Liens de la semaine (weekly)

  • « Un philosophe face à l’économie collaborative: c’est le pari fait par « Enjeux e-commerce », organisé par la Fevad. Et Raphaël Enthoven n’a pas déçu, remettant Uber à sa place. Extraits d’une leçon impertinente. »

    tags: uber collaborativeeconomy

    • Ce qu’on décrit comme économie collaborative, et comme une idée neuve, a été inventée par le parti communiste chinois dans les années 1950 avec la ‘ligne de masse’: aller recueillir les doléances du bon peuple pour les rapporter à Pékin et, ensuite, produire des lois censées être leur expression.
    • Uber est né. Il crée quelque chose, dont le principe, la raison d’être et les modes de fonctionnement sont l’antithèse, non pas du taxi, mais du taxi français.
    • Cette célébration de l’autonomie va de pair avec une uniformisation des comportements. En réalité, plus les individus veulent être l’origine radicale de leur petite existence, plus ils adoptent les comportements de tout le monde, plus la prestation qu’ils reçoivent et qui leur semble spécifiquement destinée est une prestation absolument standardisée. Et c’est ce double mouvement qui est intéressant chez Uber, on flatte l’individu en vous, mais c’est le mouton qu’on caresse. »
    • . Le garçon de café joue au garçon de café comme les chauffeurs Uber jouent aux chauffeurs. C’est quand même fou ce que les problèmes se ressemblent suivant les époques… »
    • Le problème est qu’aujourd’hui, on fait passer de la valeur d’usage pour de la valeur d’échange. »
  • « A Harvard Business Review analysis looked at 17 hiring studies that used algorithms and found that they outperformed human recruiting by about 25 percent. The data was based on post-hiring stats, such as the supervisor’s ranking of the hiree after having been at the job for a while, the number of promotions, and how well the employee did during training. »

    tags: data bigdata algorythm recruitment humanresources diversity discrimination

  • « Digital transformation programmes must start with the right type of discovery activities »

    tags: digitaltransformation acculturation learning discovery

    • For many organisations, legacy systems and customer experiences are likely to be underperforming and/or not providing the right digital foundations upon which to innovate and build.
    • In addition, companies are starting to recognise they are not just competing with their peers, but with all the digital experiences their audience is interacting with.
    • Those with a deeper understanding of digital know it’s only by taking the time to uncover their needs, expectations and constraints of target audiences across all customer touchpoints that you can truly understand (and refine) the direction the transformation needs to take.
    • A ‘discovery’ phase is designed specifically for this purpose and will validate any subjective assumptions or opportunities along the way.
    • A digital revolution can only be successful with a unifying, insight-led understanding about its goals and the path organisations need to take to achieve them.
  • « Il y a évidemment plusieurs manières de définir ce qu’est un service. Le plus souvent, parce que c’est plus simple, on le définit par opposition à un bien – un service n’est pas tangible, il n’est pas stockable, il est coproduit, etc. Si l’on tient compte du fait que cette manière de voir fait débat dans la littérature académique, elle demeure insatisfaisante »

    tags: service services servicesindustry definition

    • Goffman définit comme suit un service : « Une aide désirée par celui qui la reçoit »[1].
    • un service désigne toutes les formes d’interaction avec un collaborateur ou un système technique de l’organisation qui sont génératrices d’une expérience idéalement positive, répondant à un besoin précis du bénéficiaire
    • Un service, c’est une expérience, une « tranche de vie »[2], mais c’est d’abord un résultat !
  • « Professional service firms seeking to help companies navigate the demands of globalization face a tough challenge because advisers with the specialized expertise needed to address sophisticated issues are most often distributed throughout the firm and around the globe. This makes collaboration difficult. »

    tags: collaboration

    • Global collaboration creates significant coordination costs:
    • For one, it can promote us and them thinking
    • working at a distance also limits the amount of information we hold about our colleagues
    • these two problems reinforce each other. We don’t share as much information with our outgroup, but the less information we have about them, the more we see them as them.
    • Focus on commonalities: The problem with us and them thinking is that we focus on our differences over our similarities, but it’s just as easy to reverse our focus.
    • Remind your team of its shared and distributed goal.
    •  Recognize your interdependence in reaching your objectives.
    • Symmetrize Information: Focusing on commonalities, however, will only get you so far because every day the information asymmetries between locations serve as a constant reminder of the differences between offices.
      • s.

