- 723enterprise2.0,
- 499management,
- 386collaboration,
- 289innovation,
- 271humanresources,
- 253socialmedia,
- 252adoption,
- 240web2.0,
- 235socialnetworks,
- 232communities
"While collaboration platforms are increasingly attractive to enterprises, most people still don’t know how to use them at work.
After a brief introduction, individuals are quick to understand the concepts: the power of networks, the potential for shaping their reputation, the extraordinary commercial possibilities.
But they struggle with what they should actually do."
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The last thing anyone wants is Yet Another Communications Channel.
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it’s important that collaboration and contribution is in line with the work people do every day
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"Selon une étude réalisée par le cabinet Millward Brown pour Google et présentée le 15 mai, les cadres estiment que les réseaux sociaux leur permettraient d’améliorer de 20% la productivité dans leur entreprise. "
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Le gain de temps se ferait donc en évitant des déplacements pour rencontrer des collègues ou des clients, en envoyant et lisant moins d'emails ou encore en limitant les réunions internes.
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Seul 1/3 reste plus sceptique. "Selon eux, ces activités sont chronophages et pas suffisamment sécurisé"
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"Les DRH ont un rôle clef à jouer dans la transformation numérique des entreprises. Elles doivent positionner les usages et l’acculturation au centre des réflexions et projets numériques."
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- les éléments formalisés, bien-sûr comme la stratégie ou la structure des organisations
- mais aussi les sous-jacents informels comme l’identité ou la culture (les cultures ?) de l’entreprise.
La DRH constitue un poste d’observation idéal pour appréhender la nature systémique de l’entreprise, en prenant en compte tout ce qui en fait ses particularités :
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La révolution numérique n’aide pas le monde à être moins incertain. Mais une utilisation en pleine conscience des outils, des concepts, des transformations qu’elle apporte permet d’en tirer tout le potentiel.
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"The hierarchical organization is built on a concept of mass replication. Taylorite in its origins, the idea is to create replicable jobs.
The actual qualities of the incumbent are far less important than that they simply do what the position demands. These, in turn, are collected under managers.
The organization represents the elements of the design: the sub-assemblies of a machine.
Grafted onto this base are the knowledge worker functions. "
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But knowledge work does not work well based on position.
It depends far more on the qualities of the person doing the work, the background they bring to the task.
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What this means is that we can turn the specialists we hired into people who are a little more generalist in nature, capable of working outside their normal domain.
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"It is important to clarify the type of collaboration you are talking about. Although the different types are not black and white, there are fundamental differences. Why is it important to clarify?
It influences the coherence of your whole digital workplace, in particular your entry point strategy.
It will reduce conflict among digital teams and bring understanding of how different pieces fit together to serve the people.
To some extent, it impacts the roles and scopes of members of the digital teams. It partially answers the question of “who is in charge of what”."
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Team collaboration - probably the oldest sense of “collaboration” This refers to designated people working together on a project with deliverables and a timeline. This has long been part of what organizations do.
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Most large organizations have long-established communities of practice for their support functions: finance, IT, communication and HR. Finance is almost always the leader because companies need to consolidate figures across the organization
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"Social media, then, can help you become a better B2B sales professional, even helping improve sales. Understand how to use social media to your advantage in the highly competitive sales industry."
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Social customer research management, or CRM, refers to a business’ ability to interact with customers using social media. Social CRM is a must for sales professionals. Through social media, you can find out what your customers like about your product or service and what they find is lacking.
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businesses managing social media pages, you can research your clients in just one click. Regular visits to your clients’ social media pages can give you a wealth of knowledge about the business. What are their customers saying? What needs does the business have? How can your business help theirs?
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"The words "risk management" usually evokes less subjective, more data-driven pursuits. But data and objectivity can only get you so far. Philosopher Karl Popper famously proposed that to be scientific, a theory had to be falsifiable: that is, it had to make predictions that could be tested and possibly shown to be wrong. Popper spent a lot of time thinking about this definition of science and the burgeoning science of probablility, which he called propensity."
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To navigate such unquantifiable hazards, then, you need to make judgment calls. And that's where argument (or discussion, or conversation, if you prefer) comes in. You want diverse, even opposing viewpoints. You want to manage their interactions in a way that allows the quieter, less-senior, less-predictable voices to be heard. You probably do want to accord different weights to the arguments of different people, although deciding how to do so (past track record? clarity of argument?) is hard.
