Liens de la semaine (weekly)

ul class= »diigo-linkroll » li p class= »diigo-link » a href= » »Social Enterprise ROI: Measuring the immeasurable/a /p p class= »diigo-description » »The world has been chapping our collective hides about metrics for social business. Customers want them, and not without reason. Our typical answers (ROI is irrelevant, What’s the ROI of your mother, it depends on the business problem) have some merit, but in the end, we still need to demonstrate the efficacy of social approaches to business challenges. Probably.

In reality we have very little to prove the worth of the Social Enterprise. We have some academic studies, we have some anecdotal evidence a few (very few) published use cases where metrics are involved, and we have a whole lot of “it makes sense, we feel it working”. The reason adoption has gone as far as fast as it has, is not about ROI. Rather, its because of a) the extent to which the old models are failing and b) the extent to which many people deeply resonate with the new models. »/p p class= »diigo-tags » spantags:/span a href= » »socialbusiness/a a href= »″enterprise2.0/a a href= » »metrics/a a href= » »roi/a a href= » »measurement/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »Predicting the ROI of any enterprise investment can be tricky. At my company, we have a whole team of people, called “Value Engineering” that dedicate their time to calculating these things. But when the topic is social business or enterprise 2.0, the challenge is much, much bigger. The reason is that the objective is to qualitatively change how work is done €“ how we view challenges and how we make progress./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Since these concepts have only been adopted slowly, and over only the last 3 to 5 years, we lack experience in understanding what these emergent outcomes should be (though we have plenty of theories about it), how to detect these outcomes, what is required to achieve them (though again, lots of theory), and, most importantly, in what time frames we should expect to see these outcomes/div/div /li li div class= »diigoContent »div class= »diigoContentInner »And still most businesses still look at “followers” and “likes” and similar metrics. Why? First and foremost, because they can. Second, of course, is because even the unsophisticated understand what those metrics mean. They may not be good judges of their importance, but people “get” them./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Metrics themselves aren’t evil €“ nbsp;metrics abuse is. Metrics abuse is responsible for countless bad decisions and negative, unintended consequences. Metrics abuse is what happens when people replace thoughtful, meaningful goals and insights with measurable metrics. People do this because thoughtful, meaningful analysis is very hard, poorly understood, and rarely done. Metrics then amount to the drunk looking under the lamppost for the keys he dropped over yonder because there’s no light over there./div/div /li li div class= »diigoContent »div class= »diigoContentInner »“The first step is to measure whatever can be easily measured. This is OK as far as it goes. The second step is to disregard that which can’t be easily measured or to give it an arbitrary quantitative value. This is artificial and misleading. The third step is to presume that what can’t be measured easily really isn’t important. This is blindness. The fourth step is to say that what can’t be easily measured really doesn’t exist. This is suicide.”/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Metrics represent an hypothesis €“ one that can be right or wrong €“ giving us the chance to prove it one way or another. Metrics are guideposts €“ your weight can be an indicator of health, but it is not in and of itself, health. In fact, cancer patients are known to be quite thin. Goldman Sachs, Enron or BP €“ all were doing well by many measures of corporate performance and each met with disaster that “no one” predicted./div/div /li li div class= »diigoContent »div class= »diigoContentInner »ROI helps to standardize the comparison factors for people who have to make hard decisions. nbsp;The person that says “if you invest x dollars you will realize y increase in revenue” has a business case that is hard to beat, except by others who will do the same. We counter this with narrative, and vision and storytelling. And in the end these techniques may prevail. And there’s some merit to arguments that stories (which present a more multifaceted picture) make better arguments than data. But when the decisions are hard, then cold hard data comes into play, and we just don’t have it