Bertrand Duperrin's Notepad

• Open Innovation’s Next Challenge: Itself

  “But are companies, with all their good intentions, getting the most from open innovation? We suspect that the initial successes, encouraging as they are, represent only the beginning. What if open innovation were defined more broadly and more ambitiously? Could even greater value be realized? If so, what would the next wave of open innovation look like?”

  tags: innovation, openinnovation, tacitknowledge, transactions, knowledgeflow

  • This approach has two limitations. First, it misses the opportunity to build long-term trust-based relationships among participants. Second, it does not encourage participants to build cumulatively upon the contributions of others.
  • On the other side, really challenging problems require tapping into the tacit knowledge possessed by more than one individual in order to create new knowledge and generate a workable solution.
  • Tacit knowledge is the “know-how” that is hard to express or transfer and therefore much more sticky than explicit knowledge. Sharing this kind of knowledge typically requires long-term, trust-based relationships that can support the inevitable fumbling that occurs as we try to express and share tacit knowledge.
  • We’re moving from a world where value is created and captured in transactions to one where value resides in large networks of long-term relationships that provide the rails for much richer “knowledge flows.”
  • Of course, shifting from a narrow transaction model to one that embraces both long-term relationships and cumulative contributions is not easy. It requires more thoughtful governance mechanisms, more robust tools and platforms, and more sophisticated incentive systems. These can and will evolve over time as open innovation pioneers gain more experience with these initiatives
  • Properly conceived, open innovation platforms can evolve into the creation spaces that we discussed earlier and unleash the collaboration curves that drive increasing returns.

• Lynda Gratton on Nokia and the future of work

  “One of the things I’ve posted on quite frequently at this blog, is the need to combing real and virtual (or as Nokia say, analogue and digital) activities in order to best achieve certain outcomes.”

  tags: nokia, casestudies, socialnetworks, communities, outcomes, changemanagement, change

  • When all workshops were completed, the 700 participants then returned to their teams to engage them in the ongoing process. It was at this point that the online community came to the fore.

• IBM Driving adoption of Lotus Connections

  “If you are thinking about bringing Lotus Connections into your organization in future or have already purchased it and are planning how to manage the introduction to your user population, read on for tips about getting started.”

  tags: enterprise2.0, Lotusconnections, adoption, socialnetworks, IBM, pilot, communities

  • 1) Identifying goals for the deployment; 2) Piloting the applications being rolled out; and 3) Defining an adoption strategy for the wider community.

• Retour d’expériences sur l’innovation participative

  “Dans les années 90, c’est le début de la « boîte à idées », les années 2000 voit cette tâche dépendre de la qualité, organisé autour de processus permettant la traçabilité des idées. Cependant cette démarche est plutôt de nature vertical.

  Dans les années à venir, la démarche va être beaucoup plus qualitative, reposant sur les réseaux sociaux, les communautés et la co-construction, associant plus les RH, les services de la communication et ceux du marketing.”

  tags: sncf, laposte, AirFrance, casestudies, innovation, participativeinnovation

  • Dans le cadre de la SNCF, quand un agent a une idée, son manager doit dans un premier temps l’approuver, puis la défendre et même proposer une rémunération en fonction des économies que peut générer cette idée. En moyenne, chaque idée rapporte 77 euros brut à son inventeur.

  • Air France industries

    6500 idées par an sont produites en moyenne. Elles ont permis 8 millions d’économies. Mais pour cette entreprise, il s’agit avant tout de rendre les gens acteurs, en leur donnant la parole.

• Relevance of Enterprise 2.0 for HR

  “With this entry I want to summarize and update what I wrote earlier. I gave a general update on the value of social networks for HR in January 2008 including a presentation I held at our global HR Business Partner meeting. Tonight I will be presenting at an HR sharing event on the relevance of Enterprise 2.0 for HR. Find the slides posted to Slideshare.”

  tags: humanresources, enterprise2.0, performance, people, work, informationflows, learning, communities, innovation, agility, alumni, expertslocation

  • The ultimate goal is to create social capital, a workforce that is interconnected to make collaboration thrive through relationships of trust. This really brings added value to the company in form of constant learning (the learning organization), change agility, speed, efficiency and scale. In this context new organization forms are emerging like communities of practice or agile forms of development, an environment that fosters innovation.
  • HR is required as an enabler of E20, as change agent and organization designer. HR should be the engine behind company culture (Towers Perrin 2008).
  • Now how is E20 enabling HR? In order to show this it needs to be demonstrated how social software can be used for the implementation of HR practices.
  • I want to point to the benefits of alumni networks providing the company with mature and seasoned talent
  • social software provides high levels of visibility for employees
  • learly social software and communities make collaboration more efficient.

