Social Business and Culture Change: The Stages
“n reality, the technology of social business isn’t much of an obstacle, at least once you get beyond the internecine platform battles that are common in many large organizations. No, the problem is a human one, which is ironic because social is all about people. Yet businesses are also a kind of organism in their own way. And like a living organism, they have a defense mechanism in place that acts like an immune system to anything that would disrupt the status quo. “
The “Third Economy” or how the collaborative culture will displace jobs
“A number of middle managers jobs will disappear, a number of intermediaries’ jobs will disappear, and a number of paid jobs will disappear because of the collaborative dimension of our society and of corporations.
Similarly to, and in addition to, the “Second Economy” the economics of collaboration will add pressure on the job market.
Middle managers are the most exposed”
Part of Middle Managers jobs will disappear. The part of the jobs of middle managers which consisted in helping individuals and teams to connect with each other or with knowledge or tools by being a transmission relay – up and down the hierarchy, across silos, or even with outside systems and organizations – will just disappear thanks to the advent of collaborative culture, intelligent directories, social networks
Some paid jobs will be replaced by free amateur jobs or low paid jobs. Some jobs that used to be paid, because the value-add was relatively hard to access, start to be replaced by Internet systems bringing “apparently” similar value.
In short the Second Economy approach says that the overall productivity gains, thanks to the enormous “combined productivity” (labor plus capital productivity) and to the integration of several digital technologies have reduced the number of jobs required for doing a number of tasks.
In reality, collaboration is a great opportunity for the society to eliminate the costs of many market imperfections an to focus on increased quality, for the corporations to have their employees work on really productive and high quality tasks, and for middle managers to bring real value to the work of their teams and to the individuals composing them.
on a more philosophical level, these two new sides of the economy could help us to realize that technology is here to help us work less and enjoy life, creativity and our families more. Obviously, from a political perspective it questions the way work and incomes are shared but it is an other debate.
Six social-media skills every leader needs
Organizational social-media literacy is fast becoming a source of competitive advantage. Learn, through the lens of executives at General Electric, how you and your leaders can keep up.”
This radical change has created a dilemma for senior executives: while the potential of social media seems immense, the inherent risks create uncertainty and unease. By nature unbridled, these new communications media can let internal and privileged information suddenly go public virally. What’s more, there’s a mismatch between the logic of participatory media and the still-reigning 20th-century model of management and organizations, with its emphasis on linear processes and control.
1. The leader as producer: Creating compelling content
2. The leader as distributor: Leveraging dissemination dynamics
3. The leader as recipient: Managing communication overflow
4. The leader as adviser and orchestrator: Driving strategic social-media utilization
5. The leader as architect: Creating an enabling organizational infrastructure
6. The leader as analyst: Staying ahead of the curve
volle.com: Entretien avec L’Express
“(Compte rendu de l’entretien du 7 février 2013 de Michel Volle avec Bruno Abescat, rédacteur en chef du service Économie, et Benjamin Masse-Stamberger, grand reporter à L’Express). “
Alors qu’une économie informatisée pratique la diversification qualitative des produits, les entreprises ont continué de miser sur la fabrication massive de produits standards, et les consommateurs ont été incités à rechercher le prix le plus bas plutôt que le meilleur rapport qualité/prix.
La délocalisation de la production vers des pays à bas salaire a en effet permis à certaines grandes entreprises de retarder l’effort de réorganisation qu’exige l’automatisation des tâches répétitives
L’iconomie, c’est la troisième révolution industrielle : elle repose sur la généralisation de l’informatisation. Comme, avant elle, la mécanisation ou l’électricité, elle modifie le rapport de l’être humain avec son environnement naturel, elle modifie la nature elle-même.
Les tâches répétitives étant prises en charge par des automates, l’emploi est consacré aux tâches qui demandent discernement et initiative.
C’est, enfin, une « économie du risque maximum », qui nécessite de lourds investissements en amont de la production
Nous sommes dans une période de transition pénible. Faire accomplir des tâches répétitives et aliénantes par un robot plutôt que par un être humain, n’est-ce pas, cependant, un progrès ? Lorsque tous les acteurs se seront adaptés, le plein-emploi s’instaurera comme dans toute économie parvenue à l’équilibre.
