Liens de la semaine (weekly)

• Harold Jarche » Technologies for collaboration and cooperation

  tags: learning communitiesofpractices personallearning networks teams

  • My experience is that there is no platform that covers the entire spectrum. Open networking environments lack the tools needed for project work while enterprise collaboration systems lack openness and flexibility.

• Enabling the Human Side of Content Monitoring

  « This is also our guiding principle at Darwin. We want to better enable people to make decisions by using Chaos Theory principles to let the content self-organize and then creating useful content visualizations to facilitate the human mind’s ability to sort through content as you will soon see. It is the opposite of semantic technology that tries to get the computer to understand language and do some of the cognitive work. There can be a place for both. »

  tags: darwin watson decision decisionmaking monitoring contentmonitoring awareness semantic artificialintelligence humanintelligence intelligence

  • So the issue is not whether computers will outpace people but how the two can work together.
  • One of the skills that people have over computers is knowing where to look next and to quickly see anomalies. If you dumb down a task you will likely take away the person’s ability to see the unexpected. You will reduce discovery and stifle innovation.
  • External algorithms and machine driven intelligence rely on rules and predetermined taxonomies that can hide the unexpected. People-centric tools can enhance our natural, and perhaps evolutionary, cognitive abilities to notice the unexpected.  The graphic below that Thierry created illustrates some of these contrasts between machine and human intelligence. Both have their place. 

• Social CRM needs a CRM system, does it?

  « Some days ago Bob Thompson interviewed Graham Hill about his take on Social CRM. The interview covered a lot of topics, most notably the future of Social CRM about which Graham has a particular view and led Bob to ask the question whether it is necessary to have a CRM system to have Social CRM. »

  tags: socialcrm crm businessprocess strategy technology

  • CRM is a business strategy; so is Social CRM. In an earlier blog titled CRM vs. Social CRM €“ what is the difference? I discussed differences as I do saw them at that time. My view has slightly evolved since, but this is another side track.
  • Wikipedia defines CRM as “a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects
  • Social « CRM is a philosophy & a business strategy, supported by a technology platform, business rules, workflow, processes & social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment. It’s the company’s response to the customer’s ownership of the conversation. »
  • you do not need a CRM system to have Social CRM. In fact you do not even have to have a system to do CRM!
  • If co-creation is about joint creation of value by the company and the customer then we might be close to it in this case.

  • Pursuing a Social CRM strategy adds complexity to an already complex strategy, especially if the strategy also extends into the social web, and there is no way around doing so.

    This has some implications:
    1. CRM systems are needed to efficiently execute on a CRM strategy
    2. There is a need for Social CRM systems, and we see them emerging
    3. Social CRM systems need to be integrated into the existing CRM
    systems

• Swiss Community Managers Association :Compte rendu de la rencontre du 31 mars avec Air France-KLM

  « Le 31 mars dernier, nous étions une trentaine dans les locaux de Creadigital à  Genève pour découvrir, comprendre et échanger sur la stratégie de présence sur les médias sociaux du groupe Air France-KLM. »

  tags: socialmedia AirFrance strategy communitymanagement

• Middle Management’s Increasing Role in Business Software Decisions

  « Here is a report addressing an interesting question. In December 2010, inlevel conducted a research on « Middle Management as Business Software Influencer. » They start with an interesting point. Software tended to be sold to senior business management and CIOs. However, because of increased access to the Web, greater use of cloud applications and simpler applications, a growing number of software purchases do not require senior level support nor need to involve IT. So this study looked at the current role of middle managers in software purchases. They gathered responses from 210 middle managers across a variety of industries in the US. »

  tags: middlemanagement software buyer IT businesssoftware decision influence purchase

  • The research found that 42% of middle managers surveyed said they are actively engaged in the enterprise software selection process and 41% said no one a cared about their views. 
  • They want to talk with vendors about their offerings. 
  • Their advice to vendors is enhance the role that middle managers play in the selection process by providing clear descriptions of the functions of their products, more training materials directed at business professional and make the relationship the software and their more explicit.