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In any case, it should be clear that you don't want to just let the loudest voices win.
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" It was until recently that I started focusing around the business value of Enterprise Social that it hit me. Most people talk in jargon and have very little insight into what the underlying business problems are that they are trying to solve. Don’t get me wrong, they know their business problems, but in most cases haven’t connected the dots between problem and solution. Why? Because it takes a lot of analysis and thought to develop that understanding and most of us lack the time to do it."
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Does it mean that we should all be working with each other on everything? If that’s the case, we need to understand that collaborating usually slows things down because it involves scheduling and interacting aligning expectations and establishing a method for collaborating.
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What I think people expect when they want improved collaboration is to work with each other to get better results and do it faster.
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"During the course of our lives, learning becomes detached from creating experiences and getting feedback. And so it turns from fun to a dreadful exercise with often devastating results: the knowledge taught is forgotten pretty quickly, with the whole education effort becoming a waste of everyone's time. In the corporate world this can be costly, and if you don't know how to use the tools properly or effectively, work becomes more inefficient, expensive and possibly even dangerous.
Which leads me to the following questions:
How can we make training more fun, add rich experience and gain feedback?
How can we enable trainers to add these elements to their materials?
Why is training separate from work rather than embedded into it?"
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Teachers were among the first to realize that a playful approach works wonders when it comes to getting students to be more active in the classroom environment. And it wasn’t just teachers: parents also saw the merits of gamified learning. Embedding the material in a larger story, giving kids a mission, providing feedback by appending stars and stickers, encouraging kids to collaborate, and many more techniques that we find from game design helped to get kids going, have more fun, be more curious and make the content more memorable.
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Which brings me to a rather heretical question: when it comes to the workplace, why do we even use classrooms at all?
Why not embed learning into the workplace instead? Why do we ask employees to attend week-long classroom sessions to learn new skills, when most of their new-found knowledge often evaporates by the time they get home? Instead, why not make the workplace itself into the classroom environment and every work interaction a learning experience
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"En cette rentrée, une interrogation de fond émerge des yoyos économiques et politiques européens et des révolutions arabes aussi improbables que bien réelles. Cette interrogation peut se formuler de la manière suivante : la problématique de l’accès au savoir est totalement bouleversée. 95% de l’information est disponible en accès libre. Elle est disponible de partout et en temps réel. Les outils et la technologie la rendent parfaitement mobile. La vitesse d’échange ne laisse plus forcément le temps du recul et de l’assimilation. La difficulté n’est plus l’obtention de l’information, mais le discernement de l’information utile, voire de l’information vraie."
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Le temps de l’information ne correspond plus, comme pendant des millénaires, au temps de la connaissance. Car le temps de la connaissance, immédiatement dépendant du fonctionnement de l’être humain et de sa « nature », ne s’est nullement accéléré
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Mais les conséquences de la distorsion avec la connaissance individuelle et collective lui ont totalement échappé, alors qu’elle impacte aujourd’hui le cœur de l’activité
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"The short answer is that no one's got enterprise collaboration all figured out yet, owing to the dizzying array of platforms (SharePoint, Google Sites, Drupal, Yammer, LotusLive, Salesforce.com Chatter, Jive, Cisco Quad), various Web and video conferencing systems, and of course the legacy email, IM, and other platforms. Add to that the varying personal, cultural, and some even say generational preferences. And I think we still do too much thrusting and not enough teasing out."
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So it appears that users are becoming more comfortable with their companies' social collaboration efforts. But pockets of discontent remain, our extensive reporting and research find. F
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current BrainYard columnist Venkatesh Rao made the case that the enterprise collaboration movement had lapsed into something of a "generational war" between advocates of social media tools and advocates of more structured knowledge management tools.
"The list of the world’s CEOs regularly includes celebrities, billionaires, big egos, risk takers, and failures. What it does not include are social media experts; but that’s about to change. When IBM (NYSE: IBM) conducted its study of 1709 CEOs around the world, they found only 16% of them participating in social media. But their analysis shows that the percentage will likely grow to 57% within 5 years. "
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CEOs are changing the nature of work by adding a powerful dose of openness, transparency and employee empowerment
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Companies that outperform their peers are 30 percent more likely to identify openness
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"Advice on how to cope in this “always connected” age is plentiful: How to prioritize work better, manage your time more effectively across different domains of your life, survive email overload and even remedy your smartphone addiction. The trouble is that there is only so much that you can do alone: You can decide to turn off, but that does not mean everyone else will too."