hanging around yet./div/div /li li div class= »diigoContent »div class= »diigoContentInner »pBut alas, we simply do not have the data yet. We are living in fast-paced times with three hard challenges between us and meaningful ROI analysis for social business./pnbsp;p1. We do not know what to measure.brnbsp;2. We do not know how to measure itbrnbsp;3. We do not know when to measure it./p/div/div /li /ul /li li p class= »diigo-link » a href= » »The Value of Social Business: Exploring the ROI Question/a /p p class= »diigo-description » »It’s a pretty simple equation at the end of the day. When businesses decide to invest in technology, they are hoping to ultimately get more value back than they put in. The time windows for such investment are generally 2 years, more or less. This was recently validated for me as I helped judge the entries for the 2012 CIO 100 Awards. I was surprised that many companies expect 100% ROI in rather short periods of time, often in just sixth month for efforts that may have taken years to implement. Whether this is generally unrealistic or actually achievable is besides the point. »/p p class= »diigo-tags » spantags:/span a href= » »socialbusiness/a a href= » »roi/a a href= » »productivity/a a href= » »outcomes/a a href= » »savings/a a href= »″enterprise2.0/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »These days the talk in enterprise circles is about the next generation of IT, specifically what it is, why it’s valuable, and how to get there. This a rel= »nofollow » href= »″new wave of IT/a is generally accepted to revolve around smart mobile, cloud computing, big data, consumerization, and most germane this to discussion: social./div/div /li li a title= »Social Business Return on Investment (ROI) » href= »″ img alt= » » src= »″ alt= »Social Business Return on Investment (ROI) » / /a /li li div class= »diigoContent »div class= »diigoContentInner »We measure what we’re doing, see if it’s moving the needle, adjust and optimize based on what we’ve learned. Rinse and repeat. This feedback loop has become central to finding our way./div/div /li li div class= »diigoContent »div class= »diigoContentInner »The right metrics, properly applied, can help us learn. Are we progressing? Why or why not? Are we defining progress correctly? Does action A work better than action B? When properly considered, metrics help us chart and adjust course toward meaningful goals./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Metrics represent an hypothesis €” one that can be right or wrong €” giving us the chance to prove it one way or another. Metrics are guideposts €” your weight can be an indicator of health, but it is not in and of itself health./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Unfortunately, our internal stakeholders are usually uncomfortable being the subjects of such experimentation. They want the “correct” solutions and they want them now./div/div /li li div class= »diigoContent »div class= »diigoContentInner »These days, I’m much more confident, based on the growing body of evidence from many quarters, that social business is a real force multiplier in its own right, and it’s one that’s generally more potent than previous forms of communication, collaboration, and engagement, a rel= »nofollow » href= » »often by double digit margins/a. But we’re often only 60% of the way sure of how to apply it in a given business situation. The rest has to come from post-deployment optimization as well as emergent outcomes. These two factors alone mean that 6 month ROI windows are less likely to occur, even though the payoff will ultimately be very substantial./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongSocial business is a journey, not a project./strong Social business is about culture change, process change, and a rel= »nofollow » href= » »creating an transformational strategy/a that will get there/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongTransactional engagement is just as important as open-ended engagement./strong Some social business efforts deliberately encourage only general purpose collaboration, instead of focusing on specific aspects of how the business work and improving that with social. This would be missing a major part of the value./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongThe adoption process is not sequential, nor will it look much like anything you’ve done until now./strong/div/div /li li div class= »diigoContent »div class= »diigoContentInner »ulli/lilistrongFeedback loops powered by measurement and optimization = success./strong Social analytics and a rel= »nofollow » href= » »social business intelligence/a will let