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Ideas for the measurement of Enterprise 2.0 effects
As from the common practice of working with this model they have added a input level to the diagram that discribes the denominator of the classical ROI formula in terms of costs for the Intranet management. “Output” describes the produced content by the input - in quantity, frequency, reach & actuality, comprehensability & usability. “Outgrowth” explains the perceived messages from Intranet output - measured for example by the knowledge about the contents of the distributed messages/information. “Outcome” indicates the effects from the “outgrowth” in regards to the changed behavior in terms of participation in any Intranet services. At the top of the model “outflow” pictures the business effects of the changes in behavior.
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At this point I would like to focus on the part of “information management & distribution” as this is a precondition for the impacts on collaboration and also seen as the more difficult part to measure.
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While the GPRA is nowadays not differentiating between level 2 & 3 and therefore proclaims only a three-level model (output / outgrowth & outcome / outflow), for a further discussion on how Enterprise 2.0 is effecting the business value a differentiated four-level model would be more suitable
Critical success factor analysis as a tool for strategy execution « Enduragement
This is how it basically goes: Split any of your critical success factor in to three parts: 1) Assets needed to manage the factor, 2) Capabilities - people - needed to execute the factor and 3) Systems (not IT) needed for managing the business process of that particular critical part.
Mapping Your Corporate Strategy — HBS Working Knowledge
A strategy map provides a visual representation of the organization's strategy.
Vendre !: Pas de jeu sans enjeu
La vente de biens immatériels comme par exemple des logiciels d'entreprise (business-to-business ou B2B) comporte une difficulté majeure : connecter l'acte de vente au métier de l'organisation cliente.
Traduction de la vision stratégique du dirigeant et des valeurs de l'organismes en termes compréhensibles et exécutables
Vous l'avez maintes fois exprimés dans vos commentaires, après avoir formulé la vision stratégique et les valeurs, qui la sous-tendent, reste traduire ceci en termes compréhensibles par tous et exécutables.
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