Links for this week (weekly)

ul class=”diigo-linkroll” li p class=”diigo-link” a href=”http://pro.01net.com/editorial/562926/le-lean-management-a-besoin-des-reseaux-sociaux-d-entreprise”Le Lean Management a besoin des réseaux sociaux d’entreprise/a /p p class=”diigo-description””Le Lean est très actuel, d’où sa popularité. Il incarne des valeurs qu’attendent aujourd’hui nos sociétés : agilité, temps réel, absence de gaspillage (toutes les questions de responsabilité des entreprises, qu’elle soit sociale ou environnementale), en quête aussi d’harmonie tant personnelle que collective.
Pour toutes ces raisons, à la fois positives pour les entreprises et nécessaires pour les individus, le RSE (réseau social d’entreprise) pourrait bien être le « véhicule » du Lean en entreprise. C’est même, selon moi, l’endroit du Lean par excellence…, ce qui explique aussi son succès. Et je vais tenter de vous le démontrer en comparant usine et numérique.”/p p class=”diigo-tags” spantags:/span a href=”http://www.diigo.com/user/bertrandduperrin/lean”lean/a a href=”http://www.diigo.com/user/bertrandduperrin/enterprise2.0″enterprise2.0/a a href=”http://www.diigo.com/user/bertrandduperrin/socialbusiness”socialbusiness/a a href=”http://www.diigo.com/user/bertrandduperrin/socialnetworks”socialnetworks/a a href=”http://www.diigo.com/user/bertrandduperrin/management”management/a a href=”http://www.diigo.com/user/bertrandduperrin/pdca”pdca/a a href=”http://www.diigo.com/user/bertrandduperrin/problemsolving”problemsolving/a a href=”http://www.diigo.com/user/bertrandduperrin/kaizen”kaizen/a/p ul class=”diigo-annotations” li div class=”diigoContent”div class=”diigoContentInner”Tout d’abord, il s’agit d’impliquer l’ensemble des salariés à l’évolution de l’entreprise. C’est exactement la définition d’un RSE,/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Ensuite, l’idée même d’amélioration continue renvoie à celle de flux. Or, ce qui distingue un RSE des autres systèmes numériques, c’est son fort parti pris de temps réel et de flux,/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Puis, le Lean Management est fondé sur la «nbsp;stratégie des petits pasnbsp;», aussi appelée kaizen. Dans l’entreprise physique (usine), la résolution des problèmes se passe sur le terrain avec l’ensemble des acteurs concernés/div/div /li li div class=”diigoContent”div class=”diigoContentInner”div class=”article_paragraphe”/divnbsp;div class=”article_paragraphe”Enfin, le Lean Management concerne tous les domaines de l’entreprise (productifs et non productifs)/div/div/div /li li a title=”Le Lean Management a besoin des réseaux sociaux d’entreprise” href=”http://www.diigo.com/item/image/331x/d27n” img alt=”” src=”http://www.diigo.com/item/p/bdqcoszbboqpcdeezppprcrr/b6c3ac56d567630d5c714826c1815aaa?image_size=160″ alt=”Le Lean Management a besoin des réseaux sociaux d’entreprise” / /a /li li div class=”diigoContent”div class=”diigoContentInner”strongstrong1.nbsp;nbsp;nbsp;nbsp; /strongspan style=”text-decoration: underline;”strong/strongSurproductionnbsp;: documents envoyés «nbsp;au cas oùnbsp;»br /span/strongVoilà bien une vertu des RSE ! Ils remplacent les courriels et amènent les employés à publier dans des groupes ciblé/div/div /li li div class=”diigoContent”div class=”diigoContentInner”strong2.nbsp;nbsp;nbsp;nbsp; /strongstrongspan style=”text-decoration: underline;”Défauts/rebuts/reprisenbsp;: erreurs de saisie des formulairesbr /span/strongDans un RSE, tout élément est soumis aux commentaires. Dans le cas d’un formulaire mal rempli, un membre du groupe peut réagir et modifier des informations erronées, ou demander à l’auteur de les changer/div/div /li li div class=”diigoContent”div class=”diigoContentInner”strong3.nbsp;nbsp;nbsp;nbsp; /strongstrongspan style=”text-decoration: underline;”Mouvements superflusnbsp;: transferts entre bureaux, bâtiments, villesbr /span/strongUn RSE facilite le travail collectif à distance/div/div /li li div class=”diigoContent”div class=”diigoContentInner”strong4.nbsp;nbsp;nbsp;nbsp; /strongstrongspan style=”text-decoration: underline;”Surqualiténbsp;: multiple approbations, saisies documentsbr /span/strongLe RSE vise à la simplicité, notamment dans l’approbation