Links for this week (weekly)

  • “There is a movement taking place in the IT industry that is really driven by major consumer technology vendors including Apple, Google and Facebook. What these three companies do is really starting to set the tone for what people expect from a software application. The expectations of a software application may have historically centered around its ability to solve business problems or to enable specific types of transactions or management processes. Today, the software application is expected to let users communicate and interact with each other the way that they can on Facebook. Organic and guided search as found on Google is also expected, as is the intuitive usability of the iPad.
    In fact, employees and managers of most any business are already communicating with each other through various Web 2.0 technologies — the problem being that all of this communication is taking place outside the bounds of formal and secure IT systems.”

    tags: IT enterprise2.0 socialmedia ERP knowledge LEAN security risk liability

    • While some business software companies work to integrate their offerings directly with online tools like Twitter or Facebook, the real business benefits will come from enterprise resources planning (ERP) and other enterprise software that mimics the functionality of these popular online tools
    • When technologies or individuals circumvent ERP, these security measures are rendered ineffective. Building social media-type enterprise 2.0 functionality into ERP will leverage the inherent security benefits of the ERP system.
    • Using social media can compromise the ability to ensure that critical and potentially damaging information is not accessed by unauthorized people, in addition, the preservation of content from conversations for legal and regulatory purposes is at risk.
    • Building social media functionality into an ERP platform will also help ensure that employees using Web 2.0 tools like instant messaging or wikis are not leaving their working context and are likely to remain more productive.
    • This trend is hitting some industries — including utilities, process manufacturing and other complex engineering-intensive fields — harder than others. Enterprise 2.0 ERP may be one of the best tools to capture and retain the knowledge of senior, expert, professionals and technicians — intellectual capital that would otherwise have been lost.
    • Social media functionality that stands apart from ERP or lacks very tight integration with the platform as a whole will not deliver true enterprise 2.0 benefits.
    • You also need to be able to link any object in the application freely with social media conversations. T
    • It is also important to ensure that an ERP product with embedded enterprise 2.0 features addresses both types of social media communication — synchronous communication and asynchronous communication.
  • “Most knowledge repositories focus on the role of knowledgecreators. In this paper, by contrast, we examined the work of Lurkers in an enterprise file-sharing service, and we compared
    their lurking behaviors to the lurking behaviors of users who uploaded files (Uploaders), and users who contributed metadata about files (Contributors).”

    tags: socialnetworks enterprisesocialnetworking enterprise2.0 participation contribution contributors lurkers report authors sharing

  • “Un récent sondage du groupe Cegos auprès des managers européens a montré que 79 % d’entre eux passent moins de la moitié de leur temps à manager leurs équipes “

    tags: management reporting time timemanagement control autonomy engagement humanresources

    • A quoi le passent-ils principalement ? A faire du reporting, c’est-à-dire à alimenter la machine à chiffres destinée aux dirigeants.
    • Pourquoi ont-ils tellement besoin de contrôler ? Parce qu’ils ne font pas confiance à leurs équipes. Pourquoi ne font-ils pas confiance à leurs équipes ? Parce qu’elles ne sont pas ou peu managées. Un cercle vicieux s’installe. Plus on renforce les procédures et les indicateurs de performance, moins les équipes sont engagées et s’approprient les enjeux.
    • Le système a comme préoccupation principale de « nourrir Â» ceux qui le pilotent.
    • Les équipes sont-elles là pour exécuter ou pour trouver elles-mêmes la façon de mettre en oeuvre les demandes établies par les dirigeants ?
    • Lorsqu’on discute avec les dirigeants, rares sont ceux qui ne font pas profession de foi de la responsabilisation du terrain. Et pourtant, dans la pratique, force est de constater qu’ils font le contraire.
  • “If “trust organic growth” means “build the platform and see what happens”, you will get the business equivalent of ruderal species. These are the first plants to colonize lands that have just been disturbed, e. g. by a fire or construction activities. While this event overstrains the established plant population, some highly opportunistic species take the chance. You might compare them to the innovators in the Technology Adoption Lifecycle. These specimens will be a tremendous help when your wiki, network, etc. is all fresh and needs being populated. But they will not be enough.”