Notre pays est la cinquième puissance économique en termes de produit intérieur brut mais il se classe aux alentours de la vingtième place en termes d’informatisation.
Dans une économie où il s’agit d’innovation, de design, de finesse dans les rapports humains, nous disposons donc d’un avantage compétitif mais il faudra identifier et promouvoir les véritables entrepreneurs, et limoger les prédateurs et les mondains qui usurpent la fonction de dirigeant dans trop de nos grandes entreprises.
L’alliance entre le cerveau et l’automate fait naître un monde inédit qui va se déployer jusque dans ses ultimes conséquences
Interview d’Olivier Lajous, un DRH pas comme les autres…
“Avec ses 40 000 militaires, ses 3 000 recrutements par an, ses 23 jours de formations par an et par marin, la marine nationale et son esprit d’équipage n’ont pas fini de nous étonner. Rencontre passionnante et très émouvante avec un DRH hors du commun, l’Amiral Olivier Lajous, Directeur du Personnel de la marine nationale de 2009 à 2012, élu DRH de l’année 2012. Grâce à sa très belle métaphore du surfeur, il nous décrit sa vision des ressources humaines mais aussi de l’humanité.”
e R de DRH pourrait être rareté ou richesse car chaque être humain est les deux !
Le DRH doit fidéliser mais aussi apaiser les tourmentes c’est-à-dire tout faire pour que la vie professionnelle soit le plus transparente possible et ne soit pas une entrave à la vie personnelle.
n. Un DRH doit également être cultivé, c’est-à-dire s’intéresser aux questions philosophiques de ce monde.
« Recherchez la liberté et vous serez esclaves de vos désirs. Recherchez la discipline et vous trouverez la liberté ».
Manager, c’est tout d’abord créer de la confiance dans une équipe pour arriver à un résultat. Ensuite, seulement, on peut commander.
Le leadership, c’est être suivi avec plus ou moins d’envie dans le commandemen
Un DRH ne doit pas parler uniquement de GPEC, de Hauts potentiels, ou d’autres programmes RH sans accorder une place importante au temps consacré aux équipes, sinon il risque comme le surfeur de perdre son équilibre.
The Real Reason Organizations Resist Analytics
“Exactly. Enterprise politics and culture suggest analytics’ impact is less about measuring existing performance than creating new accountability. Managements may want to dramatically improve productivity but they’re decidedly mixed about comparably increasing their accountability. Accountability is often the unhappy byproduct rather than desirable outcome of innovative analytics. Greater accountability makes people nervous.”
At one global technology services firm, salespeople grew furious with a CRM system whose new analytics effectively held them accountable for pricing and promotion practices they thought undermined their key account relationships.
The evolving marriage of big data to analytics increasingly leads to a phenomenon I’d describe as “accountability creep” — the technocratic counterpart to military “mission creep.” The more data organizations gather from more sources and algorithmically analyze, the more individuals, managers and executives become accountable for any unpleasant surprises and/or inefficiencies that emerge.
Culture matters enormously. Do better analytics lead managers to “improve” or “remove” the measurably underperforming? Are analytics internally marketed and perceived as diagnostics for helping people and processes perform “better”? Or do they identify the productivity pathogens that must quickly and cost-effectively be organizationally excised?
For at least a few organizations, that’s led to “accountability for thee but not for me” investment. Executives use analytics to impose greater accountability upon their subordinates. Analytics become a medium and mechanism for centralizing and consolidating power. Accountability flows up from the bottom; authority flows down from the top.
Transforming the culture and practice of analytics inherently transforms your culture and practice of accountability.
Organizational Alignment is Key to Big Data Success
“Fortune 500 companies are rushing to make big data investments. Who is leading this charge? What are they doing? What are they trying to avoid? A recent survey of C-level and function heads from Fortune 500 companies offers a unique glimpse into how the captains of industry are thinking about big data and how their companies are changing because of new insights gleaned from big data analyses. Randy Bean, a coauthor of the survey and cofounder of NewVantage Partners, which sponsored the study, sat down with David Kiron, executive editor of MIT Sloan Management Review‘s Big Ideas initiatives, to discuss how top executives at some of the largest companies and organizations in the United States are managing big data.”