us close the feedback loop and at last gives us a potent tool to tune and optimize our social business solutions/li/ul/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongPut social into the flow of work, don’t overly compartmentalize or silo it./strong One of the biggest lessons we’ve learned the last couple of years is connect our a rel= »nofollow » href= » »systems of record with systems of engagement /aor significant value won’t be realized./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongAim social squarely at existing business problems./strong If your social business effort isn’t directed at your organization’s top problems, then maybe it’s not a surprise it isn’t perceived as delivering major value./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongYou mostly won’t get credit for emergent outcomes, don’t even try./strong But that doesn’t mean you shouldn’t do a rel= »nofollow » href= » »as much as reasonably possible/a to encourage them./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongWhatever you do, baseline before and after. This alone will typically validate your effort./strong Many practitioners don’t do nearly enough to measure their social business efforts nor do they baseline the performance of the business show they can demonstrate results./div/div /li /ul /li li p class= »diigo-link » a href= » »The Social Responsibility of Business Is to Increase … What Exactly?/a /p p class= »diigo-description » »You might disagree with Milton Friedman’s famous claim that the sole social responsibility of business is to increase its profits. But you can’t deny that it sounds simple and straightforward. »/p p class= »diigo-tags » spantags:/span a href= » »friedman/a a href= » »profit/a a href= » »socialresponsability/a a href= » »stewardship/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »The closest it comes is with Taft’s definition of stewardship: « the proposition that one’s true purpose €” and that the ultimate purpose of organizations and of our communities €” is to serve others. »/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Business-as-purely-altruistic endeavor won’t get you far./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Also, the commandment to increase profits is not nearly as straightforward as it might seem. Over what time frame is this profit-increasing suppose to transpire? It’s easy to throw out the phrase « long-term, » but far harder to define it or work toward it./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Finally, there’s the a rel= »nofollow » href= »″widely/a a rel= »nofollow » href= »″remarked-upon/a a rel= »nofollow » href= »″reality/a that, at many of the most durably successful businesses on the planet, increasing profits seems secondary to other goals./div/div /li li div class= »diigoContent »div class= »diigoContentInner »So, yeah, the social responsibility of business is to increase its profits. Whatever the heck that’s supposed to mean./div/div /li /ul /li li p class= »diigo-link » a href= » »Why Do We Collaborate?/a /p p class= »diigo-description » »Why do human beings collaborate? Ever since Darwin, biologists have been vexed by the question, because in evolutionary terms, self-less behavior makes no sense. We would expect altruists who act contrary to their own interest to be systematically eliminated from the species. »/p p class= »diigo-tags » spantags:/span a href= » »collaboration/a a href= » »management/a a href= » »altruism/a a href= » »customers/a/p /li li p class= »diigo-link » a href= » »ACM Spotter’s Guide/a /p p class= »diigo-description » »More products today claim to have Adaptive Case Management (ACM) capabilities. Do they have what it takes? Or are they simply just jumping on a bandwagon? It is a buyer-beware world. Apply the criteria presented in this post to a vendor’s product in order avoid dishonest representations. »/p p class= »diigo-tags » spantags:/span a href= » »ACM/a a href= » »software/a/p /li li p class= »diigo-link » a href= » »Stress au travail : une maladie hiérarchiquement transmissible/a /p p class= »diigo-description » »Dans le secteur du commerce dont fait partie notre entreprise, le management par le stress peut constituer la technique de management par défaut et dispenser l’employeur de toute autre forme d’organisation de l’entreprise. Les collaborateurs sont alors maintenus dans un état d’opacité (pour ne pas dire d’insécurité) permanente qui permet à  nos responsables de doser la pression à  leur guise, en avançant ou reculant les échéances. « /p p class= »diigo-tags » spantags:/span a href= » »humanresources/a a href= » »stress/a a href= » »wellbeing/a a