Liens de la semaine (weekly)

  • « Ever since Andrew McAfee started the Enterprise 2.0 theme, businesses have been implementing Social technologies to utilize the wave of innovation that swept in from the Internet with user-created content and person-to-person communication via text, voice or video. According to McKinsey over 80% of businesses use at least one social technology and two thirds utilize access with a mobile device. But after the initial rush and some fast benefits it becomes harder to increase those. Mostly, the main executive goal is to increase productivity, but that is not achievable without tackling organizational barriers. While organizational barriers are created by management methodologies such as BPM, one has to ask if productivity is truly the silver bullet. »

    tags: bpm socialbpm enterprise2.0 socialbusiness productivity bigdata customerrelationship loyalty interpretation

    • BPM holds back the benefits that Social could bring. BPM rigidizes what Social tries to make more dynamic.
    • Studies indicate that executives seem to believe that it is purely a social skill problem while consultants point to cultural issues. Both may have some effect but I propose that it is a larger issue in management styles and concepts that clearly has an impact on culture.
    • Managing processes in adaptive style is one way to bypass the barriers. Changing to a goal-oriented definition and execution of processes is the only thing that will bring a dramatic benefit.
    • So self-service via Internet and Mobile have really produced a negative effect despite the cost reduction and increase in productivity KPIs.
    • Predictive analytics to provide the customer with additional offers produce nothing of value. Online sales leader Amazon tries to sell me more cameras when I just bought one.
    • They are unable to go cross-market-segment and offer me books on photography about the particular camera that I just bought. Which means they lack the ability to assess the content and context of my purchases
    • Customer contact centers are stuck in optimized and thus rigid processes that are unable to achieve FCR €“ First Call Resolution €“ which is the key to increase customer satisfaction. To achieve that, the call center employee must have all the customer information AND have decision making authority! T
    • The information is in the CONTENT of the communication and it has to be interpreted by a human with a caring attitude to make the customer happy.
    • Businesses are now in a situation where marketing can’t fix bad reviews on the Social networks. It won’t be solved by simply buying and implementing Social or ACM products. It clearly is about empowering employees to create the positive emotional experience for the customer, because that is the only thing in the Internet age that will create customer loyalty.
    • Yes, culture impacts what gets done and how it gets done.  But culture in itself does not do anything. A great company culture will be able to execute a great strategy and the two have to be aligned. A customer-focused company strategy won’t be implemented through BPM methodology or rigid processes
    • The objectives of your strategy have be translated to explicit goals in your adaptive service processes and employees must be empowered to achieve them. No need for Big-Data, a Social culture or Cloud deployment.
  • « Those of us who believe that managers make better decisions when key data are presented visually tend to get very excited about all the innovation going on in the graphical display of information. (For a sampling of some new and cool tools, see the popular Hans Rosling TED talk.) However, if you work in a large organization and want it to make better use of data visualization, I’d argue that commonality is more important than creativity. If you can establish a common visual language for data, you can radically upgrade the use of the data to drive decision-making and action. »

    tags: decisionmaking data visualization decisioncockpit procter&gamble casestudies exception

    • over 50,000 P&G employees now have access to a « Decision Cockpit » (shown below).
    • P&G has built meeting spaces that it calls « Business Spheres » in over 50 locations where management information is displayed for review and decision-making by groups
    • But their purpose is not, of course, to dazzle managers with coolness and creativity. The real goal is to help them understand quickly what’s going on in the business, and to decide what to do about it.
    • Good visual displays keep the focus on managing the business by exception, and direct management attention to where it is most needed.
    • P&G’s dedication to common and well-understood data displays shows what is possible when senior managers are able to stop spending so much time discussing whose data is correct, what data should really be used, and how it should best be displayed.
  • « Les espaces sociaux débordent (presque) de contenus, d’échanges, d’informations, d’avis, qu’il nous plairait, tout à  chacun, de savoir et de pouvoir « décortiquer » pour en tirer l’essence. »

    tags: bigdata socialbusiness feedback socialinnovation socialmarketing innovation marketing crm socialcrm socialworkforce workforce crowdsourcing decisionmaking

  • « What is reassuring to me is not the increase in number of case studies available but in the depth of experience they have developed and to some degree the similarities of their multi-year journeys. Table 1 shows some of the programs and characteristics that these organizations in the various case studies have had in common, based upon the presentations and discussions during the event. This isn’t always clear from their slide decks but a little inquiry helped to clarify.


    tags: socialbusiness e20s indicators goals process businessprocess casestudies

    • with a great deal of emphasis on encouraging adoption of the social system. This occurs even when these tools have being placed directly in the path of the process and their regular work tasks.
    • One degree of maturity is a well-defined plan of analysis of where your organization can best use social business, and from these you can determine appropriate KPIs and measureable results. Philippe Boremans of Van Marke described how they did their homework to understand how to optimize business processes across the 1200 person company.
      • From their analysis, they developed a series of work process-focused goals and measurable KPIs:


      • Reduce General and RFP Offers respond cycle time of Projects
      • Reduce cost of losing employees before end of probation period
      • Improve Employee Productivity through More effective Organizational Collaboration
      • Increase Employee Productivity through Faster Access to Role-specific Information
      • Reduce Cost of Manual Data Collection, Consolidation, and Reporting
      • Reduce lost time spent leaving voice mails
      • Reduce internal conversation telephone calls and related cost
      • Reduce Cost of IT Helpdesk by Providing Self-service Access to IT Support
      • Reduce Printing and Distribution Cost
      • Reduce volume of emails attachments

Posted from Diigo. The rest of my favorite links are here.

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

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