des éléments proposés. Plutôt que d’envisager desnbsp;processus complexes, on fait confiance aux salariés et à l’organisation pour dépasser le cadre du processus standard./div/div /li li div class=”diigoContent”div class=”diigoContentInner”strong5.nbsp;nbsp;nbsp;nbsp; /strongstrongspan style=”text-decoration: underline;”Déplacementnbsp;: recherche d’informationbr /span/strongUn RSE propose en général un moteur de recherche puissant pour retrouver tous les éléments auxquels l’employé a droit en termes de sécuriténbsp;: documents, conversations, mais aussi agendas ou encore tâches ànbsp;effectuer./div/div /li li div class=”diigoContent”div class=”diigoContentInner”strong6.nbsp;nbsp;nbsp;nbsp; /strongstrongspan style=”text-decoration: underline;”Stocksnbsp;: documents en attente d’approbationbr /span/strongComme on l’a vu pour la surqualité, le RSE est un mécanisme de flux qui met la question du temps réel aunbsp;centre du système./div/div /li li div class=”diigoContent”div class=”diigoContentInner”strong7.nbsp;nbsp;nbsp;nbsp; /strongstrongspan style=”text-decoration: underline;”Attentesnbsp;: attentes d’informationbr /span/strongLe RSE facilite aussi les liens forts entre les personnes/div/div /li li div class=”diigoContent”div class=”diigoContentInner”A vous d’adopter le Lean et de mettre en place, à votre échelle, un réseau social d’entreprise qui sera le socle de votre volonté de changement et de progrès/div/div /li /ul /li li p class=”diigo-link” a href=”http://lecercle.lesechos.fr/entreprises-marches/management/organisation/221145467/entreprise-futur-collaborative-et-confrontee-a”L’entreprise du futur, collaborative et confrontée à de nouveaux défis managériaux/a /p p class=”diigo-description””Déjà 10 ans que les bases du Web 2.0 ont été posées. L’irruption des médias sociaux dans les stratégies d’entreprise est plus récente. Facebook, Twitter ou encore LinkedIn, impliquant tous un usage grand public et personnel, entrent désormais peu à peu dans la sphère professionnelle, conduisant à brouiller les univers.”/p p class=”diigo-tags” spantags:/span a href=”http://www.diigo.com/user/bertrandduperrin/enterprise2.0″enterprise2.0/a a href=”http://www.diigo.com/user/bertrandduperrin/management2.0″management2.0/a a href=”http://www.diigo.com/user/bertrandduperrin/roles”roles/a a href=”http://www.diigo.com/user/bertrandduperrin/valuecreation”valuecreation/a a href=”http://www.diigo.com/user/bertrandduperrin/humanresources”humanresources/a/p ul class=”diigo-annotations” li div class=”diigoContent”div class=”diigoContentInner”l’entreprise du futur ne se conçoit plus uniquement en termes technologiques, mais de manière fondamentale via son approche managériale./div/div /li li div class=”diigoContent”div class=”diigoContentInner”ncore faut-il que les collaborateurs soient d’accord pour modifier leurs habitudes de travail, travailler de manière plus ouverte alors que la culture reste encore parfois au huis clos ou aux “réunionites” internes, trouver une nouvelle valeur ajoutée au travail fourni, et accepter d’être en permanence sollicité par l’ensemble des parties prenantes des projets./div/div /li li div class=”diigoContent”div class=”diigoContentInner”Il ne suffit donc pas, pour une entreprise, d’être dotée d’outils 2.0 pour être une entreprise 2.0. Assez souvent, des raccourcis sont faits pour définir l’entreprise 2.0 comme la conséquence logique de la mise en place, au sein de l’entreprise, d’une plateforme Web 2.0/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Ce qui bouleverse au passage les modes d’organisations hiérarchiques historiques et surtout nécessite une redéfinition du rôle du collaborateur qui introduise la notion denbsp;”Collaborateur 2.0″./div/div /li li div class=”diigoContent”div class=”diigoContentInner”Il est donc évident que cette dynamique doit accompagner le collaborateur à devenir collaborateur 2.0, mais aussi le manager à devenir “Manager 2.0”./div/div /li li div class=”diigoContent”div class=”diigoContentInner”Tous les collaborateurs ne peuvent pas devenir des “Collaborateurs 2.0”, et les entreprises ne sont pas toutes composées de “digital natives”./div/div /li li div class=”diigoContent”div class=”diigoContentInner”En