Bertrand Duperrin's Library tagged → View Popular, Search in Google
"Most customers now ignore targeted marketing campaigns, avoid responding to offers, and provide minimal feedback when asked. Instead, potential customers interact with each other, bypassing sanitized corporate messages devoid of meaning or value.
Meanwhile, employees increasingly look beyond compensation to non-monetary factors such as advancement, recognition, and corporate social responsibility in choosing where to work. And with the retirement of the Baby Boomers looming, attracting, retaining, and growing the next generation of leaders is an essential task for any organization."
"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"
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La tentation d’éviter les tares des grandes organisations opérationnelles en les découpant en plus petites est pertinente si le coefficient est faible, et pas forcément efficace dans le cas contraire. Ce qui nous ramène à la thèse initiale : la bonne organisation dépend du contexte et de la taille.
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Je pense que la taille de 150 est un seuil critique dans la gestion des organisations, et ceci est conforté par 20 ans de discussions avec des managers opérationnels.
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"TIBCO launched tibbr, a heavy duty and secure social platform a year ago and is approaching 1M users at companies like Macy's, KPMG, and shipping giant OOCL. Now they are adding a number of new features. There are five guiding principles in this effort. First, you need to be able to have users get started right away and it needs to be easy to use. The consumer Web has set this expectation and reduced budgets demand it. Gone are the days of six month IT projects and extensive employee training programs. Here is a sample user’s view of tibbr."
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First, you need to be able to have users get started right away and it needs to be easy to use
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Second, tibbr provides the option for cloud technology or on-premise installations
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"In the context of internal collaboration specifically, this report from Charlene Li at The Altimeter Group illustrates just how insufficient the progress has been for general purpose social business in the enterprise. And when you benchmark the technology category of social business software (that includes employee, customer and partner engagement) against say CRM, or BI or ERP, its even more striking how nascent the sector is compared to its predecessors. "
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To be fair, there is realized benefit but given all the options in Fig 5, you would expect to see at least some categories get a “significant impact” rating, six years after Professor Andrew McAfee coined the term Enterprise 2.0 which laid the groundwork for new approaches to connect enterprises.
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Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
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Il apparaît à de plus en plus de gens que nos organisations héritées du taylorisme disposent avec les nouvelles technologies de larges réserves d’efficacité qui ne demandent qu’à être libérées. A condition d’intégrer pleinement les possibilités offertes par les nouveaux usages numériques, et de pouvoir conduire le changement, et dans les structures et dans les mentalités. Et de savoir où aller, et par quoi commencer.
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les communautés ne peuvent pas être à elles seules réguler la nouvelle organisation du travail. Et n’ont d’ailleurs jamais eu cette vocation.
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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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"The concept of information sharing by the CIA is considered an oxymoron by some, but the agency has become a leader in this area. The changes came after perceived failures related to 9/11 and the Iraqi weapons of mass destruction debacle.
The CIA responded to those lapses by establishing an online data-sharing environment, the Worldwide Intelligence Review (WIRe). "
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Our business is about information sharing. We’ve become a leader in information sharing. What good is a piece of data if the right people can’t use it to make an informed decision
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One key focus for WIRe is to let users find data that they might not know exists. That has to be balanced with the need for security. Those opposing challenges are resolved by showing users names and headlines for reports, articles and other files, along with information on their security level. Sometimes users will see nothing more than an article number, other times they may see the first page of a document based on their security level.
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"Imagine booting your computer one morning and being presented with the three to five core tasks you need to complete that day. You click on the first item, and everything you need (tools; the latest sales report from your business intelligence (BI) system; notifications regarding a new CRM opportunity; an expense report requiring approval; and input from colleagues, partners, and/or customers) appears in a single workspace, where you can easily synthesize the information and take the next appropriate action.
Contrast that to today’s siloed work approach with several open screens and applications and time wasted toggling back and forth between a CRM system, a BI system, a to-do list, email, documents, Web pages, a search engine, a chat window, a spreadsheet (or two), and some form of collaborative or social management tool."
