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Workaholism May Be Killing You <span class= »« > – Annotated
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« LIO.plaza densifie les rapports humains au sein de Lyonnaise des Eaux <span class= »« > – Annotated
« Créer de l’intelligence collective ainsi que du lien entre les individus, tel est l’objectif de LIO.plaza, le réseau social interne de Lyonnaise des Eaux, filiale du groupe Suez Environnement, mis en place à l’été 2009. Un réseau qui veut s’ouvrir au plus grand nombre ainsi qu’à l’externe, comme nous l’explique Frédéric Charles, responsable de la stratégie et de la gouvernance informatique de Lyonnaise des Eaux. »
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Nous comptons, au total, 900 personnes dans le réseau, tout cela sans grande opération de communication, mais par buzz interne. 100 000 pages ont été vues en 10 mois, ce qui représente de 40% à 50% du trafic intranet.
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Il n’y a pas de concurrence entre les deux mais bien complémentarité puisque LIO.plaza trouve sa place au sein de l’intranet LIO en tant que place des communautés.
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Conclusion : une communauté, dont le nombre de membres est inférieur à 100 est difficile à faire vivre. La masse critique peut être un frein.
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Premier point : dès le départ du projet, la priorité doit porter sur le développement de la collaboration entre salariés de différentes divisions ou entités.
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The myth of the inevitability of social organisations <span class= »« > – Annotated
« The tools, technologies, and methods we deploy in business are used as they cause the business (the asset) to perform better: bottom line down or top line up, simple stuff. This seems to have been forgotten. Some of the newer tools €“ such as social business design €“ can add value in this content, but they are only tools. If they make sense and add value, then they will be adopted. If not, then they will wither and die. For many companies, it looks like they will only provide marginal utility. »
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many marketing machines and practitioners have forgotten that for these tools to be adopted they need to add value, and that it’s hard for them to add value in the command-and-control structures that exist in most companies.
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They’re focused on managing that central asset and there is currently no proof that these new techniques can do that any better than existing practices. As Dennis pointed out, the kinds of management structures to use these new tool in this context don’t currently exist.
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Unfortunately the pundits are assuming that a few exceptional companies and individuals represent something the general business community should adopt as is. They are also mistakenly assuming that the claimed benefits €“ such as “improved communication and customer engagement” €“ requires us to deploy their favourite technology, tool or methodology.
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So finally, and fourth, for mass adoption across the entire business community we must acknowledge that the foundation of many companies’ business models needs to change if these new tools are to add value
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All the rules and regulation needs to be rewritten for this to happen. (Note to self: buy shares in accounting firms.)
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This would be world where all costs are operationalized, and our businesses look more like World of Warcraft than the hierarchal command-and-control structures of old. You, as an organisation, will be measured on the strength of your organisation’s social graph. Social business design will be the first port of call when designing your new business, rather than the last.
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The True Way To Measure E2.0 ROI <span class= »« > – Annotated
As Enterprise 2.0 continues to evolve, the one question that continues to go unanswered is how to measure ROI.
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If you can’t sell more, buy less, or fire somebody, you’re not getting real ROI.
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Enterprise 2.0 has been around long enough that we should be able to detect its impact, much like astronomers can detect the presence of extrasolar planets by observing their gravitational effects.
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We can examine the financial results for these companies, and compare before and after. If the recent economic crisis makes such temporal comparisons difficult, we can compare E2.0 adopters with comparable companies that didn’t try the tools.
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Heretical Thinking: Enterprise 2.0 is Dead <span class= »« > – Annotated
« After reading Dennis Howlett’s piece, “Enterprise 2.0 is beyond a crock. It’s dead,” and Andrew McAfee’s counterpoint, “Social Business is Past Retirement Age,” I found myself in the surprising position of agreeing with Dennis that E2.0 is dead. I’m not suprised because of any issue with Dennis, I’ve been reading and enjoying his work for years, but rather because I would’ve expected to come out more on the side of E2.0 idealists. After all, I was very recently involved in a closely related space called Social CRM, and I’m supposed to be a card-carrying “Social Guy.” Dennis has never made a secret of his skepticism.
Where’s The Beef?Where’s The Beef?
