Liens de la semaine (weekly)

  • tags: socialbusiness adoption enterprise2.0

  • « Enterprise portals over the last decade have been less than successful in making knowledge work flow smoothly. The future digital workplace could do a much better job of accomplishing this task if these key elements are put into place. »

    tags: portals digitalworkplace

    • Unfortunately, few enterprise portal initiatives started out with an ambition to really understand the characteristics of knowledge work, how it gets done and how it can be done in a better way
    • Make it possible to switch between tasks and resume interrupted tasks.
    • Provide simple ways to keep and organize information which you might need at a later stage.
    • Provide ways to quickly locate and access the expertise you need to complete a task,
    • Make it possible to perform and continue a task from anywhere using any device €”
    • Provide traceability that allows you to know who provided a piece of information and when,
    • utomatically signal if you have something that can contribute to making someone else’s work flow smoother, and vice versa.
    • Automatically signal when it is your time to contribute
    • Automatically suggest likely actions to perform based on your own and other people’s previous actions.
    • The technologies needed to make this happen are available today. Unfortunately, many organizations still think in terms of platforms and will continue to throw platforms at their employees.
  • « As many enterprise companies today begin to demonstrate “social business” behaviors, they will start experiencing various levels of culture change with the people of the organization, process and technology. The following are 15 indicators of social business transformation. It’s important to realize that while some of these behaviors are dependent on each other, they are mutually exclusive and not necessarily in chronological order. »

    tags: socialbusiness enterprise2.0 transformation change changemanagement people process

  • So, is it really a question of time? Or is it a communication problem? The biggest paradox of a blog is that it is supposed to be the “voice” of the blogger, yet we are dealing with the written word.

    In spite of the apparent informality of a blog, when you are CEO or a high level manager in an organization, it matters what you say and how you say it. People will pay close attention to the words used. Yet, blogs require a personal, spontaneous style in order to be credible to readers. »

    tags: internalblogs blogs internalcommunication employeeblogs CEO CxO topmanagement

    • Most of their direct “output” has been invisible to most employees. Today, in the world of Facebook, Twitter and YouTube, there’s an expectation for a new style of communication. One that is direct, informal and open.
    • At that point, many senior managers were unable to “express themselves” on these channels.
    • At the same time scrutiny of what organizational leaders say and do is increasing.
    • people in positions of responsibility must weigh their words carefully when they “speak” €“ on paper, in email or anywhere else.  At the same time we expect them to communicate with with employees in a natural, spontaneous voice with messages that have not been carefully crafted by a speech writer.
  •  » I’ve been posting quite a lot about engagement recently, for example on my attendance (1,2) and presentation at an event with the UK government supported Employee Engagement Taskforce.

    I do support the concept of engagement and am cheered by the impact the taskforce is having. But I do have some concerns. « 

    tags: humanresources engagement

    • Engagement is too manipulative an idea €“ it’s a one-way, controlling sort of approach in which an employee has to give more to an employer without an obvious return.
    • The language is wrong. Engagement is a flat, non-engaging sort of term. We need to speak more in terms of things which really resonate with peopl
    • It’s only part of the bigger concept of human capital and the even larger one of organisational capability.
  • « Your organization’s intranet is the network of digital systems that reinforce the organization’s structure, processes and culture. Changing these systems to become more social (aka Socializing the Intranet) will help to make the organization’s structure, processes and culture more social.

    Socializing your intranet is a great way to introduce significant organizational change, because intranets are broad-based, protected, visible and core to who your organization is. « 

    tags: intranet intranet2.0 socialintranet socialization change changemanagement

    • 1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
    • 1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
    • 1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
    • 2. Socializing your Intranet creates an opportunity for every member to get involved at the same time, making it easier for everyone to learn, share and support each other’s changes.
    • 3. Socializing your Intranet creates a protected space for learning how to be social with each other, making it easier to learn without punishment.
    • 4. Socializing your Intranet creates a rich display and constant reinforcement of “who” your organization is, making it easier to create €˜new’ social behaviors that are authenticity.
  • « Si toutes ces méthodes peinent à  obtenir des résultats significatifs et durables €“ quelle grande DSI peut aujourd’hui se targuer d’être le chouchou du COMEX pour ses réussites ? C’est bien que ces pré-requis ne sont que très rarement remplis. Alors pourquoi se focaliser sur des techniques innovantes, les X management, plutôt que sur le fond de la toile : la confiance qui permet l’autonomie, le respect d’un pacte social qui désinhibe le changement, et le sens qui fonde l’action ? »