conséquence, l’implication de la DRH très en amont dans ce type de projet devient un élément important de réussite dans leur déploiement : réorganisation des liens hiérarchiques, contractualisation des nouveaux modes de travail distants, formation des managers et des collaborateurs sont autant de sujets sur lesquels elle est amenée à intervenir./div/div /li /ul /li li p class=”diigo-link” a href=”http://blogs.hbr.org/cs/2012/04/the_illusion_of_decision_makin.html?utm_source=feedburnerutm_medium=feedutm_campaign=Feed%3A+harvardbusiness+%28HBR.org%29utm_content=Google+Reader”If You Think Your Team Makes Decisions, Think Again/a /p p class=”diigo-description””Executives tell me their teams make decisions all the time. “Bob,” a CEO will say, “I know you think that individuals — not groups — make most decisions. But that’s not true. My team and I make lots of decisions together.”

In fact, they don’t. It’s an illusion.”/p p class=”diigo-tags” spantags:/span a href=”http://www.diigo.com/user/bertrandduperrin/collaboration”collaboration/a a href=”http://www.diigo.com/user/bertrandduperrin/team”team/a a href=”http://www.diigo.com/user/bertrandduperrin/teamwork”teamwork/a a href=”http://www.diigo.com/user/bertrandduperrin/decision”decision/a a href=”http://www.diigo.com/user/bertrandduperrin/decisionmaking”decisionmaking/a a href=”http://www.diigo.com/user/bertrandduperrin/accountability”accountability/a/p ul class=”diigo-annotations” li div class=”diigoContent”div class=”diigoContentInner”But then I ask the CEO two questions. First: “Were you part of the consensus?” If the answer is yes, then in reality the group didn’t decide; they agreed on a course of action that was acceptable to the boss./div/div /li li div class=”diigoContent”div class=”diigoContentInner”The group discussion helped evolve the boss’s thinking, which reshaped the ultimate decision. But even if the decision wasn’t one the boss would have initially made or isn’t his or her top choice, the fact is that the CEO was part of the consensus./div/div /li li div class=”diigoContent”div class=”diigoContentInner””What if the group can’t reach agreement — what happens then?” Leaders will concede that the decision bounces back to them for disposition. In which case, I would argue, it never left their hands in the first place./div/div /li li div class=”diigoContent”div class=”diigoContentInner”they delegate it to an individual, not a group, and the phenomenon I just described cascades down a level./div/div /li li div class=”diigoContent”div class=”diigoContentInner”If something the group does can be reversed by a quick trip to the boss’s office afterwards, then the group wasn’t accountable for making that decision in the first place. It might be a recommendation, or a preferred option, or a consensus view, but it wasn’t a decision/div/div /li li div class=”diigoContent”div class=”diigoContentInner”More important, explicitly letting go of the illusion of group decision making clarifies individual accountability and puts the group’s time together to more effective use for debating, revising, brainstorming, and aligning./div/div /li /ul /li li p class=”diigo-link” a href=”http://www.zdnet.com/news/unstructured-data-challenge-or-asset/6356681″Unstructured data: Challenge or asset?/a /p p class=”diigo-description””Big data, unstructured data, semi-structured data. Data is all over the technology news, and for good reason. It is overwhelming most organizations; requiring new ways to operate to stay competitive; helping to serve customers better; and bringing new products to market faster. “/p p class=”diigo-tags” spantags:/span a href=”http://www.diigo.com/user/bertrandduperrin/bigdata”bigdata/a a href=”http://www.diigo.com/user/bertrandduperrin/unstructureddatas”unstructureddatas/a a href=”http://www.diigo.com/user/bertrandduperrin/customers”customers/a a href=”http://www.diigo.com/user/bertrandduperrin/customerservice”customerservice/a a href=”http://www.diigo.com/user/bertrandduperrin/customerinsight”customerinsight/a a href=”http://www.diigo.com/user/bertrandduperrin/insights”insights/a a href=”http://www.diigo.com/user/bertrandduperrin/customercentricity”customercentricity/a a