Liens de la semaine (weekly)

  • tags: collaboration microsoft IBM sharepoint office integration outlook ibmconnections

  • tags: collaboration microsoft IBM ibmconnections outlook integration office sharepoint

  • tags: IBM ibmconnections microsoft outlook office sharepoint integration

  • « Yaniv Corem joined IBM Research €“ Haifa in June 2010 after completing his undergraduate work at the Technion €“ Israel Institute of Technology, and earning his master’s degree in architecture and computer science from MIT. Aside from his enthusiasm for rock climbing and bouldering, Yaniv is passionate about projects that use the « wisdom of the crowd » to solve difficult problems, complete tasks, gather data, and more. »

    tags: gamification ibm ibmresearch learning adoption rewarding rewards socialanalytics motivation

    • Gamification is the process of using game thinking and game mechanics in non-game applications to increase engagement. Game thinking can be used to make almost anything fun and encourage people to get involved.
    • Games bring out that sense of competition within a safe and fun environment, where learning takes place naturally
    • It’s not just competition that does the trick, but an entire set of attributes that make games such powerful tools for learning. Gamification creates a safe environment in which to experiment without suffering the consequences. It also brings in the aspects of new experiences, cooperation with other players, and just having fun.
    • Competition can be an extrinsic motivator, for example, for a student competing with other students for the best grade on a test. But competition can also be intrinsic, when people push themselves to achieve a certain goal.
    • It takes complex learning processes and breaks them up into smaller chunks called levels. At each level, a user/player is asked to perform specific tasks that help teach how to use the product. In return, the users are awarded points, badges, or titles.
    • An interesting byproduct of gamifying a community is the social analytics, such as finding the major contributors; the most helpful contributions; the interaction among community members, and more.
    • The report also notes that by 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay, or Amazon, and more than 70 percent of Global 2000 organizations will have at least one gamified application.
  • « I’m often concerned by companies who try and re-invent themselves by focusing on or piloting an new initiative with Gen Y / Millennials. These are the digital natives, the logic goes€¦ the ones who have created a connected, always-on world. What better place to pilot our shiny new social engagement strategy? »

    tags: customerservice millenials generationy generationz customerrelationship socialcrm multichannel generationx

    • they are also the most over-targeted segment of our time. It seems that suddenly everyone wants to create Millennial super-fans who blog, tweet, answer support questions in a forum and create viral YouTube videos on the company’s behalf.
    • Their loyalty is extremely difficult to attain and on average their disposable incomes are relatively low, compared to other segments of the market.
    • it’s time to move beyond the Millenial hype and focus on demographic and monetary reality of an aging, cash-rich and increasingly time-rich population
    • People over 34 have become the largest segment using Facebook and much of te growth in social networking usage is being driven by people over 34
    • Millennials may seem like an attractive starting point but they are not the only game in town and they certainly aren’t the only segment that has embraced digital
  •  »

    Consequently, one of the questions that seems to come up most often is this: What are the necessary moving parts in a social business strategy? What exactly needs to be included and what can be left out? While the short answer tends to be frustrating and uninformative, namely that it depends on what you’re trying to do. The longer answer, fortunately, is more interesting. »

    tags: socialbusiness strategy communitymanagement riskmanagement businessprocess organizationaldesign communication eduction training

    • Community management
    • Therefore, most social business strategies, global or at the business function level, should address this as a first class citizen on their roadmaps and in their business case.
    • Social platform strategy.
    • The strategy should, when possible, account for how all this social technology should co-exist and where it should be consistent and integrated when they overlap. Functional overlap of social tools and platforms remains a major source of frustration, confusion and duplication in most organizations and needs to be dealt with pro-actively.
    • Risk management.
    • I find that the most effective social business strategies often call this something else entirely and plan from the beginning to address risk in simple, straightforward terms without making it a highlight of the effort.
    • Business process redesign
    • This means re-engineering business processes from the ground up to be inherently social, open, and participative. How to determine what the changes should be and the process to go about delivering on them must be a primary focus of the strategy effort.
    • Organizational design
    • In my view, org design is best split between the global strategy and the functional strategy, with a long-term plan in the former and more immediate changes in the latter. At first, this may just be the establishment of a central support unit for social business.
    • Communication plan.
    • Communication plans should be multi-modal, compelling, and consist of education, workshops, just-in-time training, and outreach to areas that are having challenges.
  • « A Stanford Professor quit his job. But he doesn’t plan to go to another prestigious university. Nope. He, like others, has discovered the power of teaching online; in his case, he reached 160,000 students in a single online course on artificial intelligence. This is more than a story of online learning or mass dissemination. It proves a point: What once required a badge and a title within a centralized organization no longer does.

