L’entreprise sociale et le RSI: n’y a-t-il que des bénéfices intangibles ?

“Dans le cas de l’entreprise sociale (ou Web 2.0) comme dans le cas de l’entreprise intranet dans les années 90, c’est très difficile d’aligner les chiffres quand les stratégies totalement nouvelles avec des outils technologiques tout aussi nouveaux sont introduits et génèrent en plus des changements organisationnels majeurs. Il faut du temps avant de pouvoir compter sur des études de cas sérieuses et bien documentées.”

tags: enterprise2.0 socialbusiness casestudies ROI tangiblebenefits value ideagoras innovation

• un, la grille des bénéfices tangibles n’offre aucun chiffre donc, demeure théorique. Deux: les chiffres existent, surtout aux USA et surtout dans le cas des idéagoras ou si vous préférez, agoras d’idées, ces plates-formes de «crowdsourcing» qui servent de moteurs 2.0 à l’innovation.
• Le défi a été relevé par 1 200 participants de 50 pays. Pas moins de 110 cibles ont ainsi été identifiées dont 50% non identifiées par les géologues. Pas moins de 80% des cibles ont produit des quantités appréciables d’or (8 million d’onces). On a ainsi coupé de trois ans le temps d’exploration et surtout transformé la valeur de l’entreprise la faisant passer de 100 millions$ à 9 milliards$. Vous dire que les actionnaires étaient contents est un euphémisme car 100$ investis en 1993 en valaient 3 000$ en 2005.
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Transforming the Way We Work

“Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people’s capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully.”

tags: work management engagement trust distraction satisfaction burnout emotionalintelligence sustainableperformance performance wellbeing

• ully engaged at work, valued for their contributions, or freed and trusted to do what they do best. Instead, they feel weighed down by multiple demands and distractions and they often don’t derive much meaning or satisfaction from their work.
• I don’t kid myself that the super-charged CEOs and world leaders who attend this event are going to wake up overnight to the recognition that rest and renewal and doing one thing at a time are not only healthy practices, but also fuel more sustainable performance.
• Rather than trying to forever get more out of their employees, organizations are better served by investing in better meeting their people’s core needs — physical, emotional, mental and spiritual — so they’re freed, fueled, and inspired to bring more of themselves to work every day.

tibbr 3.5 turns the world into interactive post-its

“Tibbr released version 3.5 to the public today in Palo Alto California, 9 AM Pacific time. I got a solo preview yesterday and I was impressed by it – as usual I’d say.
“In twelve months since launch, tibbr has been deployed to hundreds of thousands of employees across global enterprises, who can now use tibbr to unify people, data and businesses processes to get work done””

tags: tibbr tibo enterprisesocialsoftware process socialnetwork vendors exception tibbrGEO augmentedreality

• tibbr brings back the balance in our lives: after decades of automation and computerisation, some, if not most, of us have become slaves to the machine, walking the last mile from rule-based machines to exception-based humans
• The fact that tibbr cut out the middle man, the data entry clerk, by enabling people to follow and directly subscribe to events themselves – people could pick the low-hanging fruits again
• tibbr’s new feature would have come in handy: tibbr GEO. In the example above, you’d simply subscribe to your points of interest, e.g. grocery, bakery and the beer section, hold up your mobile in front of you and let the augmented reality guide you through the store
• Of course that would mean that everyone goes out and gets tibbr. I’m sure tibbr wouldn’t mind that, but that does mean that tibbr has to be really device- and platform-agnostic, and stay that way.

Are You Learning as Fast as the World Is Changing?

“Tom Kelly, general manager of IDEO, the world-renowned design firm, likes to quote French novelist Marcel Proust, who famously said, “The real act of discovery consists not in finding new lands but in seeing with new eyes.” What goes for novelists goes for leaders searching to craft a novel strategy for their company, a new product for their customers, or a better way to organize their employees. In a world that never stops changing, great leaders never stop learning.”

tags: leadership learning change CxO CEO ideas R&D innovation

• Today, the challenge for leaders at every level is no longer just to out-hustle, out-muscle, and out-maneuver the competition. It is to out-think the competition in ways big and small, to develop a unique point of view about the future and help your organization get there before anyone else does
•  First, the best leaders (and learners) have the widest field of vision.
• Translation: You’re not going to learn faster (or deeper) than everyone else if you seek inspiration from the same sources as everyone else.
• Second, and more tactically, the best source of new ideas in your field can be old ideas from unrelated fields.
• For example, leaders at Lexus identified all sorts of new ideas to reshape the customer experience for luxury cars by searching for clues at brands such as Four Seasons and Apple
• Physicians and administrators from London’s Great Ormond Street Hospital for Children redesigned many of their surgical procedures by studying how Ferrari’s Formula One racing team handled pit stops.
• Sure, there’s always a place for R&D as research & development. But there’s also a place for R&D as rip-off and duplicate. Ideas that are routine in one industry can be revolutionary when they migrate to another industry
• Finally, and most personally, successful learners work hard not to be loners. These days, the most powerful insights often come from the most unexpected places — the hidden genius locked inside your company, the collective genius of customers, suppliers, and other smart people who would be eager to teach you what they know if you simply asked for their insights.

Enterprise 2.0 in Europe (and the Enterprise 2.0 Summit)

“In this post, Bjoern Negelmann suggests that German preference for decentralisation leads to a focus on knowledge sharing between co-workers as the basis for their enterprise 2.0 activities. In France however, the preference is for social networking leading to a focus on relationships (“the indirect / network effects of being interconnected”).”

tags: enterprise2.0 France Germany groupcollectivism assertiveness unvertainty culture USA collaboration risk

• In Group Collectivism Germany 4.0 – France 4.4
• Assertiveness Germany 4.6 – France 4.1
• Uncertainty Avoidance Germany 5.2 – France 4.4
• Future Orientation Germany 4.3 – France 3.5
• It’s more difficult to work through how Europe differs from the US however.  The US’ scores for in group collectivism are similar to France and its assertiveness more like Germany.  Its scores for uncertainty avoidance are similar to France and its future orientation to Germany.  I’m not sure how this supports differences I’ve seen between Europe and the US, but then I’m not too sure how I’d describe these differences anyway –

9 Magic Metrics Your Organization Needs to Adopt

“It’s rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization’s performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years.”

tags: intangiblesmanagement intangible intangibleassets intangiblecapital metrics communication effectiveness customerrelationship satisfaction employeesatisfaction distraction trust aggravation suppliers partners projectmanagement intellectualcapital

• Communication Effectiveness — An important metric for organizations is one that measures how well they communicate to employees, suppliers, shareholders and others
• Customer Relationships — Customer surveys are rarely effective in measuring the level of relationship an organization has with its clients or customers.
• Employee Satisfaction — Most clients in government and business have developed an Employee Satisfaction Index made up of a variety of measures such as casual absenteeism, complaints/grievances, voluntary turnover, employee focus groups, overtime and employee survey data
• Distraction Index –
• Employees in several firms I’ve worked with found they spent less than a third of their time doing their jobs
• Trust Index
• Aggravation Index — A number of leading organizations have daily measures to track how much they aggravate their customers or how difficult it is to do business with their firm.
• Supplier/Partner Index –
• Project Management Index — Measuring recurring work like processing transactions or manufacturing parts is different than measuring projects where each one is somewhat different
• ntellectual Capital — Everyone agrees that intellectual capital or competencies are important to measure, but I have rarely seen good metrics in this area.

Deploying Apple at IBM

“I presented at the MacWorld,/iWorld, MacIT conference with my colleague, Cary Thomas in San Francisco last week. We presented on deploying Apple (Mac, iPhone, iPad) inside IBM.”

tags: apple casestudies deployment IBM ipad iphone

OpenSocial and the Future of Social Business

“OpenSocial is a specification that defines a browser-based component model, known as gadgets, and an API for accessing information about user profile information and social graphs, including friends and activities. Applications that use the OpenSocial APIs can be embedded within a social network itself, or access a site’s social data from anywhere on the web. [Sources: Wikipedia and Opensocial.org]“

tags: opensocial sociabusiness activitystream gadgets search unifiedsearch

• new features announced for OpenSocial 2.0 include embedded user experiences (allowing user interaction with content from external services), better support for Activity Streams, support for mobile experiences, support for OAuth 2.0 (better unified identity authorization across applications), and more open search capabilities (designed to prevent social applications from becoming new corporate information silos).
• OpenSocial has gained solid support from enterprise software vendors such as Jive, SAP, SocialText, IBM, Nuxeo, Atlassian and others.

Dans l’économie des idées, valeur et productivité du travail sont remises en question |

“Les modèles économiques du 19e siècle ne sont plus pertinents. L’économie des savoirs modifie nos modes de travail mais aussi la valeur et la productivité du travail. Sans pour autant améliorer la redistribution – qui lui sert de justificatif- la prégnance de l’Etat français sur l’économie productive déséquilibre définitivement le partage de la valeur entre les acteurs économiques. “

tags: businessmodel innovation ideas value productivity valuecreation

• Adam Smith, écossais auteur de la « Richesse des Nations », ne considérait pas le travail du médecin, ni du chansonnier, comme créateur de valeur. Pour lui, le travail ne pouvait être associé qu’à des activités dites matérielles. Inutile de dire que ces thèses étaient mal armées pour supporter l’avènement de l’économie immatérielle.
• Aussi sait-on au nom de la sacro sainte « productivité du travail » réduire le stock de travail dans les entreprises tout en continuant à créer de la valeur. Valeur qui dépend largement des apports de l’intellect des intervenants dans leur entreprise.
• le résultat économique d’une activité donnée ne varie pas proportionnellement au facteur « temps de travail
• Un Etat prédateur qui face à la perte de compétitivité de la France feint de n’en rien comprendre pour perpétuer des prélèvements qui manqueront ensuite aux entreprises pour créer emplois et activités nouvelles, notamment dans les secteurs mobilisant une « main d’œuvre à forte intensité de connaissances ».
• Le salarié de notre époque est devenu un constituant du capital immatériel de l’entreprise créant un paradoxe entre l’unité d’œuvre ancienne qu’était le coût du travail horaire (le temps) et le coût du savoir (la valeur de l’expérience).
• Les évolutions des produits puis des services ont une caractéristique unique : l’incorporation importante d’expériences et de savoirs. Ce sont ces actes de transformation plus ou moins élaborés et sophistiqués qui incarnent le capital immatériel, la valeur ajoutée perçue par le marché, par les clients. A l’heure du travailleur du savoir, une des fonctions principales des collaborateurs d’aujourd’hui consiste à rendre un certain nombre de services mais aussi à fournir des idées. Ils
• Quelle que soit la quantité de travail, les apports des savoirs et des idées constituent autant d’apports précieux à l’augmentation du capital immatériel de l’entreprise qui peut être rentabilisé en de multiples occasions.
• Au fil des années, la déconnexion entre le temps de travail traditionnel et la création de richesses apparaît de plus en plus évidente
• Encore faut-il au préalable casser les réflexes qui lient incongrûment productivité et coût du travail, coût du travail et création de valeur ajoutée.
• Le conflit culturel entre les dirigeants qui considèrent normale l’activité inventive de leurs salariés payés par l’entreprise, et les salariés qui considèrent que son développement tient aussi à leurs apports constants de valeur ajoutée doit, faute d’une entente sur la diminution des prélèvements sur le travail, trouver son équilibre autour de rémunérations additionnelles, libérées des charges sociales
• Le partage des royalties tirées du droit de copyright commence à être utilisées dans certains cas pour récompenser des salariés ou collaborateurs participant à des activités éditoriales dans des secteurs les plus divers
• Il n’est plus rare de constater que des entreprises tentent de desserrer l’étau des charges en imaginant des sources de revenus qui peuvent, en limitant leur poids corriger certaines inégalités et déséquilibres dans le partage de la richesse créée par les forces du travail et du capital.
• il devient impératif que les partenaires sociaux laissent tomber les oripeaux de la luttes des classes pour défendre leurs outils de travail et s’emparent du sujet afin de libérer des points de pouvoir d’achat et, dans l’idéal, d’obtenir qu’ils n’aient à supporter d’autres prélèvements que ceux de la CSG et des impôts.

Interview de Yves Caseau à propos de collaboration et de lean management

“Toujours en préambule du E2.0 Summit qui va se tenir à Paris les 7 et 8 février prochain, je vous propose une nouvelle interview d’un des intervenants principaux : Yves Caseau, le DGA de Bouygues Telecom en charge des technologies et de l’innovation dont je vous avais déjà parlé du livre (Un livre pour tout savoir sur la collaboration et le lean management).

Je vous livre ici une traduction de l’interview menée par l’organisateur de la conférence.”

tags: enterprise2.0 process lean leanmanagement collaboration book yvescazeau structuredcollaboration unstructuredcollaboration emergentcollaboration emergentprocesses management decisionmaking

• L’objectif des initiatives d’Entreprise 2.0 vis à accélérer le processus de décision (pour faire face aux exigences de notre environnement compétitif), ceux-ci reposent sur une propagation rapide de l’information et sur la capacité à passer la bonne information à la bonne personne. Les pratiques « 2.0″ sont donc employées pour optimiser l’attention des collaborateurs et pour maximiser l’utilisation des talents.
• La modularité est nécessaire au sein d’une organisation, 2.0 ou non. Je suis partisan d’une approche « fractale » où les pratiques de collaboration s(organisent autour de communautés de toute taille. Idéalement, on ne devrait pas abuser d’usages communautaires à l’échelle de l’entreprise. Il y a également un défi à éviter la sur-utilisation des outils de communication « 2.0″, à trouver la bonne culture de collaboration et définir les bonnes pratiques.
• Mon parti-pris est de dire que les activités les plus complexes devraient utiliser des modèles d’auto-organisation reposant sur la collaboration.
• Processus et Entreprise 2.0 sont les deux faces d’une même pièce. D’un côté, les pratiques de collaboration améliorent les organisations centrées sur les processus (la collaboration complète la coopération) ; mais d’un autre côté, les processus ont un effet bénéfique sur la collaboration, principalement en réduisant le risque d’infobésité
• Ce sont deux approches qui fonctionnent de façon indépendante, mais pas incompatible.
• Ce n’est pas tant une question d’image que de culture et la façon dont les managers envisagent leur rôle dans la structure
• La solution à ce problème de complexité et de rigidité est de faire évoluer la perception qu’ont les manageurs d’eux-mêmes et l’autre part serait de faire évoluer les habitudes de travail.
• L’urgence et la volonté doit venir du haut : du CEO et de l’encadrement supérieur. Le changement que l’on constate actuellement vient d’en bas, où l’autonomie est de rigueur et où l’auto-promotion donne les meilleurs résultats.
• Très clairement, il convient de ne pas trop modéliser les processus métier et laisser de la marge pour qu’émerge de l’auto-organisation et de la collaboration informelle.
• La caractéristique de l’entreprise du futur est que les acteurs des processus métier fassent ce travail de formalisation / structuration et non les experts ou les managers.

Le dialogue social 2.0 : une nouvelle approche du dialogue dans l’entreprise?

“J’ai eu la chance de pouvoir participer à la tout première réunion de négociation que nous avons lancé avec nos partenaires sociaux sur le thème du Dialogue Sociale 2.0

Derrière ce terme propre à faire du buzz, il y a un réel enjeu pour tous les acteurs d’une entreprise. Je pense qu’il est donc important de s’en préoccuper dès maintenant et surtout de ne pas oublier que les propos que je vais tenir ici ne s’appliquent pas uniquement à l’utilisation des réseaux sociaux mais bien de continuer à promouvoir le dialogue dans une entreprise.”

tags: hr hr2.0 unions

• le réseau social est un outil. La discussion ne doit pas porter sur ce thème en préambule mais bien comme moyen d’atteindre un objectif clair, en l’occurence comment penser le dialogue social de demain.
• je crois énormément au besoin de se voir physiquement. Par contre, je suis persuadé que nous passons trop de temps à nous voir, à discuter, à ne pas se mettre d’accord et ce pour tout et n’importe quel sujet.
• Le tract reste important car il permet aux élus de rencontrer physiquement leurs électeurs…Il faudra toujours allier le réel au virtuel.
• 1. le réseau social doit permettre aux élus de se rapprocher des salariés de l’entreprise. Ils doivent donc accepter d’entendre les remontées de tous les salariés et donc de savoir réagir si ils s’aperçoivent qu’ils ne répondent pas à toutes les attentes de leurs électeurs.
• En tant que RH, nous devons accepter que le dialogue puisse s’installer et donc devoir répondre à des questions qui ne font pas plaisir
• 2. Cela doit permettre à la France de paraître et d’être plus agile. Il est malheureusement trop fréquent qu’on entende :”en France de toute façon tout est compliqué” ou alors “les français disent d’abord non c’est pas possible avant de faire avancer les choses”. Ces propos que j’ai trop souvent entendu sont quelque peu exagérer mais également vrai
• Bien que je considère ces négociations légitimes et fortement utiles je pense que nous pourrions les améliorer pour nosu permettre de gagner en agilité et donc en réactivité et ce pour répondre aux besoins du business.
• 3. Cela doit permettre de favoriser le lien entre le central et le local
• .Ben entendu, il est évident que chacun doit garder ses propres prérogatives mais un peu plus de liaison pourrait faciliter bon nombre d’échanges

Le collaboratif n’est pas un usage spontané

“Le Crédit Mutuel Arkéa réunit les fédérations de Crédit Mutuel de Bretagne, du Sud-Ouest et du Massif Central ainsi qu’une vingtaine de filiales spécialisées qui couvrent tous les métiers de la banque, de la finance et de l’assurance. Le groupe, composé de 9000 salariés, s’est doté il y a un an d’un Intranet collaboratif. Philippe Bancourt, le responsable Intranet, détaille cette évolution majeure.”

tags: intranet intranet2.0 creditmutuel arkea casestudies collaboration portal customization

• Les utilisateurs peuvent ainsi commenter les informations – un peu à la Facebook – et produire leurs propres contenus documentaires, via un wiki ouvert à tous. Chaque service créé ses propres documents et les partage librement.
• Tout le monde utilise donc le même outil, tout le monde peut émettre de l’information. Mais pour certaines thématiques, les accès de consultation sont protégés.
• Mais malgré la communication, chacun pense toujours que sa situation de travail est différente de celle de son collègue
• C’est le cas des collaborateurs qui sont issus d’autres horizons, qui ont changé de poste ou de métier ainsi que celui des plus jeunes qui n’hésitent pas à partager leurs connaissances.

