Links for this week (weekly)

  • “We are at a transition point with respect to social business. The old regime is passing away and transitioning to something new. I’m not predicting a demise of any of the major social business players, but the rules of the game are changing — and social business professionals should be aware of these changes.”

    tags: socialbusiness data analytics digital social mobile wearabletechnologies automation

    • In other words, the key to social business success was not necessarily something related to social business directly but involved how companies used data and analytics to understand social business.
    • The march toward mobile devices will likely continue unabated as hardware companies begin to develop new wearable technologies, such as the recently announced Apple Watch or futuristic implantable technologies.
    • Another change: our social interactions are no longer necessarily connections with other people (anonymous or known). Automated algorithms or “bots” now drive over 60% of Internet traffic, and represent about 9% of all Twitter users.
    • Social business isn’t just about social business anymore, but it is converging with other emerging digital trends to generate a “perfect storm” of digital disruption.
  • “When it comes to the future of work it’s not just employees that are changing, managers are also having to change the ways in which they lead and in fact are HAVING to become leaders. These are 10 core principles or characteristics that managers will and must possess going forward. “

    tags: futureofwork leadership managers

    • Is a leader
    • Is a leader
    • Understands technology
    • Understands technology
    • Understands technology
    • Understands technology
    • Is a leader
    • Follow from the front
    • Understands technology
  • “HR already is grappling with the challenges of out of date, incomplete or potentially inaccurate about corporate employees. Analytics teams are addressing issues of data cleansing and the creation of data dictionaries to solve the linguistic and data model incompatibilities across the organization. (Note the great variation in what constitutes an “employee,” or how “attrition” is defined across a company).”

    tags: humanresources data bigdata analytics

    • The challenge for HR becomes to better understand the intersections between the workforce in total, and the mission and vision of the organization — current and future. Furthermore, HR will need a firm grasp of the comparative costs of workers of all types: not only competitive salary data and benefits;, employer costs of labor; and workforce overhead, for example,  but also the costs related to an increasingly contingent workforce.
    • New data types abound within HR: video and telephone–derived candidate interviews and the job applications themselves are just one example. Capturing text communication between recruiters and candidates or employees and customers is another.
    • synthesizing, extracting meaning, and storing unstructured data; data gathered from all parts of the organization. How will HRIT and IT professionals derive standard data models from these more recent types of data? How will it integrate with the structured data in the employee profile and system of record today? 
  • “Sur son blog, le théoricien critique des médias, Alexander Galloway (que nous évoquions dans Les échecs (et les nouveaux espoirs de la théorie des Nouveaux médias et qui vient de publier Laruelle : contre le digital), nous explique d’où vient son pessimisme des réseaux.”

    tags: network philosophy

    • “Le pessimisme des réseaux repose sur deux hypothèses de base : (1) “Tout est réseau” ; (2) “la meilleure réponse aux réseaux est plus de réseaux”. 
    • Parce qu’à mesure qu’il se déploie, le réseau maintient un dogme particulier, une étroitesse d’esprit, comme si tout s’expliquait et se résolvait par le réseau.
    • Le tournant spatial de la postmodernité va de pair avec un dénigrement du “moment temporel” des mouvements intellectuels précédents.
    • Le pessimisme de réseau est un défaitisme, en ce sens que les réseaux deviennent l’alpha et l’oméga de notre monde. 
    • Nous ferions mieux de poser des questions difficiles : Quel est le sort politique des réseaux ? L’hétérogénité et le systémique ont-ils survécu au XXe siècle ? A quoi ressemblerait un avenir sans réseau comme guide ? 
  • “For example, experience design can be used to increase employee health and morale. It can also be used solely for the cool factor in technology user interfaces. It can also be used to increase the safety of employees, travelers and society. In this regard, experience design overlaps but does not entirely reside within customer experience design.”

    tags: experience experiencedesign customerexperience employeeexperience

  • Data has become an integral part of our society today. Widespread use of the Internet, social media, location-based services and multimedia are contributing to the ever-growing data explosion that is generating information about people, their preferences, likes and so much more. Such vast amounts of data have created new opportunities for industries to better understand their customers, and to provide personalized services based on their preferences.”

    tags: travel services hospitality bigdata customerexperience competitiveadvantage

    • Personalised Experience


      Big data has the potential to give customers a personalized travel experience every time. When a business knows what a particular customer wants, it can make changes to its services accordingly.

