Bertrand Duperrin's Library tagged collectiveintelligence →  View Popular, Search in Google

"La lecture de la semaine, il s'agit d'un article du New York Times transmis par une aimable correspondante. Il s'intitule : "La domination de la nouvelle idéologie du groupe", et on le doit à Susan Cain, auteure d'un ouvrage sur la question intitulé Quiet: The Power of Introverts in a World That Can't Stop Talking (Silence : le pouvoir des introvertis dans un monde qui n'arrête pas de parler)."

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"Many of us in business have heard the popular aphorism, "People are your greatest asset." Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there's a reason for that. "

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"Mais, peut-on vouloir créer et gérer l’intelligence collective si on a peur de produire du désordre, de l’anarchie ? Depuis 10 ans que je travaille sur le sujet, j’ai toujours considéré que le simple fait de poser cette question était une forme de résistance au changement et que répondre à cette question était une perte de temps. Je pense aujourd’hui que je me suis trompé et, par ce billet, je vais donc réparer mon erreur."

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"Auteur d'un ouvrage sur le management de l'intelligence collective, et par ailleurs spécialiste du Personal Branding, Olivier Zara revient en détails sur la place de la réflexion collective, ses difficultés d'intégration, et propose de nouvelles solutions pour réconcilier cette méthode avec les contraintes de fonctionnement de l'entreprise. "

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"This morning I did the opening keynote at IBM's Collective Intelligence BusinessSphere conference in Melbourne. It was designed as a brief and punchy opener to provide a big-picture context to what collective intelligence means for organizations and the key success factors."

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"If the intelligence agencies want to get further gains from the site, they need to incorporate it into their own formal decision making process, he contended. Until that happens, the social networking aspect of Intellipedia is "just a marginal revolution," he said."

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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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For its part, Social CRM paints a vision of creating a deeper and more engaging community-based relationship with your customers, instead of the traditional approach of managing them, in a very Cluetrain Manifesto way. Part online community, part crowdsourcing, part customer service, Social CRM can create an emergent, collaborative online partnership with customers that can result in an array of improvements to business performance.

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I define Web 2.0 as the design of systems that harness network effects to get better the more people use them, or more colloquially, as "harnessing collective intelligence." This includes explicit network-enabled collaboration, to be sure, but it should encompass every way that people connected to a network create synergistic effects. So let's take Google:

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According to Leisa, they are: small teams, motivated people, limited planning, minimal scope, small projects, rapid release, responsiveness, and iterations. Leisa noted that the essential point of her presentation was that “there are other ways to manage projects than ye olde fashioned waterfall methodology.”

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the application of such tools within organisations is not the same as Web 2.0 and organisations are seeking other benefits other than connecting people.

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Pour le CEO de CISCO les outils Web 2.0 vont radicalement changer la manière dont fonctionne l'entreprise. Les réseaux sociaux vont transformer la structure de l'entreprise. On passera d'un monde de transaction à un monde d'intéraction.

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