Enterprise 2.0 enables business agility
But the world isn’t like that – it can be risky and unpredictable, and, whilst you do need systems and processes, you need to be able to account for the exceptions – which often happen more often than you think. The irony is, as SOA-type systems handle processes more and more effectively, it means that people have less to do with processes, and therefore get more involved with exceptions. The more processes get standardised the more costly exceptions become as a percentage of operating expense. Customer requirements, supply problems, pricing can move incredibly quickly, and an SOA architecture isn’t going to help you when the problem is not knowing who to call.
From a technology point of view, employees need the social software tools required to resolve exceptions, and to disseminate the tacit knowledge that goes hand in hand with exception handling throughout the enterprise. You need to be able to quickly find the veteran who knows exactly what to do when a particular supplier drops the ball and you need to bypass standard procurement in order to meet a customer’s expectations. Once found, the resolution to that exception needs to be captured in a way that it can be found long after the veteran has retired.
Changement: Pour un salarié adaptable ?
Le monde n’arrête pas de changer. Faut-il être « adaptable » pour y devenir centenaire ? Non. C’est l’organisation de la société qui absorbe la compexité du changement, et qui nous le traduit en un changement qui convienne à notre capacité d’adaptation. Ce faisant elle nous permet une spécialisation accrue. Einstein peut découvrir la relativité sans avoir à se préoccuper des exigences de l’économie.
Notre comportement est piloté par des règles visibles (les lois) ou invisibles (la politesse). Les modifier permet de le transformer sans douleur.
Connectivity Powers Talent: Leveraging Employee Social Networks
According to a recent survey, 83% of workers rate relationships with co-workers as a critical reason for joining and staying with their employer, and alternatively, one in four people quit a job due to feelings of isolation. Organizations that provide talent with tools to connect, build and manage their personal and professional networks, bond people to each other and to the organization. Moreover, organizations that offer employee social networking have an edge in attracting talent who thrives on these tools to exchange knowledge and ideas.
Social Networking in the Workplace – Not Evil Just Needs to be Managed
The thing is, if people want to waste time at work:
(a) they don’t need a computer,
(b) it is a management issue, and
(c) it says something important about the individual concerned and their relationship with that particular workplace.
Strangely enough there is a phone on every desk in offices nowadays and we tend to use them responsibly. Where individuals are irresponsible in using the telephone the managers counsel or fire the recalcitrant. The majority of us make the odd personal phone call.