Liens de la semaine (weekly)

  • « Quand nous avons repris l’entreprise familiale avec mon frère, notre priorité a été de lancer un grand chantier de lean management. Nous avons été assez loin dans la démarche « toyotiste » : au-delà du volet « progrès continu », nous avons aussi souhaité traiter le volet « respect des hommes » »

    tags: lippi lean empowerment accountability learningorganisation

    • Chez Lippi, les coûts que représente ce temps d’exploration sont assumés, car nous estimons que c’est la voie indispensable vers l’innovation. Nous  voulons  devenir une « entreprise apprenante ».
    • La principale tâche de nombreux managers étant  de maintenir la conformité, elle s’avère extrêmement  coûteuse, voire contre-productive, dans un monde erratique.
    • Nous nous astreignons à porter notre attention sur  ce qui se fait de bien chaque jour, plutôt que ce qui pourrait être mieux fait  de temps en temps.
    • Le lean nous a permis de conforter nos bases financières, d’asseoir notre légitimité, et de nous lancer en 2007 dans le second chantier majeur : déconstruire la hiérarchie dans l’entreprise.
    • Charge à chacun de faire la preuve de son expertise et de son leadership, de convaincre les autres de travailler avec lui
    • Tout le monde parle aujourd’hui de « donner du sens » à l’entreprise. Or on ne peut pas donner de sens quand on est englué dans l’existant : il faut déconstruire pour recréer une vision commune.
    • On ne peut pas emmener les gens vers de beaux résultats à marche forcée et pieds nus.
  • « Business, organization and culture change are hot topics in the corporate world today. However, they often remain conceptual thinking: implementation is seen as difficult. We know companies have to connect with their internal and external stakeholders, we understand a collaborative culture is now key to success, we may even realize that social technologies are not sufficient to ignite collaboration. So, where to start? »

    tags: transformation systemic

    • Systemic issues require systemic change
    • They change people, update operating procedures, replace the equipment, shift market focus, or hire a strategy consultant. And the problems are still there. Why? Because this is a systemic issue, which requires a systemic transformation.
    • Seek external inspiration.
    • Crowd source the agenda.
    • Seek unbiased input.
    • Be social & digital
    • Be transparent.
    • Connect as human beings.
    • Share our purpose.
    • Make it enjoyable
  • « Digital business transformation is one of the hottest board room topics in this year’s strategy planning cycles. Organizations around the world believe that they must begin the transformation process but many remain uncertain how or where to begin. Early efforts to create a Chief Digital Officer role works for media, advertising, and entertainment. Inside other industries, early findings show Chief Information Officers and Chief Technology Officers assuming this role. Regardless of role, digital business transformation requires a broad bench of digitally proficient leaders.

    Seven rules emerge from Constellation’s latest engagements and interactions with the Digital CXO Research Board members. Lessons learned should serve as a catalyst to move from the discussion phase to the planning phase. »

    tags: digitaltransformation data generations

    • Rule 1: Digital disruption is more than just a technology shift.  It’s about transforming business models and how organizations engage.
    • Rule 2: We move from selling products and services to keeping brand promises.
    • Rule 3: We serve 5 generations of customers & workers, by digital proficiency, not by age
    • Rule 4: Data is the foundation of digital business. Every touch point, every click, every digital exhaust is relevant insight.
    • Rule 5: If 20 % of your revenue is not an insight stream by 2020, you won’t have a digital biz model.
    • Rule 6: You need more than a Chief Digital Officer to infuse digital into your organization. You need a broad bench of Digital CXO’s.
    • Rule 7: We must invest in digital artisans.
  • « EVERY so often a company emerges from the herd to be lauded as the embodiment of leading-edge management thinking. Think of Toyota and its lean manufacturing system, say, or GE and Six Sigma excellence. The latest candidate for apotheosis is Zappos, an online vendor of shoes and clothes (owned by Amazon), which believes that happy workers breed happy customers. Tony Hsieh, its boss, said last year that he will turn the firm into a “holacracy”, replacing its hierarchy with a more democratic system of overlapping, self-organising teams. Until Zappos embraced it, no big company had taken holacracy seriously. Indeed, not all of Zappos’ 1,500-strong workforce are convinced that it can work. »

    tags: management holacracy zappos

    • In a similar spirit, Mr Robertson says that the whole that is a firm should consist of overlapping “circles”, each a team of employees who have come together spontaneously around a specific task.
    • there are now 180 circles, and when the roll-out is completed at the end of the year there will be around 400. Each employee will typically be in two or more circles. Their role, and the mission of a circle, can change frequently, to reflect the evolving needs of the firm.
    • “Nine-tenths of the approximately 100 branded management ideas I’ve studied lost their popularity within a decade or so,
    • IBM is experimenting with “agile management”, in which self-governing teams have regular “scrums” to decide the next “sprint”, or stage, of the project
    • GE is rolling out FastWorks, a system inspired by Silicon Valley’s “lean startup” movement, itself inspired by agile management.
    • Haier, a Chinese appliance-maker, last year split its workforce into 2,000 self-managed teams that perform many different roles.
    • A system to empower employees to create their own development projects, it was pioneered in the early 1990s by Oticon, a Danish hearing-aid maker. But it fell out of fashion when much of the innovation it produced proved wasteful and workers bemoaned the lack of understandable career paths.
    • holacracy is a “good fit for Zappos, which has already shown a pronounced proclivity to go its own way.” However, he is less confident about its suitability for more conventional firms.
  • « Given the potential of digital business transformation to drive improvement, I thought it would be interesting to pull together stats on business performance related to digital transformation. Here is what I located and hope you find it useful. »

    tags: digitaltransformation businessperformance

    •  

      Researcher George Westerman developed a model of digital maturity [PDF download], in conjunction with Capgemini, and correlated corporate financial performance with digital maturity.

    • high-growth companies rely more heavily on data, analytics, digital channels, and customer experience.
    • From PriceWaterhouseCoopers [PDF download], a diagram showing that digital business transformation cuts across many operational parts of a company. The breadth of impact is highly significant.
  • « In a great IT industry irony, enterprise social networking (ESN) software, designed to boost interaction and collaboration, is often ignored by users and ends up forgotten like the proverbial ghost town with rolling tumbleweeds. »

    tags: enterprisesocialnetworks adoption socialbusiness enterprise2.0 GE

    • Gartner predicts that through 2015, 80 percent of social business efforts will not achieve their intended benefits due to inadequate leadership and an overemphasis on technology, she said.
    • The participation of managers, informal team leaders and top level executives is also crucial, because average workers will take their cue from them.
    • “It’s great for breaking down geographical barriers and harnessing collective action,” said Rob Koplowitz, a Forrester Research analyst. “Their value can be astronomical.”
    • Carol Rozwell, a Gartner analyst, estimates that between 70 percent and 80 percent of companies she talks to about their ESN deployments are struggling with it.
    • Employees may resist having to spend time monitoring and tending to another “inbox” of sorts, when they are barely able to keep email under control
    • The experts say that there has to be a business goal behind the implementation of an ESN suite,
    • Experts also say it helps when the ESN software is integrated at a technology level with the other tools employees use on a daily basis to do their jobs,
    • A key is to have a “purpose-driven” ESN
    • “If an ESN is not integrated with tools like file-sharing, CRM, marketing automation, support tracking or project management, then it becomes just another tool, and that is where adoption issues begin,”

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