“Imagine booting your computer one morning and being presented with the three to five core tasks you need to complete that day. You click on the first item, and everything you need (tools; the latest sales report from your business intelligence (BI) system; notifications regarding a new CRM opportunity; an expense report requiring approval; and input from colleagues, partners, and/or customers) appears in a single workspace, where you can easily synthesize the information and take the next appropriate action.
Contrast that to today’s siloed work approach with several open screens and applications and time wasted toggling back and forth between a CRM system, a BI system, a to-do list, email, documents, Web pages, a search engine, a chat window, a spreadsheet (or two), and some form of collaborative or social management tool.”
- Collaboration within context. In a recent, IDC referred to “collaborative, process-centric computing” as a key requirement for productive collaboration.
IDC estimated the amount of time wasted working in this type of fragmented environment, and the cost per worker, per year are notable, such as:
People not finding the information they seek: $5,974
Reformatting data from multiple sources: $5,974
Publishing via multiple applications: $3,991
- Enterprise-relevant use cases and best practices. Over the past year, the opportunity to significantly impact employee productivity has created a lot of interest in social collaboration products, and companies big and small have launched a number of new social products. The challenge is finding a solution that truly addresses real work that people are doing in their organization versus providing with a generic toolset.
- A focus on decision making. Did you know that the average person makes more than 200 food-related decisions on a daily basis? Imagine how many more you make at work.
“In my last article, I talked about the Community Manager job title and how it can mean a lot of different things to different people. I’d like to continue that discussion today by reflecting on another trend that I have noticed.
I am hearing about companies that have training programs for community managers €“ and many of them. They hire people, put them through a training program and, bam, you have a community manager. This seems to be in contrast to how many other management type positions are handled.”
- Though, it is likely that some “community managers” are really social media marketers, it is a good thing for the profession and, it leads me to ask: has Community Manager become an entry level position?
- Given the confusion surrounding the job title, and the number of tasks that are being thrown into it that should really go to marketers or copywriters or someone else, just how much experience is needed is debatable. For some roles, depending on the responsibilities, it may not be entry level.
- Rarely, I have seen Vice President of Community or Social Media and Chief Community Officer
“Basically, brands and businesses need, as Brito suggests, to be aligned in order for the enterprise to be successful.
Complicating this need for alignment, unfortunately, is the complexity involved in aligning the processes, technologies, and governance practices associated with communication and collaboration. As Brito points out in his piece, the “siloing” we see in traditional organizations poses a challenge to such alignment.”
- Doing and managing business has always been “social.” Business has always involved people working individually or in groups. Creating a synthetic concept called “social business” to promote technology-enabled processes, collaboration, and information sharing among customers, employees, and business partners might be a valuable short term marketing initiative. But sometimes it smells like it’s just being used to promote software sales and consulting. (I should know!)
- when two or more “camps” emerge within an enterprise in terms of the collaboration tools they support. As usage of such tools spreads through the organization and people choose “sides” by investing time and energy in building profiles, usage patterns, and relationships via one toolset or another, the possibility emerges that the concept of “siloing” will extend beyond organizational or departmental boundaries to boundaries defined by tool use and loyalty.
- Enterprise social software standards may solve part of the problem that relates to system integration barriers. But I suspect standards won’t be enough to overcome siloing related to different groups’ competing governance priorities.
- Real alignment will only occur when management and staff work together in support of corporate goals, regardless of whether the tools and processes they use are “social” or not.
- Focusing on making a business or brand “social” without first thinking about goals, processes, and governance can take us down the road to focusing on technology first
“The publication this month of The Ultimate Question 2.0 (revised from an earlier edition) provides us with an opportunity to ask ourselves just what is the ultimate question in management.”
- Tracking the net promoter score, according to the authors, can lead to improvements in both management and performance.
- we have a tendency to want to simplify things. Evidence of this is the plethora of management books with single word titles such as Accountability, Transparency, and Teamwork. We search for the one key to management success.
- . Respondents in the study made a convincing case that trust was absolutely essential to the successful implementation of policies and practices necessary to implement any strategy
- My study led to an exploration of the underpinnings of trust, as suggested by related survey data. One major determinant is whether a manager or the organization does what it says it will do
- 6. Les ” peer bonus “. Encore du pouvoir pour des pairs. Ils récompensent l’effort particulier d’un collègue – souvent sur les projets transversaux – en lui attribuant une somme d’argent ” symbolique ” (100 $).