         

         

      • Schedule regular meetings and touchpoints to share task-related information
  • Take time to share the personal updates as well.
  • Equip the team with the right resources.
  • Give (and take) a virtual tour to provide context.
  • « Si le digital constitue une révolution du métier de communicant, c’est aussi par lui que la transformation de l’entreprise doit passer. Explications et conseils d’Anthony Poncier, auteur du livre blanc Publicis Consultants publié aujourd’hui sur le sujet. « 

    tags: internalcommunication externalcommunication communication communicaion corporatecommunication digitaltransfromation

    • C’est donc sur la direction de la communication qu’ils s’appuient pour conduire le changement. »
    • Le digital signe la fin de la communication descendante et l’inversion des flux d’information.
    • Le management intermédiaire doit jouer le jeu et animer ses équipes de manière moins hiérarchique, pour aboutir à des prises de décision plus autonomes ou participatives
    • La démarche vaut également pour le directeur de la communication lui-même. « Habitué dans les relations avec la presse à contrôler le calendrier et à relire les informations divulguées, il doit être capable de lâcher prise et de repenser le rôle de la communication  »
  •  »

    What technology leaders can learn from Barclays’ large-scale, people-centric digital transformation programme »

    tags: banking casestudies barclays digitaltransformation

    • 1. Start small

       

      Businesses often focus on the end result of digital transformation. Don’t fall into the same trap – start small. Barclays’ ‘Digital Eagles’ began as an internal brand for 21 bright and passionate front line staff.

    • 2. Form alliances

       

      This is a huge opportunity for CIOs and CTOs. The C-suite needs direction from those who understand the role technology – and the application of it – plays in their business.

    • 3. Make the most of a head start

       

      Businesses are already blessed with a vital catalyst for change: employees are ready for it. In fact, over 80% of them acknowledge that digital technologies will transform the way they work in the next three years.

    • 4. 10% understanding, 100% commitment

       

      In any successful transformation programme, the business must be 100% committed. That part speaks for itself. Equally important, however, is recognising that digital education doesn’t mean turning the entire workforce into digital gurus.

  • « Hong Kong’s premier airline uses a blend of data and know-how to guide its daily operations. »

    tags: cathaypacific airlines travel casestudies analytics bigdata customerservice customerexperience operationalefficiency customerintimacy designthinking innovation

    • We have a three- [or] four-year strategy to take us to the next level in three areas. One is operational efficiency or improved performance. Two is customer intimacy. And three is innovation.
    • In terms of operational efficiency, we’re using analytics on engine performance data for our fleet. That increases reliability and also helps reduce fuel burn if we can fine-tune the aircraft engines.
    • We also use analytics to optimize crew and shift deployment. We have 15,000 staff who have to be matched to plane types, to the destinations, to special breaks that they have to have, etc.
    • n terms of customer intimacy, we use analytics to look at frequent flyer preferences and assess flying preferences
    • Basically, we’re using analytics to make more data-driven decisions. But we combine that with experience and insight. Analytics will give you statistical spreads, give you training, but you still need to have this thing called experience and insigh
    • We created an innovation center in IT. It’s a small team of young people who are given problems that require design thinking, and they come up with solutions or proofs of concepts. They are based in headquarters and work with a small, targeted budget.
    • Right now, the guys are developing a tag for baggage. We know how many bags get lost or misdirected. We can look at data that says it will cost us, on average, X dollars on a lost-bag retrieval, customer follow-up, etc. — and then ask, “What can we do on the end-to-end process? What causes this? By looking at the data and analytics, can we redesign this whole process?”
    • Today when people change their flights or flights are delayed, they have no idea if their bag made it with them or not. These new LED baggage tags can change dynamically as the circumstances change
    • The cycle-time of decision making gets shorter and shorter, and operationally, things change very quickly.
    • We’ve created a customer hub so we can grab data from all different touch points, whether they are online, kiosks, check-in counters, etc. Now, if we are to take this correctly, the entire management team will not only be able to run more efficiently, but actually come up with new product services and operational areas of improvement.
    • you need to size the plane on the right route based on the right forward passenger predictions. You don’t want a big plane flying one-third empty, or you’re making a loss.
    • I think some of the risks are interoperability, data security, proper taxonomies and data ownerships.
    • I don’t think it’s educating it out. I think it’s just [an issue] of leadership.
    • And I think that’s how we need to think about analytics and data. Put it in your context and understand it.
  • « Businesses that are succeeding in the digital world are questioning key managerial assumptions. Case in point: PagesJaunes, the French Yellow Pages company. »

    tags: pagesjaunes casestudies digitaltransformation yellowpages

    • PagesJaunes “realized a few years ago that selling ads in thick, yellow print directories would not remain viable for long in an age of Google and Yelp,”
    • “The company’s CEO saw an opportunity to redirect the business toward digital services,” the authors write. Instead of selling ads in books, the company could sell online advertising.
    • anagers saw that the assets related to printing and delivering books would have little use in the new model, but the company’s knowledge of local businesses and the relationships its salespeople had with business owners were potentially critical assets going forward,
    • Examining your strategic assets through a digital lens can help you identify which assets will keep their value, which ones won’t and which ones you may be able to use in new ways
  • tags: employerbrand

