Bertrand Duperrin's Notepad

• Jive SBS Key Member Engagement Plan DIY

  tags: communities engagement members socialnetworks enterprise2.0 adoption methodology

• Sustainable Communities: Top 10 CSFs for Keeping the Faith <span class="“> – Annotated

  “Overview: Launching and getting up and running is only half the battle when it comes to CoPs. CoP pundits are constantly advocating new social technologies, new processes, and new metrics. But for a CoP (and its members) to thrive requires embracing a few simple organizational change ideas, and making them concrete, authentic, and fun. The “Sustainable Communities Critical Success Factors” do just that. A sustainable Community of Practice (CoP) demonstrates measurable value to both the organization and CoP participants contributing relevant knowledge, and nourishing lasting and productive relationships. Any CoP, by definition, convenes to cross organizational boundaries, to build a shared body of knowledge, and to network. But a sustainable CoP comes together with a shared sense of passion and applies that to practical outputs. While most COPs fade, sustainable CoPs endure:

  * Members express a spirit of volunteerism that beyond their personal objectives and “WIIFM”;
  * CoP “working groups” generate relevant products that integrate diverse insights; and
  * CoP outcomes show up in corporate metrics, and, ultimately CoP ideas influence corporate planning. “

  tags: community communities communitiesofpractices leadership facilitation role metrics onboarding measurement recognition

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  • 1. Regular Real-time Meeting
  • 2. Role/Charter-Clarity:
  • 3. Leadership and Facilitation:
  • 4. Practitioner-Led:
  • 5. Establish Rapport Explicitly:
  • 6. Ground Rules:
  • 7. New Member On-boarding:
  • 8. Measure and Continuously Improve:
  • 9. Use Technology Effectively:
  • 10. Get Recognition/Give Recognition:

• Manque d’aplomb <span class="“> – Annotated

  “C’est le groupe des enfants du cours préparatoire qui, expérimentation après expérimentation, dépasse avec constance les trois autres groupes d’adultes bardés de diplômes de l’enseignement supérieur.”

  tags: problemsolving marshmallowchallenge orientation planning execution observation learning learningbydoing

  • 
  • C’est parce que les adultes ont été “formatés” pour conceptualiser la résolution de problème. A force d’insister sur le fait de réfléchir avant d’agir, ils ont intériorisé l’idée de trouver la solution d’un point de vue théorique avant de mettre les mains dans le cambouis. Pour eux, la séquence type de résolution du problème, c’est OPEO, soit, ORIENTATION -> PLANIFICATION -> EXECUTION -> OBSERVATION.
  • Les enfants, en revanche, suivent une approche plus intuitive et résolument empirique. Après une courte phase d’ORIENTATION, ils vont très vite mettre la main à la pâte pour tester les interconnections entre les spaghettis, le scotch et le marshmallow à poser au sommet de la structure. Pendant que leurs concurrents d’âge mûr feront une boucle complète OPEO,
  • . Leur aptitude à réaliser des boucles extrêmement rapides d’action / rétro-action leur offrira le moyen de parfaire leur apprentissage chemin faisant. C’est le fameux “learning by doing” des Américains.

• Jive Community: Addressing Risk <span class="“> – Annotated

  “How are you addressing the risk of employees posting something “stupid” on a community like promising a customer something they cannot deliver or something along those lines?

  I need examples asap for a preso to the exec team by the end of the week. Would love to hear from you.”

  tags: communities communitymanagement risk mitigation governance policies community

  • Prevention begins with good policies. Make sure you have the right social media policies in place to begin with.
  • Make sure you have a good community management governance structure.  You do need to have a governance model
  • Make sure your community managers and the SME’s understand their role in the governance model and are trained well for what’s expected of them. Your brand depends upon it.
  • Make sure you have an escalation path to deal with an issue when it arises.

• New IBM Whitepaper – Measuring the value of social software

  “The “Measuring the Value of Social Software” white paper focuses on helping organizations answer the question:

  How can we determine if our social software initiatives are successful and are providing the anticipated return on technology investment?