href=”http://www.diigo.com/user/bertrandduperrin/data”data/a a href=”http://www.diigo.com/user/bertrandduperrin/knowledge”knowledge/a a href=”http://www.diigo.com/user/bertrandduperrin/knowledgecapital”knowledgecapital/a/p ul class=”diigo-annotations” li div class=”diigoContent”div class=”diigoContentInner”According to a recent IBM Survey of 1,500 CEOs, a staggering number of CEOs describe their organizations as data rich, but Insight poor and voice frustration at not being able to transform available data into feasible action plans, let alone detect emerging opportunities./div/div /li li div class=”diigoContent”div class=”diigoContentInner”Particularly disturbing is the inability of companies to effectively manage customer information coming from social media as well as enterprise systems. A recent Coveo survey of 100 customer service executives showed that 85 percent believe their management of unstructured content will determine how effectively and efficiently they’ll be able to serve customers in the future./div/div /li li div class=”diigoContent”div class=”diigoContentInner”The movement to customer-centric operations—made essential by the vast choices open to consumers and B2B buyers – requires all departments to draw insight from customer information in disparate sources and to share their findings with other areas/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Organizations may confuse data, information and knowledge. Data is useless unless combined with other data to create information. Knowledge is the human capacity to take action facing a complex situation. Collective knowledge is often the most important asset of an organization, which is why it can be referred to it as Knowledge Capital./div/div /li li div class=”diigoContent”div class=”diigoContentInner”This ability to gain the necessary knowledge to face a complex situation is accomplished by: a) quickly re-assembling the relevant information from all sources and b) identifying the people who possess the knowledge/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Legacy technology to handle unstructured data often attempts to consolidate the data by moving the data into a “system of record,/div/div /li li div class=”diigoContent”div class=”diigoContentInner”pThe initial challenges with this strategy are summarized here, however the challenges are multiple. Mercurial, unstructured data:/pp1. Is unavailable to users during the time it is being curatedbr2. Quickly becomes outdatedbr3. Continues to proliferate outside of the system of knowledge/p/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Importantly, the newly “structured,” unstructured data must be presented in interfaces that facilitate human interaction: allowing employees, customers and partners to navigate and make sense of it,/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Fundamentally, time has a direct impact on the cost structure of an organization. If agents, for example, spend too much time solving issues, it has a direct impact on cost/div/div /li li div class=”diigoContent”div class=”diigoContentInner”From an ROI perspective, it’s straightforward. Better access to consolidated, correlated, unstructured data can cut time spent in knowledge-driven activities in half. If 50 percent of a company’s call center time is spent on knowledge-driven activities and the company spends $100 million per year on the call center, at least $50 million of the budget is associated with people spending time trying to figure out answers to problems. Slashing that time in half saves the company $25 million per year./div/div /li li a title=”Unstructured data: Challenge or asset?” href=”http://www.diigo.com/item/image/331x/rbi5″ img alt=”” src=”http://www.diigo.com/item/p/bdqcoszbbopppboczpporccp/df8900011f11dfd16314a2b0494dad13?image_size=160″ alt=”Unstructured data: Challenge or asset?” / /a /li /ul /li li p class=”diigo-link” a href=”http://blog.learnlets.com/?p=2645″Reimagined Learning: Activities elaborated/a /p p class=”diigo-description””I’ve been reflecting on the new learning model I proposed earlier, and want to share some elaborations with you. In this case, I want to elaborate on the notion of activities, and some associated properties.