  • « À l’ère du digital, les recruteurs les plus performants seront ceux en mesure de proposer la meilleure expérience candidat. Par « expérience », on entend tous les moyens mis en œuvre par les entreprises pour s’affranchir des processus traditionnels d’embauche. L’objectif : re-dynamiser son image employeur pour continuer à attirer de nouveaux talents. »

    tags: hiring recruitment candidateexperience employeeexperience humanresources

    • seulement 45% des jeunes diplômés sont satisfaits de leur expérience du processus de recrutement en entreprise.
    • L’expérience digitale pousse les candidats à de plus en plus d’exigences, forçant irrémédiablement les RH à innover pour espérer séduire les meilleurs talents.
    • Au bout du compte, les échanges de CV sont souvent aléatoires, l’expérience est frustrante pour tout le monde (recruteurs et candidats) et malheureusement peu efficace.
    • Leur métier devient de plus en plus un métier de communicant, voire de commercial, ils doivent apprendre à s’adresser aux candidats comme à des clients ou des investisseurs potentiels.
  • « S’il est un secteur d’activité particulièrement touché par la révolution numérique, c’est bien celui du tourisme et du transport. Historiquement, ce secteur a toujours été un gros consommateur de technologies de l’information, les chiffres décrivant cette évolution parlent d’eux-mêmes : selon une étude Xerfi Fevad, en Europe, le tourisme en ligne représente 42% du marché du voyage tandis qu’en France, il pèse plus de 12,4 milliards d’euros. »

    tags: bigdata travelindustry MDM customerdataplatform

    • l’association de l’Internet, des applications mobiles géo-localisées, ou des mises de mise en relation issus des réseaux sociaux, ont bouleversé les marchés au point de remettre fondamentalement en cause les règles du jeu et les modèles économiques.
    • A l’accueil de l’hôtel, la première question posée n’est-elle pas souvent : « est-ce la première fois que vous venez dans cet hôtel ? », comme s’il revenait au seul client de se remémorer de ses parcours passés. Au cours d’un voyage, il faut sans cesse justifier son identité, mais ce n’est que pour des raisons de sécurité ou de facturation, et non pour recevoir un service personnalisé et adapté au contexte
    • La réalité est que les acteurs de l’industrie du tourisme se cantonnent le plus souvent à gérer des transactions, alors que les technologies et des pratiques liées à la connaissance client leur permet de gérer l’intégralité d’un parcours client.
    • Chaque réservation de billet (d’avion, de train, de car, etc.), chaque séjour dans un hôtel, chaque location de véhicule laisse une « trace numérique », dont la consolidation et l’analyse au sein d’une « Customer Data Platform » permettent de mieux appréhender les besoins et souhaits d’un client individuel.
    • On voit ainsi des acteurs du tourisme lancer des services reposant sur l’Internet des objets et les recommandations en temps réel pour diffuser de nouvelles offres (exemple : le cours de tennis est libre, voulez-vous en profiter ?
    • Celle-ci doit intégrer les informations de base sur le client, c’est ce que l’on appelle le golden record (on parle alors de Master Data Management). Pour  dégager une vue unique du client actualisée à travers l’ensemble des canaux,
    • permet d’une part de créer une base d’information client pérenne et à  jour ; d’autre part de proposer des services en ligne pour le client connecté tout au long du parcours/séjour/voyage et donc de créer une relation personnalisée  ; et enfin, de proposer des offres personnalisées en temps réel, au moments les plus
    • Le développement d’une Customer Data Platform est donc essentiel pour les professionnels de ces secteurs : développer une véritable connaissance du parcours du client est leur unique planche de salut, à l’heure où des géants du numérique commencent à se positionner sur leur pré-carré (en Europe, le tourisme en ligne représente à présent 42% du marché du voyage) et où la mobilité va apporter encore plus de facilité pour collecter des données.
  • « People have long worried about the impact of technology on society, whether discussing railroads, electricity, and cars in the Industrial Age, or the Internet, mobile devices and smart connected products now permeating just about all aspect of our lives. But the concerns surrounding AI may well be in a class by themselves. Like no other technology, AI forces us to explore the very boundaries between machines and humans. »

    tags: machine work collabiration AI knowledgework

    • While generally optimistic about technology’s long term benefits, the authors are quite concerned about the major challenges we’re already facing, in particular, the disappearance of many mid-level jobs and the stagnation of average incomes, first in the US and other advanced economies but over time in emerging economies as well. 
    • “As the Second Machine Age progresses, will there be any jobs left for humans?,” the interviewer asked.  Brynjolfsson and McAfee mentioned three skills areas where, – at least for now, – humans are still far superior. 
      • High-end creativity including “great new business ideas, scientific breakthroughs, novels that grip you, and so on. Technology will only amplify the abilities of people who are good at these things.” 
      •  

