“While the term Big Data may be the most over hyped term of 2012 there is some substance behind the buzz. From historical times to today Priests, Accountants, Statisticians, Quants, and Data Scientists have been given access to the most critical and sensitive data from churches and businesses. In the past few years it seems there is a trend back towards High Priest status.”
- We are back to the times when the critical and sensitive data is being offered up to these High Priests for tweaking, transforming and generally flipping data around in as many ways as they can think of to try and extract some nuance of information that might have otherwise been missed. There is a lot of value in this effort and there will be a lot of jobs for doing the digging, interpreting the results and creating new business opportunities in the coming years.
- Gen X’ers and Baby Boomers are not going to go into this lightly. I suspect there will be numerous businesses popping up to help government agencies and private businesses manage their Big Data overload.
“Rational managers for the past thirty years have tightly focused on efficiency, cost cutting, and day-to-day execution €” perhaps to a fault. With increasing industry disruption, efficiency is fast becoming of secondary importance to innovation and agility. Many large organizations have too little capacity for external sensing, strategic reflection, and business transformation.”
- We believe that organizations need to explicitly develop two parallel management systems: the operational system that manages the short-term execution of work €” what we call the “Surface System,” and a second system that focuses externally on sensing and driving strategic change €” what we call the “Deep System.”
- 1. Process governance: IBM introduced full-time process owners, people with credibility and experience, who are responsible for driving change and eliminating waste within their respective processes.
- 2. Data and analytics: IBM’s process teams identify ways to improve their customers’ experiences, for example, with respect to time, quality or cost, and they measure the performance impact. As they reengineer their processes, they install meters or other measurement devices that help them gather ever more data about how the process is performin
- 3. Change management: IBM realizes that the changes they need are not incremental tweaks, but rather involve all employees. Company leaders communicate and educate their people on the need for change.
- Organizations that focus only on their surface systems, no matter how well they operate and how low they drive their costs, will miss the threats to their long-term survival.
“Say you’re designing something new for a product or service. Of course, you have your own ideas for what to do. But, how informed are you really about what is needed?
This is a question I faced in thinking about game mechanics used in a social platform. A common product approach is to work up some game mechanics ideas, get them designed and deployed. The source for ideas? My own fertile mind. Inbound suggestions (“in World of Warcraft, you can€¦”). Competitors. What companies in other markets are doing.
But that wasn’t sufficient. Game mechanics are an evolving, somewhat complex field. I wanted to understand at a more fundamental level: why game mechanics? So I decided to learn more from our customers. What needs would game mechanics address? Initial question: what’s the best way to go about this?”
- Similarly, I didn’t believe customers wanted to buy “game mechanics”. They want to buy results, which game mechanics can help deliver. Using the jobs-to-be-done framework, what jobs were game mechanics being hired for?
Since I couldn’t find a good framework to elicit customers’ jobs-to-be-done, I hacked together my own methodology. It’s described below.
- Job-to-be-done structure (link)
- Focus the effort (link)
- Rate satisfaction with fulfillment of each job (link)
- Rank order importance of jobs to create an Opportunity Map (link)
- Use a website to manage the jobs-to-be-done (link)
- Conversations are as valuable as the jobs themselves (link)
- Step-by-step plan (link)
“PSFK a publié récemment un recueil des différents interviews et travaux réalisés sur le thème du « future of work ».
En guise de mise en bouche et avant de découvrir l’incroyable richesse du document (en vente au prix de 495$) et des contenus mis en ligne, vous trouverez ci-après le menu et quelques aperçus des enseignement de ce rapport !”
“The data scientist may well be the “sexiest job of the 21st century” say Davenport and Patil in a recent HBR article. They define the data scientist as an information technologist who can“coax treasure out of messy, unstructured data.” But that too easily leads us to think in IT categories.”
- The competencies of data scientist can be framed into three buckets: big data, interpretation andcommunication.
- In their excitement over the digital tools, many stumble over “data” and forget about the human componen
- machines don’t make the essential, important connections among data and they don’t create information
- A fool with a tool is still a fool
- warning not to get sidetracked by a vision about ties between big data and information technology
- And it was the same failure that brought about a 1,000 point crash of the Dow Jones in May 2010, and that also brought the financial crisis when hedge funds failed all over the world.
- That second bucket, interpretation, is about theorizing and inferential and associative thinking, a major problem in nearly every academic discipline,
- interpretation will require a knowledge base about a given subject such as health care or consumer products to succeed in associative thinking.
- nterpretation is unique not only because of its thinking requirements, but also because of the required understanding of a given context
- The third bucket, communication, may well be the most difficult and most misunderstood of the three competencies.
- There’s no doubt that there is a vast scope for data scientists to boost productivity in health and education if only those sectors were more open to change. There’s extensive data with solid policy implications if you could get legislators to accept and act upon the conclusions.
- The technological demands of interpersonal and organizational communication are at a level rarely experienced in human history.
- The data scientist, as its own discipline, requires a highly adaptable person with superb skills in analysis, concrete and sequential thinking, yet also oriented to the big-picture abstract and creatively random patterns.