Is Collaboration Overrated?

How many prospects does it take to buy a light bulb?

More than ever it seems, thanks to social networks and a plethora of great collaborative software solutions. Maybe the question should be “how many committees does it take to buy a light bulb?” At least the number will be smaller.

The benefits of ubiquitous conversations are undeniably clear, including shorter decision cycles. Thanks to collaborative technology, we have the ability to ask anyone, anywhere, any time, “Hey, got a minute?” Click to collaborate! How good is that? But every new solution creates new problems. When do business processes become engorged on 24/7 collaboration, and implode into a digital morass of bypassed Outlook meeting requests and defunct online communities?”

tags: collaboration conversations solitude teams creativity introverts innovation knowledgeworkers committee effectiveness

• “solitude is out of fashion . . . most of us now work in teams, in offices without walls, for managers who prize people skills above all. Lone geniuses are out. Collaboration is in.
• And the most spectacularly creative people in many fields are often introverted, according to studies by the psychologists Mihaly Csikszentmihalyi and Gregory Feist
• Work alone . . . not on a committee. Not on a team.
• The point is, as knowledge workers, we’re more knowledgeable when collaborating than when we’re not. And, by extension, we’re assuming more effective, too.
• the success of any economy depends on the velocity of commerce.” And the velocity of commerce depends on the velocity of decision making

Sam Palmisano’s Transformation of IBM

“When Sam Palmisano retired as CEO of IBM on Dec. 31, it marked the end of one of the most remarkable tenures in corporate history. Over his decade as IBM’s leader, he made a number of moves, each instructive, but their power came from their cumulative effect in the transformation of a good company back into a great one.”

tags: management leadership strategy sampalmisano lougerstner organization empowerment casestudies accountability values

• That council of barons was replaced by teams for strategy, technology, and operations whose members included the next generation of operating leaders.
• The consulting arm of PriceWaterhouseCoopers was bought to provide thousands of professionals who understood the process needs of key industries. In a near-miraculous feat of management, those consultants were partnered with technologists and successfully integrated into the company.
• To help frame the thinking of these dispersed IBMer’s, a three-day, 24-hour on-line town hall was held for some 150,000 employees — IBM called it a Jam — to define the values by which IBM would be operated and its people held accountable.

Are All Employees Knowledge Workers?

“Ask executives to identify the talent within their firm and many will focus on the top tiers of management. Often, they will include in this august group the “high potentials” being groomed for leadership roles. Sometimes, they will extend the boundaries to include “creative talent” or “knowledge workers”. But then there is the rest of the workforce.”

tags: knowledgeworkers employees creativity creativeclass highpotentials tacitroles problemsolving collaboration talent rightbrain

• But his focus on the creative class unintentionally diminishes the potential contributions from other parts of the workforce.
• When executives focus on “knowledge workers”, they lose sight of the fact that even highly routinized jobs require improvisation and the use of judgment in ambiguous situations, especially if the goal is to drive performance to new levels
• Even the most “routine” work is becoming far less so while our mindsets about our workforce continue to hold on to comfortable categories.
• we need to focus on more creative “right brain” jobs
• Perhaps the single greatest lesson from Japanese auto manufacturers is that all employees are ultimately knowledge workers and that the role of the firm is to both encourage and support problem-solving by all employees
• In encouraging and supporting problem-solving by these employees, the Japanese auto makers were able to give their work new meaning and unleashed much more passion on the factory floor. The lesson is clear: we undermine our potential for performance improvement with labels that draw artificial boundaries through our workforce.
• We will begin to redefine all jobs, especially those performed at the front line (or, in an image, that reveals our prevalent management mindset, the “bottom” of the institutional pyramid), in ways that facilitate problem solving, experimentation, and tinkering

Demystifying Enterprise Gamification

tags: gamification video engagement adoption

Le risque de l’idéologie du groupe

“La lecture de la semaine, il s’agit d’un article du New York Times transmis par une aimable correspondante. Il s’intitule : “La domination de la nouvelle idéologie du groupe”, et on le doit à Susan Cain, auteure d’un ouvrage sur la question intitulé Quiet: The Power of Introverts in a World That Can’t Stop Talking (Silence : le pouvoir des introvertis dans un monde qui n’arrête pas de parler).”

tags: groups introverts collectiveintelligence collaboration focus brainstorming teams teamwork creativity meetings trust openspace internet solitude

• La plupart d’entre nous travaillent en équipes, dans des open spaces, pour des chefs qui valorisent au-dessus de tout l’intelligence collective. Les génies solitaires sont bannis. Seul vaut le collaboratif.
• Car les recherches montrent que les gens sont plus créatifs quand ils jouissent d’intimité et de tranquillité. Et, selon les travaux de deux psychologues, Mihaly Csikszentmihalyi (Wikipédia) et Gregory Feist, les gens les plus spectaculairement créatifs, dans des champs très différents, sont souvent introvertis – juste assez extravertis pour échanger et avancer des idées,
• L’une des explications est que les introvertis sont à l’aise dans le travail solitaire, et que la solitude est un catalyseur de l’innovation
• En fait, les meilleurs d’entre eux sont des artistes. Et les artistes travaillent mieux tout seuls. Je vais vous donner un conseil : travaillez tout seul. Pas en groupe. Pas en équipe.”
• Pour Susan Cain, une certaine dose de travail d’équipe offre un moyen drôle, stimulant et utile pour échanger des idées, pour transmettre des informations et construire de la confiance. Mais, c’est une chose d’être associé à un groupe dans lequel chaque membre travaille de manière autonome sur sa propre pièce du puzzle, c’en est une autre d’être retenu dans des réunions sans fin et parqués dans des bureaux où rien n’isole des autres.
• L’étude a montré que les gens d’une même entreprise avaient sensiblement les mêmes performances, mais qu’il y avait d’énormes différences entre les entreprises. Et ce qui distinguait les développeurs de ces entreprises n’était pas l’expérience ou le salaire. C’était l’intimité sur le lieu de travail et la tranquillité.
• Beaucoup d’études montrent aussi que les sessions de brainstorming sont le pire moyen de stimuler la créativité. Et plus le groupe est élargi, moins les performances sont bonnes. Les raisons à cela : les gens ont tendance à laisser travailler les autres, ils s’imitent instinctivement les uns les autres et oublient leurs propres opinions.
• Mais il existe une exception à cela : le brainstorming électronique, où des groupes nombreux peuvent se montrer plus performants que des individus, et où plus le groupe est nombreux, meilleure est la performance. La protection que représente l’écran atténue les problèmes posés par le travail en groupe.
• C’est un lieu où l’on peut être seul ensemble – et c’est précisément ce qui lui donne toute sa force.

Lotusphere 2012 : la R&D de big blue marrie social et analytique

“Les laboratoires d’IBM planchent sur des outils d’analyse textuelle et décisionnelle destinés à hiérarchiser, au sein des communautés, les contenus les plus populaires, identifier les contributeurs les plus actifs ou cerner les questions les plus courues. “

tags: IBM socialnetworks analytics communityinsight gamification engagement

• La vocation d’un autre projet (Analytics-Driven Social Engagement on Social Media) est précisément d’identifier les questions laissées par les utilisateurs sur les blogs ou les wikis. Puis d’automatiser une réponse. « Toute la difficulté est d’identifier la personne qui a déjà répondu par le passé à la question, ou du moins à une question approchante », explique le responsable du projet, Jeffrey Nichols. Le système répond alors automatiquement à l’utilisateur et lui demande s’il souhaite partager la réponse apportée à sa ou ses communautés (l’opération se faisant en un clic).
• Enfin, dans la même optique de mutualisation de la connaissance, citons le projet Crowd Card. Sa vocation : lutter contre la déperdition des contenus et de leur savoir. Il génère un résumé des posts déposés sur les blogs (dont la lecture complète peut être fastidieuse). Puis, pour promouvoir ces contenus condensés, Crowd Card mise sur une système de « gamification » : celui qui recommandera pour la première fois un résumé repris ensuite en masse par les autres membres de la communauté sera crédité d’un maximum de points.

Le dirigeant de demain? Tout le contraire de celui d’aujourd’hui

tags: CxO vision longterm innovation examplarynature CEO

• Le chef d’entreprise loué aujourd’hui pour sa capacité à entretenir un réseau (54%), séducteur et bon orateur (41%), sans renier un certain côté dur pour atteindre ses objectifs (44%), est-il déjà has been ? Oui, à en croire l’étude, puisque dans les qualités attendues du dirigeant de demain, figurent désormais la capacité à savoir piloter et préserver l’intérêt de l’entreprise à long terme (61%), un aspect visionnaire (46%), et une capacité à créer l’innovation (33%) tout en préservant un comportement exemplaire, en interne comme en externe (42%). Bref, le dirigeant de demain serait le reflet inversé du dirigeant actuel…
• 

Introducing The 43 Use Cases For Social Business (Social Enterprise) « A Software Insider’s Point of View

“As social media adoption continues to move from mainstream to pervasive ubiquity, enterprises will begin to benefit from these advancements in the consumerization of IT (CoIT). Just 18 months ago, early adopters identified 18 Use Cases for Social CRM (SCRM). These ground breaking use cases showed enterprises how to bring social into existing CRM processes.”

tags: socialbusiness socialcrm casestudies HCM adoption framework

• • Public relations/ marketing (PR/MA).  Key impacted business process: Campaign to lead
  • Sales (SFA).  Key impacted business process: Lead to deal
  • Service and support (CSS).  Key impacted business process: Incident to resolution
  • Projects (PBS).  Key impacted business process: Kickoff to delivery
  • Innovation/ product life cycle management (PLM). Key impacted business process: Concept to production
  • Supply chain (SCM). Key impacted business process: Sourcing to acceptance
  • Human capital management (HCM). Key impacted business process: Hire to retire
  • Finance. Key impacted business process: Invoice to payment
• 
• Early Adopters Identify HCM And Projects As The Next Growth Area For Social Business
• 
• 

Opposer la démarche processus à l’entreprise 2.0 est un mauvais débat

“Nous entendons régulièrement des oracles prédire que désormais, grâce à la magie du 2.0, le monde de l’entreprise ne sera plus jamais comme avant.

Dans cette nouvelle ère, les structures hiérarchiques s’estompent. Les collaborateurs contribuent spontanément à l’innovation grâce aux réseaux sociaux inter-entreprises (les RSE) et grâce à une nouvelle dynamique coopérative. L’intelligence collective se structure spontanément pour traiter des situations de plus en plus complexes. Les ressources de l’entreprise sont spontanément utilisées à bon escient pour traiter des cas de plus en plus complexes et des situations de plus en plus individuelles, c’est l’ère du « Complex Event Management » et du « Case Management ». Dans ce monde, le client s’exprime naturellement et cette expression est représentative de la pensée de tous. Dans ce monde, le client contribue spontanément, directement ou au travers de l’analyse de ses réactions, à la définition des nouvelles offres de produits et de services.”

tags: enterprise2.0 socialbusiness process customerinsight socialnetworks

• L’écoute de ses clients sur Facebook, sur les forums, sur son propre site requiert la mise en place de dispositifs industriels pour s’assurer que les billets sont analysés, triés, et font l’objet d’un suivi quand cela est nécessaire (cela s’appelle un processus).
• Les RSE ne sont efficaces que si l’entreprise met en place un dispositif motivant les collaborateurs de l’entreprise à contribuer, à partager (par exemple, demander à chaque fin de mission à un collaborateur de publier les enseignements d’un projet, de partager les connaissances acquises), à réagir.
• Sans processus structuré, les dispositifs 2.0 sont non seulement inefficaces, mais en plus potentiellement dangereux
• Sans processus structuré, les dispositifs 2.0 sont non seulement inefficaces, mais en plus potentiellement dangereux.
• il faut penser les processus du 2.0 et ne pas croire en la génération spontané de la valeur
• Il n’y a pas d’un côté le monde des processus et de l’autre le monde du 2.0, qui au mieux cohabiteraient et au pire s’opposeraient. Il y a le monde de l’entreprise qui doit adapter ses processus et son pilotage pour tirer profit du potentiel du 2.0.

8 Crazy Things IBM Scientists Have Learned Studying Twitter

“A team of IBM researchers spends their days sifting through Twitter. They use live streams of tweets to develop machines that are smarter than the typical computer, an area of study known as “machine learning.”

Using these tweets, they’ve developed technology that allows a machine to understand that some tweets are just background noise and others are newsworthy and important.”

tags: ibm cognos customerinsight twitter sentiment sentimentanalysis

• IBM scientists have also come up with ways to measure “sentiment” … to identify which tweets are saying something good about something important and which are saying something negative.
• After two years of studying Twitter, their work wound up in an IBM social media monitoring product, Cognos Consumer Insight.

IBM : ce que @DelphineRB laisse en héritage

”
« La philosophie d’IBM, c’est que les 460 000 IBMers dans le monde représentent l’entreprise et la marque. L’ecosystème a changé, le brand appartient aux clients et aux employés et on accepte de perdre le contrôle » “

tags: casestudies IBM brand socialmedia guidelines communication measurement

• our canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
• our canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
• Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions
• Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.
• Pour canaliser le message, des « social media guidelines » ont été définies dès 2005 et réactualisées en 2010. Construites de façon collaborative, à travers des « jams » (brainstormings virtuels), ces guidelines servent aujourd’hui de modèles pour d’autres sociétés, comme SAP ou France Télévisions.

•  

  En interne, une suite de réseaux sociaux reprennent les principaux outils grand public. « Nous avons développé chez IBM un Twitterlike, un Facebooklike, des wikis… internes. Ces réseaux sociaux ont un rôle pédagogique et préparent à la prise de parole en externe. »

•  Sur le Facebook interne, par exemple, le message du groupe est présenté au second plan, on met davantage en avant ce qui est produit par les employés ». 1200 ambassadeurs (les « Blue IQ ») sont chargés d’évangéliser en interne pour développer ces nouveaux usages.
• Sur le site corporate, la rubrique « Ask the experts » met en avant des IBMers locaux, avec leurs photos et les liens vers leurs profils Facebook, Linkedin, Twitter ou blogs, au choix. « Le message de la marque c’est ‘bienvenue dans notre salon, mais allez aussi dans la cuisine, la conversation n’est pas seulement chez nous, elle est partout »
• des téléopérateurs ont été formés aux réseaux sociaux. Au lieu de consacrer 8h au téléphone, ils en consacrent plus que 4h et passent le temps restant à intervenir sur les blogs, les forums ou Twitter
• ersonne ne veut networker avec une marque, c’est avec des gens que l’on communique. La marque ne raconte plus une histoire, mais fait en sorte que l’histoire soit racontée pour elle ».
• Toutes les conversations autour de la marque sont mesurées et évaluées, quantitativement et qualitativement par un « social media listening center » de 150 personnes en Inde.

A world without bosses

“Can your organization work without bosses? In the documentary, Ban the Boss (one hour BBC video) Paul Thomas shows that most organizations can run just fine without bosses, or at least without traditional, hierarchical bosses who tell workers what to do.”

tags: management boss leadership semco tyranny hierarchy decisionmaking communication

• Tyranny was the solution to what was essentially a communications problem.
• Many bosses don’t have a clue what is actually happening at the front-end, as is clear in the BBC documentary, and as I wrote in network walking.
• documentary that shows just how difficult it can be to change attitudes and beliefs about work. In this case, the obvious place to start a boss-purge was at the vehicle service bay, with nine skilled mechanics “supported by” eight managers.
• Listen to Ricardo Semler explain how Semco organizes work and “staff determine when they need a leader, and then choose their own bosses in a process akin to courtship”.

Gouvernance de l’information et entreprise 2.0 : perspectives 2012

“La gouvernance de l’information, c’est un peu comme l’entreprise 2.0 (et ce n’est pas un hasard) : on en parle beaucoup, mais on la “réalise” peut être un peu moins !