    The implications for global education are huge, of course. And that would be interesting enough. But there are also implications for organizational design and talent management for firms of all sizes. « 

    tags: organization organizationaldesign talentmanagement costcutting sharedpurpose alignment

    • Nimbleness model #1: Staffing with « concentric circles. »
    • Instead of organizing in a hierarchical way that focuses on « getting the right people on the bus, » this model is about building concentric circles of talent that flow and resize as needed.
    • A construct of circles rather than hierarchies allows an organization to tap into the so-called « freelance nation, » the global talent pool of the creative class.
    • Nimbleness model #2: Customer service outside the perimeter.
    • McAfee did something transformative to their service exchange by using social. McAfee formed a strong bond of commitment with the hundreds of unpaid technical experts in the larger marketplace who know (and like) McAfee’s platform of solutions. They invited these « McAfee Maniacs » to participate in much of McAfee’s web-based technical support. The most prolific Maniacs posted responses numbering in the thousands.
    • first line of defense of loyal, committed experts cooperating in the viability of the platform. Customer satisfaction didn’t decline. There is probably no better defense shield than passionate market experts co-opted with a company €” and for free.
    • he point of these examples is what these organizations got, not what they cut. They gained fluidity and flexibility €” important to the demands of the social era. But they also got, in the case of Singularity, the leading edge content people to come together to teach current ideas to what they believe are change-agents who will make the world better.
    • When you have shared purpose, it doesn’t matter how many people work « in the company » and how many work « with » the company or how many are serving as an army of volunteers who want to advance the mission.
    • But they will need an extremely clear purpose, and shared, decentralized power throughout. When a clear purpose is coupled with shared power, people can self-organize to reach the goal.
  •  »
    The four topics addressed in the video are:

    * People should be paid for their contributions to for-profit ventures

    * It is exploitation to pay people very low amounts

    * Businesses should support their countries and communities by employing locally

    * Professionals should not do unpaid work »

    tags: crowdsourcing pay exploitation work ethic

  • « HR departments are familiar with using LinkedIn, Twitter and external social networks for leveraging talent, but what benefits can they get from using an internal social network at work? I joined the HR department at TIBCO® over a year ago, around the same time we were starting to use our internal social network tibbr®. Since then, I’ve become quite a power user. Why? Here are my top five reasons (in no particular order): »

    tags: humanresources socialnetworks enterprisesocialnetworks intelligence hiring onboarding

    • Our staffing team started using tibbr to post job openings within the company. Employees would subscribe to an “HR Recruiting” subject to hear about the latest positions. We also created private subjects for collaborating with hiring managers and teams to find the specific talent they need.
    • tibbr made it easy to gather information about our competitors’ talent strongholds in the market and learn about pending layoffs and rising talent. With such information transparency, we don’t miss out on key talent to hire.
    • Social intranet for new employee on-boarding
    • use tibbr’s integrated directory and profiles to learn who their co-workers are; and post messages to introduce themselves and start to have a voice in the community.
    • Gathering company-wide feedback and information to improve our services
    • Rather than send out another corporate email and hope employees take the time to open it, we posted a poll to the community asking which training courses they would like to attend.
    • A new way of engaging employees through announcements
    • At TIBCO we created a “Loudspeaker” subject on tibbr, where managers from each department can broadcast important announcements.
  • « BM Researchers Jennifer Thom, David R. Millen, and Joan DiMicco conducted an experiment in which they attempt to answer: “How does the removal of gamification features affect user activity within an enterprise social networking service?” « 

    tags: gamification motivation incentive

    • While the introduction of the incentive system “dramatically increased the overall levels of content”, the paper’s findings suggest that users who are engaged with gamification in these networks had more activity than those without it and that the removal of these same features resulted in about 50% less activity.
    • IBM is careful to mention that the study is done within the context of their own work environment and that the effects of gamification can vary among cultures.
    • Companies considering the integration of gamification into their social networks should understand if the introduction of game mechanics will be appropriate for the work environment it is going to be a part of.
  • « Qui peut nier la réalité de la vraie vie du social média qui permet l’interconnexion permanente entre les individus et leurs parties prenantes. Avec l’explosion de l’internet mobile de surcroit « Ma Marque digitale » me suit partout€¦ à  commencer sur mon lieu de travail.

