Liens de la semaine (weekly)

  • « As companies transition from the industrial to the digital economy, lean philosophies are influencing just about every aspect of their operations, strategy, organization and culture. Lean’s core idea, – maximize customer value while minimizing waste, – feels particularly applicable to our times, as organizations must better understand what customers truly value; organize their work activities to efficiently develop and deliver the appropriate products and services; and continuously improve customer value and efficiency based on real marketplace feedback. »

    tags: lean leanmanagement digitaleconomy continuousimprovement

      • A company can differentiate itself from competitors in one of two key ways: by providing a superior customer experience or by offering the lowest prices.  For companies that prefer the former, – and want to avoid the relentless low price pressures of the latter, – digital technologies are the best means of engaging with customers and providing them a superior value at affordable costs.
      • While working harder than ever to achieve greater efficiencies and predictability, they keep trying to fit new technologies and practices into old business models.  This is a holdover strategy that worked well in the relatively stable business environments of the industrial economy but falls short in the faster changing digital economy. 
      • “Enabling people to lead and contribute to their fullest potential, – enable employees to own their own development, without leaving them to figure it out by themselves”;
      • “Discovering better ways of working, – the whole enterprise must continually think about how today’s ways of working and managing could improve;
      • Connecting strategy, goals and meaningful purpose, – a vision of what the organization is for, which in turn shapes their strategy and objectives in ways that give meaning to daily work
    • « Le concept de « symétrie des attentions » postule que la qualité de la relation entre une entreprise et ses clients est égale à la qualité de la relation de cette entreprise avec ses propres collaborateurs. « 

      tags: culture service symetryofattentions

      • D’abord, en se donnant les moyens de cette transformation comportementale. Les managers ont besoin d’être accompagnés (formés, notamment), mais aussi suivis et évalués sur leurs capacités de mise en œuvre : les processus RH doivent donc pouvoir évoluer pour tenir compte de la symétrie des attentions.

      • Pas si simple… Pour les dirigeants notamment, la symétrie est souvent un principe qui leur va bien (pour les autres, leur N-1), mais avec lequel eux-mêmes sont en… délicatesse. Or cette exigence n’a de sens et ne peut être crédible que si elle est mise en œuvre par chacun « à tous les étages ».
      • la symétrie des attentions permet aux dirigeants qui ont une préoccupation stratégique de service, et donc de marketing, de comprendre que la véritable transformation à opérer sera managériale.
      • Ce concept est bien accueilli par les dirigeants car, souvent, ils n’arrivent pas à déployer l’excellence relationnelle recherchée et ils comprennent en l’intégrant que la véritable transformation se situe d’abord dans la façon de travailler ensemble et de manager
    • « There is much we’ll continue to learn about how to use Big Data. But in the meantime, let’s finish up by talking about what we in HR can do RIGHT NOW with Big Data for our workforce. »

      tags: bigdata talent talentmanagement humanresources

      • We will use data science to identify the right people (inside and outside the organizatio
      • We will be able to hire for cultural fit and talent potential:
      • We will engineer better outcomes:
      • We will be able to keep and grow them:
    • « A while ago at Future Exploration Network we created the Future of Work Framework to provide a high-level overview of how the world of work is shifting.

      Over the past year I have used the framework extensively as a starting point for executive briefings and strategy workshops on the strategic implications of the rapidly changing world of work.

      However the static visual can be hard to interpret on its own, so we have now created a short video that delves into and narrates the framework. »

      tags: work futureofwork

    • « With every innovation spurt comes a fresh call for Human Capital Management to stand up and secure its place at the strategic table. The emerging concept around Digital Transformation is no different.

      We’ve spent the last 50 years digitizing. Transformation is now underway. »

      tags: humancapital digitaltransformation

      • The transformation levers break out into the following areas and whether its behavioral change management or underlying technology, its readily apparent why HR will be absolutely central to executing digital transformation:
      • The transformation levers break out into the following areas and whether its behavioral change management or underlying technology, its readily apparent why HR will be absolutely central to executing digital transformation:
      • This isn’t about waving a magic wand from the CEOs office. This is as much about functional transformation and perhaps even more so. And one of the most critical functions must be Human Resources.
      • Today’s very systems-centric discourse on Core HR, Talent Management and creating silo’d networks for employees, customers and partners just doesn’t stack up.
      • The transformation levers break out into the following areas and whether its behavioral change management or underlying technology, its readily apparent why HR will be absolutely central to executing digital transformation:
      • We need to re-think identity, how we onboard, goal, enable and digitally empower each functional area to leverage digital.
      • . How do we break down the barriers that prevent us from digitally leveraging these ecosystem smarts to rally around our customer?
      • This transformation isn’t something to be defensive about. As products and industries get re-imagined, its one of the most significant opportunities  for organizations to seize and own, and create significant shareholder value.
    • « The 70-20-10 process is a learning and development model developed by Michael Lombardo and Robert Eichinger (2000) that uses a three blend approach to provide a development platform for senior managers and leaders: »

      tags: learning 70-20-10 informallearning sociallearning pervasivelearning

        • About 70% of learning is by using challenging assignments and on-the-job experiences.
        •  

        • About 20% of learning is developed through relationships, networks, and feedback.
        •  

        • About 10% of the learning is delivered via formal training processes.

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

    Derniers articles

    Vous avez aimé ce billet ? Suivez moi sur les réseaux sociaux :