Liens de la semaine (weekly)

• The Gamification of Innovation in the Enterprise

  « Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Processes Will Gamify Those Processes.  »
  « Amy Jo Kim (@AmyJoKim) shared 7 core concepts to create compelling products at the Web 2.0 Expo SF 2011. Understanding these 7 core concepts when implementing Game Mechanics within the Enterprise Innovation process is critical. Designers and Developers should already be aware of the core concepts when creating Enterprise 2.0 Platforms. These core concepts with very slight modifications can be reviewed here »

  tags: gamification processes innovation workflows

  • Know who plays a part in your business objectives €“ design for their social style
  • Build a system that’s easy to learn and hard to master
  • Build fun/pleasure/satisfaction into your core workflows
  • Use Progress Mechanics to “light the way” towards learning and mastery of business goals
  • Design for Onboarding, Habit-Building, and Elder Game
  • As employees and partners progress, unlock greater challenges, customization and privileges
  • Give employees and partners real power via stats, voting, earned roles, & crowd-sourcing

• Non-exempt Social Business

  « Employees are a key element in social business. As a company starts to activate and officially sanction its employees to publish social media and use social technology, the details of managing the participation of a diverse workforce get tricky quickly. »

  tags: socialbusiness enterprise2.0 participation valuecreation contribution volunteerism rewards

  • Management almost never wants non-exempt (e.g. hourly) workers to get paid overtime for participating in social media €“ say an internal community or answering support issues on Twitter while representing the brand.
  • Most of the people I know who are involved in social media are of the white-collar salaried variety. Many of them participate in order to gain a competitive edge in their work. But what happens when the rest of the company gets involved?  In particular, when the participation happens for corporate benefit and being social becomes part of the job€¦how should employers reward this value creation?
  • What happens if the hourly employees participating in Twelpforce and similar initiatives stop for a second and think €“ “hey, I’m not on the clock€¦why am I not being paid for this?”
  •  But volunteerism is only going to take us a limited distance, the first step or two on the journey of a thousand miles to social business.

• We don’t need no stinkin’ badges: How to re-invent reality without gamification

  tags: gamification rewards games relationship meaning accomplishment emotions

• Social learning et Entreprise 2.0

  « La philosophie du social learning est en contraste avec la vision traditionnelle cartésienne de la connaissance et la formation. La perspective cartésienne suppose que la connaissance est une sorte de substance et que l’apprentissage est un moyen de transférer cette substance des formateurs à  leurs élèves. De son côté, au lieu de partir du principe cartésien du «je pense, donc je suis», la vision sociale de l’apprentissage dit: «Nous participons, donc nous sommes.  »
  C’est en société que nous apprenons. L’observation, les discussions, la collaboration sont autant d’occasion d’apprendre. L’aspect social de l’apprentissage est fondamental. Le social learning n’est donc pas une nouveauté apparue avec le web 2.0. »

  tags: learning sociallearning enterprise2..0 conversations collaboration knowledgemanagement knowledge connect animation transparency

  • La résolution de problèmes, le design, la créativité, la recherche, l’expérimentation, l’innovation sont des apprentissages à  part entière. Le partage d’expérience, l’observation, les discussions, l’entraide, la coopération sont aussi des apprentissages. 80% de notre apprentissage est donc imprévu, non programmé, informel.
  • Dans cette perspective, l’accent n’est plus mis sur le contenu mais sur les activités et les interactions humaines autour de ce contenu.
  • Dans nos entreprises, nous savons que l’apprentissage informel est constamment à  l’œuvre, mais la plupart du temps, les réponses ou les experts les plus à  même de résoudre un problème ne sont pas connectés avec celui qui y est confronté.
  • Les technologies 2.0 sont des technologies habilitantes qui nous connectent les uns les autres, facilitent la communication et la collaboration. Mais ce ne sont que des technologies. Et le social learning, en permettant de capitaliser sur les flux toujours grandissants de savoir qui ont rendu poreux les murs de nos organisations, remplit les fûts vides du 2.0.
  • Une des conséquences inattendues et peu reconnues de la première génération d’outils informatiques (l’email, le traitement de texte,€¦) qui constitue notre environnement quotidien de travail, est d’avoir rendu les processus de travail moins visibles au moment où justement nous avions besoin qu’ils le soient le plus.
  • La transparence est la clé du social learning et de l’entreprise 2.0.  Cette transparence favorise l’accès aux personnes et aux informations dont nous pouvons avoir besoin pour prendre les bonnes décisions.
  • Jusqu’à  présent les avantages concurrentiels se construisaient sur l’asymétrie de l’information. Dorénavant, nous nous trompons si nous pensons qu’un accès unique à  une information peut être un avantage.

