Liens de la semaine (weekly)

  • « When it comes to launching new products, should your company be a pioneer or a follower? This question presents a constant dilemma for some businesses. Product pioneers face more risk, but can reap big rewards when an innovation proves successful. Second-movers, on the other hand, are assured more reliable returns. But the longer they wait, the higher the chance that the largest spoils have already gone to other, more daring players. So which timing strategy is better? »

    tags: innovation marketing productlaunch gotomarket

    • A key difference between successful pioneers and followers was how many innovations they launched. Because followers miss out on blockbuster returns, they cannot afford to fail as often as pioneers
    • Another key difference between pioneers and followers was the amount of due diligence they undertook before going to market. Asking too many questions can slow you down.
    • It might seem paradoxical but pioneers appeared more committed to innovations than followers. Because pioneers must get to market quickly, they do not interfere with development.
    • Traditional incentive systems tend to reward innovation managers if they successfully complete a product launch. This works well for pioneers, for whom speed is important. But it can wreak havoc for second-movers who gain an edge by avoiding the mistakes of early movers.
  • Every time the world changes, the way we experience the workplace changes too. Today, the world is changing again, in a digital transformation, and the workplace is both reflecting that transformation and driving change.

    There’s incredible potential for companies to seize new competitive advantages and grow their bottom line, all while benefitting the people who work for them like never before.

    tags: digitaltransformation futureofwork

    • Every time the world changes, the way we experience the workplace changes too.  Today, the world is changing again, in a digital transformation, and the workplace is both reflecting that transformation and driving change.   


      There’s incredible potential for companies to seize new competitive advantages and grow their bottom line, all while benefitting the people who work for them like never before.

    • “This is likely the most pressing issue concerning the C-Suite today. They’ve optimized the supply chain, digitized marketing and communications, socialized customer care and service. Where else can they get a competitive advantage? Fundamentally changing the way they work, implementing change — especially culture change — faster and better, will be the source of competitive advantage going forward.”
    • This has nothing to do with technology and everything to do with re-imagining how you *want* to work.”
    • The change is a combination of tech and culture. In technology: It’s about harnessing things like mobility, data, cloud services, automation and artificial intelligence
    • In terms of cultural changes, it’s about future-focused strategic thinking and cultural adaptation to trends like the rise of authenticity, transparency, independence, collaboration, flexibility, and effective leadership.
    • Why is this happening?  It’s about profit, and it’s about purpose: To decrease business friction, pursue competitive advantage, seize opportunities, profit and improve the human condition of being alive in the world. Re-imagining work offers an opportunity to create more purpose and value in the lives of people who do the work.
    • “First, find out what the employees care about and what they value. Second, think of your companies more like laboratories than like factories.”
    • At Pitney Bowes they are doing interesting things internally, I know people there, but they never talk about it.”  They may not talk about it – but they’re listening.
  • « Pendant la dernière décennie, l’ubiquité de l’Internet, les smartphones avec géolocalisation et la banalisation de l’informatique d’infrastructure par les géants de l’Internet ont convergé, et l’économie est entrée dans une grande transformation : celle imposée par les quatre « D ». « 

    tags: digitaltransformation digitization disruption demonetization disintermediation

  •  »
    Depuis deux ans, Total vend du fioul en ligne. Une activité modeste pour le géant pétrolier mais qui tend à croître rapidement. Pour y parvenir, le groupe a dû se plier aux règles de Google et aux besoins des e-clients à la manière d’une petite entreprise. « 

    tags: casestudies energy total uberization ecommerce

    • Une équipe de 12 personnes et un chiffre d’affaires de 25 millions d’euros..
    • cette goutte d’eau représente 90 % du chiffre d’affaires du groupe en matière d’e-commerce
    • « Total, qui n’est pas une start-up, a su se conformer aux règles de Google« .
    • market a vendu 40 000 mètres cubes de fioul. Son objectif est d’atteindre 65 000 mètres cubes en 2015. Pour cela, le site veut développer de nouveaux services. D’une part en proposant des créneaux plus précis de livraison, moyennant un surcoût.
  • « At first sight this doesn’t seem particularly radical thinking. Accenture Interactive acknowedges in its own text that the concept of intelligent services that adapt and change based on consumer preference isn’t new.