La gouvernance de l’information est un élément indispensable à la construction de l’entreprise de demain car elle est déterminante pour la CONFIANCE.

Pour beaucoup, la gouvernance a été jusqu’alors une stratégie de défense, de protection et les mises en oeuvre de solutions ont été principalement faites pour répondre à des litiges !
C’est peu dire que la gouvernance n’est pas encore directement “intégrée” dans notre quotidien !”

tags: governance informationgovernance decisionmaking enterprise2.0 socialbusiness roles accountability responsibility quantification risk riskmanagement

• la gouvernance de l’information doit être réfléchie principalement en tant que soutien aux affaires et non pas seulement comme une stratégie de défense décidée par les “risk managers” et les directions juridiques.

• Dans le contexte plus concret du quotidien des organisations, cela oblige, pour autant qu’on le veuille, à un certain nombre de “nouveautés”, à savoir :

   

  • rendre la “prise de décision” plus facile et transparente,
  • définir clairement les rôles et les responsabilités,
  • décider de “règles” (guidelines) à propos des contenus partagés et générés par les “utilisateurs” (versus ceux générés au niveau des applications d’infrastructure)
  • et ,, pouvoir “quantifier” les coûts de la non conformité des informations par rapport aux “règles” métiers (usages) ce qui implique de pouvoir disposer d’indicateurs clairs et pertinents pour le “business”.

IBM Focuses HR on Change

“It’s rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Most HR groups sit back and wait for requests from the business for administrative people transactions. In their role of stewards of policy compliance, they can tend to be a brake on change.

But not at IBM. Its HR function has been instrumental in the $100 billion company’s metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. HR has helped the organization absorb more than 125 acquisitions since 2000, and integrate globally, saving $6 billion since 2005.”

tags: IBM hr change casestudies skills teamwork culture training leadership mentoring enablement analytics brand hrbranding

• “We observed that 80% of leadership development is based on work experience. We looked to see what we could do to create a work-related development opportunity.
• we took the top people in mature markets and assigned them to help and mentor people in the growth markets. Growth market leaders learn from major markets, and equally important, vice versa.”
• Over the past decade we moved from a multinational organization to a globally integrated enterprise with global standard processes. For example, I have taken 8,000 HR software applications (largely focused on the HR needs of individual IBM country units) down to under 1,000.
• We’re starting to expand ‘diversity’ to also mean ‘inclusion’ — helping people work together.”
• Instead of grabbing available resources and authority, they waited for the boss to tell them what do; they delegated up
• The core of a performance-based culture is more use of analytics. We needed to start in HR by becoming more analytical, using data, defining cause-and-effect relationships, and tying HR activities to business results.”
• “We link our external branding to our internal brand,
• IBM encourages employees to use social media — a far cry from the day when no one could communicate externally without prior approval
• IBM is also different because it hires and develops people for the long term at all levels — not just for today’s job openings and not just senior management.

Do People Really Want You to Be Honest

“One of my clients, a large financial services firm, wanted to understand what differentiated successful new managers from unsuccessful ones. So they surveyed the direct reports of new managers with MBA degrees. The number one behavior that distinguished the best managers? Asking for help from their employees.”

tags: management trust honesty

101 Examples of Social Business ROI

“Now that initiatives have been in market, any reasonable business manager would expect to see program results. However, quantified results in social business and brands willing to stand behind them are difficult to find. But the truth is out there…and here are 101 examples of social business return on investment, roughly 60% revenue generation and 40% cost reduction. Each example lists brand, activity, and source + year.”

tags: socialbusiness ROI brands costreduction communities casestudies

Workplace Performance Services: more than just Training

” Since the latter half of the 20th century, we have gone through a period where training departments have been directed to control organizational learning. It was part of the Taylorist, industrial model that also compartmentalized work and ensured that only managers were allowed to make decisions. In this context, only training professionals were allowed to talk about learning.”

But to be fair, it is not just Training Departments that think like this, there are still many people in other parts of the business that believe that “learning” has to be “organised” or “packaged up” (in the form of “training”) to be seen as a valid solution to a problem.”

tags: training performance humanresources informallearning learning

• So the issue seems to be twofold:

   

  (1)  that LEARNING (in whatever form) is seen as something that has to be designed and managed, to order to be valid, and

   

  (2)  that the Learning & Development department’s purpose is only seen as the provider of these “organised learning solutions” (ie training), where success is measured in terms of test scores and course completions.

• it might involve supporting and encouraging individuals and teams to :

   

  • use the Social Web effectively, safely and responsibly to locate useful external informational and instructional resources, as well as to keep up to date with what is happening in their industry or profession
  • build a trusted Personal Knowledge Network (PKN) of (internal and external) colleagues who they can call upon for advice and support
  • set up and sustain an internal community of practice – to improve knowledge sharing within their team
  • co-create and share content within their team – to support one another’s learning and performance
• 
• The modern workplace is a complex adaptive system. There is no single approach that can be used all the time.”
• , it is not about using traditional “command and control” approaches (that are  employed in most training solutions to try and force people to learn), but it is much more about encouraging people to engage in these new activities to support one another as they (learn) to do their jobs – in many cases helping them to “connect and collaborate”
• Obviously, some L&D departments (and workplace learning professionals) will want to remain focused on providing Training Services for their organisations and be quite happy for other business functions to provide performance support services to help their people work smarter.  Other L&D departments have already expanded their services to fulfil all these activities, and more are beginning to do so too.

“Produire Français”, un marronnier électoral à abattre d’urgence

” Aujourd’hui, un de ces “marronniers” de la vie politique est la “relocalisation” de l’industrie française, source de mesures supposées la favoriser, au premier rang desquelles la fameuse TVA sociale éreintée ici même il y a peu. Mais certains candidats imaginent un retour à un protectionnisme bien plus contraignant, qu’il soit européen, voire, pire encore, national. Dans la période économique difficile que nous connaissons, de telles politiques protectionnistes, qu’elles soient revendiquées ou masquées, seraient absolument suicidaires. Voyons pourquoi. “

tags: economy service serviceinnovation value relocation addedvalue

• la capacité d’un produit à se faire connaître, à séduire, à s’adapter au plus près des besoins du consommateur, à lui être livré, avec un service après vente et des prestations annexes de qualité, comptent autant que la fabrication du produit lui même, voire, de plus en plus souvent, beaucoup plus. 
• En termes de comptabilité nationale, nous avons donc bien importé un iPhone « made in China » pour une valeur de $178,96 mais ce que cet exemple démontre, c’est que ce qui est effectivement « made in China », ce sont les $6,5 d’assemblage – soit 3,6% du prix d’importation.
• la part de la production dans la VA chute régulièrement. Il ne suffit pas de fabriquer un objet pour le vendre : les fonctions “différenciantes”, la conception et le marketing, ont une valeur souvent bien plus importante de nos jours.
• Et plutôt que de vouloir utiliser la force législative ou fiscale pour maintenir en France des emplois de production de gamme basse, dont la valeur ajoutée ne justifie plus le maintient dans un pays à forte masse salariale, mieux vaut utiliser une part de la valeur ajoutée dégagée par la délocalisation pour financer la reconversion professionnelle des personnes qui doivent changer de métier.
• L’enjeu, pour l’Europe, n’est pas de se protéger de la perte des emplois industriels du passé, mais de rester une place dans laquelle il est possible et attractif de créer ces emplois à haut potentiel, éventuellement “néo-industriels”

building the conversation economy

”

John Battelle, the founder and executive chairman of Federated Media Publishing, explains in this interview what it means to understand content not as a constellation of sites, but as a system of conversations – and looks at the implications for marketers. “

tags: economy conversation conversationeconomy engagement marketing socialmedia metrics kpi

• There’s a yin and the yang of the Internet – a circulatory effect between Facebook or Twitter or Google, and the Independent Web, which has generally meant blogs or semi-professional sites.
• At this point, marketers have pivoted: they’re not just putting their marketing next to content, but actually creating content themselves – or underwriting the creation of content. And then they encourage the sharing of that content and creating ecosystems where that content circulates. T
• Increasingly, they’re realizing that this social media space involves an ongoing conversation. Assets never really go away. They may rotate off the front page or be moved to a different section or classified for later search, but they don’t disappear.
• You can see these attempts to create integrated communities between offline, online, television, print and Internet. Doing that requires a different skill set than previous, more siloed approaches to media.
• . But the clickthru rate is still a bad metric in terms of what a brand might want to optimize for, be it awareness, purchase intent, brand perception, and so on.
• The next step is to aggregate it across all of our inventory, put it in an index, and be able to say which kind of inventory indices higher for particular social media activities, or particular types of conversations or content. Or, you could cross-hatch this information on social actions with audience data: these kinds of people like to talk about those kinds of topics, and they like to share about these kinds of topics. It’s an evolving and currently inexact science, but a very promising one.
• once you’re engaged in an ongoing conversation with your customer, you’re just crazy if you’re not using these insights and learnings to develop better products and to answer market needs.
• Marketers have been traditionally trained to think, “My company made this, now we’ll go sell it.” But the ones who pivot to selling by being engaged with customers 24/7 become product researchers as well as the face of the company.
• A lot of companies are saying, “If we’re going to do social, then we’re going to build in Facebook.” They think they can just check the box and cover the majority of their social program by investing in a really good Facebook page.
• . But if you’re going to be a brand with a publishing approach to marketing, you must have an independent taproot that isn’t controlled by anyone but you. Then put out your branches and feelers everywhere. Integrate that experience and let your content and messaging flow through it.

The Old Solutions Have Become the New Problems – BusinessWeek

“A former Harvard Business School professor says companies must commit to ‘I-space’ and collaboration, not financialization and administration “

tags: collaboration financialization administration capitalism trust growth costcutting

• we managed to produce a generation of managers and business professionals that is deeply mistrusted and despised by a majority of people in our society and around the world.
• Some 77% of Americans say they refuse to buy products or services from a company they distrust,
• Many companies reacted to this decline by finding new ways to cut costs.
• Under the flag of “shareholder value,” (a concept honed by HBS faculty and glorified in many of our courses), firms also turned to “financialization,” another specialty of the curriculum. Since the 1980s, goods-producing firms have made more of their revenue and profits from finance than from selling their products.
• Historians observe that financialization is a typical indicator of economic decline
• As Harvard—along with many other business schools—now tries to understand what went wrong, it’s essential that everyone involved in business learns how to be the future. There are turning points in history when it’s time to salvage what is valuable from the old and put our energies into constructing a new model based on new rules

Digital Workplace Trends 2012

tags: intranet intranet2.0 digitalworkplace collaboration structuredcollaboration socialcollaboration mobility

Gen Y Traits in the Workplace Unveiled

“A new study released today takes a closer look at this generation and its employment trends—with statistics culled from the social network that defines Gen Y: Facebook.

Millennial Branding together with Identified.com, studied 4 million Gen Y Facebook profiles to obtain better insight into how members of this generation operate professionally—a topic of increasing importance as they are projected to make up 75 percent of the workforce by 2025. “

tags: humanresources generationy hiring retention intrapreneurship culture

• only 7 percent of Gen Y reports working for a Fortune 500 company—a statistic in line with another report that predicts that 40 percent of the Fortune 500 will no longer exist 10 years from now.
• Fortune 500 companies are having a tough time hiring and retaining Gen Y workers right now,”
• Gen Y looks for more flexibility like working from home, and they want to have access to social networks. Fortune 500 companies don’t usually allow this flexibility. I think we’re looking at the end of the 9-to-5
• Gen Y typically spends just two years at their first job and has job-hopped multiple times in their careers.
• Companies need to allow Gen-Yers to operate entrepreneurially within the corporation by giving them control over their time, activities and budgets as much as possible

Harold Jarche » Informal learning, the 95% solution

“To create real learning organizations, there is a choice. We can keep bolting on bits of informal learning to the formal training structure, or we can take a systemic approach and figure out how learning can be integrated into the workflow – 95% of the time.”

tags: formallearning informallearning learning

Execution through Processes, Projects and Communities

“When we talk about execution- achieving some business outcome- each of us has our own bias for how. Some of us think about who we will task with an assignment. Others, particularly if it is a game-changing initiative for our company, will begin to think about the team, the stakeholders and the initiative’s leadership. For this discussion, we are going to focus on the organizing structure which will most effectively achieve business outcomes. “

tags: execution processes projects communities

The Art and Science of Embracing Engagement for Bottom Line Results

“The term “engagement” has become increasingly popular among organizational professionals when talking about how to build better relationships with customers, channel partners, employees, volunteers, or even voters. More than half-a-dozen conferences on engagement were held last year in the U.S., and a growing number of companies, including industry leaders Astra Zeneca and Pepsico, have executives with the term “engagement” in their title.

Why the interest and why now? In the past, engagement was a “warm and fuzzy” term. It made sense that organizations did better when their communities were fully engaged, but, from an economic standpoint, it was difficult to measure. The rare organization whose CEO was committed to engagement generally did so as a matter of common sense or faith. “

tags: engagement management enterprisengagement leadership measurement

• But the climate is changing. The advent of customer relationship management, the Internet, and social-networking have exposed the connections among customer loyalty, employee engagement, and financial results
• Organizations are waking up to the fact that while they have an agency to handle their advertising, there’s no single resource inside or outside the organization to address engagement in a holistic way. Enter the field of Enterprise Engagement to fill the knowledge gap. It is a movement forged by a variety of executives in sales, marketing, and human resources working together to build a body of knowledge and best practices related to creating a culture of performance through engagement.
• A study by global services provider Towers Watson found that high-engagement firms experienced an earnings-per-share (EPS) growth rate of 28%, compared with an 11.2% decline for low-engagement firms; and, according to a recent Gallup Management Journal survey, happy employees can better handle workplace relationships, stress and change. Moreoever, when respondents were asked how they would describe relationships with their coworkers, 86% of engaged employees said their interactions were always positive or mostly positive, vs. 72% of unengaged workers and just 45% of actively disengaged workers.

• found the following components critical to fostering a culture of performance:

   

  • Leadership with a clear vision of the mission
   • Clear communication of the mission and the critical success factors
   • The capability and the ability of people to do what is being asked of them
   • Buy-in—a belief that what is being asked is good for them
   • Support for company goals with the confidence that the organization truly cares
   • Emotion—a general sense of well-being and trust
   • Measurement and feedback through a regular flow of information that people can use to improve their performance.
   

• There are a number of serious obstacles, especially in larger organizations:
   
   • Research suggests that Enterprise Engagement only works over the long haul; it’s of little use to executives seeking a short-term result.
   • Today’s organizational structures are based on silos that obstruct Enterprise Engagement. It takes a CEO committed to this business approach, with a personal commitment and board seeking a long-term stay.
   • Enterprise Engagement requires a level of leadership throughout the organization difficult to achieve in any size company.
   • Enterprise Engagement is overlooked in business schools and the business media, so executives get little exposure to it.
   • Enterprise Engagement does not make a company immune to economics or poor financial management.
   • Many organizations have decades of labor distrust that sour the climate for engagement.
   • Companies lack the research and documentation as to the merits of various types of engagement tactics, or the best ways to deploy them.

Innovation sociale: l’économie de demain?

“Le thème de l’innovation sociale est apparu dans les années 1960, porté par des théoriciens du management comme Peter Drucker ou des entrepreneurs sociaux comme Michael Young, le fondateur d’Open University. Mais il n’a vraiment pris son essor que depuis une dizaine d’années, en redessinant la frontière parfois floue entre entreprise et société civile, l’une s’inspirant de l’autre et réciproquement.”

tags: innovation socialinnovation profit nonprofits creativity business economy externalities designthinking

• Depuis longtemps les modèles d’affaires et de management se sont haussés au niveau de l’innovation technologique. L’art d’organiser les hommes, de jouer de leurs interactions, est au cœur de la création de valeur. Certains économistes vont plus loin, en se demandant si l’innovation sociale ne jouera pas demain un rôle comparable.
• James Taylor la définissait en 1970 comme “de nouvelles façons de faire les choses dans le but de répondre à des besoins sociaux”. Cela peut tenter deux types d’acteurs: les militants et, comme chez Schumpeter, les entrepreneurs.
• Les grandes entreprises considèrent d’ailleurs avec intérêt le “bas de la pyramide”, le groupe socio-économique le plus vaste et le plus pauvre, qui représenterait 2,5 milliards de personnes et, quelle que soit leur pauvreté, une proportion considérable du pouvoir d’achat mondial
• L’entrepreneur moderne a pris conscience de cette responsabilité en se détachant de la simple consommation du monde.” Les entrepreneurs engagés dans l’innovation sociale ne seraient alors que la partie la plus visible, la plus radicale peut-être, d’un nouveau monde entrepreneurial.
• L’innovation sociale peut alors être considérée comme un espace expérimental où se joue le renouvellement des services (marchands ou publics), mais aussi des principales figures (l’entrepreneur, l’utilité, la valeur) qui animent nos sociétés.
• le propre de ces innovations est d’intégrer d’emblée le concept d’externalité, c’est-à-dire de résultats collatéraux impossibles à mesurer
• Alors que le design industriel vise à optimiser la fonction, la valeur et l’apparence d’un produit, la notion de design thinking s’applique à des “situations d’usage”. Reposant sur une méthode d’innovation centrée sur l’utilisateur (human centric design), il concerne divers domaines: services, marketing, stratégie, prospective. On est bien ici sur l’un des thèmes centraux de l’innovation sociale: jouer sur de nouvelles interactions et en tirer parti, en faire le moteur d’une dynamique d’échanges, en un mot leur conférer de la valeur.
• Les grandes fondations sont confrontées à des problématiques qui ne sont pas sans évoquer celles du capital-risque : elles sont vouées à faire des paris, et à laisser aux commandes des individus innovants mais parfois un peu hors norme, et dans le même temps elles sont obligées d’obtenir des résultats et de rendre des comptes à leurs bailleurs de fonds. La prise de décision exige donc une capacité à se placer selon les deux points de vue, et à réaliser des arbitrages.
• L’innovation sociale serait ainsi un des éléments de ce qu’Eve Chiapello voit comme la reconstitution d’une “nébuleuse réformatrice”. Joseph Schumpeter y aurait vu le début d’un cycle d’innovation: l’invention, aux marges du modèle central, de l’économie de demain.