• Trust and Networks

  « Trust makes networks work. When trust is high among members of a network, there’s a wonderful cohesiveness and capacity to get work done. When trust is low and relationships are plagued by suspicion, networks collapse into brittle organizational structures that rarely offset their operational costs in real world outcomes. »

  tags: networks socialnetworks trust relationship respect autonomy

  • People who trust each other more easily forgive each other for the bumps that inevitably arise from working together. That’s network resilience
  • When people trust each other, it’s easier to respond to change in a smart, coordinated way. That’s network flexibility.
  • rust also reduces red tape, which lowers the cost of collaboration. That’s network efficiency.
  • “Networks  are voluntary connections between autonomous peers.”
  • The relationship is the “net” that supports “work” in the network.
  • There is no centralized power with final say over what does and doe not happen or with the power to enforce compliance by network members
  • Trust is the lubricant that supports relationships and makes a network work.
  • Trust is earned, not bestowed or forced.
  • Mutual respect is the bilateral flow of respect that opens us to new connections in a network.
  • We must safeguard trust to ensure that autonomy is not abused in a network

• Vers la next entreprise, l’entreprise en mode beta

  Il convient de relever les nouveaux défis de la complexité de cette entreprise nouvelle et d’assembler les premières pierres de l’édifice qui reste à  ériger. Celui du modèle de création de valeur et du fonctionnement de l’entreprise nouvelle dans un monde ou l’énergie et la matière, les ressources et les ingrédients de base de l’ère industrielle que nous laissons peu à  peu derrière nous, laissent place à  l’information – la nouvelle énergie – et à  la matière grise que chacun active.

  tags: organization management enterprise2.0 socialbusiness transformation change behaviors trust knowledgeeconomy ROI humancapital innovation service serviceinnovation value valuecreation

  • les technologies 2.0 et du socialmedia, qui nous invitent à  penser autrement aussi bien le travail, lemanagement, l’innovation, la production, les processus et l’organisation que les nouveaux modèles de création devaleur.
  • L’entreprise 2 .0, avec ses indispensablesprocessus d’innovation et de collaboration revisités, est cette entité vivanteet particulière dans laquelle chacun des collaborateurs (re)devient l’artisande toute solution. A l’heure où les métiers deviennent de plus en plustacites, l’enjeu pour chacun n’est-ilpas de mettre dans son propre contexte, les informations nécessaires pourrésoudre les problèmes qui se posent ?
  • lacollaboration, l’innovation et les processus qui deviennent 2.0 s’appuient de plusen plus sur une approche sociale, voire anthropologique de l’organisation.
  • renforcer et développer les aptitudes et lescomportements en matière de réseau et d’adoption des valeurs de confiance ;ensuite redéfinir l’organisation et déployer des logiques transversales ;enfin imaginer et déployer les usages des technologies de l’information.
  • il convient de prendre un peu de recul pour savoircomment l’homme et la femme qui sont devenus le facteur lent de cette fulguranteévolution, puissent trouver le sens, le plaisir et l’intérêt pour y contribueractivement.
  • la création durable de richesses et leur distribution dans uneéconomie qui s’appuie de plus en plus sur l’innovation – produits, services etorganisationnelle – et la capacité de tous et chacun à  mobiliser compétences etconnaissances, conduit à  revisiter les bases de nos modèles économiques.
  • nous fait passer de lachaîne de valeur à  la chaîne des valeurs qui la font vivre – confiance,transparence, reconnaissance, respect, discernement, écoute, empathie,réputation, audace
  • Assurons-nous que les nouvelles règles de l’entreprise – on passe ducontrôle/commande à  la régulation et la reconnaissance – et les pratiquescollaboratives, sources inépuisables de la création de richesse, ne soient pasdétournées ou ignorées.
  • l’entreprise se construit autour del’usage inventif des technologies nouvelles, de l’innovation, de la création et de la capacité à  animer l’écosystèmevivant de toutes les parties prenantes.

