Need for agility, networked collaboration...Gary Hamel tells us that the future of management is going to look like web 2.0. Call it management or management 2.0, businesses need a new management model and the right HR practices to support it.
In brief : Enterprise 2.0 and Social Business aim at a flexible and disintermediate allocation of intangible assets, according to needs, for a better organizational agility. A model that can’t be affixed on actual planned ones that are the norm, despite of the numerous adoption programs. To explain and justify many new approaches to work [...]
In brief : authorizing and using Facebook at work is still a strong debate. Some consider it has a negative impact on work but a closer look can lead to another conclusion : it’s a thermometer of human relationships and management failure. A consequence and not a cause. That’s one of the web’s favorite debate. [...]
In brief: Reciprocal Knowledge Exchange Networks are a means to meet a the same time the need for peer-to-peer and managed learning. A book tels us why and how the French Postal Services (La Poste) has made it work for the last 5 years. I recently mentioned Enterprise Reciprocal Knowledge Exchange Networks as a good [...]
In short : gamification is the answer to many managerial challenges. But, if we sum up all that’s expected from it, it looks like the best gamification system is management and that we’re once again trying to fix human issues with technology. After an umpteenth post on the limits of gamification and the need to [...]
In short : sustainability is a trendy idea. It suggests both the idea of continuity in performance and respect for resources. But doesn’t it leads to status-quo, what is dangerous in a world where frequent disruptions is the new normal ? Shouldn’t we act, manage others and oneself focusing more on renewability than sustainability ? [...]
In short: even if traditional approaches have fine days ahead, there’s an increasing need for niche learning in a conversational and adhoc fashion. A need that can be met with the help of social technologies but they won’t be enough to prevent enterprises from updating their view of learning and officializing emerging approaches. So here’s [...]
Summary : does the speed made possible by social technologies favor “fast thinking” to the detriment of “Deep Thinking”. In othet words, by going to fast and not deep enough, could collective intelligence system speed up stupidity. If the very nature of these tools makes the question relevant, the answer is elsewhere. If a business [...]
Summary : adding a social layer brings few substantial gains while organizations don’t change their models. No tool with trigger an organizational and structural change that has not been designed and desired. At the most it will cause marginal light shifts. When it comes to improve decision making, indispensable condition to improving the overall performance, [...]
Summary : making employee adopt new usages and tools is often seen as pivotal for the success of any social business or 2.0 initiative. But what’s about managers ? Considering them as average users is overlooking their importance on the field and make sure that tools will be used for anything except actual daily work. [...]
 : decision making)
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