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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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"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.
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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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"To stay competitive, organizations need to continually find opportunities for innovation in key processes such as customer service and product development, and adoption of a new process almost always requires the implementation of new information technology. In his 1990 classic HBR article "Reengineering Work: Don't Automate, Obliterate," Michael Hammer argued that IT must drive radical process innovation.
Unfortunately, this creates two problems. First, as Hammer argued, these large investments in new IT systems tend to deliver disappointing results, largely because companies tend to use technology to mechanize old ways of doing business. That is, they leave the existing processes intact and use computers simply to speed them up, rather than redesign them from scratch. "
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Second, they don't take enough advantage of the innovative abilities of their people themselves. Employees often feel victimized rather than energized by the changes.
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The best way to solve both of these problems — and make innovation efforts stick — is not to impose a new process or technology system, but rather have front-line employees drive the change.
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"To that end, now for the new information security study results. The new IBM study reveals a clear evolution in information security organizations and their leaders, with 25 percent of security chiefs surveyed shifting from a tech focus to one of a more strategic business leadership role.
In this first study of senior security executives, the IBM Center For Applied Insights interviewed more than 130 security leaders globally and discovered three types of leaders based on breach preparedness and overall security maturity."
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Security seen as a business (versus technology) imperative: One of the chief attributes of a leading organization is having the attention of business leaders and their boards. Security is not an ad hoc topic, but rather a regular part of business discussions and, increasingly, the culture.
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"When P&G’s IT sleuths investigated why the company’s computers were running so slow, they found something surprising:
More than 50,000 YouTube videos were being downloaded from company computers every day. Along with watching videos, P&Gers were listening to 4,000 hours of music a day on Pandora, the personal playlist Web site."
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Social websites can slow productivity, soak up bandwidth and threaten the safe flow of corporate data, says Steve Feller, a steering committee member of The Circuit, a local IT professional group.
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P&G has not blocked YouTube or Facebook, which claims more than 500 million users around the world. The company uses both of those sites for marketing its brands and for internal and external communications.
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"In many companies, the relationship between IT and business leaders is a very troubled marriage indeed. Miscommunication is rife, leaving executives struggling to figure out what's working for the company, what's not, and how to improve the situation. Can a marriage like this be saved?"
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The first step in fixing the situation was to understand exactly what IT costs and performance really were, not just what they seemed to be.
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The key in bridging the gap is for IT leaders to explain clearly the reasoning behind saying "no." If they give the business side enough insight, future requests might even be more reasonable.
"Arnaud Gien-Pawlicki, responsable recrutement France de la DRH de l’Apec, détaille les compétences indispensables à la fonction RH telles qu’elles se dessinent aujourd’hui, et relève les tendances majeures des prochaines années."
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Il s’agit par exemple de gérer le décalage entre les directeurs opérationnels, centrés sur la performance à court-terme, et la vision long-terme impliquant l’employabilité des collaborateurs et l’adaptation de leurs savoir-faire
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L’avènement de l’entreprise 2.0 collaborative se fait encore attendre, mais le DRH peut d’ores et déjà faciliter la coopération.
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"Près de trois DSI sur quatre (72%) se disent d’accord ou tout à fait d’accord avec la crainte que leurs directions des entreprises considèrent le Cloud comme un moyen de se passer de leurs services. C’est ce que révèle une enquête réalisée par le cabinet Forrester Research auprès architectes et administrateurs d’infrastructure d’entreprise aux Etats-Unis, en Europe et en Asie-Pacifique et commanditée par BMC Software. Pour 81 % des responsables interrogés, l’élaboration d’une stratégie Cloud globale doit être l’une des grandes priorités de l’année à venir "
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En Europe particulièrement, qui compte pour 34 % du total des réponses :
- 73 % des sondés sont d’accord ou tout à fait d’accord avec le fait que leur entreprise considère le Cloud public comme un moyen de contourner leur service informatique.
- 65 % dans la même région à se dire d’accord ou tout à fait d’accord avec le manque de contrôles de sécurité des services Cloud publics. -
Sans surprise, la réduction des coûts est la priorité numéro 1 des services informatiques pour les douze prochains mois, la simplification étant la stratégie envisagée en premier pour réaliser des économies.
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"Race Against the Machine deserves praise for jump-starting an important discussion about the effect of technology on our economy. As the authors point out, the impact of computers and information technology has been largely left out of most analysis regarding causes of our current unemployment woes. This book, therefore, is an attempt to “put technology back in the discussion.”"
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A human-machine combo has the potential to be much more powerful than either a human or machine alone. So therefore it’s not simply a question of machines replacing humans. It’s a question of how can humans and machines best work together.