How to Improve the Economy and Beat Bureaucracy: Hire Small Businesses as Suppliers

Becoming a supplier to a large business can be just a pain, particularly if you are a small business. The overhead involved can even consume more time and effort than the actual work itself. When you consider that in the US 70% of our businesses are small and medium sized, this is a large scale headache. More so, what is crucial is that small businesses hire employees faster. The White House Blog indicated that: “after a small supplier lands a big purchase order or a contract from a bigger company, the small company’s revenues go up 250% and they create about 150% more jobs in just two or three years.”

To get a stalled economy moving again, improving the purchasing process in large businesses particularly in relation to hiring small suppliers would do wonders for everyone. Within these processes, there can be small changes that can create large waves of transformations that help to open up the economy.”

tags: smb jobcreation employment bureaucracy economy

CRM 2012 Forecast – The Era of Customer Engagement – Part I

“Also, truthfully, I’m kind of uncomfortable with this post too. While I’m pretty sure my conclusion is right, I’m not entirely at ease with what it took to get there. I’ll leave it at that. So I reserve the right to treat this as a work in progress.

Also, Part II of this post is on PGreenblog here. The actual “predictions” are there. This part is the explanatory justification for what I see as the shifting of the dynamics in the (social) business world.”

tags: crm socialcrm customer socialcustomer customerengagement loyalty engagement systemsofengagement

• First, It doesn’t mean the era of customer intimacy though that is an optimally desired “condition” for a company’s view and relationship to its customers
• It also doesn’t mean customer loyalty.
• What customer engagement does mean (so there is no nebulosity here) is the company’s and the customer’s relationship is defined by the customer’s ongoing involvement with the company for their own specific reasons. The company doesn’t have to know all of them.
• It does mean that it is an era where the engagement the customer has with the company is controlled by the customer
• experiences that the customer needs to make an intelligent decision on how they want to be (selectively) engaged with the company.
• It does mean the use of systems of engagement (see Ray Wang discussion here and Dion Hinchcliffe here) which are systems that foster the interaction of the company with the customer.
• Social customers, because of their aggressive approach to using the social web, stood out and forced businesses to start to respond to the new forms and channels of communication that the customers were engaging in. For the first time, marketers and customer service agents, and to a lesser extent, sales people were forced to respond to people they couldn’t push a message to or define a response to and to people who were communicating in channels the company didn’t control.
• In other words, there was less and less reason to distinguish between CRM and Social CRM. Social CRM has almost (note the word “almost”) become what CRM is.
• The social customer is no longer a customer to gawk out, just a customer to deal with – like any other customer, with one explicit difference.
• IBM’s Institute for Business Value, in its 2010 CEO study found that the most important imperative for the next five years for CEOs – 88% of them to be exact – is to be closer to their customers.

Le Cedars Sinai Hospital à Los Angeles intègre l’IBM Watson à son équipe de médecins

“Le supercalculateur Watson d’IBM doit commencer son travail d’évaluation en matière de traitement du cancer, à l’hôpital Cedars-Sinai de Los Angeles. Il pourra suggérer aux médecins le traitement le plus adapté en quelques secondes.”

tags: IBM watson health health2.0 bigdata bestpractices unstructuredinformation

•  Là où Watson se montre vraiment utile dans ce contexte, c’est sur la richesse des informations qu’il est capable de traiter, informations en constante évolution, qui lui parviennent sous différentes formes, structurées et non structurées, depuis des systèmes eux-mêmes disparates », a expliqué Steve Gold. « Le secteur de la santé est particulièrement bien adapté pour tirer profit de cette compétence. »

Trends 2012: Identity Management in Age of the Cloud, Mobile and Social

“Identity management is going beyond managing passwords and resource permissions. It’s now also about productivity and mineable business data. And this expansion of scope could soon lead employers and employees into conflict. And that’s not to mention the number of companies that want to find ways to leverage this data for their own profit.”

tags: identity identitymanagement professionalidentity portableidentity humanresources dataportability

• This suggests that employee identity is about to become much more valuable, since it’s not just going to be about keeping track of passwords and who has access to what. There could be actionable business intelligent in that identity data. So it will be more valuable to employers and to the companies, like Salesforce.com, that manage that data.
• At the same time, the employee, now more than ever, has an interest in managing their own identity. Partially for the convenience of having a single sign-on across enterprise and personal productivity services. But also for the ability to present evidence of of one’s past accomplishments to new employers
• Employers have a claim to their employees enterprise identity, and security and compliance mandate to protect certain data. But employees have a greater stake in their own data now.

Data: Composition of a Corporate Social Media Team

“This data, in the below graphic, is compiled from Altimeter’s recent survey to 144 global national corporations with over 1000 employees shows how today’s teams in 2011 are breaking down. This is the core team that operates the social media program within a corporation, often within corporate communications or a marketing function they will work with other business units. For very large corporations, they may be fragmented among many business units (the Dandelion model), and this data doesn’t even include agency, consultants, or even research firms who help out. Here’s what we found:”

tags: socialmedia organization socialmediamanagement

Business Examples of the Payback from Social Networking

“For IBM and Forrester Research, the business value [of social networking] lies in the ways it enables collaboration to succeed within a business environment. Here’s what some business are doing with social business clouds now.

EMC, Oracle, HP, Dell, NetApp and other big vendors can be expected to come up with social business cloud offerings. IBM, however, with its LotusLive Social Business Cloud has emerged as the leader with real businesses actually profiting through social cloud collaboration:”

tags: ROI socialnetworking IBM lotuslive casestudies Newlywedsfoods panasonic russellsconvenience

• The benefits: cut response from days to hours, saves 4-5 days per month in travel time, and cut travel costs by 10%. And a no-cost guest account lets them invite clients to collaborate on recipes.
• The benefits: reduced cost and immediate accessibility to advanced collaboration tools across all regions of the global company, but especially for product research, development, and sales.
• The results: travel costs reduced by 33% and postage costs by 50% for $30,000 in annual savings. It also increased revenue as a result of more timely communication around inventory and purchase trends.

Managing Beyond the Organizational Hierarchy with Communities and Social Networks at Electronic Arts

”

How do you manage a very large, very complex organization that is geographically disbursed in many different countries around the world? You already know that the outdated hierarchal organizational structure won’t work and if you are like many companies you are probably beginning to realize that the matrix type structure (where each employee reports to both a task manager and a resource manager) has its own limitations. Electronic Arts (EA) established cross-company communities that provide the benefits of coordinated decision making while preserving the independence required for creativity and innovation. These communities are supported by a unique governance structure and a fun and engaging technology platform”

tags: communities electronicarts casestudies

• • Leverage (re-use) existing services, processes, technology solutions
  • Reduce complexity and duplication  (of services, processes, technologies, capabilities)
  • Promote principles of simplicity, standardization, efficiency, integration and continuous improvement
  • Mentor & develop careers for our team members so that they feel empowered to their job better or are able to pursue new and exciting opportunities
• An overall community steering committee.  The steering committee oversees the investment in and achievements of the communities across the company.
• A community champion who facilitates the firm’s overall collaborative efforts and evangelizes the benefits and goals of a communal structure within the enterprise
• Community sponsor: a community sponsor represents each community in EA’s leadership ranks.
• Community team lead: a community team lead is initially nominated by the EA community steering committee, and once the community is thriving, the next team lead will eventually be elected by the community members themselves.
• Community council: if the community membership is very large, each community has the option of forming a community council.
• The first hurdle was explaining the role that the communities played within the enterprise.  Employees were used to the traditional organizational team structure and they were used to working in project teams. Initially there was some confusion about how this new communal model would not conflict with the efforts already underway within teams and projects
• Another challenge was convincing the employees that participating in a community was not another “job” they had to do on top of their existing workload
• The platform used to enable the communal and social interactions was also key to adopting communities. The platform had to be intuitive, engaging, and offer the content people need in a way they can easily digest
• EA initially launched too many communities, too quickly. Multiple communities diluted participation, which caused people to conclude the approach was ineffective, and the participation in some communities waned. “We launched with fifteen communities, but we soon found that in order to have a viable community you need at minimum thirty to fifty active participants. We should have targeted between four and six communities instead,”

New York Becomes Fifth State to Pass Law Authorizing For-Profit Public Benefit Corporations

“Under the bill, a private, for-profit business would be permitted to incorporate as a “Benefit Corporation,” with the stated corporate purpose of serving a general or specific public benefit (as defined in the bill). The Benefit Corporation is essentially a hybrid form which permits a for-profit corporation to exist for primarily public or social benefit corporate purposes (previously reserved to non-profit entities), rather than exclusively for the purpose of maximizing shareholder profit. “

tags: socialenterprise socialbusiness newyork bill entrepreneurship benefits for-profit shareholdervalue

• Under current corporate laws and judicial precedents in all fifty states, directors and officers of a for-profit corporation have a primary fiduciary duty to maximize profit for shareholders. After signature of the new Benefit Corporation law by Governor Cuomo, this will change for those New York businesses that organize as “Benefit Corporations” and meet the requirements of the law
• “Benefit Corporations require companies to have a legal responsibility to stakeholders as well as shareholders so they can have a positive impact on their surrounding communities
• the purpose to create general public benefit shall be a limitation on the other purposes of the benefit corporation, and shall control over any inconsistent purpose of the benefit corporation.”

• “Specific public benefit,” as defined in the bill, includes:

   

   (1) “providing low-income or underserved individuals or communities with beneficial products or services;
   (2) promoting economic opportunity for individuals or communities beyond the creation of jobs in the normal course of business;
   (3) preserving the environment;
   (4) improving human health;
   (5) promoting the arts, sciences or advancement of knowledge;
   (6) increasing the flow of capital to entities with a public benefit purpose; and
   (7) the accomplishment of any other particular benefit for society or the environment.” 

In New York, a Legislative Victory for Social Enterprise

“Another obstacle to the impact economy’s expansion came crumbling down earlier this week when New York Governor Andrew Cuomo signed legislation creating a legal structure for social enterprises in his state.

The bill allows corporations to organize themselves as Benefit Corporations, for-profit entities that have a specific social mission. It had languished for several months on the governor’s desk until a spate of late-year legislation was completed, but passed New York’s divided legislature unanimously.”

tags: economy socialbusiness socialenterprise newyork entrepreneurship enterprise profit bottomline environment

• The law mandates that company directors consider not just bottom-line profit, but also their business’ social and environmental impact, as they make governance decisions. Without the new framework, businesses seeking to combine profit-making with good works face potential legal challenges, difficulty attracting capital and thorny issues around how to sell or scale their firms.
• Now, the biggest challenge is to induce ever-larger and more varied companies to adopt the governance framework. Coen Gilbert hopes to see more startups and established companies taking advantage of the legal change, and perhaps even larger public companies.

Social Business Predictions for 2012

“It’s fair to say that in 2011, social pervaded a truly wide swath of territory in terms of business capabilities. While social reconceptions of traditional business functions began showing signs of some maturity in select areas (especially social marketing and internal collaboration), strong early adoption was also a hallmark of a few quite recent developments, in particular Social CRM.”

tags: enterprise2.0 socialbusiness socialcrm predictions BI gamification socialintranet intranet2.0 socialBPM communitymanagement budgets

• 
• Analytics and business intelligence (BI) becomes standard fare. Making sense of the endless flow of conversations, inside and outside of the organization requires smart, effective filters. It also needs a way to analyze the giant haystack to derive business significant insight
• getting to ROI means getting to the information that matters inside time windows that matter to make business decisions and guide strategic activity.
• Gamification doesn’t happen, yet. Adding game mechanics to social business through leaderboards, competition-driven activities, and via other game-based engagement mechanisms has a very bright future in my opinion
• Capable offerings either won’t be ready or mature enough for it to be significant in 2012; perhaps in 2013 but it will happen
• Social intranets struggle forward, social business processes don’t. Those overhauling their intranets to make them more social have had a long, hard time of it.
• This discussion was sparked by Laurie Buczek this year and was discussed widely by the Enterprise 2.0 community, with a general consensus that while general purpose, open-ended social media was the right direction (and is vital for emergent outcomes), a more direct route to value capture is needed. It’s now increasingly believed that high impact results will come most directly from integrating social business into daily work processes on the ground.
• Internal and external social business efforts blur, but remain distinct
• In 2012, community management will get the respect it deserves on the enterprise-side and become a first class citizen as a strategic social business capability. I also expect that training and certification for this vital function will also mature significantly.
• Social business budgets go up another level. This year’s average social business budget, while somewhat larger than last years, will climb up another significant notch as social business become more prevalent across the the organization. As more dedicated staff are required and the social business unit becomes more common, expect a respectable increase, on the order of 50% or more in the average social business budget, especially if the economy starts to mend
• Given that the latest version of Jive put social apps front and center in many large companies, we’ll likely find out by the end of 2012 if this is a primary way that workers will integrate their core business activities with social networking.
• The early days of social media attracted highly creative types that sometimes thrived on lack of structure and analysis. Today, even social business, particularly in the marketing arena, requires serious number crunching, quantitative analysis, and the ability to derive insights from the resulting business intelligence. While creativity is perhaps more valued now than ever, the analytic and scientific approach is moving into the fore as well from tools and frameworks to services and methodologies.

PwC Survey: Millennials at work 2011

“Four years ago, we began a study into the future of people management with our report, ‘Managing
tomorrow’s people – the future of work 2020’, which explained how globalism, technology, and sociopolitical
and demographic changes would influence the way businesses operate in the future.”

tags: humanresources millenials pwc presentation motivation engagement career

“Vous interdisez l’accès aux réseaux sociaux? Je ne travaillerai pas pour vous…”

“Certaines entreprises songent à limiter l’accès de leurs collaborateurs à internet ou aux médias sociaux, estimant qu’ils affectent leur productivité. Cela pourrait bien s’avérer… contre-productif, à en juger par cette étude décoiffante du géant américain Cisco.

À l’en croire, plus question de recruter de jeunes talents sans leur laisser une liberté totale en la matière.”

tags: humanresources generationy socialnetworks salary remotework flexibility flexiblehours

• Le tiers des étudiants et jeunes employés de moins de 30 ans affirment que, pour accepter un job, ils accordent plus d’importance à la liberté d’utilisation des réseaux sociaux et de choix des appareils mobiles plutôt qu’au salaire proposé
• Entre 40 % et 45 % des jeunes interrogés disent même que, s’ils disposent d’une totale liberté technologique, ils veulent bien être moins bien payés.
• Deux sur trois (64 %) aborderaient d’ailleurs franchement la question lors d’un entretien d’embauche et le quart (24 %) en font un facteur-clé de leur décision d’accepter ou non un jo
• Plus de la moitié (55 %) des étudiants et plus encore d’utilisateurs (62 %) affirment qu’ils ne pourraient vivre sans l’internet.
• Rien d’étonnant, dès lors, que quatre étudiants sur cinq exigent que leur futur employeur leur laisse le choix des appareils à utiliser dans le cadre professionnel.
• considèrent comme tout à fait normal de pouvoir accéder aux réseaux sociaux et aux sites web de leur choix quand ils le souhaitent et, si nécessaire, à partir des terminaux de leur société.
• Au final, on ne s’étonnera pas d’apprendre qu’un tiers des jeunes considèrent comme un droit – et non un privilège – le fait de pouvoir travailler à distance avec des horaires flexibles.
• Cerise sur le gâteau : sept étudiants sur dix estiment qu’il n’est plus nécessaire de se rendre régulièrement au bureau, sauf pour les réunions importantes. Leur productivité, estime la majorité, s’en trouvera améliorée.