• How to Find Enterprise 2.0 Champions

  “The problem with these psychological approaches is that they focus on the traits of individuals, in the absence of any business context. They presuppose that it is something about an individual’s personality, experience, psychology, or talents that determines whether that individual will be a valuable contributor to your social media rollout. What it misses is the central importance of organizational role. “

  tags: enterprise2.0, adoption, leadership, roles, collaboration, psychology, organizationalrole

  • the most reliable way to generate sustained Enterprise 2.0 adoption is to target business functions and activities that are structurally motivated to improve collaboration. In other words, look for individuals whose professional success in their role depends on the things that Enterprise 2.0 will help them do.
  • I haven’t seen strong correlations between enterprise social media adoption and age, gender, tech-savviness, political affiliation, sexual orientation, toothpaste preference, or any other identifiable psychological characteristics

• Au delà du Community Manager

  tags: no_tag

  • Est-ce à dire qu’une communauté est gérée, ou plutôt gouvernée différemment qu’un département, pour prendre un exemple ? Doit-on alors envisager de créer de nouvelles fonctions de community manager ou d’élargir le nombre de rôles managériaux génériques ? Je pencherai plutôt pour la deuxième solution et j’irai plus loin en disant qu’un talent d’animateur de communauté est nécessaire à quiconque veut prospérer dans une entreprise moderne (par opposition à entreprise industrielle).
  • Alors, chacun manager ? Non. Mais chacun responsable de l’animation et du management, à son niveau, de l’organisation pour laquelle il travaille, oui. C’est d’ailleurs ce que nous faisons dans le web 2.0, où nous transmettons et participons.
  • A la différence du web 2.0 cependant, dans l’entreprise, cette transmission et cette participation ont un but plus étroit. Car l’entreprise elle-même, à ce jour, à des objectifs précis, des contraintes claires. Dans l’entreprise, nous venons travailler, produire, satisfaire des clients.

• Au delà du Community Manager

  “Pourtant, le mot Community Manager pourrait sembler une contradiction dans les termes, et sa traduction en français, Animateur de Communauté, beaucoup plus qu’une traduction, une interprétation, et peut être aussi une intention”

  tags: communitymanagement, management, role

• 2.0 Adoption in the Enterprise – The After

  tags: enterprise2.0, adoption, bestpractices, governance, communitymanagement, communities, education, training

• Social CRM – What can you learn from Early Adopters

  “Came across this wonderful preso on Social CRM that highlights importance of Social CRM and talks about experiences gained from being an early adopter in this area. I like slide 34 and 35 that focuses on pitfalls and success.”

  tags: socialcrm, brand, consumer, conversations, casestudies, telstra, socialmedia, sales, sales2.0

• 25 Mind Blowing Social Media Infographics

  tags: socialmedia, infographics

• Social computing models used in retail

  tags: socialcomputing, retail, couponning

• Why are clouds so hard to understand?

  “So it is true and correct that clouds provide the technology to reduce the cost and complexity of provisioning computational capabilities within the enterprise, or to build new shared service centers operating at greater efficiency externally. But that’s not really what the fuss is about! The issue driving the use of ‘services’ is a new business model making use of new technology to enable and empower people in the front office and that’s what clouds as a revolutionary change is all about.”

  tags: web2.0, cloudcomputing, costs, IT, virtualization

  • 

• Social Networking’s Impact on Modern Business

  “Today Cisco announced the findings of a study on social networking and its adoption in the enterprise. Based on interviews with more than 100 companies from more than 20 countries, the study explores the primary tools being used, which areas of business are adopting them and how they’re putting them to use, and some of the challenges that are arising.”

  tags: socialnetworking, enterprise2.0, cisco, governance, collaboration, policies

  • Social networking tools are spreading into core areas of the value chain, including the marketing and communications, human relations, and customer service departments.
  • Only one in seven of the companies that participated in the research noted a formal process associated with adopting consumer-based social networking tools for business purposes, indicating that the potential risks associated with these tools in the enterprise are either overlooked or not well understood.