href= » »management/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »« Un certain nombre d’entreprises pensent que stress égale efficacité * »./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongLe emmanagement /empar le chaos/strong : « faire sauter les repères des personnes pour qu’elles travaillent davantage »/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongLe emmanagement /empar le tiers/strong : « l’idée est d’obtenir plus de tout le monde et de faire en sorte que le tiers le moins performant décroche, mais toujours dans le respect du droit du travail, avec trois lettres d’avertissement etc./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongLa méthode du embenchmarking/em/strongem /em: cette méthode « consiste à  instaurer une compétition permanente en comparant les résultats en interne ou avec les concurrents »./div/div /li li div class= »diigoContent »div class= »diigoContentInner »L’employeur ne devrait jamais oublier qu’il a une responsabilité pénale envers ses salariés/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Cependant, il n’en demeure pas moins souvent inconscient lorsqu’il s€˜agit de harcèlement ou de pression abusive./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Un état de stress survient lorsqu’il y a un déséquilibre entre la perception qu’une personne a des contraintes que lui impose son environnement et la perception qu’elle a de ses propres ressources pour y faire face »/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Les formulations « du mal-être » diffèrent donc d’un individu à  l’autre/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Le stress est un peu comme une maladie dont on a honte et que l’on garde pour soi ou que l’on refuse de s’avouer. Mais vers qui se tourner pour en parler en toute impartialité/div/div /li /ul /li li p class= »diigo-link » a href= » »[Ressources humaines] L’actualité Management : DRH : pas besoin d’être expert en réseaux sociaux pour prendre le virage 2.0 !/a /p p class= »diigo-description » »Les salariés ont leurs habitudes sur les réseaux sociaux et ont tendance à  vouloir les importer en entreprise. Face à  cette vague technologique, les DRH ont tout intérêt à  accompagner ce mouvement plutôt que de le censurer, conseillent Didier Baichère, DRH de Logica, et Alexandre Pachulski, directeur général produits au sein de l’éditeur SIRH TalentSoft. « /p p class= »diigo-tags » spantags:/span a href= » »humanresources/a a href= » »socialnetworks/a a href= » »privacy/a a href= » »middlemanagement/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »a peur est souvent le fruit d’une méconnaissance des réseaux sociaux et de leur environnement./div/div /li li div class= »diigoContent »div class= »diigoContentInner » »il n’est pas nécessaire d’être un expert des réseaux sociaux », car ce qu’on demande aux DRH n’est pas tant de jongler avec les différentsnbsp;réseaux sociauxnbsp;que d’accompagner le changement à  l’égard des collaborateurs/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Il faut un accompagnement fort des managers de proximité », recommande Didier Baichère. « Il faut les associer au moment de la mise en place du réseau social d’entreprise et les accompagner ». Car les réseaux sociaux « bousculent le rôle traditionnel du manager, note Pedro Montoya, associé au sein de Logica, et ilsnbsp;peuvent avoir l’impression de perdre un peu les rênes »./div/div /li li div class= »diigoContent »div class= »diigoContentInner »h3/h3nbsp;Les réseaux sociaux peuvent aussi permettre aux RH d’innover que ce soit en matière de recrutement ou de gestion des talents./div/div /li li div class= »diigoContent »div class= »diigoContentInner »En matière de gestion des talents, les réseaux sociaux peuvent aussi faire office de détecteur de talents que l’entreprise n’avait pas identifiés auparavant./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Didier Baichère en veut pour preuve ces réseaux sociaux d’entreprise qui ne prennent pas. « C’estnbsp;souvent parce que la question a été posée uniquement sous l’angle de l’outil. La stratégie de communication et la politique RH n’ont pas été définies ». Or, « la plateforme collaborative doit véhiculer des valeurs et nourrir un processus », insiste Alexandre Pachulski./div/div /li /ul /li li p class= »diigo-link » a href= » »Telltale Signs of an Unhealthy Hierarchy/a /p p class= »diigo-description »We may talk about eliminating hierarchy, but most organizations still have one. Frankly, it’s very hard to mobilize limited resources and diverse skills without someone taking charge. That’s why hierarchies have existed for thousands of years €” from the days of the Pharaohs to the modern corporation.