Here is my problem: the Business Social Scene has rolled forward under the banner of the Consumerization of IT and not much else. That’s a polite way of saying they’ve copied everything they can from Facebook, Twitter, and online BBS systems, without adding much innovation of their own. They’ve made it possible to visit the water cooler without leaving your desk, but that’s hardly an excuse for big ROI payoff. »
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There is also another disturbing tendency, and this is where Howlett’s piece really resonates and Andrew McAfee lets us down as an academic: it’s gotten to be all about faith and marketing. When it comes to ROI, “Where’s the Beef?” Discussions of ROI quickly turn circular: You can’t get the ROI until everyone is participating, but once they are, we’re sure the ROI will be huge. Dennis’ point is that in the end of the day, it’s all down to the people and their culture. If you have a company with a culture that’s capable of embracing E2.0, you may get some value from it. If not, fuggedhaboutit.
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We’re staring at the chasm and wondering how to get across. You can’t cross the chasm with a hope and a prayer. The folks who live on the other side of the chasm are not Early Adopters. They don’t worship every new shiny thing. They are more practical and pragmatic people who insist on an ROI. Chris Yeh puts the mindset of these later adopters in a blunt but accurate fashion:
If you can’t sell more, buy less, or fire somebody, you’re not getting real ROI.
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The fundamental problem with the UX for these products is they start from the assumption that Generic Social is the Goal. It ain’t the case. Solving a real Business Problem and Delivering an ROI is the Goal.
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Enterprise 2.0 Schism <span class= »« > – Annotated
« I have to confess that I’ve enjoyed watching recent rounds of Enterprise 2.0 discussion and mud wrestling. The fact that so many people enjoy debating definitions, values, doctrinal principals – even the existence of Enterprise 2.0 – makes me think that E2.0 might best be framed as a religious debate. With that in mind, I’d like to introduce a new and exciting element: schism.
I hereby declare myself an Enterprise 2.0 Strict Druckerian. I believe that « 2.0 » should be considered a modifier of Enterprise rather than an allusion to mere Web 2.0 technology – which is what an Enterprise 2.0 Strict Technarian would have you believe. »-
I further declare: No, it is not « all about the people » – which is what an Enterprise 2.0 Strict Proletarian would have you believe. Without the enabling technology of the Web, plus search engines and other affordances based on Sir Tim Berners-Lee’s innovation, the Strict Proletarian would find it difficult to fit the inhabitants of McAfee’s inner, middle and outer rings into the same room, get them to participate in the same conference call, or exhibit their « emergent » behaviors using typewriters, copy machines, faxes and email. Speed, scale and connection patterns matter and the technology that spans these barriers is neither trivial nor insignificant to the phenomena Strict Proletarians value.
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Peter Drucker constantly advised businesses to give employees direct control over their own work and environment, with teams of « knowledge workers » responsible for work toward goals stated as broad business objectives rather than prescriptive plans. Drucker stated that management could only achieve sustainable profits by treating people as an enterprise’s most valued resources, not as costs. In later years he described his role as « social ecologist » rather than management consultant.
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If the term « social » must be deprecated, I hope its banishment takes with it all Social X marketing buzzwords, job titles, twitter tags, and the well-earned disco ball reputations of the so-called Social Media gurus.
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A social business maturity model <span class= »« > – Annotated
« As more companies begin to be interested or in some cases to effectively launch new initiatives for involving customers and employees to improve their business, a possible sequence of cultural, technological, organizational maturity stages starts to show up.
Each stage is characterized by a certain level of understanding of the role that social media play in creating value, by different organizational schemes and by specific degrees of integration between internal systems and online conversations. »
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- The entire value creation chain including customers, prospects, suppliers, employees is affected by the conversations happening between the company and its ecosystem. Marketing, service, communication, innovation, product management are constantly and in quasi-real time realigned to customer insights. Now the company understands how its products / services are being used and influence you the lives of their customers. Internal and external processes are restructured both to increase the value created for the organization and the customers’ quality of life, in a mutual beneficial way.
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- One of the departments collects and uses customer feedback to build meaningful business value by developing social skills, increasing the sensitivity of the whole organization, fostering the emergence of internal communities, urging the development of new processes and systems, promoting a stronger dialogue across departments that anyway remain largely separate entities.
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- Social media stop being the prerogative of a single department and all customer-facing functions (marketing, sales, product management, customer care, innovation) are aligned under a single client-centered focus. The silos get replaced by an intensive use of communities and employees belonging to each function are stimulated to synergistically revolutionize the overall customer experience. The company goes from a behavior-type resembling Model I to one compliant with Model II in which all efforts are aimed at continuous improvement rather than to defend single positions from political turfs.