• 2.0 Adoption in the Enterprise – The Before

  tags: enterprise2.0, strategy, adoption, change, changemanagement, ROI, communication, measurement, casestudies

• A special report on social networking: Yammering away at the office

  “To veterans of the technology industry, the fuss over social networking sounds all too familiar. Whenever a new and disruptive technology appears, there is initially a backlash against it before it becomes broadly accepted. Even a seemingly innocent application such as Microsoft’s Excel spreadsheet was greeted with much scepticism because managers assumed workers would use it to make lists of their fantasy football teams or their weekend shopping—which is exactly what they did and still do. But along the way, Excel has also become an invaluable business tool.”

  tags: socialnetworks, productivity, informationsharing, silos

  • Many companies are organised into strictly separate regional, product-line and functional “silos”, making it hard for people to share information beyond their immediate colleagues. And the rise of vast, globe-spanning corporate empires with hundreds of thousands of employees has left many folk isolated in small work groups run by managers who care only about their particular fiefs. As a result, efforts are duplicated and valuable information ends up being hoarded, not shared
  • To improve matters, the intelligence community is developing a system called A-Space, a sort of Facebook for spies that holds profiles of analysts from various agencies and allows them to contact one another and to share large amounts of text, graphics, images and videos.
  • Marc Benioff, the chief executive of Salesforce.com, predicts that demand for corporate social-networking services will take off as managers realise that they now know more about strangers on Twitter and Facebook than they do about the people in their own organisation.
  • 
  • Social networks are a huge improvement over them because they combine content with commentary from people whose know-how might previously not have been recognised. Suzanne Livingston, the head of IBM’s social-software operations, says that firms can even create new, jointly owned social networks or splice existing ones together to share know-how with outsiders.
  • This “social business intelligence” can then be used to, for example, identify people for a project team based on their expertise and their links to others whose support will be needed to make the project a success.

• BPM vs. Unstructured, Ad-hoc, Human Processes by ActionBase

  “Now to define the simplest basic requirement for handling unstructured processes –enabling processes with emergent models – i.e. the participants are building up the models as they execute process instances (perhaps with some loosely defined guideline or best practice as a starting point). I will claim the ability to do that is at odds with the basic definition of BPM, since it precludes a model based approach.”

  tags: bpm, processes, adhoc, unstructuredprocesses, humanprocesses

  • • The participants change the general model (either the model or the rules) – this is very dangerous, and the more rigorous and complex the model the greater the chance to screw up something big time. It also doesn’t make sense since this really might be a one-off execution.
    • The participants have their own “local” copy of the process and they modify that. Still would be a lot of work for the participants, but there would also be all kinds of issues of multiple models existing for the “same” process – how to reconcile the changes, how do you store and access variants on a given model etc.
    • The participants do things “outside” the existing  model.
      1. It is outside the model, but under the control of the BPM engine.  This requires a whole set of new capabilities for the engine. The engine will need to be something much different than a standard BPM (BPEL or BPMN) execution engine. The engine will need to become something VERY different (I would think encompass something much closer to a collaboration tool) – and then of course figure out how to reconcile that back into the original process. It opens a whole can of worms from an execution perspective – and it certainly isn’t anything like BPM today.
      2. It is outside the model, and not under the control of the BPM. If this happens all the time then the model is not worth much, and neither is the engine.  So why start with the model at all?
  • Unstructured, ad-hoc human processes can’t be modeled (or at least in any cost effective way) so current BPM tools can’t really handle them. Managing human processes requires a different, complementary set of technologies – and a different mindset.

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

• Termination notice: You’ve been replaced By Google!