• Corporate Microblogging Helps Employees Migrate Work Conversations Online – Rawn Shah – Connected Business – Forbes

  « I recently met with Maria Ogneva from software vendor Yammer at the SXSW interactive conference to talk about microblogging within the enterprise and activity streams. Microblogging allows employees to send direct and broadcast messages to each other, similar in concept to Twitter but within the company. Activity streams complement them by allowing employees to keep track of activities and messages from many different networks of people, groups and even applications in a stream of content over time, again conceptually similar to Twitter. »

  tags: conversations microblogging ambiantawareness

  • If you are not familiar with it, corporate microblogging simplifies how you can send messages to others. Think of text messaging, but with the additional dimension of talking to a group of people, a community or even everyone in the organization
  • . First, it helps people to develop workday patterns where engage regularly to communicate and collaborate online. Second, it helps people create a digital footprint in the online environment so that others know they exist, the topics they interact on, and who they interact with€”this footprint helps them to build a digital reputation or eminence for employees to try to stand out in their company.
  • Social business maturity involves much more than just the tooling, but you still do need the capabilities they bring to encourage involvement, in a way accessible to employee work habits as well as organizational infrastructure needs.
  • Enterprise microblogging systems have a different and significant role in conducting business than what you may find in public systems like Facebook or Twitter. They provide insight to what is actually going on within the company, and allow employees to breakthrough the often thick glass walls of organizational silos. They are going to be a vital component of social business.

• L’entreprise peut-elle se passer des e-mails ?

  « Le courrier électronique s’est glissé sur nos écrans sans crier gare. Certes, face aux lettres, aux fax, au téléphone, les « courriels » permettent de gagner du temps : « Si vous avez dix minutes, vous pouvez passer deux coups de téléphone ou envoyer dix mails », résume Amaury Houdart, DRH de la société de services informatiques Logica, qui compte 39.000 salariés. « C’est une révolution magnifique, mais, dans ce monde de l’immédiateté, il devient urgent de réfléchir pour ne pas se laisser envahir. » »

  tags: email infobesity informationoverload socialnetworks attention attentionscarcity

  • A tel point que Fred Wilson, patron du fonds de capital-risque Union Square Ventures, a proclamé, en mai dernier, sa messagerie « en faillite », ajoutant sur son blog : « Navré si vous m’avez envoyé un e-mail au cours des cinq dernières semaines sans que j’y ai répondu. Vous êtes plus de 800 dans ce cas. Si votre mail est important, merci de le renvoyer. »
  • La rareté ne réside plus dans la recherche d’information mais dans la capacité à  la traiter 
  • L’autre jour, u n salarié énervé a envoyé un mail à  un collègue en lettres rouges et capitales, avec des personnes en copie. Quelle agression ! Dans un bureau à  haute voix, cela aurait été inacceptable 
  • un salarié français ne passerait que 12 minutes, en moyenne, concentré sur son travail sans être interrompu par un courriel ou autre SMS, selon une enquête menée à  l’automne par Sciforma. Pis, 75 % d’entre eux avouent arrêter une tche en cours pour découvrir le contenu d’un message entrant.
  •  l es outils se cumulent plus qu’ils ne se substituent. Chacun a un usage précis ». Et, selon Marc Jalabert, « le mail reste formidable pour transmettre de l’information déstructurée… »
  •  N ous tentons de minimiser les volumes et la longueur des mails envoyés, le nombre de leurs destinataires et il est recommandé de ne pas envoyer de mails en dehors des heures de bureau et les week-ends »,
  • « Le grand challenge n’est pas une question d’outils mais de changement de culture », r
  • Les réseaux sociaux font le pari de l’intelligence collective et forcent, donc, les salariés se mettre à  nu. Les emails sont protégés par la loi comme des espaces privés mais les réseaux sociaux ne sont pas encore réglementés »
  • l e réseau social sera tout autant contraignant et peut engendrer des effets pervers car sa performance dépend de l’implication de ses membres. Ceux qui voudront résister à  l’exercice de transparence imposée seront, sans doute, montrés du doigt ».

• Octo Technology : 10 bonnes pratiques de management

  « 0cto est né en 1998 (en même temps que Google). En treize ans, ce cabinet de conseil en systèmes d’information est passé de 4 personnes à  plus de 150 collaborateurs. « Nous avons construit Octo sur des valeurs humaines fortes et aujourd’hui l’enjeu est de garder cette culture différenciatrice dans une société qui grandit », affirme Ludovic Cinquin, directeur général pour la France et cofondateur d’Octo. Au fil des ans, le cabinet a su adopté des méthodes de management particulièrement originales dont les entreprises du secteur peuvent €“ si leur culture le permet €“ s’inspirer. »