    tags: enterprise2.0 casestudies BASF adoption organicgrowth communication workflow

    • Instead of skipping the pilot, we made it a content pilot
    • We invited some key communities to the pilot and helped them create interesting conversations
    • We approached stakeholders with existing stand-alone solutions and involved them into developing our network.
    • We regularly share best practices and success stories. We also help to transfer communications and workflows to our network – this gives people a reason to use it.
    • Visible commitment from top management does wonders for user adoption!
    • We provide consulting and encourage exchange in regular face-to-face events.
    • Participation is voluntary.
  • “Nous avons mobilisé différents types de données publiques et mené une enquête qualitative pour mieux comprendre les impacts dans l’entreprise de ces jeunes qui entrent actuellement dans la vie professionnelle.
    Notre enquête a porté sur une trentaine de jeunes actifs en emploi, tous nés après 1980, avec des profils très variés, plutôt autonomes dans leur travail et ayant des pratiques de communication riches. “

    tags: digitalnatives generationy management report individualism worklifebalance crossgenerationcooperation

    • Par rapport aux générations précédentes, les jeunes de la Génération Y sont en quête d’une réciprocité négociée avec l’entreprise à plus court terme : ils souhaitent avoir des retours rapides pour leurs investissements vis-à-vis de l’entreprise. Leur rapport au collectif est orienté vers un “individualisme coopératif” .
      • En effet, les jeunes de la Génération Y semblent rechercher un meilleur équilibre entre vie privée et vie professionnelle par rapport aux générations précédentes :

        • accent mis sur la possibilité d’adapter les horaires à la vie privée,
        • souhait de télétravailler ponctuellement,
        • intérêt pour les dispositifs permettant de moduler la place du travail dans leur parcours de vie (ex. congé parental).
    • Par conséquent, une première tendance qui les caractéris en arrivant dans l’entreprise est de séparer vie privée et professionnelle et non pas de confondre ces deux sphères.
      De ce point de vue, nous sommes, peut-être, plus devant un effet d’âge que devant un effet générationnel.
    • La coopération intergénérationnelle est nécessaire pour que ces pratiques de communication innovantes soient diffusées plus largement au niveau de l’entreprise : les Gén Y contribuent à l’introduction extensive du web 2 en entreprise, mais les impacts productifs résultent de l’intervention des Gén X (qui ont, eux aussi, des pratiques très intensives de TIC en entreprise)
  • “Canon France a organisé le 3 décembre 2010 pour la première fois une “journée sans mail” destinée à favoriser le bien être au travail. Saluons l’initiative qui a le mérite de reconnaître que la réception de nombreux emails peut-être facteur de stress, et qu’une politique RH de bien-être au travail doit aussi passer par la régulation de l’infobésité en entreprise.

    Dans une étude publiée l’an dernier, l’entreprise Intel affichait déjà des chiffres préoccupants sur l’inflation informationnelle:

    * Les salariés traitent entre 50 et 100 emails par jour, les dirigeants pouvant traiter jusqu’à 300 emails
    * Le volume d’emails reçu nécessite en moyenne 4 heures par jour pour les traiter
    * 30 % des emails sont inutiles”

    tags: email informationoverload infobesity canon intel stress wellbeing interruption interruptivity costs visibility

    • En moyenne, il est impossible de travailler plus de 12 minutes sans être interrompu, et l’interruption a un coût, humain… et financier.
    • Le management français assoit généralement son pouvoir sur la rétention d’informations et un fonctionnement en petit cercles de pouvoir : cette volonté de tout contrôler est souvent contre-productive face au déferlement d’informations. Elle n’est pas en mesure de canaliser les flux car elle possède une vision trop restrictive du travail en réseau.
    • Trop importants pour le manager, ce dernier déverse généralement les flux d’information sur son subordonné pour les analyser. Lui-même le vit comme un surcroît de pression. Résultat: l’information sera traitée de façon aléatoire sans forcément en extraire les signaux de risques ou d’opportunités.
    • J’irais plus loin dans l’analyse en liant le volume d’emails à la visibilité du travail et la capacité de reconnaissance de l’entreprise.
    • Aujourd’hui, il est nécessaire d’être visible auprès de nombreux acteurs, quitte à surcommuniquer et à surréagir par emails pour remplir l’espace.  
    • vrai problème: comment faire collaborer efficacement les collaborateurs tout en les rendant visibles dans l’organisation ?
  • “The report is also focusing a lot on the challenges organizations face when new tools and new people are entering from the outside world. I have written before on the fun of working and I continue to argue that this will be one of the most important challenges for organizations in the near future. Make your working environment attractive or go bankrupt.