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All internal and external processes are socialized (i.e improved through participated, emergent and collaborative contributions) dynamically reorienting the company around feedbacks coming from customers, prospects, suppliers and partners. A collaborative layer acts as the glue between separate systems thus ensuring the emergence of valuable individual contributions, regardless of the hierarchy, departments and silos
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Best Practice: Online Business Network connect.BASF
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The presentation from our seminar The Social Intranet
An English version of the presentation from the Acando seminar « The Social Intranet » has now been uploaded to Slideshare. The seminar also included a demo of a scenario in SharePoint 2010, which for obvious reasons cannot be included in the presentation. To sort of compensate for that, I added a walkthrough of the scenario used in the demo as well as some screenshots.
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Monday’s Musings: Why Next Gen Apps Must Improve Existing Activity Streams <span class= »« > – Annotated
« As a key element of the dynamic user experiences discussed in the 10 elements of social enterprise apps, activity streams epitomize how apps can deliver contextual and relevant information. Unfortunately, what was seen as an elegant solution that brought people, data, applications, and information flow into a centralized real-time interface, now faces assault from the exponential growth in data and information sources. In fact, most people can barely keep up with the information overload, let alone face the four forces of data deluge that will likely paralyze both collaboration and decision making (see Figure 2): »
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- Based on 23 user scenarios, the 5 major categories of filters should include:
- People. Requests focus around people, their relationships, and formal and informal groupings.
- Location. Physical location attributes include spatial coordinates, topology, environmental conditions, vertical position, and others.
- Time and date. Time and date plays a key role in parsing out historical data, multiple chronological perspectives, and forecasting and simulation.
- Events. Events serve as a mega filter by relating people, location, time and date, and purpose.
- Topics. Topics represent a broader filter that represents a generic “other” category in filtering.
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- User driven advanced filters should at a minimum include:
- Saved filters. Users save and share with other users their library of filters.
- Trending. Users apply layers of filters to correlate complex multi-dimensional patterns.
- Simulations. Users proactively test out scenario plans with existing data.
- Predictions. Users apply pattern recognition and trending to test hypotheses.
What if Peter Drucker Taught Enterprise 2.0? (Presentation) | Seek Omega
« As a life long Drucker student, I’ve always imagined how he would have taught or wrote about Enterprise 2.0 and its impact on today’s management and companies. So I decided to turn imagination into reality (well€¦ mine at least) and produced a presentation which I believe would have reflected Drucker’s view of Enterprise 2.0:
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L’innovation chez Daimler devient participative : Entreprise Globale <span class= »« > – Annotated
« C’est parce que le robinet de la nouveauté nécessite aujourd’hui un débit plus abondant que la firme de Stuttgart a élargi son modèle d’innovation afin de pourvoir intégrer des inputs différents que ceux issus de ses labos.
Voici trois ans, Daimler a mis en place un programme spécifique, Business Innovation, auquel les employés ont la possibilité de participer.
Une équipe d’une quinzaine de personnes encourage chacun à proposer des idées originales axées, a priori, davantage sur d’autres manières de voir l’activité et les services de l’entreprise. La collecte de ces suggestions et idées de projets est facilitée par la mise en place d’un portail collaboratif en ligne. »
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- Une communauté de quelque 20.000 employés s’est créée autour de l’initiative.
- 1.500 idées nouvelles ont été déposées via la plate-forme collaborative.
- Sur ce total, 35 ont été retenues et sont à présent mises en exécution.
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Selon cet article de The Economist, le programme Business Innovation de Daimler est considéré comme l’une des initiatives importantes destinées à assurer les débouchés et la croissance future du groupe automobile allemand.
De fait. Pour recevoir l’approbation pour une mise en oeuve, chaque projet retenu doit avoir démontré que Daimler pourra générer sur celui-ci un chiffre d’affaires minimal de 100 millions d’euros par an, avec un marché global évalué à plus de 1 milliard d’euros.
2010 Shift Index – Passion and Performance <span class= »« > – Annotated
« Late last week, we issued the 2010 edition of the Shift Index, updating each metric with new data. Perhaps not surprisingly, given its focus on long-term trends, this edition of the Shift Index confirms many of the trends identified in the original report. In a previous posting, I summarized the key trends revealed by our original report. »
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This edition of the Shift Index also goes into more detail regarding the level of passion in our workforce and its likely impact on business performance. In particular, we highlight two dispositions that are closely linked to passion: questing disposition and connecting disposition
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Our proprietary survey of the US workforce indicates that employees who are passionate about their work are twice as likely to have a questing disposition and a connecting disposition.
