Authors Posts by Diigo

Diigo

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  • “This digital transformation framework calls for strategic leadership as the architect and is built on a foundation of strategic goals and objectives.The building blocks are tactical leadership, governance, digital competencies, education and training, and change management. An organization’s culture is the mortar that connects and binds everything together.”

    tags: digitaltransformation framework culture leadership governance skills training education changemanagement

    • Digital Era success requires leaders who recognize that digital engagement and transformation are worthwhile long-term investments and not just short-term tactical initiatives
    • An organization’s strategic goals and objectives are the foundation of any digital transformation effort and are therefore the foundation of the digital transformation framework
    • Whereas strategic leadership is the design component of the digital transformation framework, tactical leadership is the execution component.
    • As a core element of the digital transformation framework, governance includes things like roles and responsibilities, rules and guidelines, policies and procedures
    • opening up channels of communication and using more sophisticated technology to facilitate communication and collaboration creates the need for more, rather than less, control
    • digital competencies include digital literacy (or digital fluency), as well as digitally-focused management and leadership capabilities.
    • Digitally-focused management capabilities include the ability to address issues and challenges related to the development and implementation of social/digital engagement strategies and plans (including governance, risk, and human capital considerations), as well as the use of these technologies by individual employees.
    • For too long we’ve been operating with what I call a LIY (Learn It Yourself) approach to social and digital technologies. This ap
    • As important as good user design and user experience are, it’s unrealistic to expect that the standards of simplicity and intuitiveness we apply to consumer-oriented technologies can be completely extended to the tools we use for work.
    • Rather, there needs to be an emphasis on understanding the underlying logic behind new technologies (e.g., what is a discussion thread, what do hyperlink codes tell us) and developing transferable skills that can be used across a wide range of platforms (e.g., html basics).
    • Creating a roadmap for Digital Era success requires some very powerful shifts in mental models, individual and group behavior, and organizational processes –
    • Leaders must recognize that the “bigger wins” will come when they integrate social technologies throughout their operations, effectively becoming what is often referred to as a “social enterprise” or “social business.”
      • The key cultural drivers, in order of importance, are:

          

        • Performance values: operational efficiency, organizational effectiveness, financial performance
        •  

        • Innovation values
        •  

        • Human capital and communication values
  • “To gain the desired results from a new direction, system or initiative, organizations need the benefit of change leadership along with change management.”

    tags: changemanagement changeleadership

  • “Les modèles d’affaire qui émergent aujourd’hui offrent l’image d’une hyperconcurrence. Dans l’économie numérique, il y a toujours mieux et moins cher ailleurs, et cette dynamique déborde aujourd’hui les frontières du Net. Comment une entreprise peut-elle survivre dans cette jungle, comment peut-elle se distinguer? De nouvelles logiques émergent, de nouvelles propositions de valeur qui pourraient devenir la clé du monde économique de demain.”

    tags: valueproposition digital collaborativeeconomy networkeffect innovation experience jobs

    • Le profil type des entreprises qui ont dominé cette période : une taille importante, une organisation pyramidale, des chaînes de production cadencées, cartographiées et standardisées suivant les principes de l’organisation scientifique du travail.
    • En effet, dans l’économie numérique, la ressource abondante et peu chère n’est plus le pétrole mais… les individus, et plus précisément des milliards d’individus de plus en plus éduqués, équipés et connectés
    • L’enjeu stratégique, pour une entreprise numérique, n’est plus seulement de s’assurer d’un accès privilégié au pétrole – ce fluide essentiel de l’économie de masse – mais de se ménager un accès privilégié à cette ressource nouvelle, essentielle et génératrice d’externalités positives : la multitude.
    • Toutes les entreprises qui sortent du lot aujourd’hui, toutes celles qui dominent leur marché, sont celles qui ont réussi à forger avec la multitude une alliance durable.
    • Amazon est une société de vente de biens physiques avant d’être une entreprise numérique. Mais elle a réussi à échapper à la lourdeur et au rendement décroissant de son cœur de métier, la logistique, en créant cette alliance avec la multitude.
    • Avis d’utilisateurs et algorithmes de recommandation créent des effets de réseau qui s’ajoutent aux économies d’échelle. Ainsi, le rendement de l’activité d’Amazon est devenu croissant et lui permet aujourd’hui de continuer à croître sans être emportée par son infrastructure logistique.
    • Dans l’économie numérique, ces effets de réseau sont longtemps restés marginaux. Mais aujourd’hui le numérique a introduit des effets de réseau dans toutes les filières. Dès la bulle spéculative des années 1990 les entreprises ont commencé à être valorisées en fonction du nombre de leurs utilisateurs.
    • les entreprises numériques ne peuvent pas devenir des prédateurs pour leurs clients. Elles doivent honorer les termes de l’alliance et continuer de bien servir leurs clients :
    • Les clients sont d’autant plus fidèles que l’offre change en permanence. Innover est un impératif.
    • Innover en permanence crée une boucle avec l’expression de la multitude, qui permet d’entretenir la relation et d’intégrer les critiques. La multitude sait apprécier les investissements destinés à améliorer son expérience
    • Les entreprises du numérique sont donc condamnées à l’innovation permanente. N’est-ce pas un exercice périlleux ? 

       

      Oui, d’autant plus qu’il est de plus en plus difficile d’ériger des barrières à l’entrée sur les marchés numériques. Il est malaisé, par exemple, de sécuriser la ressource qu’est la multitude.

    • Dans une part croissante de l’économie collaborative, les utilisateurs ne sont plus actifs gratuitement et mettent à disposition des ressources (leur temps, leur argent, leur créativité) en échange d’une quote-part de la valeur créée.
    • Rappelons-le : dans l’économie numérique, il y a toujours mieux et moins cher ailleurs. C’est pourquoi les entreprises dont la proposition de valeur est purement transactionnelle finissent par disparaître,
    • Mais si vous créez une expérience qui dépasse le transactionnel et s’étend à l’inspiration, à la recommandation, au service, à la valorisation, à l’interaction, alors vous avez une chance que vos clients ne regardent plus seulement le prix mais se posent une question beaucoup plus subtile : avec quelle entreprise suis-je le plus à l’aise?
    • L’économie numérique créera des emplois, majoritairement non qualifiés d’ailleurs, dès lors que nos institutions seront mises à niveau.
    • Notre protection sociale ne sait pas couvrir ces risques, qui n’existaient pas ou peu dans l’économie du 20e siècle. Tant qu’elle n’apprendra pas à les couvrir, l’économie numérique ne créera pas d’emplois.
    • La pire crise, nous y sommes déjà : c’est l’absence d’institutions qui permettent le développement de l’économie numérique. Au
    • Et aucun dirigeant aujourd’hui ne se soucie d’inventer les institutions qui seraient adaptées au nouveau paradigme.
    • peut-être y aura-t-il un jour un choc de la multitude ? Peut-être demandera-t-elle à être mieux rémunérée en échange de ses ressources et, alors, ce renchérissement brutal peut-être déréglera-t-il la mécanique de la création de valeur…
  • “it’s actually a different type of integration. In the wake of the omni-channel, the term companies use to describe an entirely linked suite of channels aspiring to provide a seamless service, humans are returning as a fundamental component to a successful service”

    tags: digitaltransformation customerexperience omnichannel

    • The omni-channel approach runs the risk of ditching humans for automated touch points, but for digital to triumph, these services must be re-humanized. Companies need to strategically consider which services are appropriate to manage via machines, and which require human interaction.
    • But here’s the catch: the key to great customer service in digital is not always digital; it’s the authentic human beings at the heart of their organization.
    • Why commoditize one of the most important opportunities to interact with your customer, or outsource it to people with little incentive to make the interaction great?
    • This revelation appears in the shift in language from “staff” and “operative” to “colleague,” emphasizing a sense of collective camaraderie and de-emphasizing a binary between employees and customers.
    • Emphasizing the valuable impact that workers have on the mission of a company is majorly motivating
    • Telstra in Australia announced a massive “digital first” initiative recently, but the mission of the initiative is actually to put humans first.
    • This means that they’re digitizing all the repetitive, administrative tasks in order to better empower their colleagues to focus on more meaningful interactions with their customers, whether it’s in stores, at home, or over the phone.
    •  

       This isn’t just about providing employees with an iPad-controlled dashboard with a glut of data. It is creating points of action instead of points of information.

    • At its most basic level, a company needs to provide better information to its employees. This doesn’t mean complicated dashboards and frivolous executive-ware, but rather actionable, contextually relevant information that colleagues need to do meaningful work.
    • Companies should also consider how colleagues could easily share information on their experience with their peers so they could learn how to enrich the customer experience.
    • But these people aren’t robots; they’re the liaison between customers and the brand. They should be measured not just on their speed, but on the quality of the interaction with the customer. The customer’s problem should be solved efficiently, but with a warm, humanized tone.
    • We’re increasingly getting more quantified measurements for our labor, but what would the qualification of our work look like?
  • “Dans ce second billet nous allons décrire les quatre premiers des 7 points cardinaux de cette transformation. Pour chacun, nous allons proposer des principes, des exemples, des anti-patterns et des questions vous permettant d’évaluer votre stratégie. Ces sept points sont les suivants :

    la relation client
    les produits et services
    les processus
    les outils”

    tags: digitaltransformation customerrelationship services process technology

    • La transformation digitale c’est avant tout une profonde transformation de la relation client ou plutôt, si on le voit depuis l’autre perspective, une expérience utilisateur complètement intégrée.
    • Le client a acquis ce que les anglo-saxons appellent une digital literacy, une culture digitale des outils mais aussi des pratiques.
    • Fini les plans quinquennaux : on profite de la radicalité d’internet (la masse de clientèle potentielle, les tests en temps réels) pour tester très rapidement une hypothèse et pour ajuster rapidement
    • : les processus sont conçus du client (qui représente une obsession) au client (qui est celui qui paye l’entreprise). Ils se concentrent sur les deux éléments structurants de la satisfaction client : la qualité (i.e l’adéquation entre ce qui est livré et ce qui est attendu par le client) et la rapidité.
    • Nous parlons là d’outils légers et fluides incarnés par trois tendances lourdes : mobile, social et cloud.
  • “on a parfois du mal à se représenter à quoi cela correspond et à imaginer par quel bout prendre le sujet. Qu’entend-on par cette expression ? Quels sont les enjeux que cette transformation implique ?”

    tags: digitaltransformation

    • le qualificatif digital est approprié en français,
    • Ludovic Cinquin, DG Octo France, en apporte une définition fulgurante : la transformation digitale c’est l’exploitation radicale des possibilités d’internet.
      • le temps : avec la notion de temps-réel, internet abolit le temps
      •  

      • l’espace : avec l’ubiquité qu’offre la mobilité
      •  

      • l’universalité : avec l’accès à la multitude, internet abolit les limites au potentiel d’audience
    • les fausses idées que nous nous faisons au sein de l’entreprise au sujet de nos clients, de nos processus, de notre logistique, de la valeur de nos produits etc … sont une source incommensurable de gaspillages et de coûts pour l’organisation.
    • dans un contexte incertain et imprévisible, l’approche expérimentale est le mode de fonctionnement le plus résilient qui soit.
    • construire et ajuster en permanence, le plus rapidement possible :

       

      1/ une connaissance validée de la réalité du marché, d’aujourd’hui,

       

      2/ les produits et services les plus adaptés pour y répondre
       

       

      3/ l’organisation nous permettant d’y arriver

  • “Pur produit du numérique, Lubomira Rochet mène à bien la transformation digitale de L’Oréal. Plutôt qu’une brutale mutation en start-up de l’imposant groupe, elle prône une méthode progressive impliquant toute l’entreprise et mise sur la preuve par l’exemple. “

    tags: l’oreal chiefdigitalofficer lubomirarochet management digitaltransformation

