Links for this week (weekly)

  • ” Pierre Bourdieu recita, Jacques Rancière escucha…
    Plus on sait moins on partage. Une enquête de l’ifop récente qui a été reprise par de nombreux blogueurs, dont Reyt montre la résistance des cadres aux réseaux sociaux, quand bien même en sont-ils de plus en plus des utilisateurs. “

    tags: informationsharing intimacy privacy power

    • De manière apparemment paradoxale, ceux dont on attendrait qu’ils soient ouverts aux technologies de la connaissance sont les plus hostiles, notamment à celles qui facilitent son partage, et semblent y résister le plus.
    • La révolution que l’on attend des médias sociaux, n’est pas cette société de la connaissance promise dans les années 2000, mais une guerre de tranchée où ceux qui sont supposés savoir, ne serait-ce que par un niveau d’éducation et de formation plus élevé, dissimulent le savoir et l’information, en le protégeant sans doute par des signes d’autorité.
    • L’économie de l’information alimente à la fois un capital de connaissance, et un capital relationnel.
    • Ce que les praticiens savent déjà, plus le niveau d’éducation est élevé, ou plus les clients pensent être éduqués, et plus la relation est difficile.
    • Une réflexion sur la nature et le sens de l’information échangée est donc essentielle, avant même de s’intéresser aux propriétés des réseaux. Sa valeur dépend de son usage : grooming ou renseignement.
  • “Programs like Twitter, Facebook and LinkedIn have become a popular way for families and groups of friends (or groups of strangers) to share information and organize their lives. Now corporations are hoping they can tap into those capabilities as a way to improve employee productivity, collaboration and communication on the job — and a long line of software vendors, such as Cisco, SAP, Oracle, Microsoft, IBM and Salesforce.com, along with upstarts like Yammer, are hoping to position themselves as the platform to integrate social networking and business processes.

    But will it work? And is it worth it?”

    tags: socialnetworking business interactions organization silos businessprocess communities

    • “Clearly, social media has revolutionized how human beings interact,” says Kendall Whitehouse, director of new media at Wharton. “It’s logical to ask how it can transform internal business processes.
    • Wharton management professor Nancy Rothbard says the introduction of social networking into office culture could have “profound” implications for the way businesses are structured. “The benefit of social networking is that it creates communities, but it creates a very different kind of community than offline communities,”
    • The piece of this that can be really amazing is that it creates community action, awareness and knowledge about issues and events that may be relevant, and creates a sense of intimacy, which can lead to trust and closeness.”
    • It is unclear, however, if that idealized scenario can be fully achieved in a real-life workplace,
    • IBM executives talked about how the company was working to integrate social tools into its own operations with the addition of collaboration software for viewing documents, forums to post ideas and mobile applications.
    • Cisco CEO John Chambers said the company has been using social networking internally to “flatten the organization.” In this model, social networks are used to build product and project management teams.
    • Chambers said in October that Cisco’s move to use a social networking hierarchy to run the business was among the most significant challenges facing the company. “The thing that’s about to change for organization structures is that executives will serve on social networking groups … based on function,” noted Chambers. In this model, executives are viewed more as general managers and can be called on to fill multiple functions based on their expertise.
    • I started to see [that] the people adding value in the company were not the senior VPs and the VPs, but this powerful network of individual contributors [providing business ideas].”
    • For one thing, employees could easily become overwhelmed by too much communication. For another, there are significant variances in the way people post on social networking sites — or whether they post at al
    • There are uses for social networking as a collaboration tool when working together in teams,” she says. “However, merely having social networking on all the time can divert employee attention.”
    • “It’s not clear that corporate social networking will be any different than what was offered before,” Hill notes. “The employee asks, ‘Why would I trust your team with my information?’ The tools are better, but information is still in a silo.”
    • “To succeed in a big way, social networking will have to interface with standard enterprise software.”
  • “IBM has a long-standing commitment to health care and global health. This week the company revamped its “patient portal.” Dubbed the IBM Patient Empowerment System, it now acts like a social network for participating patients. “

    tags: IBM health2.0 health patients socialnetworks

    • Especially intriguing here is the interactive nature of the Patient Empowerment System–if a person has an urgent question about the interaction of two drugs, the system will cross check his or her medical records and background and warn yes or no to taking a particular medicine
    • It also allows patients to log in, update their profiles with prescription information, symptom complaints, blood pressure readings, and to find other patients struggling with similar illnesses or diseases. A patient can send a message to other patients and ask questions about certain medications or offer advice from personal experience
    • PatientsLikeMe is an independent online social network that connects patients based on disease affliction and the focus is on sharing the experience
    • “Today, patients want to be more involved in managing their clinical data, and are eager to discover relevant and useful medical information for their benefi