Yet there’s no doubt that hierarchies can be dysfunctional and make it difficult to get things done. As such, we blame them for slowing things down, lowering morale, and choking off innovation./p p class= »diigo-tags » spantags:/span a href= » »hierarchy/a a href= » »decisionmaking/a a href= » »coordination/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »pWe may a rel= »nofollow » href= » »talk about eliminating hierarchy/a, but most organizations still have one. Frankly, it’s very hard to mobilize limited resources and diverse skills without someone taking charge. That’s why hierarchies have existed for thousands of years €” from a rel= »nofollow » href= » »the days of the Pharaohs/a to the modern corporation./pnbsp;nbsp;pYet there’s no doubt that a rel= »nofollow » href= »″hierarchies can be dysfunctional/a and make it difficult to get things done. As such, we blame them for slowing things down, lowering morale, and choking off innovation/p/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongHierarchical Mirroring:/strong This is the subtle notion that meaningful discussions only occur between people of equal rank across the organization, like a diplomatic negotiation./div/div /li li div class= »diigoContent »div class= »diigoContentInner »As a result the meetings included more people than necessary, the experts had less influence, and everyone was frustrated with the pace./div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongDecision Churn:/strong This occurs when decisions continually need to be revisited because someone of sufficient rank in another part of the hierarchy raises an objection. In/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongInvoking the name of the boss:/strong This is when people tend to make decisions based on what they presume the most senior person wants./div/div /li /ul /li li p class= »diigo-link » a href= » »Enterprise Social Governance: Who Owns What and Why/a /p p class= »diigo-tags » spantags:/span a href= » »governance/a a href= » »socialsoftware/a a href= » »socialbusiness/a a href= »″enterprise2.0/a a href= » »processes/a a href= » »people/a a href= » »technology/a a href= » »data/a/p ul class= »diigo-annotations » li a title= »Enterprise Social Governance: Who Owns What and Why » href= »″ img alt= » » src= »″ alt= »Enterprise Social Governance: Who Owns What and Why » / /a /li /ul /li li p class= »diigo-link » a href= » »Creating Value Through Business Model Innovation/a /p p class= »diigo-description » »Companies often make substantial efforts to innovate their processes and products to achieve revenue growth and to maintain or improve profit margins. Innovations to improve processes and products, however, are often expensive and time-consuming, requiring a considerable upfront investment in everything from research and development to specialized resources, new plants and equipment, and even entire new business units. Yet future returns on these investments are always uncertain. Hesitant to make such big bets, more companies now are turning toward business model innovation as an alternative or complement to product or process innovation. « /p p class= »diigo-tags » spantags:/span a href= » »businessmodel/a a href= » »innovation/a a href= » »businessmodelinnovation/a a href= » »value/a a href= » »costsavings/a a href= » »improvement/a a href= » »competitiveadvantage/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »In the operations area, much of the innovations and cost savings that could be achieved have already been achieved. Our greatest focus is on business model innovation, which is where the greatest benefits lie. It’s not enough to make a difference on product quality or delivery readiness or production scale. It’s important to innovate in areas where our competition does not act.a rel= »nofollow » href= »#ref4″ class= »reflink » id= »reflink4″4/a/div/div /li li div class= »diigoContent »div class= »diigoContentInner »A good product that is embedded in an innovative business model, however, is less easily shunted asid/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Since it is often relatively easier to undermine and erode the returns of product or process innovation, innovation at the level of the business model can sometimes translate into a sustainable performance advantag/div/div /li li div class= »diigoContent »div class= »diigoContentInner »In other words, a business model is a bundle of specific activities €” an activity system €” conducted to satisfy the perceived needs of the market, along with the specification of which parties (a company or its partners) conduct which activities, and how these activities are linked to each other/div/div /li /ul /li li p class= »diigo-link » a href= »″Managing a Virtual Team/a /p p class= »diigo-description » »Teams that are geographically-dispersed, or virtual, have now been used and studied for more than three decades €” yet we all still wrestle with how to get them right. Managers frequently ask for best practices for managing their global teams, and recently we’ve noticed some common themes. Here are the three questions that keep coming up again and again, and what