Can Social Business Reshape the Organization
+Is â€˜Hours Workedâ€™ an indicator of Work Ethic?
Change is Multi-disciplinary Omnipresent and Continuousâ€ Non-repetitive Cross- Variable functional Workload PragmaticTask focused Versatile Ideas Evolving Goals & Quality
Knowledge worker productivity demands that we ask the question: “What is the task?”
One of the great paradoxes of the revolution now being called social business is the near total lack of participation by the corporate group (IT) that led the last great corporate revolutio
. Changes to Processes & Workflow
Is Something Wrong With the Way We Work?
“This month’s topic was triggered in part by the information (not fact-checked) that in several European countries where vacations are mandated, most employees take their prescribed amounts of time off. In America, where vacation time is not mandated, roughly half of workers last year had vacation time left over and failed to take an average of 11 days of earned vacation.
Then several books having to do with how to get control of our work lives and our personal networking technologies hit my desk within a matter of days. “
maintains that personal networking technologies contribute to, among other things, narcissism, depression, attention-deficit hyperactivity, obsessive-compulsive disorders, and the “Google effect,” an inability to remember facts that we assume are on Google
chose the goal of engaging a six-person team to implement a procedure for freeing up every team member from their networking devices for one evening of PTO, “predictable time off.”
But as a result of the effort to achieve a small, doable change, team members succeeded in freeing up one night per week from their devices and their work.
it had enhanced such things as excitement about their work, satisfaction with their jobs and work-life balance, and perceptions of team collaboration, efficiency, and effectiveness
Is our obsession with technology creating new kinds of potential hazards in the workplace?
The Emergence of the Extra-Rational Manager
“At a recent session of the course, Brynjolfsson and Pentland argued that just as revolutions in science are preceded by revolutions in measurement, so, too, are revolutions in business preceded by revolutions in measurement. And indeed, big data today is enabling a measurement revolution within the business context. “
Itâ€™s the way we can now overlay and combine multiple data sources that give us the most valuable insights.
they are describing the emergence of the extra-rational manager: someone who listens to reason and the spoken word, but also uses new observational tools to monitor communication patterns that have little to do with rational decision-making.
New approaches to monitoring communication patterns â€” through the use of sociometric badges that measure peopleâ€™s proximity, location, face-to-face interactions and social signals â€” are revealing valuable patterns and relationships that have a direct and measurable impact on individual and team performanc
In fact, Pentlandâ€™s research suggests that 40% to 60% of individual performance is determined by communication patterns that are seldom recognized or addressed by todayâ€™s managers.
Pentlandâ€™s team analyzed communication patterns at a Bank of America call center, without listening to a single spoken word. After studying communication patterns among the call center staff, Pentlandâ€™s team suggested what seems like a tiny change: staggering coffee breaks. But the change generated a $15 million return in just over a year â€”
Micro-blogging can help build your organisational culture
“In the corporate world where deadlines are rampant, constant innovation is indispensable, workloads are mounting, and financial pressures are omnipresent, itâ€™s no wonder the employees of many organisations feel as though they are disconnected from one another. Many employees have become disenfranchised or disengaged and as a consequence, it has led to poor business results and lost opportunities.
In late 2010, the Corporate Leadership Council released its quarterly engagement trends report. Results indicated that only 22% of employees planned on staying in their current positions. Supplementing the point, 21.6% of all employees surveyed described themselves as highly disengaged. As a consequence and according to Gallup Management Journal, this disengaged and disconnected culture (in US-based organisations) is costing $300b per year in lost revenues alone.”
According to research published by McKinsey and Company in December, 2010, only 13% of companies felt as though micro-blogging was actually enhancing company culture. The encouraging sign, however, is that this sentiment is up from the 2009 data point of 10%.
. Micro-blogging can also help mitigate missing connections between the field worker, the front line, the individual contributor, the manager, the director, the VP and the executive suite
Micro-blogging, therefore, is truly humanising the pulse of the organisation
Senior leaders have the ability to listen in and get a stronger sense of what is going on in the company be it related to employee opinions, ideas, issues, or opportunities. Employees not only can connect and be part of the dialogue; they can read the opinions and ideas of their peers as well as senior executives.
