The most successful companies are those that think jointly technological change, work design and the changes in internal social relationships.” Antoine Riboud.
Illustration from the book “The Golden Rules for Success“.
Thanks to Thierry d’Auzers for this excellent book, the rights of use and Dimitri Tolstoï for the pictures.
Offer yourself The Golden rules for Success.
Browse the previously published pictures of the week.
As I wrote in a previous post, all the required conditions are gathered for serious things to begin. Most of times, when a new phenomenon emerges, it goes through the following steps : ecstasy and disorganised intiatives even if brings no benefits, rejection because nothing good has been done at the previous step and then wise and efficient use.
Knowing that one of the economic downturn positive effect, in an enterprise 2.0 perspective, is that it means the end of the first step and will dramatically reduce the length of the second one. As a matter of mact, as I wrote here, companies will have to focus on efficiency and business and do what’s needed regardless to how it’s called.
Maybe some people will found it disappointing but I’ve always noticed that the more interesting contributions on enterprise 2.0 were not from the 2.0 world but from business, organization, management or HR professionals, although there are some excpetions. Nothing but logic because, by definition, the ones are trying to find a room for tools where the others try to improve the way organizations work and, one day, consider some tools may be useful to support their approach. Happily, both always meet at the end.
Now, where is all the stuff bringing us ?
Companies know their performance depends more and more on their ability to use information. But information that’s not harnessed can’t be used.
There are two kinds of information : company generated information that’s harnessed (even if people within the organization don’t know where to find it), and employee generated information that remains informal and is only known from its owner and some few people around him, because it’s not harnessed at the organization scale.
Harnessing this informal information is one of enterprises 2.0′s purposes. As said in this Gartner’s post, this kind of information exists and is available as flows, contrary to what people used to know, that is more about stocks. That’s quite destabilizing because the liquidity of this information, the fact it’s owned by employees, and the fact that employees share it and make it available for the whole organization only if they want is the exact opposite of everything that’s been known till then. [Read more...]
As usual it comes from McKinsey and can be downloaded here.
It’s about distributed innovation, transforming information into business, taking benefits from human interaction, turning customers into partners… enterprise 2.0 without the name.
In the “let’s make 2.0 a performance oriented tool instead of a nice concept”, some more ideas.
What are enteprise 2.0 specialists biggest challenges ? Overriding fear and have the tools adopted in order to demonstrate their added value.
Because by dint of hearig about agility, informal, off project spontaneous connexions between individuals, decision makers realize than, even if the concept seduces them and if they think it will lead to gains, it’s something that has nothing to do with the organization they’ve known for ages. Hence the conclusion : it’s the reverse so it’s the opposite…so it’s risky…so I’m affraid. In the following paragraphs we’ll see it’s rather about complémentarity and that [Read more...]
(But the opinions expressed in this blog are only my own)
You can find the "original" french version of this blog here
