Bookmarks du 01/10/2009

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  • Additionally, organizations are finding out the 1% contribution rates of most Web 2.0 deployments is not enough to drive business value with a smaller enterprise. Businesses needed to have 20-30% engagement rates in order to show the return on investment required in this economic environment.

    tags: socialmedia, enterprise2.0, adoption, adoptionrates, contribution, socialsoftware, enterprisesocialnetworking, communities

    • One idea that is emerging and getting traction is the idea of utilizing social software technologies in a controlled and secure environment. Some researchers classify this as a closed collaboration model versus an open one. Instead of having the application open to the entire organization, groups are finding value with a predefined customer base.
  • There are four V’s that should be kept in focus as Enterprise 2.0 becomes more of a reality in 2009, according to Mike Gotta:

    1. the volume of information is growing exponentially,
    2. the velocity of business is increasing,
    3. the virtualization of the workplace continues
    4. the variability of roles an employee may be expected to take on will become more diverse

    tags: enterprise2.0, volume, virtualization, velocity, variability, collaboration, organization, jobdescription, humanresources

  • First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.

    The bad news? Very few of those companies are executing that strategy successfully.

    tags: talent, talentmanagement, accountability, strategy, humanresources

    • In his work with corporate leaders and companies, Robinson has found several repeating themes as to why talent-management processes are not adhered to and strategies are not executed.

      Among them:

      a) Not enough time.

      b) Compensation systems that do not incent managers to develop people.

      c) CEOs rarely model behavior consistent with talent-management strategies.

      d) Inadequate funding for talent-management execution.

    • For HR leaders aiming to beef up execution of talent-management strategies, Campbell of Hewitt suggests focusing on three steps.

      1. Determine the most critical areas of the business to support. Ask what aspects of talent management are most closely aligned with the company’s top business priorities.

      2. Position HR to be the internal experts on talent management. Present the HR department as a professional consulting team, equipped to provide guidance to managers and insights to company leaders.

      3. Measure the results. Use predictive analytics and metrics to determine if talent-management initiatives are being implemented and are effective.

  • While 20% of the value proposition of social technology lies within the technology the greater influence lies in relational value attributes and processes of the people and company’s that use it to produce something of value. Who truly understands the dynamics and impact of social technology on business relations, marketing, sales, operations etc. etc..?

    tags: enteprise2.0, value, socialmedia, software, changemanagement, measurement, processes

  • And having just posted on Gary Hamel’s latest thinking, I was particularly interested to see the article by Hamel’s previous co-author, CK Prahalad, which comes to some fairly similar conclusions as Hamel.

    tags: humancapital, socialcapital, humannetwork

    • Purpose:

      « The first task is to build an intellectual agenda.  It must be at least intellectually challenging, and appeal to your emotions, either to your nationalistic identify or to your sense of what is good for humanity. »

    • Human capital:

      « Resources can no longer be contained within the firm.  So resources – talent or materials – must be available globally.  Second, access, not ownership, is important.  That means you may not directly employ any of this talent. »

    • Social capital:

      « The capacity to work together towards common tasks on a programmatic basis.  Business consultants know this instinctively.  You don’t assign people to the same job; every consulting project gets a different team.  The real issue is, How do you pick the right people for a specific project?  How do you integrate into the team rapidly so that the frictional losses in becoming and operating as a team are low? »

  • The bomb that has blown up the heart of the world’s financial system was not primarily financial. It’s true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.

    tags: downturn, management, management2.0, garyhamel, peterdrucker, crisis, creativity, efficiency, trust, performance, performancemanagement

    • This is the challenge for Management 2.0: reorienting management from
      compliance to creativity, from flogging efficiencies out of existing
      resources to generating new ones, from zero-sum to positive-sum by
      recognising, as Hamel says, the commonsense proposition that in the long
      term the corporation can only prosper if employees, suppliers, the
      community and indeed the planet do too.
    • First, many of the ‘grand challenges’ put forward in the discussions –
      the need for companies to articulate a purpose beyond making money (a
      conference near-consensus), distributed leadership and strategy- making,
      the fostering of community and citizenship, building trust – are not new
      at all. It’s more that they have been driven to the periphery of
      management concerns by the treadmill of Management 1.0.
    • There are
      plenty of others. The granddaddy of Management 2.0 firms is Toyota, the
      exactly reversed image of GM: employing market pull rather than
      marketing push, economies of scope rather than scale, putting workers
      rather than computers in control of the work.
    • What do such companies have in common? First, incorporation of broader
      societal concerns.
    • Second, they have a determination to make their own rules.
    • Third, governance for them is based on strong internal values rather
      than an external rulebook.
    • Fourth is trust – an abused word, but without which no lasting
      relationship is possible.
    • Finally, there’s a preference for intrinsic reward – the work itself –
      over extrinsic reward.
    • This list is not exclusive: finding ways to break the dead hand of
      conventional budgeting and performance management is high on the
      Management 2.0 agenda.
  • Intéressante base de départ proposée par Forrester€¦ la formule de calcul à  la fin un peu moins 😉

    tags: forrester, communities, enterprise2.0, internalcommunities, ROI, calculation, costs, benefits

Posted from Diigo. The rest of my favorite links are here.

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Bertrand DUPERRINhttps://www.duperrin.com
Head of Employee and Client Experience @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.
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