Micro-blogging, by virtue of its definition, has an additional benefit. The actual micro-blog entries are short, concise and succinc
Greater understanding of what is actually going on in the organisation across teams or projects
Personalizing and demystifying the aura of senior leaders
Seeking opinion and exploring options before decisions are made
Driving engagement and the feeling that everyoneâ€™s opinion is important
Increasing social status of employees in business related matters
Providing information that is timely through non-formal use
Building trust amongst senior leaders and front-line workers in open, transparent ways
Weak chance of disrupting already established workflows
If micro-blogging is not introduced and positioned as a way in which to help save time, improve existing work processes, and to increase engagement within the organisation, it will undoubtedly be negatively viewed by employees.
Breaking down silos, what does that mean?
“Today, Iâ€™m going to delve into the world of silos. What are they, what does it mean when someone tells you they want to â€œBreak down silosâ€ and finally how to challenge the person to understand what they really mean when referencing this jargon.”
The bottom line is that silos are a method for ensuring focus around specific business deliverables.
In order to understand why silos are built, letâ€™s identify the basic types of corporate silos:
- Business Unit (Hierarchical)
- Interest focused
- Project focused
There are many more reasons and impacts of why silos are built, but I simply wanted to establish that silos are built for a purpose with legitimate business needs in mind.
If we agree that silos serve a valid business purpose, why do we want to break them down? Part of the reason for breaking down silos is around reducing duplication of effort. I
Another benefit of breaking down silos is the opening up of information so that itâ€™s accessible to everyone. This allows information to be much more accessible often resulting in serendipity and new opportunities
Lastly, breaking down silos enables expertise to be leveraged across the entire enterprise.
Silos, while beneficial when used properly, can also be abused. One of the behaviors that is prevalent in silos is local optimization where decisions get made that are good for the silo, but may be bad for others or the company.
Secrecy is a byproduct of competition, regardless of the scope.
Since every corporation has some level of politics, it really becomes a challenge to think of your team sharing bad news across an entire company.
When one of the leaders says they want to â€œBreak down silosâ€, be ready to challenge them with the questions about business benefits:
- Are the silos mandatory?
- What would breaking down silos enable in the business?
- What do silos do to your business today?
- What incentive is there for these silos to go away?
- Is your company prepared for transparency?
- How will leadership deal with â€œMonday morning quarterbacks?â€
Transforming into a Social CRM Enterprise
“Starwood Hotels & Resorts Worldwide is a case in point. The company’s Starwood Preferred Guest loyalty program provides various ways for hotel guests to share their travel experiences and photos with family, friends, and other hotel guests on social media networks. As an added benefit, guests who check into one of its hotels with their Facebook or Foursquare account can receive “Starpoints,” which can be applied toward free breakfasts and room upgrades.
Such social media efforts have helped to double the loyalty program’s membership over the past five years. But, perhaps, more importantly, members are spending 60 percent more than they did five years ago.”
As with any disruptive technology, one of the biggest bottlenecks to success is changing employees’ attitudes and behaviors regarding innovation
all companies flirting with deploying a plan for social must define the parameters for social media usage, monitoring, and management. But because governance is so fragmented, a company will typically have a view of social media use, risks, and management that might differ from that of other companies
A company might not need a social media policy where another policy covers aspects of social mediaâ€¦for example, many companies have an electronic communications policy to address appropriate uses of the company’s computer system and to reduce employee expectations of privacy and a company’s risk
organizations must determine why social CRM is important to them. To do this, organizations must get one stakeholder from each department that will either participate in or be affected by the social CRM efforts.
create a list of ways in which social CRM can help each department and customers. Then a mutually agreed-upon list of goals for each department, the organization, and customers must be compiled.
People have to know why change is happening in the first place to rally behind it. It all starts with identifying your company’s purpose for using social media in the first place
f customer and partner support is a purpose, which it should be, you need to find out how to be responsive in real time to customer complaints
it’s important to first understand the structure of your organization before you try to alter it
“you’re seeing a realignment of roles where [customer service reps (CSRs)] are now becoming community managers
When job descriptions change, compensation must naturally follow
The same holds true for customer care. “Companies need to set up a dedicated social customer care team instead of saying, ‘This is one more thing for my [live] agent to handle,’
these agents must have the skill sets needed to communicate with customers in a public channel.
organizations must be prepared to take the good comments with the badâ€”yes, bad comments are bound to surface. The important thing is not to have a knee-jerk reaction.