    tags: management leanmanagement lean trust ITdepartment sense sensemaking

    • La confiance. Les économistes et les psychologues sont formels, la confiance est un facteur de productivité d’ordre 1, et pire, les mesures incitatives ou coercitives destinées à  mobiliser les troupes sont en réalité sans effets sur leur performance
    • Nous segmentons le flux de valeur en de multiples départements et intervenants, de la maîtrise d’ouvrage à  l’exploitation. Alors qu’au fond quel frein nous empêche de déléguer à  des équipes produit la totalité d’un service à  l’utilisateur,
    • Lorsque l’on réclame des gains de productivité par l’amélioration continue, il devrait se produire pour chacun l’érosion de son propre job. Car moins de gaspillage = mon de temps pour réaliser la même tche, que l’on soit manager ou opérationnel. Mis bout à  bout, ces gains finissent par supprimer des postes entiers
    • . Les rares entreprises qui ont stabilisé une démarche d’amélioration continue ont de ce fait toutes une forme de pacte social « supprimez votre job, vous êtes promus »
    • Enfin le sens. Se lever le matin et donner de soi pour « fournir un accès à  l’information au plus grand nombre » (Google) ou pour « donner accès aux services financiers aux plus pauvres » (Grameen Bank), est une chose. Se lever pour « maximiser le profit par client sur le segment jeune » est un peu plus difficil
    • Dans une dynamique de changement, ne suivez donc pas ceux qui diront « nous allons faire du lean », mais suivez ceux qui diront « nous voulons /tel but/, et nous permettrons votre autonomie pour l’atteindre ». à‡a change tout.
  • « Let’s look at some characteristics that could help to discern the difference between non-strategic business software and potentially strategic business software: »

    tags: software strategy vendors

      • Non-strategic:


      • First vendor question: « What is your problem, how can we help you? »
      • Focus on « how you do things », i.e. on efficiency, bettering the status quo.
      • Product names almost always includes the term « manage »: Control, preside over, govern, rule, command, oversee, administer, organize, conduct, handle. Again no new ways, there is no effectiveness in the term manage, it’s all about more control of the « how » we did what we did yesterday, and the day before – tweak the status quo but never challenge it.
      • A second strain of non-strategic software uses the moniker « productivity ». Pure efficiency again, all well and good to do things faster, but there’s not a whiff of flexibility in regards of the strategic « what you do ».
      • First vendor question: « What is your strategy? » or « what are you doing and why? » as in “what value are you to deliver, to what customer, and how are you to be different?”.
      • Focus is on « what you do », i.e. on effectiveness and what can be done differently.
      • Product names? Hard to say as there are none out there, but I would venture that it would include process, run, operate – and hopefully no « management ».
  • In other words, all current business/enterprise software is non-strategic in the real sense.
  • This has it’s natural causes – finding the root cause for dissatisfaction might not be a nice thing to face, or even risk having to face – bad management, no-good strategy, that kind of awkward « truths ». Any decision maker would shudder at the thought. So more fun, more food, lower price, bonus, more of anything nice is the way out
  • It offers more efficiency but not better products, more control of the status quo, but no new ways to do things.
  • Software where each vendor offer should start out by challenging the client’s strategies, software where each component is designed for a single purpose; to enable a good strategy.
  • « The problem with this is that there will never be an ROI from an emergent collaboration technology precisely because technology is just that€¦technology. We are talking about tools that enable us to collaborate and do “things.” « 

    tags: collaboration enterprise2.0 socialbusiness ROI activities technology

    • The ROI or the value comes from the activity and from the actual collaboration, not from the technologies themselves.
    •  We use our emergent collaboration platform, find the best people to connect with, build the product, and finally develop a working revenue model.  Now that the product has been developed and is generating revenue how to we attribute a certain portion of that revenue to our ability to find the right people to work with on that project?
  • « There are a few sensations in life that manage to thrust us into action, or provoke us to work without a motive. Sensations so powerful that we fall victim to a form of altruistic amnesia. We’re driven by its hidden motivational forces and we forget the benefits are for someone else. In short, neither lack of advantage nor lack of compensation deter us. »

    tags: casestudies accenture gamification adoption sociabusiness enterprise2.0 emotions rewards sharepoint profiles collaboration newsgator