the research tells us about how to address them: »/p p class= »diigo-tags » spantags:/span a href= » »teams/a a href= » »teamwork/a a href= » »management/a a href= » »virtualteams/a a href= » »remotework/a a href= » »facetoface/a a href= » »coordination/a a href= » »collaboration/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »FTF interaction is especially important early in a team’s life, particularly when the team is comprised of people who don’t already know each other./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Second, a rel= »nofollow » href= » »Maznevski and Chudoba/a also found that repeated FTF meetings are best when occurring at predictable times and intervals./div/div /li li div class= »diigoContent »div class= »diigoContentInner »With the relentless advance of technology, many managers ask us which platform they should use to support their virtual teams. As any suggestion we make will be outdated before the pixels are displayed €”/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongSimplicity:/strong neither require complex setup time or a steep learning curv/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongReliability: /strongdespite the occasional service interruption, we spend very little time worrying about whether our messages will get through to their intended targets/div/div /li li div class= »diigoContent »div class= »diigoContentInner »strongAccessibility:/strong phones and email both work just about everywhere we might want to use them €” meeting rooms, field offices, airports, even our favorite coffee shops./div/div /li li div class= »diigoContent »div class= »diigoContentInner »The net result was wasted effort by their colleagues, unanticipated rework for them, and frustration all around. They ask us: « Why does this keep happening, how can I avoid such coordination breakdowns? »/div/div /li li div class= »diigoContent »div class= »diigoContentInner »p/pnbsp;nbsp;pSo managers of virtual teams should have dual, complementary objectives: structure and socialize./p/div/div /li li div class= »diigoContent »div class= »diigoContentInner »First they must shift their teams’ work practices away from the dynamic adjustment outlined above towards more structured coordination. Clear team-level work processes, output requirements, and group norms reduce the complexity of virtual team coordination from coordinating efforts across multiple sites to aligning one’s efforts with a single, consistent set of expectations/div/div /li li div class= »diigoContent »div class= »diigoContentInner »virtual team managers also work to support and facilitate dynamic adjustment when it’s required by promoting and encouraging informal interaction./div/div /li /ul /li li p class= »diigo-link » a href= » »Social Customer Service: Best Practices/a /p p class= »diigo-description » »In today’s competitive landscape, customer service is more important then ever. Conversations now echo across sites such as Facebook, Twitter, LinkedIn, and other social media neighborhoods. It’s leveled the playing field, enabling businesses of all sizes to interact directly with customers like never before. And because the voice of the consumer has never been more powerful or influential than in today’s marketing paradigm, it has the potential to spread virally in an instant. »/p p class= »diigo-tags » spantags:/span a href= » »customer/a a href= » »customerservice/a a href= » »socialcustomer/a a href= » »socialmedia/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »Over 58 percent of tweeters who have tweeted about a bad experience have never received a response from the offending company./div/div /li li div class= »diigoContent »div class= »diigoContentInner »55 percent of consumers expect a response the same day to an online complaint – yet only 29 percent receive one./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Today, your company now has the option to not only take a phone call, but examine a tweet, Facebook post, blog comment, forum post, and so on/div/div /li li div class= »diigoContent »div class= »diigoContentInner »When responding to issues with individuals, it’s key to respond quickly and cordially. And in some cases, you will need to « kill them with kindness » in an effort to offer an experience that exceeds their expectations. If/div/div /li li div class= »diigoContent »div class= »diigoContentInner »It’s important to measure success of any effort by defining metrics that reflect the overall strategy (e.g., costs, savings, service improvement, etc./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Solving these issues in real time through your brand’s social channels shows that your brand is dedicated and transparent to your customers. Credibility gained from an effort like this is near priceless./div/div /li /ul /li li p class= »diigo-link » a href= » »IBM: Communication and Curation go hand in hand/a /p p class= »diigo-description » »It used to be that company communication was all top down. Messages that are €˜pushed down’ from the C suite to the cubes and the employees.
Missions are proclaimed. Messages are delivered. Employees and partners are fed the party line.
