sans cesse.
-
près de six salariés sur dix consacrent deux heures par jour à gérer leurs boîtes mail ; quatre sur dix reçoivent plus de 100 messages par jour ; près de sept sur dix disent vérifier leur messagerie toutes les heures mais le font toutes les cinq minutes ; 64 secondes sont nécessaires pour reprendre le fil de sa pensée après l’interruption par un message. Enfin, sept managers sur dix déclarent souffrir de surcharge informationnelle.
-
Disons que les jeunes peuvent plus aisément switcher, répond ce scientifique. Leur plasticité cérébrale leur permet de passer facilement d’un acte à un autre, en utilisant leurs cinq sens.”
-
“Nous possédons de plus en plus de canaux par lesquels des interruptions peuvent arriver. Les périodes de calme, de lenteur et de continuité se fractionnent”
-
Nous surstimulons ainsi notre attention dite réactionnelle, et atrophions notre capacité attentionnelle endogène, plus posée, nécessaire à la réflexion”,
-
-
Economists See More Jobs for Machines, Not People
“A faltering economy explains much of the job shortage in America, but advancing technology has sharply magnified the effect, more so than is generally understood, according to two researchers at the Massachusetts Institute of Technology. “
-
The authors are not the only ones recently to point to the job fallout from technology. In the current issue of the McKinsey Quarterly, W. Brian Arthur, an external professor at the Santa Fe Institute, warns that technology is quickly taking over service jobs, following the waves of automation of farm and factory work.
-
John Maynard Keynes warned of a “new disease” that he termed “technological unemployment,” the inability of the economy to create new jobs faster than jobs were lost to automation.
-
Faster, cheaper computers and increasingly clever software, the authors say, are giving machines capabilities that were once thought to be distinctively human, like understanding speech, translating from one language to another and recognizing patterns
-
Productivity growth in the last decade, at more than 2.5 percent, they observe, is higher than the 1970s, 1980s and even edges out the 1990s. Still the economy, they write, did not add to its total job count,
-
Yet computers, the authors say, tend to be narrow and literal-minded, good at assigned tasks but at a loss when a solution requires intuition and creativity — human traits. A partnership, they assert, is the path to job creation in the future.
-
“the key to winning the race is not to compete against machines but to compete with machines.”
-
Liens de la semaine (weekly)
-
Un peu plus détails sur Oracle Social Network
“Le réseau social à la mode Oracle se dévoile un peu plus. Interopérabilité avec Fusion et d’autres applications, cloud et sur site, voici quelques éléments sur Oracle Social Network.”
-
es entreprises utilisent des outils de collaboration aujourd’hui de manière très cloisonnée ». Par exemple, une conversation peut débuter en messagrie instantanée et peut ensuite continuer en répondant à un mail ou être redirigée vers un document stocké dans un autre système.
-
« Il va être extrêmement difficile chronologiquement de comprendre comment une décision a été prise ou de partager le processus de prise de décision avec les autres» souligne le responsable et d’ajouter « OSN résout le problème en réunissant des communications en temps réel, le partage de contenu, l’intégration avec les autres applications d’entreprise, les flux d’activités et des outils de recherche
-
Petit bémol, OSN sera compatible uniquement avec les bases de données Oracle.
-
-
Les réseaux sociaux : des outils d’évaluation des compétences
“Un quart des cadres sondés par L’Atelier BNP Paribas seraient favorables à une évaluation de leurs compétences via les réseaux sociaux. La démarche permettrait d’évaluer des compétences que les cadres jugent insuffisamment prises en compte, du relationnel à l’animation ou encore l’implication dans la vie de l’entreprise. Une (r-)évolution, qui n’est certes pas imminente, mais certaine d’après les experts de L’Atelier.”
-
Une large proportion de cadres estime que certaines compétences ne sont pas prises en compte dans l’évaluation par l’entreprise : 29% font référence aux compétences relationnelles, 43% à la capacité à participer ou animer des communautés autour de leur domaine d’expertise et 45% à la capacité à participer à la vie de l’entreprise
-
Toutes les entreprises ont un site ; elles deviennent des media. Et les cadres jouent un rôle dans la chaîne de production media de l’entreprise, alors qu’ils ne sont pas des professionnels de la communication. De facto, ils participent à l’effort de communication de l’entreprise ».
-
les cadres sont 61% à se déclarer favorables à ce que leurs compétences soient jugées en fonction de ce qu’ils publient.
-
En revanche, 74% se déclarent défavorables à ce que soit évaluée leur capacité à s’exprimer sur les réseaux sociaux, professionnels ou grand publ
-
Même si le « participatif », qui englobe alors les compétences citées plus haut (relationnel, implication dans la vie de l’entreprise et animation de groupe d’expertise), n’est pas considéré comme un champ d’évaluation par les équipes RH, il existe bel et bien.