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Collaboration within context. In a recent report, IDC referred to “collaborative, process-centric computing” as a key requirement for productive collaboration.
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IDC estimated the amount of time wasted working in this type of fragmented environment, and the cost per worker, per year are notable, such as:
• People not finding the information they seek: $5,974
• Reformatting data from multiple sources: $5,974
• Publishing via multiple applications: $3,991 - 2 more annotation(s)...
"Few organizations providing enterprise social software have a process and integration DNA, as does TIBCO Software. The last of the independents in the enterprise integration game, TIBCO supports some of the most gnarly systems integration efforts at some of the best known organizations in the world. For these reasons, I went to TUCON 2011, TIBCO’s Annual Customer Conference to see what customers have to say about Tibbr, TIBCOs enterprise social software offering."
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I’ve been writing about this since 2009 and increasingly, scores of examples exist that show tepid or even failed social/collaboration uptake at large organizations due to the fact that context around collaboration was just not apparent.
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Tibbr has drawn on its integration heritage to ensure that meaningful events can be drawn in from an organizations BI, CRM and other Business Applications that provide the needed context that often invokes collaboration in the first place
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"In looking at different definitions with different perspectives and a business lens, the one above made the most sense to me. After 16 months, it was time to revisit a diagram created for “A Guide to Understanding Social CRM”. I will not go so far as to call my earlier work wrong, naïve is a better descriptor. The evolution diagram contained my thought process at that time. Without over using the concept, my own thinking has evolved."
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For starters, the term ‘Social’ has become a blocker of progress. The attempted isolation of the social components from CRM do both concepts a disservice. The Social CRM discussion has pushed CRM into a bit of corner. How can a relationship exist without social elements?
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- We do not need to evolve to SCRM, we simply need to evolve CRM
- To say that Social CRM means everyone is a bit over simplistic
- While we would like to believe it is all about customer defined processes, it is not that simple
- To believe that customers can set their own hours is great in theory, but let’s be real.
- It is not simply about the number of channels, rather when and how people use the channels
- The transaction will never go away, it needs to become a stop along the journey, somewhere near the middle.
- CRM does need to become outside in, but it does not need to become Social CRM in order to get there.
"Jive has filed its S1. For those that don’t know, this is a document filed at the SEC which is the precursor to an IPO. The IPO doesn’t have to happen but that’s the general intention.
I was particularly keen to see this S1 because it provides valuable insights into a a company before it launches on the public markets. In relatively new categories like so-called social business, it also gives us a glimpse about the shape and size that market might become. In this case, Jive is one of the early start up vendors that is attempting to make collaboration a business reality. It’s been around a few years so has the market positioning and experience to tell a credible story."
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There has been so much dismissive bloviating about the claimed benefits, that the harsh realities of execution have almost been swept aside. Until very recently. The almost incessant media racket and the round of self congratulatory conferences on the topic should have created a huge market. But if Jive is the best example we have then it simply doesn’t exist as a global phenomenon
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Most recently I saw one tender document from a very well known operator in this space. I was truly taken aback at how little demonstrated understanding of basic business operations came out in the recommendations. Long on rhetoric that almost required its own dictionary to decipher and yet painfully short on addressing real world issues. Some organisations will fall for that, many won’t.
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In Steve Rosenbaum’s Curation Nation, Esther Dyson quotes Bill Gates as saying “The future of search is verbs”. Esther goes on to say that nobody really looks for something per se, they look for things in order to do something.
Action.
When Marc Benioff elucidates his vision for the Social Enterprise, he stresses the importance of having information you can act on. So for the last few months I’ve been spending time thinking about what makes information actionable, and whether the social enterprise helps or hinders in this regard.
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In Steve Rosenbaum’s Curation Nation, Esther Dyson quotes Bill Gates as saying “The future of search is verbs”. Esther goes on to say that nobody really looks for something per se, they look for things in order to do something.
Action.
