The Content Economy: The digital company 2013 – key points
# The â€œmillennialsâ€ will expect to use technology at work as freely as they do in their personal lives. They will also be ready to collaborate.
# Senior management will have a clearer understanding of IT capabilities than is the case today.
# Social networks will be a ï¬xture in the 2013 workplace, despite executivesâ€™ ambivalence on their role.
# The use of collaborative technologies will help cut through geographical and organisational barriers, and will give wings to virtual team-working.
# Digital tools will give employees greater control over the information they can access, which means less control for managers.
The Email Problem and How To Solve It â€” Blogiculum Vitae
I want to talk to you about email, the psychology of email
It is a vital part of business, we all depend on it and we donâ€™t even think about how we use it despite the fact that itâ€™s really very new – only had it in business for the last 10 years or so. As email spreads it tendrils and becomes more and more common – itâ€™s ubiquitous now, there was a time when you had to make a business case for email, now its the first thing you get. And itâ€™s starting to become a problem.
Entreprise 2.0 + TÃ©lÃ©travail 2.0 = Entreprise 3.0 – TeCoMan : La collaboration electronique au service de l’agilite des organisations.
Il n’y a que 7,4% de tÃ©lÃ©travailleurs en France (contre 15% en moyenne en Europe du Nord  et 25% aux USA ), dont 5,4% en nomade et 2% Ã domicile , malgrÃ© l’implication des partenaires sociaux pour augmenter leur nombre.
Pourtant, les entreprises qui l’ont expÃ©rimentÃ© Ã©numÃ¨rent tous les avantages associÃ©s :
– AmÃ©lioration de la qualitÃ© de vie des salariÃ©s (selon les Ã©tude, 46%  Ã 60 %  des salariÃ©s en rÃªvent),
– Economies rÃ©alisÃ©es pour les collaborateurs (Ã minima sur les transports) et pour les entreprises (par exemple sur les surfaces de bureaux nÃ©cessaires),
– ProductivitÃ© augmentÃ©e de 20% ,
– Plus de motivation et moins de stress,
– CompÃ©titivitÃ© accrue via une augmentation de la flexibilitÃ©,
– AttractivitÃ© renforcÃ©e de l’entreprise, voire sauvegarde de l’emploi,
– AllÃ¨gement des charges fixes, rÃ©duction de la pollution,
Les KPI ne sont pas la prioritÃ©
Le plus important, câ€™est de savoir ce que vous voulez faire et comment vous allez le faire. Le moyen choisi pour mesurer ne vient quâ€™ensuite. â€œ
A force de marteler des slogans du type â€œOn ne pilote que ce que lâ€™on mesureâ€, on mesure un peu tout et nâ€™importe quoi. Au final on ne sait plus trop ce que lâ€™on pilote, ni mÃªme si on pilote. Je me demande sâ€™il ne faudrait pas, durant un temps en tout cas, inverser la formule afin de se recentrer sur lâ€™essentiel. â€œ On ne mesure que ce que lâ€™on piloteâ€.
Importance of Human Resources: Talent Intelligence During the Onboarding Process
Talent Intelligence Onboarding Areas
The following is a short list of areas for which managers interested in performance should take responsibility and for which they should make use of intelligence that is gained:
Accelerating time to productivity
Setting a manager’s expectations
Understanding the employee’s expectations
Crowdsourcing? Try expert sourcing | Between the Lines | ZDNet.com
In other words, crowd sourcing can get you the idea, but it can only go so far. Companies need to think about rallying experts to actually execute on various concepts
CIO Magazine interview: Six key points for CIOs in creating value from Enterprise 2.0 – Trends in the Living Networks
Dawson says it’s important for CIOs trying to come to terms with Enterprise 2.0 to realize it is less about a collection of new technologies and much more about shifting organizations into the next phase of work.
That means the organization needs an architectural view in terms of how these essentially participatory bits of technologies are to be aggregated into things that will be of value to the organization.