  “In reality, Google has replaced opinions. We used to solicit people’s opinions a lot more often in the workplace because we needed to gather information about how things were being done in other companies where they may have worked in the past. We lacked the huge library of potential solutions that we have today, when a simple Google search can provide us with a myriad of opinions and best practices to choose from. So it no longer makes sense to use our precious talent and resources to try to generate ideas and opinions. I would rather they use their expertise to make the decision work! “

  tags: opinion, google, decision, decisionmaking, leadership

  • For 90% of people in any organization at any given time, their role is simply to be informed – not to make, or comment on, a decision. If you subscribe to the idea that everyone’s opinion has to count, in effect you are handing out veto power to the majority while only a minority has the power to say “yes.” This sets up a paradigm in which it’s very difficult to take positive action. You also create a situation in which people feel buy-in is optional. This leads to resistance that can stall or even sabotage your plans. Reality-Based Leaders are clear that the highest value the talent under their leadership can offer is to implement with excellence. They value action over opinion.
  • If you are not in the position of ultimate decision maker, offer expertise – not editorials. If you are asked your opinion about a potential decision, be proactive. Offer up a variety of ideas to the decision makers, outlining the potential benefits of each course of action along with the corresponding risks, complete with your team’s plan to mitigate the risks of any chosen option.
  • Criticizing any decision made by another level of the leadership team, especially when times are tough, is a cardinal sin. If I can ask your team member what you think about a decision and they can tell me, you have failed them in one of the worst possible ways. If you don’t buy in and offer up your best effort, why should they?
  • So, get over it – Google has replaced you in the opinion department!  Move on and add value in new ways with action that leads to success, regardless of your circumstances or the merit of the plan. 

• Expertise Location: Not Just A Tooling Issue

  “I do believe that social environments can have a powerful impact on an organization’s “lateral connectivity” so to speak (vs. top-down). As background, I’ve looked at expertise location/automation systems since they emerged in the late nineties with Tacit (recently acquired by Oracle) perhaps being the most well-known.”

  tags: expertslocation, expertise, socialmedia, incentives, timemanagement, personalbranding, policies, management

  • In many situations – “the expert” is already very busy and/or there are not enough experts to go around.
  • the expert is not visible due to policies that prevent communication between different business units, or for reasons related to security.
  • Management might not want to make the expert visible, or share the expert with others in the organization.
  • The way managers (and expert for that matter) are incented to complete a project or task-at-hand may make that activity a higher priority than helping colleagues.
  • While it’s nice to think that people will blog frequently, take on the role of a wiki gardener, etc – these activities are often voluntary.
  • De-valuing personal brand might be another reason for these tools to be less-than-perfect.

• Community and social computing

  “The core competency here is in terms of facilitating relationships and communications between different parties. There are in fact many different types of interactions that this role takes on. In as such, this means they participate as a part of many different role-interaction patterns. This is significant since when such patterns are frequent and repeated, it becomes almost transactional, and therefore measurable”

  tags: communities, socialcomputing, measurement, interactions, transactions, value, communitymanagement

• Social capital and Organisational capabilities

  “I explained my current interest in social capital and asked Stewart which organisations he thought had strong capabilities that resulted mainly from the relationships between their people, ie capabilities built on social capital, rather than the people themselves, ie human capital, or processes, technologies etc.”

  tags: socialcapital, relationship, GE, boozAllenHamilton, incentives, collaboration, knowledgesharing

  • To do this effectively, Booz needs to be able to get teams forming quickly and working seamlessly, getting people on the same page very fast.

    Booz pioneered knowledge management but it fell into disrepair and they got into bad technologies – their knowledge system was email sharing stuff on peoples’ hard drives.  They’re now getting into 2.0 technologies.

  • In addition, the firm recognises that people can’t deliver if reward systems aren’t set up to support delivery across practices and geographies.  So you have to remove barriers and incentivise usage

• IBM vs. Microsoft: Will the Open Web Change the Game?

  “At Lotusphere this year, the contrast between IBM and Microsoft could not be more distinct.

  IBM is making it clear it is banking on a strategy that embraces a loosely coupled framework – a foundation based upon principles that are often discussed in the context of the open Web. For instance, as we mentioned yesterday, xPages, HTML5 and RESTful Web services will all be tools that push forward efforts such as Project Vulcan, the next generation of Lotus Notes unveiled here at Lotusphere this week.”

  tags: IBM, Lotus, microsoft, Sharepoint, Lotuslive, projectvulcan, openweb

  • BM’s Web-based approach is distinctly different than the document-centric world of Sharepoint. It’s this Web-oriented, open approach that may prove to be the difference for IBM. We’ll have to see. Microsoft remains the major power in the enterprise. Its future is in proprietary systems. But who knows. As the cloud becomes more a part of doing business, Microsoft may continue to have the upper hand, especially if it can execute on its partnerships with third-party application providers.

