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"When I worked for IBM, the customer was always right. In today’s column I interview Vineet Nayer, CEO of HCL Technologies, one of the largest I.T. outsourcing firms in the world. Vineet argues that how it got to be one of the world’s largest IT firms is by putting employees first and customers second. Sounds radical, but when he explains, it makes sense."

customerrelationship vineetnayar casestudies hcl management accountability

"Executives tell me their teams make decisions all the time. "Bob," a CEO will say, "I know you think that individuals — not groups — make most decisions. But that's not true. My team and I make lots of decisions together."

In fact, they don't. It's an illusion."

collaboration team teamwork decision decisionmaking accountability

"Pourquivons sur notre série d’article sur la Génération Y et l’innovation Managériale avec L’individualisme. Il est assez fréquent de reprocher à la « génération Y » son individualisme.
Mais qu’entend-on par là ? Il règne une certaine confusion entre « égoïsme », « égocentrisme » et « individualisme »."

generationy management selfishness individidualism humanresources trust accountability

"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?"

IT business costs performance riskmanagement accountability

"When Sam Palmisano retired as CEO of IBM on Dec. 31, it marked the end of one of the most remarkable tenures in corporate history. Over his decade as IBM's leader, he made a number of moves, each instructive, but their power came from their cumulative effect in the transformation of a good company back into a great one."

management leadership strategy sampalmisano lougerstner organization empowerment casestudies accountability values

"La gouvernance de l’information, c’est un peu comme l’entreprise 2.0 (et ce n’est pas un hasard) : on en parle beaucoup, mais on la “réalise” peut être un peu moins !

La gouvernance de l’information est un élément indispensable à la construction de l’entreprise de demain car elle est déterminante pour la CONFIANCE.

Pour beaucoup, la gouvernance a été jusqu’alors une stratégie de défense, de protection et les mises en oeuvre de solutions ont été principalement faites pour répondre à des litiges !
C’est peu dire que la gouvernance n’est pas encore directement “intégrée” dans notre quotidien !"

governance informationgovernance decisionmaking enterprise2.0 socialbusiness roles accountability responsibility quantification risk riskmanagement

"To unleash the creative potential of teams, HR leaders must help set a solid foundation, provide insights so team members can successfully cope with differences and coach team leaders on positive ways to approach the collaboration so the team will be high-performing, "

team teamwork collaboration performance humanresources leadershup support culture planning trust accountability

"HR and learning and development (L&D) have come in for some serious criticism over the years, in terms of value for money. If I felt they needed defending I would suggest that managing people in organisations is a much more complex affair than most operational managers realise or are prepared to admit. Certainly HR administration can become very costly if not managed well."

humanresources learning intangibleassets knowledge accountability audit

"The news that Cisco is dismantling its unique structure of councils and boards to reduce bureaucracy presents a cautionary tale and an insight into the true meaning of teamwork and collaboration in organizations."

cisco casestudies councils communities boards organization management hierarchy teamwork accountability resourceallocation

". Everybody knows there are downsides to management-as-usual, but are they any alternatives? We can dream about organizations where employees eagerly challenge their superiors, where honesty trumps deference and where the pyramid has been turned upside down—but then again, we can also dream about world peace and cold fusion."

democracy management accountability HCL management2.0 evaluation

"Cette pesée des postes revient à formaliser : comment le travail s’appréhende, se structure et se valorise dans l’entreprise. Jon explique très bien comme la méthode Hays fonctionne (les autres comme TowersPerrin sont très proches au final).

Sa démonstration met en valeur que ces méthodes qui datent des années 50 ou 60 ne savent pas appréhender les transformations apportées par l’économie de la connaissance à l’heure de l’entreprise 2.0. Elles ont toutes une vision héritée de Taylor. La structure hiérarchique des organisations est le reflet d’une conception hiérarchisée des compétences et des responsabilités."

workmeasurement jobevaluation enteprise2.0 accountability problemsolving humanresources2.0

Workers of the world, go remote!

During this time of economic crisis and reinvention of global capitalism, one of the things crying out for reinvention is the rigid workplace of the last century. It is amazing in the digital age that most work is still associated with industrial age work rhythms and the symbolic chains that tie workers, knowledge and otherwise, to fixed locations. Flexible workplaces with flexible hours and days are long in coming.

telecommuting flexibility webworkers worklifebalance technology accountability collaboration remotework

If an organisation is only focused on outcome-based accountability can it thrive in more active or random environments? It seems that most markets and socio-economic structures are becoming more chaotic - just try to predict the price of gas for next month. Re-framing the concept of accountability is an important conversation to start with HR professionals and executives.

accountability organization humanresources learning

First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.

The bad news? Very few of those companies are executing that strategy successfully.

talent talentmanagement accountability strategy humanresources

In developed economies today the most important factors associated with corporate competitiveness and growth are invisible. These intangible assets – collectively called intellectual capital – range from staff and management skills, software, R&D, brands and patents all the way to strategies, processes, and relationships with suppliers and customers. Yet despite its paramount importance, intellectual capital is still neither reported by companies nor valued by capital markets systematically and broadly.

The current state of accounting for a company’s assets, developed over centuries according to evolving economic needs, is not synchronised with today’s economic reality. If this less than full treatment of intellectual capital is continued, the associated adverse effects could be far-reaching: the cost of capital could remain inadequately high for many companies (particularly for those innovative, highly knowledge-intensive ones), investors and lenders might risk missing out on potential opportunities, and the economy on potential growth.

accountability intangibleassets intangible intellectualcapital

So the difference here is really one of time: with the Internet, problems sprout up and spread quicker than ever; but solutions are still handled by us slow (but thoughtful) real people.

We live in a dangerous world these days, where "intelligent" algorithms determine for us what is real and what should be trusted. Should Google be held accountable for this? Should they fix their news algorithms so that they are forced to verify stories and information?

information control google unitedairlines bloomberg trust accountability

Enterprise 2.0 and web 2.0 environments may have their differences, but trying to veil transparency isn’t going to do any good. We also have to work at generating network effects, we need to encourage and facilitate participation, and lastly we need a way to measure or value an individuals social productivity. This can all be helped by reviewing job descriptions, corporate strategies, and job evaluations to include or encourage social participation.

enterprise2.0 web2.0 accountability measurement productivity socialnetworks

1. How does one put a value on the value of knowledge?
2. What do you call it after you recognize that knowledge in your enterprise has value?
3. And how do you use knowledge as opposed to indiscriminately discarding it as an asset?

knowledge knowledgeeconomy value accountability productivity intangibleassets knowledgeworkers

It looks like we still have no software in the enterprise to make the people accountable

What features do we need?

problem lifecycle management problemsolving PLM accountability

In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That's the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.

adoption collaboration brp valuechain ownership accountability hierarchy