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

Nov

2011

Perceptions on the importance of the cultural background to the adoption strategy

"Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption."

enterprise20blog.com/...round-to-the-adoption-strategy

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enterprise2.0 socialbusiness france germany adoption culture bureaucracy knowledge knowledgesharing socialnetworks hierarchy processes businessprocesses coordinatination

Starting off with Germany – I see the majority of E20 projects based on a strong objective in improving the knowledge sharing in the company.
This might be explained by the more dezentralized structure of German organizations and the industry in general.
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- The key challenges of E20 initiatives in Germany is to convince people of the value of knowledge sharing – as knowledge is also seen as a highly competitive asset of both people and companies. So the success of E20 in a German-based organization lies very much upon the transformation of mindset in regards to the higher value of a knowledge-sharing co-worker. The ROI discussion of these E20 projects are therefore based on the calculation of not sharing and the lost business opportunities of the enterprise.
- In France I see quite a number of E20 projects being built around the social
  networking idea – in order to enhance the organization by the layer of digital interconnection of its peers. The objective is to support adhoc collaboration and coordination along business processes.
- the implementation of the network is at first in order to derive value from the indirect/network effects of being interconnected. This is also related to the strong notion of personal networking within the French economy – especially in the elite networks of bureaucrats and executives
- for more information on the cadre system you might want to study the works of Geert Hofstede

Apr

2011

HR as leader of the social/digital revolution

"If I am sure that communication, marketing and sales have to be revised with a new paradigm centered on the consumer and not on the company/brand/product, I am also convinced that the main lever of transformation is in the field of HR. Obviously, the role of HR is much more strategic and important that some of the actors think. The role of HR is key for many reasons:"

nicolasrolland.tumblr.com/...-the-social-digital-revolution

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humanresources structure coordinatination profiles career humanresources2.0 competences

Structures and coordination: the emergence of new activities in the field of marketing and communication entails changes in the organization with the creation of new positions (new medias, digital marketing,…) and with new close relations between these 2 departments and the need to develop new coordination modes for communicating
Competencies: the way to connect to the consumers with digital marketing or to PR / blogs for communication requires defining new competencies. If a part of the job is the same, the core evolves. It is driven by the consumer centric approach. HR has the ability and the credibility to lead this definition of new competencies not only for marketing but also for sales.
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- Profiles: with the exquisite “job desk”, HR define not only what are the needs but also the profiles of the candidates. It is a great opportunities to introduce diversity in terms of socio-educational background with people having new attitudes and leadership style (ability to network)
- Development: one of the mission of HR is to create on the content and on the form as well, new learning programs or new initiatives to develop the people in place or new entrants around these jobs and activities.

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