• Définition de la RH 2.0

  ““La RH 2.0 est la mise en oeuvre d’usages nés du Web 2.0 pour mieux gérer la fonction RH et pour mieux exécuter les processus RH de recrutement, de développement et d’implication des talents qui composent une organisation.

  Ces usages dits “2.0″ facilitent l’expression et la collaboration des acteurs de la RH (Collaborateurs, Candidats, Managers, Responsables RH) grâce à des outils 2.0 (Blog, Wiki, RSS, Réseau social,…) qui rendent interactif le système d’information RH (SIRH).””

  tags: HR, HR2.0, recruitment2.0, recruitment, training, assessment, mobility, internalcommunication

  • 

• Online Community Expert Interview: Rawn Shaw, IBM

  “This month’s Online Community Expert interview is with Rawn Shah, Practice lead with the Social Software Adoption team in IBM. He has worked in various roles as a software developer, production manager, a journalist and community program manager in his career. His current focus is on understanding and measuring business value of social computing within the enterprise. As a writer and journalist he has written or contributed to over 280 articles and 7 books, including his latest Social Networking for Business (Wharton School Press, 2010) released this January and available through Amazon and other bookstores and retailers.
  “

  tags: communities, IBM, onlinecommunities, value, rawnshah, collaboration, socialmedia, communitymanagement, culture, metrics

  • Our challenge today is more in trying to figure out ways of working across the differences in cultures and attitudes: job-role specific cultures, geographical or national cultures, and generational cultures. This is ongoing work to learn and understand and, in my view, likely something that will never end. This challenge is what keeps communities isolated, whether in the physical world or online.
  • The general feeling is that social computing is now finding its way into improving the core way we do business, from everyday interactions to complex decisions.
  • The best community managers (CMs) that I know have survived the long term are active listeners, strong relationship builders, and see themselves as a voice for the members.
  • As a new CM it is important to understand not just how you are to serve people, but also what you need to produce or deliver and how to measure them
  • My suggestion when it comes to metrics is to look for repeatable ideas or artifacts relative to what your community is doing

• Exploring the HR Management Framework for Enterprise 2.0

  “Because I think no one really knows what a large-scale transition to social computing and collaboration as core work activities really means for today’s (and tomorrow’s) human resources professionals and the management processes and practices they design, implement, coach and manage.

  I say that with full knowledge that the last two decades have seen a lot of talk and activity aimed at ‘modernizing’ human resources management practices. There have been regular clarion calls for major change, and waves of interest and activity aimed at transforming HR professionals to become (for example):

  * business partners with line management
  * proactive change agents
  * coaches to managers and professionals
  * enablers of change, as opposed to (more traditional) gatekeeper roles”

  tags: enterprise2.0, HR, HR2.0, talent, talentmanagement, socialnetwork, recruitment, recruitment2.0, jobdescription, performance, training, reward, remuneration

• Web 2.0, Human Nature, and Philosophy

  “Is Web 2.0, despite all the hype, really just a crock?

  It’s a question that, ironically, is the subject of heated debate at the moment. The irony is that Web 2.0 is a lucrative “sweet spot” in an otherwise traumatized global economy and battered business environment.

  Web 2.0 is undeniably hot. Just Google “Web 2.0” or check Amazon for the plethora of books on the subject (including one by me, and another forthcoming). Walk into any luxury hotel lobby these days and you’ll likely bump into a self-proclaimed Web 2.0 guru.

  Maybe that’s the problem. Critics claim that Web 2.0 is an over-hyped flavor-of-the-month techno trend that has flung open the gates to a stampede of management evangelists and marketing hucksters flogging their Kool-Aid. Web 2.0 recipes, say critics, are big on marketing nostrums but short on measureable results. In short, where’s the beef?”

  tags: enterprise2.0, evangelization, guru, marketing2.0, government2.0, government, marketing, web2.0, culture, language, change, bureaucracy, hierarchy

  • Marketing 2.0

    This group was early to rush into the Web 2.0 space, mainly due to the Web’s powerful impact on advertising industry dynamics. Marketing & PR professional had to get their heads around Web 2.0 – and fast. The stakes were too high for inaction.