“Few figures in the history of management have had greater impact than Frederick Winslow Taylor. The irony is that also few have been so greatly misunderstood and so gravely misquoted.”
- His mission was to make workers more productive so that they could earn more money. In contrast to what many writers claim, Taylor’s main motivation was not efficiency, but the creation of a society in which owners and workers had a common interest.
- Taylor’s crime in the eyes of the unions was his revolutionary idea that there is no skilled work based on some mystique, there is just work
- Any worker who was willing to be educated and followed the “one right way” of doing things should be called a “first-class” worker deserving a first-class pa
- He was the first person to demand education of managers. He thought that management should be a profession and managers should be professionals.
- The application of knowledge to manual work created a tremendous boost in productivity.
- As a result the workers, rather than the capitalists were the true beneficiaries of the industrial revolution changing the society. The working class largely transformed to a new social structure, the middle class.
- We ask some of the same questions, but the world is totally different. Taylor’s revolutionary ideas are over 100 years old.
- Scientific Management as a concept is not only unhelpful, but totally outdated. Still the struggles we face with productivity may be the same.
- If you look at what the labor unions and employer organizations are opposing today, you may find the seeds for the next revolution in productivity.
“Big data. The term itself, verging on overuse, is leaving some with a bit of skepticism about its benefits.
But that doubt isn’t such a bad thing, according to Andrew McAfee, principal research scientist at the Center for Digital Business at the MIT Sloan School of Management. It serves a purpose by furthering the discussion around the validity of fundamental changes being shaped by data and analytics €” one that calls into question the age old management art of gut, intuition and experience”
- Revolutions replace incumbents,” said Brynjolfsson. “And senior executives have a hard time recognizing revolutions €” they have a stake in change. We are hopeful we will do a better job of recognizing changes and preparing people. Revolutions don’t have to be bloody, but there are winners and losers.
- “If you clear away the barriers of decision making in organizations €” and regulations €” you will see a tremendous amount of economic growth,”
- the decision-making mindset in many organizations is beginning to shift, according to Roberts, who described how interest in big data is percolating across industries; how IT executives in many organizations are rethinking roles and structures to manage real time data and making new investments in big data analytics initiatives.
- Early conversations were about, €˜I’ve got data, maybe I can find some way to monetize it.’ Now it’s, €˜how can I use this big data world to run my core business better
- It’s not like you can all stop using your judgment and intuition. But when you look at the broader data, more people are making the mistake of relying too much on gut. That means that you question your judgmen
- . But it strikes me, over and over, that a data driven approach seems to be winning much more
But according to IBM, the intranet isn’t dead, only evolving into what the firm calls Intranet 2.0, a new platform that combines social capabilities, data collection and a dynamic infrastructure to help business leaders create a smarter, more effective workforce. I discussed this transition with Larry Bowden, IBM’s Vice President of Portals and Web Experience.”
- Now, we’re seeing organizations use the intranet as a collaborative tool for streamlining business processes and fostering innovation. Once fully integrated, the intranet evolves from simply a place to get information to the primary platform from which business is conducted. The organization and its employees come to view the intranet as fundamental to the operation of business.
- Organizations often establish new goals with the implementation of a social intranet. They look to measure activity — the number of posts, documents and wikis; the amount of time spent on pages; the number of visits over a certain amount of time. While these are great numbers to present at meetings to indicate increased collaboration, they don’t actually show the effectiveness of the intranet.
- The far more effective way is to measure the intranet against how well it’s helping an organization meet already established business goals.
- The activity stream in the intranet is personalized to each individual. Employees see updates and actions from people they follow and interact with within their team, project or community. This gives employees an awareness of what’s going on around them, related to their work or role within the organization
- The most effective way to integrate external social media with a social intranet is to treat the intranet as your main hub for both internal and external social media.
- Once an organization makes this leap and practices social business externally and internally, the tools provided to enhance collaboration and innovation, such as the social intranet, become a natural part of conducting business.
- External social business alone, without an internal social business component, will not transform the business culture.
- he way to rectify this is to embed social technologies into core business processes. First and foremost, executive management must provide an infrastructure for engagement. The intranet must be robust with information and collaborative tools.
- Enabling collaborative tools for a mobile workforce is a necessity.
“Henry Chesbrough est connu pour son concept d’ “open innovation” que tout le monde a aujourd’hui adopté : L’idée est que les entreprises doivent organiser leurs processus d’innovation pour devenir plus ouvertes aux savoirs et idées externes.
Son dernier ouvrage est spécifiquement consacré à l’innovation dans les services. Car les services sont pour lui le lieu privilégié de l’innovation aujourd’hui. “
- avec tous ces prestataires qui nous proposent de tout faire à notre place, en se spécialisant, et donc en étant plus efficaces, quels sont donc les process que l’entreprise va décider de garder en interne.
- il faut garder ce qui précisément fait la différenciation de l’entreprise, ce qu’elle veut garder comme un savoir-faire à ne pas copier
- ‘économie d’échelle : on fait une économie d’échelle lorsque l’on réduit les coûts grâce au volume de production de l’item en question. Dans les services, cela consiste à utiliser plus de capacité d’un actif pour exercer le service pour un plus grand volume :
- Là où l’économie d’échelle est la plus stratégique est dans la valeur du savoir accumulé sur un client grâce aux informations sur les transactions que nous collectons
- un autre concept peut procurer un avantage, celui que Chesbrough appelle ” economies of scope” ( économies de champ”) : celui-ci se réfère à l’efficience qui résulte de l’offre de multiples items par une seule source.