    But what’s changed, it argues, is that the technology necessary to make this a reality – sensors, cloud computing, smart devices, real time analytics etc – is now mature enough for brands to create and deliver such services at critical scale. »

    tags: internetofthings iot services livingservices

      • Such services will change consumer experiences such as travel booking and shopping in real time around us.

      • They will be driven by things that are very proximate to us such as wearables and nearables.

      • And, at the human level, Living Services will affect our lives in a much deeper and more positive way than mobile and web services have.
    • They will transform and improve the way we live, both by removing mundane tasks and offering services that surprise and delight us.
    • Living Services are a step beyond the limited descriptor ‘Internet of Things.’ In effect, they breathe life into what will become a vast network of connected machines and objects,
    • The emergence of Living Services is being driven not only by the digitization of everything but also by ‘liquid expectations’. When consumers engage with a brand today, such as an airline or a bank, they compare their experience not only with other airlines or banks but also with any service company,
    • So where will Living Services first make a noticeable impact? Healthcare, led by quantified self-health tracking devices, is an early adopter cited here:
    • In the home, existing IoT silos such as Nest thermostats will start to connect up with other devices:

      Meanwhile we can apparently expect Living Services at a city-wide scale by 2020, albeit limited at that point to high-profile connected cities in the Middle East and Asia.

    • In retail Living Services should enable retailers to offer less intrusive experiences, such as overloading shoppers with offers on arrival at a location. The report notes:
    • In finance, livings services wll be able to link peoples’ financial status directly to other areas of their life
    • (1) Create living operations so that executive regularly ask themselves whether they’re taking the necessary operational steps to drive a Living Service forward,
    • (2) Embrace continual design
    • (3) Reinvent the organizational structure to refect a growing fusion of the Chief Marketing Officer and Chief Information Officer roles
    • 4) Understand customers and anticipate their needs, such that the business model is based on idenitifying specific consumer need
    • 5) Build trust because Living Services will require brands to get very close to consumers
    • (6) Tackle complexity because introducing Living Services will add another layer
  • « Digital transformation starts with the individual. As digital spreads inside an organization, from person to person and team to team, the organizational commons begins to emerge. However, organizations quickly arrive at a make-it or break-it moment. Either digital remains an ad hoc, nice-to-have activity, or the organizational commons takes shape and digital transformation gets real. »

    tags: digitaltransformation change individual organization trust

    • By organizational commons, I mean networks and communities where resources, information and content are created by many and accessible to many
    • Individual digital capabilities have increased significantly over the past 8 years.
    • Platforms for organizational commons are now in place.
    • However, digital capabilities and the commons do not yet translate into operational reality.
    • been decision-making by consensusinternal politicscompeting prioritiesfear by management of losing control, and hesitation to rethink how we work.
    • When people are free to experiment, and failures are considered learning opportunities, hesitation to rethink how we work is not a major obstacle.
    • The answer is trust. There is not enough trust inside organizations. Trust is lacking from the top down, from the bottom up and across organizational groups and silos.
    • Rethink leadership.
    • Humanize processes.
    • Energize individuals and groups.
    • Listen to change activists. 
  • « Un nombre croissant d’entrepreneurs et de start-up s’affranchissent des structures managériales archaïques. Le nomadisme numérique et l’holacratie émergent. Toujours plus de sociétés mais également de services publics cherchent de nouvelles façons de travailler. Découverte en cinq épisodes »

    tags: holacracy office management workspace workplace hierarchy managers nomadism digitalnomads

