Bookmarks du 04/25/2009

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  • Cette présentation de Knowledge infusion insiste avant tout sur les changements de pratiques et de cultures liés à  la mise en place d’une entreprise 2.0, que ce soit pour les SI, le business model ou la gestion des ressources humaines. Cette démarche en réseau impact aussi la relation client. On va trouver une ouverture plus importante de la part de l’entreprise. Ainsi les clients vont proposer des solutions, des innovations et accompagner ces évolutions. Ce qui réduit grandement les coûts de R&D, marketing, service après-vente…

    tags: talentmanagement, enterprise2.0, humanresources, networks, hierarchy

  • You seem to have nailed the technical aspects down but you‚¬„¢re missing or ignoring the most important aspects of this change. My business imperatives are simple: globalization, information management, innovation, speed, ROI, cost transformation, and survival. So when you come to my leader‚¬„¢s office, please be prepared to answer a few questions:

    * How can I integrate these tools within my environment and address my imperatives?
    * What do I need to do for my people? Training? Education? Transformation?
    * What services can be added to the tools to serve my business needs?
    * What solutions can you bring to table to have an immediate impact to my productivity?
    * How do I convince my business managers to replace their current processes with you?
    * How can I measure success and how will I know that I am heading down the right path?
    * What patterns, templates, and success stories do you have to show me?

    I have an enterprise full of people that claim to understand Web 2.0. What I need from you is the implication of 2.0 to my business model. My door is wide open and I am waiting for you,

    tags: enterprise2.0, implementation, management, information, ROI, innovation, web2.0

  • I drew on the core ideas in our Implementing Enterprise 2.0 report and framework (as above). Enterprise 2.0 is ultimately far more about organizational change than technology, though it happens to be driven by web technologies. As such much of my focus today is on how to change organizations, to literally create the next version of the enterprise. Far more details on how to put the ideas below into practice are in the Implementing Enterprise 2.0 report.

    My list got an extremely positive response from the audience, so I thought I’d share it here.

    tags: enterprise2.0, implementation, vision, bestpractices, pilots, change, changemanagement, organizationalchange

  • It’s time to get back to the basics. If you aren’t questioning every rule and your role as overprotective and overbearing HR parent, then you’re doing it wrong. Let the kids do what they know how to do. Take away the silly rules and you’ll find out they know how to do it right themselves already.

    tags: humanressources, rules, organization

  • “We like to think that people in our [firm] are more than their job title describes, we all have many talents, and we all have many needs to draw on each others talent. This is what we call ‘social productivity.”

    tags: talent, talentmanagement, socialproductivity, jobdescription, humanresources, productivity, Enterprise2.0

    • “What proportion of your talent, ideas and experience are used in your job?
      What percentage of your intellectual capital do you use?
      The survey results came back with the response that 70 percent of staff felt that only 15 to 20 percent of their intellectual capital was being used.
    • The rear view mirror no longer reflects the future. Workers need to be able to assess new situations, learn in real time, and improvise solutions.
    • n our practice we are seeing the current economy accelerate profound changes in the fundamental structure and operating principles of organizations. These changes are challenging people to behave in different ways . . . requiring new capabilities.
    • Social computing is a coping mechanism and enterprise 2.0 is what one day may eventually result.
    • Many of us are transitioning away from job to roles based on work for some portion of our organization. This is an important paradigm shift for leaders €“ ownership for talent is shared. Talent needs to be flexibly deployed against the areas of highest value for the organization.”

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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