  This white paper looks at how to measure the effectiveness and value of a social software initiative, what tools are available to capture key metrics, and what to take into consideration when establishing a measurement approach. “

  tags: ibm socialnetworks measurement activity ROI framework vitality capability value businessvalue KPI KVI

• Why You Must Network With Your Younger Employees <span class="“> – Annotated

  “That’s a lot like the use of enterprise 2.0 social software systems today. Older generations have an ingrained urge to avoid collaborating, having spent their lives being trained to hoard and control information. Their thick, almost-impermeable skin takes effort, time, encouragement and environmental change to break through. It isn’t by chance that the need for greater collaboration is a regular theme in management meetings everywhere.

  On the other hand, social software comes naturally to the millennial generation, born between the late 1970s and 2000 and raised in the Internet age. In a few years, according to Jeanne Meister and Karie Willyerd, the authors of The 2020 Workplace, millennials will be about half of the world’s working age adults”

  tags: collaboration generationdivide millenials generationy generationx babyboomers mentoring

  • Millennials work with large networks. They swap contexts frequently and rapidly during a typical day and use multiple modes of communication. They feel free to ask their managers and peers for candid opinions so they can improve their work. They seek social proof, some visible indication, that others are buying into an idea or activity. They see everyone in their organization as equal partners to collaborate with.
  • When you’re new to an organization, your relationship networks are usually limited and have little built-in trust. Millennials who converse freely with their friends socially are often told at work to stay strictly work-focused. This can limit the depth of their conversations and keep them from developing trust and extensive networks.

• Communication as Work

  “Communication is the process by which this constantly evolving knowledge is applied on data and information to a decisionable end. This process will generate insights on how to take advantage of the information you have gathered”

  tags: communication work decisionmaking knowledge tacitknowledge

• Why traditional intranets fail today’s knowledge workers <span class="“> – Annotated

  “Knowledge work is often a completely different story. While the information used us input to an activity or process is likely to be found in the left part of the Long Tail power graph, the information needed for a knowledge work activity is likely to be found in the long tail. There you have information resources which are used infrequently or maybe even once. The information which is needed varies from time to time, from situation to situation. Not only the actual information varies; often the type and structure of the information resource varies too. This makes it virtually impossible to define a reusable information resource in advance before it is needed.”

  tags: intranet knowledgeworkers knowledgework longtail socialintranet

  • The social intranet is not just about adding a layer of social collaboration tools; it is a platform that combines the powers of push with the powers of pull to supply anyone who participates and contributes within an extended enterprise with the information, knowledge and connections they need to make the right decisions and act to fulfill their objectives.
  • the previously dominating “less is more” paradigm is being replaced by a “more is more” paradigm. A social intranet must necessarily be designed for information abundance.
  • because as Clay Shirky argues the problem is not the amount of information but rather that the filters we have fail to sort it properly for us. We need to get the filters in place instead of blaming and demonizing (“Tsunami of data”, “firehose of information” etc) information supply and arguing that the only way to solve this “problem” is to limit supply.
  • We must have ways that “automagically” attract useful information and connections to us.
  • Needless to say, the push-based production model used for most intranets will still have an important role to play – but only as a component within a social intranet. It will continue to serve the most common, stable and predictable information needs.
  • This is because the long tail of information supports the core of a knowledge-intensive modern business: the knowledge work.

• Game Mechanics at work in the Enterprise 2.0? <span class="“> – Annotated

  “This got me thinking why can business processes and Enterprise 2.0 software be designed to make them “fun” and engaging?

  There are lots of research that talks about how mixing work and play is the key to innovation. “

  tags: hr games foursquare engagement rewards recognition play

  • Amy talks about how five principles of game mechanics (collecting, points, feedback, exchanges and customization) can be combined with three trends of social media (accessibility, recombination, syndication) to design fun yet functional software applications.

