Bertrand DUPERRIN’s Notepad

• Managing Millennials: A BNET Survival Guide on BNET.com

  tags: millenial, generationy, management

• Vous avez dit “Génération Y” ? « Twin Partners

  Génération Y : C’est le nom de code utilisé pour désigner la génération née entre 1978 et 1994. Qui sont ces jeunes qui promettent de bouleverser les valeurs, les habitudes et la conception du travail, tout comme l’ont fait les baby-boomers avant eux ? Portrait.

  tags: generationy

• Managing Millennials | Online videos for busy business professionals | BNET Video

  If you’re a veteran, a baby boomer, or a Gen X manager, you’ll need to know a thing or two about managing this talented and brash bunch.

  tags: management, millenial

• Three Strategies for Managing Generation Y

  tags: management, generationy

• How to Speak Millennial: Lessons From a B-School Dean

  Perhaps nobody has more experience with millennials entering the career phase of their lives than the admissions director of an MBA program. You might just be surprised — as Johnson once was — at how podcasts, blogs, and even an extremely patient phone demeanor can help bridge the gap between members of this generation and their future supervisors.

  tags: millenial, generationy, induction

• Un Facebook en entreprise ? Mais vous n’y pensez pas !

  La deuxième, c’est que l’univers Facebook peut très bien être adapté à l’entreprise, en interne, dans un espace clos. Elle a tout à gagner dans cette humanisation et dédramatisation des rapports sociaux entre ses collaborateurs.

  tags: facebook, socialnetworks, intranet, management, culture

• Visual Model of Enterprise 2.0 Barriers

  The final area, which seems to get most of the press, is the organizational barriers. I am still under the belief that if you nail the first two then this area will take care of itself. From this model, you could summarize that overcoming the technical and organizational barriers will deliver the 20% while overcoming the implementation barriers will deliver 80% of your success.

  tags: enterprise2.0, business, businessvalue, ROI, adoption, technology, implementation, organization

Basically that would make sense. In an industrial economy everything is product-centric : we know what it is, what it’s made of, of which pieces it’s composed, there’s one and only one to produce and assemble them, and everyone knows exactly what he has to do. It’s a system based on infinite repetition of totally scripted actions whithout any deviation : each production has to be the exact clone of the previous one.

In a knowledge based economy, things change. Most of times, the product consists in “finding a solution to a problem”. That makes things much more complex. Each steps depends on the the result of the previous and the product (ie the solution) is unknown at the starting of the production.

So there’s no suprise to see projects failing when people try to apply them what used to work before.

But we can get throught that : let’s see how.

Read the rest of this entry »

• L’utilisation des concepts d’Entreprise 2.0 dans le milieu pharmaceutique « [NSI Solution] Entreprise 2.0 - Amélioration Continue - Génie Industriel - Pascal Veilleux - Caroline Gagnon

  tags: pharmacy, pfizer, enterprise2.0, pharmaceuticalindustry

• Collaboration is overused as a buzzword.

  …collaboration is often not the first choice of tools we should reach for, as gathering information, understanding, and working through options is really needed in order to get to the stages of agreement.

  tags: collaboration, informationsharing, coordination, cooperation

Via Moovement.

• Collaborage: Enterprise 2.0 Implementation Overview

  Here are a few barriers and issues related to Enterprise 2.0 adoption.

  Awareness: Basic knowledge of the existence, availability, and reliability

  tags: enterprise2.0, adoption

• Web 2.0 vs Enterprise 2.0 Part 2

  Both these concepts are almost the same. Web 2.0 is about using social networking platforms and Enterprise 2.0 is about using social networking platforms within an organisation. However, the environment in which both is operating in is vastly different thus the final outcome can be very different too. Below are some reasons why:

  tags: enterprise2.0, web2.0

• multinationals struggle to manage talent - Why multinationals struggle to manage talent - Organization - Talent - The McKinsey Quarterly

  # The findings show a strong correlation between financial performance as measured by profit per employee and companies that achieved the best scores on a survey of their global-talent-management practices.

  tags: mckinsey, management, talent, multinationals

As I wrote earlier, for most of Webcom audience, Jon Husband’s Keynote was the most impressive (actually it seems he enjoyed it too)

Jon had the kindness to send me his slides so I can share some of them with you.

