Liens de la semaine (weekly)

  • tags: socialbusiness organization productivit ethic

    • +Is €˜Hours Worked’ an indicator of Work Ethic?
    • Change is Multi-disciplinary Omnipresent and Continuous” Non-repetitive Cross- Variable functional Workload PragmaticTask focused Versatile Ideas Evolving Goals & Quality
    • Knowledge worker productivity demands that we ask the question: « What is the task? »
    • One of the great paradoxes of the revolution now being called social business is the near total lack of participation by the corporate group (IT) that led the last great corporate revolutio
    • . Changes to Processes & Workflow
  • « This month’s topic was triggered in part by the information (not fact-checked) that in several European countries where vacations are mandated, most employees take their prescribed amounts of time off. In America, where vacation time is not mandated, roughly half of workers last year had vacation time left over and failed to take an average of 11 days of earned vacation.

    Then several books having to do with how to get control of our work lives and our personal networking technologies hit my desk within a matter of days. « 

    tags: work timeoff predictabletimeoff PTO technology worktime worklifebalance satisfaction efficiency worklife

    • maintains that personal networking technologies contribute to, among other things, narcissism, depression, attention-deficit hyperactivity, obsessive-compulsive disorders, and the « Google effect, » an inability to remember facts that we assume are on Google
    • chose the goal of engaging a six-person team to implement a procedure for freeing up every team member from their networking devices for one evening of PTO, « predictable time off. »
    • But as a result of the effort to achieve a small, doable change, team members succeeded in freeing up one night per week from their devices and their work.
    • it had enhanced such things as excitement about their work, satisfaction with their jobs and work-life balance, and perceptions of team collaboration, efficiency, and effectiveness
    • Is our obsession with technology creating new kinds of potential hazards in the workplace?
  • « At a recent session of the course, Brynjolfsson and Pentland argued that just as revolutions in science are preceded by revolutions in measurement, so, too, are revolutions in business preceded by revolutions in measurement. And indeed, big data today is enabling a measurement revolution within the business context. « 

    tags: management bigdata decisionmaking measurement insights communication productivity

    • It’s the way we can now overlay and combine multiple data sources that give us the most valuable insights.
    • they are describing the emergence of the extra-rational manager: someone who listens to reason and the spoken word, but also uses new observational tools to monitor communication patterns that have little to do with rational decision-making.
    • New approaches to monitoring communication patterns €” through the use of sociometric badges that measure people’s proximity, location, face-to-face interactions and social signals €” are revealing valuable patterns and relationships that have a direct and measurable impact on individual and team performanc
    • In fact, Pentland’s research suggests that 40% to 60% of individual performance is determined by communication patterns that are seldom recognized or addressed by today’s managers.
    • Pentland’s team analyzed communication patterns at a Bank of America call center, without listening to a single spoken word. After studying communication patterns among the call center staff, Pentland’s team suggested what seems like a tiny change: staggering coffee breaks. But the change generated a $15 million return in just over a year €”
  • « In the corporate world where deadlines are rampant, constant innovation is indispensable, workloads are mounting, and financial pressures are omnipresent, it’s no wonder the employees of many organisations feel as though they are disconnected from one another. Many employees have become disenfranchised or disengaged and as a consequence, it has led to poor business results and lost opportunities.

    In late 2010, the Corporate Leadership Council released its quarterly engagement trends report. Results indicated that only 22% of employees planned on staying in their current positions. Supplementing the point, 21.6% of all employees surveyed described themselves as highly disengaged. As a consequence and according to Gallup Management Journal, this disengaged and disconnected culture (in US-based organisations) is costing $300b per year in lost revenues alone. »

