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Maximizing Business Value from Enterprise 2.0 through Fun & Motivation
"I am a strong believer that organizations, should focus and facilitate the use of these tools in order to maximize organizational benefits. To drive value, I've often referred to the engagement factors and in this post I wanted to focus on ons of the factors, "Motivation".
How do we address motivation? Do we adopt the "build it and they will come" approach? No. But what about Wikipedia? it seems like complete "self-organization" has made it successful. But consider that only 1% of the people who visit Wikipedia actually contribute content. That's alright with a population set of the world, but 1% of your company may not be enough and if you have specific objectives you may need to motivate others to participate"
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In fact, bigger incentives causes worse results for cognitive tasks.
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Fun, as a design principle shouldn't be overlooked as it impacts the application design from look and feel, through context, content and process. It also should be addressed when designing events leveraging social computing technologies
Leaders: Listen to Your Salespeople!
Your best salespeople possess vast knowledge about how to connect with and motivate people - and perhaps take the company to the next level. But they rarely get to share their knowledge with senior managers. As a practitioner and student of business-to-business selling for more than half a century, Clif Reichard has learned to translate sales knowledge into leadership knowledge. This post is one in an occasional series.
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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KM and HR: Siamese Twins?
I've previously pondered over how we could possibly work with HR to ensure success for KM and can perhaps summarize some of the key points as follows: (I am assuming that the points below represent key components in HR strategies)
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Hire people with at least an average KM quotient
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Encourage informal learning mechanisms
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What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
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Consider the brands who have tried to execute initiatives using social technology. The old 80/20 rule applies. 80% or more fail while 20% succeed. Why? Because 80% consider a Strategic 2.0 plan as a marketing initiative rather than a plan to transform the entire company into a “connected” organization 2.0 which leverages a Strategic 2.0 plan. Execution 2.0 requires a total organizational transformation.
« Les indicateurs de performance ont des effets pervers parfois coûteux pour l’entreprise »
Maya Beauvallet, économiste et maitre de conférences à Telecom Paris-tech, démontre exemple à l’appui, comment la multiplication des indicateurs de performance et des dispositifs d’incitation peut aboutir à la démotivation. Explications.
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Mais tout déraille lorsqu’ils cherchent à évaluer la performance individuelle des salariés et servent de base pour obtenir des primes. Les entreprises ne doivent pas piloter qu’aux instruments. Le manager doit gérer et transmette un esprit d’entreprise. Il faut changer les relations humaines et ne pas manier que la carotte et le bâton
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Il faut que le groupe soit homogène, que tous ses membres aient un niveau de production équivalent. Sinon l’employeur obtiendra l’effet inverse de ce qu’il escompte : les moins bons se reposent sur les meilleurs et la productivité moyenne baisse forcément
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La performance commerciale, une histoire d'argent ou d'amour ?
Alors, pour développer le business dans ces temps difficiles, David nous confirme qu'il n'est pas nécessaire d'apprendre aux collaborateurs à vendre, ni de monter les enchères sur les primes.
Il faut, au contraire, trouver, partner par partner, manager par manager, quel type de business le passionne, quel type de client il a profondément envie de servir.
Car avec la passion, on le sait tous, on fait des miracles.
Entreprise 2.0 + Télétravail 2.0 = Entreprise 3.0 - TeCoMan : La collaboration electronique au service de l'agilite des organisations.
Il n'y a que 7,4% de télétravailleurs en France (contre 15% en moyenne en Europe du Nord [5] et 25% aux USA [6]), dont 5,4% en nomade et 2% à domicile [7], malgré l'implication des partenaires sociaux pour augmenter leur nombre.
Pourtant, les entreprises qui l'ont expérimenté énumèrent tous les avantages associés :
- Amélioration de la qualité de vie des salariés (selon les étude, 46% [8] à 60 % [9] des salariés en rêvent),
- Economies réalisées pour les collaborateurs (à minima sur les transports) et pour les entreprises (par exemple sur les surfaces de bureaux nécessaires),
- Productivité augmentée de 20% [10],
- Plus de motivation et moins de stress,
- Compétitivité accrue via une augmentation de la flexibilité,
- Attractivité renforcée de l'entreprise, voire sauvegarde de l'emploi,
- Allègement des charges fixes, réduction de la pollution,
Social media can drive employee engagement
When your employees know that your customers hate your company it can turn any work place into a toxic cesspool of dissatisfaction. Who wants to work for a company that is always seen as doing wrong and having to justify oneself?
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By using social media you break down the wall, or at least punch holes in it so people can see through, remember to succeed with social media you need to act like a human, not a corporate robot. Below are my thoughts on how using social media will effectively addresses each one of Hertzberg’s motivation factors.
Something about Team Work
There is something about team work which is important in the society today. I glanced through the other day, on a newspaper article, regarding how workers nowadays do not need to be micro-managed. Instead the managers is suppose to provide room and space for the worker to enable them to demonstrate their ability and facilitate their creative thinking to be brought into an organization. Often time, the idea provided by this empowered workers may turn out to be one of those that has the most impact to the organization.
Managing Your Employees' Self-Interests - Harvard Business Online's Marshall Goldsmith
In this "free agent" world, professional-level employees seem more self-centered than ever before. How should their leaders deal with this change?
Corporate Social Responsibility Efforts Are Recognised By Employees
Corporate Social Responsibility Efforts Are Recognised By Employees
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