    • Sa place de travail peut être une plage de Phuket, un café de Phnom Penh ou une chambre d’hôtel de Manille. Et ce, pendant plusieurs mois. Quant à ses clients, ils se nichent dans des open spaces à Zurich.
    • Le développeur travaille d’où il veut, de 8 heures à 14 heures. L’après-midi, il visite ses destinations
    • Par contre, je ne m’occupe pas de l’aspect lié au design. Cette spécificité technique me permet de limiter les contacts avec la clientèle.»
    • : «La seule exigence, c’est la discipline.» Le nomadisme est-il un modèle durable qui s’applique à des structures d’entreprises plus classiques?
    • l’holacratie supprime la hiérarchie et les organigrammes traditionnels. Les rôles sont définis en fonction des actions à entreprendre, et partagés selon les compétences de chacun. En d’autres termes, les postes évoluent au gré des actions.
    • L’holacratie fonctionne comme une boîte à outils et non comme une formule toute faite. En d’autres termes, elle fournit la règle du jeu, mais ne précise pas comment doit se dérouler la partie
    • ela reste plus facile dans de petites structures agiles où les habitudes ne sont pas encore solidement ancrées.»
  • « IBM will challenge participants to directly address this issue with the creation of a wearable tech app to engage and captivate young people, with the aim of raising awareness around careers in Stem-related subjects. »

    tags: ibm casestudies digital digitaltalent skills humanresources wearable

    • To tackle this issue, IBM has partnered with The Drum to address the problem at its Plan it Day and Do it Day events, which will bring together participants from across the marketing industries to share ideas, and more importantly, come up with solutions to brands’ business problems, while at the same time using marketing as a force for good.
    • The biggest challenge for us as employers is we’re worried about a lack of future capacity
    • At the top of this agenda is engaging young people in getting excited about Stem careers, by highlighting just how technology infuses everything around us – including design, fashion and wearables – and how they can become part of that.
    • On Do it Day, IBM wants to raise awareness of Stem careers by choosing to focus on the possibilities around wearable tech and the internet of things, and particularly how these platforms can be used to foster creativity – in this case, in fashion
    • create an app that will allow children to engage in designing an IoT garment. « It will provide them with the tools and building blocks they need to do that, so it becomes a fun, interactive learning experience
    • « We’ll be providing facilitators to help people walk through the process of turning ideas into something practical and actionable
  • « And employee engagement remains a challenge for companies worldwide. Recently, Bain & Company, in conjunction with Netsurvey, analyzed responses from 200,000 employees across 40 companies in 60 countries and found several troubling trends: »

    tags: employeeengagement engagement management

      • Engagement scores decline with employee tenure, meaning that employees with the deepest knowledge of the company typically are the least engaged.

      • Engagement scores decline as you go down the org chart, so highly engaged senior executives are likely to underestimate the discontent on the front lines.

      • Engagement levels are lowest among sales and service employees, who have the most interactions with customers.
    • Line supervisors, not HR, lead the charge. It’s difficult for employees to be truly engaged if they don’t like or trust their bosses
    • Supervisors learn how to hold candid dialogues with teams. Not every supervisor is a natural at engaging employees, so leading companies provide training and coaching on how to encourage constructive discussions with team members.
    • They also do regular “pulse checks.” Short, frequent, and anonymous online surveys (as opposed to a long annual survey) give supervisors a better understanding of team dynamics and a sense of how the team believes customers’ experiences can be improved. What matters most, however, is not the metrics but the resulting dialogue.
    • Teams rally ’round the customer. Call center representatives, sales specialists, field technicians, and others on the front line know intimately which aspects of the business annoy or delight customers. The companies that regularly earn high employee engagement tap that knowledge by asking employees how the company can earn more of their customers’ business and build the ranks of customer promoters.
    • To get a higher return on these resources, it’s time for executives to turn their current approach upside down. Open up the dialogue between employees and their supervisors. Put teams in charge, and let the center provide support.
  • « A study conducted by innovation consulting firm Innosight shows that the once 61-year tenure for the average S&P 500 firm in 1958 is now sitting at under 15 years. At this rate, 75% of the S&P 500 will be replaced by 2027, so time is just about the only thing that’s no longer in abundance nowadays. »