- l’ouverture, ” l’open innovation” est un bon moyen pour obtenir plus d’économies d’échelle et plus d’ “economies of scope”.
- Cette ouverture commence quand l’entreprise réalise que, aussi capable et intelligente soit-elle, il existe plein de gens capables et intelligents qui ne travaillent pas pour elle.
- Pour l’entreprise de service, cette prise de conscience va permettre d’ajouter des services complémentaires aux services déjà proposés aux clients,
- Alors que l’entreprise n’a pas intérêt à outsourcer ses “core processes”, ceux qui apportent une vraie différenciation, elle peut, à l’inverse, trouver des gains réels, y compris sur ses “core processes”, en les proposant à d’autres entreprises ou partenaires. C’est le principe du modèle ” Inside-Out”. C’est ainsi que Procter&Gamble a distribué des licences de ses technologies et produits à des partenaires pour mieux valoriser ses savoir-faire.
“Il y a un peu plus de 20 ans, Bernard Galambaud fondait au sein d’ESCP Europe le Mastère Spécialisé « Management des Hommes et des Organisations » qu’il a dirigé pendant plus de quinze ans.
Témoin privilégié de l’évolution du monde des ressources humaines, Bernard Galambaud s’efforce de proposer à travers son enseignement et ses ouvrages une vision éclairée de la fonction RH souvent à rebours des idées préconçues et des représentations classiques. Il répond aujourd’hui aux questions de Pierre Michenet et Valery Tan.”
- Cette crise n’est pas la source de toutes nos difficultés ! Les évolutions structurelles sont largement les conséquences du passage d’une économie industrielle à une économie postindustrielle. Dans ce nouveau contexte organisationnel et économique, la fonction RH doit réinventer la finalité de ses actions.
- L’entreprise postindustrielle est une entreprise à l’organisation complexe où le fonctionnement traditionnel vertical est confronté à la concurrence d’un fonctionnement horizontal. C’est la raison d’être des organisations matricielles et des structures projet. Ces organisations remettent implicitement en cause le modèle de l’unicité hiérarchique de l’entreprise industrielle. Mais la fonction RH peine à tirer les conséquences de cette nouvelle configuration organisationnell
- En vérité, j’ai le sentiment que l’on ne sait pas vraiment, pour le moment, penser la coopération. Le monde industriel a été pensé sur le modèle de la division des tches. La collaboration, certes, existait mais dans la marginalité. On comptait sur elle pour régler des dysfonctionnements ! Le monde industriel a séparé le travail du travailleur puis a défini ce travail séparé : le poste de travail. Et si chaque travailleur remplit bien son poste, la performance collective doit être au rendez-vous ! Bien sûr, une entreprise postindustrielle n’est plus sur ce modèle. Un dirigeant disait récemment à ses cadres « Que chacun fasse ce qu’il a à faire et nous sommes foutus ! ». Le problème est que les pratiques de GRH sont aujourd’hui encore largement conçues sur la base du monde industriel et de sa division des tches€¦La question se pose de façon criante en matière de rémunération. Si la politique explicite est fondée sur la rémunération du poste et celle de la performance dans le poste, on ne peut s’attendre à ce qu’une pareille politique favorise la coopération dans une recherche de performance collective.
- La légitimité des pratiques se joue dans la relation entre l’entreprise et la Cité.
“Here’s the thing about reducing email with social networking: if you hate email because a good chunk of it is a irrelevant stream of information someone pushed at you without your consent, you aint seen nothing yet. Silo’d enterprise social networking can be way worse €“ not only do you have people pushing stuff at you, you have system notifications coming from applications drowning out even the few golden nuggets.”
- Any reduction in the number of emails is a good thing. OMG I hate this one. Now instead of checking my inbox I have to check Twitter, Facebook, Google+, Yammer, LinkedIn, etc. Uggghhhh. Bifurcation of information is a real problem. Yes all these tools can send email notifications, but isn’t the point to reduce email? Yes many streams can aggregate information from multiple sources, but that just leads to a lot of noise, so how is that different than an inbox?
- That full order of magnitude won’t come from just shifting notifications from Outlook to SocialNetwork feeds. Rather, it will come from making it exponentially more efficient to message, to collaborate and to share in radically different ways where the outcome is 5-10-50 times better. And
- Moving from one dumb messaging paradigm like email to another dumb messaging paradigm like stand alone social networking won’t cut it.
- The answer won’t come from these sophisticated email tools but rather, from re-thinking business applications which is clearly underway and subsumes a lot of my time as I think about our product
- what combination of technology can re-cast the very essence of digital messaging by making it smart, in context of work that you are doing, and available at the point of action and decision making.
Découvrez le livre que nous avons co-écrit avec 7 autres experts avec pleins de retours d'expérience pour aider managers et dirigeants