One was the promise of improved data-driven decision making. Everybody agreed on that in principle. All organizations expressed an interest in being able to do that, though what that means for different organizations varies. Some organizations are focused on strengthening their customer relationships; others are focused on managing business and systemic risk.
Most of these firms have been used to dealing with large volumes. That wasn’t the critical issue. It was about integrating information from diverse sources. Across the board, that was really the primary focus of how firms wanted to use big data, and that included incorporating unstructured data.
Another key finding was that organizational alignment is a very critical factor in ensuring success. There was some division in terms of whether ownership for big data initiatives resided on the business side or the technology side, but there was common agreement that unless the business and technology sides worked together so that there was an understanding of the business objectives and the technology capabilities, a big data initiative would not be as successful as it should be.
the critical factors are primarily organizational alignment — getting the business and technology organizations to work together on the common objectives, understanding what the business objectives are and understanding what the technology capabilities are that will support those.
t it’s not really the size and volume of the data. It’s the quality of the problem. The point there is that ultimately, organizations are trying to gain insights. That can be from small subsets of data or very large sets of data.
How do you translate and analyze vast amounts of data to gain key insights and accelerate that process so you can get from this data to the insights?
He suggested that chief information officers had really become infrastructure officers, and with so much of infrastructure activities migrating to the cloud, the CIO role was becoming less and less relevant to organizations.
That’s probably an overstatement, but the point is that there’s been so much overuse and misuse of the term that organizations need and want to understand precisely how big data capabilities and big data initiatives will help them solve some of the top five business issues that they’re trying to address right now, be it customer service activities or compliance reporting and systemic risk.
We envision two data environments that coexist side by side. One is the traditional production operational environment, which has to be locked down — think of Fort Knox. I
The new environment is focused on discovery, and the benefit that big data technology and processes bring is that it makes it possible to “load and go” — which means beginning to access and analyze all of your data without first going through the data engineering process, which is costly and time consuming.
The “discovery” environment can be an analytics sandbox to rapidly accelerate your ability to discern new patterns and the ability to integrate with a traditional production environment that will feed and enrich one another. We
Value Creation Has Shifted
Making internal collaboration work: An interview with Don Tapscott
“The author and strategist describes why effective knowledge management within enterprises requires replacing e-mail with social media.”
The most important knowledge is not inside the boundaries of a company. You don’t achieve it through containerization, you achieve it through collaboration.
This is one of those cases of: if you build it and you implement it properly, they will come. But you have to go about implementation in an appropriate way.
Lots of companies have made attempts and have failed, because they didn’t take the time to try and understand what makes a good diffusion strategy.
The 6 capabilities that drive future business value from Staggeringly Enormous Data | Trends in the Living NetworksTrends in the Living Networks
“After covering some of the major trends of 2012 towards the end of the panel we turned out attention to what was coming in the year ahead. When asked what I thought needed to be on the business agenda, my response was Big Data, or as I more accurately described it, Staggeringly Enormous Data.
As I wrote in an article on Governance as opportunity, research by MIT’s Eric Brynjolfsson showed 5% higher productivity from organizations that do ‘data-driven decision making’.
The key issue is the capabilities that organizations will need to get value from Big Data, and how to develop those capabilities.”
Consistently capturing relevant data. Many organizations already have a vast amount of data, and their immediate pressing issue is to extract value from that. However sustainable competitive advantage can only be gained from capturing the broadest range of potential valuable data.
Adding metadata. Most organizations have vastly more unstructured than structured data, and to extract value from their current trove requires a preliminary exercise of structuring and tagging that data that can be expensive and time-consuming. Capabilities in adding metadata to existing data are important, with automated tagging and the use of crowdsourcing two of the most promising domains.
Infrastructure and architecture. Clearly plenty of computing “iron” is required to store and manage massive amounts of data.
. Demand for talented data scientists outweighs supply. Some organizations are fortunate to be able to attract and retain outstanding data analysts. However others are able to draw on external talent by leveraging data science competitions
or defining specific projects.
Executive focus. Unless the top executive team recognizes the potential value of big data it will not allocate the requisite resources. More importantly, it will not spend the time to explore the questions and the possibilities that could lead to business value.
Communication of data analysis. The link between data analytics and executive focus comes largely from effective communication. Data visualization is a primary tool, which requires software but also softer skills in using visual representation to relate data to business value and decisions.
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