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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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"It is time to rethink. Rather than thinking of organization as an imposed structure, plan or design, organization arises from the interactions of interdependent individuals who need to come together."

organization process structure agility flexibility information

"En général, quand je parle dans mon entourage professionnel de méthodes agiles et de dépasser la notion de satisfaction du client pour l'enchanter ("delight"), cela ne déclenche pas immédiatement un enthousiasme délirant. Pourtant, si l'on est actif dans un métier où le marché est très concurrentiel et l'innovation permanente essentielle pour la survie, alors il est intéressant de se pencher sur ces nouvelles manières de voir le métier du management, et en particulier le Management radical de Stephen Denning, que j'aimerais présenter en quelques lignes ici, en complément d'un billet de François Beauregard."

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"I actually believe there are qualities or behaviors that are distinctly different from business-as-usual and that can help businesses extract value from social media behaviors and technology. To me, they are what define a social business (and, yes, I do mean a business aligned with social media-based behaviors not necessarily a more socially responsible company. This latter definition is important just not my particular focus for now.)

We are a social business. That means we practice what we preach to our clients. There are 5 key behaviors of a social business that we focus on. I would love to hear what others think: "

socialbusiness values collaboration innovation casestudies ogilvy behaviors agility adaptiveness customerrelationship bigdata informationoverload analytics

" Over the last year I've been speaking with many corporate business and HR leaders and have heard a common theme: we need our organizations to be more agile. We need to redesign the organization so we can learn faster, communicate better, and respond more rapidly to change. This quest for the agile organization has changed the nature of what we call a job. "

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" To transform organizations so that they are fit for human beings--more inspiring and engaging and yet just as disciplined and even more productive--we need to understand why promising ideas for improving management developed in the 20th Century--such as teams, empowerment, delayering or innovation--failed to become a permanent part of the standard management repertoire. "

bureaucracy management agility scrumenablement selforganization empowerment customers middlemanagement

"I have been blogging quite substantially about Lean Management lately and I have noticed a common purpose with Agile methodologies (which get me blogging 4 years ago) and Enterprise 2.0 (which has kept my blogging busy for the last 2 years) : they all address complexity and permanent change, the key characteristics of our business world. This is one of the key ideas of the great book by Yves Caseau Processus & Entrerprise 2.0 [FR]."

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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."

lean leanmanagement agility collaboration social socialcollaboration flexibility changemanagement businessprocess IT context

"The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems – Enterprise 2.0 included – there are a variety of benefits:"

enterprise2.0 socialbusiness ROI benefits customersatisfaction agility innovation employeesatisfaction revenue costs costreduction collaboration

"The concept of waste has lately been transferred from manufacturing to other practices such as product development. According to lean principles, when a development project is started, the goal is to complete it as rapidly as possible. In a sense, ongoing development projects are just like inventory sitting around in a factory. Design and prototypes are only valuable when (paying) customers are involved."

LEAN waste processes customer customerinvolvement communication networks agility agilebusiness unpredictability conversations dynamicprocesses dynamicbusiness

"When Jim Highsmith graciously invited me to give the opening keynote at the inaugural Agile Executive Forum in Salt Lake City this week, I had to really sit down and think about what I’ve been working on the last few years, namely social business, as compared the conference theme, agility and business."

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"This has led to a small but growing movement to make the workplace take on this issue, with the premise that traditional, pre-digital work processes tended to have more people directly in the loop, reviewing, editing, overseeing, and so on. Now too often, work takes place in digital silos that greatly reduce the human involvement, fails to capture much of the knowledge at all (something I call knowledge evaporation), and leaves little behind to learn from, build upon, or otherwise reuse. This is because older digital tools aren't nearly as focused on discovery, collaboration, or network effects."

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"Hear Gartner Research Vice President Jim Sinur discuss how case processing addresses today's business drivers. Discover the greatest opportunity for case management and the technologies you can use to develop case-based solutions faster."

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This Solution Offering provides an approach for implementing Enterprise 2.0 that is particularly focused around the impacts of Enterprise 2.0 and its relation to Information Development. 3 Principles drive the approach and help formulate the initial architecture and governance model: collaboration, agility and information-centricity. "

enterprise2.0 Mike2.0 methodology collaboration agility information informationcentricity

"I had the job of closing the event with a wrap-up keynote, the slides for which are embedded below, and my theme was how we move beyond a focus on tool adoption to realise mainstream business value."

enterprise2.0 e20s adoption performance productivity processes technology analytics leadership agility maturity customercentricity sense motivation IT businessapplications

"Maslow’s Hierarchy of Enterprise 2.0 ROI

The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems - Enterprise 2.0 included - there are a variety of benefits:"

enterprise2.0 hierarchyofneeds maslow ROI costs costreduction crm customersatisfaction employeesatisfaction collaboration innovation agility

"With this entry I want to summarize and update what I wrote earlier. I gave a general update on the value of social networks for HR in January 2008 including a presentation I held at our global HR Business Partner meeting. Tonight I will be presenting at an HR sharing event on the relevance of Enterprise 2.0 for HR. Find the slides posted to Slideshare."

humanresources enterprise2.0 performance people work informationflows learning communities innovation agility alumni expertslocation

"Peter Drucker est le premier à définir le Knowledge Worker en 1929. L’excellent David Weinberger (un des terroristes du Cluetrain Manifesto) peut bien dire qu’il s’agit là d’une définition pompeuse, elle n’en reste pas moins prodigieusement visionnaire. Toute sa théorie sur les organisations du XXème siècle est articulée autour de ce travailleur de la connaissance."

peterdrucker management knowledgeworkers participation collaboration emergence agility transparence simplicity trust entreprise2.0 management2.0

Tant et si bien qu’on attend l’étude qui, à l’instar de certains PGI qui plomberait la compétitivité, montrerait que les entreprises qui utilisent Notes sont, dans un monde où il est de plus en plus utile de pouvoir changer de cap rapidement, aussi agiles et insubmersibles que le Titanic.

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