Bookmarks du 02/04/2009

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  • The very nature of work is changing. It is . . .

    tags: projects, work, communities, talent, ondemand, global, local, golocal, experimentation, innovation, collaboration, management

    • Project driven . . . based on roles not jobs.
    • Community based . . . the active use of collaboration tools to share information, create relationships, develop insights or create product is the work itself. 
    • On demand . . . the style of work is €˜bursty’ meaning its discontinuous and done when required by the work not necessarily during €˜work hours.’
    • Golocal” . . . requires that we simultaneously take a global and local approach
      • To enable these organizational capabilities, organizations are embracing new competencies like . . .

      • Agile experimentation for innovation. This means using shorter development cycles with fast feedback enabling an organization to rapidly accelerate when the experiment is successful.
      • Or Collaboration which takes on new meaning.  This means developing networks and building alliances across boundaries.  It’s about routinely contributing to and drawing from others to inform, influence, create and leverage ideas and services. 
      • Or management competencies that emphasize the ability to engage talent flexibly with well supported processes for developing and maintaining an €˜on-demand pipeline.’
  • So you finally convinced your organization to get on the social media rocket€¦ but what about all of those questions? What happens when an executive posts photos of the corporate party on Facebook or the mailroom guy loads a video of the entire office on YouTube? No worry€¦ everyone has to have a policy.

    To help narrow in on the questions and problems everyone has when dealing with a new communication channel, I’ve collected fifteen great resources:

    tags: policies, socialmedia

  • Indépendamment de ces pratiques contestées, un grand nombre des meilleures leçons managériales de Welch n’ont rien perdu de leur validité (instaurer une culture de l’apprentissage permanent, bannir l’arrogance, disposer d’une organisation ouverte€¦).

    De l’aveu même de l’auteur, d’autres méritent cependant un dépoussiérage. Ou, à  tout le moins un addendum, dû à  la montée en puissance d’un environnement et d’une culture de plus en plus globale.

    tags: jackwelch, GE, management, experiment, example, examplarynature, excitation

    • Ainsi, l’un des quatre “E” du leadership, vaut aujourd’hui davantage pour Empathie. L’environnement est international et hétérogène. La capacité de comprendre, de se mettre dans la peau et, surtout, dans la culture de l’autre est donc, désormais, devenue une valeur prioritaire,
    • Le second “E” vaudrait pour Expérimental. Dans le passé, des entreprises cantonnait leur programme d’innovation à  un étage du quartier général, confiant leur avenir à  quelques génies et attendant un “Eureka” un jour ou l’autre dans les couloirs. Ce mode ne vaut plus aujourd’hui. Innover implique une bien plus grande prise de risque
    • Le troisième “E” vaut pour Exemple. Le comportement des managers vaut mieux que la théorie à  l’heure où les entreprises tentent d’instaurer un complet de valeurs communes
    • Le dernier “E” de la  boîte à  outil managériale mise à  jour de Jack Welch vaut pour Excitation, dans le sens de passion. Dans un environnement économique en perpétuelle mouvement et évolution, la passion fera, plus qu’hier encore, la différence.
  • I offered seven rules that appear to help explain how (some) developing world innovation proceeds:

    1. Innovation (often) comes from constraint. If you’ve got very few resources, you’re forced to be very creative in using and reusing them.
    2. Don’t fight culture. If people cook by stirring their stews, they’re not going to use a solar oven, no matter what you do to market it. Make them a better stove instead.
    3. Embrace market mechanisms. Giving stuff away rarely works as well as selling it.
    4. Innovate on existing platforms. We’ve got bicycles and mobile phones in Africa, plus lots of metal to weld. Innovate using that stuff, rather than bringing in completely new tech.
    5. Problems are not always obvious from afar. You really have to live for a while in a society where no one has currency larger than a $1 bill to understand the importance of money via mobile phones.
    6. What you have matters more than what you lack. If you’ve got a bicycle, consider what you can build based on that, rather than worrying about not having a car, a truck, a metal shop.
    7. Infrastructure can beget infrastructure. By building mobile phone infrastructure, we may be building power infrastructure for Africa — see my writings on incremental infrastructure.)

    tags: innovation, constraints, culture, developingworld

    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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