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The challenge is that passion levels remain very low within the workforce €“ under 25% of the workers are passionate about their work. And there’s an even bigger problem for large companies. The level of passion in the workforce is inversely related to the size of the company €“ the larger the company, the lower the level of passion among the workers. The most passionate workers are those who are self-employed or working as independent contractors.
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By removing the impediments to questing and connecting behaviors, executives can help reduce the frustration of passionate employees that make them vulnerable to other job opportunities.
Gartner Identifies Seven Major Projects CIOs Should Consider During the Next Three Years <span class= »« > – Annotated
« “Technology is no longer the preserve of the CIO,” said Ken McGee, vice president and Gartner Fellow. “It has become everyone’s property and everyone’s issue.”
With the IT industry on track to show a compound annual growth rate (CAGR) of 4 percent for the next five years Gartner has identified seven business and IT issues that CIOs should act on during the next three years. “CIOs will need to begin implementing these technologies within three years to meet the six year predictions,” Mr. McGee said. The seven issues include: »
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IT/OT Alignment– Inadequate software management of operational technology (OT) systems will result in a major business failure of a top Global 100 company by 2013.
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Business Gets Social –Through 2015, 80 percent of organizations will lack a coherent approach for dealing with information from the collective.
Today, social media is changing the way business is conducted. “Understanding the power of communities, the multiple personas of their members expectations, their aspirations and how to interact with them will become essential skills for business in the 21st century,
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Cloud Computing– By 2016, all Global 2000 companies will use public cloud services.
French: The Most Productive People In The World <span class= »« > – Annotated
« A new survey from UBS has shown that the French continue to work the least amount of hours per year in the world. Once again, the French have blown away the competition. «
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Think about it. Nationmaster ranks France as #18 in terms of GDP per capita, at $36,500 per person, yet France works much less than most developed nations. They achieve their high standard of living while working 16% less hours than the average world citizen, and almost 25% than their Asian peers as per UBS.
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France has $36,500 GDP/Capita and works 1,453 hours per year. This equates to a GDP/Capita/Hour of $25.10. Americans, on the other hand, have $44,150 GDP/Capita but work 1,792 hours per year. Thus Americans only achieve $24.60 of GDP/Capita/Hour.
Filling the Void between BPM and Social Media « Adaptive Case Management <span class= »« > – Annotated
I see ACM filling the huge gap between BPMS and Social Media. ACM uses elements of both and links to both as required. Yes, my kind of ACM can also replace a BPMS in a cinch and provide a customer focused, homogenous Information Workplace.
In relationship to BPMS the core subject is a very principal question. Do you want to put your people and business into a flowcharted straightjacket or not? Yes, go for BPMS flowcharts. No? You need something that empowers the business user for goals and outcomes, but not just in theoretical Balanced Scorecards and Powerpoints and then monitor some disconnected KPIs. Real-world, real-time, real product!
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One of the key distinctions to BPMS: €˜Process Design and Process Execution are separate entities.’ In ACM however, you DESIGN while you EXECUTE and it is not the same as Social BPM design that is also before execution.
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Adaptive Case Management is also about CONTENT AND PROCESS! Once again, there is no process without content and content without process is irrelevant.
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A social interaction that is not tightly linked into a process (as it is in ACM) does not produce value. Social interaction implies unstructuredness and unpredictable behavior so it would be a lot worse than the email mess we already have. ACM can embed Social because it has no restrictive flow!
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Some points more: ACM is in difference to BPMS a natural with events, rules and goals. BPMS miss the capability to deal with random events.
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You can certainly put a lot of BPM governance bureaucracy in place to manage the analysis and design BEFORE execution and the monitoring and optimization AFTER execution, but what it really needs is that BOTH are moved INTO EXECUTION.
Le premier e-rendez-vous du Bristol : quand facebook remplace les call centers
« L’invité est Alain Pezzoni, Head of e-commerce chez Air France et KLM qui nous a expliqué comment les pages facebook de ces deux compagnies d’aviation commencent peu à peu à se substituer au call center. Envie d’avoir une réponse instantanée, besoin d’un contact plus humain qu’avec un Community Manager local plutôt qu’avec des opérateurs anonymes outsourcés à l’autre bout de la planète, facilité de l’outil fb €¦.les raisons sont multiples et mettent en évidence l’importance pour une marque de définir précisément le rôle et le cahier des charges du Community Manager. Un premier rendez-vous passionnant ! »
Posted from Diigo. The rest of my favorite links are here.