    tags: innovation culture management hacking culturehacking casestudies

    • despite all the innovation and business model changes we’ve seen, there are still only two ways by which businesses compete: through cost leadership or differentiated products.
    • The only thing that’s really hard to duplicate is your culture.
    • Corporate cultures cannot be inherently good or bad, though they may certainly be effective or ineffective in helping drive the performance and change you’re looking for. 
    • As executives become laser-focused on chasing earnings, they may lose sight of the bigger picture.  They become focused on treating the surface-level symptoms through tools such as reorganizations
    • In a true hacker’s mindset, culture hackers look for the vulnerable points within the system, where if a small change is made, it can have a huge impact on culture. 
    • Changing a culture is the hardest task that leaders ever have to face.  It isn’t just about rolling out programs or shuffling the boxes on the org chart, it truly is a massive undertaking that requires tremendous effort and lots of patience, that often time outlasts leaders.
    • Senior managers assume 1-hour shifts throughout the week, which encourages team members to drop by for a chat
    • Culture hacking is all about finding the little things you can do every day to create iterative change.
    • The founders of the company hold quarterly picnics where THEY serve the employees and their families. Yes, flipping burgers, serving salads, fetching beers, etc. It is their way of showing humility and gratitude to the team
    • At Commerce Sciences, every new employee receives a “starter kit,” crafted by the last person to join the company. Each kit is totally different and personalized; depending on how creative the last person is, it might include jokes, interesting books, Nerf guns, or coffee capsules.
    • Collaboration doesn’t happen naturally when you toss a random group of people into a room. It requires building relationships and trust, along with understanding the capabilities, strengths,and weaknesses of each team members.
    • , companies spend a mind-blowing $130 billion annually worldwide on employee training. Despite all this spend, companies struggle to find ways to foster a learning culture –
    • Humans are social beings. This is how ideas and beliefs spread
  • « Successful transformations demand new capabilities. To build them, experiential learning leverages the intimate link between knowledge and experience. »

    tags: learning experientiallearning change changemanagement experience casestudies

    • There is an intimate and necessary relation between the processes of actual experience and education.
    • Most global companies have undergone more than one technological and workforce reorganization in the past decade. Launching one change program after another, they have had to embrace automation and digitization, shared services, lean operations, and other transformative innovations. The prognosis for business planners: more transformative change.
    • Efforts to keep pace have so far had mixed results, to say the least. McKinsey research reveals that two-thirds of business transformations do not adequately meet their objectives
    • Transformational aspirations must be adequately supported by a skilled workforce, ready to achieve the change mission.
    • Organizations make significant investments in learning and development, but too little of it actually results in behavioral change in the workplace.
    • They came to recognize that approaches to education must respect this connection and in their writings especially emphasized the importance of experience-based learning.
      • 2.In addition to the research cited in note 1, see Nick van Dam, “Inside the Learning Brain,” TD Magazine, April 2013; and K. G. Diem, Leader Training Series: The Learn-by-Doing Approach to Life Skill Development, New Brunswick, NJ: Rutgers Cooperative Extension, 2004. A typical staged process in experiential learning can be described as follows:



      • experiencing and exploring: doing

      • sharing and reflecting: what happened?

      • processing and analyzing: what’s important?

      • generalizing: so what?

      • applying: what works for me?
  • . Elements of this immersive experience include role playing, guided discussions, and simulated situations. Participants are asked to work with new tools and methods, practice new skills, and make decisions. Feedback on the effectiveness of the new skills is an important part of the process.
  • We have found that experiential-learning programs are best guided by facilitators with subject-matter expertise and practical knowledge in conducting dynamic, interactive sessions.
  • « On parle beaucoup d’humaniser les rapports dans l’entreprise. Est-ce une bonne nouvelle ? »