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Moreover, as I’ve written about before on this site, the human-machine partnership can sometimes be less than the sum of its parts.
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"The last few months have seen a spate of end of year surveys and forward-looking prediction reports that examine the workplace ‘digital transformation’ to a more collaborative work environment with greater worker mobility. Below, I have captured some of the report highlights, providing links to the studies that can be accessed online."
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88% of executives report employees are using their personal devices for business purposes today.
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Very few executives (just 20%) believe that allowing personal computing technologies in the workplace will benefit recruitment and retention efforts for younger workers.
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"es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance"
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Pour ceux qui ne se souviennent plus, le management scientifique, c’est « Breakdown and Specialize », « je décompose et je spécialise »
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La complication peut être attaquée par la réduction. La complexité, ce sont tous les liens qui font que l’on ne peut plus réduire. Dans le monde du 21ème siècle, on va devoir travailler autrement, on va devoir passer du compliqué au complexe.
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"les DSI cumulent de plus en plus de missions, avec récemment celles de séduction, d'embauche et de fidélisation des employés. Sont-ils en train de devenir des DRH ?"
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En deux mots, les employés ne sont pas satisfaits des mesures prises par leurs DSI en termes de mises à disposition de terminaux.
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st-ce que la technologie est un facteur attractif pour travailler dans une entreprise ? C'est sans surprise que 72% des français répondent oui
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"Quelles tendances devraient, en 2012 et au delà, changer la vie des DSI et des utilisateurs ? A cette question qu'il pose chaque fin d'année, le Gartner répond d'une manière très inhabituelle."
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En 2015, les services de cloud à faible coût seront cannibalisés (jusqu'à 15 %) par les spécialistes de l'externalisation.
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En 2013, la bulle des investissements pour les réseaux sociaux des consommateurs va éclater, celle formée sur les logiciels de réseaux sociaux d'entreprise suivra en 2014.
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"Depuis son origine la DSI a été pensée sur un modèle de solidité, de sécurité (voire parfois de fermeture) et de long terme.[...]Mais force est de constater qu’en 2011, dans un environnement économique de plus en plus ouvert, toujours plus incertain, demandant plus de réactivité et où la technologie est au premier plan de l’innovation, ce modèle butte sur certaines limites. Et la gouvernance n’est pas toujours une garantie de bien faire. "
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l’innovation à la DSI doit aussi se penser en termes de refonte de son business modèle et pas uniquement en innovation technologique ou intégration de la technologie dans les processus métier comme cela a été abordé en partie 1.
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"One thing that stands out for me from this dialog is that business objectives such as cohesive strategies, phased adoptions, and cross-domain political reformation are intersecting with the idea of the “Internet” in the form of cloud computing, Web 2.0 application ecosystems, and mobility. What results is a complex set of patterns -- something like an abstract mosaic. "
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To clarify: End values may sound rather bland or clichéd. Examples include things like cost-effective service delivery, business alignment
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enabling values sound flashy and get a lot of media attention -- cloud computing most of all, right now. But cloud is not the “endpoint of a journey” so much as a catalyst. Cloud, Web 2.0, and other Internet-related technologies are helping to transform the role of IT to that of a broker of services rather than a back-office purveyor of technology.
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"New research just released by Capgemini/MIT reveals that two-thirds of global enterprise companies are failing to evolve into digital enterprises. According to the report, people and culture are the biggest barriers to digital transformation."
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slick marketers have brainwashed senior execs into thinking that the path to digital transformation is a disruptive, revolutionary path, rather than an evolutionary process.
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If the IT marketing people are to be believed, senior execs need to rip out their existing mission-critical tools like email and documents, and replace them with relatively unproven technologies such as blogs, wikis, and allied next-generation tools.
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"In today’s increasingly dynamic business environment, organizations must continuously adapt to survive. Ironically, change management has become a major bottleneck. Inefficient offline reviews are disconnected from daily operations and unresponsive to evolving requirements. Organizations’ need a practical mechanism for managing controlled variance and change in-flight to break the logjam."
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The more flexible an organization’s systems infrastructure, the better it can support desired or necessary change
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The last forty years of mainstream business computing brought tremendous efficiencies through standardization, but this was predicated on relatively static models of processes, data, and capabilities.
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" Don’t look now, but many company employees are turning off their company-issued laptops and BlackBerrys. They prefer to use their personal devices—sleek, mobile and intuitive—rather than the company-sanctioned technologies perceived as outdated and hard to use. "
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tendency of managers—especially younger ones—to bypass the big enterprise systems by using spreadsheets and cloud-based apps to operate their business functions
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The IFS study shows that there’s a disconnect between the way software behaves in employees’ personal lives and the way it behaves in corporate America.
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