- 9. Des bols d’air. Le programme maison de rotations, mensuelle, trimestrielle ou annuelle à l’international permet de sortir de sa bulle. Et chaque métier- commercial-marketing, RH, ingénieur- a le sien.
Les collaborateurs occupent alors des missions temporaires de 1, 3 ou 12 mois dans l’un des 30 pays, grand ou petit, où Google est implanté.
“Google emploie 29 000 salariés dans le monde, dont 250 en France (bientôt 500). Son esprit start-up anticonformiste séduit et retient. Mais sous les apparences rugit un puissant moteur : partager le pouvoir pour mieux se nourrir de la vitalité de l’individu.”
- 1. Un recrutement partagé et diversifié. Ni le manager, ni le recruteur ne choisissent seuls. Au moins un collaborateur, issu d’un autre service, mène un entretien individuel avec le postulant.
- La priorité sera donnée à ceux qui ont prouvé une capacité à fonctionner en réseau, ” en capillarité ” avec les autres tout en gardant une certaine humilité. Les candidats doivent en outre être capables de s’engager sur ” des missions qui les dépassent ” et de de partager leur expertise.
- 2. ” Le projet 20% “. C’est la formule consacrée. Chacun, ingénieur développeur ou pas, a le droit d’user librement de 20% de son temps de travail pour creuser une idée personnelle, un projet original hors du ” core business ” et qui lui tient à coeur.
- 3. La culture beta. Le droit à l’erreur est un principe. Et ça vaut pour tous les domaines. ” On fait des paris. Il n’y a pas de pensée magique. Un collaborateur ou une entité lance quelque chose, si ça ne va pas, ou si c’est mal perçu, on le retire.
- 4. La culture du débat. Les dirigeants sont accessibles à tous. Les interventions des fondateurs sont ainsi retransmises en direct depuis la Californie par visioconférence et les objectifs ou certaines décisions peuvent être discutées à distance, voire remises en question.
- 5. Les ” peer reviews “. Une fois par an, chacun est évalué par ses pairs et pas uniquement par son manager. Parce que ce dernier est souvent le moins bien informé du travail au quotidien de ses collaborateurs.
“The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems €“ Enterprise 2.0 included €“ there are a variety of benefits:”
“Companies are increasingly adopting social media technologies, using Facebook to reach out to customers or YouTube to demonstrate new products. These are good first steps, but there is so much more that “social” has to offer. Social media is just one dimension of today’s social business.”
- Today, by combining social networking tools €“ internally and externally €“ with sophisticated analytic capabilities, companies are transforming their business processes, building stronger relationships among their employees, customers and business partners and making better decisions, faster. This is what makes a social business €“ embracing networks of people to create new business value and opportunities.
- Here’s the trick with social business: Focus on people and culture.
- Creating a social business culture can be the most difficult hurdle to overcome, but it’s also the most important.
- Because we’re now a society of information creators, the data deluge is on. This is where technology can step in.
- Imagine if a combination of social software and analytics could draw together all the data about your business day automatically alerting you, based on what you’ve done in the past, what the key tasks of the day are, what the emails you need to respond to are, when your can’t-miss meetings of the day are
The event encouraged healthy discussions and provocative ideas by the analysts, other speakers and an active audience around the future of organizational processes in the landscape of ground-shaking technologies like social networking, mobile, cloud and analytics
- VP & Principal Analyst Yvette Cameron spoke of the need for Chief Human Resources Officers (CHROs) to shift their focus from policy administration to showing how they create value out of the people in the organization
- Creating value is more a strategic affair and the opportunity here for HR lies in acquiring, managing, and developing talent.
- Mr. Hagel asserted that what is becoming more and more marginalized is the talent development program.
- From the social business viewpoint, talent development is still done by talking at the employee-students, rather than conversing with them and bringing their own tacit knowledge to bear and share. While the concept of social or peer-to-peer learning is growing in prominence, official corporate directed programs are still not common, and more so, the system of learning itself has not completely solidified.
- It begins, per the Li & Fung model, with a strong anchor willing to share knowledge but also recognition that this organizational learning should go both ways. We can be both teachers and learners at the same time.