Liens de la semaine (weekly)

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  •  » Opérant en commando, ils brisent toutes les règles avec la bénédiction de leur patron. On les appelle les « intrapreneurs » »

    tags: management intrapreneurship casestudies Poult alcatellucent Gore

    • Douze jours par an, quatre groupes de six volontaires (cadres et ouvriers) apprennent à  concevoir un business plan, à  calculer un prix de revient industriel, à  communiquer sur les réseaux sociaux. L’objectif pour chaque équipe€‰: faire émerger, au bout de dix-huit mois, une nouvelle activité pour la société. «Nous sommes en train de réinventer notre business model en partant des initiatives des salariés»
    • L’objectif est de tirer le meil leur parti des hauts potentiels, ceux capables de réfléchir «out of the box» (en dehors du cadre) et d’agir vite. Autonome et affranchie des règles clas siques de fonctionnement, une cellule intrapreneuriale passe de l’idée à  la commercialisation en quelques mois quand une unité traditionnelle met plusieurs années à  boucler le processus.
    • Autre avantage, moins quantifiable mais tout aussi précieux, l’intrapreneuriat ouvre une brèche dans des cultures d’entreprise sclérosées par une hiérarchie trop lourd
    • Ces patrons-salariés ne sont pas tous rémunérés de la même façon. Chez WL Gore (fabricant du tissu Gore-Tex), le salaire fixe de l’intrapreneur est revu à  la hausse dès que le projet est commercialisé et commence à  enregistrer des revenus.
  • « From a balance sheet perspective, intangible assets and resources are largely unaccounted for in traditional performance measurement and accounting. These assets often drive profitability, competitive advantage, innovation and growth to a greater extent than tangible assets. This means that the true value of the organisation is not wholly represented. More importantly, if €˜what gets measured, gets done’, then intangible assets do not receive proportionate management attention, investment or governance. »

    tags: intangible intangibleassets structuralcapital humancapital relationalcapitla valuecreation

    • In the developed economies, roughly three quarters of the workforce is employed in knowledge-intensive work. This work contributes at least half of GDP.
    • By focusing on monetary, €˜bottom-line’ results, organisational leaders may drive short-term and opportunistic behaviour that can lead to catastrophic risk going unnoticed and unaddressed (think Lehman Brothers, Goldman Sachs (to be continued), Enron, Arthur Anderson, WorldCom, Exxon (Valdez), Union Carbide (Bhopal), Hooker Chemical (Love Canal).
      • Human capital: the skills, attitudes, abilities, competencies and qualities of people in an organisation €“ the knowledge, experience and expertise they apply to the production of products and services and the operation of organisational processes. For employees and management alike:

         

        • Diversity (of thought and style, not just gender or ethnicity)
        • Innovative capacity
        • Learning and development abilities
        • Leadership quality
        • Management skills
        • Educational and work qualifications
        • Analytical and problem-solving skills
        • Emotional and relational capacity
        • Meaning-making capacity/ motivation
      • Structural capital: the structures, processes, work systems that are developed and used to be productive, effective and innovative €“ social, cultural and physical infrastructure (e.g. IT, work-flow, meeting regimens, communication practices, media and tools).

         

        • Management and information systems, processes and programmes
        • Management philosophy
        • Organisational structure
        • Organisational culture
        • Intellectual property and contracts
        • Research and development
      • Relational capital: the stakeholder strategies and approaches (for suppliers, government, distributors, communities) for creating reciprocal information flow and learning opportunities.

         

        • Company name and brand
        • Alliances and partnerships
        • Licensing/ franchising
        • Government and community relations
        • Distribution channels
        • Customer relations
        • Financial relationships
        • Industrial/ employee relationship
        • Supplier relations
  • « Marisa Meyer–new CEO of Yahoo and a new mother–took a strong stand on a debate about the nature of a progressive, employee-valuing and innovative workplace. Emulating her former employer Google she decreed that Yahoo employees were now required to be present in person and working together. She feels that a creative and high performing workplace is needed to renew Yahoo. In order to harness the collaborative creativity she feels that employees must be physically together, to have the sort of informal time to exchange, learn from each other and build new ideas. »

    tags: yahoo google community communities productivity workplace worklifebalance management rowe