    • Passer du produit beauté au service beauté

       

        Elle voit son rôle comme celui d’un catalyseur pour atteindre deux objectifs : accélérer de façon rationnelle et optimisée les actions en cours en soutenant les équipes, d’une part, et inventer les services de la e-beauté, en imaginant de nouveaux modèles, d’autre part

    • Démythifier le numérique

       

        Pour Lubomira Rochet, il ne faut surtout pas essayer d’imposer le numérique, sous peine d’échec. Elle veut donc infuser tranquillement la culture digitale dans le groupe, démythifier le sujet, le recontextualiser plutôt que de l’opposer aux méthodes traditionnelles

    • Convaincre individuellement

       

        Mais cela n’exclut pas la formation, loin de là. La CDO veut accroître les compétences de chacun. Et pour ce faire, elle et son équipe vont par exemple créer un centre d’expertises phares du digital : e-commerce, data, données de consommation, expérience utilisateurs, CRM, médias sociaux

    • Il faut une posture de leadership frugal, où l’on ne compte pas ses armées mais ses disciples !
  • “To gain the most business benefits from today’s digital technology, it pays to question key managerial assumptions.”

    tags: digitaltransformation management customerservice automation businessprocess processautomation centralization decentralization data

    • For larger companies in more traditional industries, it’s easy to think that digital transformation can wait and that a follower strategy is a safer route than trying to be a pioneer. That kind of thinking, while tempting, is wrong.
    • We found that in every industry we studied, companies are doing exciting things with digital technology and getting impressive business benefits
    • For managers in traditional industries, this can be a tall order. Many assumptions about what is possible and impossible, based on experience with last century’s technologies, are no longer valid in the digital world.
    • Assumption 1: Our customers really value the human touch. Humans have their place in customer interactions. But not all interactions with humans are actually valuable to customers.
    • In fact, some customers today favor self-service over personal interaction
    • Assumption 2: We’ve reached the limit of how far we can automate our operational processes. In the past, automation worked best for standardized, repetitive tasks.
    • IBM Watson, the Google self-driving car, and new flexible robots are redrawing the boundaries about what kinds of work can be automated.
    • However, technology doesn’t just do away with routine work. It also allows you to radically redesign the way your company operates.
    • Assumption 3: Working as an integrated company will slow us down and stifle innovation. Pre-digital wisdom held that centralized companies, while slower to innovate, can be more efficient than decentralized ones. The same thinking argued that decentralized companies can be more responsive to local markets, even if they have a harder time optimizing performance or sharing innovations across units.
    • However, once they create standard core processes, companies gain the option to build local variations on top of the standard platform, while maintaining the efficiency and integrated data that standardization provides.
    • Decentralized companies can have integration where it counts, while centralized systems can also allow companies to be locally responsive.
    • Integrated systems and centralized processes offer benefits that go beyond efficiency and quality improvement. They can also be useful platforms for innovation.
    • Assumption 4: The strategic assets that brought us success in the physical world will also be valuable in the digital environment. Transitioning to the new digital world does not necessarily require you to completely discard the old in favor of the new
    • The exponential growth of digital information, combined with increasingly sophisticated analytics capabilities, means that data should be considered an asset class in its own right.
    • As digital technology reaches into every corner of the business world, it is creating a new playing field with new rules.
    • Our research indicates that large traditional companies can outcompete fast-moving digital startups if they embrace the digital environment and find ways to make it theirs.
  • tags: workplace digitalworkplace intranet

  • “GM is among companies ranging from General Electric Co. to Tesla Motors Inc. that are building custom software for products and internal use. They believe it is the best way to differentiate themselves and respond as rapidly as possible to customer preferences. “

    tags: GM casestudies customerexperience sales digitization digitaltransformation

    • Because we brought the [information technology] work back in-house, we can take the lid off of what is possible,”
    • The new focus on custom, internally-built software poses a potential challenge to technology outsourcing companies such as H-P and Dell Inc., as well as providers of off-the-shelf business software,
    • But the technology has led to significant changes in the way the company operates and goes to market, and it has helped open up new sales sources of revenue such as capturing online shoppers.
    • So far, about 1,800 of GM’s 4,300 dealers have agreed to participate in the program,
    • Dealers electronically send their inventory data to GM daily
    • However, none of the information collected from a customer is kept by GM.
    • auto maker is in the early stages of leveraging its new computer and software capability
  • “Here’s the good news: wearables have the potential to deliver huge corporate benefits. According to a study by PricewaterhouseCoopers (PwC), 77% of respondents think that one of the most important benefits of wearable technology is its potential to make employees more efficient and productive at work.”

    tags: wearable productivity wearabledevices

    • wearables could help them access information more quickly (60%), track their work schedule (54%), log personal health information (52%) and track personal calendars (51%).
    • 86% of respondents think wearables would make them more vulnerable to data security breaches. 
    • It’s important to determine if your existing BYOD policies can support wearable devices
    • the time is now to revisit existing BYOD or mobile content management and security strategy with wearables in mind,
  • “In a digital business, digital technology must be at the heart of what the business is doing and how it generates revenue, seizes competitive advantage and produces value. A true digital business will have a profound impact on the way individuals work and the way companies do business in the future.”

    tags: digitalbusiness digitalenterprise digitaltransformation agility

    • However, it has become apparent that organisations are still not clear on a definition of digital enterprise, let alone a road map to become one.
    • Analyst firm McKinsey believes the best place to start in the digital enterprise transformation is for an organisation to understand the value that it can bring and then decide on priorities.
    • ‘Firstly, they need to understand, really, where is the value of digital. Is it in marketing? Is it in sales? Is it in automating operations or a combination of all of those? Secondly, they need to prioritise.
    • Overall, McKinsey believes the value of becoming a digital enterprise should be in reducing costs by replacing labour-intensive activity with software-supported activity, either through full automation or through improving the productivity of individual workers in their jobs.
    • The key to achieving this is by eliminating the waste of unnecessary paperwork and overly complicated processes by digitising and automating the way we collaborate at work.
    • A true digital enterprise will integrate information, processes, work and people so that the entire organisation can collaborate more efficiently and effectively, and therefore produce more valuable products and services. 
    • In a digital business, digital technology must be at the heart of what the business does and how it generates revenue, seizes competitive advantage and produces value.
  • “Convincing business executives to wisely invest in digital transformation by advocating solutions around cloud, business intelligence, big data analytics, the Internet of Things — or even Everything — has proven to be counterproductive in too many cases. IT-focused people cherish these concepts because we feel that abstraction is needed to stress their vast potential.

    But selling promises and proof of concept often only serves to irritate people who, year after year, spent money like water on them.”

    tags: c-suite digitaltransformation

    • in every business case we should start by confronting the contextual web of facts (what actually has been and will be achieved) with the aspired web of thoughts (what we wish to and may be able to achieve). On that basis each time we should have a thorough, sensible and sharp discussion.
    • More and more, business people, product designers, marketeers and CIOs mix and match digital business bricks to increase product quality, service flexibility and customer intimacy
  • “In a recent MIT CISR poll, 42% of our respondents said they expected to gain competitive advantage from social, mobile, analytics, cloud, and internet of things (SMACIT) technologies.

    But guess what? That’s not going to happen. The most notable characteristic of those technologies is their accessibility — to customers, employees, partners, and competitors. Because they are so accessible, it is very difficult to generate competitive advantage from any of them. That doesn’t mean you can ignore them. But the truth is that, for the most part, they redefine minimum requirements for operating in a given industry — not advantages.”

    tags: digitaltransformation casestudies nordstrom experience customerexperience

    • to provide a fabulous customer experience by empowering customers and the employees who serve them.
    • This is not a matter of having the best apps, analytics, or social media tools. Instead, it’s a matter of tending to the details of building integrated digital capabilities, one at a time, making the right data accessible, and simplifying processes.
    • Don’t worry about developing a strategy for social, mobile, cloud, or any other technology. Develop a strategy for succeeding in the digital economy—a purpose that leverages your unique capabilities and responds to market opportunities.
  • “The Epic Shift: Away from “Talent” and now focus on “People.” Talent scarcity is still a problem, but engagement, empowerment, and environment are now the real issues companies face.”

    tags: humanresources peoplemanagement talentmanagement

  • ““We want Zappos to function more like a city and less like a top-down bureaucratic organization,” Hsieh tells Quartz, saying that when cities double in size they become 15% more productive, but when companies double in size, productivity declines. “Look at companies that existed 50 years ago in the Fortune 500—most don’t exist today. Companies tend to die and cities don’t.””

    tags: casestudies zappos holacracy management compensation

    • In a Holacratic organization, the company is divided into a collection of circles that are encompassed by the largest internal circle (called the “General Company Circle,” or GCC) and then the board of directors. The system is designed so that circles can be created and disbanded at any time. The vision is for employees to hold multiple roles and move fluidly throughout circles, making it easier to efficiently and frequently reorganize the company
    • Although the system is designed to more evenly distribute power, it’s difficult to ignore longstanding power structures. Many managers are now lead links of circles, tasked with guiding meetings and workflow. But under Holacracy they technically can’t tell employees how to complete that work.
    • Many see the system, criticized for being too rigid and dogmatic, as a hindrance to getting work done—especially when it comes to the structure of meetings, which are filled with protocols and don’t allow for small talk.
    • HolacracyOne, the consultancy that works with companies to implement the system, provides a basic framework but has left big questions unanswered, like compensation and hiring/firing.
    • Hsieh’s vision for Zappos’ call center operating like on-demand car service Uber will only work if he gets employees’ buy-in.
    • While that led to some honest discussions about management, many difficult conversations never took place,
    • Things are going to get slower before they get faster,”
    • 1

       

      In many cases, Holacracy served as the tipping point for departures.

    • The No. 1 reason is that people don’t understand the strategy for Zappos. What’s the strategy? Part of the strategy is self-organization.”
    • Ultimately, it’s not about whether Holacracy is the answer but instead what problem you’re trying to solve.
    • Holacracy replaces that [traditional] structure with a structuring process, at least for particularly frequent kinds of conflicts, to resolve conflicts in a potentially less-hierarchical, more self-organized, and more adaptive fashion.”
    • Asking employees to all speak the same language in the name of giving them a voice raises a red flag. Does Holacracy ultimately push employees into groupthink?
    • It doesn’t matter if we’re doing all these experiments as long as we make our financial plan,
  • tags: skills digitaltransformation work

  • “Les entreprises qui veulent aller plus vite font l’impasse sur les arbitrages. Pour ne pas mettre en danger leur transformation numérique, leurs responsables sécurité doivent donc radicalement changer d’attitude. “

    tags: digitaltransformation security governance saas

    • La meilleure sécurité est celle qui ne se voit pas. D’où l’importance de la mettre en place dès le début du projet.
    • Ce n’est pas la technologie qui compte, mais l’intérêt que les hackers peuvent trouver dans la démolition de votre produit.
    • Le problème est que le RSSI est trop souvent identifié comme l’homme qui dit non. Il est vu comme celui qui interdit, celui qui verrouille,
    • Car, lorsque l’on entend que des acteurs comme Orange ou TF1 ont tout récemment été victimes d’attaques, il faut savoir que ce sont désormais leurs prestataires qui ont laissé partir leurs données. Dans de telles conditions et sans intervention en amont, le RSSI ne peut alors plus rien faire pour court-circuiter une attaque. 
    • Les entreprises ne peuvent plus se permettre de garder des personnes qui font de la sécurité informatique comme au XXème siècle, des empêcheurs de tourner en rond. Il faut s’adapter ou, malheureusement, disparaître.
    • Trop de projets ont échoués car les responsables informatiques décidaient dans leur tour d’ivoire de proposer de nouveaux moyens de travailler, très sécurisés sur le papier, mais qui ne correspondaient pas aux besoins des utilisateurs
    • La fonction du RSSI agile consiste à se demander quel intérêt un hacker pourrait trouver dans les nouveaux usages de l’entreprise.
    • Exiger des fournisseurs qu’ils implémentent dans leurs solutions des règles de sécurité dignes d’une banque ou d’une centrale nucléaire n’a plus lieu d’être
  • “It is said that competition is the mother of innovation. And faced with competition not only from other hotels, but also from disruptive players like Airbnb, some hotels have taken meaningful steps to differentiate their guest experiences by adopting innovations in technology.”

    tags: hotels experience customerexperience connectedobjects robots sensors

    • If you are staying at Aloft Cupertino, a boutique hotel near Apple’s headquarters, and order room service, you may get it delivered from their newest employee, A.L.O., a three-foot tall Botlr robot.
    • At New York City-based hotel Yotel, you’ll find a robotic concierge that will store your luggage if your room isn’t available yet, or if you are checking out and need a place to store your luggage
    • Each of its rooms comes tricked out with an infrared sensor that detects body heat. If the sensor shows up on the door panel, hotel staff moves on and checks back later, ensuring that guests are never disturbed.
    • RFID provides a way for the hotel to offer its guests a customized experience — think walking up to the elevator and the elevator instantly responding to pick you up and take you to the floor where your room is located.
    • And Nine Zero Hotel in Boston uses a retinal scanning device that provides even more accuracy and security than fingerprint identification.
  • “I was never totally happy with the 7S model even when I first started working with it whilst still fairly new early on in my career (I remember McKinsey were promoting the recently published In Search of Excellence at the milk round careers fairs I attended.) But it’s now feeling very old and tired.

