Links for this week (weekly)

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  • “What will the next generation business enterprise look like?

    Well, there is no crystal ball to give us an exact answer for sure. However, we can certainly call out some of the key characteristics of the next generation enterprise. These include: a geographically distributed workforce; the innate ability to embrace innovation both inside and outside the organization’s boundaries; flexibility in business processes to include customers, suppliers and partners; and perhaps most important, a culture of openness and shared ideas. Yes, I am talking here about the Next Generation Collaborative Enterprise (NGCE).”

    tags: collaboration, customers, innovation, silos, workflow, processes, cisco, rewards, marketplace

    • The Next Generation Collaborative Enterprise allows experts at any level to propose, create and execute without hierarchical or geographical constraints.
    • This collaboration technology architecture incorporates mobility, security, synchronous and asynchronous communication, personalization, community, team spaces, borderless networks, and rich interactions
    • It is about how you apply it to workflows and processes to achieve business value. It is also about how you embed it within a corporate culture to maximize and sustain that value
  • “France has a plan to put the latest 2.0 technology at the service of its citizens called Le France Numérique 2012. It outlines how the government intends to:

    * Provide everybody access to digital networks and services
    * Develop and provide new digital services
    * Grow the number and usage of digital services by companies, government departments, and individuals
    * Modernize the governance of the digital economy “

    tags: SAP, government, digitaleconomy, governance, transparency, administration, administration2.0, SocialNetworkAnalyzer, SNA, collaboration, publicsector, citizens, socialnetworks, security

    • The project uses the Social Network Analyzer (SNA) technology from the SAP Business Objects Innovation Center to improve collaboration and government transparency in the public sector, laying the foundations for “Administration 2.0”.
      • the team will research how best to use social network analysis technology for government departments and local authorities, in order to:

        • Optimize collaboration within public-sector organizations
        • Improve transparency and convenience for citizens accessing services (who does what)
        • Improve the ability of public-sector organizations to understand and react to the needs of citizens (who needs what)
    • SNA has the potential to gives a more complete, 360 degree view of collaboration in the organization, leveraging the knowledge already embedded in corporate applications such as human capital management, customer relationship management, and project management systems.
    • Unlike consumer-oriented social network tools that only support one type of relationship between individuals (“I know X”) and a limited, predefined collection of data attributes, SNA supports multiple different types of relationships between both individuals and groups, and organizations can easily adapt and extend the information and links contained in each individual’s profile.
    • SNA is designed to meet all the technical, legal, and organizational requirements for data security and governance, by incorporating fine-grained control over information access
      • The first phase of the project will be to adapt the SNA technology to the town’s particular needs. Cedric cited some applications that might be of interest, such as:

        • Understanding the complex links between the local authority and the many different suppliers that compete for public contracts, and the relationship between those different suppliers
        • How the local authority can best collaborate with the wide range of different local associations (sporting associations, business groups, etc.) to meet the broader needs of local citizens
  • “The effectiveness of an Organizational Design exercise depends on the fit of process, structure and behaviour that make up the organization and how they are aligned with both existing and desired future capabilities.

    Social Business Design adds a new type of complexity to an organizational design exercise. In traditional organizational design exercises, it was paramount to identify both the current state and the future state of the organization, and then design a path to that final outcome. In Social Business Design we must identify not only the bounds but also the flexibility of the organization to adapt to new factors and to develop emergent outcomes.”

    tags: organizationaldesign, socialbusiness, integration, ecosystem, change, changemanagement, strategy, goals, management, organization

    • Integration of External and Internal ecosystems. What is the current and desired future level of interaction of the organization’s ecosystems? An understanding of the current and desired future sociality of the organization is critical.
    • The organization and its partners must have the ability to design, manage and measure the changes being made to itself. This is often achieved through the use of both internal and external (consultant) resources. Before beginning a change exercise, it is important to understand what has come before.
    • Changing an organization in the absence of a strategic goal is not generally a sound path. Before re-designing an organization and implementing a change program, a strategy and set of clear goals are paramount to a successful organizational design.
  • tags: management, collaboration, knowledgeworkers, knowledge, productivity

  • “Point: By picking where open innovation occurs and what it communicates to the rest of the organization, innovators can protect open innovation efforts from corporate antibodies

    Story: All organizations, especially large ones, have an “immune system” in the form of an army of fine-tuned antibodies that root out risk and threats to the smooth-operating status quo. These antibodies help drive efficiencies, attack waste, promote uniform performance, and prevent infection for foreign ideas.”

    tags: innovation, openinnovation, risk, communication, casestudies, HP, Shell

    • The sandbox metaphor works on two levels. It provides a protected place for innovation to do its value-creating experimental work. The sandbox also is the container for the innovator’s gritty sand, protecting the larger organization from the risky rough ideas.
    • The most-cited communications recommendation, used at HP and Shell’s programs, is communicating what the innovators did and not what they are doing or planning to do. This focuses the discussion on the new products, new customers, new revenues, and new profits generated by innovation, rather than on the potentially risky or disruptive projects underway by the innovators
  • “Avec une certaine taille, l’entreprise se dote d’un département Formation voir d’une Direction de la formation. Certains créent de véritables Universités d’Entreprise, pour prendre en charge le développement des compétences des collaborateurs. Leur mission à chacune est finalement d’optimiser le retour sur investissement formation. En effet, dans une économie de la connaissance, il vaut mieux voir la formation comme un investissement (business) plutôt qu’un budget (réglementaire).”