    Et pourtant 64% des entreprises continuent à  interdire l’accès des réseaux sociaux à  leurs salariés et 80% des DRH pensent que les réseaux sociaux sont avant tout un outil parmi d’autres de communication et d’image.
    L’entreprise et par-delà  ses us et coutumes en termes de management, de communication, mais aussi de business sont encerclés, voire submergés par des pratiques et des attentes qui lui sont totalement étrangères. »

    tags: management socialnetworks wellbeing humanresources generationy generationz humanity leadership corporatecommunication leadertship

    • ; l’interconnexion supplante le pouvoir traditionnel de la maitrise de l’information. Jusque-là  pyramidale, l’organisation de l’information devient synaptique, que l’entreprise le veuille ou non.
    • La conscience de sa marque individuelle rend l’individu 2.0 de plus en plus exigeant face au discours aseptisé de l’entreprise.
    • Ce triste syndrome de la surproductivité, souvent dictée par les impératifs des marchés financiers, repose sur trois maux parfaitement identifiés que sont – le diktat du court terme qui « robotise » l’action et l’humain au profit de la quête de l’excellence dans l’exécution (y compris chez les managers) – l’interchangeabilité des dirigeants salariés incapables, la plupart du temps, de btir un projet humain en parallèle de leur projet économique et surtout de l’incarner – le manque de reconnaissance qui inspire la démobilisation , le cynisme et le repli sur soi.
        L’entreprise déshumanisée au sens du lien social n’est malheureusement plus un cauchemar redouté, mais bien une réalité dans nombre de cas, même si le paraitre s’efforce de donner le change
    • Les nouveaux leaders le seront par leur capacité à  fédérer, à  motiver, à  être exemplaire. Parfaitement équilibrés cerveau droit, cerveau gauche, ils seront dotés du don d’ubiquité 2.0 et feront du partage le moteur de l’action collective.
    • Là  où la médiocrité relationnelle des organisations et leur manque de générosité ont créé une fracture de sens de l’utilité, les salariés 2.0 vont réhabiliter le goût des autres.
  •  »

    This diagram is work in progress with three of my clients who have asked me to help them evolve their “intranet+collaboration+social” online environments to a more coherent digital workplace. The slide has also evolved gradually thanks to input from workshops in Washington DC and Stockholm with participants in organizations with different cultures, and a range of experience from a few “well on the way” to most “just starting” the digital workplace journey. »

    tags: digitalworkplace intranet

  • « A regarder de plus près l’évolution des réseaux sociaux et l’utilisation des outils numériques dans la société, et outre l’aspect mobile déjà  exploité par beaucoup et qui est maintenant une certitude, 3 grandes tendances semblent concerner les réseaux sociaux d’entreprise : « 

    tags: enterprisesocialnetworks interoperability video integration intranet communication learning gaming sociallearning