    It is also my strong belief that a higher percentage of digital natives will demand new ways (and tools) of working than the so called digital immigrants.”

    tags: digitalnatives generationy ericsson report management fun workingenvironment

  • tags: enterprise2.0 metrics casestudies kpi ROI governance alstom communities collaboration management

  • “We have a brain with billions of neurons and many trillion of connections, but we seem incapable of doing multiple things at the same time. Sadly, multitasking does not exist, at least not as we think about it. We instead switch tasks. Our brain chooses which information to process. For example, if you listen to speech, your visual cortex becomes less active, so when you talk on the phone to a client and work on your computer at the same time, you literally hear less of what the client is saying. “

    tags: multitasking interruption communication

    • People who call you at work, send you emails, or fire off texts can’t see how busy you are with your current task. Nor can Twitter feeds or email alerts. As a result, every communication is an important one that interrupts yo
    • First, make an effort to do tasks one at a time. Stick with one item until completion if you can. If attention starts to wane (typically after about 18 minutes), you can switch to a new ta
    • Second, know when to close your door. In the “old days,” people did this when they had to work hard on something. Doing the same thing to the electronic equivalent is perhaps even more important if you want to be productive and creative
    • Third, admit that not all information is useful. Consider which communications are worthy of interrupting you, and what new data you should seek ou

  • “What is “gamification” from an economic perspective? As I’ve noted for several years now, the future of strategy is about learning to leverage markets, networks, and communities. The unwieldy term “gamification” is a case in points: it’s about making markets in stuff, to unleash competitive dynamics. When I compete for a badge, medal, rank, or prize, I’m essentially bidding with my time, effort, and energy for a scarce resource. So think of gamification as making demand-side metamarkets: markets not just for products and services, but for prices, discounts, relationships, information, and more, that shape the value of products and services.”

    tags: gamification games marketing market productivity significance

    • Hence, I’d see it like this: gamification is about putting the “market” back into marketing — and I suspect that it has the potential to unlock some pretty serious efficiency and productivity gains, especially in moribund, plodding ecosystems
    • Those are the strategic problems that investors, C-suites, and media types of all stripes are focused on. But here’s the most crucial and vital problem: Gamification is a means, but many or most are seeing it as an end. The real question is: what’s the significance of your game?
    • Social media needs to enlarge its blinkered, myopic perspective on what the social really means.
    • Social is significance. The real promise of social tools is societal, not just relational; is significance, not just attention.
  • “Tackling an arguably complex and multifaceted subject like social project management is never simplistic. However at its core, when dealing with a range of early stage ideas and business proposals from innovation campaigns of all types, there is a clear way to breakdown the process of planning, executing and monetizing projects in order to deliver on what matters most – results. “

    tags: socialprojectmanagement value ROI projectmanagement

    • Integrating part of what this social revolution stands for into project management (i.e.- Social Project Management) means smaller, multi-skilled teams, flexible workflows, openness through collaboration, virtual mobility, sharing, immediate feedback and responsiveness and so much more.
    • The complete innovation management lifecycle can be broken down into three phases: ideas, proposals, and projects.
  • “Yet, Fully networked organizations achieved substantially more benefits–a mean of 27%–compared to 15% for Externally networked, and 12% for Internally networked.

    What makes Fully networked organizations drive almost twice value of the other two networked organizations despite having very similar demographics?