The Real Sin of Email Â« IT Organization Circa 2017
, Email has become a de facto work flow solution – a function for which is is horribly unsuitable. This has happened due to the old â€œif the hammer is your only tool, every problem looks like a nail.â€
Trying to increase productivity? Send your employees home. | Between the Lines | ZDNet.com
Companies that give their workers the option of telecommuting are seeing greater productivity, lower costs, improved employee health and greater employee retention, according to a survey released today by the Computing Technology Industry Association.
- 67 percent of the companies polled said employees were more productive, largely because they spent less time getting to and from work.
- 59 percent reported seeing cost savings from reduced use of office-related materials and resources.
- 39 percent said they have access to a more qualified staff, expanding their options to people who are located in – and not willing to relocate from – other regions. Likewise, 37 percent said telecommuting improved employee retention.
- 25 percent said employee health was improved, largely by reducing stress levels associated with the commute.
- Other benefits included promotion of safety through reduced highway use (18 percent) and environmental benefits (17 percent)
Une Ã©tude du Butler Group qui rappelle les fondamentaux | Cluster21 : la communautÃ© du digital, des mÃ©dias Ã la e-dÃ©mocratie…
Il faudra bien se pencher alors sÃ©rieusement sur la productivitÃ© personnelle, un Ã©lÃ©ment que l’information overload et la nÃ©cessitÃ© de transformer l’information utile en quelquechose d'”actionnable” rend de plus en plus critique. Son optimisation devrait Ãªtre depuis longtemps une prÃ©occupation des organisations car elle peut devenir un important levier de performance. Il est rare que les cabinets d’Ã©tude type Butler le soulignent et c’est donc d’autant plus significatif.
Is Innovation Everyone’s Job? | The Relationship Economy……
Today innovation is the buzzword du jour, but thereâ€™s still a yawning chasm between rhetoric and reality. If you doubt this, seek out a few entry-level employees and ask them the following questions:
1. How have you been equipped to be a business innovator? What training have you received? What tools have you been supplied with?
2. Do you have access to an innovation coach or mentor? Is there an innovation expert in your unit who will help you develop your breakout idea?
3. How easy is it for you to get access to experimental funding? How long would it take you to get a few thousand dollars in seed money? How many levels of bureaucracy would you have to go through?
4. Is innovation a formal part of your job description? Does your compensation depend in part on your innovation performance?
5. Do your companyâ€™s management processesâ€”budgeting, planning, staffing, etc.â€”support your work as an innovator or hinder it?
It’s Time to Invert the Management Pyramid – Vineet Nayar
It is not a stationary relic I’m talking about. I’m talking about the brand new dinosaur on the block – the classical management pyramid. Time has come to dismantle it and adapt to a new evolutionary and unstructured model that leverages the team effect to ensure that companies can lead change rather play catch up or be left behind.
The Industrial Revolution brought along with it the problem of management and the Wars brought with them the solution. In every war there was the General, the man who controlled and commanded. He had ‘managers’ who reported to him; these managers in turn had several ‘assistant managers’ who reported to them, and the whole configuration went on to make the traditional organizational structure, or the Management Pyramid
Back then, things were rather simple: Manufacturing was the buzzword, selling was not a very complicated process, folks were simple, families were joint, and ‘top-down’ management worked very well.
And this old management model certainly does not create a conducive environment for teams of employees to thrive in.
Change, then, is the order of the day. And, when change sets in, this pyramid will get deconstructed. The ‘Me’ command will turn into the ‘We’ control.
Yes, the traditional pyramid management structure needs some unstructuring. Flexibility is the key to survival in the 21st century, and organizational structure is no exception. It needs to be open to change, to take any shape that’s best suited to the organization.
t is the employees together who form the intellectual capital and, hence, need to be recognized as the most valuable resource for any organization
Business models have to change. In a football game, there are 22 players but only one has the ball at any particular time. The other 21 are forming a configuration. The open-ended structure we are in is not about the man with the ball, but about the configuration of the other 21 people.