Business? It is all about people

tags: socialbusiness conceptworkers knowledgeworkers collaboration customers enterprise2.0 presentation people relations sharing

The Sandbox Manifesto

tags: sandbox manifesto sharing imagination communities friendship work presentation

Les 11 prédictions du Gartner pour 2012

“Quelles tendances devraient, en 2012 et au delà, changer la vie des DSI et des utilisateurs ? A cette question qu’il pose chaque fin d’année, le Gartner répond d’une manière très inhabituelle.”

tags: gartner predictions cloud socialnetworks enterprisesocialnetworks enterprisesocialsoftware email mobility smartphones IT bigdata

• En 2015, les services de cloud à faible coût seront cannibalisés (jusqu’à 15 %) par les spécialistes de l’externalisation.
• En 2013, la bulle des investissements pour les réseaux sociaux des consommateurs va éclater, celle formée sur les logiciels de réseaux sociaux d’entreprise suivra en 2014.
• En 2016, au moins 50 % des utilisateurs de messagerie d’entreprise reposeront essentiellement sur un terminal mobile au lieu d’un client de bureau.
• En 2015, les projets de développement d’applications mobiles ciblant les smartphones et les tablettes seront plus nombreux que les projets PC natif, avec un ratio de 4 à 1.
• Fin 2016, plus de 50 % des entreprises du Global 1000 auront emmagasiné des clients de données sensibles dans le cloud public.
• En 2015, dans 35 % des entreprises IT les dépenses pour la plupart des entreprises seront gérées en dehors du budget du département IT.
• En 2014, 20 % des produits finis et des assemblages consommés aux Etats-Unis qui venaient d’Asie, proviendront des Amériques.
• Jusqu’en 2015, plus de 85 % des membres du Fortune 500 ne parviendront pas à exploiter efficacement les données pour de grands avantages concurrentiels.

AIIM Social Business Infographic

tags: socialbusiness enterprise2.0 adoption culture leadership benefits ROI

The Future of Work is Play

“Shifts in global, societal, technological, economic, and socio-political trends will shape the future of work. The culmination of these distinct trends across multiple facets of societal and technological advancement will lead to an increased use of game mechanics in the workplace of the future. Over the last several years, several Microsoft teams have deployed “productivity games” to improve software engineering processes through the application of game mechanics. Augmenting a business process with game mechanics has led to significant productivity improvements. These lessons support the notion that games can – and will – be an important component of the workplace of the future.”

tags: work gamification productivity skills behaviors

• 
• Focusing either on expanding skills in role, or “organizational citizenship behaviors” – OCB’s – that require core skills – is the best way to ensure the success of a productivity game.  Player motivation is a key component of the success of a productivity game.
• Gaming, play, and fun offer a tremendous opportunity to engage the “gamer generation” as they enter the workforce. The spirit of play, fun, and creativity are key elements of a successful, innovative organization – and yet, they are getting lost in the high tech, high pressure, highly reactive world. The future looks to be a world where “playing at work” is not an oxymoron – or a demerit at performance review time.
• “Perhaps it’s called the end of the world because it’s the end of the games”
• The basic goal of a productivity game is to motivate and entice participants to complete productive work in order to participate in the game
• The goal was to appeal to the altruism of players and for them to view their participation in the Microsoft Lync 2010 beta program as a win-win (and –win!) opportunity that provides a fun experience for participants, generates actionable feedback to improve Microsoft Lync 2010 – and helps disaster relief agencies with much-needed donations.
• “Is a good cause and is a nice bonus for helping out internally – we get to help out externally too.”
• Upon conclusion of the program, 97% of the participants said they would participate in another beta program. In previous beta programs, these numbers range from 50-75%.

Eight Dangers of Collaboration

“So why is collaboration as rare as it is?

The short answer is that collaboration is dangerous. Inherently, collaboration says something is happening outside of one’s immediate control. This by itself seems threatening to some, but there are several specific reasons why it appears dangerous:”

tags: collaboration informationoverload role effectiveness priorities execution problemsolving expertise

• Most people have built their careers — perhaps even their identity — on being the expert. They don’t like feeling ignorant
• Role and responsibilities in the collaboration space tend not to be hierarchical; they are often fluid, changing from phase to phase of the work.
• that means organizations spend more time in the messy and time-consuming up-front process of designing solutions that’ll work.
• For collaboration to work, information is rarely left in any silo but is shared and often combined in unexpected ways to reframe problems. For some people, this can mean information overload.
• Knowing how to debate the tradeoffs between many viable options means knowing how to argue with each other about the business in more open and visible ways.
• Often, collaboration happens on top of other work. Participants are already plenty busy with their “day job” and the new project may be especially stressful because of this. Until the problems that any collaboration project is aimed to fix gets solved, a collaboration project can often be overwhelming.
• In that way, collaboration is often used synonymously with teamwork or democratic exchange. It shouldn’t be. The goal isn’t about feeling good; it is about business results
• 1. Leaders have less visibility into who did what. If things go right, they worry about rewarding the wrong people. If things go wrong, they complain about no longer having a single “throat to choke.”

   

    

• Research shows it works best for organizations that need to solve problems across different parts of the business, where cross-pollination of ideas improves the output, where speed to market is crucial, and where getting people to co-own the solution will create more velocity in the execution of the work.

MIT launches online learning initiative

“MIT today announced the launch of an online learning initiative internally called “MITx.” MITx will offer a portfolio of MIT courses through an online interactive learning platform”

tags: MIT learning education experience

• organize and present course material to enable students to learn at their own pace
• feature interactivity, online laboratories and student-to-student communication
• allow for the individual assessment of any student’s work and allow students who demonstrate their mastery of subjects to earn a certificate of completion awarded by MITx
• MIT expects that this learning platform will enhance the educational experience of its on-campus students, offering them online tools that supplement and enrich their classroom and laboratory experiences.
• MIT also expects that MITx will eventually host a virtual community of millions of learners around the world.
• An open infrastructure will facilitate research on learning technologies and also enable learning content to be easily portable to other educational platforms that will develop. In this way the infrastructure will improve continuously as it is used and adapted.

From social intranets to collaboration ecosystems

“Social intranet is a hot topic. With the rise of social software, the next step to the enterprise social nirvana is the intranet. Hopefully, nobody is considering Facebook as a model anymore (like in “our new intranet will be like Facebook“), but there is still some confusion in what “social” stands for in the enterprise.”

tags: intranet socialintranet intranet2.0 collaboration information knowledge communities processes businessproccess

• A social intranet is network that uses social software to securely share any part of an organization’s information within that organization“. Nice, but this restrict the vision to software, and can bring endless debate about secure sharing.
• 
• 
• Information. To be social, an intranet must allow information to easily flow vertically and horizontally, and allow employees to express themselves in various ways
• Knowledge. Content repositories are way too statics, they must evolve to a more democratic and flexible way to capitalize on knowledge (enterprise wikis) and to spread it (social learning).
• Communities. I assume you are already convinced of the importance of enterprise social networks. But simply providing a ESN to your employees will not allow communities to emerge, you will have to enable them through stimulation and moderations.
• Collaboration. I also assume you are aware of the benefits of online collaborative workspaces, but one can do much more with socialized project management solutions
• Business processes and data. Last but not least, software allowing employees to produce, collect, structure, analyze and publish data is key to wider adoption. You will easily find pockets of users willing to participate in “social experiments”, but to rally EVERY employee, you will have to include business applications and processes in your internal social platform.
• the best social intranet is not the one providing the most social features, but the one which ties the most business processes and data to employee’s social behavior
• And while your working at it, bear in mind that collaboration does not fit into your enterprise’s boundaries: you will also have to include partners, sub-contractors, providers… to enhance collaboration within this ecosystem

Les troubles mentaux augmentent chez les salariés

“Sur fond de crise économique, de mondialisation et de nouvelles organisations du travail, la santé mentale des travailleurs se dégrade. Tel est le constat de l’Organisation de coopération et de développement économiques (OCDE) pointé dans une étude publiée le mercredi 14 décembre, “Mal être au travail ? Mythes et réalités sur la santé mentale au travail “.”

tags: wellbeing humanresources services

• la précarisation croissante des emplois et l’augmentation actuelle des pressions au travail pourraient entraîner une aggravation des problèmes de santé mentale dans les années à venir”.
• les coûts d’une mauvaise santé mentale pour les individus concernés, les employeurs et la société représentent 3 à 4 % du produit intérieur brut dans l’Union européenne.
• l’évolution vers une économie de services complique la donne : le contact avec les gens fragilise les personnes plus faibles mentalement qui résistent moins bien à la pression
• En Grande-Bretagne, la compagnie Bristish Telecom fait de l’état mental et du bien-être des salariés un élément de l’évaluation de ses managers. Mais ces initiatives sont encore trop rares.

More Management Equals Less Output

“Societies have never been good at moving from one big tech-induced change to another. The industrial revolution wrought havoc on populations. Production lines were thought to dehumanise people, and modern agriculture is still vilified, instead of being celebrated. And people now worry that technology will drive us towards some singularity where people are no longer required.”

tags: society employment jobs technology unemployment management

• We are talking mass unemployment, people replaced by machines, old ways and conventions abandoned, history and tradition rendered worthless
• Many cite oppressive and excessively demanding management regimes. And certainly the evidence is that the ratio of managers to active contributors and material expenditure has grown excessively, as depicted in this graph for one first-world nation.
• : how big can the management population become before a company collapses, and how big can government become before a country collapses under the non-contributory bureaucratic weight?
• We might have expected technology to reduce the number of managers everywhere, but the number just seems to keep growing

•  

  As a general principle, to be more creative, efficient and competitive, we need far less management in companies, government, and indeed in our electronic systems, and not more.

Pourquoi les gens ne s’investissent pas dans l’apprentissage?

“Un article récent de Jonathan Miles sur son blog intitulé “A group of would be friends” (« Un groupe d’amis potentiels »), dont l’origine est partie d’une discussion sur twitter, s’interroge sur les raisons pour lesquelles les gens ne s’engagent pas dans l’apprentissage. Jane Hart pense que ce phénomène vient du fait que les gens ne sont pas intéressés par leur travail ; par conséquent, comment pourraient-ils être intéressés par l’apprentissage ? On a demandé à Jonathan de raconter son histoire, qui correspond au propos de son post. C’est un bon exemple d’une communauté qui s’épanouit dès lors qu’elle se construit sur l’humain. Et si Jane a tout à fait raison, sa réponse n’est qu’une partie du problème.”

tags: learning engagement change communities humanresources

• On pourrait se demander si les comportements parentaux, les normes sociales, les systèmes scolaires (merci à Roger Schank pour avoir examiné ce point !) et tout ce qui tourne autour de la vie des jeunes ne conspirent pas en vue de refouler la capacité à produire des idées neuves et originales et à concevoir l’extraordinaire.
• Si une personne a été habituée au non-apprentissage et au fait que notre environnement ne fait pas la distinction entre ceux qui apprennent et ceux qui ne le font pas, qu’est ce qui peut la motiver pour que cette aptitude innée fondamentale resurgisse ? Si la personne qui apprend reçoit la même récompense que celle qui « se repose sur ses lauriers », à quoi bon apprendre?
• il est important que les organisations, leur direction générale, leurs Ressources Humaines, ainsi que le département Formation, trouvent les moyens d’encourager leurs employés dans l’apprentissage et donc dans l’amélioration de leurs performances.
• Jane déclare assez justement que si les gens ne s’intéressent pas, ils n’apprennent pas. En effet, la majorité d’entre nous a déjà été confrontée à plusieurs reprises à ce que Jonathan décrit : même les bons programmes échouent car les gens ne s’engagent pa
• Dans un contexte où les gens n’apprennent pas et se moquent de leur travail, quelque chose doit se produire afin de changer la situation et d’empêcher une détérioration lente et sans retour des capacités des individus et de l’organisation
•  Cependant, si ces outils ne sont pas utilisés dans un environnement dans lequel l’individu se sent à l’aise et motivé pour les essayer puis les adopter, pour appliquer les connaissances qu’ils peuvent générer, alors c’est comme avoir un magnifique satellite spatial sans fusée pour le mettre en orbite. Ça n’a aucune valeur.
• La culture organisationnelle, les plateformes d’apprentissage, l’accessibilité au matériel et aux solutions, l’assistance technique, l’encouragement individuel et une stimulation novatrice des communautés sont autant de taches qui incombent aux managers du service Formation dans ce nouveau monde passionnant.

The Fastest Way To Lose Your $3 Million-A-Year Job? Have A No Email Policy

“You have to admire CEO Thierry Breton of Atos for taking a very public stance on the issue, telling ABC, “We are producing data on a massive scale that is fast polluting our working environments and also encroaching into our personal lives,” he goes on to say, “At [Atos] we are taking action now to reverse this trend, just as organizations took measures to reduce environmental pollution after the industrial revolution.””

tags: email policy thierrybreton atos informationoverload infobesity

• Let’s see, comparing digital email to environmental pollution when your own company is selling even more digital solutions that are contributing to the problem is pure lunacy.  They pay this guy €2.5 million euros a year to come up with this stuff.
• Imagine a customer sending an email into an Atos imposed, email black hole, where the customer is seeking answers to their questions.  The Atos employee then cuts and pastes the email into the Atos intranet and hours later the Atos employee presumably receives an answer from another employee.  The Atos employee then cut and pastes the answer back into the original email and sends it back to the customer.
• Remember Breton’s environmental pollution analogy? Ironically, this situation creates even more digital pollution and human capital waste
• Breton’s policy depends on accepting the false premise that email is inherently tied to information overload and that by killing it the problem will rectify itself. In reality, it doesn’t matter which communication system you use, there will always be information overload if it isn’t managed properly. 
• The harsher view is that Atos is unable to effectively manage information and their executives are taking extreme, unproven measures to somehow control it.
• I’m afraid Breton is confusing his information overload symptoms with its assumed cause: email. But email is not the cause, it’s only a vehicle for information.
• The creators of these technologies recognize email for what it is, a simple yet powerful communication tool that is part of an effective social business.  

Social business and enterprise usage: The lessons | ZDNet

•  

  What is interesting, however, is the fairly low estimates of actual adoption by Forrester, citing that only 12 percent of information workers are provided with enterprise social collaboration software, while just 8 percent of them use it once a week. This is one of the lowest estimates I’ve seen, especially given that Forrester has previously reported here on ZDNet that nearly a third, or 29%, of enterprise workers are using social tools this year.

• 
• However, this does underscore one major issue with tracking enterprise sales for social business: Sales of licenses or seats does not necessarily translate into adoption.
• Being social requires long-term commitment, ongoing investment, and proactive work for as long as it takes place. This is not different really than cultivating any kind of human relationships; they either grow or they wane.
• Better operating margins and market share gains are all closely correlated with companies that are distinctly better networked socially. But more intriguingly, market leadership was generally not correlated with being more socially networked.
• Lesson: Organizations should prepare for the dislocation such major changes usually entail. This means proactive change management, cultural adaptation, and willingness to tolerate experiments to find the way forward.
• Lesson: One of the tough lessons of social business is that though the technologies make connectedness, sharing, and transparency dramatically easier, people have to want it. Many organizations will have to so some soul-searching and blunt self-assessments if they are to achieve the benefits that are now being reported.

Social business and enterprise usage: The lessons

“The data keeps coming in: The sale of social business software continues to rise and is forecast to continue rising for years. But does that translate into adoption? New data shows that while adoption is slowing, it’s indeed happening, with real benefits. If so, what are the most useful lessons we can take away from the early pioneers?”

tags: socialbusiness enterprise2.0 adoption enterprisesocialsoftware

The Rise of Shared Value – Arie Goldshlager’s posterous

”
The JWT’s trendspotters recently included The Rise of Shared Value in their Top Ten trends for 2012:

“The Rise of Shared Value: Rather than simply doling out checks to good causes, some corporations are starting to shift their business models, integrating social issues into their core strategies. The aim is to create shared value, a concept that reflects the growing belief that generating a profit and achieving social progress are not mutually exclusive goals.””

tags: sharedvalue value profit socialprogress customerneed goals

• A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.

Help Wanted

“We are present again at one of those great unravelings — just like after World War I, World War II and the cold war. But this time there was no war. All of these states have been pulled down from within — without warning. Why? “

tags: leadership conversations innovation motivation inspiration

• The old system of ‘command and control’ — using carrots and sticks — to exert power over people is fast being replaced by ‘connect and collaborate’ — to generate power through people.”
• “As power shifts to individuals,” argues Seidman, “leadership itself must shift with it — from coercive or motivational leadership that uses sticks or carrots to extract performance and allegiance out of people to inspirational leadership that inspires commitment and innovation and hope in people.”
• The role of the leader now is to get the best of what is coming up from below and then meld it with a vision from above.

“I’m a leader, not a manager!”

“Management vs. leadership — it’s a distinction we all hear over and over these days. It says management focuses on getting work done on time, on budget, and on target — in other words, steady execution and control — while leadership focuses on change and innovation. “

tags: management leadership innovation change

• Most writers about leadership then and now explicitly note the continuing importance of management. Success still depends on execution, controls and boundaries, systems, processes, and continuity.
• Both leadership and management are crucial, and it doesn’t help those responsible for the work of others to romanticize one and devalue the other. To survive and succeed, all groups and businesses must simultaneously change in some ways and remain the same in others. They must execute and innovate, stay the course and foster change.
• If you’re a boss, think of yourself as the one responsible for the work of others, the one who must manage and lead as necessary, without favoring one over the other
• Kent’s friend may say, “I’m not a manager,” but the survival of his business probably owes as much to his management skills as it does his leadership talents.