    • SharePoint 2010 platform with NewsGator add in for Social
    • Yammer for microblogging
    • 115,000 employees have filled out profiles
    • Accenture’s social business initiative also includes a broad based video strategy. Starting with Cisco’s Telepresence at the high-end and desktop video at the low end.
    • Crawford and his team quickly realized that the key to higher adoption of SharePoint starts with user profiles. They found a direct correlation between the number of customized user profiles, and the amount of internal collaboration.
    • Crawford began to organize €˜complete your profile’ contests and publishing stats on the percentage of the company that actually did. Soon however, Crawford realized that the profile page can only tell a small fraction of an employee’s story. The rest of the story lies in learning the details of an employee’s expertise and knowledge.
    • “We started an internal recognition program to encourage our employees to contribute to SharePoint,” Crawford said, “We look and we measure how people are contributing, how they are connecting, and how they are communicating, and score them on their activities.”
    • , the solution must still provide meaningful value in isolation with or without a gaming dynamic.
    • but the novelty fades away if the user experience is unpleasant, no one is using it, or the employee can not find the information they are seeking.
    • His team deals badges to Accenture’s employees for accomplishing various tasks or to specify how long they’ve worked at Accenture. “That’s proven popular because a lot of people enjoying see it (on their profiles),”
    • There are three primary principles, he submits, in order to maximize gamification effectiveness: sufficient motivation, the ability to carry out the activity, and a well timed trigger. He continues by suggesting the most crucial aspect of these three factors is that they must all converge at the same time. Anything less, and the gamification impact is degraded.
    • They’ve created an environment where points and badges are the social currency that rewards and compels employees to contribute to SharePoint.
    • But however you start, and as Crawford advises, the architects of the site should know their users’ goals. 
    • So If your social business solution is experiencing low adoption, I’ll wager you have not created the right environment with the right incentives
  • « All is fair in love, football, and mergers and acquisitions. In fact if corporations were afforded the same rights of family law as free speech, the divorce rate among agrieved merger partners could easily surpass the current American divorce rate of 45-50%. »

    tags: merger m&a knowledge ECM IP processes knowledgeworkers talent

    • There’s never been a super bowl team that charged the field thinking: We’ll figure this out as we go along and see what happens. » But that’s exactly the default setting for post merger knowledge integration. Counting revenue performance against operational costs often means counting out the talent equation.
    • Storing and displaying documents can be copied by the most casual of imitators. It’s the stuff flying in through the back door  that reveals the context around the problem-solving. Those are the dimensions lacking in any post merger IP assessment. Does Newco understand how Oldco solves problems? Perhaps not. But those process specifics that map IP to account success are essential for new revenue streams to materialize, let alone for the continued delivery of established offerings and core, brandable assets.
  • « Mais, peut-on vouloir créer et gérer l’intelligence collective si on a peur de produire du désordre, de l’anarchie ? Depuis 10 ans que je travaille sur le sujet, j’ai toujours considéré que le simple fait de poser cette question était une forme de résistance au changement et que répondre à  cette question était une perte de temps. Je pense aujourd’hui que je me suis trompé et, par ce billet, je vais donc réparer mon erreur. »

    tags: collectiveintelligence change fear management paradoxicalmanagement organization paradoxicalorganization order disorder

    • « Une entreprise dans laquelle il n’y a pas d’ordre est incapable de survivre mais une entreprise sans désordre est incapable d’évoluer »
    • Qu’est-ce que le chaos ? Très simple : le chaos, c’est vous ! C’est l’individu dans sa capacité à  créer du mouvement, à  innover, à  prendre des initiatives €¦ bref à  faire bouger les choses. A la question, faut-il avoir peur du chaos ? Je répondrais donc : avez-vous peur de vous ?
    • Pour être performante, une entreprise doit organiser le « chaos » pour contre-balancer les effets pervers d’une entreprise trop centré sur l’ordre et qui perd donc de facto son agilité.
  • « La loi Informatique et Libertés s’applique-t-elle aux RSE ?

    Les règles d’or de la loi qui, je le rappelle, n’est pas franco-française mais est une transposition d’une directive européenne, s’appliquent à  un RSE comme à  tout traitement de données à  caractère personnel. »

    tags: legal enterprisesocialnetworking socialnetworks enterprisesocialsoftware socialsoftware

    • Si l’entreprise dispose d’un CIL, un correspondant Informatique et Libertés, il est fortement recommandé au responsable du RSE de se rapprocher de lui dès le début du projet,
    • Les entreprises devraient réfléchir à  la conformité Informatique et Libertés de leur RSE dès maintenant et en se projetant à  deux ans. Notre groupe de travail dédié aux RSE a recueilli de nombreux témoignages montrant que les entreprises soit n’ont pas conscience, soit sous-estiment ces enjeux.
    • Prenons tout simplement la finalité du RSE : parfois elle n’est pas indiquée, l’entreprise voulant observer comment les utilisateurs vont s’en emparer et quels usages ils vont imaginer.
    • On peut évoquer par exemple le risque dit du « portrait chinois », où l’on demande au salarié de se présenter. Avec des informations trop personnelles indiquées sur un profil à  la Facebook, on pourrait aboutir à  des cas de discrimination, de stigmatisation ou de harcèlement
    • Enfin, certains envisagent déjà  le jour où, le RSE étant devenu obligatoire au sein de l’entreprise, un salarié utilisera le journal de connexion pour revendiquer le paiement d’heures supplémentaires. 
    • Un bon CIL est un facilitateur
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