  • Enterprise 2.0 evangelists are confronted with the daunting task of transforming rigid organizational structures and hierarchies. They are essentially in the business of “change management”. That’s a lot harder than concocting videos for viral branding campaigns on YouTube.
  • The key words in the Enterprise 2.0 school are collaboration, innovation, information and a host of alphabet soup anagrams like ERP, BPM, ECM, and KM.
  • n sum, we can say that Enterprise 2.0 is largely focused on strategies for internally oriented approaches towards managing employees inside organizations and communicating with business partners. The goals of these strategies are essentially medium-term — on the five-year horizon.
  • We can conclude, therefore, that Web 2.0 evangelists are philosophical optimists who believe in the human capacity to act rationally and collaborate to achieve common goals. Web 2.0 doubters, by contrast, are philosophical pessimists who believe that man’s selfish nature and unblinking pursuit of his own interests at the expense of others will always thwart any effort inside organizations to foster a culture of sharing and collaboration.
  • This is particularly the case in Latin countries like France, where a rigidly bureaucratic culture and abstracted notion of authority are fundamentally hostile to Web 2.0’s horizontal social architecture and collaborative values. Also, France’s intellectual tradition emphasizes abstract logic over pragmatic considerations – not a propitious environment for Web 2.0.

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

• Lotusphere 2010: IBM Project Vulcan

  “IBM Project Vulcan is not a brand-new effort. It builds on the existing capabilities, and represents the future versions of, the IBM Lotus product portfolio — including Notes. One of its key themes is social analytics and business analytics combined and applied to industry-specific scenarios — making collaboration more focused and relevant. The vision of Project Vulcan intends to deliver collaboration across company boundaries; make it easy to deploy the technology; and include developer-friendly services and APIs. “

  tags: IBM, ProjectVulcan, Lotus, convergence, unifiedcollaboration, continuity, innovation

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

• The Next Generation Collaborative Enterprise – The Platform

  “What will the next generation business enterprise look like?

  Well, there is no crystal ball to give us an exact answer for sure. However, we can certainly call out some of the key characteristics of the next generation enterprise. These include: a geographically distributed workforce; the innate ability to embrace innovation both inside and outside the organization’s boundaries; flexibility in business processes to include customers, suppliers and partners; and perhaps most important, a culture of openness and shared ideas. Yes, I am talking here about the Next Generation Collaborative Enterprise (NGCE).”

  tags: collaboration, customers, innovation, silos, workflow, processes, cisco, rewards, marketplace

  • The Next Generation Collaborative Enterprise allows experts at any level to propose, create and execute without hierarchical or geographical constraints.
  • This collaboration technology architecture incorporates mobility, security, synchronous and asynchronous communication, personalization, community, team spaces, borderless networks, and rich interactions
  • It is about how you apply it to workflows and processes to achieve business value. It is also about how you embed it within a corporate culture to maximize and sustain that value

• Social Networking at the Service of the French Public Sector

  “France has a plan to put the latest 2.0 technology at the service of its citizens called Le France Numérique 2012. It outlines how the government intends to:

  * Provide everybody access to digital networks and services
  * Develop and provide new digital services
  * Grow the number and usage of digital services by companies, government departments, and individuals
  * Modernize the governance of the digital economy “

  tags: SAP, government, digitaleconomy, governance, transparency, administration, administration2.0, SocialNetworkAnalyzer, SNA, collaboration, publicsector, citizens, socialnetworks, security

  • The project uses the Social Network Analyzer (SNA) technology from the SAP Business Objects Innovation Center to improve collaboration and government transparency in the public sector, laying the foundations for “Administration 2.0”.

  • the team will research how best to use social network analysis technology for government departments and local authorities, in order to:

    • Optimize collaboration within public-sector organizations
    • Improve transparency and convenience for citizens accessing services (who does what)
    • Improve the ability of public-sector organizations to understand and react to the needs of citizens (who needs what)
  • SNA has the potential to gives a more complete, 360 degree view of collaboration in the organization, leveraging the knowledge already embedded in corporate applications such as human capital management, customer relationship management, and project management systems.
  • Unlike consumer-oriented social network tools that only support one type of relationship between individuals (“I know X”) and a limited, predefined collection of data attributes, SNA supports multiple different types of relationships between both individuals and groups, and organizations can easily adapt and extend the information and links contained in each individual’s profile.
  • SNA is designed to meet all the technical, legal, and organizational requirements for data security and governance, by incorporating fine-grained control over information access

  • The first phase of the project will be to adapt the SNA technology to the town’s particular needs. Cedric cited some applications that might be of interest, such as:

    • Understanding the complex links between the local authority and the many different suppliers that compete for public contracts, and the relationship between those different suppliers
    • How the local authority can best collaborate with the wide range of different local associations (sporting associations, business groups, etc.) to meet the broader needs of local citizens

• Organizational Design in Social Business

  “The effectiveness of an Organizational Design exercise depends on the fit of process, structure and behaviour that make up the organization and how they are aligned with both existing and desired future capabilities.