    tags: learning, training, investment, knowledgeeconomy, humanresources, sociallearning, management, socialnetworks

    • Une étude montre que les entreprises investissaient en gros 80% de leurs moyens sur ce qui représente que 20% de la valeur ajoutée : les sessions présentielles de formation.
    • Une autre a montré que 70% de ce que l’on sait sur un poste de travail vient des discussions avec ses pairs, ses collaborateurs et managers
    • Pourquoi attendre un stage de formation alors que l’on peut mobiliser l’intelligence collective d’un réseau professionnel (interne et externe) pour avoir une réponse rapide
    • Prolongeant ce phénomène, l’apprentissage deviendra plus important que la formation dans l’entreprise collaborative.
  • “Indeed, Social Media is not limited to B2C applications, its impact and effects are actively measured and felt in B2B as well as government, education, military, and other prominent verticals. As decision makers take to the social web, their research, activity, communication, and most importantly, their relationships only intensify over time.”

    tags: socialmedia, B2B, facebook, twitter, socialnetworks, ROI, engagement, brand, attention, socialcrm, b2C

    • Also according to the Business.com study, 60% of B2B respondents leverage Twitter search to monitor brand or company mentions compared to just 35% of those in B2C.
    • 20% of tweets published are actually invitations for product information, answers or responses from peers or directly by brand representatives
    • According to one study, 85% of businesses engaged in interactive programs were not measuring the ROI.
    • If it is one thing that we learn right here, right now, is that Social Media affects every part of the buying cycle. This is why a company-wide SRM program must be engineered and deployed in order to effectively monitor behavior and sentiment to effectively and genuinely shape perception, cultivate meaningful relations, and inspire action.
  • “A few posts have emerged recently that recapitulate the well-worn arguments of attention scarcity and information overload in the real-time social web. So, here at start of 2010, a new decade, I will try to write a short and sweet counter argument from a cognitive science/anthropology angle.”

    tags: attention, attentionscarcity, information, informationoverload, socialweb, web2.0

    • We’ve
      long exceeded the capacity of information that we can absorb and
      retain. We all suffer from technology induced attention deficit
      disorder, bright and shiny object syndrome and short term memory loss.
    • .” One major component of future shock — to which he ascribes most of the major problems of our day — is information overload: too much information to make sense of, with the implied context of a future shock sped-up world.
    • The amount of available information
      is increasing at an exponential rate, some say it doubles every second
      year. This mean that any illusion of being able to stay up to date with
      everything that is going on is utopian and has been probably since
      Guttenberg invented the press.
    • I suggest we just haven’t experimented enough with ways to render information in more usable ways, and once we start to do so, it will like take 10 years (the 10,000 hour rule again) before anyone demonstrates real mastery of the techniques involved.
    • In the final analysis, I am saying there is no ‘answer’ to those that say we are overloaded, that we are being driven mad by or enslaved to the tools we are experimenting with, or that there is some attention calculus that trumps all other value systems.
    • There is no “answer” since they are asking a false question, one that hides preconceived premises and biases. Starting out with the assumption that we have moved past our abilities to cope with the stream of information, and therefore something has to give, is a bias
    • But I think that the rise of the social web, just like writing, the printing press, and the invention of money, are not really about the the end of what came before, but instead are the starting point for what comes next: richer and more complex societies. These technologies are a bridge we use to cross over into something new, not a wrecking ball tearing down the old.
  • “Some studies show that between 25 and 50% of the communication between knowledge workers remains tacit and uncaptured. The question is how can we be productive and comfortable with our daily work if about half of the raw material we’re working with is wandering around ?”

    tags: knowledge, knowledgeworkers, productivity, information, conversations, enterprise2.0, knowledgemanagement

    • a knowledge policy based on Word documents and Knowledge Management bloated solutions is intimidating and discourage knowledge workers from capturing these units of knowledge
    • In the event where there is no KM system but a network shared drive they don’t store the document in the right location according to the actual taxonomy.  As a result, these pieces of knowledge become hard to reach and find.
      • Enterprise 2.0 knowledge capture is more efficient than Enterprise 1.0’s because :

        • It is easier and less intimidating for knowledge workers to capture knowledge on collaborative platforms (wiki, blogs, forums etc …)  then on word documents and then knowledge management systems
        • Collaborative platforms offer a single entry point from the same application (web browser) to a set of tools and application where information has been captured
  • “Comment les équipes ressources humaines des grandes entreprises appréhendent-elles les nouvelles technologies de l’information et de la communication (NTIC) ? Les utilisent-elles de façon régulière et dans quelle mesure ces dernières impactent-elles l’organisation du travail au bureau et la vie des salariés “

    tags: humanresources, web2.0, socialnetworks, training, learning, reputation, e-reputation

    • Quant aux sites Web et autres intranet, ils constituent des outils de communication très puissants en termes de relations sociales, parfaitement maîtrisés par les partenaires sociaux.
    • Même constatation sur les réseaux sociaux ; «leur prise en compte, tant dans le domaine de la gestion des risques que de la communication devrait être un enjeu fort pour les entreprises», tant leur impact peut être important sur leur image ou leur réputation.
    • Le télétravail, par exemple, offre une meilleure productivité des salariés en raison de la flexibilité qu’il propose ou encore «de la réduction du stress et de la fatigue liés aux temps de transport».

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