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Using social software to reinvent the customer relationship
For its part, Social CRM paints a vision of creating a deeper and more engaging community-based relationship with your customers, instead of the traditional approach of managing them, in a very Cluetrain Manifesto way. Part online community, part crowdsourcing, part customer service, Social CRM can create an emergent, collaborative online partnership with customers that can result in an array of improvements to business performance.
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Customers must be able to create an identity and perceive other customers, as well as individual workers, and be able to interact with both types of parties in a Social CRM environment.
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Le modèle collaboratif de l'Open Source appliqué à l’entreprise : à quand "l’Open Entreprise" ?
"En cela, le mouvement Open Source rejoint le credo déjà partagé par un grand nombre : nous quittons le monde de l’organisation hiérarchique – command and control - pour entrer dans un nouveau monde plus foisonnant, plus créatif, plus riche humainement. En cela aussi, le mouvement Open Source décline à sa manière les mots : participatif, collaboratif, 2 ou 3.0, communautés, crowdsourcing... "
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La proposition de valeur
organisationnelle de l'Open Source est d’avoir su répondre à la croissance du couple
complexité-temps (toujours plus complexe, plus rapidement), par une intelligence
répartie dans l’organisation. -
La proposition de valeur d’une organisation collaborative à un
dirigeant devient : "dans un monde toujours plus complexe et rapide, pour ne
rien perdre en pouvoir, je répartie la responsabilité".
How Twitter and Crowdsourcing Are Reshaping Recruiting
So think of the untapped potential opportunities for companies looking to source and attract talent. As social media is used inside the company to increase collaboration, communication and innovation, it's become important for recruiters to locate prospective employees who are also users of social media. Using Twitter can level the playing field so that smaller firms can find those people as effectively as the Fortune 500 do. And those companies who have turned toward Twitter have found it an efficient way to identify passive job candidates who might not be scanning job boards.
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Some companies are going beyond posting tweets about new positions to using the wisdom of the crowd to actually write a new job description
L’assureur Chubb cueille les idées de ses employés et s’offre un pipeline d’innovations
L’assureur américain Chubb Group of Insurance correspondait sans aucun doute, récemment, à cette lugubre description. Voici quelques mois, cependant, le groupe s’est lancé dans une nouvelle expérience, raconte le magazine Rick & Insurance, visant à insuffler durablement un esprit d’innovation dans toutes les strates de l’organisation.
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Trente jour après l’installation de la plate-forme en ligne, l’assureur avait récolté 607 idées.« Certaines de ces idées tenaient sur un email de trois paragraphes, rapporte l’article de R&I. D’autres idées étaient bien plus longuement développées. Elles renvoyaient à des documents annotés des commentaires. Nous en sommes sûr: beaucoup de ces idées vivotaient depuis de nombreuses années dans le cerveau de certains employés. Ils voulaient les soumettre mais ils n’avait personne pour les entendre et nul par où les exprimer. Elles étaient perdues… »
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« Je sais que je peux partir d’une graine d’idée et, en trois mois, bâtir tout un business plan. Et je dispose des fonds pour soutenir la mise en oeuvre. De la sorte, je suis armé pour devancer n’importe qui« , précise Jon Bidwell, Chief Innovation Officer de Chubb Group of Insurance, à R&I.
Corporate R.& D. as the Ringmaster of Innovation
Its role will be smaller and its advantage diminished, suggests Michael Schrage, a research fellow at the Center for Digital Business at the Sloan School of Management at M.I.T. The idea-production process, according to Mr. Schrage, will continue to shift away from the centralized model epitomized by large corporate labs, going from “proprietary innovation to populist innovation.”
How to Manage Outside Innovation
The leading question
Should companies organize outside innovation through collaborative communities or competitive markets?
Findings
* Communities are useful when an innovation problem involves cumulative knowledge, continually building on past advances. Markets are effective when an innovation problem is best solved by broad experimentation.
* In general, communities are more oriented toward the intrinsic motivations of external innovators (the desire to be a part of some larger cause, for instance), whereas markets tend to reward extrinsic motivations (such as through financial compensation).
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- Communities are useful when an innovation problem involves cumulative knowledge, continually building on past advances. Markets are effective when an innovation problem is best solved by broad experimentation.
- In general, communities are more oriented toward the intrinsic motivations of external innovators (the desire to be a part of some larger cause, for instance), whereas markets tend to reward extrinsic motivations (such as through financial compensation).
The leading question
Should companies organize outside innovation through collaborative communities or competitive markets?
Findings
Markets or Communities? The Best Ways to Manage Outside Innovation
According to Harvard Business School professor Karim R. Lakhani, Boeing's approach is an excellent example of how not to manage external innovation. The right way to do it is the subject of an article in the current issue of MIT Sloan Management Review by Lakhani and collaborator Kevin J. Boudreau (London Business School), "How to Manage Outside Innovation" (free registration required).
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The solution then is to connect with external innovators and invite them to participate with you on your critical problems. Of course, the Internet and the massive reduction in communication and computation costs have made accessing external innovators a much easier task than what was possible 10 or 15 years ago
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More practically, working with outside innovators does not mean that all the "keys to the kingdom" have to be given away. Instead, firms can become intelligent about selectively revealing core issues in ways that their IP is protected. Firms like Procter & Gamble and IBM have learned to do this—others can learn as well.
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Graphic of the week: McKinsey's model for decision making on prize-based (open) innovation
McKinsey & Company has recently published a report with the title "And the winner is..." reviewing the current academic and business literature on prize-based innovation. The report is also partly based on a number of case studies from companies and governmental organization practicing such strategies in different forms.
Disney Crowdsources Its Own Company
I know what you’re asking: “How can you crowdsource your own company?” Well, in this case I’m referring to the fact that once a year, Disney (DIS) puts out a call for product ideas to its entire consumer products division of 12,532 employees, which includes Fashion & Home, Toys & Electronics, Food, Health & Beauty, Stationery and Publishing. That means sales, communications, and other non-inventing divisions get to participate. It’s what they call the “Big Idears” contest. For the first time, one of these ideas is coming to the mass market…
Crowdsourcing: What It Means for Innovation
Some have predicted that crowdsourcing is the future of the marketing, advertising, and industrial design industries. The phenomenon, they argue, will accelerate creativity across a larger network.
Others, meanwhile, have predicted this practice of opening up a task to the public instead of keeping it in-house or using a contractor will be the demise of those businesses because of the downward pressure on prices. If LG crowdsources a new cell phone design on CrowdSpring for $20,000, as it did recently, what happens to the old model of paying a design firm millions of dollars for the same project?
So which is it? Does crowdsourcing represent the beginning of the end of creative organizations? Or does it herald the beginning of something bigger and transformational for those agencies—and for business in general?
Emergent outcomes
With a social infrastructure in place, a company will manage its resources with best efforts to produce intended, or expected, outcomes. In addition, the transformation will produce emergent outcomes. Doing business differently will produce different results: product breakthroughs, process improvements, and broader interpersonal connections.
Crowdsourcing? Try expert sourcing | Between the Lines | ZDNet.com
In other words, crowd sourcing can get you the idea, but it can only go so far. Companies need to think about rallying experts to actually execute on various concepts
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