Links for this week (weekly)

  • “Gartner defines unstructured processes as “work activities that are complex, nonroutine processes, predominantly
    executed by an individual or group highly dependent on the interpretation and judgment of the humans doing
    the work for their successful completion”, and notes that most business processes are made up of both structured and unstructured processes. Unstructured processes are costing organizations a lot of money in lost productivity, lack of compliance and other factors, and you can’t afford to ignore them. “

    tags: processes, structuredprocesses, unstructuredproceses, bpm, productivity, tasks, criticalpath

  • “The discussion around Social CRM is entering a phase whereby we are trying to move away from turning around in circles about semantics, towards a more practical and pragmatic approach that businesses can identify with so as to consider implementing it. I won’t deal with CRM Vendors here, as Social CRM can be seen as an extension to CRM. As a primer on SCRM I suggest you look at Bill Band’s article on Customer Think. The main idea that we all do agree upon is that we need to become customer-centric in order to respond to their changing needs and expectations, and this may have some major ramifications on the way we organise our businesses.”

    tags: socialcrm, socialmedia, marketing, socialmarketing, socialmediamarketing, brand, communities, ideation, feedback, insourcing

    • We have settled on the idea that we cannot manage what is being said about us (as long there is any Buzz we should be happy, right?). What we do need to do is understand what is being said and for which reasons
    • Community and conversation is all – if the consumers trust the community, they will extend the trust to the brand
    • Providing a platform that can house a community around your Brand and attracts prospective customers would be the next step. The objective is not to gain control, but rather better monitor what is going on, find opportunities, work on your reputation by adding value rater than pushing a message, and react in a timely manner to any issues.
    • The main idea behind this is that we take existing data available through the CRM system about our customers (not only profile information) and mix it so that get a full 360° view that includes history and information gathered from monitoring and analysis as well as information from 3rd parties.
    • In the way that Brand Communities can be used for customers to share and collaborate, the same platform could also be used to let cross-functional teams (and even cross-organisational if we also include partners and suppliers)  collaborate
    • Insourcing is about allowing your employees to collaborate directly with your customers, such as your store personnel providing product informationor answer support questions through the likes of Twitter
  • “The possible link between information overload and suicides among employees at France Telecom may be spurious. But recent research indicates that information overload can have a negative effect on such activities as organizational decision making, innovation, and productivity. In one study, for example, people took an average of nearly 25 minutes to return to a work task after an email interruption. Another study found that time lost to handling unnecessary e-mail and recovering from information interruptions cost Intel nearly $1 billion a year. An article in the October issue of HBR, found that forcing knowledge workers to take weekly breaks from email and other work distractions improved performance.”

    tags: informationoverload, suicide, francetelecom, productivity, costs

  • Current research suggests that the surging volume of available information—and its interruption of people’s work—can adversely affect not only personal well-being but also decision making, innovation, and productivity. In one study, for example, people took an average of nearly 25 minutes to return to a work task after an e-mail interruption. That’s bad news for both individuals and their organizations.

    There’s hope, though. Innovative tools and techniques promise relief for those of us struggling with information inundation. Some are technological solutions—software that automatically sorts and prioritizes incoming e-mail, for instance—designed to regulate or divert the deluge. Others prevent people from drowning by getting them to change the way they behave and think. Who knows: Maybe someday even I will enjoy swimming in the powerful currents of information that now threaten to pull me under.

    tags: informationoverload, email, technology, information

  • tags: socialsoftware, adoption, IBM, socialnetworks

  • “En cela, le mouvement Open Source rejoint le credo déjà partagé par un grand nombre : nous quittons le monde de l’organisation hiérarchique – command and control – pour entrer dans un nouveau monde plus foisonnant, plus créatif, plus riche humainement. En cela aussi, le mouvement Open Source décline à sa manière les mots : participatif, collaboratif, 2 ou 3.0, communautés, crowdsourcing… “

    tags: opensource, openenterprise, collaboration, complexity, governance, crowdsourcing, communities, inventiveness, management, control, organization

    • La proposition de valeur
      organisationnelle de l’Open Source est d’avoir su répondre à la croissance du couple
      complexité-temps (toujours plus complexe, plus rapidement), par une intelligence
      répartie dans l’organisation. 
    • La proposition de valeur d’une organisation collaborative à un
      dirigeant devient : “dans un monde toujours plus complexe et rapide, pour ne
      rien perdre en pouvoir, je répartie la responsabilité”. 
  • “Traditionally, ex-employees have been viewed as unloyal, traitors and not to be trusted. After all, an employee who leaves is likely taking all their knowledge with them to the next company, right?

    But in an economy so demanding of maintaining relationships with talented individuals, does it make sense to cut ties with those who walk out the door? And does it necessarily mean that an organization loses that knowledge altogether?”

    tags: knowledgeeconomy, knowledge, employees, exemployees, knowledgetransfer, innovation, humancapital, socialcapital, socialnetworks

      • New communication channels may be established between the old and new firms
      • Colleagues from the old firm gain an increased awareness of the new firm as a resource for knowledge
    • “When people are viewed strictly as ‘human capital’, the departure of an employee results in the former employer’s loss of that person’s intellect and talent, and the corresponding gain of those same valuable attributes for the company doing the hiring…But Rosenkopf says the picture is different when employees are viewed in terms of ’social capital’. Workers aren’t just silos of knowledge and skill onto themselves, but rather are part of social networks of workers from various firms
  • tags: humanresources, socialnetworks, Novametrie

Posted from Diigo. The rest of my favorite links are here.

Head of People and Business Delivery @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
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