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Bertrand Duperrin's Library tagged → View Popular, Search in Google
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1. All ideas compete on an equal footing.
2. Contribution counts for more than credentials.
3. Hierarchies are natural, not prescribed.
4. Leaders serve rather than preside.
5. Tasks are chosen, not assigned.
6. Groups are self-defining and self-organizing.
7. Resources get attracted, not allocated.
8. Power comes from sharing information, not hoarding it.
9. Opinions compound and decisions are peer-reviewed.
10. Users can veto most policy decisions.
11. Intrinsic rewards matter most.
12. Hackers are heroes.
"A high number of common best practices have naturally emerged. Here are 10 of them :"
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Fabrice Poireaud-Lambert showed a very interesting 4 axis graphs (Organization and HR / Competencies / Methods and Tools / Culture and Behaviors) that LdE used to evaluate the change factor of such a project on the enterprise scale. They reached a 12/16 value which is pretty high.
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Executives support for project involving change of such magnitude. Big changes project need legitimation. The reason : without strong leadership and executive support, the project is a lost cause against managers who have day to day budget and objectives.
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"How do you decide what cause or causes to support? You have essentially two alternatives for this internal process: top-down or management-driven, and bottom-up or employee-driven. What are their pros and cons for you as a company? What’s the optimal way to decide on the direction of your strategic cause marketing?"
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Strategic alignment with a cause relevant to your business benefits your company, as it creates a consistent affiliation with the cause in the minds of your stakeholders, including your employees. A company-wide cause allows employees to feel a part of something bigger than themselves, and focuses everyone’s effort in a single direction
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The top-down decision-making process comes with drawbacks. By default and most importantly, it excludes employees from having a say in your company’s community involvement.
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Those trying to read the tea leaves about Enterprise 2.0 these days can see that the software at least has arrived in a bare majority of companies, even if it’s just Facebook or Twitter across the firewall. Genuine adoption and meaningful integration into business processes has certainly happened in a number of organizations, but is still the edge case today rather than the rule. That’s not to say the current case studies aren’t reporting gains, they generally are. But the message here is that many enterprises are now actively in full contact with the social computing world, whether they want to or not, and now it’s time to understand how to deal with the benefits and issues.
Significant changes are taking place in management and especially project management today. We hear that organizations, like the New York Times, Tribune Co., Ernst & Young switched from the so-called top-down management style to bottom-up management. Others, including some of the world’s biggest corporations, such as Toyota and IBM, implemented bottom-up management style elements in some of their departments. The popularity of the bottom-up approach to management is growing. In spite of this fact, the discussions about the two major approaches are still hot. Why have organizations become so anxious about changing their management style? If we compare the two management approaches, the answer to this question will be clear.
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. Team members are invited to participate in every step of the management process. The decision on a course of action is taken by the whole team. Bottom-up style allows managers to communicate goals and value, e.g. through milestone planning. Then team members are encouraged to develop personal to-do lists with the steps necessary to reach the milestones on their own.
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These methods include are Enterprise 2.0 technologies – wikis, blogs, social networks, collaboration tools, etc. They come into organizations and change the original way of executing projects. They turn traditional project management into Project Management 2.0 and bring new patterns of collaboration, which are based on collective intelligence. Collective intelligence is a collection of valuable knowledge from different fields that each project team member is an expert in. This knowledge is now successfully collected and shared shared in a flexible, collaborative environment brought by second-generation project management software. The project manager is the one to conduct the work of his team and choose the right direction for the project development, based on the information received from the individual employees.
Head over to Open Enterprise 2009: Charlene Li Interview and hit play (Or watch it directly here with the embedded link shared below) for an entertaining exchange of some of the following ideas:
1. On Leadership
2. On Bottom-up or Top-Down (This is something I will be blogging about it, too, to share some further insights on the topic)
3. On the Power Shift as Cultural Barrier
4. On Tools
5. On Blogs
6. On 10 Years Ahead
Instead of the standard “org chart” with a CEO at the top and employees growing down like roots, turn the whole thing upside down. Employees are at the top — they’re the ones who actually get stuff done — and managers are underneath them, helping them to be more effective. (The CEO, who really does nothing, is of course at the bottom.)
Si vous gérez l’intranet et l’introduction d’outils Web 2.0 dans votre organisation et en particulier la couche de «business social software», désolé les ami(e)s mais le «bottom-up« et le «patchwork organique» ne fonctionnent pas… «Bottom-up can’t be managed» comme disent nos Voisins du Sud. Vous êtes surpris ? Pas très 2.0 comme attitude non ? Faut être réalistes ici. Monter une stratégie d’intégration de tous les outils technologiques qui composent le coffre à outils d’une stratégie «entreprise 2.0» ne peut attendre l’intégration organique surtout avec un budget et des échéances à gérer…
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