    • L’ouverture progressive: l’ouverture aux parties prenantes et partenaires de l’entreprise semble se profiler. Certaines entreprises décideront d’aller jusqu’à  ouvrir leur réseau social aux clients, aux consommateurs voire au grand public.
    • Le social sera vidéo : La vidéo comme élément clé du partage de bonnes pratiques, de la communication interne, du storytelling et de l’expression des salariés.  La vidéo ne sera pas uniquement un objet de l’échange mais bien le vecteur du contenu.
    • L’intégration avec d’autres fonctions traditionnelles : comme on a pu le voir avec les réseaux sociaux et le recrutement ou avec les médias sociaux et le marketing, la tendance sera de plus en plus d’avoir un réseau social d’entreprise intégré aux autres activités
    • la fusion avec l(es) intranet(s) de communication : dans un futur proche l’entreprise, ses salariés et leurs réseaux interagiront dans un espace unique construit par de nombreux réseaux (communautés, groupes, cercles,€¦)dans une logique mélangeant communication et collaboration, information et connaissance
    • la gestion des carrières avec notamment la mise en avant de compétences et d’expériences à  l’intérieur du réseau. Même si l’objectif n’est pas de créer une marketplace parallèle ni même de fusionner le  SIRH et le réseau social de l’entreprise, le développement des personnes et la gestion des parcours prendra en compte l’action des salariés sur le réseau, les compétences mobilisées ou exprimées dans cet espace et la reconnaissance par leurs pairs de ces compétences ou d’une expertise spécifique.
    • le learning, avec 2 tendances majeures : le social learning et le gaming. Il semble évident qu’un salarié qui passe une partie de son temps dans des communautés au sein du réseau social d’entreprise à  partager des bonnes pratiques et des savoir-faire réalise une action d’apprentissage et qu’il se développe.
  • « Radical levels of customer service, which account for an average of 75 percent all customer interactions, threaten to undermine the customer’s affinity for brands in 2012, according to Gartner, Inc. It is critical for customer service organizations to figure out how to harmonize customer service processes that sometimes happen with a human support agent, sometimes through self-service and sometimes by peer-to-peer community networks »

    tags: customersupport customer customersatisfaction P2P communities virtualassistant

    • By 2014, organizations integrating communities into customer support will realize cost reductions ranging from 10 percent to 50 percent.
    • By 2015, 50 percent of online customer self-service search activities will be via a virtual assistant for at least 1,500 large enterprises.
    • Through 2015, the dominant themes in customer service and support will be collaborative customer service processes, application migration to the cloud and support of mobile consumers.

  • tags: presentation gamification

  • « Most employers still tell their employees when to come to work, when to leave, and how they’re expected to work when they’re there. Why not measure employees by the value they create, rather than by the number of hours they sit at a desk?

    Too many companies continue to operate by the premise that their employees can’t be fully trusted, and so treat them as children, who must be continuously monitored. « 

    tags: rowe value presence management organization remotework homeoffice

    • At the same time, companies who give employees more autonomy have every right to expect accountability. T
    • Giving people more freedom isn’t just about when and where they work, it’s also about how they work
    • . As Hew Evans, a Sony HR director in Asia, puts it: « If your manager knows what you’re doing all the time, you’re not doing your job, and he’s not doing his. »
  •  » some companies are taking drastic steps to help workers manage the number of messages they receive. The CEO of Atos, a British IT services company, has vowed to ban internal email by 2015. Volkswagen in Germany has agreed to stop sending emails to certain employees after work hours. If these companies are taking radical action, is it time for you to do the same to counter your own overload? « 

    tags: email infobesity informationoverload flow decisionmaking

    • Recognize it’s not really about email
       According to Allen, email overload is only a symptom of a larger issue: a lack of clear and effective protocols. If your organization has ambiguous decision-making processes and people don’t get what they need from their colleagues, they’ll flood the system with email and meeting requests.
    • Control your flow
       Another way to reduce the time you spend on email is to turn off the spigot of incoming messages. There are obvious practices that help, such as unsubscribing to e-newsletters or turning off notifications from Facebook or Twitte
    • Clear out your inbox and keep it clean
       No matter how much you do the above, it’s still possible you’ll have a clogged inbox. You’ve probably read much of the advice about managing email, but some of it bears repeating. Start by emptying out your inbox.
    • Take an occasional break
       Since email is such a constant presence in our lives, it can be rejuvenating to disconnect from all things digital once in a while. Some do this whenever they go on vacation.
  • Most people manage themselves with great success: they manage to get out of bed in the morning, they manage to get dressed, they manage to get to the office on time.

    Then, at the office, they meet the « manager » that will manage them until end of the day. That’s at best a paradox, at worst a devastating error.

    But is it at all possible to do without managers? Let’s check reality:

    tags: management manager casestudies leadership reward morningstar

    • Assume that the average manager is paid 3 times the average employee and you have 27% of total payroll cost as a « management tax ».
      • Still, the question remains; why would it be worth getting rid of management? 