    • Google is in many ways a model workplace. Googlers put in long hours, usually working ten hours daily plus two more productive hours on the specially equipped black Google bus that ferries them to and from their home communities.
    • But there is a downside to this intensive community engagement, spoken about quietly at Google and in other high-engagement communities.
    • A workplace for thirty year olds is not one that suits older family members. A former spouse of a Google employee with two children reported that her marriage ended when her husband disappeared into work at Google
    • In contrast, there is another popular model of the fulfilling workplace. This model encourages independence in the form of work at home time flexibility to work around school and family events, and set one’s hours. The Results-Only-Work-Environment (ROWE) is a workplace where employees are expected to produce results, taking any time and any way of working that suits them.
    • These two models are popular with people at different stages of life, and with different personalities and work styles.
  • « A few months back, I collected some of the more interesting and impactful examples of social media and big data. These stories indicated that the intertwining of the two €˜megatrends’ was real and meaningful to our organizations. Simply put, timely and and effective use of social data can produce tangible and significant business results, including higher revenue, improve margins, more efficient business processes, better customer retention, and so on. »

    tags: socialmedia bigdata

  • « As Steve discussed in his article (and as was referenced in the Fast Company article he mentions, “5 ways process is killing productivity”) current business process tend to be very rigid and sub-optimal for highly innovative fast pacing companies. « 

    tags: businessprocess decisionmaking collaboration process

    • The trick with Collaborative Decision Making is to put in place a system that can combine the the discipline, governance, and structure of traditional decision making with the agility, flexibility, and broad engagement of social. What companies ultimately need is a framework that can put some structure around the social processes to support & track discussion, debate, decision analysis, and (critically) provenance & governance.
  • « GDP is essentially a measure of production. While suitable when economies were dominated by the production of physical goods, GDP does not adequately capture the growing share of services and the production of increasingly complex solutions that characterize advanced economies. Nor does it reflect important economic activity beyond production, such as income, consumption and living standards. « 

    tags: GDP value serviceeconomy measurement digitaleconomy

    • “So too, we often draw inferences about  what are good policies by looking at what policies have promoted  economic growth; but if our metrics of performance are flawed, so too  may be the inferences that we draw.
    • Yet, according to the official GDP statistics, the information sector (software, publishing, motion picture and sound recording, broadcasting, telecom, and information and data processing services) is about the same share of the economy as it was 25 years ago –  about 4%.  How is this possible?  Don’t we have access to more information than ever before?” 
    • Brynjolfsson said that despite being in the midst of a major technology revolution, official government statistics don’t include the value of digital goods and you could thus conclude that the information sector has not grown at all since the1960s.
    •  

      In the talk, he mentions a few of the problems in measuring the value of digital goods.  The first is that the marginal cost of delivering them over the Internet is pretty close to zero.

    • The problem is that GDP measures the total amount spent on these goods and services.  If the price is zero, then “zero times any quantity is still zero.
    • After doing the math and plugging in numbers, the annual welfare gain from all these free digital goods over the Internet averaged over the past ten years is roughly $300 billion or $1400 per person.
    • Value is created, but it’s not measured and counted.  It’s captured somewhere else in the economy”
    • [V]alue creation and value capture are not the same thing.  Our economy tends to measure value capture
    • These are not academic concerns.  When developing IBM’s Internet strategy in the mid-1990s, a major part of our work involved figuring out a business model that made sense for our clients and was financially sound, justifying the major investments IBM was making in its company-wide Internet initiative.  It wasn’t easy. 
    • Most of the value was captured by existing hardware and software products, which saw incremental revenues since they were now being accessed by a growing number of users over the Internet
    •   The bulk of the value of Linux to IBM was created by this small team of Linux developers, but most of the value was subsequently captured by the product and service businesses which saw incremental revenue by supporting Linux.
    • GDP measurements, while helping us better manage the 20th century industrial economy, do not adequately reflect some of the most critical areas we need to better understand and manage in our 21st century economy
    • We need a revolution in measurements to go along with our digital technology and digital economy revolutions.
  • « Des indicateurs plaqués, des modes d’évaluations de l’activité biaisés, le management par les objectifs doit être interrogé. »