    Even McKinsey, if they were redoing the model for today (and were still interested in the activities in the 7S rather than the outcomes making up Organisation Health) would I am sure come up with an additional S today – which would of course be Social Relationships…”

    tags: mckinsey 7S organization models management

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  • “The former secretary of labor outlines the increasingly dystopian future of America’s workforce “

    tags: sharingeconomy jobs employment

    • The euphemism is the “share” economy. A more accurate term would be the “share-the-scraps” economy.
    • The big money goes to the corporations that own the software. The scraps go to the on-demand workers.
    • “People are monetizing their own downtime,” Arun Sundararajan, a professor at New York University’s business school, told the New York Times.

      But this argument confuses “downtime” with the time people normally reserve for the rest of their lives.

    • But the biggest economic challenge we face isn’t using people more efficiently. It’s allocating work and the gains from work more decently.
  • “Pour trop d’entreprises, la révolution numérique ne représente guère plus que la transition d’une partie de leurs activités historiques vers des médias modernes, web ou mobile. Or, il s’agit de bien plus que cela. Par exemple, à l’approche de son prochain BPM Summit, le cabinet Gartner évoque la nécessaire transformation des processus.”

    tags: digitaltransformation process bpm socialbpm adaptivecasemanagement

    • Dans cet environnement, la seule automatisation des processus existants – même si elle rend possible leur modification rapide – ne sera plus suffisante. Les organisations performantes seront celles qui sauront intégrer « nativement » l’instabilité au cœur de leurs modes opératoires.
    • L’entreprise devra être en mesure de se reconfigurer instantanément à l’apparition de nouveaux signaux (issus des gigantesques masses d’information produites sur le web, via l’internet des objets…).
    • Les processus réinventés seront adaptatifs et stimuleront la créativité, tout en devenant beaucoup plus résilients face aux évolutions de contexte
  • “I’ve spent the last 1.5 days with Digital Workplace practitioners and thought leaders discussing the connected enterprise and social media inspired ways of working. Once again I have left the venue inspired and with a lot of food for thought. However, I have to admit that there is a struggle with the transition to the next phase. “

    tags: enterprise20 socialbusiness digitaltransformantion personalbranding experience collaboration expertslocation

    • With the introduction of “social” to the mechanics of communication, collaboration & information flow within organizations we have changed the perspective from “outside” to “inside”. From a branding perspective we could – or actually should! – do the same thing when it comes to people brands.
      • If companies and their people managers are able to drive the profiling of high performers or subject matter wizards, we solve so many issues at the same time:

         

           
        • Capturing of intellectual assets and exposure to the organisation
        •  

        • Refinement and sharpening of people profiles as the foundation for relevance based delivery of information & communication
        •  

        • Improved retrieval of expert profiles (automated or manually)
    • My strong belief is, that the fundamental business case (the organisational one) lies in the enablement of individuals and teams to successfully execute on core business processes and navigate through the company’s business logic.
    • What’s the project of your community?” I share her opinion that collaboration just for the collaboration’s sake doesn’t have much future in organisations that want to see some beef to the bone and ROI on their business productivity investments.
      •  

           
        • Without executive buy-in enterprise 2.0 will be going nowhere.
        •  

        • We need change agents and ambassadors to drive and implement change.
        •  

        • Enterprise 2.0 isn’t a technology discussion. (Uhm…reality check: yes it is. In the end it always is. We just have to make sure that we have clarified the “why” and “what” before the CTO lets the “how” out of the box…pun intended).
        •  

        • We need to nurture conversation and exchange across silos and we need to break up closed space thinking.
  • “Web, data, digital ! une nouvelle façon d’entrer en relation avec ses clients ! Si on avait encore un doute dans la salle, Carlo d’Asaro Biondo, l’un des patrons charismatiques de Google a une nouvelle fois donné une leçon d’innovation-séduction… remplie de conseils très inspirants pour toute entreprise qui serait en pleine « e-réflexion ». “

    tags: digitaltransformation data customer experience innovation mobile customerjourney

    • 1. Mettre le web au service des objectifs de l’entreprise, mais veiller avant tout à se concentrer sur les usages : partir des clients et de leur besoin.
    •  

      2. N’utilisons pas le digital uniquement pour communiquer avec nos clients une fois qu’ils ont « acheté »,

    • 3. Innovation digitale signifie « penser simple » ! Comme le moteur de recherche de Google dont Carlo nous rappelle les vertus : exhaustif, rapide, pertinent, ergonomique
    • 4. Allons voir nos clients pour être sûr d’innover pour eux et arrêter de penser qu’il n’y a qu’un seul parcours client.
    • 5. Mobilité ! c’est LE lien entre le « on line » et le « off line » : maintenant il y a un SEUL monde.
  • “I thought I would share my own summaries of the key case studies. They create a fantastic picture of the progress has made in E2.0 in Europe, but also demonstrate the journey ahead for even the most forward thinking, mature social businesses.”

    tags: enterprise20 collaboration casestudies michelin sika robertbosch bnpparibas continental bayermaterialscience firmenich ibmconnections projectmanagement communitymanagement communities

    • SIKA: with over 17000 employees, SIKA has been working on it’s ESN for 3 years now. Based on IBM Connections, the platform came out of an initiative sparked by employees creating Linkedin groups for internal collaboration.
      • Michelin Group: Viewed as an innovation in both tools and ways of working, the ESN implementation at Michelin Group was based on the BlueKiwi platform. Describing the project, Michelin Group used a simple but effective model:

         

           
        • Challenge – install new working practices to support faster growth for the group;
        •  

        • Objectives – encourage innovation, empowerment, agility, deeper collaboration; and,
        •  

        • Targeting  – every employee, unit, entity and geography.
    • Robert Bosch GmBH: the presentation by Katharina Perschke focused on the importance of their community management programme to the successful implementation of their E2.0 platform, Bosch Connect (with just over 270,000 associates on the platform it is the largest implementations in Europe). By the end of 2014, the corporate community manager (CCM) was a formal professional discipline, and with a ten week formal certification process, and a route to senior management now possible by pursuing this discipline, Bosch are taking CCM very seriously indeed!
    • BNP Paribas Cardif: the insurance subsidiary for the BNP Paribas bank launched their first community in 2008, and have been careful to keep the number of communities focused for their 10,000 employees. As Judith Will explained, after six years, the number of communities has only grown to 20.
    • Firstly, communities are not aligned to the organisational chart. Secondly, not everything is best achieved through a community. Thirdly, communities are not always permanent structures.
    • Continental: with over 170,000 employees in 300 locations in 49 countries, I can only begin to imagine the complexities of the ESN project at Continental, which Harald Schirmer was presenting on day two of the conference. A download of his slides are available here. Focusing on a new and dynamic role for HR within organisational change, Harald explained that their approach to social business was a more strategic one, with HR asking the key question ‘what do we need to be in five years?’.
    • Bayer Material Sciences: Another IBM Connections implementation, this time co-habiting with SharePoint, amongst other things. An interesting presentation by CIO Laurie Miller covered the tools-led project that has been running at Bayer MS for some time. Laurie immediately grabbed our attention, opening with the classic Jack Welch quote “If the rate of change on the outside exceeds the rate of change on the inside, the end is near”,
    • obvious passion for getting the basics right and elements such as the reverse mentoring program that she participated in, the train the trainer sessions to more effectively scale adoption efforts and the ambassadors network, all of which will pay dividends as the implementation progresses
    • Using their platform, Firmenich Wave, they have created a vibrant customer collaboration community with Unilever. All

  • Comment Allianz fait sa révolution social media et transforme sa façon de travailler grâce à Twitter, Linkedin, Facebook et même Vine.”

    tags: casestudies socialnetworks allianz insurance socialselling marketing distribution twitter

    • Le discours a fait mouche et Twitter s’est imposé au fil des années comme un canal aussi important que le téléphone ou l’e-mail.
    • La transformation doit d’abord se faire en interne. Si les collaborateurs ne montent pas en compétence sur les réseaux sociaux nous ne pourrons pas répondre à certains de nos clients”
    • les employés les plus actifs sur le réseau social interne ne sont pas ceux de la communication et du marketing, mais du juridique ou de la finance, qui avaient besoin d’outils pour échanger et collaborer.
    • L’assureur veut maintenant passer à la vitesse supérieure, en transformant les réseaux sociaux en outils commerciaux, comme aide à la vente pour ses 1900 Agents Généraux (indépendants utilisant la marque Allianz), 2 560 conseillers (salariés d’Allianz) et son réseau de 1800 courtiers (qui distribuent les produits de plusieurs assureurs).
    • Pour accompagner les pionniers du “social selling”, Allianz a mis en place un comité éditorial central qui définit les contenus intéressants à poster. Les utilisateurs de la plateforme peuvent ensuite puiser dans cette bibliothèque pour animer leurs pages Facebook et Linkedin.
    • C’est un projet à cheval entre le marketing et la distribution, avec un sponsorship très fort du comité exécutif”
    • “Les réseaux sociaux, ce n’est pas une question d’âge, mais d’état d’esprit.
  • “In the frenetic 21st century, when employees job-hop at an alarming pace, customers’ preferences change on a dime, and every week could bring a paradigm shift to the business world at large, what sets successful companies apart is one thing: loyalty. Loyal employees keep operations steady, prioritize long-term success, and preserve priceless institutional knowledge.”

    tags: management humanresources loyalty transparency

        1. Hire and engage transparent employees
        2.  

         

        It all starts with your employees, so build into your talent acquisition process strategies to attract, engage and retain employees who display the attributes of transparency in everything they do

        1. Encourage straight communications
        2.  

         

        One of the most obvious vehicles toward an open and transparent workplace is clear communication.

        1. Insist on proactive use of social media by leaders  
        2.  

         

        In a recent study, the public relations firm Weber Shandwick found that 76% of executives are in favor of CEOs using social media, in a survey of 630 senior professionals around the world.