  Social Business Design adds a new type of complexity to an organizational design exercise. In traditional organizational design exercises, it was paramount to identify both the current state and the future state of the organization, and then design a path to that final outcome. In Social Business Design we must identify not only the bounds but also the flexibility of the organization to adapt to new factors and to develop emergent outcomes.”

  tags: organizationaldesign, socialbusiness, integration, ecosystem, change, changemanagement, strategy, goals, management, organization

  • Integration of External and Internal ecosystems. What is the current and desired future level of interaction of the organization’s ecosystems? An understanding of the current and desired future sociality of the organization is critical.
  • The organization and its partners must have the ability to design, manage and measure the changes being made to itself. This is often achieved through the use of both internal and external (consultant) resources. Before beginning a change exercise, it is important to understand what has come before.
  • Changing an organization in the absence of a strategic goal is not generally a sound path. Before re-designing an organization and implementing a change program, a strategy and set of clear goals are paramount to a successful organizational design.

• Entreprise 2.0 : Manager le travail collaboratif dans l’entreprise

  tags: management, collaboration, knowledgeworkers, knowledge, productivity

• Protecting Open Innovation from Corporate Antibodies

  “Point: By picking where open innovation occurs and what it communicates to the rest of the organization, innovators can protect open innovation efforts from corporate antibodies

  Story: All organizations, especially large ones, have an “immune system” in the form of an army of fine-tuned antibodies that root out risk and threats to the smooth-operating status quo. These antibodies help drive efficiencies, attack waste, promote uniform performance, and prevent infection for foreign ideas.”

  tags: innovation, openinnovation, risk, communication, casestudies, HP, Shell

  • The sandbox metaphor works on two levels. It provides a protected place for innovation to do its value-creating experimental work. The sandbox also is the container for the innovator’s gritty sand, protecting the larger organization from the risky rough ideas.
  • The most-cited communications recommendation, used at HP and Shell’s programs, is communicating what the innovators did and not what they are doing or planning to do. This focuses the discussion on the new products, new customers, new revenues, and new profits generated by innovation, rather than on the potentially risky or disruptive projects underway by the innovators

• Le département de la formation survivra-t-il à l’entreprise collaborative ou 2.0 ?

  “Avec une certaine taille, l’entreprise se dote d’un département Formation voir d’une Direction de la formation. Certains créent de véritables Universités d’Entreprise, pour prendre en charge le développement des compétences des collaborateurs. Leur mission à chacune est finalement d’optimiser le retour sur investissement formation. En effet, dans une économie de la connaissance, il vaut mieux voir la formation comme un investissement (business) plutôt qu’un budget (réglementaire).”

  tags: learning, training, investment, knowledgeeconomy, humanresources, sociallearning, management, socialnetworks

  • Une étude montre que les entreprises investissaient en gros 80% de leurs moyens sur ce qui représente que 20% de la valeur ajoutée : les sessions présentielles de formation.
  • Une autre a montré que 70% de ce que l’on sait sur un poste de travail vient des discussions avec ses pairs, ses collaborateurs et managers
  • Pourquoi attendre un stage de formation alors que l’on peut mobiliser l’intelligence collective d’un réseau professionnel (interne et externe) pour avoir une réponse rapide
  • Prolongeant ce phénomène, l’apprentissage deviendra plus important que la formation dans l’entreprise collaborative.

• The Business of Social Media: B2B and B2C Engagement by the Numbers

  “Indeed, Social Media is not limited to B2C applications, its impact and effects are actively measured and felt in B2B as well as government, education, military, and other prominent verticals. As decision makers take to the social web, their research, activity, communication, and most importantly, their relationships only intensify over time.”

  tags: socialmedia, B2B, facebook, twitter, socialnetworks, ROI, engagement, brand, attention, socialcrm, b2C

  • Also according to the Business.com study, 60% of B2B respondents leverage Twitter search to monitor brand or company mentions compared to just 35% of those in B2C.
  • - 20% of tweets published are actually invitations for product information, answers or responses from peers or directly by brand representatives
  • According to one study, 85% of businesses engaged in interactive programs were not measuring the ROI.
  • If it is one thing that we learn right here, right now, is that Social Media affects every part of the buying cycle. This is why a company-wide SRM program must be engineered and deployed in order to effectively monitor behavior and sentiment to effectively and genuinely shape perception, cultivate meaningful relations, and inspire action.

