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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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"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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"An idea that is pervasive in corporations in both America and Europe and prevalent in business schools, management journals and textbooks is that the goal of a firm is to maximize shareholder value. It’s prevalent even though leads to unsound management practices. Jack Welch, considered by many to be a leading practitioner of the idea, recognized in 2009 that shareholder value is a result, not a strategy. Worst of all, maximizing shareholder value creates the risk of disruptive innovation."
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They [Apple] can do it because Apple hasn’t optimized its organization to maximize profit. Instead, it has made the creation of value for customers its priority.
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As a result, the transition from shareholder value to customer delight, as well as to the radical management principles needed to support the transition, is now inevitable.
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"Earlier this month I gave a couple of webinars on encouraging user adoption of your social intranet. As long as we’ve been building intranet software and as long as we’ve been going to conferences, the theme of adoption is always present. And for good reason.
This blog post covers some of the ideas about adoption, what it is, why it matters, and how to encourage it."
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“Driving adoption”, by the way, is one of my least favourite expressions. It sounds like driving cattle. Or herding cattle.
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Usage is contextual – it depends entirely on your organization’s goals and the intranet’s purpose.
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"When considering culture change, more than a few of the senior leaders I’ve engaged with say, “You can’t change corporate culture.” I’m not surprised at this belief. Blanchard’s experience indicates that most senior leaders, in their careers, have not lived through successful culture change. Even fewer have led successful culture change."
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- Setting clear performance goals.
- Directing, supporting, coaching and delegating where needed.
- Measuring progress and accomplishment.
- Celebrating progress and accomplishment.
Leaders change the way individuals perform by:
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- Purpose: The reason you in business.
- Deliverables: Your promise of high-quality products and services.
- Culture: Values you stand for and live by daily with stakeholders, peers and customers.
Changing your organization’s culture is no different from changing how your organization performs. It requires intentional definition of, communication of and accountability for your company’s:
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"I also believe that training people on tools puts the emphasis on the wrong things (e.g., which buttons to click), but that training people on new socially-enabled ways of working is paramount.
What business problems do you have that could be solved by collaborating better internally?
What business processes are involved in the cited business problems?
How could you change the way management and employees execute these processes to address the cited business problems?
How will we educate and train management and employees on this new way of working?"
"John Hagel III co-author of the book “The Power of Pull” was invited on stage for a discussion with Dr. Pehong Chen, CEO of BroadVision about how companies are (or are not) adopting of social technologies at the Enterprise 2.0 conference in Santa Clara yesterday. I am a big fan of him and his latest book, so I took notes on how he sees companies resolving these difficulties."
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JH: Most companies are still trying to figure enterprise 2.0 / social business technology out. They don’t know what it is about, nor how to adopt it.
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JH: Companies are most successful when they realize that tech by itself will not achieve anything. Instead, companies have to change the way that they work.
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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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" However, enterprises with several years of Enterprise 2.0 efforts under their belt have failed to reach the tipping point and cross into mainstream adoption of social collaboration . Coincidentally, Dion Hinchcliffe recently noted in The Path to Co-Creating a Social Business, the existence of the fissure with older collaborative channels on one side and the option to voluntarily engage socially on the other. I believe this is a sign post that we must pay attention to and make adjustments or social business could fall deeply into the rabbit hole where knowledge management (KM) efforts of past, already reside. "
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I left the Enterprise 2.0 program not because I lost passion for social collaboration, but because I realized that the effort had plateaued. The initiative has achieved quite a bit, but my vision & strategy still hasn’t been fully reached.
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At the beginning, I clearly outlined integration as one of three foundational pillars for our strategy. Unfortunately, various forces created challenges in this space. Social collaboration applications have been immature in this area for years
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"Organizations adding social elements to their intranets are finding that doing so creates new opportunities for collaboration. When I spoke to Jack MacKay, CIO of the American Hospital Association, he told me the AHA lists the key initiatives of its 13 business units along with how they tie into the AHA's central strategic plan. The result is "a direct line of sight" into projects that makes it easier to track them and identify possible areas for improvement. And as MacKay said, "As people become more aware of activities of other departments, they start seeing opportunities for cross-departmental collaboration.""
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Organizations adding social elements to their intranets are finding that doing so creates new opportunities for collaboration. When I spoke to Jack MacKay, CIO of the American Hospital Association, he told me the AHA lists the key initiatives of its 13 business units along with how they tie into the AHA's central strategic plan. The result is "a direct line of sight" into projects that makes it easier to track them and identify possible areas for improvement. And as MacKay said, "As people become more aware of activities of other departments, they start seeing opportunities for cross-departmental collaboration."
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Social networks among workers. As Hinchcliffe notes, networks usually feature rich user profiles that maintain an employee's connections to their colleagues and often employ updates and live work streams. By using search tools and querying connections, folks can readily find coworkers with relevant expertise.