    tags: management taylor

    • Taylor apparait à bien des aspects comme le précurseur de la posture managériale qui domine  la période actuelle: se positionner au nom du bonheur des salariés, prétendre à un système équitable, juste et orienté vers le bien commun, mettre en avant les difficultés d’organisation, et de management du travail, invoquer la science, l’objectivité, la neutralité, ces attitudes ne sont pas sans rappeler bien des allégations et argumentations accompagnant les discours modernes. 
    • Il cherchait une solution pour mettre un terme à l’«irréductible conflictualité» entre les patrons fâchés par la «flânerie systématique des ouvriers» et ces derniers, peu pressés d’en faire plus, compte tenu du ridicule de la paye
    • Mais évidemment, il passe sous silence ce fait que la science sera mise en œuvre par le patron pour servir ses propres objectifs.
    • La question est d’importance et reste d’actualité : celui qui connait le travail dispose d’un atout de taille, et l’organisation scientifique est là est là pour donner cet atout au patron.
    • Taylor voulait associer progrès économique et progrès social. Ce faisant, il aura transformé des ouvriers de métiers, porteur d’un savoir-faire autonome, en «simples» exécutants puis en consommateurs, cette révolution s’accompagnant d’une forte hausse des salaires
    • ‘’L’organisation’’ veut des  gens  qui n’oeuvrent pas en fonction de ce qu’ils estiment juste ou noble, écrit-t-elle, mais en fonction des appétits du capitalisme.»
    • Le drame du travail contemporain ne vient pas, paradoxalement, de ce qu’il est déshumanisant mais au contraire du fait qu’il joue sur les aspects les plus profondément humains des individus.
    • Plus on insiste sur l’humanité des salariés, et moins on les prend au sérieux comme expert de leur travail, ayant leur mot à dire dans les choix organisationnels et stratégiques de leur entreprise.
    • Sous son blanc manteau, l’orientation humanisante est dangereuse ; si l’affaire tourne mal, ce n’est plus un professionnel qui sera jugé par ses chefs mais la personne toute entière, livrée à une évaluation critique parfois fatale.
    • c’est sa professionnalité, justement, que le salarié veut voir respecter, laquelle constitue sa force et lui donne sa légitimité. Bien plus que sa dimension d’être humain, qui n’est pas remise en cause. (D’ailleurs, pourquoi le serait-elle ?)
    • Le sentiment d’être dépassé fait des ravages en entreprise et ce n’est pas non plus fortuit:

      Cet argument de l’accélération infinie du temps devient une arme de guerre. Non seulement, il conduit à déstabiliser sans cesse les salariés, à brouiller leurs repères et à défaire leurs ancrages, mais il désamorce toute tentative d’analyse critique.
    • Distiller le doute est devenu la technique moderne d’affaiblissement de la professionnalité. A l’ère du management nappé d’humanisme et de cool, chacun est prié de donner le meilleur de lui-même, dans un cadre professionnel présenté comme bienveillant.
    • On assiste à un paradoxe dérangeant, qui veut qu’au moment où on en demande de plus en plus aux salariés, excellence engagement total et prise de risque, face à un travail de plus en plus complexe, on les plonge artificiellement dans un état de fébrilité, un sentiment de peur et d’impuissance qui tend a paralyser leur activité.
    • Mais derrière cette image d’Epinal se cache une réalité bien plus aride : celle de l’inconfort, voire d’un certain degré de souffrance comme levier pour obliger le salarié à rendre les armes et à se transformer en relais efficace des méthodes et de la qualité de travail voulues par leur direction.
  • « Digital Transformation is not simply the addition of new technology to existing business and operating models. It goes deeper than that, with implications for all aspects of how we organise the value chain, including the internal structure of the organisation itself. But the question of how to manage and measure Digital Transformation is still something many are struggling with. »

    tags: digitaltransformation methodology change changemanagement

    • First, when considering how organisations change, just as with technology, there is no silver bullet – no perfect one-size-fits-all system that can be taken off the shelf and implemented successfully. 
    • Second, however well resourced a central team or Digital Transformation lead might be, they will still be unable to transform the organisation on their own
    • Third, not all change actions need to be big, shiny and new
      • Define the particular ‘recipe’ your organisation needs (e.g. startup growth planning, large org reform, M&A integration, move towards more agile operations).

      • Express goals in terms of target organisational capabilities – don’t just implement new features. We think of these goals as being like agile user stories for the organisation.

      • Create measures based on real-time data (e.g. social network analysis mapping) and human feedback from the organisation. See our Quantified Organisation methodology for more details.

      • Communicate why these capabilities matter, and invite people to review or suggest additional goals.

      • Recruit a network of change agents across the business who are already motivated to explore new ways of working, and provide them with the tools they need to spread the word throughout the organisation.

