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

May

2012

Predictable Time Off: The Team Solution To Overcoming Constant Work Connection

"Advice on how to cope in this “always connected” age is plentiful: How to prioritize work better, manage your time more effectively across different domains of your life, survive email overload and even remedy your smartphone addiction. The trouble is that there is only so much that you can do alone: You can decide to turn off, but that does not mean everyone else will too."

www.fastcompany.com/...-constant-workplace-connection

- Preview

smartphones mobility connectivity work worklifebalance interruption PTO predictabletimeoff timeoff

The trouble is that it is nearly impossible to mandate open dialogue, and even if it emerges, any gains in efficiency that follow will be reinvested in the organization--not your personal life.
Four years after our first “Predictable Time Off” (PTO) experiment--afternoons or evenings totally disconnected from work and wireless devices, agreed-upon email blackout times, or uninterrupted work blocks that allow for greater focus, for example--72 percent of people involved said they were satisfied with their job vs. 49 percent of their colleagues who were not doing PTO; 54 percent of PTO participants were satisfied with their work-life balance vs. 38 percent; and 51 percent said they were excited to go to work in the morning, vs. 27 percent.
3 more annotation(s)...
- Every team member strives to achieve an agreed upon unit of predictable time off each week--the PTO Goal. This PTO goal should be of personal value to those on the team, creating a deep-seated motivation to participate. The goal should also be aspirational, as well as achievable, so as to engage people in the process and drive them to challenge assumptions and rethink ways of working in their efforts to achieve this goal
- The team gathers weekly to discuss how well each member is meeting the PTO goal and to talk about the team’s work process more generally. These weekly discussions should focus on what happened during the past week and how it could have been different.
- Team leaders show support for team members’ engagement in the process. The only time I have seen teams that have undertaken PTO fail to outperform teams that are not involved is when the team’s leader is outright resistant.

Feb

2012

The Days of "Manager Knows Best" Are Ending

"To get a glimpse of what tomorrow's young global managers might be like as leaders, take a look at how today's young people think about communications.

For one thing, they are devoted to connectivity. In a recent survey of more than 2,800 college students and young professionals in 14 countries, Cisco found that more than half said they could not live without the internet, and if forced to choose, two-thirds would opt to have an internet rather than a car. This intense desire to be connected leads to a demand for greater flexibility"

blogs.hbr.org/...the_days_of_manager_knows.html

- Preview

management leadership connectivity flexibility openness

Two out of five people said they'd accept a lower-paying job if the position offered greater flexibility on access to social media, the ability to work from where they chose, and choice on the mobile devices they could use on the job
Young leaders will use social media to create a running dialog with their employees and colleagues, issuing constant updates about their projects and ideas. Employees will use it to provide instantaneous input and feedback. Workers, via this medium, will insist on having a voice in shaping the company's vision and strategy.
5 more annotation(s)...
- What is the appropriate level of openness?
- How much blurring of public and private life is too much?
- How can the company prevent abuse of social media?
- When employees from VPs to interns are sharing company information on Twitter, on Facebook, and in blogs while your competition is watching, how do you ensure that your employees understand what information is confidential and what is public?
- As companies resolve these issues, management styles will evolve. The days when a leader can confidently say "I know best" will come to an end. Managers will no longer be able to communicate with just a small circle of trusted advisers — they'll be expected to interact digitally with a much broader range of people both inside and outside the company.

Oct

2011

Devenez un manager “bricoleur”

"« En France, “la débrouille”, le fait de “faire avec” sont encore considérés comme des moments ponctuels, des accidents de parcours, qui, s’ils se répètent, risquent de mettre en péril la rigueur et la lisibilité du système. » Cette notion fait pourtant référence à des compétences fondamentalement positives dans les pays anglo-saxons, dans des domaines aussi variés que l’innovation, l’entrepreneuriat, des systèmes d’information… Le manager bricoleur est donc un profil précieux pour une entreprise,"

www.chefdentreprise.com/...un-manager-bricoleur-42002.htm

- Preview

management makeshift connectivity creativity skills responsiveness versatility adaptability recognition reward resilience crisis

Le manager bricoleur est notamment capable d’associer les personnes en reconnaissant leur polyvalence, et ce pour un travail pour lequel elles n’ont pas forcément été embauchées
Il mêle ainsi la proximité (entretenir un rapport de familiarité avec son environnement), la connectivité (être capable d’associer telles et telles ressources), et la créativité (trouver des rapprochements ingénieux, imaginer des utilisations détournées).
4 more annotation(s)...
- Le chef d'entreprise bricoleur pourra par exemple mêler les connaissances de deux domaines visiblement distincts, ou encore assembler des équipes aux compétences hétéroclites pour lancer une nouvelle activité sans avoir nécessairement de plans clairs en tête, mais en privilégiant l’expérimentation par la pratique.
- Dans une telle situation, le manager bricoleur développe une capacité de résilience, car il s’appuie sur un réseau d’individus et de ressources qu’il connaît très bien, lui donnant ainsi la confiance nécessaire à la réalisation de ses missions.
- Ce bricolage permet également d'enrichir des rapports entre les équipes, souvent distendus dans les périodes difficiles.
- Un manager bricoleur est une personne capable de faire beaucoup avec peu. Elle saura être polyvalente, souple, réactive, arranger et ajuster les choses avec peu de moyens. Bref, des talents utiles en temps de crise.

Sep

2010

The Collaborative Organization: How to Make Employee Networks Really Work

"The traditional methods for driving operational excellence in global organizations are not enough. The most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation. "

sloanreview.mit.edu/...-employee-networks-really-work

- Preview

networks socialnetworks costs costreduction efficiency innovation operations collaboration connectivity performance engagement report stakeholders alignment networkanalysis socialnetworkanalysis

CIOs often try to address these challenges by relying on the same managerial tools they use to pursue operational excellence: establishing well-defined roles, best practice processes and formal accountability structures.
The key to delivering both operational excellence and innovation is having networks of informal collaboration. Within IT organizations in large global companies, we have seen that innovative solutions often emerge unexpectedly through informal and unplanned interactions between individuals who see problems from different perspectives.
5 more annotation(s)...
- Executives should analyze employee collaboration networks to discover how high-performing individuals and teams connect.
  Networks should be designed to optimize the flow of good ideas across function, distance and technical specialty.
  Network analysis can show where too much connectivity slows decision making.
- Attain benefits of scale through effective global collaboration: Organizations can construct teams to leverage diverse expertise and drive adoption of new ideas across geographies. By carefully studying collaboration challenges across functions and geographies, they can identify gaps and enhance connectivity and best practice transfer in targeted ways.
- Drive work force engagement and performance: Uncovering the network characteristics of high performers can show employees who play similar roles how to improve their own performance. It can help leaders identify the individuals who energize the organization and how to leverage their contributions.
- Align collaborative with business partners and external stakeholders: CIOs need to know how effectively their units serve the needs of business stakeholders. By creating a detailed map of the existing cross-departmental relationships, they can see where innovations are occurring, where sufficient support is being provided and where investments should be made.
- Minimize network inefficiencies and costs: Although collaboration is often seen as a virtue, too much collaboration at too many organizational levels can be a negative. It is important to reduce network connectivity at points where collaboration fails to produce sufficient value.