Transformer lâ€™Entreprise pour amÃ©liorer sa performance
La crise qui sâ€™annonce durable, contraint les organismes publics et privÃ©s Ã rÃ©duire la voilure pour traverser sans trop dâ€™encombres la tempÃªte.
Pour ce faire, celles-ci lancent des Â« programmes de transformation Â» de leurs fonctions mÃ©tier et support en vue dâ€™amÃ©liorer la performance (transformation de la fonction finance, transformation de la fonction It, RH, achats, supply chain,..).
1. La premiÃ¨re approche consiste Ã amÃ©liorer Â« lâ€™existant Â». Pour ce faire, on Ã©value lâ€™organisation (finance, It, RH,…) en termes de coÃ»ts, dÃ©lais,… La question est : combien coÃ»te le processus de reporting par exemple, on compare ce coÃ»t aux meilleurs de la classe (benchmarking) afin dâ€™identifier dâ€™Ã©ventuels gains.
2. La seconde approche ne tient pas compte de lâ€™existant. La question est : que devra / devrait Ãªtre ma fonction X (finance, IT, RH,..) dans 3, 4, 5 ans compte tenu par exemple des nouvelles technologies, des nouvelles contraintes rÃ©glementaires, de la nouvelle organisation de lâ€™entreprise. Cette approche peut/ doit conduire Ã la crÃ©ation de nouveaux processus qui porteront de nouveaux objectifs et Ã la suppression de processus existant.
Four Generations In The Workplace by Sacha Chua @IBM – DogEar çŠ¬ã®è€³
f you’ve ever heard, thought, or felt any of these things, your team may have multi-generational issues. Find out how to adapt to four generations in the workplace!
With a social infrastructure in place, a company will manage its resources with best efforts to produce intended, or expected, outcomes. In addition, the transformation will produce emergent outcomes. Doing business differently will produce different results: product breakthroughs, process improvements, and broader interpersonal connections.
How GE Drives Change – HBR Editors’ Blog – HarvardBusiness.org
There seemed to be five reasons the program has been so effective:
* Intact management teams went through the program. As a result, each team reached a group consensus on the barriers to change and how best to attack them.
* Participants considered both the hard barriers to change (organizational structure, capabilities, and resources) and the soft (how the members of the team individually and collectively led–i.e., how they behave and spend their time).
* Attention was paid to the eternal leadership challenge of managing the short term and the long term simultaneously.
* The program created a new common vocabulary of change.
* Teams emerged from the program with the first draft of an action plan for instituting change in their individual businesses and there were mechanisms put in place to make sure that they delivered on it.
What Is The ROI On Connections? | Socialutions
The ROI on â€œconnectionsâ€ depends on what we do, create or solve with our connections which in turn creates a relationship. Get it?
Web 2.0 Represents A Fundamental Rethinking Of Business, And The Theory Of The Firm
As an economist â€” and a micro-economist specifically â€” I look at Web 2.0 through the lens of Coaseâ€™s The Nature of the Firm and the eventual refinement and expansion of his theory over the last 80 years. So what do I see when I look at Web 2.0, social media, social software, and whatever else you want to call this thing? I see a fundamental rethinking of the definition and function of the firm; the single biggest change since the industrial revolution.
What Web 2.0 software has done is give firms the tools to blow the doors to value creation wide open and invite customers, partners, experts, and prospects into the process.
firms now have the ability to conduct perpetual focus groups with as many people as care to join.