The shift to a social enterprise calls for an amendment of employee behaviors, processes, and technologies. “We aren’t seeing a massive cultural shift at the workplace, nor is it being done through large-scale change management efforts,” Greenberg maintains. “What you have, instead, are little pockets of action that, as time goes on, will cause change.”
“Ce n’est pas le rÃ©seau social qui crÃ©e le lien”
“Gage de modernitÃ©, promesse de convivialitÃ© et de productivitÃ© : le rÃ©seau social d’entreprise n’aurait que des qualitÃ©s. Pour Jean-Luc Bouillon, maÃ®tre de confÃ©rences en sciences de l’information et de la communication, cet outil de management participatif, encore mal maÃ®trisÃ© a de nombreuses limites, et prÃ©sente peu d’intÃ©rÃªt pour les salariÃ©s.”
Ce n’est pas l’outil qui crÃ©e le lien. Si l’entreprise possÃ¨de une culture collective, des habitudes et des pratiques qui vont dans le sens de l’Ã©change et du travail commun, alors le rÃ©seau social peut venir renforcer cette trame.
Dans beaucoup d’entreprises, le lien a Ã©tÃ© affaibli voire dÃ©truit par des rÃ©organisations plus ou moins violentes, le miracle n’a pas lieu.
C’est le faire et le faire-savoir, logique qui sous-tend tous les rÃ©seaux sociaux. Dans une entreprise avec une culture concurrentielle, la nÃ©cessitÃ© de se montrer, de se faire bien voir peut devenir une sorte d’objectif pour les salariÃ©s.
Quelles sont, selon vous, les principales erreurs commises par les entreprises ?
Le manque de rÃ©flexion en amont des entreprises. Elles se disent que l’outil va pallier un manque de dialogue mais n’ont souvent pas du tout rÃ©flÃ©chi Ã son utilitÃ©, Ã son sens
le double discours qui prÃ©vaut : d’un cÃ´tÃ©, la valorisation d’une communautÃ©, la sacralisation du collaboratif (” nous sommes tous dans le mÃªme bateau, nous formons une Ã©quipe “) et de l’autre, une mise en place trÃ¨s Top/down et un cloisonnement entre les mÃ©tiers que ce simulacre de participatif ne masque pas.
‘It’s time for a new type of recruitment’
“â€œLazy recruitersâ€ are damaging the standard of the recruitment profession, causing employers to miss out on the best talent, according to Matthew Jeffery (pictured), head of EMEA talent acquisition and global talent brand at technology firm Autodesk. “
The war for talent is ongoing and we are competing for the best [talent]. We’re not just competing we are fighting.
Not every one is actively looking for a job. In fact 90% of the best candidates are not looking
Recruitment is boring. Some employers are hosting Twitter feeds with jobs – but people won’t follow this unless employers tell a story
Recruiters need to have a relationship with people to give them an idea of company culture
employers have to move to make the candidate experience more “snuggly”
We need to celebrate the candidate in the recruitment process,
Nature of software and how it transforms the business
software based on people need and business value rather thantechnology capacity
We are moving from a worldof knowledge stocks to aworld of knowledge flows
It doesnâ€™t scale to internet billions of interactions
One of 21st century management challenge is to get the real value of IT byfocussing more on Information than on Technology
Learned Helplessness in Organizations
” However, around these kernels of truth, managers build concentric circles of excuses that absolve them of accountability for change or improvement. So instead of finding creative ways to deal with regulations or budget cuts, they accept the status quo and blame external conditions for the problems that exist. “
This phenomenon â€” which one of my clients has dubbed “learned helplessness” â€” has the power to permeate the culture of an organization.
most managers are unwilling to courageously challenge their beliefs about taking risks.