      • Emotion and interpersonal relations, including caring, nurturing, coaching, motivating, leading, and so on.  Through millions of years of evolution, we’ve gotten good at deciphering other people’s body language…  Machines are way behind there.” 
      •  

      • Dexterity and mobility.  “It’s unbelievably hard to get a robot to walk across a crowded restaurant, bus a table, take the dishes back into the kitchen, put them in the sink without breaking them, and do it all without terrifying the restaurant’s patrons.  Sensing and manipulation are hard for robots.”
    • The key, they write, is to “reframe the threat of automation as an opportunity for augmentation… 
    • Step Up: Head for higher intellectual ground. 
    • Step Aside:  Big-picture, abstract thinking may be an option for a small fraction of the workforce.  “But a lot of brain work is equally valuable and also cannot be codified.  Stepping aside means using mental strengths that aren’t about purely rational cognition but draw
    • Step In:  This means knowing how to monitor and improve the work of computers.
    • Step Narrowly:  Find a deep and narrow professional specialty that’s not worth automating.
    • Step Forward:  This means “constructing the next generation of computing and AI tools.  It’s still true that behind every great machine is a person – in fact, many people…
    • “The strategy that will work in the long term, for employers and the employed, is to view smart machines as our partners and collaborators in knowledge work
  • tags: customerexperience experiencedesign servicedesign

  • « In order to be a successful company you must create an environment that encourages the contribution and open sharing of information. As the CEO of a high growth company I found it necessary to implement very simple, but incredibly powerful software tools to help us create that environment. »

    tags: communication culture transparency employeesatisfaction employeeretention productivity

    • If a CEO is unwilling to participate in the contribution and open sharing of information, then quite frankly, it just won’t happen.
    • An easy way to help facilitate this process is to have a robust online Employee Directory. However, in order to make it truly valuable it is necessary to give more detail than just a title, an email, and a phone extension.
    • One thing that I found incredibly helpful as the CEO of a company was the implementation of an online Employee Discussion Board where any employee in our company could post questions or comments and every other employee in the company could respond with comments.
  • « A little while ago an article The future for law firms: virtual law firms, legal outsourcing and the battle for talent appeared in Thomson Legal reporting on some of my thoughts on where the legal industry is headed. « 

    tags: legal lawfirms professionalservices

    • First, they can wave their business goodbye as their competitors, who offer this cheap and efficient alternative, undercut their service.
    • Or firms can make the most of the opportunity to specialise in their chosen area of law, leaving the process-oriented work to their competitors and the LPO service providers
    • The problem with the traditional model is that partner profits are dwindling due to margins being squeezed, as well as the impact of globalisation and competition.
    • There is a cycle where you need to attract the best people to charge the highest fees and attract the best clients. If you’re not able to attract people with the right pay and conditions, that cycle starts to break down
    • All professional work will be determined by personal brands and presence that are significantly driven by social media, so these are critical capabilities for any lawyer in any firm
    • You’re not hiring a lawyer, per se. You need an expert as opposed to a search engine to say,
    • There is now also an opportunity for access to network experts who can engage clients in conversations and communities from which lawyers and their clients can discover the best information – a fundamental shift from the database aspect that has been so much of the legal information industry to date.
  • « Market networks will produce a new class of unicorn companies and impact how millions of service professionals will work and earn their living. »

    tags: socialnetworks marketnetworks marketplaces

    • “Marketplaces” provide transactions among multiple buyers and multiple sellers — like eBay, Etsy, Uber and LendingClub.
    • “Networks” provide profiles that project a person’s identity, then lets them communicate in a 360-degree pattern with other people in the network. Think Facebook, Twitter and LinkedIn.
      • What’s unique about market networks is that they:

         

         

      • Combine the main elements of both networks and marketplaces
      •  

      • Use SaaS workflow software to focus action around longer-term projects, not just a quick transaction
      •  

      • Promote the service provider as a differentiated individual, helping to build long-term relationships
  • By moving these connections and transactions into software, a market network makes it significantly easier for professionals to operate their businesses and clients to get better service.
  • People matter. With complex services, each client is unique, and the professional they get matters.
  • Collaboration happens around a project.
  • Market networks help build long-term relationships.
  • Referrals flow freely.
  • Market networks increase transaction velocity and satisfaction.
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