The Next Generation Collaborative Enterprise – The Platform
“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 organizationâ€™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).”
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
Social Networking at the Service of the French Public Sector
“France has a plan to put the latest 2.0 technology at the service of its citizens called Le France NumÃ©rique 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 “
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 â€œAdministration 2.0â€.
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 (â€œI know Xâ€) 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 individualâ€™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 townâ€™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
Organizational Design in Social Business
“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.”
Integration of External and Internal ecosystems. What is the current and desired future level of interaction of the organizationâ€™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.
Entreprise 2.0 : Manager le travail collaboratif dans l’entreprise
Protecting Open Innovation from Corporate Antibodies
“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.”
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
Le dÃ©partement de la formation survivra-t-il Ã lâ€™entreprise collaborative ou 2.0 ?
“Avec une certaine taille, lâ€™entreprise se dote dâ€™un dÃ©partement Formation voir dâ€™une Direction de la formation. Certains crÃ©ent de vÃ©ritables UniversitÃ©s dâ€™Entreprise, pour prendre en charge le dÃ©veloppement des compÃ©tences des collaborateurs. Leur mission Ã chacune est finalement dâ€™optimiser le retour sur investissement formation. En effet, dans une Ã©conomie de la connaissance, il vaut mieux voir la formation comme un investissement (business) plutÃ´t quâ€™un budget (rÃ©glementaire).”
Une Ã©tude montre que les entreprises investissaient en gros 80% de leurs moyens sur ce qui reprÃ©sente que 20% de la valeur ajoutÃ©e : les sessions prÃ©sentielles de formation.
Une autre a montrÃ© que 70% de ce que lâ€™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 lâ€™on peut mobiliser lâ€™intelligence collective dâ€™un rÃ©seau professionnel (interne et externe) pour avoir une rÃ©ponse rapide
Prolongeant ce phÃ©nomÃ¨ne, lâ€™apprentissage deviendra plus important que la formation dans lâ€™entreprise collaborative.
The Business of Social Media: B2B and B2C Engagement by the Numbers
“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.”
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.
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
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.
The False Question Of Attention Economics
“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.”
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.
How Enterprise 2.0 fosters Knowledge Capture
“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 weâ€™re working with is wandering around ?”
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 donâ€™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.
Quand les ressources humaines se mettent au Net
“Comment les Ã©quipes ressources humaines des grandes entreprises apprÃ©hendent-elles les nouvelles technologies de l’information et de la communication (NTIC) ? Les utilisent-elles de faÃ§on rÃ©guliÃ¨re et dans quelle mesure ces derniÃ¨res impactent-elles l’organisation du travail au bureau et la vie des salariÃ©s “
Quant aux sites Web et autres intranet, ils constituent des outils de communication trÃ¨s puissants en termes de relations sociales, parfaitement maÃ®trisÃ©s par les partenaires sociaux.
MÃªme constatation sur les rÃ©seaux sociaux ; Â«leur prise en compte, tant dans le domaine de la gestion des risques que de la communication devrait Ãªtre un enjeu fort pour les entreprisesÂ», tant leur impact peut Ãªtre important sur leur image ou leur rÃ©putation.
Le tÃ©lÃ©travail, par exemple, offre une meilleure productivitÃ© des salariÃ©s en raison de la flexibilitÃ© qu’il propose ou encore Â«de la rÃ©duction du stress et de la fatigue liÃ©s aux temps de transportÂ».
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