What Great Companies Know About Culture

“But is there a direct correlation between employee investment and the balance sheet? As Prof. James L. Heskett wrote in his latest book The Culture Cycle, effective culture can account for 20-30 percent of the differential in corporate performance when compared with “culturally unremarkable” competitors. “

tags: bestplacetowork culture engagement human resources talentmanagement retention talentretention

• The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here’s what those companies do in common:
• They invest more in their employees. The response came back resoundingly: It’s simply good for business.
• Instead programs that offer the most stability, as reported by 75 percent of respondents, are those that communicate brand mission and provide career development opportunities.
• They recognize that culture is critical to talent retention. When asked which elements of workplace commitment most benefit daily operations, companies ranked culture at 80 percent and recruitment/retention at 70 percent.
• They know their audience. These companies recognize which stakeholders will watch their every move. For this audience, it’s imperative to communicate the company’s commitment to being a great workplace. 70 percent of respondents ranked customers as the most important external audience to understand this crucial point
• Becoming a great workplace is not a transition that will happen overnight. Being a great workplace is the result of a long-term investment in their employees.

Structured or Unstructured Collaboration, Which is Better?

”
Browse: Home / Structured or Unstructured Collaboration, Which is Better?
Structured or Unstructured Collaboration, Which is Better?

By Jacob Morgan on December 14, 2011

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There are effectively two approaches to collaboration in the enterprise; structured and unstructured. But which approach should organizations go with and which is more effective? “

tags: collaboration structuredcollaboration unstructuredcollaboration rules

• The structured approach involves more rules, guidelines, and restrictions
• An unstructured approach usually has some guidelines and best practices but relatively leaves the employees unregulated in terms of how they can collaborate and use internal tools and platforms.
• we can see that the majority of organizations actually go with a combination of a structured and an unstructured approach, the second most popular choice is an unstructured approach
• 
• But this still doesn’t answer the question of which approach is most effective.  In order to see that, we cross referenced the types of approaches with the percentage of the targeted employee base that is actively engaged.
• 
• Meaning that when the organization deploys a combined method, a higher percentage of the targeted employee base is actively engaged
• Too much freedom or not enough freedom does not yield the same levels of engagement as a combination of both.
• P&G for example learned that right from the get-go they should have been more stringent with their naming conventions and tagging for internal files and content because now it appears as though there is duplicate information floating around their internal platform.
• At this stage a simple discussion with your collaboration team around these approaches should yield some interesting conclusions, just ask yourselves, “where should employees follow specific rules and where can we let them have full freedom?”

If Your Company is Still Blocking the Move to Social, Then Join Electronic Arts in Battle

“The world’s largest gaming company is going through a remarkable transformation into a Social Business. Electronic Arts understands that today’s technologies, unlike those of the past decade, are no longer limited to the individual.

They impact everyone. Impact that’s revolutionizing the way customers communicate. Impact that is forcing companies to listen, to learn, to adapt, to change its infrastructure and culture in order to stay competitive. Impact that is causing considerable anxiety in the C-Suite.”

tags: casestudies electronicarts socialbusiness enterprise2.0 sharepoint curation communities profiles yammer knowledge IP

• 
• Our goal is to constantly answer the questions: How do we understand our customers better? How do we interact with them? It may sound easy, but it’s very challenging to do in practice.”
• Still EA wasn’t satisfied and wanted to learn more about their customers, “There’s also deep telemetry and analytics on any online game.
• So does EA apply these same social concepts with their employees? According to Sandie they are just beginning but cautions, “because we work in so many countries, we are careful around privacy and we have offices especially in Europe and Canada.”
• So they obviously want to find other people and find information about them. Yet they might not necessarily have filled in their own profile which is really interesting
• It turns out completed profiles build deeper relationships
• Create critical mass on the platform by first persuading people to create profiles and personalized content. Then, persistently encourage employees to contribute work related content. But be careful not to censure employees. In fact, encourage debate as long as it remains civil
• “you guys built this on SharePoint?” Certainly a surprise since the site lacked any major 3^rd party social apps, Sandie added, “but our goal was not so much about the technology, we cared that it was usable, it was aesthetically pleasing and it was functional. It did all three of those things.”
• But once the social business platform is in place, Sandie recommends companies hire a curator to manage content and help make internal communities more active

5 trends driving the future of work

“From legions of independent consultants to cities dotted with coworking facilities, the future of work is virtual, online and global.

As the year draws to a close, you may be assessing your career plans against the backdrop of holiday hoopla and the uncertain employment climate. To get a leg up, grab an eggnog and read on to learn about trends that could change how you’ll be making a living in the years to come:”

tags: consulting work workforce independentworkers independence skills coworking learning

• Blame the economic turmoil or a change in values, but more people are demanding greater self-reliance, control and satisfaction in their professional lives. For example, 75 percent of independents surveyed stated that doing something they love was more important than making money while 74 percent stated that they wanted a job where they know they were making a difference.
• If we do not address the obstacles and complexity around the free and productive use of independent talent, companies — as well as these talented experts — may choose the troubling path of leaving this great country and going elsewhere
• “This year’s job numbers suggest a structural change in traditional employment, as more businesses are adopting online and contingent work as a core business strategy
• 83% of small businesses surveyed by Elance plan to hire up to 50% of their workers as online contractors online in the next 12 months
• Coworking offers another alternative to workers as flexible and mobile ways of working are becoming more common. In fact, many early corporate users using coworking facilities were “going rogue” with supervisors not knowing that their employees were working in a shared office space
• Ten years from now, relevant work skills will be shaped by the continued rise in global connectivity, smart technology and new media, among several other drivers.
• 
• The WFS approach to predicting future careers is to first focus on what may be a problem in the future and then invent a job that will solve it. The result is thought-provoking and novel

Why Will “Zero Email” Policies Fail? Bureaucracy!

”

The problem with email today is not an ever-decreasing signal-to-noise ratio. Spam filters are doing a pretty good job. And while I concede that I certainly get a lot of unimportant emails every day, I find it takes me no more than 30 minutes to clear the rubbish out. I’d rather spend my 30 minutes doing that than waste it sitting in a meeting room getting nothing done at all. And, prior to the world of email that’s what we spent our time doing. The most common phrase uttered in the 90’s across work cubicles the world over was – “skip the meeting, send an email.” Email emerged as the centerpiece of collaboration and workflow for good reason.”

tags: email collaboration bureaucracy administration informationoverload

•  

  The essence of the email problem is that a global asynchronous one-to-one/one-to-many communication system radically increases the ability of people to seek assistance, create and delegate tasks, update colleagues and coordinate activities.

• The only solution, IMO, is to tackle the ballooning administration and bureaucracy overhead in organizations that is fuelling the number of emails being generated. Specifically, our criticism of email as a collaboration tool needs to shift towards the unchecked growth of bureaucracy it enables

Social ROI and Social Value models

“Last Friday I had the pleasure to deliver a keynote presentation to the McKinsey BTO team in Frankfurt.

The keynote focused on two topics:

1. How to measure the Return on Investment (RoI) by measuring the re-use of content during sales and project delivery and correlate it with the CRM Win/Lose Rate and Project Margin.

2. How to build a Social Value system – by evaluating the Social Value of users, content and metadata in social network and communities and create targeted value models to answer the question “What’s in it for me” (WIIFM).”

tags: enterprise2.0 socialbusiness communities ROI communityequity equity value metrics

Social Intranets in Social Business

tags: socialintranet intranet2.0 intranet presentation

Innovation in Intangible Assets Drives Company’s Market Value

“This is contradicting but shows the challenge as well, because more than 75 percent of the average market value is from intangible assets. The challenge is that these aren’t quantified in financial metrics. Intangible assets consists of human-, organizational- and information capital. “

tags: intangible intangibleassets value marketvalue innovation finance humancapital organizationalcapital informationcapital metrics bigdata cooperativeintelligence intelligence valuecreation

• Investments in organizational capital means investing time and money in open business models, open innovation and setting the right conditions for creative ‘knowledge workers’. Last but not least, investments in information capital spur the collection, interpretation and thus quality of the available internal information.
• 85 percent of Fortune 500 organizations will fail to effectively exploit big data for competitive advantage
• Collecting and analyzing the data is not enough — it must be presented in a timely fashion so that decisions are made as a direct consequence that have a material impact on the productivity, profitability or efficiency of the organization.
• Most organizations are ill prepared to address both the technical and management challenges posed by big data;
• cooperative intelligence is about not inundating people with too much information, just what you know is important to them.
• Intangible assets are the ultimate source of sustainable value creation. Innovation and more investments are required to remain viable, to create and maintain competitive success and increase the organization’s market valu

Enterprise 2.0 Isn’t About Social Business, It’s Just About Business | Social Media Strategery

““If you want your Enterprise 2.0 efforts to be successful, you have to use words other people understand and care about.”

She went on to say that instead of talking about social media, social business, building communities and why your organization needs to use blogs, wikis, and microblogging, you should be talking about increasing sales, increasing productivity, and cutting costs. If you’re talking with Director of HR, he doesn’t care that you are managing 100 new communities or that 1,000 Yammer messages were posted today. He wants to know if the attrition rates are going down or that new employees are getting acclimated more quickly. For you, building communities might be the goal. For him, those communities don’t mean anything unless they can help him reach his goals.”

tags: socialbusiness enterprise2.0 communities adoption value business socialsoftware integration

• This about much more than what words to use. It’s about integrating the use of Enterprise 2.0 tools into the actual business. It’s about realizing that these tools are a means to an end, not the end itself. It’s about understanding that a social business community that isn’t tied to actual business goals isn’t sustainable.
• This is where the Enterprise 2.0 industry finds itself today.You’ve brought social tools to your Intranet? You’ve created a dozen active, vibrant communities behind your firewall? That’s great, but don’t go patting yourself on the back too much. Now, let’s drive it deeper into the business. If your goal this year was to bring Enterprise 2.0 to your organization, your goal for next year should be to integrate those tools into one or more of your business units.

Social networking’s salad days are ending, Forrester says | Deep Tech – CNET News

“”Social is running out of hours. Social is also running out of people,” concluded George Colony, chief executive of analyst firm Forrester Research, speaking today at the LeWeb conference here. What he means: people don’t have any extra time for social networking, and it’s a saturated market. “

tags: social networking adoption timesaving time timemanagement

• regarding saturation, Forrester found that 86 percent of people have adopted social networking services. In Canada, it’s 88 percent, and in Poland, 95 percent. Urban areas of China are at 97 percen
• The next wave of social services will be “more efficient and more time-saving,” he said.

La fin du Talent management stéréotypé et stérile. Vive l’apprentissage ouvert et la gestion par les valeurs

“Vantés comme des programmes de développement personnel, la plupart des approches en matière de gestion de talent (Talent management) ne sont souvent rien d’autres que des plans d’action totalement standardisés, linéaires, ennuyeux et parfaitement interchangeables. La plupart du temps, ils n’ont d’autre objectif que de fabriquer de petits soldats disciplinés qui, un jour, prendront la relève de leur supérieur. Trop rarement, l’objectif réel et vérifié est de développer un éventail de compétences diversifiées. Le concept de Talent management, tel qu’il est majoritairement mis en oeuvre aujourd’hui dans les entreprises, n’est qu’un parcours institutionnel, sans relief, une succession d’automatismes, d’apprentissages prêts-à-porter et de stéréotypes… » “

tags: talents talentmanagement learning training values humanresources openlearning

• Les organisation s’enlisent dans un registre de communication ou de perception concernant le développement des talents, en promettant force formations continuées et plans de carrière, qui correspondent de moins en moins aux demandes modernes. « 
• La technologie et l’essor de nouvelles valeurs, basées notamment sur la transparence et l’échange, sont en train de créer un vaste « open learning environment ».
• La gestion des talents version 2.0 demande d’abord la mise sur pied d’un environnement attractif, inspirants et fertile
• Elle implique de permettre de cultiver des caractéristiques plus larges et des aptitudes de fond, en relation davantage avec les « soft skills« .

•  

  Les apprentissages peuvent se produire de façon collective et s’insérer dans des démarches visant à la réalisation, en commun, de projets concrets.

People Are Not Your Greatest Asset – Anthony J. Bradley and Mark P. McDonald – Harvard Business Review

“Many of us in business have heard the popular aphorism, “People are your greatest asset.” Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there’s a reason for that. “

tags: people empowerment production productivity collaboration collectiveintelligence expertslocation emergence structure coordination relationship

• What is the primary purpose of a business organization? To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization’s objectives
• Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale
• we studied hundreds of social media implementations and identified a set of key mass collaboration behaviors.
• Collective Intelligence
   Collective intelligence is the meaningful assembly of relatively small and incremental community contributions into a larger and coherent accumulation of knowledge
• Expertise Location
   Expertise location involves seeking and finding specific expertise in the masses of people and the often-staggering amount of available content.
• Emergent Structures
   Emergent structures are structures such as processes, content categorization, organizational networks and hidden virtual teams that are unknown or unplanned prior to social interactions, but that form naturally as activity progresses.
• Interest Cultivation
   Interest cultivation is the forming of communities around a shared interest, with the goal of indirectly deriving enterprise value.
• Flash Coordination
   Flash coordination involves rapidly organizing the activities of a large number of people through fast and short mass-messaging, often spread virally.
• Relationship Leverage
   Relationship leverage is the practice of effectively managing and deriving value from a prodigious number of relationships.

Faut-il déconstruire l’Entreprise 2.0 ?

Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.

tags: enterprise2.0 socialbusiness management communities change workflow collaboration context purpose flows Asana Azendoo

• Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
• les communautés ne peuvent pas être à elles seules réguler la nouvelle organisation du travail. Et n’ont d’ailleurs jamais eu cette vocation.
• Bref, quand l’intérêt opérationnel immédiat n’est pas là, l’implication des salariés dans une communauté est limitée.
• Si les pratiques communautaires se sont bien développées dans l’entreprise, en même temps que Facebook et Twitter au dehors, le “management socio-collaboratif” en est quasi resté à ses balbutiements.
• de nouveaux outils 2.0 et de nouvelles pratiques socio-collaboratives se dessinent actuellement du côté de start-ups de la Silicon Valley, et méritent qu’on s’y attarde pour se centrer sur le travail, et non seulement sur les gens comme les réseaux sociaux.
• On peut choisir de “suivre” certaines tâches et projets conduits par d’autres pour mieux coordonner avec eux son travail en réduisant les réunions chronophages et le “bruit” des chaines d’emails. D’autant que chaque tâche peut susciter une conversation, façon réseau social, simple et directe mais ancrée dans un contexte… et un objectif à compléter.
• Plus passionnant, à une époque pleine de distraction, de bruit, et d’éparpillement individuel ou collectif, Asana aspire à recréer les conditions du “Flow”, état de concentration, de productivité et d’expérience optimale conceptualisé par le

The difference between a Talent Pool and a Talent Community

“My colleagues at BraveNewTalent have made a nice infographic that summarises what the difference is between a talent pool and a talent community”

tags: humanresources recruitment communities talents

Why Worker Empowerment Is a Disruptive Innovation in China – Frank T. Gallo – Harvard Business Review

“Empowering workers is considered the acme of enlightened management in the West, where employees are typically looking for independence from their bosses and “ownership” of their jobs. But try to empower employees in China, and you’re likely to get the opposite of what you expect. “

tags: empowerment culture china management hierarchy

• Chinese culture and history work to prevent employees from taking advantage of empowerment when it’s offered to them.
• First, Chinese tend to be fearful of making mistakes, especially with a new leader. They worry about inadvertently straying too far from where the leader wants them to be, and they see risk in asking questions that might make them appear ignorant and expose them to painful criticism.
• Second, they may suspect that the leader is asking them to take on some of his responsibilities because he is lazy or incompetent.
• Third, empowerment threatens to disrupt society’s order and thus violates the Confucian respect for hierarchy
• But like many of the West’s best practices, empowerment can’t simply be imposed. Chinese managers and employees need to see why it works and how it can benefit them.

IBM – Social Business Case Studies from 2.0 Adoption Council Members

“This series of 2.0 Adoption Council Case Studies is brought to you through a collaboration between IBM, the MIT Center for Digital Business, and the Dachis Group, an IBM Business Partner.

Each of these case studies describes how market leading companies who are members of the 2.0 Adoption Council are using social software to get closer to customers and to transform how work gets done, to accelerate innovation and more easily locate expertise.”

tags: casestudies socialbusiness enterprise2.0 IBM alcatellucent alstom AveryDennison Nokia SwissRe MITRE

Developing new habits of participation and new habits of communication

“It is not uncommon to think that knowing is something that goes on in the brain. Yet the evidence that it is really so is not quite clear. Some scientists have expressed doubts. The mind, they have argued, is not a thing to which a place can be allocated. Intellectual life is essentially social and interactive, they say. Life is carried on through communication between people. These researchers claim that interactions are not secondary by-products of thinking. They are the primary sites of that activity.”

tags: communication participation knowledge discussions interaction

• People should know what the live, future-creating ideas are and how to take part in the conversation in a value-adding way. This is independent of what people do, or the organizational unit they belong to.
• The management task is to understand (1) what is being discussed, (2) the quality of that conversation, and (3) whether there is movement forward or people are running in circles. Are people stuck?
• Knowledge used to be seen as the internal property of an individual. Today knowledge should be understood as networked communication. This requires us to learn new ways of talking about learning, education, competencies and work itself.