  • ” La SNCF finalement a connu 2 vagues et a décidé cette année, sous la coupe de Yves Tyrode qui a été nommé fin d’année dernière Chief Digital Officer de SNCF (après avoir mené à succès de nombreuses transformations chez Voyages-SNCF – voir la vidéo ITW que j’avais fait à l’époque), d’enclencher sa 3ème vague, celle de l‘accélération digitale.”

    tags: digitaltransformation SNCF mobile casestudies opendata funding venturecapital incubator

    • Le développement haut mobile dans les trains : vrai problème vécu par tous de la non accessibilité à la 3G, 4G (voire même Edge dans les trains). Globalement, rien de nouveau même si SNCF souhaite faire un pas fort vers les opérateurs pour aider ces derniers à déployer des antennes sur le réseau SNCF et ainsi augmenter l’accès à internet mobile dans les trains.
    • Simplifier la logique mobile de SNCF : jusqu’alors et comme de nombreuses maisons, le Digital se retrouvait éclaté entre de nombreuses branches sans tête pour coordonner.
    • Accélération de l’ouverture des données : SNCF s’est déjà engagée depuis plus de 3 ans dans une stratégie Open Data. SNCF veut accélérer en intégrant désormais un vrai business model derrière (à partir de fin mai).
    • La création d’un fonds d’investissements Digital SNCF Ventures doté de 30 millions d’euros.
    • la SNCF annonce le lancement de 4 Fabs appelés les 574 (qui correspond au record de vitesse en train battu par un SNCF) pour marquer là encore cette volonté d’aller vite.
  • “My keynote there was about the idea of a Quantified Organisation as a method for managing and measuring Digital Transformation. The slides are embedded below, and an outline of the talk follows.”

    tags: quantifiedorganization digitaltransformation kpi capabilities

    • In other words, when the existence of an enterprise social network and related apps is taken for granted, in much the same way as document storage and email servers, then we can start to think about what new behaviours, new structures and new practices they make possible.
    • But whilst most companies are tracking low-level KPIs regarding usage, adoption and in some cases even impact on existing business processes, there is a clear need for better ways of talking about the organisational impact of social technologies that is more specific than just describing the long-term characteristics we hope will result.
    • He argued that some kind of paradigm shift is needed to go beyond just adopting social technologies towards creating a new kind of organisation designed around people- and network-centric principles.
    • But organisational transformation tends to be driven by the question:

       

      What is the purpose of our organisation and what capabilities does it need to meet the challenges of the future?

    • a capability-driven model identifies the properties needed by the organisation to be successful in the future even if it cannot predict exactly what is going to happen.
    •  

      Digital transformation began with organisations trying to develop the external customer-facing social capabilities to operate in a world of empowered and connected consumers, but there is now a realisation that to deliver on this promise, the internal realm – how work is organised and how people connect to deliver value – is equally important

    • As Harald Schirmer from Continental put it during the summit, “we looked at what we have, what we need in the future and what we will need in 5 years” to drive social business efforts, not just immediate impact on the existing business.
    •  

      Instead, digital transformation is more about gradual changes, loosely joined, that move towards the capabilities and ways of working we know we need to create.

    • Frederic Laloux, at his recent RSA talk, said that 50% of his answers to the question how to create self-managing organisations are to recommend ‘send and respond’ over ‘predict and control’ as a way of making change happen.
    • So if we can define some meaningful organisational health measures, and also ways of expressing our capability stories in testable and measurable ways, then we can do the same for the quantified organisation.
    •  

      One goal of this approach to digital transformation is to create a kind of organisational self-awareness, sensing and responding to small problems or wrinkles that are getting in the way of people doing their job, which is why regular human input is so important.

    • If we can create the right organisational health measures, and if these are seen as meaningful indicators of transformation progress, then this model could greater strategic alignment to E2.0 and social business efforts.
    • Our approach starts with an analysis of existing pain points, external market dynamics and the needs of near-term business strategy to define a set of required organisational capabilities that can guide digital transformation and generate business value for existing social technology initiatives
    • We organise these into a pipeline categorised by ownership, impact, business domain (e.g. strategic level changes, major process level and small-scale use cases changes) and business priorities so that teams can dip in to select issues to tackle in sprints and mini-projects, and then re-prioritise based on outcomes.
    • Key to the success of this approach is a strong network of change agents, or what Kotter calls a ‘guiding coalition’ that is motivated to help transform the organisation at various levels. Executive support and protected spaces are also necessary for new practices to take root without being killed off by existing practices and politics.
      • Understand how changing market dynamics impact the biz
      •  

      • What organisational capabilities do these require?
      •  

      • Express capabilities as ‘agile user stories’ for the org
      •  

      • Define what success looks like and find relevant measures
      •  

      • Give each manager, each team oversight of their structure
      •  

      • Separate ‘what’ and ‘how’ in targets – let teams decide ‘how’
      •  

      • Align E2.0 and change efforts to develop these capabilities
      •  

      • Involve everyone in organisational self-awareness / change
      •  

      • Develop your guiding coalition and align on purpose
      •  

      • Do -> observe -> think; sense and respond; rinse and repeat
    • I think the model could also help companies move beyond their initial adoption plateau by providing a way to define new capabilities and new ways of working
  • “CSC publie son Baromètre de la Transformation Digitale qui scrute les tendances et impacts en matière de transformation digitale des organisations. Pour 89% des répondants, le digital occupe une place primordiale au sein de leur organisation”

    tags: digitaltransformation study management customerrelationship multichannel customerservice businessmodel crosschannelp process

    • Rupture numérique dans 2 ans : mythe ou réalité ?

      Une des conséquences de cette mutation numérique réside notamment dans l’apparition de nouveaux “business models” dits “disruptifs”, c’est-à-dire en rupture avec les modèles traditionnels. Pour 57% des répondants, cette rupture numérique est déjà présente, et pour 29%, elle le sera dans les 2 prochaines années.

    • Conscience des risques

      Malgré les opportunités offertes par le développement du digital, 52% des répondants perçoivent cette transition comme une menace importante (voire très importante) pour leur organisation. L’émergence de technologies de rupture, l’apparition de modèles économiques disruptifs, l’évolution des comportements clients (plus tribaux, moins classiques et plus claniques), la nécessité de développer une acculturation des collaborateurs au digital ont clairement complexifié l’écosystème des organisations. Avec

    • Impact du digital sur les organisations

      Les effets de la digitalisation sur les organisations sont multiples. Et la manière de l’aborder se focalise sur 3 composantes clés du changement :  pour 93% des répondants, le digital implique une réinvention de la relation client (par le biais notamment d’un mode de communication entreprise – client plus direct et individualisé) ; pour 82%, le digital doit contribuer à faire évoluer les modes de management (travail à distance, travail collaboratif, rupture des silos organisationnels et hiérarchiques historiques, développement de la transversalité notamment via les réseaux sociaux d’entreprise…) ; enfin, pour 81%, le digital doit également participer à l’amélioration de l’efficacité opérationnelle via la transformation des processus opérationnels et de support (dématérialisation de certains services, développement du self-care et de l’intégration de partenaires dans l’écosystème, socialisation des processus via des workflows intégrés…).

    • Le digital et les offres

      Alors que le digital favorise une relation client/entreprise davantage directe et bilatérale, l’implication en amont des clients dans la  conception d’offres et de services reste encore au stade expérimental

    • On s’informe comment?

      En 2014, pour une très grande majorité des répondants (76%), le digital modifie largement la manière dont les clients s’informent sur les offres. Plus encore qu’en matière de cycle de conception – développement, l’accès aux offres est impacté par les évolutions digitales. La multiplicité des canaux (médias sociaux, blogs spécialisés, site de l’entreprise) offre aux clients davantage d’accès à l’information et ce, à tout moment et de manière quasi instantanée.

    • Le digital et l’après-vente

      Les canaux numériques ont fortement impacté le cycle d’après-vente de la relation client (SAV, réclamations…) pour près de 70% de nos répondants

    • De nouveau business model

      Près de la moitié des interrogés privilégient une évolution de modèle axé sur le développement de nouveaux services (extension de gammes de services commercialisés, diversification et développement de nouveaux produits et services digitaux) : moins impactant sur leur modèle opérationnel, ces évolutions permettent notamment de créer de la valeur ajoutée sur des domaines hors du “core business” de l’organisation (en adjoignant des services potentiellement sourcés hors du périmètre naturel de l’entreprise, celle-ci peut progressivement créer de la fidélité et de l’attachement à moindre frais, mais sous réserve que le “delivery” de ces services soit réalisé de manière efficace) ;

    • Le digital et l’évolution des usages

      En 2014, 2/3 des répondants estiment que le client a le choix du canal de contact lors de son parcours d’achat. Cette réalité reste pourtant à nuancer puisque moins de la moitié des répondants issus du secteur des services semble encore laisser ce choix au client.

    • Cross-canalité et parcours client

      Là encore, près de 2/3 des répondants évaluent le degré de cross-canalité comme insuffisant.

    • Degré de dématérialisation des processus

      Une majorité de répondants (45%) déclarent que seuls quelques processus-clés sont dématérialisés au sein de leur organisation. La dématérialisation, qui peut consister à numériser un processus aujourd’hui au moins partiellement supporté par des échanges papiers, est pourtant un des enjeux clés de la transformation digitale

    • Entreprise : où en est la culture digitale ?

      Développer une culture digitale auprès des collaborateurs et faire évoluer les modes de management grâce aux technologies digitales. Un enjeu clé pour nombre d’organisations qui voient cohabiter en leur sein des populations hétérogènes, issues des générations du baby-boom, X, Y, Z…  Au-delà d’acculturer les collaborateurs aux évolutions digitales (à la fois pour mieux leur faire appréhender les attentes de leurs clients B2C et B2B, mais également leur faire prendre conscience des opportunités et ruptures induites par le digital),

  • “Désormais, l’avenir du marketing tient au processus de cartographie et d’implémentation des parcours clients. Avec autant d’enjeux, un directeur de parcours clients doit veiller au bon déroulé de ces parcours individuels.”

    tags: marketing customerjourney customerexperience

    • Tout d’abord, et surtout : connaissez-vous vos clients ?

       Les clients s’attendent à ce que vous compreniez ce qu’ils sont, et ce que vous vous connectiez avec eux à un niveau très personnel

    • Seconde question : savez-vous où ils se trouvent dans leur parcours ?

       Il n’est pas suffisant de connaître vos clients. Vous devez savoir où ils se situent dans leur parcours avec votre entreprise. Sont-ils des clients déjà existants ou anciens ? Ont-ils téléchargé votre application ?

    • Troisième question : avez-vous une stratégie pour déplacer les clients le long du parcours ?

       Une fois que vous avez les deux premières réponses, il faut se concentrer sur un plan de cartographie des parcours clients hautement personnalisés

    • Enfin, la dernière question et non des moindres : êtes-vous capable d’en mesurer l’impact financier ?

       La manière de mesurer l’impact financier devrait être directement liée au parcours client. Vous devriez être capable de voir à chaque moment donné où un client se situe dans son parcours.