    tags: microblogging culture engagement disengagement sharing

    • According to research published by McKinsey and Company in December, 2010, only 13% of companies felt as though micro-blogging was actually enhancing company culture. The encouraging sign, however, is that this sentiment is up from the 2009 data point of 10%.
    • . Micro-blogging can also help mitigate missing connections between the field worker, the front line, the individual contributor, the manager, the director, the VP and the executive suite
    • Micro-blogging, therefore, is truly humanising the pulse of the organisation
    • Senior leaders have the ability to listen in and get a stronger sense of what is going on in the company be it related to employee opinions, ideas, issues, or opportunities. Employees not only can connect and be part of the dialogue; they can read the opinions and ideas of their peers as well as senior executives.
    • Micro-blogging, by virtue of its definition, has an additional benefit. The actual micro-blog entries are short, concise and succinc
    •    Greater understanding of what is actually going on in the organisation across teams or projects
              Personalizing and demystifying the aura of senior leaders
              Seeking opinion and exploring options before decisions are made
              Driving engagement and the feeling that everyone’s opinion is important
              Increasing social status of employees in business related matters
              Providing information that is timely through non-formal use
              Building trust amongst senior leaders and front-line workers in open, transparent ways
              Weak chance of disrupting already established workflows
    • If micro-blogging is not introduced and positioned as a way in which to help save time, improve existing work processes, and to increase engagement within the organisation, it will undoubtedly be negatively viewed by employees.
  • « Today, I’m going to delve into the world of silos. What are they, what does it mean when someone tells you they want to “Break down silos” and finally how to challenge the person to understand what they really mean when referencing this jargon. »

    tags: silos organization transparency permeability informationsharing sharing

    • The bottom line is that silos are a method for ensuring focus around specific business deliverables.
      • In order to understand why silos are built, let’s identify the basic types of corporate silos:


      • Regulatory
      • Business Unit (Hierarchical)
      • Interest focused 
      • Project focused
  • There are many more reasons and impacts of why silos are built, but I simply wanted to establish that silos are built for a purpose with legitimate business needs in mind.
  • If we agree that silos serve a valid business purpose, why do we want to break them down? Part of the reason for breaking down silos is around reducing duplication of effort. I
  • Another benefit of breaking down silos is the opening up of information so that it’s accessible to everyone. This allows information to be much more accessible often resulting in serendipity and new opportunities
  • Lastly, breaking down silos enables expertise to be leveraged across the entire enterprise.
  • Silos, while beneficial when used properly, can also be abused.  One of the behaviors that is prevalent in silos is local optimization where decisions get made that are good for the silo, but may be bad for others or the company.
  • Secrecy is a byproduct of competition, regardless of the scope.
  • Since every corporation has some level of politics, it really becomes a challenge to think of your team sharing bad news across an entire company.
    • What I believe leadership wants are silos that are:


    • Transparent – By allowing people to see inside the silo, it enables people to understand what that silo is working on and reassures them the work is in the best interest of the organization.
    • Permeable €“ By allowing information to flow in and out of the silo, it enables other groups to leverage the expertise and information best across the enterprise and allows the silos to better understand the impacts of local optimization.
    • When one of the leaders says they want to “Break down silos”, be ready to challenge them with the questions about business benefits:


    • Are the silos mandatory?
    • What would breaking down silos enable in the business?
    • What do silos do to your business today?
    • What incentive is there for these silos to go away?
    • Is your company prepared for transparency?
    • How will leadership deal with “Monday morning quarterbacks?”
  • « Starwood Hotels & Resorts Worldwide is a case in point. The company’s Starwood Preferred Guest loyalty program provides various ways for hotel guests to share their travel experiences and photos with family, friends, and other hotel guests on social media networks. As an added benefit, guests who check into one of its hotels with their Facebook or Foursquare account can receive « Starpoints, » which can be applied toward free breakfasts and room upgrades.

    Such social media efforts have helped to double the loyalty program’s membership over the past five years. But, perhaps, more importantly, members are spending 60 percent more than they did five years ago. »

    tags: socialcrm starwood casestudies socialmedia customer customerrelationship customerservice policies guidelines customersupport