-
Pour une évaluation juste, il faut des standards, qui seront, d’après le DG de L’Atelier, imposés par Internet. « Internet a d’abord connecté des machines, dit-il. Puis le web a connecté des documents, et le web 2.0 des personnes. On peut imaginer que l’on tend vers le scoring de personnes. »
-
-
Was Steve Jobs a Good Decision Maker?
If you judge only by the product outcomes or by Apple’s market value, Jobs seems the best decision-maker in the history of consumer products.
But of course, like every other human, his decisions weren’t all great.
-
What I do all day is meet with teams of people and work on ideas and solve problems to make new products, to make new marketing programs, whatever it is.
-
If you want to hire great people and have them stay working for you, you have to let them make a lot of decisions and you have to, you have to be run by ideas, not hierarchy. The best ideas have to win, otherwise good people don’t stay.
-
If you’re the co-founder of a successful organization and your gut is as refined as Jobs’, you should use it often to make decisions. I’m guessing that combination is unlikely, so you might want to employ other decision methods.
-
-
We’re looking at it all wrong: the intangible information gap
“I have been really heartened to see more attention to the way that the intangible information gap skews investors’ understanding of what’s really going on in today’s knowledge-driven companies. This latest article comes on the heels of a Reuters piece last month calling for getting intangibles on the balance sheet.”
-
He responded by stating that our current accounting system doesn’t value “intangible capital accumulation” appropriately
-
Most certainly, intangible capital accumulations are “expensed,” not capitalized. Such accumulations increase productivity, foster more efficiency, and drive better financial money flows than are currently measured
-
Manifestly, if you are not measuring a company’s accumulation of “intangible capital” correctly, you are undervaluing corporate America
-
What Steve calls intangible capital accumulation, we call i-capex or intangible capital expenditure. That’s what it really is: investment in the infrastructure upon which the future earnings of a company will be produced. There’s nothing really intangible about it. It’s not bricks and mortar but it’s truly infrastructure.
-
We know that 80% of the value of the average company today is not represented on its balance sheet.
-
Liens de la semaine (weekly)
-
“The concept of waste has lately been transferred from manufacturing to other practices such as product development. According to lean principles, when a development project is started, the goal is to complete it as rapidly as possible. In a sense, ongoing development projects are just like inventory sitting around in a factory. Design and prototypes are only valuable when (paying) customers are involved.”
-
People are used to lean thinking when it comes to technology and processes but it is still very rare to look at taking waste out of communication. Many managers still trivialize the power of conversation. They think that social interaction issues are soft compared to the hard issues of technology and process.
-
We still don’t understand that work is communication: we live and work in a network of conversations. Being lean means understanding that conversations are never neutral. They always affect the quality and pace of the outcome. Communication either accelerates or slows down. Communication either creates value or creates waste. Communication can create energy and inspiration or take energy away and reduce inspiration.
-
Many managers possess the skills that meet the challenges of static conditions. Those conditions are based on predictability and systems thinking, meaning that the crucial variables are known in advance. The main risk factor is then the accuracy of the predictions.
-
In dynamic business conditions the management practices described above are not only unhelpful but cause damage and create waste rather than value.
If you cannot predict you have to invest in real-time learning and iterations instead of more predictions.
-
Success is based on speed of learning and responsiveness. Responsiveness is not possible if you are many handshakes away from the things that you should respond to. Learning is then based, not on teaching materials, but on conversations linking interdependent people.
-
We need to embrace change, unpredictability and complexity as inescapable constants in all product development. It is about being lean and social!
-
-
The Five Key Trends of Enterprise 2.0 (Emergent Collaboration)
Chess Media Group recently released “The State of Enterprise 2.0 Collaboration” report which collected survey responses from 234 executives and decision makers implementing these collaborative solutions in their workplace. The report covers things such as business drivers, ROI, types of tools that are being used, how budgets are being allocated, and how strategies are being developed. The report is completely free to download”
-
Business managers and IT managers are beginning to work more closely together to co-own and co-sponsor emergent collaboration initiatives.
-
There is not a strong enough focus on developing an enterprise strategy before deploying a technology platform.
-
However, most companies are not defining performance indicators to measure any type of success or progress. Those that are defining them do not actually have a tracking or measurement system in place. Without having a process evaluate results, it is impossible to see any type of tangible or intangible value or business benefit.
-
Solving a business problem or achieving an objective is just as good as being able to show a financial ROI.
-
A combination of both a structured and unstructured approach is the most successful and commonly used approach by organizations.
-
-
Sondage L’Atelier – Ifop : les nouvelles formes d’engagement des salariés
-
Socialtext Continues its Focus on Workplace Integration
“I have admired the capabilities within Socialtext for some time. It was one of the early enterprise 2.0 providers, well before the term was coined. They began with a wiki base and have added capability over time to build a comprehensive platform. A couple of years ago they added Socialtext Signals, one of the first enterprise micro-blogging tools. A wrote about them a year ago on this blog (see Socialtext Adds Micro-messaging and Goes Mobile). Recently, I spoke with their CEO, Eugene Lee, on their latest offerings.”
