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Il s’agit évidemment d’expliquer ce qu’une organisation néo-taylorienne peut arriver à faire avec des outils de communication numérique. Parce que c’est bien dans ce sens là qu’il faut prendre le problème. Les outils permettent toujours… mais n’induisent jamais de nouvelles pratiques de travail collaboratif en ligne susceptibles de rendre les processus métiers plus efficients.
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l faut aussi comprendre en quoi le modèle organisationnel dominant maintient un travail séparé et divisé qui inhibe le potentiel des outils 2.0.
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All along, just like we did with Knowledge Management from the very beginning, I have the feeling, growing stronger and stronger by the day, we are basically wasting our time and valuable resources on trying to crack what may not be no longer necessary, nor needed. To me putting together Social Software next to the traditional ROI concept is pretty much an oxymoron. Something we try to really make it work, yet, we keep failing over and over again.
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Internet Evolution – IT Clan Editor’s Blog – Social Networking: GE’s Enterprise Tale
Since 1999, GE has built up an internal network called SupportCentral, which hosts roughly 100,000 wikis, 30 million documents, and an estimated 40,000 blogs. GE’s 400,000-odd employees generate about 25 million Web hits per day on the network — about 5 million pageviews. They download over 500,000 documents every day.
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We focused on community needs to deliver a process,” says Grewal. “It was a far cry from a portal… We were about real people, not grandiose visions.”
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GE, of course, is an enormous organization, which may be part of the reason that smart social networking has delivered such impressive results. The group still has to justify itself internally, but that’s not tough to do. “SupportCentral is a mission-critical application. It’s now a crucial part of GE,” Grewal says.
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Alors, pourquoi faudrait-il vendre le travail collaboratif au management ? Les anciens (sages ?) qui ont vécu l’avènement du courrier électronique dans nos entreprises et administrations sont bien tranquilles : le travail collaboratif ça viendra tout seul… Evidemment l’erreur est là . L’histoire ne va pas se répéter exactement de la même façon. Même en priant Dame Nature. Heureusement d’ailleurs. Ce qui, au début, paraissait à certains d’entre nous comme un outil de communication (presque) parfait, n’évoque plus aujourd’hui qu’un grand dépotoir, voire un grand désespoir : l’e-mail. Et le courrier électronique, dont l’attrait est objectivement indéniable, n’a pas changé fondamentalement l’organisation du travail humain dans l’économie du monde.
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Le travail collaboratif ne se vend pas au top management mais au middle management. Avec l’accord négocié du top management.
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Quel est LE problème du management ? Faire en sorte qu’un collectif de travail produise quelque chose…
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“Enterprise 2.0″ as a synonym for management consulting?
Now, when it comes to tweaking the concept that is another story. “Creating the next version of the organization†is a management consulting role. So we have to be careful here and Ross particularly because he cannot disclaim a practice that he dives into. I refer to using a trendy word no matter you dislike “jargonâ€. “Enterprise 2.0″ is the current visible side of the iceberg. What we currently see emerging now and that is crafted under “Enterprise 2.0″ is a new wave of a larger trend that encompasses all business trends since quality management (I refer to the first initial wave back in the 50′). This trend is conceptually about deconstructing the model of organization Taylorists have settle as well as the model of management Chandler has contributed to craft and that is combined into Fordism. The trend is concretely to adapt production environments to the evolution of the economy (materiality & knowledge).
Posted from Diigo. The rest of my favorite links are here.