• Implementing Enterprise 2.0 at Intuit, Part Three: Cultural and Organizational Shifts <span class="“> – Annotated

  “today we’re going to continue with change management by focusing on the cultural and organizational shifts that took place (and are still taking place) within Intuit to make Enterprise 2.0 successful.”

  tags: enterprise2.0 casestudies INTUIT culture organization change changemanagement innovation

  • Every quarter that CEO goes onto Intuit tv (an internal video platform) and answers questions live from employees instead of emailing them.  This allows the employees to actually participate in real time.  Employees now have the ability to comment on anything that’s going on within Intuit, including things that the CEO says
  • As a result, there is now someone in every business unit that is being tasked with innovation; an innovation leader.  This innovation leader participates in a company wide community sharing insights and accelerating the migration of best practices but they don’t actually own the innovation within the business units. 
  • Business leaders adopted and changed the way they were operating.  They were now taking a portfolio approach of small teams moving quickly as opposed to focusing on a centralized project with a larger team. 

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

• HCL: Extreme Management Makeover <span class="“> – Annotated

  “. Everybody knows there are downsides to management-as-usual, but are they any alternatives? We can dream about organizations where employees eagerly challenge their superiors, where honesty trumps deference and where the pyramid has been turned upside down—but then again, we can also dream about world peace and cold fusion.”

  tags: democracy management accountability HCL management2.0 evaluation

  • – Transparent Financial Data. Vineet realized it’s hard to feel empowered if your manager has a lot of data you don’t. With this in mind, HCLT’s IT team created a simple widget that gave every employee a detailed set of financial metrics for their own team and other teams across the company.
  • – U&I. Early on, Vineet and his leadership team set up an online forum and encouraged employees to ask tough questions and offer honest feedback. Nothing was censored on the “U&I” site; every post, however virulent, was displayed for the entire company to see
  • – Service Level Agreements. Powerful corporate departments, like HR and finance, often seem more interested in enforcing blanket policies than in making life easier for employees. When Vineet would ask front line employees, “What have the enabling functions done to help you create value in the value zone?”
  • Today, HCLT employees are able to rate the performance of any manager whose decisions impact their work lives, and to do so anonymously. These ratings are published online and can be viewed by anyone who has submitted a review.
  • As the CEO, Vineet was being asked to weigh in on hundreds of unit-level plans each year. Recognizing the limits to his time and personal expertise, Vineet challenged his colleagues to develop an online, peer-based evaluation process. The solution: MyBlueprint. In 2009, three hundred managers posted their business plans, or “blueprints,” online. Each document was accompanied by an audio presentation. More than 8,000 employees were then invited to jump in and review the plans
  • – Employee First Councils. The goal here was to help employees connect with team members who shared similar interests and passions. Supported by a web-based platform, the new initiative rapidly spawned a host of communities around cultural, recreational and job-related issues
  • Three years after launching this concept, 20% of HCLT’s revenue is coming from initiatives launched in these communities of interest.”
  • “We all believe that democracies are good and totalitarian systems are bad, and yet we tolerate dictatorships within our companies, even though the people at the top don’t have enough information to know what needs to be done. At HCLT, we have been trying to democratize our company.”

• Employee engagement is more than just the current HR ‘buzzword’

  “
  Employee engagement is more than just the current HR ‘buzzword’; it is essential. In order for organizations to meet and surpass organizational objectives, employees must be engaged. Research has proven that wholly engaged employees exhibit,

  § Higher self-motivation.
  § Confidence to express new ideas.
  § Higher productivity.
  § Higher levels of customer approval and service quality.
  § Reliability.
  § Organizational loyalty; less employee turnover.
  § Lower absenteeism.”

  tags: humanresources engagement

• Competency <span class="“> – Annotated

  tags: competencies enterprise2.0

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• The Superpower of the Knowledge Era: Process <span class="“> – Annotated

  “But today, a lot of process occurs inside of people’s heads, their computers and networks of computers spread across a building or across the globe. This kind of process can be harder to see and measure. The information gap begins from the initial investment, which is generally not tracked, all the way through to the end result. This lack of information keeps process off the radar of many critical stakeholders from Boards of Directors to investors and even, sometimes, a management team. Many knowledge processes, therefore, are done on an ad hoc basis with people reinventing the wheel every day, day after day, year after year.”