    tags: Management objectives

    • Le management par objectif est stérilisant, particulièrement quand il s’agit d’objectifs chiffrés.
    • Mais contrairement aux attentes des managers qui les utilisent comme méthode de management, ce système encourage la fainéantise. Et ce sont les fainéants qui s’en sortent le mieux.
    • Généralement, ils ont trouvé une recette, un truc, qu’ils reproduisent à  l’infini sans besoin de s’adapter
    • à€ terme, la méthode par objectif n’est pas productive, car elle n’utilise pas toute la puissance de travail payée des salariés
    • Pas de réflexion sur l’amont, sur l’aval de son niveau d’intervention, l’individualisme prime, pas de tentative d’amélioration, le niveau zéro de la créativité.
    • toute activité n’étant pas objectivée finit par être négligée
  • « Often when meeting people that also work in geographically distributed companies I take the opportunity to pick their brains on how they view and address some of the challenges of different nationalities coming together to get stuff done, particularly when it comes to applying the concepts of Enterprise 2.0 inside their organizations. Believe me, conversations are always fascinating as we seem to share most of the pains no matter in which countries the organizations are. »

    tags: culture behaviors empathy language

    • Regardless of the level of English fluency, “almost all nonnative speakers experienced a feeling of diminished professional standing as their companies designated English as the organizational sine qua non€¦Feeling both restricted by language ability and reduced vis-a-vis their organizations created difficulties for nonnative speakers, because the gap between their mother tongue and English remained stark. This hidden turmoil had drastic consequences for employees and their global collaborators
  •  » “Systems of Record are no longer a source of competitive differentiation, but a necessary condition of doing business. The next stage enterprise IT will be enabled by Systems of Engagement that overlay and complement our deep investments in Systems of Record”. While Moore was referring to the business impact of third generation communications complemented by new collaboration capabilities, I believe his sentiment applies directly to the future of analytics. »

    tags: systemsofrecord systemsofengagement analytics interactions data

    • Today’s business analytics is all about analyzing transactions so we can quantify what’s happened; taking sales as an example, analytics can tell you the average close rate, time to close, deal size, across product, industry, territory, or sales rep, and how these numbers are trending.
    • Tomorrow’s business analytics will be about analyzing interactions so we can truly understand how & why something happened;
    • this type of analytics-optimized business can only be realized by the socially-enabled enterprise that can generate and capture interactional data and integrate it into their business analytics. T
  • « The division between work and play is a myth. If America is going to teach its youth to innovate, we need to unite the two. »

    tags: creativity creativeeconomy work play innovation

    • According to Newsweek, the United States is in a creativity crisis. TIME reports that today’s students are less tolerant of ambiguity and have an aversion to complexity.
    • Eighty-five percent of today’s companies searching for creative talent can’t find it. In a recent IBM survey, 1,500 CEOs identified creativity as the number one leadership competency of the future.
    • During my keynote speech at MIT’s Sandbox Summit last year, I suggested that « Play is the greatest natural resource in a creative economy. »
    • economies won’t be driven by financial capital or even the more narrowly focused scientific capital, but by play capital as well.
    • Literacy is like Legos. Basic proficiency in math, reading and writing are, and will remain, the building blocks of education. But we need to advance our ability to use these literacies.
    • Someday, rather than measuring memorization as an indicator of progress, we will measure our children’s ability to manipulate (deconstruct and hack), morph (think flexibly and be tolerant of change), and move (think « with their hands » and play productively).
    • The future favors the flexible.
  • « 15 ans plus tard, au moment où tout le monde se revendique la propriété de ce concept jusqu’à  des supports digitaux, ou autres qui se targuent d’en faire leur métier sur leur site, leur réseau social (€¦), cette notion arrive enfin à  son niveau de maturité historique qui la dissocie des enjeux de communication au profit de ceux de réputation employeur »

    tags: branding corporatebranding employerbrand humanresources engagement trust stakeholders