Today, things are changing fast €“ as the tools and networks for communication are broken wide open. »/p p class= »diigo-tags » spantags:/span a href= » »casestudies/a a href= » »ibm/a a href= » »communication/a a href= » »internalcommunication/a a href= » »curation/a a href= » »Usergeneratedcontent/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »At IBM, the voice of the company is increasingly coming from the intranet, known internally as W3. W3 has been leading a transformation from professional to user-generated content within IBM./div/div /li li div class= »diigoContent »div class= »diigoContentInner »“We had 260,000 registered users to that product internally in 2009 and between them they created 600,000 webpages.” To put that in perspective, has 4.2 million pages, created over 15 years, making it one of the largest corporate web sites in the world. In one year alone IBM employees created 600,000 webpages./div/div /li li div class= »diigoContent »div class= »diigoContentInner »employee generated content follows an exponent like this and its probably about ten to fifteen times the volume of professionally produced content./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Professionally produced content grew, has topped out, and is actually about to go into absent volume, it’s about to go into decline.”/div/div /li li div class= »diigoContent »div class= »diigoContentInner »That makes IBM a curator as much as a communicator./div/div /li /ul /li li p class= »diigo-link » a href= » »Social Task Management: A View of the Future/a /p p class= »diigo-description » »Even socially enabled enterprise applications have, for the most part, mimicked the general form of the “corporate Facebook” with social portals jammed with activity streams, micro-messaging, file sharing and lots of other social tools. While all of these tools are useful, alignment with work activities is not always evident. »/p p class= »diigo-tags » spantags:/span a href= » »projectmanagement/a a href= » »socialprojectmanagement/a a href= » »taskmanagement/a a href= » »socialtaskmanagement/a a href= » »do/a a href= » »producteev/a a href= » »asana/a a href= » »mindjet/a a href= » »socialsoftware/a a href= » »streamworks/a a href= » »activities/a a href= » »workflows/a/p ul class= »diigo-annotations » li div class= »diigoContent »div class= »diigoContentInner »Recent ESG research found a whole group of new applications that are built from the ground up to be social applications. All assume the same need €” for a team of people to collaborate to get a unit of work done/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Products from (part of, Producteev, Asana and Mindjet take a simple unit of work €” the task €” and place it at the center of a group of people/div/div /li li div class= »diigoContent »div class= »diigoContentInner »Not only do these applications support internal social communication and collaboration tools such as micro-messaging and file and URL sharing, but also the ability for multiple people to own the task. Tasks can be assigned back and forth creating informal, ad hoc workflows that change as situations change./div/div /li li div class= »diigoContent »div class= »diigoContentInner »For example, SAP StreamWork is built around a similar idea called Activities. Activities are really small workflows that change on the fly according to the actions of team members./div/div /li li div class= »diigoContent »div class= »diigoContentInner »In the end, social task management software points to what all software applications will eventually look like. Expect future social applications to enable people to perform specific activities in teams rather than just general collaboration or communication./div/div /li /ul /li li p class= »diigo-link » a href= » »IBM survey identifies four €˜digital personalities’ for consumers/a /p p class= »diigo-description » »A Digital Consumer Survey conducted by IBM has found a “dramatic” increase in the adoption of digital devices and content over the past four years. »/p p class= »diigo-tags » spantags:/span a href= » »study/a a href= » »consumer/a a href= » »customer/a a href= » »socialcustomer/a a href= » »digitalconsumer/a/p ul class= »diigo-annotations » li a title= »IBM survey identifies four €˜digital personalities’ for consumers » href= »″ img alt= » » src= »″ alt= »IBM survey identifies four €˜digital personalities’ for consumers » / /a /li li div class= »diigoContent »div class= »diigoContentInner »age is becoming a less clear cut delineator of digital adoption with 65% of those aged 55-64 indulging in web browsing and texting whilst watching TV./div/div /li li div class= »diigoContent »div class= »diigoContentInner »Efficiency Experts, Content Kings, Social Butterflies and Content Maestros./div/div /li li div class= »diigoContent »div class= »diigoContentInner »15% of respondents are identifies in the Social Butterflies category, defined as those who emphasise direct access to friends, irrespective of time or place./div/div /li /ul /li /ulp class= »diigo-ps »Posted from a href=’’Diigo/a. The rest of my favorite links are a href=’’here/a./p

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