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  • “Chez Accor, leader mondial de l’hôtellerie, l’expérience utilisateur multi-canal s’appuie sur une personnalisation temps réel pour l’emailing. Cela dope le taux de clic et les achats de nuitées. Le chiffre d’affaires généré via l’emailing est triplé par rapport à un échantillon test, sans aucune personnalisation.”

    tags: multichannel accor casestudies emailing personalization experience customerexperience marketing recommendation hotels

    • Le système de recommandation en temps réel d’Accor a généré en 2014 plus de 140 millions de recommandations, a multiplié par 1,5 le taux de clic, multiplié par 2 le taux d’achat de nuitées et par 3 le chiffre d’affaire.
    • Le processus de personnalisation et de ciblage est mis en œuvre en cinq étapes : collecte des données, éligibilité des offres, priorisation dynamique des offres, recommandation de l’offre à afficher et évaluation des résultats et auto-apprentissage.
    • chez Accor, tout a commencé comme souvent dans le tourisme, par la description du parcours utilisateur, défini en six étapes : rêver, chercher, réserver, séjourner, partager et fidéliser.
    • « Customer Hub », construit sur l’outil Siebel d’Oracle et contenant le détail de 43 millions de clients.
    • La qualité des données de ce Hub est le fruit d’une attention de tous les instants
  • “Uber and Airbnb monetize the desperation of people in the post-crisis economy while sounding generous—and evoke a fantasy of community in an atomized population.”

    tags: uber airbnb sharingeconomy economy profits collaborativeconsumption taskrabbit neoliberalism ownership

    • The term “sharing economy” has been making the rounds for about a decade, but the phenomenon has roots in the 1990s: all of its trademark enthusiasms—the flattening of stodgy old hierarchies, the rise of peer-to-peer networks, the decentering of everything—were concepts imported into middlebrow culture by the likes of Thomas Friedman.
    • Collaborative consumption,” they wrote, “gives people the benefits of ownership with reduced personal burden and cost and also lower environmental impact
    • But the model isn’t blemish-free: there’s a real, if hard-to-measure, impact on housing availability and affordability in desirable cities.
    •  

      Airbnb would rather we see it as a community, not merely commerce, even as it hastens the breakup of working-class neighborhoods in cities like New York and Los Angeles.

    • Uber drivers often complain about the low (and declining) pay and miserable conditions.
    • she gets $11 to $12 an hour after expenses (daily expenses like gas, not depreciation of the car), which is around the twenty-fifth percentile of the city’s hourly earnings, though about in line with typical taxi-driver pay. That’s a sharp contrast with the $35-an-hour rate that was dangled in front of her when she signed up.
    • Of course, “sharing” entrepreneurs aren’t entirely lacking a utopian line, as Chesky’s exuberant language demonstrates.
    • Now, despite over five years of official recovery, the sharing economy offers some people, like cab drivers, the prospect of real wage cuts, and others, like people with a spare bedroom, a way to supplement stagnant incomes.
    • Many Taskers are people who had good jobs until the recession hit; as of last year, 70 percent had a bachelor’s degree, and 5 percent a PhD. Now they’re running around town fetching stuff.
    • The sharing economy looks like a classically neoliberal response to neoliberalism: individualized and market-driven, it sees us all as micro-entrepreneurs fending for ourselves in a hostile world
    • in the future, people will own whatever they want responsibility for. And I think what they’re going to want responsibility for the most is their reputation, their friendships, their relationships, and the experiences they’ve had.
  • ” In fact, it’s pretty safe to say there is more potential and opportunity in business than there has been in history. But over those ten years I’ve also seen far too many organizations struggle deeply as they grapple with how best to adapt today’s incredible advances to the way they work and do business. “

    tags: digitaltransformation c-suite leadership cxo cmo coo chro cio pod podularity

      • Today’s CIO is in charge of developing the connected infrastructure for things like social business, digital workplace, digital business, etc., but not the human component.
      •  

      • The CMO is in charge of connecting with customers via all available channels, but through vast digital infrastructure they largely do not create or own.
      •  

      • The CHRO is in charge of employee engagement as well as approaches for recruiting, hiring, and performance management, but not the technology or non-employees.
      •  

      • And the COO is in charge of getting results (efficiency, performance) from employees for the business.
    • But at the root of every major success story seems to be the effective working together of the C-Suite to holistically drive change in a more coordinated and integrated fashion.
    • No, it seems more agile than that and I mean that in the formal way of pods of teams coming together and using iterative approaches with fast feedback loops.
  • “I would like to add some thoughts on the “how-to” for starting the digital transformation initiative. Again to make it clear – the general consensus about the digital transformation is not to implement some “fancy” new technologies or to use social media as a new marketing channel. The digital transformation is about re-adjusting the corporate thinking towards a culture of digital DNA”

    tags: digitaltransformation culture data ecosystem

    • “Digital Transformation is the methodology in which organizations transform and create new business models and culture with digital technologies.”
    • see one of the key traits of “digital profiency” in using digital data and insights a “foundation for digital business” decisions.
    • digital leaders like Burburry have fostered the exploration of the insights gathered around social interactions and social connectivity.
    • digital leadership is characterized by the understanding of the “dynamism and value inherent in (business) relationships”.
    • the establishment of a social platform within the organization is an important building block for the digital transformation initiative – as it provides an effective support for digital transformation strategy.
  • “I have been talking about digital transformation for nearly four years now and began to write about the transformative power of data (what digital refers to) over 15 years ago (when I began to cover EFM at Gartner ‘member?). Why on earth would I want to stop talking about it now – when its finally reached the peak of the hype cycle and is beginning to be adopted?

    Because its too limiting.”

    tags: digitaltransformation businesstransformation data analytics

    • Let’s talk about business transformation.
    • Data has taken front-and-center positioning among organizations’ plans and strategies for 2015 – and it is too limiting.
    • If we are to talk about a complete transformation of the business we need to also talk about content beyond marketing and about knowledge beyond service as well as we talk about data.
    • Let’s talk about business transformation.

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  • “I’m convinced it can and actually it should. That’s why together with Stefano Besana, we have put together the Social Collaboration Index, a readiness score based on 8 dimensions that can be applied both to individual organizations and entire industries:”

    tags: socialcollaboration scorecard maturity

  • “THE way we’re working isn’t working. Even if you’re lucky enough to have a job, you’re probably not very excited to get to the office in the morning, you don’t feel much appreciated while you’re there, you find it difficult to get your most important work accomplished, amid all the distractions, and you don’t believe that what you’re doing makes much of a difference anyway. By the time you get home, you’re pretty much running on empty, and yet still answering emails until you fall asleep.

    Increasingly, this experience is common not just to middle managers, but also to top executives.”

    tags: work engagement workplace management culture organization

  • “Je travaille pour instant sur une liste de six principes généraux (avec pas mal de substance autour de chacun) qui me semble couvrir l’essentiel de cette nouvelle forme d’organisation, mais c’est un choix personnel, sur lequel je reviendrai dans un prochain billet. Autrement dit, ces 6 principes ne couvrent pas tout ce qui s’écrit sur le sujet des entreprises « libérées », « exponentielles », « en réseau », « l’holacratie », le « beta-codex », etc. mais seulement le sous-ensemble auquel j’adhère par ce qu’il est consistant avec mon expérience personnelle.”

    tags: enterprise3.0 futureofwork holacracy antrifragile organization management experience customerexperience lean leanstartup

    • Une vision unique, comprise et partagée par tous, distribué à tous les composants de l’entreprise
    • Cette vision passe par le co-développement avec le client d’une expérience qui lui apporte une véritable satisfaction. C’est bien sur le message central du Lean Startup :
    • Ce co-développement est assuré par un réseau d’équipes autonomes et cross-fonctionnelles.
    • Le « control & command » est remplacé par « recognition & response »,
      •  

      • L’entreprise 3.0 s’inscrit dans un écosystème de partenaires, autour d’une vision précise de sa mission pour son client.
      •  

      • L’entreprise 3.0 est anti-fragile car elle apprend continûment des changements de son environnement
  • “Another year is upon us, even as many of us still seek to complete our digital priorities from 2014. For most CEOs and COOs — and especially CIOs/CDOs — 2015 will be a particularly interesting one as it’s largely a transition year for enterprise tech, making it challenging to jump to the next wave of innovations, often without yet being able to declare success with the previous ones. However, technology change waits for no company, and the pace of evolution continues to pick up.”

    tags: digital digitaltransformation

    • Opportunity plan & customer needs map over technology roadmap.
    • Cultivate business-led & customer-led change.
    • Experimentation with and selection of improved digital org structures and processes.
    • .

       

      The proactive scaling of digital enablement and support.

  • “Right now your home is well on its way to becoming a ‘Service’ that supports your life style. Sure, this is done through a number of Internet of Things, IoT, devices, but individually as ‘things’ they don’t add the same value as they do collectively as a ‘service’. In fact its arguable as individual ‘things’ they add confusion and complexity, whereas integrated together they provide simplicity and value as to how well your home can support your lifestyle.”

    tags: iot connectedobjects services socialmedia bigdata

    • Once again it’s the consumers and their use of consumer technology that is driving the pace! BUT its not the ‘Things’ that are providing the value individually, it’s the integration of a number of IoT Devices into ‘Services’ that comprehensively answer a particular requirement area.
    • INTTT uses ‘triggers’, inputs from IoT devices, with scripts called ‘recipes’ to provide the predetermined automation of responses
    • A successful Digital Business will need to combine ‘awareness’ of events from IoT with ‘social media’ interactions to understand opportunities arising in the market place.
    • The ability to choose how to manage your home as an Internet based ‘Service’ that both senses, and responses, to your lifestyle rather than as a set of disparate connected IoT ‘Things’ is now a reality for many consumers. Consumers once again proving to be the driving force in adoption in the shift from ‘Internet of Things’ to integration with added value by the ‘Internet of Services’.
    • A thousand IoT ‘things’ might provide, or add to, the mountain of Big Data, but to create Services with real value to a user means hiding the Internet of Things complexity, and substituting an Internet of Services that focuses on and delivers the required business value from the Internet of Things by incorporating valuable information.
    • The realization that it is the Internet of Things that ‘senses’ and that is linked to responses through value creating ‘Services’ seems slow to be realized, probably because Internet of Things growth has not yet hit the IT department. Most important of all is the realization that Digital Businesses will be competing in an ‘Internet of Services’ that use Big Data as a significant of an Enterprise’s ability to use its acquired experience for competitive advantage.

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  • “To compete in the maelstrom of today’s markets, established technology companies must transform. Now. And swiftly. As one chief human resources officer (CHRO) told us, “It’s insane to think that you have 18 months to make a transformation stick.”

    If transformation is urgent, so is the realization that it’s not only about strategy and processes. It’s about the most crucial asset technology companies have: people. And the impacts of change in the industry on people and the organization are enormous.

    The implications of these changes and the challenges they pose for HR organizations are equally enormous. From talent needs to organization structure, the pressures to transform the role of the CHRO—and the entire HR function—are escalating. Yet in all too many technology companies, HR struggles to meet these challenges. It’s time for technology companies to formulate a new view of HR and forge a deeper partnership between HR and the business. Doing so will require a fundamental change in HR strategy and operations.”

    tags: digitaltransformation chro transformation humanresources organizationaldesign talentmanagement engagement culture collaboration

    • The Economic Imperative: Driving Growth While Preserving Margins. Although overall industry growth is a modest 3 percent, certain spheres are growing briskly: notably, public cloud services (projected compound annual growth rate from 2013 through 2018: 17 percent) and mobile-enterprise security (projected CAGR from 2012 through 2017: 23 percent). However, core businesses (such as on-premises applications and hardware) increasingly face commoditization.
    • The Emergence of Hybrid Business Models. Managing the core (legacy) business alongside new growth areas requires maintaining two different operating models: one (legacy) optimized for efficiency and one (growth) optimized for speed to market.
    • The Need to Collaborate Across Boundaries. Many well-established technology companies have grown on the back of a single flagship product. Today, companies are competing across product categories, and with the rise in integrated solutions, silos are merging. Employees must be able to easily navigate functional and product boundaries to achieve the collaboration needed to deliver these more holistic solutions.
    • The Need for New Ways of Working. Agile development and solution-based selling are forcing the development of new processes and new operating models. Core business processes—such as product development—are following new rhythms, creating new handoff points, and dictating new deliverables.
    • As Exhibit 1 shows, HR’s expanded role involves more than a linear change. Each step requires a deepening of capabilities. For example, increasing cost pressures require greater efficiencies in providing services. HR must also fortify its functional expertise so that it can serve the business more effectively.
    • The HR organization needs its finger on the pulse of the dynamics of both the company and the industry. It needs its eye on the future. And it needs the ability to anticipate and adapt to change.
    • HR is the ignition for the innovation engine,
    • HR’s Engagement with the Business. To keep pace with the many changes in the business, HR will need to be more proactive, responsive, and flexible. HR must be integrally linked to the business at higher levels.
    • HR’s Own Way of Working. HR organizations are just as silo afflicted as the line businesses. Worse, each client-facing group tends to serve its silo at the expense of working in concert with the larger HR organization to leverage HR’s efforts
    • HR’s Own Talent. The traditional skill set of HR professionals can leave them unprepared for the more strategic challenges they face. They’ll need more high-performance skills and behaviors, such as the ability to counsel business leaders as partners and the capacity to manage the people elements of any business change,
    • The Use of Analytics, Measurement Systems, and Related Tools. It’s time for HR organizations to get “religious” about data.