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The trouble is that it is nearly impossible to mandate open dialogue, and even if it emerges, any gains in efficiency that follow will be reinvested in the organization--not your personal life.
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Four years after our first “Predictable Time Off” (PTO) experiment--afternoons or evenings totally disconnected from work and wireless devices, agreed-upon email blackout times, or uninterrupted work blocks that allow for greater focus, for example--72 percent of people involved said they were satisfied with their job vs. 49 percent of their colleagues who were not doing PTO; 54 percent of PTO participants were satisfied with their work-life balance vs. 38 percent; and 51 percent said they were excited to go to work in the morning, vs. 27 percent.
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"Le 16 Mai je suis intervenu à la conférence Webcom à Montréal pour aborder l'évolution du poste de travail en entreprise, tirée par les outils collaboratifs et le développement de l'entreprise 2.0. Un débat intéressant dont je reprends ici en deux parties, les principales idées de ruptures qui ont été discutées."
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Pour faire simple, le soufflé du réseau social interne retombera vite s'il ne permet que de parler de la pêche à la mouche et n'améliore pas l'efficacité de chacun et celle des processus.
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Et c'est tout l'enjeu de l'entreprise 2.0 de développer et mobiliser le capital social, humain et informationnel de l'entreprise.
- 10 more annotation(s)...
"SAP hasn't necessarily set up its StreamWork product as a competitor to Jive's social collaboration software. SAP is actually a customer of Jive, albeit for the software that powers the SAP community website rather than for internal collaboration. However, in terms of getting work done inside an organization, SAP says it is playing a whole different game."
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Six years after the rise of the Enterprise 2.0 concept, organizations are still struggling to achieve the kind of "natural adoption" that social business advocates keep telling us is right around the corner,
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Although applications for CRM or supply chain and procurement are widely employed, they don't necessarily cover the entire process they aim to facilitate.
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"Organizations that allow employees to use their personal devices for work purposes reap the benefits of a more engaged workforce, particularly among the younger generation. But many of those same organizations are trying to simplify and consolidate the systems they’re running in order to save money on infrastructure and software that helps manage mobile devices, and supporting BYOD creates additional, often unseen costs."
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There are several advantages to adopting BYOD policies, most important of which is making the company a more attractive place to work
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. Now, instead of having to manage a single device–for instance, establishing security policies like strong password protection, uploading the appropriate applications based on the user’s role in the company, or developing applications based on a single operating system–IT departments have to manage several different platforms for Apple iPads and iPhones or Microsoft and Android based devices. Even Google’s Android operating system has differences from one device manufacturer to another.
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"Schwartz argues that it's up to individuals and managers to avoid the multitasking trap. But I look at it a different way: ultimately, it's up to institutions to make sure employees are focused. Businesses and government agencies that are serious about improving productivity need to tackle this as an organizational initiative."
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Multitasking workers keep others waiting for their output.
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When managers multitask, even small decisions can take days
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"Génération Y, concept marketing ou réalité sociologique ? Peut-on réellement cataloguer une génération dans son ensemble, en mettant dans la même case un jeune fraîchement diplômé d'une grande école et un autre à faible qualification ? La validité du concept, propagé par des cabinets de consultants qui estiment qu'il existerait un comportement typique de cette génération au travail, est discutée."
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L'appartenance générationnelle n'influence pas le niveau de fidélité du salarié de l'entreprise, qu'on soit de la génération Y, X ou baby boomers. Aucune revue scientifique digne de ce nom n'a publié d'article établissant ce lien.
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a génération Y n'existe pas. "C'est un concept marketing fabriqué par les consultants, explique le professeur en gestion des ressources humaines. Si on interroge les différentes générations sur leurs attentes au travail, la manière dont ils envisagent leur carrière, le rôle de l'entreprise ou encore la façon de se comporter au travail, on ne voit pas apparaître de différences."
- 1 more annotation(s)...
Génération Y, concept marketing ou réalité sociologique ? Peut-on réellement cataloguer une génération dans son ensemble, en mettant dans la même case un jeune fraîchement diplômé d'une grande école et un autre à faible qualification ? La validité du concept, propagé par des cabinets de consultants qui estiment qu'il existerait un comportement typique de cette génération au travail, est discutée.
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