-
The platforms that Socialtext can easily integrate with include SharePoint and Salesforce.com. These are good choices. In my view SharePoint, and other document management systems, should be treated like other enterprise applications of record in the same way as an ERP or CRM system is being treated. Socialtext can then help increase engagement with these systems
-
Now you can bring issues form the CRM tool into Socialtext to generate more engagement and more focus
-
I really like their focus on integration and their emphasis on connecting with work processes. It is great to see Socialtext continue to evolve in the right directions.
-
-
In The Next Version – Jive World 2011 Recap
“The Jive Apps ecosystem is win-win-win for Jive, their customers and business partners
Jive will be offering a new Jive Cloud deployment model
Lots of free things for Jive 5 customers, including Analytics Dashboard, the Jive Social Media Engagement application and 100 licenses of Jive for Outlook
Lots of cool stuff on the future roadmap”-
Tony announced a modification to Jive’s previous slogan of “The New Way To Work”, updating it to “The Only Way To Work”. He also introduce “Me to the power of We”, at which point I had enough of heard marketing slogans! My cynicism aside, the core of his talk was about the billions of dollars enterprises have spent over the last few decades creating silos of ERP, HCM, CRM, ECM (and other alphabet soup) systems, and how now is the time to transform those systems into ones where people are now the most important asset
-
Jive for Outlook brings social features to the tools that many people already use for work
-
external communities can authenticate with Jive using OAuth, providing a seamless experience.
-
Jive profiles will be able to pull in information from LinkedIn
-
Custom Streams: People will be able to create custom streams based on content, roles, tags and more, then share those streams with colleagues.
-
Free Analytics Dashboard: Jive’s acquisition of Proximal Labs provided them with an advanced analytics platform for monitoring the usage and interaction of people and pages inside Jive
-
Multi-communities: These will allow you to invite external people into your internal instances. They see a slimmed down UI that only shows the parts of the community that they have access to.
-
For the second key theme, “Turn Social Capital into business value”, David Gutelius (Chief Social Scientist) discussed how the combination of data + context = intelligence. For example, different people searching for the same term should not get back the same results. Instead, the person’s role, expertise and social graph should all factor into the information that is returned to them. David concluded by explaining that the future is not just about improving search, but instead improving ways that the system will know who/what to show you, even without you having to look for it.
-
-
Workshop content: Creating results using social media – the HR perspective
“Tomorrow is the Australian Human Resources Institute HR Technology conference. I will be MC for the conference day, and will also run a half-day workshop on Creating Results Using Social Media on the following day.
I thought I would share the visual content we will be using during the workshop. As usual, the slides are not intended to be useful by themselves, but to provide supporting content for the activities and discussions of the session. “
-
Aligning CEO Incentives with a Company’s Long-Term Agenda
“Incentive programs are ubiquitous in corporations, but there are serious flaws in how they have been implemented, particularly for executives. For an incentive system to usefully support a firm’s long-term, society-focused agenda, companies need to lessen their reliance on financial rewards to motivate top management, strengthen share-ownership requirements and stock-vesting conditions for senior executives and board members, and change CEOs’ perception of compensation as a tool to “keep score” vis-à-vis their peers and bolster their own egos.”
-
Given the limited effectiveness of economic incentives in bringing about desired behaviors, it goes without saying that all companies — but particularly those committed to creating value for society — should avoid focusing inordinately on monetary rewards to motivate their executives.
-
he also relied on “pride and recognition that come from being a good citizen and living up to the values of society” to drive the right behaviors. In fact, he emphasized that he didn’t want “pay to disturb motivation.”
-
To keep executives focused on long-term outcomes, some compensation committee chairmen and CEOs recommend that top executives be required to retain all shares purchased or awarded to them (except for the proportion needed to be sold to meet tax obligations arising from the shares’ vesting) until several years after their departure or retirement from the firm
-
CEOs who are sincere about putting their companies on a path to maximize value for society should measure their achievements through impact in that arena rather than through quantum of pay.
-
-
Why You Should Question Your Culture
Organizational culture powerfully influences a company’s performance — or at least we say so. I often hear executives reassure me that projects will get done because “we have an execution culture,” or that customers will be well taken care of because “we have a culture where the customer comes first.” At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I’ve heard that a project was delayed because “we don’t make quick decisions around here,” which is the managerial equivalent of “the dog ate my homework.”
-
Organizational culture powerfully influences a company’s performance — or at least we say so. I often hear executives reassure me that projects will get done because “we have an execution culture,” or that customers will be well taken care of because “we have a culture where the customer comes first.” At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I’ve heard that a project was delayed because “we don’t make quick decisions around here,” which is the managerial equivalent of “the dog ate my homework.”
-
Any management team can assess its culture by asking these kinds of simple questions across a range of organizational behaviors. For example: To what extent do we reward individual vs. team results? To what extent do we share information broadly or parcel it out narrowly? To what extent do we encourage or discourage risk?
-
If you don't read french, 