    The only driving factor that I can see from the second table in their report is the level of integration into the various day-to-day tasks of the constituents in each category”

    tags: networkedorganization process workflow integration value socialbusiness enterprise2.0 socialnetworks sociallayer

    • 70% of Fully networked organizations indicate that Web2.0 is integrated into their day-to-day tasks, compared to 53% for Externally and 49% for Internally networked organizations. I
    • Long story short: the degree of how social business is integrated into the workflows of your organization may be a strong driver of business benefit and the success of your Enterprise 2.0 effort.
    • This raises an interesting debate: should collaboration technologies be a separate vertical stack of tools with links to and from existing tools? Or, should they be an integrated horizontal layer directly within the enterprise applications?
    • As a vertical add-on, you can keep discussions and tacit information separate from the repositories of the enterprise applications. Employees then paste in links or referencing identifiers to content on the enterprise apps.
    • Integrating collaboration as a horizontal layer into the enterprise app incorporates new data types such as conversations, tags, comments and other collaboration content into the enterprise app itself. This complicates the app, but creates a tighter link between the two where the user doesn’t have to know two different applications at all—it becomes part of their workflow naturally.
    • However, the greatest value seems to lie in a fully networked organization applying social business both inside and outside, and perhaps a key determinant of its success is in integrating social business directly into the workflow of employees

  • Bon c’est décidé, GreenSi va faire ses prévisions et mouiller sa chemise (qui va sécher vite dans ce désert). Des prévisions, oui mais des prévisions vues d’une DSI opérationnelle et loin des boules de cristal. Rendez-vous dans un an pour en parler… mais n’hésitez pas à laisser des commentaires avant quand même !”

    tags: IT predictions budgets technology socialnetworks mobility

    • En 2011, les budgets SI vont encore rétrécir : ceux qui auront put montrer la capacité stratégique ou commerciale de leur SI verront au mieux un budget constant, les autres auront un budget plus réduit
    • En 2011, le marketing du SI l’emportera sur la technologie : Comment innover et lancer de nouvelles choses dans ce contexte ? Pas facile. A minima se concentrer sur la simplification de la complexité du SI. Ap
    • En 2011, les usages vont primer sur la technologie 
    • En ce qui concerne les réseaux sociaux et l’entreprise 2.0, le diagnostic est le même. Construisez vos communautés, y compris avec de la technologie jetable, c’est ce qui donnera un avantage concurrentiel à votre entreprise nettement plus durable que la technologie elle même qui sera dépassée en 3 ans. 
    • Ne nous y trompons pas, 2011 sera une année où les grands auront un avantage certain et les autres auront du mal a se faire entendre
    • Pour les parties de votre SI qui pourraient bénéficier d’une certaine agilité, regardez les start-up car les délais de mise sur le marché de nouvelles technologies et de leur adoption sont très courts.
    • En 2011, entre la gazelle et les mastodontes, les autres espèces vont s’entre-tuer pour survivre, surtout celles dont le modèle est menacé
  • “My issue with the many views, explicit or implicit, on Customer Centricity, is that they always seem to tell you what you need to stop and start thinking of or doing, but they hardly discuss or let you know where the boundaries are. Or at least discuss the notion of boundaries and their importance.

    As a result many organizations get stuck in Voice of the Customer programs because they do not know how to handle the abundance and variance of feedback they collect, exhausting their resources with too many things to focus on and too little meaningful results, for Customer and company.”

    tags: customercentricity boundaries socialcrm service customerservice customerexperience

    • And as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is”.
    • And as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is”.
    • nd as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is
    • And as a result Customer Experience programs turn into action plans or campaigns trying to create a Disney-like WOW-experience on every touch-point or even create completely new ones where “old” ones continue “as is”
      • (Social) CRM tells me we need to focus on Customers with the highest (potential) engagement value
      • Customer Experience Management tells me we need to focus on the touch-points that contribute significantly to both Customer’s and company’s desired outcome
      • Service Dominant Logic tells me to focus on Co-creation of Value-in-use, for which “Customer jobs-to-be-done” is a good proxy
      • Lean start-up thinking tells me to get out there to test our hypotheses (or assumptions) to prevent late failure

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Head of Employee and Client Experience @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler
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