J’ai été invité récemment, par l’Institut Cohérence (fondée par le chercheur Roger Nifle) et l’Université de Prospective Humaine, à une journée de conférence-débat dédiée à la présentation d’un nouveau concept de Roger Nifle : la Socio-Performance.
Comme le dit lui-même son concepteur, le terme est nouveau, mais il recouvre un ensemble de principes qui existaient déjà . Reste que le concept est intéressant, en particulier pour ce qui m’intéresse ici (mais aussi pour pas mal d’autres cas), pour faciliter l’accompagnement de la mise en place de communautés via les réseaux sociaux d’entreprise.
– L’absence de Sens est souvent remplacée par une surcharge de représentations : Lois, Discours, Normes, Modèles,…
L’Entreprise a ses Valeurs (identifiées ou pas). Paradoxalement, les collaborateurs sont parfois évalués individuellement par rapport à un système de valeurs
différent de celui de l’entreprise, et différent de celui de sa communauté (probablement encore plus ignoré que celui de l’Entreprise). Pour assurer l’alignement des collaborateurs et la
performance de l’organisation, le système de valeur de l’Entreprise doit donc être consciemment décliné sur les communautés qui composent l’entreprise, puis sur les collaborateurs. Ignorer les
valeurs des uns ou des autres ne peut être que néfaste.
What Enables Us? | Socialutions
Enablement can refer to any approach which provides means or opportunity. Means refers to unique methods that empower people and businesses to pursue and capture unique opportunities.
Unique methods are new processes that differ from traditional methods. In fact unique methods may be the total opposite of traditional methods and there lies the power of enablement.
When people use the word enablement it typically implies a new approach to accomplishing something or solving an existing problem. People and businesses are enabled by technology to create new methods or processes aimed at solving old problems or creating brand new value opportunities.
Enablement is not technology by itself rather it is allowing people to think what can be done with technology. When you combined human behavior with social technology you expand the creative forces of human desire for opportunity and you enable people with the means to capture said opportunities.
RIP: ROI :: Blog :: Headshift
Because traditional financial accounting measures like ROI give misleading signals about continuous improvement and innovation, more integrated approaches to performance measurement are needed. An obvious candidate here is Kaplan & Norton’s Balanced Scorecard (BSC), which assess performance from the perspectives of (i) staff development/learning (ii) internal processes (iii) customer service and satisfaction and (iv) financial effectiveness, efficiency and cash flow.
Gensler Survey Measures Connection Between Workplace Design and Business Performance | Dexigner
Companies providing workplaces that are more effective for knowledge work are seeing higher levels of employee engagement, brand equity, and profit, with profit growth up to 14 percentage points greater than those with less effective work environments.
Our research indicates that if organizations provide work settings that support today’s dynamic ways of working, they can reduce real estate and improve their company’s performance at the same time – they can do more with less. »
Veni Vidi Luxi » Beyond Enterprise 2.0 ROI, evaluation and management of knowledge in the workplace
Excellent, but that is only one part of the job. Now, the prestige we are seeking manifests itself in measurement. Too often social software enthusiasts and evangelists overlook this fundamental aspect (knowingly or otherwise). Where the mindset is fixated on measurement = financial, responsibility will commonly be considered to fall at the feet of management accountants. This is exacerbated because (well before it got momentum behind the firewall) there was a perception that social software is a web thing developed by web people, which puts it outside the remit of €˜accountants’.
Measurement is the translation of an operational function into an economic reality that facilitates monitoring of activities and benchmarking of performance between organisations (and their offerings). That enables businesses to attract and/or inform shareholders who ultimately capitalise the visions and goals outlined in a strategic plan.
Some people may be reluctant to that as they consider reporting a ‘sacred cow’. In fact, the measurement of activity divides into contractual and non-contractual measures. Contractual elements are compulsory and objectives as defined a priori, negotiated and accepted: they are normed. This type of measures is used for both internal and external purposes. Non-contractual elements are desirable and subjective (as consensus is specific to the organisation). This type of measure is used for internal purpose, principally for driving the activity.
2. Insertion into official reporting procedures. Some of the metrics I have mentioned below are already used in organisation. But the drawback is the adherence to local reporting. What is required here is the extension of those analytics to organisational reporting. Failure to make this extension into reports that fuel senior management decision making, will at best see the maintenance of the status quo or at worse regression and oversight of key operational issues. That is my experience gained whilst I designed, implemented and managed a sales reporting process in a multinational (world-leading) company. One way to relate knowledge-related analytics (i.e. to enrich organisation-wide reporting) is via the Balanced Score Car
Organizations’ evolution towards “networks and community” centered organization will be accelerated through the crisis. Corporations will have to create more transversal elements within the organization. We generally speak about a talent marketplace, a knowledge marketplace and a community/networks marketplace. This new NCM Network Centric Management will prove a competitive advantage (or a disadvantage for the others) during the crisis.