        There are three good reasons, three negatives to shed:



        1. The management tax
        2. The killjoy effect
        3. The ineffectiveness
    • 1. As a rule of thumb you need one manager per ten employees, invented 2000 years ago by the Roman army (remember dekurions and centurions?)
      • Be inspired by Rufer, Spolsky and Jobs, but for the alternative framework (Rufer’s seems rather cumbersome if you study it) make a request to your enterprise software vendor as follows:


      • He should change focus from efficiency to effectiveness, from « how we do things » to « what things we do », from « making the old way faster » to « replace the old way ».
      • He should without delay create systems that can framework and run workflows even of the Barely Repeatable kind. 
      • Note that it’s about « flows », i.e. processes, so tell them not to come dragging with some process-less collaboration solution or social-whatever that they lifted from the consumer market, that won’t wash.
  • In short, the dual responsibilities of a « manager »; leadership and managing, are in fact two counter forces that should never be handled by the same person: While leadership is all about nurturing those three intrinsic rewards, any « management act » will ruin that important nurturing.
  • « La productivité sociale ou Social Productivity résonne soit comme la question de la compétitivité du corps social, soit €“ et c’est plutôt le lieu de Collaboratif-info – de la productivité des réseaux sociaux, sous-entendu d’entreprise.

    Et si ces deux concepts avaient au fond un lien fort ? Et si aujourd’hui, la compétitivité des entreprises passait par leur capacité à  se déployer sous forme réticulaire et donc à  penser, agir en termes de réseaux ? C’est ma conviction. Les gains de productivité dans l’économie du savoir, viendront de là . Et quelques faits récents me donnent à  penser que la tendance s’accélère. »

    tags: socialbusiness socialnetworks enterprisesocialnetworks productivity enterprise2.0 ERP processes gtd awareness socialization

    • Après (Vends !) voilà (Fais !) : des injonctions à  faire, à  vendre, donc à  être productif in fine. Mais avec le social comme accélérateur, voilà  la méthode et la logique. Et la promesse : le social est le booster de votre productivité au sens large.
    • Car il ne s’agit pas tant de travailler autrement, au sens de faire des choses différentes, que de garder le socle de base de son travail et de ses objectifs, et de comprendre que la socialisation de son activité est clé pour progresser. 
    • Il devient alors possible de mesurer ce que chacun fait, alors que dans un système de conversation la valeur est difficile à  mesurer, bien que présente.
    • Mais cette quête de productivité, pour autant qu’elle remette l’église au centre du village (ou la mairie dans sa déclinaison laà¯que), ne doit pas faire perdre de vue que le social a apporté une autre dimension encore plus structurante que ce potentiel de croissance : l’Awareness, cette capacité à  voir large et loin. 
    • Un réseau social d’entreprise apporte un champ nouveau de compréhension des enjeux et de la vie de l’entreprise. 
  • « Social Media; these interactions represent only 1% of company-customer interactions, and are expected to grow to 4% in five year’s time in France (Les Echos). In other words, 99% of interaction take place outside of Social Media! This to me leads to a very fundamental question about whether we are suffering from the Shiny Object Syndrome with regards to Social Media and customer engagement. Because we now have access to customers and prospects through these new channels, there is a real temptation to focus only on these without looking at why and how people are using these media in the first place, and where they fit into what I call the overall flow of getting to their desired outcomes. »

    tags: socialcrm customerservice stores experience customer customerengagement touchpoints

    • We get distracted from the bigger picture and go off in tangents €“ “you need to increase your Likes on FaceBook”, “customers expect answers on Twitter” €“ whilst at the same time neglecting the Contact Center experience or the in-store and post-sales ones (think Twelpforce and IRL stories).
    • you need to map your customers’ journeys, identify the touchpoints and find out what customers need and expect at each of them to determine your service blueprint (Design Thinking and JTBD)
    • We should certainly not lose sight of the fact that there is a whole world out there beyond Social Media that impact the Customer Experience!
  • tags: presentation nextenterprise socialbusiness enterprise2.0 organization management