Reframing our assumptions over Social Business
“Reframing our assumptions over Social Business”
Focus on adaptation, not on adoption
Co-creation is mostly marketing
everything you wanted to know about using social channels in custom…
“everything you wanted to know about using social channels in customer service (but did not know who to ask)”
“How customer service will evolve over the next 10 years”
80 percentof organizations thinktheir experiences are good (8% of customers agree
68 percent werenot able to calculateROI before deploying a channelsource:
six trends, ten years in customer serviceâ€¢ social CRMâ€¢ cross channel, not multi channelâ€¢ customer experience managementâ€¢ mashupsâ€¢ collaborative enterpriseâ€¢ of course, customer service using social
collaboration with customers ï¬ collaborate to understand the customer job-to-be- E2.0 done ï¬ collaborate to co-create with the customer to meet her desired outcomes ï¬ collaborate to act on social customer insights CRM ï¬ collaborate to understand and provide the customer experience they expect from youthe collaborative enterprise
social, connected, and collaborativewill employees and customers build the future enterprise together
an organization that leveragessocial channels to interact with customers, partners, employees, suppliers and other stakeholders for the purpose of bringing them closer and help them work better
collaboration is the goal a collaborative enterprise is where E2.0(internal) and SCRM (external) merged toform platform where partners, customers, employees, suppliers and other stakeholders meet to collaborate and purposefully co-create value
collaboration as a journey or a stop on the path to better work it is the destination, not the journey
â€¢ identifying the right people (engagement)â€¢ bringing them into the right place (channel)â€¢ getting the right value (collaboration)â€¢ integrating the data (channel)â€¢ acting on it (collaboration)â€¢ making it work long term (engagement, collaboration)â€¢ fostering engagement (engagement, collaboration, channel)
The Slideshow from My European Vacation
There is some powerful stuff in there â€” and irrefutable proof (as I was told by attendants) that using Twitter and Facebook for customer service is useless â€” and communities hold a lot of promise.
I did two presentations there, the first one on developing customer service over the next 10 years.
I followed that with a panel with Mark Tamis, Frank Eliason, and Bian Salins from BT where we discussed the right way to do customer service using social.
Finally, the talk of the town â€” the buzz of the city â€” the hype of the municipality â€” the summary of my perspective on how to better understand and implement social business
Pas de social learning sans Ã©volution culturelle
“Face au besoin impÃ©ratif dâ€™innovation, dÃ©sormais reconnu comme gage essentiel de compÃ©titivitÃ©, les entreprises semblent enfin sâ€™intÃ©resser Ã ce qui de tout temps, a pourtant Ã©tÃ© leur premiÃ¨re richesse : le potentiel de leurs salariÃ©s.
Cette attitude est de fait rassurante! Ce qui lâ€™est moins aujourdâ€™hui, câ€™est de constater quâ€™au delÃ du fait de percevoir lâ€™enjeu que reprÃ©sente ce potentiel, ces entreprises agissent comme si elles Ã©taient dÃ©pourvues de bon sens.”
lles sâ€™en remettent inexorablement Ã des dÃ©marches de procÃ©dures ou dâ€™outils Ã copier /coller. Ce qui leur donne lâ€™illusion dâ€™Ãªtre actives tout en les rassurant.
Il leur faut surtout pouvoir justifier dâ€™avoir engager un dispositif qui leur aura Ã©tÃ© Â« vendu Â» comme Ã©tant Â« la Â» nouvelle solution pour rÃ©pondre Ã ce besoin dâ€™innovation.
Dans la majoritÃ© des cas, ils sont abordÃ©s sous lâ€™angle du nouvel outil Ã transposer. Ainsi condamnÃ©s Ã Ãªtre dÃ©possÃ©dÃ©s dans leur raison dâ€™Ãªtre initiale, ils sont aujourdâ€™hui malmenÃ©s de faÃ§on telle, que lâ€™ensemble des questionnements quâ€™ils auraient dÃ» pouvoir susciter auprÃ¨s des entreprises reste lettre morte.
comment sâ€™adapter et rÃ©agir si lâ€™on sâ€™enferme dans des dÃ©marches issues dâ€™autres cultures, dâ€™autres secteurs dâ€™activitÃ©s ou dâ€™autres styles de management
quâ€™il est difficile dâ€™imposer Ã un individu ayant dÃ©veloppÃ© un ensemble de comportements liÃ©s Ã ses valeurs, dâ€™agir selon des normes qui ne correspondent pas aux siennes. Or, câ€™est pourtant ce que lâ€™on tente de faire aujourdâ€™hui sans que personne ne rÃ©agisse. Sans que le bon sens reprenne ses droits
Retour sur le Social Business Forum de Milan
“Jâ€™ai eu lâ€™occasion de participer lundi 4 et mardi 5 juin Ã lâ€™Ã©vÃ©nement annuel organisÃ© par Open Knowledge, leadÃ© par le brillant Emanuele Quinterelli. Plusieurs experts internationaux sont venus animer des confÃ©rences sur lâ€™entreprise de demain. Parmis eux, Ã©taient notamment prÃ©sents : Ray Wang, Luiz Suarez, Rawn Shah, Esteban Kolsky, Oscar Berg, Megan Murray, les FranÃ§ais Bertrand Duperrin, Mark Tamis, Thierry De Baillon, CÃ©cil Dijoux ou encore lâ€™Allemand Bjoern Negelmann.