    • Inféodé aux DRH, ce concept souffre d’un déficit chronique de moyens pour le porter à  son niveau culturel et identitaire
    • La Marque Employeur va en effet devenir la matière première de l’identité de l’entreprise, ce que demain, tout le monde qualifiera de CORPORATE HUMAI
    • La Marque Employeur va exprimer à  terme le degré de maturité managériale de l’entreprise et sa capacité à  créer et à  générer de la confiance avec ses parties prenantes internes et externes
    • il est tant d’assumer sa Marque Employeur quand on se veut une entreprise responsable et attractive. Il est temps aussi de comprendre qu’elle ne se limite pas qu’à  sa seule dimension « recrutement » n’en déplaise à  celles et ceux qui en usent comme fonds de commerce
  • tags: collaboration usecase sharing process humanresources crm sales

  • « We used to equate an organizations “value creation” to revenue, profits and shareholder equity. While still relevant the focus to get there has shifted to understanding the underlying elements that create value for consumption. In the new economy, the yardsticks used by Warren Buffett no longer jive with traditional equity valuations. Today what is off the balance sheet is often the very things that create the most value. What is off the balance sheet are the intangibles. »

    tags: intangibleassets value valuecreation humancapital structuralcapital strategiccapital relationshipcapital capabilities

    • Organization capabilities are the ways an organization applies people and processes to the tasks of competition. These capabilities essentially become the organization’s identity. They define what it is good at doing and, in the end, what it is.
  • « According to Deming, 94% of the root causes of all problems can be found and attributed to the system, and only 6% to the individuals. This means that when a problem occurs, we should start examining it with the assumption that the system is broken. Most times we will be right. When we repeatedly make the wrong decisions or face rework or duplicate due to lack of communication, the root cause is likely to be found in the communication system, and ultimately in the communication culture. »

    tags: system systemic deming quality

  • « The need for superior talent is increasing and organizations across the globe recognize that the best candidates are worth fighting for. The question is, how does an organization attract, retain and empower the right talent for the right position at the right time? »

    tags: talents humanresources motivation talentretention

    • 65 percent of global companies are having problems finding employees with the skills they need. Still, another recent report lists talent shortage as the #2 risk for businesses globally.*
    • Take talent acquisition: gone are the days of static job postings and sifting through stacks of resumes. In an ever increasingly social and digital landscape where potential candidates are active over social networks, tagging their expertise and proactively making connections, a unique combination of social, analytic and talent management tools are required to attract and retain the talent needed to drive value for your organization and build a Smarter Workforce.
    • Now instead of collecting resumes from hundreds of applicants with one or two targeted skills, the business professional can become far more strategic in attracting and identifying talent with the exact skills that fit an open position
    • the company started taking advantage of analytics and cultural insights within Regeneron, itself, to determine common skill sets and traits that they could look for in an applicant.
  • « Big data has already become a huge business, and it’s only going to get bigger and even much bigger! Gartner expects the market for Big data and Analytics to generate ‚¬ 2.11 trillion (US$ 2.7 trillion) in products and services, and generate 4.4 million new jobs by 2014. Let’s quickly review the four main areas IBM suggests we should consider when looking at the challenges attached to Big data: »

    tags: bigdata analytics socialanalytics descriptiveanalytics predictions predictiveanalytics prescriptiveanalytics businessanalytics businessintelligence

    • Descriptive Analytics or descriptive data has almost become the antiquated discipline of quantitatively describing the main features of a collection of data.
    • Predictive Analytics encompasses a variety of techniques from statistics and data mining that analyze current and historical facts to make predictions about future events.  
    • Prescriptive Analytics is the third phase of Business Analytics (BA).  It is the discipline of synthesizing Big data to make predictions and then to suggest decision options to take advantage of the predictions.
  • « In short, we’re tasked with transforming data into directives. Good analysis parses numerical outputs into an understanding of the organization. We « humanize » the data by turning raw numbers into a story about our performance. « 

    tags: bigdata datascientists storytelling

    • Using Big Data successfully requires human translation and context whether it’s for your staff or the people your organization is trying to reach.
    • Data gives you the what, but humans know the why.
    • Look only for data that affect your organization’s key metrics.
    • Present data so that everyone can grasp the insights
    • Return to the data with new questions.
    • Data scientists want to believe that data has all the answers. But the most important part of our job is qualitative: asking questions, creating directives from our data, and telling its story

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