  • “Limiting collaboration software to small teams and short time periods works best, a scholar of “knowledge workers” says.”

    tags: collaboration software measurement

    • The fact is that most organizations aren’t really serious enough yet about collaboration to measure it much. They tend to be a lot more interested in traffic to their website than traffic on their collaboration tools site
    • Historically, companies were quite interested in increasing the amount of collaboration. Now they are interested in targeting and limiting collaboration because people are getting overwhelmed
    • Deloitte has found that giving people a bunch of tools and saying “Go innovate and share ideas” doesn’t work very well. Limiting the duration of a program is critical, and so is limiting the set of people that it makes sense to collaborate with.
    • People did get excited about these more bottom-up social tools in that they promised a “people’s revolution” in collaboration. I think many companies are uncomfortable with unstructured tools. But they are quite comfortable with Microsoft [software] and can say “We’ve got blogs, social tagging, discussion databases.”
    • The whole idea of collaboration and social media—but in the context of a work process—is one that is going to take off. In other words, you might build a social-networking tool around a specific work process [with tools that] keep track of where you are and your tasks.
  • tags: sharepoint intranet intranet2.0 socialintranet

  • tags: communities communitymanagement communitymanager onlinecommunities

  • ” mais a-t-on déjà pris le temps d’en définir les contours ? Bon en fait il existe déjà de nombreuses définitions et c’est plutôt moi qui suis à la traine sur ce sujet… Je vous propose donc de rattraper ce retard et de faire le point avec vous sur ce meta-concept. « Meta-concept » ? Oui tout à fait, car il n’existe pas réellement de définition précise, uniquement des interprétations de l’évolution de l’outil informatique en entreprise. Vaste sujet qui mérite quelques explications.”

    tags: intranet2.0 intranet socialintranet information knowledge communities collaboration application data

      • Les portails d’entreprise qui sont centrés sur le contenu et la connaissance, mais manquent de participation ;
      • Les plateformes de discussions qui sont déconnectées des processus et applications métiers ;
      • Les outils de collaboration qui sont pauvres en contenus.
    • Information. Pour être qualifiée de « 2.0″, l’information doit pouvoir circuler de bas en haut et de façon transversale.
    • Connaissance. Une gestion de la connaissance efficace passe par des bonnes pratiques de capitalisation (grâce aux wikis) et de structuration (grâce aux tags
    • Cette connaissance doit également pouvoir être facilement diffusée de façon formelle ou informelle
    • Communautés. Pas de 2.0 sans réseau social d’entreprise. Les collaborateurs doivent donc bénéficier d’un profil riche sur le RSE (
    • Ils doivent également pouvoir rejoindre des groupes (publics, privés ou cachés) ainsi que contribuer à des thématiques (en utilisant un système de thèmes hiérarchisés).
    • Collaboration. Impossible de parler de « 2.0″ sans aborder la collaboration. Nous parlons bien ici de collaboration active autour d’outils de gestion de projet,
    • Applications et données. Les intranets intègrent une couche applicative depuis bien longtemps, l’évolution logique va donc être d’assouplir ces applications ainsi que leur exploitation / évolution / découverte à l’aide de Marketplace ou App Store,
  • “Quand on pense médias sociaux ou réseaux sociaux, ce qui vient en tête en premier est l’opportunité pour l’entreprise de pouvoir être plus visible auprès de potentiels consommateurs. Mais derrière cette opportunité réelle se cache des enjeux bien plus importants pour l’entreprise, et s’ils ne sont pas résolus en amont des opérations sur ce canal coûtent très cher, aussi bien en terme de projets qui n’ont pas les performances attendues qu’en terme de notoriété et d’image de marque de l’entreprise. L’arbre qui cache la forêt en clair.”