  • « A strong culture is important, and for all the reasons Parr mentions: employee engagement, alignment, motivation, focus, and brand burnishing. But is it the most important element of company success, as the more ferocious of the culture warriors assert? Is long-term success, as Parr writes, “dependent on a culture that is nurtured and alive”? If history is any guide, the answer to both questions is no. »

    tags: culture strategy

    • Certainly, Southwest Airlines has a great culture and funny flight attendants. Employees seem genuinely enthusiastic about their employer. But Southwest also has a great strategy: no-frills service, a young fleet with a limited number of planes flying mostly short-hops from formerly secondary airports, and inexpensive and flexible labor agreements relative to other airlines
    • Parr attributes the success of Zappos to a culture that is “inclusionary, encouraging, and empowering.” Customer service representatives write zany emails and company leaders have often affirmed their belief that if you get culture right, success follows. But Zappos also has fast delivery, deep inventory, a 365-day return policy, and free shipping both ways
    • Businesses are economic as well as human entities, and need to be built on a solid base of sustainable competitive advantage. Culture can reinforce strategy, as it does Zappos’ strategy of customer convenience. But it can’t prevail if a strategy is poorly conceived or the company faces competitors with superior strategies, resources, and positioning
    • The same goes for culture and strategy. You don’t have to choose. Culture doesn’t eat strategy, and the company that lets culture do so is likely to starve. 
  • « Mais qu’attend-t-on vraiment du top management ? A écouter depuis quelques années les principales questions sur le sujet, 3 interrogations remontent régulièrement : son rôle, son implication, son avenir. « 

    tags: leadership topmanagement management

    • Son rôle : il doit initier la démarche ou du moins la permettre et surtout la supporter, l’encourager, la sponsoriser. Cela signifie de ne pas la restreindre, ne pas la limiter et bien comprendre les tenants, les bénéfices et les modes de coordination associés afin de les plébisciter. En contre partie il doit accepter de ne pas tout contrôler
    • En étant régulièrement connectés avec la démarche ils peuvent aussi identifier des issues nouvelles, des applications différentes et lui donner la visibilité quand nécessaire. En étant au cœur des nœuds de circulation de l’information ils peuvent aussi utiliser des savoir-faire ou des expertises dans la construction des thèmes stratégiques de l’entreprise.
    • Même si je suis un fervent partisan des principes de l’auto-organisation en ce qui concerne le fonctionnement des communautés, cela ne veut pas dire qu’à  un niveau plus macro il ne soit pas nécessaire d’avoir une équipe dirigeante afin de donner la direction et servir de repère et prendre des décisions globales.  Certes, leur fonctionnement devrait être modifié en prenant en compte les contenus des communautés et les thèmes abordés dans leur réflexion. Certes ils vont devoir promouvoir des attitudes de leadership appropriées et convaincre le middle management qu’il vaut mieux être au cœur de la circulation de l’information plutôt qu’en détenir une seule que tous les collaborateurs vont aussi se procurer grâce au réseau
  •  »
    Over the past few weeks I have participated in a suite of webinars and talks about online communities and their growing role in functional areas such as customer care. I have listened to, and debated with, countless community management specialists about community management best practices. I’ve heard a lot about keeping business strategy and community management aligned. There’s no question this is a critical success factor for social business €” but the issue is whether or not this responsibility is part of the charter for the online community manager role. »

    tags: communitymanager communitymanagement communties strategy communitystrategist alignment ROI

    • Placing responsibility for business strategy on the community manager will ruin many a promising online community, with lasting negative consequences for the business, the brand and, most of all, community members and customers
    • Let’s look at the role of online community strategy. It starts at the highest level, based on the organization’s mission and vision, and then proceeds to the business goals and business processes for the community itself. It is a line-of-business function led by an executive stakeholder responsible for strategic alignment based on the goals, metrics, measures and ROI.
    • The second role is that of online community management. The crucial task for this role is delivering value to the community participants €“ the members. Full stop. If the community serves member needs and builds high-value customer/supplier/prospect relationships, it can achieve the strategic goals established by the business organization.
    • Adding business strategy leadership to the community manager’s role renders them ineffective, unable to succeed at either task. Keep in mind the community manager is the voice of the members back into the organization, and is charged with serving member needs. Asking the community manager to view her community through the lenses of both the business and the members is a prescription for blurred insights, mixed messages and reduced trust on both sides.
    • The reasons for this separation of roles is primarily around skill sets.
  • « We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. « 

    tags: performance measurement metrics crm socialcrm profit pull KPIs innovation loyalty customerloyalty pareto costs costcutting

