Bertrand DUPERRIN’s Notepad

• The Orange Chair » The Gen Y Guide to Web 2.0 at Work
  (tags: generationy web2.0 management)

Wirearchy is a very interesting concept I discovered weeks ago from a post from John Husband. Not that new (he’s been talking about that for a long time) but interesting enough to dig further.

Facts are obvious : new tools allow a new kind of information flows, because they’ree generated by peope. Those flows allow new kind of interactions, outside what’s been built by the organization, what creates an informal organisation. Not a counter organisation, but an actual and informal one which permanency only depends on people’s needs.

Read the rest of this entry »

Every week we can read about new concepts that try to explain how and why our enterprises will have to transform. Once wheat has been separated from chaff, few very interesting things remain. Last week I was very interested (impressed ?) by the concept of Socialution explained by Jay Deragon.

I recommend you to read him here,here, and there.

To make it short

The social web represents people interacting finding solutions to problems, information, career opportunities and doing so in a new organized structure. [...]

Thus we’ve coined a new word, “Socialutions” having the definition of Tpeople, communities and organizations leveraging technology to interact with people for the purpose of solving problems. The act of working together with others to create new solutions to old paradigms of communications and interaction without boundaries and with limitless reach.

L’internet social ce sont des personnes qui trouvent des solutions à des problèmes, de l’information, des opportunités de carrière, le tout dans une nouvelle forme d’organisation.

Jay also points out what I think is really a key issue : solving problems. As a matter of fact,t the best example that  our ecomomy  has changed is the parallel between a model where people’s day to day tasks was about production and what we experience now, where people are to solve problems, with all the implied changes in terms of toos, management etc…

If I had to keep only one benefit from the E2.0 model, it would simply be that it helps solving problemes more quickly.

What say you ?

• Connecting the Dots: The Cognitive Age: Why Social Media Matters
  is pointing the way toward new systems and behaviors that will enable us all to move higher up the value chain as we learn how, together, we can create and deliver what the world needs in new and innovative ways.
  (tags: knowledgeeconomy socialmedia innovation cognitiveage)
• Socialutions, What are the Six P’s?
  The driving factors of the Social Era will be technology, education, adaption and speed. Organizations will win or lose employees, customers, suppliers and markets based on their adoption of Socialutions as the management method for the future.
  (tags: socialutions 6P management organization process)
• Socialutions: Product, Process or Philosophy?
  “Socialutions” having the definition of people, communities and organizations leveraging technology to interact with people for the purpose of solving problems. [...] Transformation is everyone’s job but only if leaders agree that things need to ch
  (tags: socialutions problemsoviling innovation)
• Portals and KM: Enterprise 2.0 is not Web 2.0 nor is it an Oxymoron - Cross Post from Fast Forward
  (tags: enterprise2.0 web2.0 socialnetworking)
• What is a Knowledge Worker? «
  Stephen Collins of acidlabs has put together a pretty sporty presentation that addresses the challenges facing knowledge workers as we transition to a networked knowledge economy.
  (tags: knowledgeworkers)
• What Is Socialutions? | The Relationship Economy……
  The social web represents people interacting finding solutions to problems, information, career opportunities and doing so in a new organized structure.
  (tags: socialutions organization problemsoviling)
• thingamy: No ownership, no accountability - wikis, collaboration software, social media, Enterprise 2.0 and how not to get things done.
  In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That’s the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.
  (tags: adoption collaboration brp valuechain ownership accountability hierarchy)
• Piloter par les enjeux … Le perfologue le blog de la performance
  Mais au fait, qui les connaît avec précision les enjeux stratégiques du projet ?
  Combien d’informaticiens ont été consultés au préalable et participent aux réunions d’orientations stratégiques ? Vous en connaissez beaucoup ?
  (tags: issues IT strategy)
• Vendre !: Pas de jeu sans enjeu
  La vente de biens immatériels comme par exemple des logiciels d’entreprise (business-to-business ou B2B) comporte une difficulté majeure : connecter l’acte de vente au métier de l’organisation cliente.
  (tags: sales strategymaps software process intangibleassets)
• Mapping Your Corporate Strategy — HBS Working Knowledge
  A strategy map provides a visual representation of the organization’s strategy.
  (tags: strategymaps strategy balancedscorecard norton kaplan)

Obviously many people are wondering how to make scocial tools within the enterprise. Knowing that the use of these tools highly depends on what people want to do with them and that the only existing reference is the web 2.0, we get randomly assembled projects.

On its side, the enterprise is afraid of giving up control and don’t want people to mistake their workspace with a reacreation yard. On his side, the employee doesn’t want to expose himself too much and remains very reserved, all the more so since those tools can only be used for social purposes, since un-redesigned process force people to still use “old” tools.