    • As with any disruptive technology, one of the biggest bottlenecks to success is changing employees’ attitudes and behaviors regarding innovation
    • all companies flirting with deploying a plan for social must define the parameters for social media usage, monitoring, and management. But because governance is so fragmented, a company will typically have a view of social media use, risks, and management that might differ from that of other companies
    • A company might not need a social media policy where another policy covers aspects of social media€¦for example, many companies have an electronic communications policy to address appropriate uses of the company’s computer system and to reduce employee expectations of privacy and a company’s risk
    • organizations must determine why social CRM is important to them. To do this, organizations must get one stakeholder from each department that will either participate in or be affected by the social CRM efforts.
    • create a list of ways in which social CRM can help each department and customers. Then a mutually agreed-upon list of goals for each department, the organization, and customers must be compiled.
    • People have to know why change is happening in the first place to rally behind it. It all starts with identifying your company’s purpose for using social media in the first place
    • f customer and partner support is a purpose, which it should be, you need to find out how to be responsive in real time to customer complaints
    • it’s important to first understand the structure of your organization before you try to alter it
    • « you’re seeing a realignment of roles where [customer service reps (CSRs)] are now becoming community managers
    • When job descriptions change, compensation must naturally follow
    • The same holds true for customer care. « Companies need to set up a dedicated social customer care team instead of saying, ‘This is one more thing for my [live] agent to handle,’
    • these agents must have the skill sets needed to communicate with customers in a public channel.
    • organizations must be prepared to take the good comments with the bad€”yes, bad comments are bound to surface. The important thing is not to have a knee-jerk reaction.
    • The shift to a social enterprise calls for an amendment of employee behaviors, processes, and technologies. « We aren’t seeing a massive cultural shift at the workplace, nor is it being done through large-scale change management efforts, » Greenberg maintains. « What you have, instead, are little pockets of action that, as time goes on, will cause change. »
  • « Gage de modernité, promesse de convivialité et de productivité : le réseau social d’entreprise n’aurait que des qualités. Pour Jean-Luc Bouillon, maître de conférences en sciences de l’information et de la communication, cet outil de management participatif, encore mal maîtrisé a de nombreuses limites, et présente peu d’intérêt pour les salariés. »

    tags: socialnetworking enterprisesocialnetworking management humanresources

    • Ce n’est pas l’outil qui crée le lien. Si l’entreprise possède une culture collective, des habitudes et des pratiques qui vont dans le sens de l’échange et du travail commun, alors le réseau social peut venir renforcer cette trame.
    • Dans beaucoup d’entreprises, le lien a été affaibli voire détruit par des réorganisations plus ou moins violentes, le miracle n’a pas lieu.
    • C’est le faire et le faire-savoir, logique qui sous-tend tous les réseaux sociaux. Dans une entreprise avec une culture concurrentielle, la nécessité de se montrer, de se faire bien voir peut devenir une sorte d’objectif pour les salariés.
    • Quelles sont, selon vous, les principales erreurs commises par les entreprises ? 

      Le manque de réflexion en amont des entreprises. Elles se disent que l’outil va pallier un manque de dialogue mais n’ont souvent pas du tout réfléchi à  son utilité, à  son sens

    • le double discours qui prévaut : d’un côté, la valorisation d’une communauté, la sacralisation du collaboratif ( » nous sommes tous dans le même bateau, nous formons une équipe « ) et de l’autre, une mise en place très Top/down et un cloisonnement entre les métiers que ce simulacre de participatif ne masque pas.
  • « “Lazy recruiters” are damaging the standard of the recruitment profession, causing employers to miss out on the best talent, according to Matthew Jeffery (pictured), head of EMEA talent acquisition and global talent brand at technology firm Autodesk. « 

    tags: humanresources recruitment talent talentmanagement

    • The war for talent is ongoing and we are competing for the best [talent]. We’re not just competing we are fighting.
    • Not every one is actively looking for a job. In fact 90% of the best candidates are not looking
    • Recruitment is boring. Some employers are hosting Twitter feeds with jobs – but people won’t follow this unless employers tell a story
    • Recruiters need to have a relationship with people to give them an idea of company culture
    • employers have to move to make the candidate experience more « snuggly »
    • We need to celebrate the candidate in the recruitment process,
  • tags: software agilemethods socialsoftware enterprisesocialsoftware