    • Organization Design. Frequent product and strategy shifts will call for regular modification of the organization structure. Line business leaders, together with HR, should decide how the organization needs to change.

    • Employee Engagement and Culture. Establishing a high-performance culture is crucial for aligning people with the strategy and securing employee engagement, as well as for attracting and retaining the best talent. HR must ensure that the company’s cultural identity includes such critical attributes as customer focus, the willingness to take risks, collaboration, and agility
    • Talent Acquisition and Retention. Acquiring talent will require new, unconventional, and more far-reaching pipelines and strategies. Among them: recruiting college freshmen and sophomores with the aim of securing talent earlier and implementing programs that seed the supply of science, technology, engineering, and mathematics talent for the future.
    • Learning and Development. Companies have to either invest in learning and development or form a strategy that can support perpetual personnel churn. More important, companies need to abandon the traditional notion that learning and development equal training.
    • Compensation and Performance Management. These areas require a complete overhaul. New incentive models are needed to promote new growth businesses and solution selling

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  • “Pour le sociologue Antonio Casilli (@AntonioCasilli, blog), le travail numérique que nous accomplissons en ligne prête à confusion, explique-t-il en conclusion de cette 6e édition de Lift France. Pour donner de la matière à cette confusion, il montre une image de Google Hands, le livre réalisé par le designer américain Benjamin Shaykin, une compilation d’images provenant des livres numérisés par Google qui montrent les mains des opérateurs chargés de scanner les livres qui composent l’incroyable bibliothèque de Google. Une manière de montrer les petites mains, les hommes à l’oeuvre derrière l’immense entreprise de numérisation des connaissances humaines. “

    tags: work digitallabor labor basicincome

    • Mais il n’y a pas que des opérateurs qui travaillent pour Google. Nous travaillons tous pour lui
    • Doit-on, peut-on, pour autant parler d’exploitation ? Chaque like que nous déposons sur Facebook mesure notre participation comme notre performance. Chaque like permet de construire une réputation, un capital social, mais aussi mesure notre parcipation sur ces plateformes
    • Ce service, basé sur la métaphore du turc mécanique, ce faux automate du XVIIIe siècle, permet de faire distribuer par un logiciel des tâches simples et répétitives à une foule de contributeurs humains, pour accomplir ce que les intelligences artificielles ont encore bien du mal à accomplir, comme reconnaître des visages, trier ou étiqueter des images
    • Le turc mécanique d’Amazon est l’emblème de la fragmentation, de la parcellisation et de l’atomisation du travail.
    • Et le sociologue de parler de Weisure (Work et Leisure) ou de Playbor (Play et Labor), pour marquer cette confusion. “On ne sait jamais si on s’amuse ou si on produit de la valeur pour quelqu’un. Quand je like quelque chose, est-ce que je fais un signal amical à quelqu’un ou est-ce que je produis de la valeur pour la plateforme que j’utilise ?
    • en évoquant le livre de Marie-Anne Dujarier sur Le travail du consommateur, qui pointe le brouillage entre la figure du producteur et celle du consommateur. “Chez Ikea on achète le privilège de monter son meuble comme Facebook nous donne le privilège de pouvoir discuter avec nos propres amis”
    • Force est de reconnaître que les théoriciens de l’internet n’avaient pas anticipé ce processus de captation de valeur.
    • des entreprises captent cette valeur et mettent les utilisateurs dans la situation paradoxale d’être à la fois heureux et exploités.
    • Ce paradoxe exprime très bien le problème de perception du Digital Labor et de ses effets.
    • Cette question de la rémunération des internautes se cristallise aujourd’hui autour de deux grandes options,
    • La première, portée par Jaron Lanier notamment, repose sur le modèle du micropaiement et le principe des royalties et consiste à rétribuer l’usager quand on utilise ses données.
    • D’où l’idée de la seconde option, qui a visiblement la préférence du sociologue, celle d’un revenu inconditionnel universel des internautes.
    • Pour Casilli nous devons oeuvrer à faire en sorte, qu’à travers le revenu universel, on puisse redonner aux Communs, c’est-à-dire redonner à tous la valeur et la richesse que cette collectivité a elle-même produite.
    • “Il me semble plutôt que si vous ne payez pas, c’est que vous êtes le travailleur, l’ouvrier du service.”
    • C’est en ce sens qu’il faut certainement lire ce que nous dit Casilli sur le revenu de base. Le voir comme un moyen, un levier, pour changer notre rapport au travail.

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  • “The terms of citizenship and social life are rapidly changing in the digital age. No issue highlights this any better than privacy, always a fluid and context-situated concept and more so now as the boundary between being private and being public is shifting”

    tags: web privacy UNO datar rights globalrights

    • The citizens will divide between those who prefer convenience and those who prefer privacy.”
    • Relatedly, Gina Neff, an associate professor of communication at the University of Washington, wrote, “People will be increasingly more accepting of exchanging privacy for services and customization, unless advocacy and education efforts are increased now.
    • There will be a subset of the public rebelling against this surveillance and data-driven society through either withdrawal from the online world or acts of ‘civil disobedience’ against the powerful
    • People require little more inducement than personal convenience to disclose their personal information
    • I do not think 10 years is long enough for policy makers to change the way they make policy to keep up with the rate of technological progress.
    • By 2025, there will be an international consensus among Internet organizations on how best to balance personal privacy and security with popular content and services
    • “Without this, innovation will not happen,” she predicted.
    • there will soon be a new job title called, “Online Public Safety and Corporate Monetization Director.”
    • Security, liberty, privacy online—Will policy makers and technology innovators create a secure, popularly accepted, and trusted privacy-rights infrastructure by 2025
    • This issue is at the center of global deliberations. The United Nations is working on a resolution for the General Assembly calling upon states to respect—and protect—a global right to privacy.
    • The capture of such data lies at the heart of the business models of the most successful technology firms (and increasingly, in traditional industries like retail, health care, entertainment and media, finance, and insurance) and government assumptions about citizens’ relationship to the state
    • In order to ‘exist’ online, you have to publish things to be shared, and that has to be done in open, public spaces

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  • “Employees are disengaged at work, and organizations have been exploring how social and digital technologies can address this problem. But Altimeter found that only 41% of organizations believe they take a strategic approach to employee engagement, while only 43% believe they have an organizational culture of trust and empowerment. Our research found that leading organizations with strong digital employee engagement take a page out of marketing’s deep expertise around digital customer engagement and apply it inside the organization by injecting marketing expertise, practices, and technologies into its practices. The end result: These organizations drive business impact and cultural change through their employees.”

    tags: engagement employeeengagement customerrelationship

    • Most organizations don’t have a coherent employee engagement strategy
    • Authentic employee engagement only happens when there is trust in the relationship
    • Part of the problem is that there is no natural owner of employee engagement.
    • There remains significant untapped opportunity to use digital tools to enhance employee engagement.
    • We found that there existed some type of friction or disconnect between these siloes in nearly every organization we interviewed, driven by the pursuit of these disparate goals.
    • Create Alignment and Culture With a Vision of How Employee and Customer Relationships Intersect.
      • Map the Employee Journey. A new but growing practice within companies is to take a page out of the marketing playbook and to map the “employee journey,” going far beyond a transactional “HireTrain-Retain” framework to look at how relationships can be deepened to drive business results and organizational change.
    • Measure and Develop Each Employee Relationship. Employee engagement is usually expressed as some sort of organization-wide number — average employee satisfaction, average employee engagement. The value of digital is that we can now see at the individual level — through an employee’s actions and their network quality — how their engagement is developing and hopefully deepening.
    • One highlight was the need for CHROs and CMOs need to forge a tight bond for two reasons. Marketing needs the support of HR to activate employee engagement that results in delightful experiences for customers. At the same time, HR needs to take a page from Marketing’s playbook on how to use modern digital technologies to understand and engage with employees.
  • ” Les start-up et autres hérauts habituels du numérique n’étaient pas les seuls à faire le show pour LeWeb 2014. De bonnes vieilles entreprises traditionnelles comme Allianz, Danone, Pernod Ricard ou la Société Générale ont partagé leur pratique de la transformation numérique. “

    tags: danone pernod societegenerale digitaltransfromation marketing content process experience measurement

    • Nous avons utilisé le réseau social interne, qui venait tout juste d’être lancé, a-t-elle raconté. Et même s’il n’y avait que 2 ou 3000 inscrits, nous y avons lancé un défi : Pour vous, c’est quoi la banque de demain, dans l’ère digitale ?
    • Désormais, à la Société Générale, 50 000 personnes utilisent le réseau au quotidien et discutent du sujet
    • Une fois qu’on a décidé que ce changement dans le marketing Evian se ferait au travers du numérique – il fallait cibler 146 pays avec nos pubs! -, il a fallu créer et organiser le contenu différemment, innover”,
    • Danone fait en sorte de faire comprendre le digital aux plus anciens, et d’embaucher des digital natives. Le groupe, très décentralisé, comptait déjà 1000 projets numériques.
    • “le secteur de l’assurance est très très très en retard”. Pourtant, la CDO l’a rappelé, il fait face d’abord à l’arrivée des objets connectés, ensuite à des usages comme le covoiturage, et enfin, comme tous les autres secteurs, aux changements du consommateur. Une seule solution pour Virginie Fauvel: “transformer toute l’entreprise.”
    • Contre les habituels formulaires à rallonge avec justificatifs nombreux, il ne pose que cinq questions. Le reste ? C’est l’analyse croisée des big data et des données internes de l’assureur qui s’en charge. “Avec cette méthode, dans 85% des cas, nous tombons juste,” précise Virginie Fauvel.
    • Danone explique ainsi que du fait du numérique, beaucoup de méthodologies ont changé dans tous ses processus
    • Nous sommes dans un monde où la technologie rend tout possible et mesurable. Mais c’est la créativité qui va permettre à une marque ou à un contenu de sortir du lot. Et il faut trouver les technologies qui mesurent l’impact émotionnel de la créativité.”
    • La socialisation est clé pour notre business, insiste Antonia McCahon. Le digital peut faire la différence pour nous en facilitant les expériences sociales, que ce soit pour les planifier, pendant qu’elles ont lieu, ou pour en discuter après.”
  • “As a result, organizations around the world are rushing to engage with their customers and employees. It’s easy to see why. Without engagement, the influence of brands will continue to decline and big organizations will lose out on the best workers. Our studies at Constellation Research have found that engaged workers — those who participated in a forum, helped out a colleague in a chat, or provided feedback on an enterprise initiative — are 37% more likely to stay with their employers. Meanwhile, engaged customers are three times more likely to recommend or advocate a product or service to a friend. Improved engagement creates business value and strategic differentiation, and technology is enabling a shift from transactions to engagement.”

    tags: engagement customerengagement

    • People-centric values are the starting point. An organization needs to genuinely understand and relate to its customers and its employees before it can engage them.
    • organizations also need an understanding of delivery and communication styles.
    • The last piece is choosing the right time drivers to provide a why, when, and where in engagement. The goal is to inspire action through context, catalysts, and currencies.
  • “Dans le cadre de mes recherches sur les nouveaux modes de management des organisations, qui foisonnent en ce moment, j’ai découvert récemment l’Holacratie qui est par exemple ce qui est utilisé par Zappos (voir ici) aux Etats Unis (plus grand vendeur en ligne de chaussures), et plus proche de nous en France “SOPRODI” (PME dans l’industrie à Clermont-Ferrand), Antonutti-Delmas (PME transport, proche de Paris).