    tags: socialmedia performance operations informationbroadcasting competences strategy

    • La performance globale de l’entreprise ne subit pas une croissance exponentielle grâce aux opérations sur les médias sociaux et la réponse à ce constat pour les grandes entreprises réside dans le fait que l’entreprise n’est pas prête à faire levier sur ce nouveau canal d’échange d’informations
    • Une des problématiques majeures des entreprises sur les médias sociaux n’est pas de capter des fans ou d’avoir une bonne visibilité sur les différents supports qui composent les médias sociaux. C’est de pouvoir diffuser les informations de la manière attendue par les utilisateurs de ce canal de communication : personnalisée, avec une fréquence forte, avec des contenus toujours nouveaux et originaux
    • les marques doivent être en position d’écouter les revendications des clients ou prospects et de les intégrer dans leurs réflexions pour les produits ou services à venir, et le plus vite possible.
    • les circuits de remontée d’informations de ce type ne sont pas adaptés. Elles qui ont l’habitude de faire appel aux consommateurs sur des cycles longs pour créer leurs nouveaux produits et services, elles sont mises sous pression très régulièrement et pointées du doigt lorsqu’elles font des erreurs.
    • Collaborateurs qui n’ont généralement pas eu l’occasion de développer des compétences en adéquation avec les nouveaux modes de communication web mais qui doivent gérer des projets nouveaux avec des outils nouveaux sans avoir obtenus de formation spécifique ni d’outils de gestion adaptés.
    • il dépasse le simple cadre de la communication externe pour intégrer les niveaux de création de produits, les procédures de gestion de projets internes et externes, la gestion des ressources humaines
  • “Wikis, Web conferencing, and the like won’t help people work together if the corporate culture is internally competitive and hierarchical, writes Evan Rosen “

    tags: enterprise2.0 socialbusiness collaboration culture processes businessprocess value

    • <!–STORY–>

      Why should any organization adopt collaboration? There’s only one reason—value creation.

    • The tools alone have failed to make the company collaborative. Worse yet, the tools may have created no real value, and the decision-makers who had pinned such high hopes on these tools are surprised.
    • Are the tools the problem? More likely, the problem is the organization. When tools fail to create value, it’s usually because decision-makers adopt tools before the company’s culture and processes are collaboration-ready.
    • If the culture is hierarchical and internally competitive, it will take more than tools to shift the culture. Just because a competitor uses collaborative tools doesn’t mean the time is right for your organization to do likewise. If the competitor is apparently deriving value from tools, maybe it’s because the competitor’s culture is more collaborative and the tools are extending and enhancing the culture
    • Focus on Culture Before Tools

      To create value, tools must fit the culture. If your organization’s culture is command and control, the culture must shift to let collaboration happen

    • The most effective culture shift happens when senior leaders set the stage, so that people at all levels, functions, business units, and regions want to collaborate rather than internally compete
    • • Fit Tools into Business Processes

      Too often, organizations use collaboration tools just for meetings or project status updates. Getting maximum value from tools requires integrating these technologies into the way the business operates, namely specific functional processes.

  • “Social software has unique capabilities to address current operating challenges and improve operating metrics. To capture this value, however, companies will need to more systematically assess the operating metrics that have the greatest potential to move the needle and then strategically deploy social software to ensure near-term performance impact with modest investment.”

    tags: enterprise2.0 socialsoftware adoption performance businessperformance strategy deloitte report exception