    • Most businesses can be understood as bundle of three core operating processes, each driven by a unique performance lever. These three operating processes are: customer relationship management, product innovation and commercialization and infrastructure operation
    • In most industries, customer loyalty is eroding, leading to a significant reduction of the average life of a customer. To make matters worse, margins are eroding as well, diminishing the profit generated per year of a customer relationship. In many industries, the cost of customer acquisition is also rising
    • Brand used to help a lot in charging a price premium, but the brand premiums are rapidly eroding in most industries.  As if that is not bad enough, the cost of developing new products and services is also increasing in many industries.
    • Margin pressure reduces profit generated per year, accelerating technology and consumer preference changes diminish the average years of asset viability and cost of building/acquiring assets tends to increase. 
    • it’s hard to manage these levers, if they are not even measured.  I continue to be amazed at the number of companies that have yet to even systematically measure and monitor these levers
    • In fact, the Pareto principle is often missed by companies €“ 20% of the customers, products and facilities usually generate 80% of the profits.  But which 20%? Few companies can answer this with any assurance or precision.
    • One way to start improving performance dramatically is to ask two questions.  First, what are the characteristics of the 20% that generate the 80% of the profitability and is there anything that can be done to increase the share of these highly profitable parts of the business?  Second, is there a compelling reason to retain the other 80% of customers, products and facilities given their low contribution to profitability and, if so, what can be done to increase their profit contribution?
    • Measurement is just the beginning. The key is: what actions can managers take to improve the overall performance of these operating levers?  Unfortunately, the prevalent instinct of executives as they focus on these operating levers is to cut costs.
    • cutting costs is a diminishing returns proposition.  The more costs are cut, the harder and harder it will be to achieve the next increment of cost reduction. 
    • What if we viewed the ideal customer relationship as one where I, the vendor, seek to build an expanding platform to help customers connect more effectively with the resources that are most valuable to them individually?
    • What if we began to re-conceive products and services as platforms that would invite and support third parties to add customized modules and extensions to the functionality available in the core platform?
    • we might explore ways to make it available to third parties so that we can increase utilization of the resource and generate more profitability from our investment. 
    • I explored this option in a Harvard Business Review article €“ Unbundling the Corporation €“ which has gotten a lot of attention from executives around the world.  The article had a provocative proposition €“ companies will ultimately have to choose one of three business types to focus on and shed the other two.
  • « The last few months have seen a spate of end of year surveys and forward-looking prediction reports that examine the workplace €˜digital transformation’ to a more collaborative work environment with greater worker mobility. Below, I have captured some of the report highlights, providing links to the studies that can be accessed online. »

    tags: mobility mobilephones IT collaboration retention BYOD

    • 88% of executives report employees are using their personal devices for business purposes today.
    • Very few executives (just 20%) believe that allowing personal computing technologies in the workplace will benefit recruitment and retention efforts for younger workers.
    • By 2015, 35% of enterprise IT expenditures for most organizations will be managed outside the IT department’s budget.
    • The three top reasons why companies are finding it hard to implement tools like analystics, mobile technology, and social media for business are: missing skills (77%), cultural issues (55%), and ineffective IT (50%).
  • « A social intranet is only one part technology, and two parts people and process. In fact, technology is only an enabler, and may only be worth 20% of the total value of an intranet. »

    tags: socialintranet

    • People and process drive the social intranet €“ governance and content make it sing.
    • People


      The first ingredient to a social intranet is of course people: executives, managers and front-line employees who depend on social media to communicate and collaborate with each other on a daily or weekly basis. Unfortunately, executives aren’t quite pulling their weight when it comes to contributing regularly to Intranet 2.0 tools, stifling many organizations’ attempts at turning their intranet into a social intranet:

    • Process


      Giving employees free reign of Intranet 2.0 tools doesn’t come without risk. To mitigate that risk, you need to plan accordingly and support the tools with the proper governance, standards and policies before rolling out these tools and giving employees full access.