    Ce nouveau mode de management d’entreprise inventé par la société américaine “Ternary Software” puis vendu sous licence par le biais de la structure “HolacracyOne“, se répand maintenant dans le monde.”

    tags: holacracy management

    • Le “2nd lien” (lien montant) dans le sens inverse, représente la cellule englobée vers la cellule englobante.
    • En Holacratie, le principe dynamique de base est que l’organisation évolue continuellement en fonction des “tensions” que ressentent les employés et qui les empêchent de faire convenablement leur travail.
      • 3 types de réunions sont prévues pour faire disparaitre ces tensions.

         

           
        • Une réunion de “stratégie” qui vise à définir l’activité de l’entreprise, sa raison d’être, ses marchés.
        •  

         

           
        • Une réunion de “gouvernance” qui vise à faire évoluer l’organisation de l’entreprise. Travaille sur l’organisation.
        •  

         

           
        • Une réunion de “triage” qui vise à gérer au jour le jour l’intérieur de l’organisation. Travaille dans l’organisation
    • Une autre spécificité de l’Holacratie est la disparition du rôle de “manager” tel que nous le connaissons et qui est remplacé par deux rôles distincts.
    • Le premier qui est appelé “1er lien” (lien descendant) vise à représenter la cellule englobante dans la cellule englobée.
      • Cette bande dessinée même si elle permet de bien présenter les aspect principaux de cette nouvelle approche de management, me laisse quand même me poser quelques questions.

         

           
        • Comment regroupe t-on les rôles dans une cellule ? Regroupe t-on les rôles en interactions ou au contraire les rôles ayant une sémantique et un fonctionnement proche ? Ou bien tout simplement par affinité entre les personnes tenante des rôles ?
        •  

         

           
        • Comment se passe la transition d’un modèle de management conventionnel vers l’Holacratie ?
        •  

         

           
        • Comment sont gérés les pbs de culture (quand on voit les problèmes que posent les cultures “Command & Control” lors du passage vers l’agilité) ?
        •  

         

           
        • Que devient le middle management qui n’a plus sa raison d’être ici ?

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  • “Dans le cadre de l’édition du début d’année 2015, cette revue consacre un dossier au thème suivant : « Customer-Centric HR ». Il vise à préciser le rôle des responsables RH dans le développement d’une organisation orientée clients ou service. A l’issue de cet échange, je me suis dit qu’il serait intéressant de formaliser autrement les quelques idées abordées ensemble durant cette interview, en les replaçant dans le prolongement des réflexions menées autour de la transformation par la culture de service. “

    tags: humanresources customerorientation customerexperience service

    • La Gestion des Ressources Humaines, levier de la satisfaction client ?
    • l’action des RH est une condition de réussite pour l’entreprise, notamment lorsqu’elle se mobilise sur la question du service et/ou de la satisfaction client.
    • Alors oui : les équipes RH jouent un rôle majeur dans la satisfaction des équipes et, partant, dans la satisfaction des clients.
    • Le sens profond de l’action des RH, dans un métier de service plus qu’ailleurs, est donc bien d’être des acteurs de cette symétrie en délivrant aux salariés une « expérience collaborateur » sinon exceptionnelle, du moins attractive (pour les jeunes talents), valorisante et fluide.
    • De fait, il n’est plus surprenant d’observer qu’en Belgique[4] le DRH de Toyota se trouve être aussi « directeur de l’expérience client » et qu’il en va de même chez MediaMarkt (enseigne de distribution appartenant au groupe allemand METRO) :
      • Enfin, parce que vous êtes, du point de vue des salariés, un acteur majeur de leur expérience de l’entreprise:
  • “Over the next several years, some very big forces will hit the retail industry.

    From new payment types to variable store footprints, they’ll change how and where goods are stored and sold. Data analytics tools like predictive modelling, and ‘always on’ digital technology will make it possible for consumers to interact with retailers in new ways.”

    tags: retail experience loyaltyprograms clienteling spaceplanning pricingmodels services omnichannel marketing socialmarketing productmix checkout privacy

    • Loyalty Programs

       

      Customers will expect rewards that better reflect their unique value.

       

      As retailers learn more about customer behavior and preferences, they’ll move beyond discount or points clubs to benefits that recognize what a particular shopper values most,

    • Clienteling

       

      Retailers will use technology to help store associates recognize and develop a relationship with each shopper.

    • Space Planning

       

      Merchandising models will reflect a changing navigation process.

       

      Today’s planograms are based on a variety of assumptions about how consumers walk through a physical store. But by using tools to understand what attracts shoppers’ attention—where they move quickly and where they linger—retailers will be able to make dynamic decisions about promotions and traffic flow.

    • Pricing Models

       

      Customized couponing is changing attitudes toward dynamic pricing in the offline retail environment.

    • Added-value Services

       

      Physical stores recognize that they have become virtual showrooms for online sales channels, and they are developing more effective responses to keep the sale.

    • Omni-channel Integration

       

      Tomorrow’s customers will place even greater demands on inventory and customer service systems.

       

      Many of today’s customers already expect retailers to provide consistency across touchpoints, with integrated promotions, return policies, etc.

    • Inventory Management

       

      Sophisticated displays allow customers to access the full range of sizes, colors, and features for any product, regardless of location.

    • Social Marketing

       

      Expectations are moving quickly, and retailers will be expected to lead, not follow.

       

      Many brands are leading, facilitating and participating in online discussions. But the power of social networking goes far beyond sharing information. Increasingly, social media helps shape customers’ decisions and even tastes.

    • Product Mix

       

      Stores are rethinking their use of physical floor space to reflect a brand strategy.

       

      Physical retailers will try a variety of approaches as they compete with online sellers

    • Staff Utilization

       

      The role of a store associate is changing. This has significant implications for training techniques, competency models for hiring, and even compensation.

    • Checkout Lanes

       

      The checkout process is changing with the evolution of payment preferences and the rise of cash alternatives

    • Loss Prevention, Privacy and Cybersecurity

       

      Vulnerabilities in any one channel represent a threat to all of them.

       

      By creating ever larger and richer data stores of information about customer interests and behaviors, and providing real-time access to that information to store staff, retailers are also exposed to new security risks and privacy concerns.

  • “With technology investment spreading ever farther and wider in most organizations — to lines of business, the CMO, and the new Chief Digital Officer — the CIO still owns the sometimes mundane but ever-challenging job of creating a coherent and effective digital workplace in most organizations.”

    tags: futureofwork digitalenterprise mobile mobility

    • The first is the need for a consistent and ubiquitous corporate information landscape that’s easy to access and easy to use, so that workers can find accurate, timely information, analyze it, and share the results.
    • The second is to move all existing applications and information onto many more digital channels and devices.
    • The modern CIO’s purview is typically bounded by three major constraints: The size of the business opportunity represented by a given digital change, the risk to the business if it’s not done properly (or the risk of not doing it at all), and the combined cost and time frame. 
    • Co-design for a consistent digital user experience, inside and outside. Augment and update frequently. 
    • Seek out major digital gaps in workplace processes and operations, end-to-end, and plug them as part of a more cohesive strategy that includes digital skill building.
    • Pro-actively provide data-driven stakeholder enablement through self-service, but communicate a consistent and clear digital workplace vision that everyone can support. 
    • Open up data, IT systems, and digital engagement processes whenever possible.
    • Put together a joint business/IT roadmap for all of the above, and start enlist help across the organization
    •  

      Manage your channels of change at the sources.

  • “There are as many definitions of the digital workplace as there are organizations. But in light of this month’s focus on the digital workplace, it could be useful to look at what a digital workplace is, and clarify some of the things that it is not.”

    tags: digitalworkplace intranet

    • The digital workplace is meant to be a virtual equivalent to the physical workplace, which requires strong planning and management due to its fundamental role in people’s productivity, engagement and working health.
      • Putting people first — the impact on employees is what makes the digital workplace important.
      • A technology layer — advances in technology are driving changes in the digital workplace, and this is what makes it a current issue.
      • Management and design – proactively developing a digital workplace means addressing it as a whole and co-ordinating between technology, process and people.
      • The digital workplace provides organizations five services or capabilities (the outer ring of the figure above):

        • Communication and employee engagement
        • Collaboration
        • Finding and sharing of information and knowledge
        • Business applications (process specific tools and employee self-service)
        • Agile working — the ability to be productive any time and place
    • The digital workplace encompasses all the technologies people use to get work done in today’s workplace … It ranges from your HR applications and core business applications to e-mail, instant messaging and enterprise social media tools and virtual meeting tools.
  • “If your company is like most, it tries to drive high performance by dangling money in front of employees’ noses. To implement this concept, you sit down with your direct reports every once in a while, assess them on their performance, and give them ratings, which help determine their bonuses or raises.”

    tags: compensation performance performancereview bonuses humaresources

    • Performance reviews that are tied to compensation create a blame-oriented culture.
    • In 2010, we replaced annual performance reviews with quarterly sessions in which employees talk to their supervisors about their past and future work, with a focus on gaining new skills and mitigating weaknesses.
    • Employees might have been skeptical at first, so to drive the point home, we dropped annual individual raises. Instead we adjust pay only according to changing local markets.
    • We believe that traditional performance reviews do little to motivate people. The way to drive high performance is through honest feedback that employees and managers really hear.
    • We’ve found that our new system greatly improves the feedback process. Supervisors and employees say the sessions are less stressful and more productive than the old performance reviews.
    • Although it’s too soon to see any impact on the income statement, there has been a noticeable increase in collegiality.
    • A recent survey found that only 1% of American companies have rejected traditional reviews, and most of those seem to be start-ups or nonprofits. We couldn’t find a single other big company that had done it.
    • The reason companies hang on to this tradition, of course, is their anxiety about high performance.
    • Even if executives acknowledge performance reviews’ shortcomings, they often believe that the solution is simply to design better evaluation forms.
    • But the forms aren’t the problem. What turns reviews into a blame game is the link to compensation. Sever that link, and you’re on the way to creating a review system that can open up the channels for real feedback throughout the organization.
  • “The technologies of the past, by replacing human muscle, increased the value of human effort – and in the process drove rapid economic progress. Those of the future, by substituting for man’s senses and brain, will accelerate that process – but at the risk of creating millions of citizens who are simply unable to contribute economically, and with greater damage to an already declining middle class.”