  tags: octo management casestudies humanresources innovation cutlure

  • « Je n’ai pas le monopole des bonnes idées, c’est l’un de mes traits de caractère. Je ne dis pas à  mes équipes ce qu’elles doivent faire mais je les responsabilise. Elles prennent des initiatives alignées sur la vision que j’ai définie. Pour moi, l’innovation vient de partout »,
  • . Le principe est simple : une fois par semaine (à  jour et heure fixe idéalement), le manager rencontre chacun de ses collaborateurs durant une demi-heure pour faire le point sur sa mission et prendre un retour sur son travail. L’occasion de définir des mini-objectifs qui permettent d’atteindre les maxi-objectifs, fixés en entretien de fin d’année
  • Chaque Octo est libre d’employer en moyenne 20 % de son temps à  des recherches ou projets, personnels ou collectifs. Dans la pratique, les seniors y consacrent 30 % de leur temps et les juniors plutôt 10 %.
  • Notre système de gestion interne permet à  tout le monde (chefs, stagiaires ou consultants) de saisir les comptes rendus d’activité, de faire la facturation et la saisie des notes de frais. Il est ouvert. Nous envisageons bientôt d’intégrer la gestion des salaires, raconte-t-elle. Un tel système repose sur la confiance. »
  • Chez Octo, la culture du feedback est extrêmement développée. Chaque jour, des managers  et des collaborateurs se livrent, par exemple,  au perfection game devant des collègues. L’objectif est de recueillir leur avis sur l’article de blog qu’ils viennent d’écrire, une présentation à  soumettre au client, u

• Social Collaboration?

  « Theres a new term doing the rounds in the IT vendor market – social collaboration. Nobody gave me an exact meaning to that, either the IT vendors or the sociologists / anthropologists / sociobiologists »

  tags: collaboration socialcollaboration matrix

  • Collaboration is a recursive process where two or more people or organizations work together in an intersection of common goals €” for example, an intellectual endeavor that is creative in nature€”by sharing knowledge, learning and building consensus.
  • The role power in a matrix organization is vastly diminished. Expertise power helps to a certain extent, but then in high performance/stakes teams everybody is going to be an expert of something or the other. The only other power left is relationship power. One negotiates using the relationship power to get things done. Reciprocity is a bigger coin than orders. No more command and control.
  • Hence, to my mind the phrase ‘social collaboration’ seems to be resplendent with redundant words, redolently demonstrated by this very statement. Also, a ‘social collaboration’ means there is an asocial collaboration, and perhaps an eusocial collaboration too?
  • Given this logic, what does ‘social collaboration’ mean? Where people collaborate outside of the contractual obligations? Which means outside of the role structures & job descriptions in the organization? Typical of a matrix organization, no?

• HR as leader of the social/digital revolution

  « If I am sure that communication, marketing and sales have to be revised with a new paradigm centered on the consumer and not on the company/brand/product, I am also convinced that the main lever of transformation is in the field of HR. Obviously, the role of HR is much more strategic and important that some of the actors think. The role of HR is key for many reasons: »

  tags: humanresources structure coordinatination competencies profiles career humanresources2.0

  • Structures and coordination: the emergence of new activities in the field of marketing and communication entails changes in the organization with the creation of new positions (new medias, digital marketing,€¦) and with new close relations between these 2 departments and the need to develop new coordination modes for communicating
  • Competencies: the way to connect to the consumers with digital marketing or to PR / blogs for communication requires defining new competencies. If a part of the job is the same, the core evolves. It is driven by the consumer centric approach. HR has the ability and the credibility to lead this definition of new competencies not only for marketing but also for sales.
  • Profiles: with the exquisite “job desk”, HR define not only what are the needs but also the profiles of the candidates. It is a great opportunities to introduce diversity in terms of socio-educational background with people having new attitudes and leadership style (ability to network)
  • Development: one of the mission of HR is to create on the content and on the form as well, new learning programs or new initiatives to develop the people in place or new entrants around these jobs and activities.

• Making Connections: the Social Object

  « What Luis hopes is that those of us working with enterprise 2.0 tools and social business transformation will learn from the experiences of knowledge management, but he also notes a point of at least potential tension between the two disciplines. Putting Luis’ argument simply, knowledge management wants to manage knowledge, social business wants to socialise it. One looks at structure and order and managing the €˜unstructured chaos’ of social data; the other side says €˜you cannot and should not ever try this!' »

  tags: enterprise2.0 socialbusiness socialobjects socialization sharing systemsofrecord systemsofengagement

  • “An object becomes social only when it is shared; it is the sharing that makes the object social, not the object per se.”
  • Systems of Record: those tools, repositories, and systems upon which organizations have built their business processes for the last several decades.
  • Systems of Engagement: These tools overlay and complement organizations deep investments in systems of record by providing Web-based access, usability across a variety of hardware and software platforms, and cross-organizational collaboration.
  • However, as we all know, and Sameer underlines too, the €˜devil is in the detail’ of connecting these two systems.  JP  also stresses some of the potential risks around security and data privacy: often materials in systems of record are locked away because they are private and confidential and thus we need to manage “the export of private objects from the systems of record into the public space of the systems of engagement.”

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