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“. Everybody knows there are downsides to management-as-usual, but are they any alternatives? We can dream about organizations where employees eagerly challenge their superiors, where honesty trumps deference and where the pyramid has been turned upside down€”but then again, we can also dream about world peace and cold fusion.”
€“ Transparent Financial Data. Vineet realized it’s hard to feel empowered if your manager has a lot of data you don’t. With this in mind, HCLT’s IT team created a simple widget that gave every employee a detailed set of financial metrics for their own team and other teams across the company.
€“ U&I. Early on, Vineet and his leadership team set up an online forum and encouraged employees to ask tough questions and offer honest feedback. Nothing was censored on the “U&I” site; every post, however virulent, was displayed for the entire company to see
€“ Service Level Agreements. Powerful corporate departments, like HR and finance, often seem more interested in enforcing blanket policies than in making life easier for employees. When Vineet would ask front line employees, “What have the enabling functions done to help you create value in the value zone?”
Today, HCLT employees are able to rate the performance of any manager whose decisions impact their work lives, and to do so anonymously. These ratings are published online and can be viewed by anyone who has submitted a review.
As the CEO, Vineet was being asked to weigh in on hundreds of unit-level plans each year. Recognizing the limits to his time and personal expertise, Vineet challenged his colleagues to develop an online, peer-based evaluation process. The solution: MyBlueprint. In 2009, three hundred managers posted their business plans, or “blueprints,” online. Each document was accompanied by an audio presentation. More than 8,000 employees were then invited to jump in and review the plans
€“ Employee First Councils. The goal here was to help employees connect with team members who shared similar interests and passions. Supported by a web-based platform, the new initiative rapidly spawned a host of communities around cultural, recreational and job-related issues
Three years after launching this concept, 20% of HCLT’s revenue is coming from initiatives launched in these communities of interest.”
“We all believe that democracies are good and totalitarian systems are bad, and yet we tolerate dictatorships within our companies, even though the people at the top don’t have enough information to know what needs to be done. At HCLT, we have been trying to democratize our company.”
Employee engagement is more than just the current HR ‘buzzword’; it is essential. In order for organizations to meet and surpass organizational objectives, employees must be engaged. Research has proven that wholly engaged employees exhibit,
§ Higher self-motivation.
§ Confidence to express new ideas.
§ Higher productivity.
§ Higher levels of customer approval and service quality.
§ Organizational loyalty; less employee turnover.
§ Lower absenteeism.”
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“But today, a lot of process occurs inside of people’s heads, their computers and networks of computers spread across a building or across the globe. This kind of process can be harder to see and measure. The information gap begins from the initial investment, which is generally not tracked, all the way through to the end result. This lack of information keeps process off the radar of many critical stakeholders from Boards of Directors to investors and even, sometimes, a management team. Many knowledge processes, therefore, are done on an ad hoc basis with people reinventing the wheel every day, day after day, year after year.”
It is important to note that knowledge processes and physical production processes are intersecting with greater frequency. This is because many of the marginal gains from manufacturing are now coming through automation of information or through adjustments to a process designed by employees who work on it.
Why do we call process a “superpower?” Because it is the most scalable forms of knowledge capital. Anytime that you capture the “best practices” of your organization in an automated process, you are making every employee smarter when they come to work in the morning. They do not have to think about how to solve the simple problems€”because the solution is already built into the system
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“The reality, however, is that most organizations today have more than one chain of command, and to be successful you need to navigate between them. “
The first type is the professional multiarchy in which different professional groups have parallel hierarchies with little or no connection at the top of the organization.
The second type of multiarchy is the matrix, which is present to some degree in most businesses. The matrix is a crisscross of business units and functions (portrayed as verticals and horizontals).
The third type of multiarchy is the temporary project team. In these situations people are “loaned” from their home organization and report to a project manager for a period of time
“Relativement discrets en 2009, les réseaux sociaux internes explosent dans les organisations publiques et privées. Bouygues, le CEA, Danone, Veolia Environnement ou encore Ubisoft débordent de projets. “
Social BPM: Business Process Management Enters the 21st Century
“Understand what capabilities you need: “Provide a scorecard€¦ look at the interaction that need to be supported€¦ Look at the types of processes supported€¦ Review personalities in your organization.”
Assess what capabilities you already have: “Look at the skills in your organization€¦ Make sure you put governance around BPM. You want to provide the framework, best practices and guidance.”
Identify the steps to get started with social BPM: “Don’t try to roll out social everybody, but look at where to start€¦. Look at your first project, look at the results, and expand social throughout the enterprise.
Look at your environment and how you can embrace social: “It may not be all of the patterns, but look at the pattern and identify the one that makes sense for you.”
Educate the business: “The biggest challenge we see with social BPM, is the term social isn’t necessarily a business process-oriented term. At the end of the day, all of your processes will be impacted buy some way by social. We need to start looking at how the two worlds come together.””
Quel(e) DRH 2.0 êtes vous / avez vous ? <span class=”“> –
“Un peu pour le fun mais pas seulement cette petite matrice de positionnement (j’en ai d’autres en magasin€¦). Chaque projet RH 2.0 a son contexte et l’influence du DRH est majeure. Il conviendra de prendre en compte sa “position” pour adapter sur le fond et la forme son ambition et surtout son approche.”
The Rise of Composite Content Platforms – Contentation Re-considered <span class=”“> –
“The convergence of content stores, portal frameworks, combined with powerful context-aware publishing systems and social interactions, is pushing traditional ECM, WCM, Portal, and E2.0 vendors to rely upon a new generation of integrated “Composite Content Platforms” (also called “Content€“enabled Enterprise Portals” or “Content Application Servers”).”
8. Social and Collaboration Services
One of the recent goals of any composite content platforms is to let developers rapidly socialize their applications. Most so-called E2.0 software employ a top-down approach focused on the added value of adopting an enterprise social network that mimic Facebook rather than promoting the integration of social as a service.
Trend #1: The cloud as your main distributed content and data store
Trend #2: Distributed RESTful Services
The ever-growing Internet bandwidth, improved security on cloud computing, together with the generalization of distributed RESTful APIs, should lead more and more software vendors to focus on specific niches and offer specialized services on the cloud which could be easily integrated back into your custom solutions.
Trend #3: Rapid assembly of content-rich applications
Posted from . The rest of my are here.