La promesse numérique

“L’initiative dite de la promesse numérique (Digital Promise Initiative) est un projet de la Maison-Blanche consistant à bonifier l’utilisation des technologies dans les écoles américaines.

Pourquoi maintenant ? Parce-que l’école américaine n’a pas été en mesure de suivre le rythme accéléré des progrès technologiques et réseautiques des dernières années, et de s’y adapter en conséquence”

tags: education digitalpromiseinitiative humanresources technology competencies skills

Turning Serendipity into Probability

“I’m going to take a swipe at another cherished social software notion: Serendipity. We should ban that word from the social software lexicon. It’s misleading and it makes enterprise social software seem about as relevant to the business as the plastic mistletoe hanging at the office Holiday party: Something amazing could happen, but it probably won’t.”

tags: serendipity probability businessproccess scalability repeatableprocess repeatability

• The point is that social software doesn’t enable serendipity; it transforms serendipity into probability
• Companies and their leaders only take social software seriously when they see it as part of mainstream business process. Mainstream business process is all about repeatability and scalability.

Using Social Networks to Improve Operations

“A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers — people who crow about a retailer online for free, turning their friends into new customers too.”

tags: customer customerexperience CEM advocacy customerservice socialcrm operations advertising retail

• Finding customer advocates isn’t the only goal. Unhappy customers need to be channeled through a “customer rescue” process to help solve problems and mend relationships, and provide feedback on problems for operations to solve.
• The advocate process is proving far more powerful than regular social network advertising. T
• Beyond simple word of mouth advertising, poor-performing outlets get suggestions for improvement, which they use to guide better operational performance.

Does Salesforce Get what they’ve Got with Radian6?

“Paul carefully dissects the positioning of Radian6 as a Marketing Cloud, delivering astute cautionary points on the pitfalls of pitching it this way. Good advice that I hope Salesforce will sit up and take note of. As someone more interested in enterprise customer success than the buzz that fills the pipeline, Paul’s post highlights a bigger issue for Salesforce. They don’t get what they’ve got. Or if they do, they aren’t quite showing it in a way that will accelerate enterprise acceptance yet.”

tags: crm socialcrm salesforce radian6 workflow

• SFDC doesn’t seem to have the right type of enterprise suite strategists guiding a team of kickass engineering tacticians, as voices at levels in the organization’s hierarchy to drive development of clear, relatable, doable use cases
• Several other respected analyst/strategists like Esteban Kolsky are also questioning the logic behind positioning E20 suites using ‘social voices’ instead of, or in tandem with enterprise platform professionals delivering proven, vetted value.
• The same scenario is more common than not with many organisations who want to play the social business game. They hire and put people out front who can fill the seats with spectator butts, but those players can’t always deliver home runs, because they’ve never worked in strategic enterprise or management consulting.
• Fortunately, Salesforce has put another key piece in play with automated workflow that can now be used to fill in the gaps in the stories.  The fact that SocialHub can be used for marketing isn’t the big news.
• Listen -> Alert -> Action -> Engage -> Analyse = Organizational Intelligence 

Why Are There No Successful Innovation Initiatives?

“He said that he had a CEO who wanted to launch an “innovation initiative” that would provide a laboratory for experiments in-house, so that his firm could become known as an idea factory in their sector.

I replied that I didn’t know of any “innovation initiative” that was ultimately successful on a sustained basis. That’s because if an organization is looking at innovation as “an initiative”, and it introduces that initiative into a culture that doesn’t support innovation, then the culture will sooner or later crush the initiative—usually sooner. So you can have temporary “successes” as “initiatives” with a lot of flag waving and hoopla ceremonies and celebrations of victories, but they don’t last.”

tags: innovation culture management

• In the first phase, you had startups run by commandos.
• n the second phase, the infantry moved in, i.e. the obedient workers who followed orders and methodically grew a company from its IPO to market dominance
• • In the third phase, the firm was run by police: the bureaucrats and middle managers who defend the entrenched position of an established market leader.
• In the 20^th Century, “management” was seen as the set of bureaucratic practices designed to run the second and third phases.
• you can recruit some commandos for an “innovation initiative” and they may have some interim successes, but “the police” are everywhere. They may bide their time, while the CEO is all gung-ho about the new initiative, but eventually something happens. This gives the police the pretext to close the initiative down. After all, it was just an initiative.
• The managers doing these things are intelligent educated people. Why are they acting in this strange way? It’s because they are walking around with a mental model of 20th Century management in their heads in which the goal is making money for the shareholders and meeting the quarterly numbers, principally by gains in efficiency and cost-cutting.
• The result? Apple made tons and tons of money. In fact, much more money than the companies that are pursuing 20th Century management and focused on making money.

Le Trafiquant d’Idées : Entretien avec Scott Berkun par Cecil Dijoux

“Ses travaux ont été publiés par le New York Times, le Washington Post, Le Wall Street Journal, The Economist ou dans la Harvard Business Review. Scott est un frondeur solitaire, en quête inlassable de la vérité. Armé d’un esprit tranchant, d’une culture encyclopédique et d’un humour féroce, il pourfend les faux semblants et les jeux de pouvoir ou de représentation dans les organisations et défend les idées, le bon sens et une éthique du travail éminemment Weberienne.”

tags: management organization leadership problemsolving innovation scottberkun

• Si toute une équipe de travail n’est pas heureuse de faire  ce qu’elle fait, c’est le chef d’équipe qui en est responsable . Si  tous les employés d’une société sont malheureux, c’est le PDG qui est  responsable. Les meilleurs PDGs et Directeurs font un meilleur travail  de termes de prise de responsabilité
• Très peu de gens aiment  prendre des risques. C’est ça notre histoire. Nous aimons prétendre le  contraire, mais très peu de gens sont prêts à se lever au cour d’une  réunion pour exposer leurs idées à leurs coéquipiers ou leurs chefs.
• La plupart du temps, les gens  veulent rentrer dans un moule. Si dans votre culture d’entreprise, la  présentation type est vague, terne et dénuée de tout intérêt, tout  nouvel employé désireux de bien faire suivra cet exemple
• Je  crois bien plus en la capacité des personnes qu’aux outils. Si vous  avez des équipes brillantes, passionnées et avec un sens de l’éthique,  ils trouverons des moyens pour faire réussir l’organisation avec  n’importe quel outil.
• Le meilleur moyen pour que des équipes se  sentent concernées et responsabilisées est de leur faire confiance. Le  management doit leur accorder l’autonomie nécessaire et les mettre dans  un contexte suffisamment propice. Cela peut se faire avec ou sans  outils, c’est un point secondaire.
• A chaque fois que j’entends  quelqu’un prétendre qu’il peut résoudre les problèmes organisationnels  avec tel outil, je suis circonspect et méfiant. La seule technologie  n’est jamais le problème essentiel d’une organisation.

La parole corporate en berne… depuis 20 ans | Le Cercle Les Echos

“En période de crise où tout va mal par définition, il est aisé de tirer des conclusions à valeur définitive : crise de confiance, crise de parole, crise des dirigeants. C’est oublier un peu vite que ce que nous vivons ou ressentons aujourd’hui est le fruit d’une lente et régulière dégradation entre toutes les expressions de pouvoirs et l’opinion publique.”

tags: crisis communication corporatecommunication socialmedia humanresources leadership credibility

• un français sur deux est incapable de citer une entreprise crédible (Occurrence-Stratégies 27/10/2011).
• C’est tout le système de leadership consanguin français qui vit une fracture de sens historique avec ses concitoyens-salariés.
• Le social média relègue au  statut de pièce de musée toutes les techniques de com et de management fondées sur la maîtrise de l’information
• Si 2012 est un grand rendez-vous électoral pour de nombreux pays, elle est aussi un grand rendez-vous dans chaque entreprise quant à la capacité des dirigeants à entraîner les équipes sur une mer qui s’annonce agitée.
• Dans son ouvrage “Donner et Prendre”, le sociologue Norbert Alter souligne que la performance des entreprises ne repose que sur “la bonne volonté” des acteurs. La mobilisation et l’adhésion de tous reposent de fait sur la bonne volonté de donner, de se donner.
• Les DRH se doivent d’en être les concepteurs.

•  

    Oseront-ils supprimer le “r” de ressources à profit du “R” de Relations dans les intitulés de fonctions ? Oseront-ils s’engager dans la prospective humaine plutôt que de s’enfermer dans la gestion RH ? Oseront-ils dire stop au cynisme pour faire entendre une parole de raison ? Oseront-ils ? L’avenir nous le dira.

Busting Bureaucracy with Radical Management

” To transform organizations so that they are fit for human beings–more inspiring and engaging and yet just as disciplined and even more productive–we need to understand why promising ideas for improving management developed in the 20th Century–such as teams, empowerment, delayering or innovation–failed to become a permanent part of the standard management repertoire. “

tags: bureaucracy management agility scrumenablement selforganization empowerment customers middlemanagement

• 
• The firm’s goal shifts from making money for shareholders to delighting the customer.
• The role of managers shifts from a controller of individuals to an enabler of self-organizing teams.
• Coordination of work shifts from bureaucracy to dynamic linking, in which work is done in short cycles with direct feedback on finished work from customers at the end of each cycl
• The values practiced embody a shift from a preoccupation with economic value to the embrace of a wider set of values that grow and sustain the firm, particularly radical transparency, continuous improvement and environmental sustainability.
• Communications shift from top-down commands to horizontal, adult-to-adult conversations. I
• 
• The shift requires more than merely emphasizing customer service: it means orienting everyone and everything in the firm to understanding customers and providing more value to customer sooner.

Oubliez la satisfaction du client : c’est un indicateur retardé

” Vous ne pouvez pas construire une stratégie différenciatrice basée sur des données historiques. La satisfaction et la fidélisation client sont certes essentielles au succès d’une entreprise, mais aujourd’hui ce n’est pas suffisant. “

tags: customer customersatisfaction experience

•  

   

   

   

   

   

   

   

    Offrez-leur des expériences extraordinaires.
• Les entreprises doivent faire de leurs clients des « super fans » et non pas exclusivement des clients satisfaits. Pour avoir des « super fans », n’hésitez pas à être transparent. Les clients échanges entre-eux via les réseaux sociaux et les communautés, il est donc inutile de faire taire les détracteurs.

Does Viral Adoption of Enterprise Social Business Software work?

“This is an issue I’ve been tracking, pretty much from the moment enterprise social computing hit the stage (later to become “Enterprise 2.0″, and what Dachis Group talk about now in the broader context of Social Business Design – see some of the conversations around the Connected Company in particular).

The short answer is yes, viral adoption can work BUT only in certain situations. This is my attempt to pin down some of the factors I’ve observed out in the field.”

tags: socialsoftware socialbusiness enterprise2.0 adoption virality

• Competing Solutions
• Late Adopters
• Works for one, but not another
• Lack of Customisation
• Growing Too Fast
• Internal Politics / Lack of Budget
• I think a completely viral adoption approach is a big gamble when really what organisations need is an iterative approach that allows for the best solution to emerge.

» The Non-Training Approach to Workplace Learning Learning in the Social Workplace

• • L&D is too slow to respond to their needs
  • courses are not the most appropriate way to solve their problems
  • they don’t want to have to leave the workflow for the solution
  • e-learning frequently annoys adult learners as it treats them like idiots
  • and they don’t want to have Big Brother breathing down their necks monitoring and tracking their every move.
• An approach that is NOT about designing and delivering courses, but is about working with individuals and teams at the grass roots to both encourage and support continuous learning practices as well as to identify more appropriate solutions to business and performance problems through non-training interventions.

5 Myths about SharePoint as an Enterprise Social Platform – Digital Landfill

“When SharePoint 2010 arrived in the marketplace, the platform included new social capabilities to improve productivity and collaboration. However, as the consumer social web exploded, it became clear that the 2010 platform only provided the basic building blocks of social computing. As many organizations are now making social collaboration a priority, it’s important to dispel myths and provide a reality-based understanding of SharePoint 2010 as a social computing platform.”

tags: sharepoint socialsoftware communities enterprisesocialsoftware socialnetwork enterprisesocialnetworks

• Myth #1: SharePoint 2010 enables you to build communities.
• While you might think you already have community sites on SharePoint, it’s more likely they are team sites open to a larger audience. Community focuses on knowledge and people. Community is more about the ability to engage in conversations, surface relationships, and subscribe to activities that take place within an individual network or shared space. Community aggregates events, showcases expertise, recognizes people for their efforts and engagement, includes rich digital media and the convenience of accessibility from any device.
• Myth #2: People Search allows you to find experts.
• The means for finding experts in SharePoint 2010 is to search user profiles. As the name implies, People Search in SharePoint simply enables search across a broad scope of profile attributes just like an organization directory
• Myth #3: SharePoint as a social platform is expensive and complex to deploy.
• Anytime you hear that social on SharePoint is expensive and complex, you should ask “compared to what”? Are
• Myth #4: Social is a stand-alone project and technology solution.
• However, despite SharePoint’s social shortcomings, the building blocks are there and will only get better over time. Do you really want to have another repository to secure and govern? Duplicate user profiles? Duplicate hardware? Disparate UIs? How ready is your organization for “social” change?
• Myth #5: Technology will make you social.
• The reality here is that creating a social enterprise requires more than SharePoint or any technology by itself. Before you buy into a social vendor’s marketing pitch welcoming you to the social enterprise or promoting some new way to run your business, you need to determine what your objectives are.

First, Let’s Fire All the Managers

“Management is the least efficient activity in your organization.

Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly. “

tags: management marketplaces markets supervision hierarchy decisionmaking

• Their job is to keep the organization from collapsing under the weight of its own complexity. Assuming that each manager earns three times the average salary of a first-level employee, direct management costs would account for 33% of the payroll. Any way you cut it, management is expensive.
• Give someone monarchlike authority, and sooner or later there will be a royal screwup. A related problem is that the most powerful managers are the ones furthest from frontline realities. All too often, decisions made on an Olympian peak prove to be unworkable on the ground.
• Third, a multitiered management structure means more approval layers and slower responses. In their eagerness to exercise authority, managers often impede, rather than expedite, decision making.
• markets work well when the needs of each party are simple, stable, and easy to specify, but they’re less effective when interactions are complex
• Managers do what markets cannot; they amalgamate thousands of disparate contributions into a single product or service
• Wouldn’t it be great if we could achieve high levels of coordination without a supervisory superstructure? Wouldn’t it be terrific if we could get the freedom and flexibility of an open market with the control and coordination of a tightly knit hierarchy? If only we could manage without managers.

Danone dope son organisation grâce au collaboratif

“Afin de soutenir la croissance et la performance de son organisation, Danone a mis en place, dès 2008, son réseau social interne (sur logiciel IBM Connections).”

tags: danone casestudies socialnetworks danone2.0 decisionmaking IBMconnections selfexpression collaboration networking problemsolving reversementoring mentoring

• nous avons cherché à définir leurs attentes. La connexion, le collaboratif, l’accélération des prises de décision et l’expression de soi ont émergé comme priorités.
• Aujourd’hui, près de 30.000 personnes s’y sont connectées, et il compte plus de 10.000 utilisateurs réguliers et 250 communautés actives. »
• le module « message in a bottle » (message à la mer) permet de connecter des salariés ayant des problèmes à ceux ayant des solutions
• Danone 2.0 se pose comme un outil indispensable au networking, valeur ancrée depuis longtemps dans la culture de la multinationale.
•  Pour accompagner le déploiement de l’outil, nous avons misé sur l’expertise de nos jeunes collaborateurs et eu recours au mentorat inversé
•  les utilisateurs les plus actifs du réseau ne sont pas nécessairement les plus jeunes 

Apprentissages formels et informels: Leçons de la méthode Kaizen et importance du feedback

“Dans un article précédent, je vous ai présenté le modèle 70/20/10, selon lequel le développement des compétences et l’acquisition des connaissances s’effectuent pour 70% « on the job », pour 20% par les interactions avec les autres et seulement pour 10% grâce à la formation formelle.