      • Organise an ice box / backlog of actions, across various key areas of activity to organise proposed changes such as: 

        • Org models: a toolkit of new structures, techniques and new ways of working

        • Tech platforms: service-oriented approach for distributed work, sharing & connecting

        • Leadership: guidelines for the new world of work; cultivating new leaders

        • Culture & practice: a conversation with the organisation about suitable methods

        • Process improvement: identifying and fixing processes that block new ways of working



      • Encourage every team or department to undertake informal capability reviews as part of their regular meeting schedules (how are we doing on this capability? what next actions can improve it?).

      • Automate the reporting of capability improvement within a data dashboard the whole organisation can access.

      • Encourage each team to select next actions every week or month based on available time and resources.

      • Measure, review, reflect. Rinse and repeat.
  • « Definitions mean something. Paul Greenberg attempts to clarify the difference between CRM, customer engagement and customer experience so we don’t have to argue it anymore. Why can’t we all get along? »

    tags: customerexperience crm consumableexperiences customernengagement definition cxm

    • CRM is a philosophy and a business strategy, supported by a system and a technology designed to improve human interaction in a business environment. »
    • « Social CRM is a philosophy and a business strategy, supported by a technology platform, business rules, workflow, processes and social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment. It’s the company’s programmatic response to the customer’s control of the conversation. »
    • here is my current (working) definition of CRM as we march through 2015:

      « Customer Relationship Management is a technology and system that sustains sales, marketing and customer service activities. It is designed to capture and interpret customer data, both structured and unstructured, and to sustain the management of the business side of customer related operations. CRM technology automates processes and workflows and helps organize and interpret data to support a company in engaging its customers more effectively. »

    • is definition of customer experience:

      « The perception that customers have of their interactions with an organization. »

    • CXM is a business science that has the purpose of determining the strategy and programs that can make the customer feel good enough about the company to want to continue to do business with the company. »
    • the business has to offer products and services, sure, but also tools and what I call consumable experiences.
    • Yet you will go back and do it again -because of the smile on your daughter’s face. That’s a consumable experience.
    • An experience occurs when a company intentionally uses services as the stage, and goods as props, to engage individual customers in a way that creates a memorable event. Commodities are fungible, goods tangible, services intangible, and experiences memorable… »
    • « The ongoing interactions between company and customer, offered by the company chosen by the customer. »
  •  »

    The two are not as incompatible as it might seem. Colvin’s point in the earlier book was that talented people always succeed in the context of a system, and it’s hard to rate talent independent of its context. As a result, stars usually get more credit for their successes than they’re due. (Boris Groysberg’s research backs this up by showing how the high performance of stars in various fields turns out not to be portable when they are recruited away by other employers.) Indeed, it’s often a well-designed system that makes someone valuable; the best systems are able to get “A” results out of “B” players. « 

    tags: automation talent performance

    • the effective organizational system isn’t just a mechanistic one of capital investment. It’s a human system that relies heavily on unique human capabilities. So collectively, human talent is not overrated; it is extremely valuable. That’s an important truth to assert in an era when smart machines are taking over so many tasks that were in the past human contributions,
    • The question is: who is Colvin trying to convince that humans are underrated? To a large extent, he’s speaking directly to us humans, who may well lack confidence that we can continue to provide a superior value proposition relative to advancing technology.
    • . In our highly competitive economy, managers may be too easily seduced by the apparent advantages of automation. In relentless pursuit of lower costs and greater throughput, they might miss the fact that advantages in storytelling, judgment, and other human strengths are much harder for competitors to replicate.
    • But optimizing asset utilization isn’t enough to sustain a competitive advantage. As we’ve argued elsewhere, once smart machines are built to solve problems in asset efficiency (or indeed any area of operations) they very rapidly spread and become pervasive across an industry. Therefore, they cease to provide a competitive advantage.
  • « Les travailleurs de la nouvelle économie partagée sont libres, mais sans protection. Comment leur garantir des droits sans tuer la poule aux oeufs d’or ? »