    • Technology


      The best social intranets comprise a consortium of social intranet tools: blogs, wikis, user commenting, tagging and forums, to name a few. The results of the Social Intranet Study show a wide range of Intranet 2.0 tools being used in organizations today. The top three are:

  • tags: socialbusiness enterprise2.0 data analytics BI bigdata socialdata E2E C2C B2B E2B B2C

  • « Si la banque a intégré tôt les réseaux sociaux dans sa stratégie de relation client, le mouvement n’en est encore qu’à  ses débuts dans beaucoup de groupes. « Les entreprises ont pris conscience des besoins, mais beaucoup n’en sont encore qu’à  la phase d’écoute sur ce que l’on dit d’elles. En revanche, elles ont compris qu’il s’agissait d’un vrai changement de culture »

    tags: socialcrm crm bnpparibas twitter casestudies culture organization customerservice coordination

    • La bonne utilisation de ces derniers réclame en effet de faire évoluer son organisation. Ne serait-ce que pour s’adapter à  l’instantanéité des flux
    • L’autre enjeu, de taille, consiste à  impliquer l’entreprise dans son ensemble. « De plus en plus de personnes y sont exposées à  la relation client »<!—-><!–I–>, remarque Laurent Dupuytout. Ce qui nécessite d’améliorer la coordination.
    • la « révolution en cours autour du « social CRM » prendra de deux à  trois ans au maximum »<!—-><!–I–> pour devenir une pratique partagée par la majeure partie des entreprises. Alors qu’il a fallu cinq ans pour avoir une approche multicanal incluant Internet.
  • La crise aurait du révéler les DRH comme les sauveurs de la rentabilité, de la productivité et de la créativité ! Bref, cette crise aurait du permettre à  toute l’entreprise de voir que les RH agissaient pour le bien de tous et participaient à  la création de richesse.

    Cela a été presque le cas. Presque

    tags: hr chro strategy credibility legitimacy esteem

    • La crise aurait du révéler les DRH comme les sauveurs de la rentabilité, de la productivité et de la créativité ! Bref, cette crise aurait du permettre à  toute l’entreprise de voir que les RH agissaient pour le bien de tous et participaient à  la création de richesse.


      Cela a été presque le cas. Presque

    • dans certaines entreprises, les Ressources Humaines sont devenue un « Capital Humain » trop important pour être laissé aux RH sans la supervision des adultes !  On voit depuis 2008 des services RH rattachés aux directions financières. Donnez€“nous des métriques, des ratios et des  résultats ! Et nous voilà  à  devoir nous adresser au service achat pour acheter de la formation, acquérir de nouvelles compétences et optimiser nos recrutements.
    • Avant de rejeter la faute sur le patron, n’est ce pas aussi la faute du RH qui ne sait pas montrer son implication dans l’entreprise 
    • Première action, simple et concrète pour le RH en quête de légitimité : passer 10% de son temps (soit ½ journée par semaine) sur le terrain
    • Négocier et vendre doivent être une seconde nature pour le RH.
    • Troisième partie à  ne pas négliger : Passer 10% de son temps hors de l’entreprise ! Je ne vais pas vous rappeler qu’il n’y a pas que les Ressources Humaines qui ont mauvaise réputation, l’entreprise aussi !
    • En résumé, avant de parler de la « dimension stratégique » du rôle de DRH,  il faut commencer par reconstruire la confiance grâce à  plus de proximité, de relation€¦et de travail physique
  • « The problem was that I was talking about what I had instead of talking about what they needed. They didn’t want yet another tool or thing to do. They wanted help.

    So I started over.

    “Our goal is to make things easier for you. Easier to find answers and experts. Easier to share better ways of working with people who do what you do. Easier to coordinate work in your group and across groups.

    If we make all of that easier, we’ll make your jobs better while we unlock tremendous value for our company.” »

    tags: enterprise2.0 socialbusiness arguments conviction adoption value pitch

    • Sometimes, you need to go to a place €“ a destination €“ to get things done. It could be the latest information on a project or about a client or a product. It’s just a website, but a website with some modern advantages
    • And the tools themselves are convenient and engaging. That means iPad and iPhone access, for example. It means consolidating several of the tools we have into one place. And it means integration with our email system, Outlook.
    • The second way we make things easier is with a Facebook-like stream. It lets you follow things you care about €“ people, groups, documents, websites €“ and get notified in real-time. The things that matter to you are delivered in a way that’s easy to skim quickly but that also allows for comments and other feedback.
  • Posted from Diigo. The rest of my favorite links are here.

    Head of People and Operations @Emakina / Ex Directeur Consulting / Au croisement de l'humain, de la technologie et du business / Conférencier / Voyageur compulsif.

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