Bookmarks du 01/16/2009

  • tags: communities, piloting, virality, teams, groups, adoption

    • Business Unit Team
    • Special Interest Group
    • Event
    • Fix a process or Fix a problem
    • I’m thinking for communities to self propel, you need:
      – bottom-up creation
      – simple design (hardly no training, only quick reference guides and a FAQ)
      – a few guides on community theory and practice (facilitating, structure and tips)
      – promote task types of communities on the homepage, and (don’t promote business unit type communities)
    • Pilot groups
  • Enterprise 2.0 is not something you can sell by itself. Its like if you sell ice-cream, you have to give a cone/cup to hold the ice-cream. Therefore Enterprise 2.0 is like the cone/cup and other systems like Enterprise Content Management, Information Management, Enterprise Search and Business Intelligence is like the ice-cream. If you are wondering why I say Enterprise 2.0 is like the cone/cup and not the ice-cream, its because, Enterprise 2.0 is not the key technology but the key attitude. Its a culture and belief that supports the organisation to achieve their goals.

    tags: enterprise2.0, sales, consulting

  • Will these new roles suit the times? I think perhaps they will. Bill Strauss and Neil Howe, coauthors of Generations, posit that each generation makes a unique bequest to those that follow — and generally seeks to correct the excesses of the previous generation. They argue that the Boomer excess is ideology — and that the Generation X reaction to that excess involves an emphasis on pragmatism and effectiveness.

    This generational priority will give X’ers a strong advantage in remaking organizations to reflect twenty-first-century realities: the need for transparency, accountability, real-time performance, lack of ideology, top-of-market effectiveness, and cash value.

    tags: generationx, generationy, generations, management

  • Whereas, existing organisational teams wanting to form a community are a bit harder as the team already has a structure and dynamic, instead of it being born in the community.
    They like having order and one community being the definitive hub for a topic, but the problem is that this community is too big, and people don’t always feel comfortable participating in such a big circle.

    Smaller communities are better as people trust their peers and feel confident to participate, plus they have a similar shared context, so community activity is to your calibre€¦soon it becomes your favourite coffee shop to hang out and talk with your favourites friends about your favourite topic.

    tags: communities, structure, participation, creation

    • 1. Usually the lead wants to build a community for their people (a one stop shop of conversations and documents for their business unit). So we build a community for hundreds of people, and structure it by region or topic or sub-teams etc.
    • 2. Another idea, much to the chagrin of the lead, is to have many communities, as now there will be more places to visit to find information, but that’s OK because we can perhaps aggregate or be able to batch communities together and search multiple communities in one go.
    • If the software is really well designed you don’t need a manual, and therefore you can go with a bottom-up approach where people can create communities.
    • Even if you do everything right, participation may still be lower than you would like. This is when the community leader needs to use techniques such as getting some regular bloggers, and sitting down with them and helping them post, for a month or so, till they gain traction.
  • What really disturbs surviving employees about downsizings is that they cannot control or rationalize the events. If I have a co-worker who frequently arrives late and does low quality work, I can rationalize her layoff by saying to myself, “She didn’t carry her weight and deserved to be let go.” If, instead, my co-worker seems to work as hard and as well as I do and then, through no fault of her own, happens to be the victim of a “reduction in force,” I cannot rationalize that. More important, I fear that I cannot control my situation: in the first scenario, I have a sense of control over my fate by continuing to do high-quality work. In the second scenario, working hard or working well doesn’t seem to help me retain my job.

    tags: crisi, downturn, downsizing, organization, performance, fear, management, control, pressure, risk, creativity, generationy, generationme

    • : If six people are left covering the work of 10, no one has time to think up new and better approaches to work. Invariably, people work harder and not smarter after a downsizing.
    • Adding to the problem is that people take fewer risks and become less creative. Creativity requires trial and error, and no one knows what happens to those who experiment with a new approach and then fail
    • The Generation Me workers are amending some of their beliefs; some recent surveys show they are suddenly paying more attention to job security, for example. But their other traits €” including overconfidence and entitlement €”
    • Anxiety affects people’s memories and ability to concentrate. They forget names of people or forget what they need to do. They often don’t process information well, and have trouble understanding and following instructions.
  • N’est-ce pas le principe même de l’équipe : chacun y fait ce qu’il aime le mieux faire, et profite de ce qu’il serait incapable d’obtenir seul ?

    tags: microsoft, IDEES, startup, teamwork

  • To what extent does your company facilitate social networking between employees split by geographical or organisational distance, or with (existing or potential) clients and business partners? What’s the value of this social capital to the company (i.e. the connections within and between social networks as well as connections among individuals). How does it change the nature of opportunities and constraints each person faces, and the flow-on effects to the team and company as a whole?

    IBM recently published its research surrounding Beehive (an experimental internal platform designed to blur the boundaries of work and home, professional and personal, and business and fun). The report provides empirical evidence of the power of nurturing social capital in the enterprise.
    IBM Social Networking Research.pdf

    tags: ibm, beehive, socialnetworks, socialcapital, socialnetworking, adoption

    • And finally, the more intensely someone uses Beehive (meaning more frequent visits and stronger associations with the community on the site) the higher they report their social capital is, across all measures. They have closer bonds to their network, they have a greater willingness to contribute to the company, they have a greater interest in connecting globally, have greater access to new people, and a greater ability to access expertise.”
    • As with any change initiative, building the right adoption models are equally important as building the right architectural/technical models.

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

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.
Head of Employee and Client Experience @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.
1,781FansJ'aime
1,266SuiveursSuivre
92AbonnésS'abonner

Articles récents