Bertrand Duperrin's Profile

What are the problems you ask?  It’s a topic for another day — but I’ll hint as a few:  Some are functional: e.g. Integration with Enterprise fixtures, integration with real-time needs, management of collaborative information v.s. published information.  Some are business strategy e.g. pricing strategy, messaging, gap in the cost to value-perception.  Too many (or too few) potential buyers. etc.  There are others too — like Adoption issues.  These, and others, are problems that are being addressed by the industry thought leaders.  But the article did not cover these.

5. Dans la plupart des organisations, la définition des plans de motivation des salariés (incluant le sacro-saint plan de commissionnement des commerciaux) ou des politiques de rétention des talents s'appuie sur des hypothèses de travail complètement erronées du point de vue des sciences sociales ;

Our research suggests that improvements depend upon getting a better fix on who actually is doing the collaborating within companies, as well as understanding the details of how that interactive work is done

The plan was straightforward: reach more customers and business partners by shifting a large portion of in-person meetings to virtual interactions. Policy and governance changes ensured that technology use became part of daily workflows and not an added task.

Over an 18-month period, the initiative saved Cisco more than $100 million in travel and business expenses and reduced the company’s carbon emissions by 24 million metric tons

Similarly, P&G has also adopted Web-based technologies to forge better links with partners and customers and to improve the flow of ideas across corporate and regional boundaries. It also set up ideas markets to gather and filter offerings from across the company and signed on with crowd-sourcing network InnoCentive to tap external experts to solve specific problems

Besides the savings P&G realized from nearly a thousand fewer business trips each month, the company met its goals of shorter product cycle times and greater product innovation from external sources.²

As a first step, companies should take a fresh look at their workers, classifying them by how they collaborate.

. They are identified by job titles that, in many cases, obscure the kind of work they actually do

Thus, improving collaboration should start with understanding employee workflows to get a more refined view how their work gets done.

Companies can best do this by 1) understanding the specific requirements of interactive tasks; 2) identifying which tasks create disproportionate value for the organization; and 3) determining the types of inefficiencies and wasted efforts that bog down many interactions

We have documented 10 types of collaboration waste (Exhibit 2). In the case of managers, for example, effective collaboration demands that the manager not only agrees on specific objectives but also that he /she can communicate how to achieve them. T

Business managers should allow time and provide forums for collaboration workers to brainstorm solutions to productivity problems. Corporate technology providers will need to provide tools that are flexible enough to enable experimentation, so that usage and adoption are widespread

We broadened out effort to approach service that empowers
front line employees to make decisions and solve problems for guests.