• Performance of Enterprise Social Networks

  « My main message is that deploying an enterprise social network improves the performance of the company. As a consequence, the most important measurement is not the one of the tool in itself but the measurement of its actions / impacts on the performance of the company. « 

  tags: enterprisesocialnetworks socialnetworks measurement performance metrics efficiency indicators

• Social Business Roadmap

  tags: socialbusiness roadmap collaboration systemsofengagement systemsofrecord strategy changemanagement governance procedures

• Get People and Processes in Line Before Social BI Changes Decision Game

  « In the third quarter of 2010, Genesis Management Consulting Group launched the results of its second global survey on strategic decision-making. The survey defined strategic decision as a decision that “could have fundamental and significant impact on the organization.” »

  tags: people process decision decisionmaking BI collaboration socialsoftware mobility

  • Genesis revealed that the top decision-making problems were people and process.  The top people problems were unpreparedness of decision-makers and intercompany politics; while top process problems developed from unchallenged assumptions (involving the implementation process) and rushing to a decision before the process was fully scoped.
  • Gartner predicts that in just two years, “33 percent of BI functionality will be consumed via handheld devices.
  • By 2014, Gartner says that 30 percent of analytic applications will use in-memory functions to add scale and computational speed. In addition, 30 percent of analytics applications will include “proactive, predictive and forecasting abilities.”
  • Collaboration is the new model for decision-making in competitive organizations, and Gartner predicts that in the next two years, “15 percent of BI deployments will combine BI, collaboration and social software into decision-making environments.”

• The Power of Reconnection €” How Dormant Ties Can Surprise You €“ The Magazine – MIT Sloan Management Review

  The world of networking continues to expand. For years, people have been encouraged to build a strong, wide personal network to get information and keep connected. Facebook, LinkedIn, Google and other Internet sites have made everything about this task easier than ever. In particular, they have made access to long-lost friends, colleagues and acquaintances as easy as a few keystrokes. Now with relative ease, people can reactivate what may have seemed like dead connections.

  Are those reconnections valuable €” particularly in terms of the world of work?

  tags: socialnetworking relationship reconnection sharedperspective trust alumni

  • Now, though, what used to happen only rarely €” at reunions or chance encounters €” can happen after a memory, a whim and minimal effort. Moreover, not only are reconnections so much easier to make; it turns out that the old presumption that dormant ties have no value was wrong. Reconnecting dormant ties provides a whole host of benefits, many of them unexpected.

  • In the past, the main obstacle to reconnecting was search costs.
  • In spite of their initial hesitation, almost all of the executives in our studies report that they have received tremendous value from reconnecting their dormant relationships.
  • First, dormant ties are great sources of unexpectedly novel insights.
  • Second, reconnecting is tremendously efficient, as it imposes few constraints and requires only a minimal investment of time.
  • Third, reconnecting a dormant relationship is not like starting a relationship from scratch. When people reconnect, they still have feelings of trust and a shared perspective €” which are critical for receiving valuable knowledge from someone €”
  • As a result, despite executives’ worries that their dormant relationships might want to remain dormant, their old contacts tended to be willing, able and even eager to help them with the problems they were facing at work.
  • That suggests that people can benefit from reconnecting with a fairly large number of their dormant ties: The benefits don’t all reside in the very top.
  • Our findings indicate that reconnecting dormant relationships is more valuable for older executives.
  • Dormant relationships do resemble distant relationships, in that they both require minimal maintenance €” which makes them particularly efficient €” and they both have access to novel information. T
  • Our research, however, is pointed toward value in a work-related sense, involving project-related information or advice. Thus, our finding is that dormant ties are great sources of new and useful work-related information, unlike the mostly social interactions on Facebook.
  • In a follow-up study, we have found that, although our executives had high hopes for staying connected, communication during the year after a reconnection was typically infrequent.
  • Reconnecting the same dormant tie repeatedly may run the risk of undermining trust, especially if renewed maintenance expectations are not met or if reconnection only occurs for blatantly self-serving purposes.
  • engaging in the normal act of reciprocity, and providing useful information to your dormant ties, too, makes for a particularly useful, mutually beneficial interaction. In other words, no one wants to help a selfish jerk.
  • Salespeople know that “cold calling” has a notoriously low success rate. Also, forging new relationships may require considerable upfront investment. Although reconnecting dormant ties clearly benefits from retained feelings of trust and shared perspective €” advantages that new relationships would not have €” limiting yourself only to

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