Read the rest of this entry »

• Library clips :: Participation is the currency of the knowledge economy :: May :: 2008

  tags: participation, knowledgeeconomy, incentive, knowledge

  • Enterprise 2.0 is not based on utopian ideals. It is instead based on the very principles that drive all free-market economies. Organisations that adopt enterprise 2.0 will do so for auto-preservation and corporate gain - to help their bottom line.” Period.”
  • In this type of setting why would I want to share my knowledge, it’s my “power”, we are all on our own, and my personal know-how is going to get me ahead. If I don’t share I will meet my expectations (and no-one else), but on the same hand if I don’t find any knowledge, I may not meet my expectations.
  • If you believe that conversations were creating incredible business value, maybe the focus should be on having many more conversations, much more easily.

• Knowledge Process Outsourcing

  KPO is a new phenomenon that is picking pace in India. It is “Knowledge Process Outsourcing”. In simple words it is the upward shift of BPO in the value chain. Old BPO companies that used to provide basic backend or customer care support are moving up this value chain.
  “Unlike conventional BPO where the focus is on process expertise, in KPO, the focus is on knowledge expertise.”

  tags: KPO, outsourcing, knowledge, knowledgeeconomy, knowledgeworkers

  • Knowledge Process Outsourcing (KPO) is where outsourcers do high-end “knowledge-based” work rather than doing mere backend processing
  • “KPO is the next step in the outsourcing pyramid

• Thinking Out Of The Inbox - More Collaboration Through Less E Mail - Next08 » SlideShare

  tags: collaboration, email, infobesity, web2.0

• Sarah Perez Says We’re Going to Change the Web « Our American Shelf Life

  As the Boomers fade into retirement and Gen Y takes root in the workplace, we’re going to see some big changes ahead, not just at work, but on the web as a whole.

  tags: generationy, management, digitalnatives

• Enteprise 2.0, you can bring everyone into the same community and make them feel closer to the core

  tags: oracle, enterprise2.0, conferencecalls, communities, engagement, implication

  • You can only do so many conference calls. With Enteprise 2.0, you can bring everyone into the same community and make them feel closer to the core.” Charles Phillips, president, Oracle

When we talk about enterprise 2.0 it’s often about organization or marketing. But it can also be about activities that are not directly business related but ma be important considering the societal role enterpises now have to play in a protean ecosystem.

That’s the purpose in which Cisco launched Human-Network in France. I know there’s an US equivalent but I don’t know if both are simultaneous or if the US one is much older;

It aims at gathering people aroung a commun project : sharing a good idea, a suggestion on how making our society more united, educated, tolerant, socially aware, respectful of environment, enterprising…

On www.human-network.fr, internauts may submit projects to share them with the largest audience, look for support, partners, and, of course, discuss with all the community members about employement, environment, economy, eduction, health care, community life…

It’s too early to give a definitive opinion but here’s what it inspires to me : Read the rest of this entry »

Social media within the enterprise suffers from being tools with mass appeal on the web. As a matter of fact, on the web everything relies on people’s will who let their needs drive their actions. One of the main drivers is pleasure and self satisfaction to join a group in order to do what we’re interested in. As people can continue or stop when they want they play the game, because they can decide not to come or leave when they want. So you’ll tell me there are 90% lurkers on online networks. It’s logical : they come randomly, just to try or because google took them there, they take what they want and they go. They are not inactive : they take and they go without giving back.

This approach seems to have prevailed in the first times of social medi within the enterprise. Willing to reproduce what’s happening on the web, enterprises wre focused on the user level. Seeing it works randomly, they focused on managers…and so on. Now we have the proof it concerns top level managers, executives. Quite a paradox for practices which are supposed to be user centric but the facts are obvious : users don’t want to take the ledership (or perharps they just can’t).

The reason is obvious : goals were totally neglected and were confused with means one more time.

In their sprivate sphere, people choose their goals. Networks are onlu means.

Who decides the goals in an enterprise ? according to what ? So you can say if enterprise’s goals are coherant, people should adopt the same beviors as on the net.

Not either ! Within the enterprise people don’t either choose their means. Perhaps we can fix all that by providing the right means ? Not either, because when I say “means” I think about both technical and organizational means. The way people work together, the autonomy they have in their day to day job, the culture that impacts their behaviors are not their responsability eiher.

Let’s admit everything is fixed up. The system can work . Yes but we may encounter a last barrier : the way people involve themselves and use the means depends on their will and their own goals within the organisation.

Tho make it short : we can copy and paste a mono-goal user driven system in a multi-goals context which is driven by strategy.

So we have to ask ourserlves, in the one hand, what are the organization’s goals, and in the other hand, provide people with relevant means in order to fulfill these goals. A good example is given by this survey on 01net : one the main barriers to 2.0 adoption is lack of visibility on how it impacts business and matches with needs. Believe me, I also have many examples where visibility was there. With a common denominator : everythng started from strategy and they worked and aligning practices and tools with strategy.