    tags: uberization work benefits sharingeconomy

    • L’une des solutions aux États-Unis est le « 401k » qui permet au travailleur de « transporter » son plan épargne-retraite d’un emploi à un autre avec une cotisation partagée entre lui et l’employeur.
    • sans la flexibilité des emplois, « l’économie partagée pourrait être stoppée net »
    • il faut dissocier certaines prestations comme la couverture santé, la retraite et l’assurance de l’emploi lui-même.
    • les études de MBO montrent que plus les travailleurs sont indépendants, plus ils sont heureux. Ajoutant que le segment qui croît le plus vite est « celui des gens gagnant plus de 100 000 dollars (90 000 euros) par an »
    • « Le travail à la demande est un retour au XIXe siècle quand les travailleurs n’avaient pas de pouvoir, prenaient tous les risques et travaillaient des heures interminables pour pratiquement rien
    • lusieurs procès sont en cours opposant des travailleurs estimant qu’une partie des coûts liés à l’exercice de leur fonction doit être assumée par les entreprises qui les emploient et qu’ils ont droit à une certaine forme de protection sociale
    • « Cette économie à la demande, que l’on appelle aussi la gig économie, favorise l’innovation », a déclaré Mme Clinton en juin « mais elle soulève aussi des questions difficiles sur la protection des travailleurs
    • Car, si ces nouveaux emplois offrent une grande liberté pour ceux qui les occupent, ils n’ont en contrepartie, aucune sécurité ni prestations sociales. Et le phénomène ne cesse de grossir : près de 18 millions de personnes aux États-Unis tirent désormais une part significative de leurs revenus d’emplois non traditionnels et ils sont 12,5 millions à avoir ce genre d’emploi à temps partiel
  • « Selon Francis Pisani, une ville intelligente passe, certes, par les données, mais aussi et surtout par la participation de son citoyen. « 

    tags: smartcities sensors paticipation collaboration casestudies seoul

    • Vous distinguez entre autres deux interprétations, une qui s’organise autour des données, l’autre autour du citoyen.
    • Et face à ça, on a une version dominante d’une ville intelligente grâce aux données qui permettraient de résoudre quantité de problèmes. Il existe une autre version de la ville intelligente, qu’il faudrait rééquilibrer et valoriser davantage : celle qui met en avant la participation des gens pour contribuer directement à améliorer leur rue, leur quartier, leur ville, leur région, leur territoire.
    • Bill Clinton avait dit, alors, que Cisco devrait utiliser ses outils pour rendre nos villes meilleures. Et c’était en 2004. C’est ce qui a donné naissance au concept de smart city.
    • ils ont par exemple utilisé les données provenant des téléphones mobiles pour savoir quelles étaient les meilleures routes à prendre en autobus de nuit.
    • Donner ses données, si j’ose dire, n’est pas suffisant. Il faut donner ses idées.
  • « My previous two posts in this series, Why We Don’t Need to Reinvent the ATS and Talent Acquisition Technology: Reinvention and Innovation, discussed the state of the talent acquisition marketplace and the current machinations of the ATS product category. Justifiably, this asked: “Should we try and reinvent the ATS?” or “Should we look for another way forward?”

    To me, the answer is clear: the ATS by itself is not enough. That doesn’t mean, however, that the ATS isn’t part of the solution. Rather, other systems are emerging that can help make the ATS better―ones purposely built for the coming realities our industry will be facing. »

    tags: talent talentacquisition marketing hrmarketing recruitment ATS consumerization

    • It’s not that job boards can’t be a useful part of a successful strategy.―the real problem is that we have not evolved how we use these channels to communicate our organization’s value and differentiate our opportunities
    • Candidates, especially the top ones, are used to being consumers. They are used to being catered to by companies; consistently receiving personalized and useful content and messaging from brands;
    • Candidates fully expect a similar experience in their career search, and, more importantly, don’t differentiate between organizations’ marketing brand and employment brand
    • Marketing is focused on generating qualified leads for the organization in the top half of the funnel.
    • Sales is focused on converting these qualified leads into customers in the bottom half of the funnel. I
  • « In the recent [email protected] study Simplifying the Future of Work Study, sponsored by SAP, senior business leaders clearly are not willing to accept complexity and its impact. In fact, 51% ranked business simplification high in significant strategic importance to their organizations today and 67% believe it will still be just as important, if not more, within the next three years. »