When Marc Benioff elucidates his vision for the Social Enterprise, he stresses the importance of having information you can act on. So for the last few months I’ve been spending time thinking about what makes information actionable, and whether the social enterprise helps or hinders in this regard.
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For information to be actionable, it must have at least four characteristics:
It must be accurate, and verifiably so
It must be timely
It must be comprehensive
It must be comprehensible - 6 more annotation(s)...
"But what if I would focus on projects? What might a conceptual model of Social Project Management look like? I choose to focus on culture and identity and their role in interaction and collaboration as mechanism for resilience in temporary tribes (like projects). Hence the prefix “social” to PM. "
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People don’t know each other. There is a short period to create the desired outcome. Interaction is largely digital. Stress is put onto the tribe, so resilience is required.
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"“Technology is no longer the preserve of the CIO,” said Ken McGee, vice president and Gartner Fellow. “It has become everyone’s property and everyone’s issue.”
With the IT industry on track to show a compound annual growth rate (CAGR) of 4 percent for the next five years Gartner has identified seven business and IT issues that CIOs should act on during the next three years. “CIOs will need to begin implementing these technologies within three years to meet the six year predictions,” Mr. McGee said. The seven issues include:"
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IT/OT Alignment- Inadequate software management of operational technology (OT) systems will result in a major business failure of a top Global 100 company by 2013.
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Business Gets Social -Through 2015, 80 percent of organizations will lack a coherent approach for dealing with information from the collective.
Today, social media is changing the way business is conducted. “Understanding the power of communities, the multiple personas of their members expectations, their aspirations and how to interact with them will become essential skills for business in the 21st century, - 1 more annotation(s)...
"Transforming business to a networked environment is mostly about changing business culture to become more social and connected but it doesn't mean that specific tools aren't needed to support that transformation. Two things come together to create great change, technology and culture. The social web is a driving force that is empowering people to change business culture and forcing people back to the center of activity in the enterprise."
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To create a next generation enterprise, businesses need to take two concepts from the social web and apply them across all business functions, community / network and content / social media.
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. With process at the center of the design people-based collaboration was not possible in the system, instead the focus was on file-centric activities. Process, file-centricity, workflow driven systems are too rigid and are not focused on the activities that a networked business in the information era needs to carry out business in a flexible and ad hoc global hyper-connected ecosystem.
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"This is then the management challenge of the knowledge economy: how to create the conditions and structure that will enable and empower employees to do what needs to be done. In our experience, we have seen that there are at least five key areas where a manager of a knowledge-intensive company can and should play a role."
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Hiring, training, retaining, and rewarding people will almost always be coordinated at the managerial leve
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Another key role of a manager is to take charge of getting the resources that people need to do their jobs. This usually includes infrastructure, technology, connectivity, and funding. You could say that the manager’s job is to create the foundation of the network in which your workers will collaborate, solve problems, create and innovate.
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"e innovation zealot in me felt instant disappointment today upon reading that Google Wave is no longer. The official word from Google:
But despite these wins, and numerous loyal fans, Wave has not seen the user adoption we would have liked. We don’t plan to continue developing Wave as a standalone product, but we will maintain the site at least through the end of the year and extend the technology for use in other Google projects."
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- Think up/get notified of a process problem or event
- Remember that a bunch of tools and metaphors (email, phone, he conf room, software) exists that can help decision facilitation/brainstorming
- Group/find the right people to collaborate
- Pick a collaboration metaphor that works for everyone
- Solve the problem
- Go back to the system of record or powers that be, to deliver the outcomes.
But there’s a more important issue at play here. My sense is that the primary culprit here is lack of context. No matter how sexy, the use case for silo’ed,
dumb“un-smart” collaboration still generally goes like this: -
Organizations still need to understand how to design work processes that blend optimal process and collaboration but its hell of a lot easier when the software plays nice.
Some people complain that enterprise search should behave more like Google search, which I vehemently disagree with, for one primary reason: enterprise search is a FUNDAMENTALLY different problem than internet search. Here are some examples:
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