Entre le social learning dans sa forme la plus pure et l’apprentissage le plus formalisé, il existe toute une palette de possibilités qu’il convient de ne pas délaisser. Comme le conseille le groupe de Princeton à l’origine du modèle 70/20/10, il convient d’adopter une démarche holistique en intégrant dans le même environnement l’informel et le formel.”

tags: learning sociallearning humanresources kaizen feedback elearning pdca iterativelearning

• Qu’avec le elearning 2.0 , on ne change pas vraiment de logique. A l’étage supérieur, des experts décident pour les autres de ce qu’il convient d’apprendre et de comment l’apprendre. Ce contenu est poussé vers sa cible, qui a désormais des outils pour gentiment converser à l’étage en dessous. Cette sociabilisation n’est pas jamais vraiment pris en compte.
• partir d’un contenu formel, le pousser vers ses cibles, « l’informaliser » ou plutôt pouvoir l‘enrichir de commentaires, votes, propositions de chacun avant de le reformaliser.
• L’une des pierres fondatrices des systèmes d’amélioration continue est la méthode Kaizen.  Cette méthode est basée sur le changement, l’observation des résultats, l’ajustement et la standardisation des améliorations. Changement basé sur le feedback, ajustement des comportements… Cela rappelle  la substance de l’apprentissage.
• il convient de relever que c’est l’étape « Vérifier » qui est le principal moteur de l’apprentissage.
• cette étape est quelque chose que peu d’organisations font bien ou régulièrement. A l’inverse, elles mettent fortement l’accent sur le « Faire ». Ce qui incite les personnes à penser que la situation est figée et que rien ne pourra changer.
• Il faut donc expliquer et faire prendre conscience que le « Faire » est une expérimentation à partir de laquelle nous devons apprendre. Sans véritable feedback, le système d’Iterative Learning ne peut fonctionner.
• les éléments formels d’apprentissage ne sont pas des tables de lois gravées dans le marbre, mais bien des éléments qui doivent être essayés, commentés, adaptés, enrichies par toutes les dimensions de l’apprentissage informelle mis en place dans le système.

Tech Firm Implements Employee ‘Zero Email’ Policy

“You’ve got mail–not. Employees of tech company Atos will be banned from sending emails under the company’s new “zero email” policy.”

tags: email ban informationoverload infobesity socialnetworks thierrybreton atos casestudies

• Atos has already reduced the number of internal emails by 20 percent in six months.
• “We are producing data on a massive scale that is fast polluting our working environments and also encroaching into our personal lives,”
• The company says by 2013, more than half of all new digital content will be the result of updates to, and editing of existing information. Middle managers spend more than 25 percent of their time searching for information, according to the company.
• Atos is evaluating a number of new tools to replace internal email including collaborative and social media tools

A business within the business « Dachis Group Collaboratory

• 
• Since we have to reward people within a reasonable timeframe, many incentives tend to focus on short-term measures
• Stock-option and profit-sharing plans reward employees when the company does well, but the larger the company, the more difficult it becomes for people to feel that their efforts have an impact on the stock price.
• The industrial era was built on the kind of carrot-and-stick management that rewards some behaviors and punishes others. This has been successful in a world of predictability, where work can be broken down into routine tasks that can be done according to a prescribed formul
• We will need their heads and hearts as well as their hands.
• extrinsic rewards, such as sales commissions or other financial rewards, do work well under certain limited conditions: when a task simply requires people to follow a formul
• But for jobs that require complex or creative thinking, extrinsic rewards can be dangerous, because they tend to restrict people’s ability to notice things on the periphery and craft novel solutions.
• A quick look at the history of inventors and other creative people will confirm that, while creativity and invention may be necessary components of innovation, they are not sufficient if you want to achieve both innovation and business results.

• A good incentive system should reward people for thinking and acting like owners. So is it possible to get every worker to act as if they own the business?

   

  It is possible. And the answer is actually quite simple. The way to get everyone to act as if they own the business is to give them a “business within the business.”

• How can you divide the labor in your organization to optimize for innovation rather than efficiency? The answer is to supplement divisional thinking with another approach that I call podular thinking.
• People in a functional group tend to identify with each other more than they identify with the purpose of the organization.
• In a podular organization, you divide labor into “businesses within the business,” each of which can function as a complete service in its own right. Since each pod functions as a small business, its focus remains outside the pod, on its customers
• At Morning Star, workers manage themselves and report only to each other. The company provides a system and marketplace that allows workers to coordinate their activities. Every worker has suppliers and customers – and personal relationships – to consider as they go about their work.
• Every employee writes a personal mission statement that describes how they will contribute to the company’s goal, and is also responsible for the training, resources and cooperation they need to achieve it
• If a worker needs something, they can issue a purchase order. If someone needs help or identifies a new role that’s needed to do the job better, they can start the hiring process.
• The discipline at Morning Star comes from a strong sense of mutual accountability
• Morning Star is a marketplace, where every worker is a business within the business. You can read more about Morning Star on their website or in this excellent HBR article by Gary Hamel, First, Let’s Fire All the Managers.

• Nordstrom’s employee handbook is so short and simple it can fit on an index card. It states:

   

  “Use your best judgment in all situations. There will be no other rules.”

• A Nordstrom salesperson might stay in touch with customers by Twitter, email, or whatever else is convenient. The message to customers is: however you want to buy it, however you want to interact with us, we can do it that way.
• Nordstrom culture demands that the employee put the customer before company or profit in all decisions
• Nordstrom employees can offer the best service in the industry because every Nordstrom salesperson operates a business within the business, backed by the full support and resources of a Fortune 500 company.
• Rational’s goal was very transparent to everyone in the company: “Make customers successful.” Customers were served by small, autonomous pods known as field teams. Each field team operated as a fully functional, stand-alone unit, with technical and business experts working closely together.
• The cross-functional teams at Rational were a great way to build entrepreneurial skills within the company, because every team member understood every aspect of the business
• “You could have a team that did poorly in their overall ranking even though they made their revenue target, because their customers weren’t successful in achieving their goals
• Semco is a self-managed company. There is no HR department. Workers at Semco choose what they do as well as where and when they do it. They even choose their own salaries. Subordinates review their supervisors and elect corporate leadership. They also initiate moves into new businesses and out of old ones. The company is run like a democracy.
• Semco is organized around the belief that employees who can participate in a company’s important decisions will be more motivated and make better choices than people receiving orders from bosses.
• Semler says simply, “if you want people to act like adults you need to treat them like adults.”
• One of the principles underlying Semco’s success is the idea that every business should be small enough that each worker can comprehend it as a whole system. If a business grows to more than 150 people, Semco will split it into two.
• Nearly a quarter of Semco’s profits go to employees, but the company doesn’t decide how to distribute it. Each quarter, the profit contribution of each unit is calculated, and 23% of profits go to that units employees, who can distribute it however they wish. So far, they have always decided to distribute that money evenly to everyone.
• The podular organization may be unusual, but it’s not a theory. It’s a fact. It can work in retail, it can work in manufacturing, it can work in technology, and it can work for a conglomerate. It can work for private as well as publicly-traded companies. It can work for a Fortune 500 company. Can it work for you? You can only find out if you’re willing to give it a chance.
• First, they require information to be transparent and readable by everyone; second, they require principles, platforms and culture to guide individual decisions and give cohesion to the company as a whole; third, they require people who are not territorial, who are capable of open discussion and who will hold themselves and others accountable; and fourth; they require owners and managers who are capable of trusting people and teams to make good decisions and manage their “business within the business.”

IBM identifies benefits of social media for HR – HR News, Talent Management News, HR Jobs, Senior HR Jobs, from The Grapevine

“‘Social business’, as IBM deems it, can benefit Human Resources, Customer Services and Product and Service Development.

The key benefit for each area is the improved levels of communication. For HR the increased speed of conversations will result in improved quality. Furthermore the use of social media will result in reduced employee travel and staff training – due to an ease of access to internal knowledge.”

tags: socialmedia hr training quality knowledge communication innovation

• The successful business of the near future will be one that harnesses this trend to deliver improvements in products and services, as well as the customer and employee experience. At the same time, it can expect to realise substantial efficiencies in its business.”

10 Presentations – Using Social Media in HR & Recruiting

“Lately, there have been several informative and helpful presentations uploaded related to using social media in HR and using social media for recruiting. Below are 10 of my favorites:”

tags: hr socialmedia presentation

Green SI: La DSI condamnée a innover… ou disparaître (partie 2): son “business model”

“Depuis son origine la DSI a été pensée sur un modèle de solidité, de sécurité (voire parfois de fermeture) et de long terme.[...]Mais force est de constater qu’en 2011, dans un environnement économique de plus en plus ouvert, toujours plus incertain, demandant plus de réactivité et où la technologie est au premier plan de l’innovation, ce modèle butte sur certaines limites. Et la gouvernance n’est pas toujours une garantie de bien faire. “

tags: IT innovation businessmodel governance

• 
• l’innovation à la DSI doit aussi se penser en termes de refonte de son business modèle et pas uniquement en innovation technologique ou intégration de la technologie dans les processus métier comme cela a été abordé en partie 1.
• Pression économique sur les coûts, vitesse accélérée, nouvelles frontières, fournisseurs moins pertinents… il semble urgent de reconsidérer les activités de la DSI et de faire évoluer son modèle !
• En revanche de nouvelles “zones agiles” du SI doivent fonctionner dans un mode nouveau a établir. Ces zones doivent être identifiées en fonction des enjeux de chaque entreprise.
• Gouverner l’ensemble du système d’information de l’entreprise, jusque chez le client, dans le SaaS, sur Internet ou sur le terrain en mobilité.
• Capitaliser sur sa double connaissance de l’entreprise et de la technologie pour mieux intégrer à son offre les points forts du marché et carrément les commercialiser en interne de l’entreprise 
• Renforcer le rôle l’architecture qui va devoir construire un SI supportant l’extension de l’entreprise numérique, l’ouverture de ses données (« open data ») et la croissance de ses flux d’information (« big data ») 
• Accompagner ce changement de posture par un marketing de la DSI et de ses services, pour accélérer ce changement de posture et poursuivre l’amélioration de l’image de la DSI en interne et en externe. 

How to Make Customer Service Matter Again Part 2 – Brian Solis

“These days, customer service seems to be a contradiction of words and intentions. Year after year, customers are appealing for attention, efficiency and a communicated sense of being appreciated. After all, what is the value of customer acquisition if retention itself isn’t valued? Now with social networks becoming the preferred channel of communication among connected consumers, businesses are losing ground and faith. The reality is that customers will share their experiences whether positive or negative and they will influence the decisions of others. The question is, how are you changing your service model to shape and steer experiences that deliver value to customers and also back to your business?”

tags: socialmedia customerservice customercare socialcrm crm customerexperience customerengagement engagement customer socialcustomer NPS SPS

• On either end, social media and customer service are either established or developing within the organization. While each exist, they do not naturally co-exist in regards to process, systems, vision, or collaborative workstreams.
• Social media essentially exists within its own silo and is largely disconnected from other divisions.
• When a customer tweets at the company with a problem, the social media team is either unqualified to respond or chooses only to focus on those interactions that correspond with their focus or the company’s marketing efforts.
• Businesses must look at creating a holistic experience where customer service extends to social media, providing engagement and resolution at the time and place of the social expression.
• part of the problem has to do with how customer service is measured or valued within the organization today.
• The truth is that the service world has been broken for years because of the emphasis of handle time or calls per hour. Companies do not want to talk to you, and it shows. The fact is most do not want to Tweet with you either. Since they are worried about brand sentiment, they may appease you to shut you up. Sorry, shutting your customer up is not customer service and trying to expedite resolution isn’t a metric for the new world of consumer influence.
• This isn’t about getting away from the customer or simply about solving problems. This is about creating exceptional and shareable experiences! Customer service can contribute to engagement, advocacy, loyalty, and what I call NPS 2.0 aka SPS (Social Promoter Score).
• The result is support, loyalty, and advocacy. Additionally, the result of one simple post resulted in an array of influential press. I guess that says everything about that state of customer service. If businesses ask how to better help customers and press breaks out as a result, well…at least we’re on the right track.
• Fixing customer service is not the goal here. Improving customer service and delivering an integrated experience will not only help customers feel valued, but also establish a competitive advantage. In the end, businesses that invest in customer retention and acquisition to deliver positive experiences, regardless of platform, will strengthen relationships and loyalty and additionally contribute to organic advocacy.

Thoughts on the Real Value of Enterprise Internet

“One thing that stands out for me from this dialog is that business objectives such as cohesive strategies, phased adoptions, and cross-domain political reformation are intersecting with the idea of the “Internet” in the form of cloud computing, Web 2.0 application ecosystems, and mobility. What results is a complex set of patterns — something like an abstract mosaic. “

tags: enterprisesocialsoftware IT value endvalue enablingvalue enablement

• To clarify: End values may sound rather bland or clichéd. Examples include things like cost-effective service delivery, business alignment
• enabling values sound flashy and get a lot of media attention — cloud computing most of all, right now. But cloud is not the “endpoint of a journey” so much as a catalyst. Cloud, Web 2.0, and other Internet-related technologies are helping to transform the role of IT to that of a broker of services rather than a back-office purveyor of technology.
• Optimization is not just about cost; it’s about relevance and value as well.
• The end value of technology always resides outside it — in the human beings who consume it and in what they do with it.
• They are all just tools to allow human beings to move forward more happily and more effectively in their lives and work.

Integrating the Interactions with the Transactions

“I recently read about the Five Top Challenges of Integrating Social Media Data with Business Applications by Elias Terman on the CTOEdge.Now it seems to me that these issues are all, or at least mostly, about how to connect old school enterprise applications of record that deal with transactions and the new school systems of engagement that deal with interactions.”

tags: socialmedia data integration workflow transactions interactions knowledgework

• In today’s developed economies, the significant nuances in employment concern interactions: the searching, monitoring, and coordinating required to manage the exchange of goods and services
• jobs involving the most complex type of interactions—those requiring employees to analyze information, grapple with ambiguity, and solve problems—make up the fastest-growing segment
• these systems that support interactions have to integrated with the systems of record that support transactions
• For enterprise 2.0 to truly be an enterprise operation, it needs to take in the old with the new

People And Culture Are The Biggest Barriers To Digital Transformation

“New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation.”

tags: culture transformation change disruption study capgemini MIT IT

• slick marketers have brainwashed senior execs into thinking that the path to digital transformation is a disruptive, revolutionary path, rather than an evolutionary process.
• If the IT marketing people are to be believed, senior execs need to rip out their existing mission-critical tools like email and documents, and replace them with relatively unproven technologies such as blogs, wikis, and allied next-generation tools.
• This is not digital transformation, but digital disruption, and it only serves to alienate managers and their staff
• In the history of innovation, the “revolutionary” approach often fails, because it doesn’t take the human factor into account.

• In lieu of a rip-and-replace strategy, companies should to take baby steps by building on the tools your organization already ha

• By minimizing the need for workers to change their work habits, while mitigating the financial risk in investing in new and unproven technologies, a fail-safe methodology for embracing the digital transformation can be created
• The psychology of evolutionary change is far more productive than a “rip and replace” approach

People And Culture Are The Biggest Barriers To Digital Transformation | Fast Company

• New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises.  According to the report, people and culture are the biggest barriers to digital transformation.

Le trio infernal

“” Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?”…” Ce sont les process, les indicateurs de performance ( les fameux KPI’s), et les reportings”.”

tags: management kpi process reporting trust ethic

• les entreprises ont perdu le contrôle d’elles-mêmes, surtout celles qu’on appelle les grandes entreprises, les multinationales. Elles ont souvent détruit la confiance qui a assuré le succés initial de la plupart d’entre elles
• Dès lors qu’elles souhaitent substituer à l’initiative, à la bonne volonté ou au sérieux de leurs salariés des processus et des contrôles renforcés, elles font passer un message clair de défiance et tout le monde le comprend ainsi”.
• Et plus il y a de ces contrôles et de ces KPI’s, plus les cadres en profitent pour se créer des zones de liberté.
• pour les acteurs directement concernés, la forme taylorienne du travail est, là encore, trés protectrice du travail.
• En clair, plus l’acteur est incertain, plus il a de pouvoir, et moins on peut lui faire confiance.
• être éthique c’est précisément accepter de réduire l’incertitude de son comportement, en acceptant et en respectant des ” règles du jeu” acceptées par tous.Celles qui fixent ce qui est acceptable, et ce qui ne l’est pas, dans les relations et les comportements
• quand il faudra détricoter les process et systèmes de contrôle qui ont amené l’entreprise dans le mur, ceux qui en seront le plus capables seront précisément ceux qui les ont mis en place, c’est à dire les managers et surtout les consultants. Il est convaincu qu’un nouveau marché s’ouvre, qui promet d’être passionnant, pour les consultants du XXIème siècle qui auront compris le virage

Perceptions on the importance of the cultural background to the adoption strategy

“Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption.”

tags: enterprise2.0 socialbusiness france germany adoption culture bureaucracy knowledge knowledgesharing socialnetworks hierarchy processes businessprocesses coordinatination

• Starting off with Germany – I see the majority of E20 projects based on a strong objective in improving the knowledge sharing in the company.
• This might be explained by the more dezentralized structure of German organizations and the industry in general.
• The key challenges of E20 initiatives in Germany is to convince people of the value of knowledge sharing – as knowledge is also seen as a highly competitive asset of both people and companies. So the success of E20 in a German-based organization lies very much upon the transformation of mindset in regards to the higher value of a knowledge-sharing co-worker. The ROI discussion of these E20 projects are therefore based on the calculation of not sharing and the lost business opportunities of the enterprise.
• In France I see quite a number of E20 projects being built around the social
   networking idea – in order to enhance the organization by the layer of digital interconnection of its peers. The objective is to support adhoc collaboration and coordination along business processes.
• the implementation of the network is at first in order to derive value from the indirect/network effects of being interconnected. This is also related to the strong notion of personal networking within the French economy – especially in the elite networks of bureaucrats and executives
• for more information on the cadre system you might want to study the works of Geert Hofstede