    • Creating the Right Products and Services


      Big data can provide a better sense of direction for companies with respect to their products and services. They will be in a better position than before to know which products will be a hit, so that they can plan their operations accordingly

    • Competitive Advantage


      Big data is likely to become a key factor for helping companies to gain a competitive advantage. In this sense, big data tools will be the key differentiators because all companies, whether they are new or experienced, will have access to the same amount of data.

    • Cautious Approach


      Despite the benefits that come with using big data, there continues to be some gray areas that companies should watch over. Firstly, over-personalisation can backfire because it will be seen as an intrusion to privacy by some people.

    • Secondly, big data by itself is of little use unless companies use it in an innovative manner
    • Lastly, businesses should have the right big data tools to make the most out of it
  • “There has been a lot of buzz on Twitter recently about The Collaboration Pyramid model that I developed a few years ago. It started when Helen Bevan shared a redrawn version by Jim Farrell.

    tags: collaboration socialcollaboration

  • “With such a strong focus these days on digital communication channels, my company recently conducted a communications channel audit of our 40,000 employees. The results of the survey show that email remains, today, the NUMBER ONE preferred method of communication with the Intranet coming in second.”

    tags: email intranet enterprisesocialnetworks

    • Email IS NOT DEAD and, in fact, it remains an essential communication tool.
    • Email remains an essential channel. Communicators are not looking to replace it – only 27% say internal social networks will replace email in the organization within the next five years
    • Email remains a significant form of communications in most organizations – Nearly 60% of respondents’ corporate communications send out email at least once a week
    • Engagement is the primary purpose â€“ 75% of respondents agreed or strongly agreed that “Internal communications is responsible for making sure employees are engaged.”
    • Email is best for critical messages. A landslide majority of 98% of respondents use email for critical, must-read information.
    • Must-have policies – 75% of respondents have a policy in place for the newer social media channel, but fewer report having such policies for the well-established email channel, with 62% answering yes.
  • “At every major conference, preachers, teachers and one-model gurus are to be found waving their hands and offering thoughts about the possibility of change in complex organisations. Sometimes we are inspired and excited, and sometimes we sit there quietly sucking our teeth and wondering whether some of these speakers are aware of the painful, complicated, imperfect landscape inside large organisations that makes change so hard to achieve.”

    tags: organization quantification quantifiedenterprise quantifiedorganization

    • A key problem with organisational change efforts has been this notion of change as an initiative – i.e. a one-off, top-down wave outside the flow of daily work, which might produce short-term improvement, but rarely sustainable impact
    • perhaps change would be more likely to sustain if it too was part of our everyday management of teams and organisations. New behaviours, habits, practices and working culture take time to develop, and they tend to endure only if they are embodied in day-to-day work, not mandated from above.
    • the idea of Quantified Organisation has only been applied to individual task performance rather than the heath and shape of the organisation itself
    • Our take on the idea of the Quantified Organisation is a framework of organisational health measures, informed by theory and company goals, that can guide ongoing change in an agile, iterative way and assess the success or failure of change actions against a desired future operating state.
    • So in our framework, capabilities are first class objects that can be derived from more general goals (‘faster to market’, ‘one face to the customer’ etc) and attributes represent what needs to be in place to achieve them; but also, crucially, they can be either measured or qualitatively assessed.
    • Think of the goals as agile user stories for the organisation: “We would like to be able to spin up a new team in a day, with everything we need to serve a new customer account”.
    • So, now we have a model that can take a given organisation (or just a department or team), analyse what is wrong or needs to change and, informed both by theory and aspiration, define target capabilities required to improve it; then, we can create a categorised set of recommendations for small actions and changes that can move us forward towards a desired target operating state,
    • For us, this is exciting, because it means we go into 2015 with a alternative model to traditional strategy consulting or technology implementation as a way to engage with our clients, and crucially one that focuses on how we really add value, rather than trying to shoehorn our work into old ways of bringing external input to a client organisation.
    • We can now go further to create a toolkit and a management system for ongoing change actions that puts control in the hands of the individual teams and managers who want to improve their area of operations; but rather than offering a single, fixed methodology, this approach enables people and organisations to assess and assimilate new idea, theories and models that emerge in the future
  • “I probably speak for many people when I say that the first word that comes to mind when I think of email is “frustration.” Actually, the word that comes to mind is less polite than that. That high level of collective frustration is what drove a talented team of software engineers and user experience designers at IBM to reimagine the domain—putting people and relationships at the center of things. “