    • software based on people need and business value rather thantechnology capacity
    • We are moving from a worldof knowledge stocks to aworld of knowledge flows
    • It doesn’t scale to internet billions of interactions
    • One of 21st century management challenge is to get the real value of IT byfocussing more on Information than on Technology
  •  » However, around these kernels of truth, managers build concentric circles of excuses that absolve them of accountability for change or improvement. So instead of finding creative ways to deal with regulations or budget cuts, they accept the status quo and blame external conditions for the problems that exist. « 

    tags: management improvement procedures regulation constraints risk riskmanagement

    • This phenomenon €” which one of my clients has dubbed « learned helplessness » €” has the power to permeate the culture of an organization.
    • most managers are unwilling to courageously challenge their beliefs about taking risks.
  • « Reframing our assumptions over Social Business »

    tags: socialbusiness management organization leadership collaboration cocreation

    • Focus on adaptation, not on adoption
    • Co-creation is mostly marketing
  • « everything you wanted to know about using social channels in customer service (but did not know who to ask) »

    tags: customer customerservice socialcrm

  • tags: customer customerservice socialcrm customersatisfaction

    • 80 percentof organizations thinktheir experiences are good (8% of customers agree
    • 68 percent werenot able to calculateROI before deploying a channelsource:
    • six trends, ten years in customer service social CRM cross channel, not multi channel customer experience management mashups collaborative enterprise of course, customer service using social
    • collaboration with customers  collaborate to understand the customer job-to-be- E2.0 done  collaborate to co-create with the customer to meet her desired outcomes  collaborate to act on social customer insights CRM  collaborate to understand and provide the customer experience they expect from youthe collaborative enterprise
  • tags: socialbusiness collaboration socialenterprise customer socialcrm communities engagement

    • an organization that leveragessocial channels to interact with customers, partners, employees, suppliers and other stakeholders for the purpose of bringing them closer and help them work better
    • collaboration is the goal a collaborative enterprise is where E2.0(internal) and SCRM (external) merged toform platform where partners, customers, employees, suppliers and other stakeholders meet to collaborate and purposefully co-create value
    • collaboration as a journey or a stop on the path to better work it is the destination, not the journey
    • identifying the right people (engagement) bringing them into the right place (channel) getting the right value (collaboration) integrating the data (channel) acting on it (collaboration) making it work long term (engagement, collaboration) fostering engagement (engagement, collaboration, channel)
  • tags: socialcrm crm customerservice customer

    • There is some powerful stuff in there €” and irrefutable proof (as I was told by attendants) that using Twitter and Facebook for customer service is useless €” and communities hold a lot of promise.
    • I did two presentations there, the first one on developing customer service  over the next 10 years.
    • I followed that with a panel with Mark Tamis, Frank Eliason, and Bian Salins from BT where we discussed the right way to do customer service using social.
    • Finally, the talk of the town €” the buzz of the city €” the hype of the municipality €” the summary of my perspective on how to  better understand and implement social business
  • « Face au besoin impératif d’innovation, désormais reconnu comme gage essentiel de compétitivité, les entreprises semblent enfin s’intéresser à  ce qui de tout temps, a pourtant été leur première richesse : le potentiel de leurs salariés.

    Cette attitude est de fait rassurante! Ce qui l’est moins aujourd’hui, c’est de constater qu’au delà  du fait de percevoir l’enjeu que représente ce potentiel, ces entreprises agissent comme si elles étaient dépourvues de bon sens. »

    tags: learning sociallearning culture humanresources learningorganisation responsiveness