  tags: knowledgeworkers processes

  • It is important to note that knowledge processes and physical production processes are intersecting with greater frequency. This is because many of the marginal gains from manufacturing are now coming through automation of information or through adjustments to a process designed by employees who work on it.
  • Why do we call process a “superpower?” Because it is the most scalable forms of knowledge capital. Anytime that you capture the “best practices” of your organization in an automated process, you are making every employee smarter when they come to work in the morning. They do not have to think about how to solve the simple problems—because the solution is already built into the system

• How to Succeed When Everyone Is in Charge – Ron Ashkenas – Harvard Business Review <span class="“> – Annotated

  “The reality, however, is that most organizations today have more than one chain of command, and to be successful you need to navigate between them. “

  tags: chainofcommand multiarchy hierarchy matrix projectteams

  • The first type is the professional multiarchy in which different professional groups have parallel hierarchies with little or no connection at the top of the organization.
  • The second type of multiarchy is the matrix, which is present to some degree in most businesses. The matrix is a crisscross of business units and functions (portrayed as verticals and horizontals).
  • The third type of multiarchy is the temporary project team. In these situations people are “loaned” from their home organization and report to a project manager for a period of time

• 2010 : l’an 1 des réseaux sociaux internes

  “Relativement discrets en 2009, les réseaux sociaux internes explosent dans les organisations publiques et privées. Bouygues, le CEA, Danone, Veolia Environnement ou encore Ubisoft débordent de projets. “

  tags: socialnetworking casestudies enterprise2.0 socialnetworks

• Social BPM: Business Process Management Enters the 21st Century

  “Understand what capabilities you need: “Provide a scorecard… look at the interaction that need to be supported… Look at the types of processes supported… Review personalities in your organization.”

  Assess what capabilities you already have: “Look at the skills in your organization… Make sure you put governance around BPM. You want to provide the framework, best practices and guidance.”

  Identify the steps to get started with social BPM: “Don’t try to roll out social everybody, but look at where to start…. Look at your first project, look at the results, and expand social throughout the enterprise.

  Look at your environment and how you can embrace social: “It may not be all of the patterns, but look at the pattern and identify the one that makes sense for you.”

  Educate the business: “The biggest challenge we see with social BPM, is the term social isn’t necessarily a business process-oriented term. At the end of the day, all of your processes will be impacted buy some way by social. We need to start looking at how the two worlds come together.””

  tags: socialbpm bpm businessprocess

• Quel(e) DRH 2.0 êtes vous / avez vous ? <span class="“> – Annotated

  “Un peu pour le fun mais pas seulement cette petite matrice de positionnement (j’en ai d’autres en magasin…). Chaque projet RH 2.0 a son contexte et l’influence du DRH est majeure. Il conviendra de prendre en compte sa “position” pour adapter sur le fond et la forme son ambition et surtout son approche.”

  tags: hr HRofficer enterprise2.0 hr2.0 strategy matrix

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• The Rise of Composite Content Platforms – Contentation Re-considered <span class="“> – Annotated

  “The convergence of content stores, portal frameworks, combined with powerful context-aware publishing systems and social interactions, is pushing traditional ECM, WCM, Portal, and E2.0 vendors to rely upon a new generation of integrated “Composite Content Platforms” (also called “Content–enabled Enterprise Portals” or “Content Application Servers”).”

  tags: content contentplatforms ECM socialmedia integration interoperability identity CMS API REST collaboration

  • 
  • 8. Social and Collaboration Services
    One of the recent goals of any composite content platforms is to let developers rapidly socialize their applications. Most so-called E2.0 software employ a top-down approach focused on the added value of adopting an enterprise social network that mimic Facebook rather than promoting the integration of social as a service.
  • Trend #1: The cloud as your main distributed content and data store
  • Trend #2: Distributed RESTful Services
    The ever-growing Internet bandwidth, improved security on cloud computing, together with the generalization of distributed RESTful APIs, should lead more and more software vendors to focus on specific niches and offer specialized services on the cloud which could be easily integrated back into your custom solutions.
  • Trend #3: Rapid assembly of content-rich applications

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