Hence this edifying conclusion from Tom Davenport :

Perhaps the underlying issue is that collaboration for business purposes is real work. It needs to be managed like any other project or process. Having a technology to facilitate the collaboration makes it easier, but it’s still work. Social networks for social purposes, on the other hand, are fun. [...] It’s when we don’t have a clear understanding of what’s work, and what’s fun, that we get into trouble.

Quite interesting… Read the rest of this entry »

• The Enterprise 2.0 - Mumbai’s Conference by Miguel Membrado - Kimind » SlideShare
  (tags: entreprise2.0 IT organisation management)
• The AppGap » Will Enterprise 2.0 Drive Management Innovation ?: News, views, and reviews of Work 2.0 tools, apps and practices
  This may not be a detailed design spec for a 21st-century management system, but I doubt it’s far off. Argue with me if you like, but I’m willing to bet that Management 2.0 is going to look a lot like Web 2.0.
  (tags: entreprise2.0 management management2.0 garyhamel)
• Vedette du Web 2.0 Expo de San Francisco… les Mashups ! « NSI Solution | Entreprise 2.0 | Amélioration Continue
  J’aime également utiliser le terme “User generated software” car le but visé est que ce sont les usagers eux-mêmes qui vont développer leurs propres logiciels à partir des sources de données existantes dans l’entreprise.
  (tags: mashups socialsoftware IT generationy)
• frogpond » Cultural change and developing collaboration capabilities
  Scott Anthony - president of Innosight compiles some of the drivers needed for organizational change, based on a panel discussion he moderated with CEOs from Dow Corning, Eastman Kodak, Procter & Gamble etc.:
  (tags: collaboration organisation change procter&gamble culture)
• connaissances en mouvement: A propos du partage du savoir
  le transfert de compétences/connaissances ne se décrète pas. Il ne s’agit pas d’une chasse gardée, comme elle dit, mais surtout c’est une question de motivation et de capacité de la part des transmettants potentiels.
  (tags: formation compétences knowledgeworkers connaissance)
• Traduction de la vision stratégique du dirigeant et des valeurs de l’organismes en termes compréhensibles et exécutables
  Vous l’avez maintes fois exprimés dans vos commentaires, après avoir formulé la vision stratégique et les valeurs, qui la sous-tendent, reste traduire ceci en termes compréhensibles par tous et exécutables.
  (tags: strategymaps stratégie KPI)
• The POST Method: A systematic approach to social strategy:
  What do most companies do wrong when they enter the social world? No, it’s not that they’re being fake, or don’t “get it.” It’s that they don’t really know their objectives.
  (tags: socialsoftware management innovation consulting communautés POST stratégie forrester socialnetworking web2.0)
• The Muddle in the Collaboration Middle - Harvard Business Online’s Tom Davenport
  Perhaps the underlying issue is that collaboration for business purposes is real work. It needs to be managed like any other project or process. Having a technology to facilitate the collaboration makes it easier, but it’s still work.
  (tags: collaboration socialnetworking socialsoftware)
• HR Scorecard | Scorecard Metrics for HR
  (tags: hr humanressources metrics bsc balanced scorecard)

In a previous post I was wondering if we were heading to what I called a project or a partnership economy. In the same way, after meeting Don Tapscott and read “Wikinomics”, the idea came to me that we could soon experience a reverse application of Coase’s theorem. Nothing but logical : if high transaction costs made organization become larger, low transaction costs on immaterial capital may cause exactly the opposite.

This is exactly the theme of an interesting discussion that emerged on Transnets[fr], following the reading of Here comes everybody. Read the rest of this entry »

Clear, short…I like

A large part of companies’ knowledge is not available for all for the only reason people are not conscious of the importance of some details of their experience and that, since others don’t know what these people know, they don’t think of asking them anything…

Hence the importance of not organising knowledge capture on the only base of “forms people have to fill” and pay attention to what can capture conversations which are the only way to make emerge “what we don’t know people know and they dont measure the importance”.

That reminds of this famous Donald Rumsfeld’s sentence. It made me laugh at this time, but perharps it has more sense than I though (even if he didn’t did it in purpose…)

There are known knowns. These are things we know that we know.

There are known unknowns. That is to say, there are things that we know we don’t know.

But there are also unknown unknowns. There are things we don’t know we don’t know.

I really believe conversations are key to capturing tacit knowledge, best practices,  all those things that are parts of the individual’s patrimony and can only be captured an harnessed by stimulating individual memories through conversations, since they are the most accessible form of knowledge.

Hence the necessity to provide the organization with tools that make those open discussions and their stimulation possible, just as their capitalization.

Most often, when I talk about conversations it’s about best practices, knowledge transfer, everything that can suport the business function and I think there’s nothing more to say on this point, but this note from Scott Monty made me think of another dimension that would really fit with the idea of “corporate memories”, going beyond pure business to adress corporate culture purposes. Read the rest of this entry »