    • Profound changes are underway. The current technologies support standard business processes but fail to support the dynamic informal communications needed for resolving exceptions
    • Focusing on adoption is a dead-end strategy. Adoption metrics have not historically addressed what matters most to employees, managers or executives. As long as adoption is the primary measure of success, resistance, at all levels, will likely block successful social software deployment.
    • Companies must be strategic. Social software, applied against the problem of exception handling, can directly and measurably impact operating metrics and improve business performance.
    • Companies must be decisive. Too often, companies implement social software without clear business objectives or a strategy for moving the needle on organizational performance.
  • “Ever since Gmail captured the imagination of consumers, Google has been trying to push Google Apps to enterprise customers. In spite of some news about problems in their implementation for big customers, it has been gaining traction steadily. The biggest attraction towards Google Apps Email over other systems is the cost. Even though other players like Microsoft and IBM have a cloud strategy, Google’s pricing makes Google Apps very attractive for many enterprises. “

    tags: google ibm email cloud cloudcomputing cisco socialbusiness

    • Cisco pulled the plug two days back. They will no longer be investing resources on this service and they will help the current customers move out to another email system of their choice after their contract gets over
    • The product has been well received, but we’ve since learned that customers have come to view their email as a mature and commoditized tool versus a long-term differentiated element of their collaboration strategy. We’ve also heard that customers are eager to embrace emerging collaboration tools such as social software and video.
    • Even though Microsoft has woken up to this reality and has started pushing cloud based Exchange service, I have a feeling that Google will ultimately win the race because of the expected success of Android in the enterprise market.
    • However, Google is having a weak spot in their Google Apps strategy. As pointed out by Cisco’s Ms. Chrapathy, social is fast reducing the role of email in any business. Salesforce.com recently highlighted how DeMatteo Monness, a financial services company, moved their conversation away from email to their Chatter service. We are increasingly seeing enterprises embracing social in their workflow and the emergence of services like Tibbr, Chatter, etc. only goes on to highlight how social is transforming the enterprise landscape for better.
    • Unfortunately, Google has absolutely no clue on how to execute their social strategy and it is going to hurt them badly sooner than later. With IBM firming up their Social Business vision, the threat to Google’s enterprise strategy is just round the corner
  • “Often in SharePoint 2010 implementations we see Portals, Team sites and Social sites being treated as separate conceptual entities. Although they have their own merits and add specific value individualy, it is in “the intersection” where we find the ideal balance of flexibility, context and business alignment for open collaboration. Furthermore, in the intersection, the user experience allow us to easily flow between the different spheres and levels of formality.”

    tags: intranet socialintranet intranet2.0 sharepoint alignment collaboration portals opencollaboration

  • “La cause est donc entendue : l’entreprise – et notamment la grande entreprise – est devenue un mal. Mal absolu selon quelques-uns, mal nécessaire selon les autres. Il lui fallait réagir.”

    tags: sustainability Sustainabledevelopment management strategy socialresponsability humanresources valuecreation cocreation sharedvalue

    • Sur le chemin de la rédemption, la première étape a été celle du management compassionnel.
    • Plus généralement, l’argent versé par l’entreprise à une noble cause vient nécessairement en déduction des sommes affectables à d’autres projets plus rentables. Même si ces initiatives sont précieuses, elles ne peuvent donc pas, pour la plupart, prendre une très grande ampleur.
    • Le deuxième temps de la rédemption est bien engagé. Il concerne la mesure de la performance.
    • Ainsi, parmi les entreprises du CAC 40, deux seulement évaluaient en 2008 leurs dirigeants sur des critères non exclusivement financiers, mais aussi sociaux. Elles sont aujourd’hui déjà dix 
    • Enfin, de nombreuses études récentes ont confirmé, par exemple, que les investissements réalisés par les entreprises en faveur du bien-être des collaborateurs – programmes de nutrition, salles de sport, etc. – offraient un payback plus élevé que bon nombre de programmes industriels.
    • Heureusement, le troisième temps de la rédemption est annoncé, avec l’émergence du concept de “valeur partagée”.
    • Ces exemples s’écartent radicalement de la conception habituelle de la responsabilité sociale d’entreprise. En effet, il ne s’agit ici en rien de générosité, mais d’investissements judicieux. En effet, les problèmes de la société – pauvreté, chômage, pollution, épuisement des ressources naturelles, etc. – constituent pour l’entreprise autant de menaces pour son activité et ses profits de demain.
    • L’entreprise peut choisir de se focaliser sur des objectifs principalement financiers et de court terme, en répondant strictement aux besoins immédiats de ses clients actuels. Ou bien, elle peut chercher à traiter, plus largement, les besoins des communautés essentielles à son activité et viser à créer une valeur partagée. Selon Michael Porter, “la valeur partagée est la clé de la prochaine vague d’innovation et de croissance”.
  • “The integration of social media and CRM technology will give businesses an unprecedented ability to build deep relationships with their customers within a few years, according to analyst Gartner.”