    tags: simplification futureofwork

    • Get your definitions straight: Simplification and Improvement are not synonymous
    • Talk when you’re ready to act – no sooner.
    • Let simplification stand alone. Do not – I repeat, do not – merge your plans for simplification into other “improvement” initiatives.
    • Do your own company diagnostics. Find out what people in your organization think; you may be surprised by what your employees have to say
    • Identify and support natural leaders. Find your internal simplification champions. Look around and you’ll spot people who understand and fully believe in the concept of simplification.
    • Benchmark your progress. Like any other initiative, you need to check the pulse of your organization and its receptiveness towards simplification every once in a while.
  • « The winners of the next decade will be driven by who gets simpler faster. These are among findings of the just-released research collaboration between SAP and The Jensen Group:

    Simplicity drives engagement (a lot!)
    The future of work demands simplicity (even more!)
    Simplification has become an HR issue, in and of itself »

    tags: digitaltransformation competitiveadvantage simplicity simplification culture corporateculture engagement employeeengagement

    • What’s new and different: Each stakeholder gets equal attention to its needs, maximizing simplicity as an organizational competitive advantage.
    • 2014: Complexity crisis tipping point.
    • 2015-2020: Workforce tipping point
    • 2015-2020: Re-imagining the relationship.
  • « People understandably invest significant time and care trying to get better at giving feedback that matters. Unfortunately, those investments typically underperform. The reasons are simple and obvious: The true purpose of better feedback is not to improve receptivity or enhance understanding but to effect measurable change. »

    tags: feedback selfquantification management measurement

    • Feedback is a means to an end. No matter how charmingly or charismatically delivered, feedback that doesn’t lead to better outcomes fails.
    • That’s why understanding feedback’s future requires embracing the quantified self.
    • The future of feedback is the future of self-quantification.
    • But feedback’s fusion with trackers and performance monitors feels both inevitable and obvious.
    • IBM now offers “sentiment analysis as a service” that tracks the tone and tenor of personal and professional communications.
    • In other words, feedback compliance — or assurance — becomes integrated into the networked fabric of day-to-day performance and processes.
    • Organizations that care about Kaizen, or the process of continuous improvement, and facilitating effective feedback will make “accs” a way to make sure that their people have the power to (self) improve.
  •  » In the new book Team of Teams, McChrystal describes the lessons he learned (and applied) in Iraq and Afghanistan, as well as research and examples from other fields (including sports, aviation, and emergency medicine) on how teams have learned to work more effectively. « 

    tags: collaboration casestudies army trust reputation competences flexibility

    • When I joined Special Operations as a Green Beret, we were already pretty good at operating as small teams — say, up to about 20 guys. Inside those teams, you had a chain of command, but you also had a more informal set of linkages. You had constant interaction — the ability to not just hear what people say, but see their actions up close.
    • Trust does take time, but it doesn’t have to take time between you and me personally. This is the idea of scaling teams.
    • In the same way, as you try to build trust inside a team, you try to make trust transferrable.
    • You come with a reputation, but the reputation doesn’t necessarily include trust. It includes an assumption of competence. Sometimes it includes negative things.
    • In a briefing, if somebody asks me for a decision, I might turn to a subordinate and ask them to handle it. I don’t ask for specifics, and I’m very overt — almost theatrical — about it. Everybody else sees it. The message is: “I trust you guys to handle this stuff,” and that can grow virally throughout an organization.
    • They don’t need me on a mission — I’m not adding value — but accepting some level of common risk with them earns respect.
    • The value of rehearsal was to familiarize everybody with all the things that could happen, what the relationships are, and how you communicate. What you’re really doing is building up the flexibility to adapt. I’ve never been on an operation that went as planned.
    • The perception of the military is that we’re always on a razor’s edge, operating in dramatic environments, and making extraordinary decisions.
    • Military leadership is easier. Money is not a factor —
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