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"You know your organization needs to change. You've developed a strategic view about where you need to go and you've matched that up with an understanding of the changes that will require in your culture. You've thought very hard about organizational mindsets and personal behaviors that will need to shift to get there. Now, you actually have to do something to shift them. "
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what we've seen is that the starkest differentiator between organizations that can change successfully (and sustain higher performance over time) and all the others isn't in what they say, it's in what they do--how they actually implement change. You can't just have a workshop and put up a few posters, you have to intervene in the system.
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"As many enterprise companies today begin to demonstrate “social business” behaviors, they will start experiencing various levels of culture change with the people of the organization, process and technology. The following are 15 indicators of social business transformation. It’s important to realize that while some of these behaviors are dependent on each other, they are mutually exclusive and not necessarily in chronological order."
"Your organization’s intranet is the network of digital systems that reinforce the organization’s structure, processes and culture. Changing these systems to become more social (aka Socializing the Intranet) will help to make the organization’s structure, processes and culture more social.
Socializing your intranet is a great way to introduce significant organizational change, because intranets are broad-based, protected, visible and core to who your organization is. "
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1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
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1. Socializing your Intranet demonstrates a company-wide commitment to new social behaviors and systems, making it easier for members to choose to change.
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" Over the next 20 years, nearly 80 million people will retire; that’s nearly 10,000 baby boomers a day. This trend will likely lead to significant generational shifts in the workforce, and the potential for a tremendous loss in intellectual capital as senior staff depart. The trend will also challenge organizations to more rapidly on-board new hires. ESS, alongside an effective change management program, can help an organization address these knowledge transfer needs."
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We need to create opportunities for people to connect, share, learn and collaborate as a natural way of working rather than repeating the “knowledge capture” mistakes of the past. That’s where ESS offers tremendous potential. By making work more observable and participation more visible, “knowledge transfer” becomes something that occurs as people interact and build relationships.
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With ESS, we can create a community and social networking site where employees can connect with each other in ways similar to consumer sites. However, within the enterprise, this interaction is more aligned with employee needs and interests. An enterprise collaboration platform should make it easier to: find subject matter experts (social profiles), add them to your network (social graph), follow their work (activity streams), and converse with them (microblogging).
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"Transformer une entreprise industrielle centenaire de 130 000 collaborateurs requiert de la méthode et du temps. Il existait déjà des initiatives 2.0 (blogs, wikis...) chez Renault, mais c'est en 2009 que le constructeur automobile a commencé à formaliser une démarche 2.0 globale qui se concrétise par la mise en place d'un réseau social d'entreprise, basé sur Sharepoint.
Pour initier son programme de transformation, Renault s'est appuyé sur des communautés pilote. Elles ont expérimenté de nouvelles façons de travailler et ont servi à valider les scénarios d'usage qui avaient été imaginés."
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« Contrairement à d'autres entreprises qui ont multiplié les communautés, Renault a adopté une approche qualitative avec une structuration et un fort accompagnement »,
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« Le challenge pour l'entreprise consiste à susciter des initiatives, à ne pas freiner celles qui sont en cours, tout en évitant une forme d'anarchie avec des réseaux sociaux enchevêtrés »,
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" D’abord détrompez-vous, ceci est loin d’être une situation à part. Les outils IT destinés à la communication ne rencontrant pas la fonction première qui leur était allouée sont légion. Bien des comptes Facebook ou de pans entiers de CRM sont sous-employés si pas carrément abandonnés, l’odeur de l’euphorie du lancement à peine dissipée."
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« L’erreur fréquemment commise par nombre d’entreprises c’est d’envisager le projet uniquement sous son aspect logiciel » affirme Denis Genevois, consultant TIC. Les équipes en charge de mettre en place un outil ont souvent tendance à plus se focaliser sur les moyens que sur les fins. « Alors qu’un outil n'est qu'un outil à disposition d'un but », rappelle Christophe Lastennet, consultant en conduite du changement.
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On parle beaucoup des utilisateurs externes mais peu des utilisateurs internes. Or, « un grand nombre des implémentations d’outils échoue dû à un manque d’acceptation et d’appropriation de l’outil de la part de cette dernière classe d’utilisateurs.
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"today we’re going to continue with change management by focusing on the cultural and organizational shifts that took place (and are still taking place) within Intuit to make Enterprise 2.0 successful."
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Every quarter that CEO goes onto Intuit tv (an internal video platform) and answers questions live from employees instead of emailing them. This allows the employees to actually participate in real time. Employees now have the ability to comment on anything that’s going on within Intuit, including things that the CEO says
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As a result, there is now someone in every business unit that is being tasked with innovation; an innovation leader. This innovation leader participates in a company wide community sharing insights and accelerating the migration of best practices but they don’t actually own the innovation within the business units.
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