Ces deux jours ont notamment Ã©tÃ© lâ€™opportunitÃ© pour les orateurs de faire part dâ€™Ã©tudes quâ€™ils ont menÃ©es ces derniers mois, qui pour la plupart viennent confirmer des tendances de fond. Voici un rÃ©sumÃ© des sessions auxquelles jâ€™ai eu lâ€™opportunitÃ© de participer.”
Lâ€™expÃ©rience client est Ã comprendre comme un process ayant un dÃ©but et peut-Ãªtre une fin. Les silos internes sont de vÃ©ritables freins dÃ©crÃ©dibilisant lâ€™entreprise alors que le client gagnerait Ã ce qu’une continuitÃ© dans les interactions quâ€™il engage avec lâ€™organisation lui soit proposÃ©e
la valeur nâ€™est pas contenue dans le produit que lâ€™on propose, mais dans lâ€™utilisation que le client en fait pour rÃ©pondre Ã son besoin (concept de â€œservice-dominant-logicâ€ et de â€œcustomer-jobs-to-be-doneâ€ face Ã la â€œproduct-dominant-logic
Si les mÃ©dias sociaux ne changeront rien en soit, ils donnent lâ€™opportunitÃ© aux entreprise de repenser leur service client,
Pensez-vous vraiment que vos clients vont sâ€™engager avec vous dans des conversations collaboratives… contre rien en Ã©change ? Seriously ? Vous les voyez aider dâ€™autres internautes et vous suggÃ©rer des idÃ©es dâ€™amÃ©liorations sans rewards en face ?
Esteban avait lui aussi insistÃ© sur le â€œPerception gapâ€ : ce que recherche avant tout les clients qui souhaiterait sâ€™engager avec une marque sur les mÃ©dias sociaux, ce sont des rÃ©ductions !
Lâ€™engagement, ce nâ€™est pas une question de technologie, câ€™est rÃ©soudre des problÃ¨mes business. On crÃ©e cet engagement en aidant les autres dans leurs taches, en les accompagnant dans la mission quâ€™ils souhaitent rÃ©aliser.
parler de B2B ou de B2C ne fait plus de sens, il est toujours question de P2P (Peers 2 Peers), â€œitâ€™s always humans talking to humansâ€.
Rawn met en avant la dÃ©callage de plus en plus grand entre le temps passÃ© Ã travailler et la productivitÃ©
Les entreprises doivent absolument quitter le modÃ¨le selon lequel le travail est â€œpredictable and plannedâ€ qui laisse peu de place Ã la crÃ©ativitÃ© et donc Ã lâ€™engagement. Tout ceci ne serait valable que dans un monde qui Ã©voluerait peu.
Câ€™est plus que jamais lâ€™Ã©closion du Knowledge Worker, le travailleur du savoir, dont les tÃ¢ches quotidiennes ne sont plus que de produire, mais aussi de se connecter, de rÃ©pondre, dâ€™optimiser, de dÃ©cider, dâ€™organiser, dâ€™apprendre.
lâ€™illettrÃ© du 21Ã¨me siÃ¨cle de sera pas celui qui ne sait pas lire ni Ã©crire, mais celui qui ne sait ni apprendre, dÃ©sapprendre et rÃ©apprendreâ€
Les entreprises orientÃ©s sur la techno au lieu de se pencher sur les besoins de lâ€™utilisateur final sont 2,3 fois moins efficaces que les autres.
parler de Community Manager nâ€™a pas de sens : on â€œgÃ¨reâ€ des matiÃ¨res premiÃ¨res par exemple, mais pas des individus.
Le premiÃ¨re rÃ©flexe que doit faire justement un â€œCommunity Facilitatorâ€, câ€™est de voir oÃ¹ est-ce quâ€™il peut aider en partageant ses connaissances.