    • lles s’en remettent inexorablement  à  des démarches de procédures ou d’outils à  copier /coller. Ce qui leur donne l’illusion d’être actives tout en les rassurant.
    • Il leur faut surtout pouvoir justifier d’avoir engager un dispositif qui leur aura été « vendu » comme étant « la » nouvelle solution pour répondre à  ce besoin d’innovation.
    • Dans la majorité des cas, ils sont abordés sous l’angle du nouvel outil à  transposer. Ainsi condamnés à  être dépossédés dans leur raison d’être initiale, ils sont aujourd’hui malmenés de façon telle, que l’ensemble des questionnements qu’ils auraient dû pouvoir susciter auprès des entreprises reste lettre morte.
    • comment s’adapter et réagir si l’on s’enferme dans des démarches issues d’autres cultures, d’autres secteurs d’activités ou d’autres styles de management
    • qu’il est difficile d’imposer à  un individu ayant développé un ensemble de comportements liés à  ses valeurs, d’agir selon des normes qui ne correspondent pas aux siennes. Or, c’est pourtant ce que l’on tente de faire aujourd’hui sans que personne ne réagisse. Sans que le bon sens reprenne ses droits
  • « J’ai eu l’occasion de participer lundi 4 et mardi 5 juin à  l’événement annuel organisé par Open Knowledge, leadé par le brillant Emanuele Quinterelli. Plusieurs experts internationaux sont venus animer des conférences sur l’entreprise de demain. Parmis eux, étaient notamment présents : Ray Wang, Luiz Suarez, Rawn Shah, Esteban Kolsky, Oscar Berg, Megan Murray, les Français Bertrand Duperrin, Mark Tamis, Thierry De Baillon, Cécil Dijoux ou encore l’Allemand Bjoern Negelmann.

    Ces deux jours ont notamment été l’opportunité pour les orateurs de faire part d’études qu’ils ont menées ces derniers mois, qui pour la plupart viennent confirmer des tendances de fond. Voici un résumé des sessions auxquelles j’ai eu l’opportunité de participer. »

    tags: sbf12 socialbusinessforum conference socialcrm socialbusiness gamification communities communitymanagement engagement socialmedia socialmediafatigue

    • L’expérience client est à  comprendre comme un process ayant un début et peut-être une fin. Les silos internes sont de véritables freins décrédibilisant l’entreprise alors que le client gagnerait à  ce qu’une continuité dans les interactions qu’il engage avec l’organisation lui soit proposée
    • la valeur n’est pas contenue dans le produit que l’on propose, mais dans l’utilisation que le client en fait pour répondre à  son besoin (concept de “service-dominant-logic” et de “customer-jobs-to-be-done” face à  la “product-dominant-logic
    • Si les médias sociaux ne changeront rien en soit, ils donnent l’opportunité aux entreprise de repenser leur service client,
    • Pensez-vous vraiment que vos clients vont s’engager avec vous dans des conversations collaboratives… contre rien en échange ? Seriously ? Vous les voyez aider d’autres internautes et vous suggérer des idées d’améliorations sans rewards en face ?
    • Esteban avait lui aussi insisté sur le “Perception gap” : ce que recherche avant tout les clients qui souhaiterait s’engager avec une marque sur les médias sociaux, ce sont des réductions !
    • L’engagement, ce n’est pas une question de technologie, c’est résoudre des problèmes business. On crée cet engagement en aidant les autres dans leurs taches, en les accompagnant dans la mission qu’ils souhaitent réaliser.
    • parler de B2B ou de B2C ne fait plus de sens, il est toujours question de P2P (Peers 2 Peers), “it’s always humans talking to humans”.
    • Rawn met en avant la décallage de plus en plus grand entre le temps passé à  travailler et la productivité
    • Les entreprises doivent absolument quitter le modèle selon lequel le travail est “predictable and planned” qui laisse peu de place à  la créativité et donc à  l’engagement. Tout ceci ne serait valable que dans un monde qui évoluerait peu.
    • C’est plus que jamais l’éclosion du Knowledge Worker, le travailleur du savoir, dont les tches quotidiennes ne sont plus que de produire, mais aussi de se connecter, de répondre, d’optimiser, de décider, d’organiser, d’apprendre.
    • l’illettré du 21ème siècle de sera pas celui qui ne sait pas lire ni écrire, mais celui qui ne sait ni apprendre, désapprendre et réapprendre”
    • Les entreprises orientés sur la techno au lieu de se pencher sur les besoins de l’utilisateur final sont 2,3 fois moins efficaces que les autres.
    • parler de Community Manager n’a pas de sens : on “gère” des matières premières par exemple, mais pas des individus.
    • Le première réflexe que doit faire justement un “Community Facilitator”, c’est de voir où est-ce qu’il peut aider en partageant ses connaissances.
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