    tags: gartner socialmedia crm socialcrm customerexperience relationship customer

    • But many businesses are missing out because they view social networking as another sales and support channel, rather than a way of understanding their customers,
    • Over the past decade CRM has been about management of the customer. With social media, its about relationships.
    • There is a lot of effort going into improving customer experience. It’s key to get consistency across different channels so their experience does not vary,”
    • “Logically, how do you approach getting a single view of the customer voice? You can either do that by ripping out all your systems and trying to buy a system that does it all. Or by using a virtual system that can bring all the silos together.
    • “The Nirvana is to have a centralised approach, but that is not yet possible, so you need a hybrid approach.”
  • ” I’ll will try to summarize one theme John develops that seems directly relevant to Intertwingled Work.”

    tags: adaptivecasemanagement work processes collaboration casemanagement judgment knowledgework unpredictability emergence

    • 1) Adaptive Case Management is a data rather than process centric way of looking at how people deal with situations centered around a particular problem, issue, or case. It’s intended to support people who need to make decisions that depend on complex and unpredictable circumstances associated with the case that require judgment and knowledge work rather than application of a deterministic process.
    • 2) Observable work can be thought of as an object of Adaptive Case Management, focusing discovery, analysis, requests for advice or assistance and recording of outcomes on the work itself.
    • Because the process is emergent, you have to model the process using something that people can read, add to, and manipulate readily while they are doing other thing
    • Jordan describes the difference between Social and Business Process reengineering as the difference between orchestrating a unique response to the circumstances of a case, versus a futile attempt to capture a response as a rigid business process.
    • the key was her ability to figure out What, How and Why. Then she could explain the new process (loosely described as a set of interleaved intelligence communities) and how people could use the technology to do their jobs better.”
  • “If a company wants to change its culture to one where positive risk management is at its very core, then analysing and making improvements to the various strands from which the culture of a company is made up can provide a valuable way to effect this change.

    Five key questions on using reward as the driver for change

    One of the key tools in changing the culture of a company and focusing its employees on risk management and accountable behaviour is to target its remuneration structure – and the underlying performance-management system that may impact on remuneration.”

    tags: rewards alignment change culture remuneration strategy riskmanagement

    • Remuneration committees should have a clear understanding of the strategic direction of the company and should consider what financial and non-financial targets are appropriate for the company’s most senior executives, in line with the desired culture.
    • Reward will only be a useful tool in shaping behaviour if employees are aware of the factors that influence it. Employers can raise awareness through the intranet, in emails to employees, in discussions between employees and their managers and in bonus scheme documentation.
  • En 2010, plus de 65 % des entreprises avaient déjà mis en place des logiciels qui facilitent la communication et la solidification des liens sociaux. Pour autant, cela ne veut pas dire qu’ils sont acceptés par les utilisateurs, rapporte Deloitte dans une étude sur l’utilité des logiciels sociaux en entreprise. “

    tags: socialnetworking management middlemanagement productivity innovation deloitte

    • Qui précise qu’il faut du coup mettre en place des objectifs clairs dans la pratique et axer la stratégie sur les gains de productivité. Les entreprises doivent en effet bâtir une véritable stratégie d’utilisation et de traitement des données collectées.
    • 64 % des entreprises qui ont adopté ce type de logiciels connaissent des réticences de la part du management.
    • De plus, l’étude souligne que beaucoup  les entreprises qui ne veulent pas mettre en place ce type de solutions, alors même que l’investissement est souvent peu important, y perdront beaucoup. Elles risquent en effet de prendre du retard en termes d’innovation.
    • Les logiciels utilisés doivent permettre d’améliorer la productivité à court terme et de transformer les modèles d’organisation et de production sur le long term
    • Du côté de Dell, en un an, 55 % des employés ont utilisé le logiciel social. Il en ressort déjà 4100 idées, 225 000 votes et 18 500 commentaires.

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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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