    tags: robots work employment jobs secondeconomy education

    • It employs more than one million workers in China. In 2011, the company installed 10,000 robots, called Foxbots. Today, the company is installing them at a rate of 30,000 per year. Each robot costs about $20,000 and is used to perform routine jobs such as spraying, welding, and assembly.
    • Baxter, a $22,000 robot that just got a software upgrade, is being produced in quantities of 500 per year. A few years from now, a much smarter Baxter produced in quantities of 10,000 might cost less than $5,000. At that price, even the lowest-paid workers in the least developed countries might not be able to compete.
    • The “Second Economy” (the term used by economist Brian Arthur to describe the portion of the economy where computers transact business only with other computers) is upon us
    • And here is the even more sobering news: Arthur speculates that in a little more than ten years, 2025, this Second Economy may be as large as the original “first” economy was in 1995 – about $7.6 trillion
    • An emerging field in radiology is computer-aided diagnosis (CADx). And a recent study published by the Royal Society showed that computers performed more consistently in identifying radiolucency (the appearance of dark images) than radiologists almost by a factor of ten.
    • The simplistic policy answer is better training. But at this pace of change, improving the educational system will be perpetually too little and too late.
    • David Brooks has suggested that the government should aggressively build infrastructure, “reduce its generosity to people who are not working but increase its support for people who are,” consider moving to a progressive consumption tax, and “doubling down on human capital, from early education programs to community colleges and beyond.”
    • Ultimately, we need a new, individualized, cultural, approach to the meaning of work and the purpose of life.
  • “Les formations proposées aujourd’hui en France sont pensées pour le marché du travail des années 1990 par une génération dépassée par la révolution technologie en marche. Tel est le constat sévère du chirurgien Laurent Alexandre, cofondateur de Doctissimo. Ce diplômé de Sciences Po, d’HEC et de l’ENA intervient le 14 octobre lors d’un événement sur “Le recrutement en 2025″ organisé par Link Humans. “

    tags: employment education jobs recruitment biotechnologies NBIC

    • Les technologies NBIC (nanotechnologies, biotechnologies, informatique et sciences cognitives) serviront à mieux recruter.
    • on peut même imaginer que la séquence ADN sera utilisée dans certains pays pour déterminer si le profil du candidat correspond à celui recherché.
    • Aucun cerveau biologique n’arrive déjà plus à la cheville de l’IA. Watson, un système expert d’IA, s’est vu soumettre un problème hypercompliqué sur une mutation particulière. Il a lu en une seconde ce qu’un cerveau humain aurait mis trente-huit ans à lire pour poser un diagnostic.
    • Il faut recruter des chauffeurs qui aient l’intelligence et la plasticité cérébrale nécessaire pour se reconvertir
    • Dans vingt ans, la moitié des métiers auront disparu.
    • Aujourd’hui, la formation initiale est inadaptée. On continue à former des gens sans intégrer les progrès technologiques…
    • En période de révolution technologique, les vieux, qui sont d’habitude ceux qui ont l’expérience et la sagesse, deviennent des vieux cons.
    • Le système universitaire américain intègre mieux la prospective et la formation est davantage portée vers le futur. Ce n’est pas un hasard si Google ou Amazon sont nés là-bas.
    • Aujourd’hui, il faut miser sur une grande culture générale et une grande culture éthique
    • Seuls les plus intelligents, créatifs et adaptables s’en sortiront.
    • Il vaut mieux un bon Mooc qu’une formation académique dépassée
    • Qu’est-ce qu’on fait des gens peu doués dans monde de robotique et d’IA ?” : c’est LA question du XXIe siècle.
  • tags: management leadership

  • tags: skills futureofwork

  • “The HR Trend Institute distinguishes eight trends influencing the domain of organisations and people in organisations.
    The table below gives an overview of the eight trend areas.”

    tags: humanresources organizationalcharts performancereview privacy sharingeconomy mobile robots recruitment

    • No more performance reviews
      Finally organisations are sensing that they have wasted an enormous amount of time, money and effort on a process that will never work properly
    • The org chart is fading away
      This is partly wishful thinking from my side, but there are weak signals that the org chart is fading away
    • Privacy seems to be less of an issue
      New generations of ‘people trackers’, far beyond time tracking, are emerging.
    • The sharing economy is also entering organisational life
      Sharing cars, sharing houses and sharing garden equipment is getting more usual. The possibilities for organisations are big, and this will take off in 2015. Who needs 100% of the office space 24/7?
    • Mobile/ Mobile/ Mobile
      Also in the HR domain mobile solutions will become more and more the standard. The smartphone is essential equipment for almost all employees. Today it is all about apps, the future will probably offer a more integrated user experience.
    • Real time succession management
      Technology and the smart use of HR analytics enable a far more effective succession management
    • Robots in the boardroom
      Robots are not just for manufacturing. The first robots have entered the boardroom, and this trend will continue.
    • The end of Powerpoint
      Who likes if when a presenter enters the room and it turns out she or he is going to present a large number of slides to illustrate the presentation? Hardly anybody likes this, only the people who have more work to do and who can process some e-mails while the presentation is dragging on.
    • Community management as a recruitment tool
      Recruitment has to make the shift from reactive to proactive. The practice to create communities around your organisation, a kind of “fan clubs”, is growing.
  • “Despite the buzz, and continuing innovations by technology that are making Talent Analytics a downright phenomenal tool, HR is a bit — behind.

    On the one hand we’ve got brand new streams of verifiable information not even possible a year or so ago. We’ve got the ability to mine real data on potential hires and workforce strategy, adding a hefty dose of science to the art of recruiting and managing talent. It was a full year ago that I wrote about why Big Data is HR’s new BFF. This potential cloud-sized trove of valuable information – worked with the right algorithms and filters – can be turned into actionable insight. “

    tags: humanresources analytics talentanalytics

    • 1. Talent Analytics has the capacity to be a powerful descriptive tool, looking at past performance and information to enable strategic change
    •  

      2. It’s also an incredible predictive tool. By analyzing the skills and attributes of high performers in the present, organizations can build a template for future hires.

    • 3. By its nature, Talent Analytics is democratic: merit may well trump a fancy education, skills may supersede proximity, and remember those apparently intangible aspects, like social skills, flexibility, emotional intelligence, initiative and  attitude? They are now measurable.
    • 4. Talent Analytics is evolving rapidly, as technology has created more fluid, flexible, powerful tools. Advanced software algorithms, for instance, can identify talent and match it to an organization’s needs,
    • 5. Talent Analytics is mobile. Everything’s mobile. Your talent acquisition strategies had better be, too. New mobile apps make talent searches a matter of anytime and anywhere,
  • “When learners interact with content in your course, they leave behind ‘digital breadcrumbs,’ so to speak, which offer clues about the learning process. We’re now able to collect and track this data through learning management systems (LMSs), social networks, and other media that measure how students interpret, consider, and arrive at conclusions about course material.”

    tags: learning bigdata LMS education

    • We have to become more willing to share what’s working and not working. In return, all organisations that are trying to tackle big intractable problems in education should be more generous with each others’ ideas and evidence
    • . Feedback: Big learning data can be informative from a feedback and context perspective.
    • 2. Motivation: If you implemented big data in a comprehensive way, learners potentially become invested in inputting data to the process because they see the impact of how it work
    • 3. Personalization: Big Data will change the way we approach e-learning design by enabling developers to personalize courses to fit their learners’ individual needs.
    • 4. Efficiency: Big Data can save us hours upon hours of time and effort when it comes to realizing our goals and the strategies we need to achieve them.
    • 5. Collaboration: More often than not, specialists from multiple departments must come together to keep a Learning Management System functioning at its best.
    • 6. Tracking: Big Data can help us understand the real patterns of our learners more effectively by allowing us to track a learner’s experience in an e-learning course
    •  

      7. Understanding the learning process: By tracking Big Data in e-learning, we can see which parts of an assignment or exam were too easy and which parts were so difficult that the student got stuck

    • 1. Privacy: As companies like Google have extended the services they offer to include email, document storage and processing, news, Web browsing, scheduling, maps, location tracking, video and photo sharing, voice mail, shopping, social networking and whatever else might be of interest to their users, they gain access to even more personal data, which they collect, store, and cross-reference.
    • 2. Dehumanization: Apart from the obvious potential for error and prejudice, this use of profiling is objectionable because it dehumanizes those being judged, as well as those making the judgments.
    • 4. Correlation vs. Causation: Have you ever heard the phrase, “Correlation does not prove causation”? If you’re a good scientist, all of your efforts will be based in recognizing the difference between these two terms.
    • 5. Claims Beyond the Data: Take university rankings, for example. University rankings are used by politicians, universities, parents, and students alike. But oftentimes, where they claim to ‘rank’ universities, they tell you very little about about teaching
    • 1. Transparency. Learners have the right to know how learning data will be used, shared, stored, or leveraged.
    • 2. Privacy. Who gets to see the aggregated data of 1,000 learners? Who gets to see a single learner’s data?
    • 3. Value to the learner. Big learning data can provide great value back to the learner. What have other learners who have taken the same program found most difficult?
    •  

      4. Depth of measurement. We have looked at whether learners passed an exam, but more valuable data might include the answer, as well as characteristics of how learners answer the question.

    • 7. Expense. Some data that we will use in big learning data will be more expensive to get than what we have traditionally used. But what we easily collect tends to be superficial or inaccurate.
    • 8. Many factors influence learning. We need to have an anthropological view of the learning process to understand that there are many factors that may influence learning.
    • 9. Presenting data. We need to adopt a strategic approach to presenting data. How do we display data so that it brings meaning to people?
    • 10. Readiness. This refers to the extent to which individuals making decisions are ready to operate with a massively enhanced set of data.
    • 12. Infrastructure. Institutions will need to upgrade, alter, or change learning systems to prepare for big data use.
    • 13. Openness. We need to understand where, how, and in what way it’s appropriate to share and use that data, simply because it can yield such powerful results.
  • “Une société de services française a décidé d’instaurer un «management cellulaire». Une pratique qui éradique de nombreux problèmes et conflits en interne, sans entraver la croissance l’entreprise.”

    tags: management managers casestudies sogilis

    • Il faut se forcer à ne pas embaucher un profil type pour un projet, sans trop se poser de questions, comme on a tendance vouloir le faire lorsqu’il y a un besoin inopiné»
    • Il faut d’abord mettre les personnes dans le bus avant de choisir sa destination
    • Chez Sogilis, avec ce système de management cellulaire, chaque collaborateur est sur un même pied d’égalité
    • Pour chaque cellule, il y a un «référent» choisi par les membres de la cellule, qui est chargé d’être à l’écoute, à tout momen
    • Tous les employés jouissent du même confort, de la même liberté: aucune contrainte horaire, aucune obligation… À partir du moment où le travail est bien fait
    • Si les carriéristes et individualistes ne sont pas les bienvenus, il est tout à fait possible d’avoir le profil ‘geek entrepreneur’
    • Pour le moment, cette approche du management n’a pas trouvé sa limite. «Chez WL-gore (fabricant du tissu Gore-tex), aux États-Unis, ils ont mis en place exactement ce même système, et l’entreprise compte aujourd’hui plus de 8000 salariés.» Preuve que cette pratique managériale ne se limite pas aux petites structures.
  • “Digital is a new way of working. It simplifies. It accelerates. It clarifies. It humanizes. Technology is only a small part of the digital way of working. Most people misunderstand this. They think “technology” when you say “digital workplace”. My definition of the digital workplace is “the intersection of People, Organization and Technology”.”

    tags: digital digitalworplace process people technology mindset

      • Too much focus on the tool, not enough on people and change
      •  

      • Hesitation to rethink processes and ways of working
      •  

      • Management needs proof of quantifiable ROI
      •  

      • Decisions based on consensus, slow and long
      •  

      • Stakeholder politics, power struggles impact decision-making
  • “L’approche philosophique développée par Luc de Brabandère lors de la 7ème édition de l’USI, résume à elle seul la pensée de la plupart des intervenants : le Big Data aidera parfois à découvrir, mais très peu à inventer. Face à l’incertitude de notre monde, à la remise en question des règles établies, il faut se préparer et le Big Data peut y aider.”

    tags: innovation discovery bigdata complexity

    • Le Big Data aurait donc une vocation principale : celle d’innover, questionner et sortir du cadre.
    • le Big Data questionne l’analyse et l’enseignement traditionnel qui nous empêche de voir les relations entre les parties (morcèlement des matières) : il faut s’attendre à trouver ce qu’on ne cherchait pas.
    •  La complexité, c’est simplement que les choses ne sont pas isolées, séparées
    • Le Big data, plus qu’une innovation technologique, interroge donc l’humanité sur la question du paradigme. Il aide à prendre conscience de l’émergence trans-humaniste. Dit autrement, nous existons autant sur la toile que derrière nos écrans.
    • «En introduisant un principe d’innovation comme on a déjà un principe de précaution dans notre constitution

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