    tags: ibmverse email

    • for all the time we spend dealing with our email, it’s one of the least-evolved computer activities around.  Think of it as a tax on your brain.
    • –Understands you.  The analytics engine tracks what you do on email, in collaboration tools, and in social networks and is aware of your role in the company and of the people and tasks you deal with most often
    • –Reduces clutter. The most important people, topics and to-do items are pinned right there where you need them. One of the coolest features is the “Mute” button. After you have contributed to an email thread and don’t need to be included in the follow-up traffic, you and your inbox won’t be burdened with incremental messages.
    • –Brings the “me” to “we.” Verse enables you to click once to transfer a mail conversation into a more collaborative setting–such as a wiki, a blog or a discussion forum
  • “Pour connaître les compétences qui prendront le pas sur vos missions de demain, je vous invite à consulter cette infographie :”

    tags: humanresources skills

  • “En animant l’entrevue avec Jean-Paul Isson, VP Monster, à la 3éme édition de #TruMontréal, nous avons confirmé avec l’assemblée que le Big Data n’est pas une mode mais bien un palier de maturation logique de nos organisations numériques. Nous produisons des données numériques. Utilisons-les !”

    tags: humanresources bigdata analytics measurement

    • On se mesure ainsi peu souvent et rarement en temps réel. C’est l’art des relations ou de l’administration mais rarement la science qui prime dans les valeurs RH.
    • Trop souvent réduits à l’opérationnels « Il me faut un nouveau comptable pour le début du mois, lundi prochain ! Â», les RH doivent passer de réactifs à proactifs.
    • Les TI prennent les SIRH. La Finance prend la paye et les avantage sociaux. Les fournisseurs sous-traitants prennent certaines spécialités selon la taille et la configuration de l’organisation. Pour retrouver de l’influence, les RH peuvent rehausser leur leadership.
  • “Nous vivons une (r)évolution significative de toutes nos industries, lorsque nous parlons de transformation digitale il s’agit en fait tout simplement de la modernisation des métiers, avec tout ce que cela implique. Le digital n’étant alors qu’un outil de modernisation. Mais, la spécificité est que le périmètre d’action du digital est vaste : marketing, technologie, innovation, systèmes d’informations, logistique, etc.”

    tags: digitaltransformation changemanagement change risk riskmanagement

    • 2. Définir le périmètre du plan de transformation
    • 2. Définir le périmètre du plan de transformation
    • 1. Construire et communiquer une vision numérique
    • 2. Définir le périmètre du plan de transformation
    • 3. Lancer la transformation numérique globale
    • Adapter la structure organisationnelle


      La structure organisationnelle doit favoriser la mobilisation des talents et leur efficacité, pour y parvenir plusieurs modèles existent (en fonction du secteur et du contexte organisationnel actuel)

    • Assurer une bonne gestion des talents digitaux


      La mutation numérique est avant tout une question de personnes et de projet d’entreprise. Il est donc indispensable d’identifier les compétences digitales actuellement présentes au sein de l’entreprise, et d’organiser la montée en compétences de ceux qui le souhaitent

    • Mettre l’utilisateur et la donnée au cÅ“ur du processus de décision


      Il est parfois difficile de fédérer les équipes et les directions aux changements souhaités, pour y parvenir, un arbitre incontestable est l’utilisateur. Que ce soit par des tests utilisateurs ou par l’analyse des données, il est primordial de mettre l’utilisateur au centre de la démarche de transformation.

    • Impliquer les DSI dans la démarche


      Même si le modèle organisationnel vise à décloisonner les organisations, il est capital de travailler en étroite collaboration avec les DSI afin de bien appréhender les impacts sur les systèmes d’informations présents et favoriser le travail en équipe.

    • Accompagner le changement culturel


      La culture d’entreprise a un rôle important dans la transformation digitale. En effet, elle sera par exemple plus facile à mettre en oeuvre dans un contexte où l’innovation est déjà au cœur de l’entreprise.

    • Les objectifs à atteindre


      Même si les objectifs varient évidemment en fonction du secteur, de l’entreprise, et du niveau de maturité actuel, l’objectif central pour toute entreprise est l’augmentation du chiffre d’affaires et de la marge.

    • Risque n°1 : Une équipe digitale qui a grandit trop vite
    • Risque n°2 : Une mauvaise prise en compte des profils non-digitaux (qu’ils soient clients ou salariés)
    • Risque n°3 : Des prises de décision difficiles qui freinent la transformation

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

Head of People and Business Delivery @Emakina / Former consulting director / Crossroads of people, business and technology / Speaker / Compulsive traveler

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