• The False Question Of Attention Economics

  “A few posts have emerged recently that recapitulate the well-worn arguments of attention scarcity and information overload in the real-time social web. So, here at start of 2010, a new decade, I will try to write a short and sweet counter argument from a cognitive science/anthropology angle.”

  tags: attention, attentionscarcity, information, informationoverload, socialweb, web2.0

  • We’ve
    long exceeded the capacity of information that we can absorb and
    retain. We all suffer from technology induced attention deficit
    disorder, bright and shiny object syndrome and short term memory loss.
  • .” One major component of future shock — to which he ascribes most of the major problems of our day — is information overload: too much information to make sense of, with the implied context of a future shock sped-up world.
  • The amount of available information
    is increasing at an exponential rate, some say it doubles every second
    year. This mean that any illusion of being able to stay up to date with
    everything that is going on is utopian and has been probably since
    Guttenberg invented the press.
  • I suggest we just haven’t experimented enough with ways to render information in more usable ways, and once we start to do so, it will like take 10 years (the 10,000 hour rule again) before anyone demonstrates real mastery of the techniques involved.
  • In the final analysis, I am saying there is no ‘answer’ to those that say we are overloaded, that we are being driven mad by or enslaved to the tools we are experimenting with, or that there is some attention calculus that trumps all other value systems.
  • There is no “answer” since they are asking a false question, one that hides preconceived premises and biases. Starting out with the assumption that we have moved past our abilities to cope with the stream of information, and therefore something has to give, is a bias
  • But I think that the rise of the social web, just like writing, the printing press, and the invention of money, are not really about the the end of what came before, but instead are the starting point for what comes next: richer and more complex societies. These technologies are a bridge we use to cross over into something new, not a wrecking ball tearing down the old.

• How Enterprise 2.0 fosters Knowledge Capture

  “Some studies show that between 25 and 50% of the communication between knowledge workers remains tacit and uncaptured. The question is how can we be productive and comfortable with our daily work if about half of the raw material we’re working with is wandering around ?”

  tags: knowledge, knowledgeworkers, productivity, information, conversations, enterprise2.0, knowledgemanagement

  • 
  • a knowledge policy based on Word documents and Knowledge Management bloated solutions is intimidating and discourage knowledge workers from capturing these units of knowledge
  • In the event where there is no KM system but a network shared drive they don’t store the document in the right location according to the actual taxonomy.  As a result, these pieces of knowledge become hard to reach and find.

  • Enterprise 2.0 knowledge capture is more efficient than Enterprise 1.0’s because :

    • It is easier and less intimidating for knowledge workers to capture knowledge on collaborative platforms (wiki, blogs, forums etc …)  then on word documents and then knowledge management systems
    • Collaborative platforms offer a single entry point from the same application (web browser) to a set of tools and application where information has been captured

• Quand les ressources humaines se mettent au Net

  “Comment les équipes ressources humaines des grandes entreprises appréhendent-elles les nouvelles technologies de l’information et de la communication (NTIC) ? Les utilisent-elles de façon régulière et dans quelle mesure ces dernières impactent-elles l’organisation du travail au bureau et la vie des salariés “

  tags: humanresources, web2.0, socialnetworks, training, learning, reputation, e-reputation

  • Quant aux sites Web et autres intranet, ils constituent des outils de communication très puissants en termes de relations sociales, parfaitement maîtrisés par les partenaires sociaux.
  • Même constatation sur les réseaux sociaux ; «leur prise en compte, tant dans le domaine de la gestion des risques que de la communication devrait être un enjeu fort pour les entreprises», tant leur impact peut être important sur leur image ou leur réputation.
  • Le télétravail, par exemple, offre une meilleure productivité des salariés en raison de la flexibilité qu’il propose ou encore «de la réduction du stress et de la fatigue liés aux temps de transport».

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