Activities provided or chosenFirst, I think it’s important to recognize that gradually, learners will take more and more ownership of choosing activities. If you’re an adult past college, you choose (with, perhaps, some guidance and support) what professional development you do: you choose books to read, conferences to attend, even perhaps choosing mentors whether agreed upon or stealth (people you follow via their blogs or tweets). We shouldn’t assume learners will have that ability, and our curricula should make explicit what good activity criteria are, and helps learners develop those skills, gradually handing off the responsibility for choosing them, with gradually released scaffolding.”/p p class=”diigo-tags” spantags:/span a href=”http://www.diigo.com/user/bertrandduperrin/learning”learning/a a href=”http://www.diigo.com/user/bertrandduperrin/activities”activities/a a href=”http://www.diigo.com/user/bertrandduperrin/training”training/a a href=”http://www.diigo.com/user/bertrandduperrin/education”education/a/p ul class=”diigo-annotations” li div class=”diigoContent”div class=”diigoContentInner”Another important property of these activities is that they embed, possibly at multiple levels. So/div/div /li li div class=”diigoContent”div class=”diigoContentInner”Finally, activities can be individual or social. nbsp;They can be assigned to one person, or to teams or workgroups to accomplish/div/div /li li div class=”diigoContent”div class=”diigoContentInner”The point is to have as widely varying description of an activity as possible, to support flexibility in designing learning experiences./div/div /li /ul /li li p class=”diigo-link” a href=”http://blogs.hbr.org/cs/2012/04/is_your_smartphone_making_you.html?awid=7001358289778785635-3271″Is Your Smartphone Making You Less Productive?/a /p p class=”diigo-description””Mobile devices have exacerbated an always-on work culture where employees work anytime, anywhere. They’ve contributed to the blurred distinction between when you’re “on the clock” and when you’re not. Service industry professionals are especially tethered to these devices. There’s an assumption that using smart devices boosts productivity, since they allow us to work constantly. But, we’re also jeopardizing long-term productivity by eliminating predictable time off that ensures balance in our lives. Is the obsession of regularly checking email really helping anyone’s bottom line? Are the unrealistic expectations these devices facilitate not setting staff up for burnout?”/p p class=”diigo-tags” spantags:/span a href=”http://www.diigo.com/user/bertrandduperrin/productivity”productivity/a a href=”http://www.diigo.com/user/bertrandduperrin/mobility”mobility/a a href=”http://www.diigo.com/user/bertrandduperrin/smartphones”smartphones/a a href=”http://www.diigo.com/user/bertrandduperrin/burnout”burnout/a a href=”http://www.diigo.com/user/bertrandduperrin/stress”stress/a a href=”http://www.diigo.com/user/bertrandduperrin/responsiveness”responsiveness/a a href=”http://www.diigo.com/user/bertrandduperrin/morale”morale/a/p ul class=”diigo-annotations” li div class=”diigoContent”div class=”diigoContentInner”pThe staff was under intense pressure to be available whenever anyone called — it was simply expected. Six months later, we noticed that customer complaints were actually emup/em, and team morale was down. /pnbsp;nbsp;pSo, why were we spoiling dinner time for each other with calls that could have waited until the next business day?/p/div/div /li li div class=”diigoContent”div class=”diigoContentInner”For the research subjects who followed her policy of disconnecting from work at night, 78% said that they “feel satisfied” with their jobs, compared to the group of people who ignored the policy, where only 49% noted the same sense of satisfaction. Her results show that we’re creating a self-perpetuating perception that working faster is better — even when speed may not be necessary./div/div /li li div class=”diigoContent”div class=”diigoContentInner”The impetus to examine whether what we do emrequires/em 24/7 responsiveness is overlooked. We all work longer and harder, despite the possibility that we could work better. But since everyone is doing it, it’s considered acceptable./div/div /li li div class=”diigoContent”div class=”diigoContentInner”A policy was instituted that encouraged everyone to respect time off, and discouraged people from sending unnecessary emails and making distracting calls after hours. It’s a system that works if all of the team members commit to it. Over time, we’ve seen a more motivated team that comes to work ready for business, and goes home to get rejuvenated. They work smarter, not emblindly/em faster. And morale is higher./div/div /li /ul /li /ulp class=”diigo-ps”Posted from a href=’http://www.diigo.com’Diigo/a. The rest of my favorite links are a href=’http://www.diigo.com/user/bertrandduperrin’here/a./p

Head of People and Business Delivery @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
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