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

"As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways."

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"En période de crise où tout va mal par définition, il est aisé de tirer des conclusions à valeur définitive : crise de confiance, crise de parole, crise des dirigeants. C’est oublier un peu vite que ce que nous vivons ou ressentons aujourd’hui est le fruit d’une lente et régulière dégradation entre toutes les expressions de pouvoirs et l’opinion publique."

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"« 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,"

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"This year, leaders of all kinds face a single, critical challenge: building 21st century organizations that yield new sources of advantage, powered by new rules of management.

Here's why - and how to get started.

Tomorrow will not be like yesterday. This is no mere recession: it's a tectonic global shift in savings, consumption, and investment. Today's macropocalypse is a rupture in the global economic fabric - and the next half-decade will be spent reweaving it. It is not a temporary departure from business as usual, an illness - it is a structural transformation, a lasting change. "

economics management marketing innovation recession crisis production businessmodel

"Some travelers stranded by the great snowstorm of 2010 discovered a new lifeline for help. When all else fails, Twitter might be the best way to book a seat home. "

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"La gravité de la crise tient à ce qu'il ne s'agit pas seulement d'une défense archaïque d'avantages acquis et de corporatismes. Il s'agit de cela, mais aussi de beaucoup plus. "

france crisis work socialrights productivity efficiency

"At SimpliFlying, we saw a paradigm shift in the way airlines handle crises management, in the age of social media. Instead of writing an article on it, we put together an info-graphic, that details the five key steps for managing crises, in the wake of the volcanic eruption. Both a PDF version, and a PPT version are available for download and printing. An Apple Keynote version will be available soon."

socialmedia airlines crisis crisiscommunication crisismanagement

"As you may expect, I have a management lens through which I look at these things. I really think that it is significantly a management problem, more than an economic problem or financial problem. If you look at the sub-prime issue, there were two things that were indications of management gone wrong. One is the short-term nature in how people manage. So, write those mortgages as quick as you can, cash in and get the heck out which is a very short-term perspective with people who are mismanaging"

crisis management economics mintzberg shortterm leadership communities communityship cooperation Sustainabledevelopment

"It’s been a week since an ash cloud from Iceland’s volcano silenced the skies over Europe, stranding passengers and paralyzing the airline industry. As planes finally begin to take off, we examine how brands are using Twitter and Facebook to inform, reassure, and engage their customers.

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"In order to determine whether management should understand and use social media one must consider the role of management."

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There is nothing like a crisis to clarify the mind. In suddenly volatile and different times, you must have a strategy. I don’t mean most of the things people call strategy—mission statements, audacious goals, three- to five-year budget plans. I mean a real strategy.

For many managers, the word has become a verbal tic. Business lingo has transformed marketing into marketing strategy, data processing into IT strategy, acquisitions into growth strategy. Cut prices and you have a low-price strategy. Equating strategy with success, audacity, or ambition creates still more confusion. A lot of people label anything that bears the CEO’s signature as strategic—a definition based on the decider’s pay grade, not the decision.

structuralbreak crisis businessmodel strategy

The last two Enterprise 2.0 FORUMs have shown that there are some reoccuring characteristics of sucessful perceived E2.0 projects that - from a qualitative perspective - might turn out to be the critical success factors. In regards to our on-going discussions about the topics of the Enterprise 2.0 programm I would therefore like to make some summing-up on these aspects:

enterprise2.0 enterprise2.0forum businesstransformation downturn crisis organization IT adoption feedback integration

La crise qui s’annonce durable, contraint les organismes publics et privés à réduire la voilure pour traverser sans trop d’encombres la tempête.
Pour ce faire, celles-ci lancent des « programmes de transformation » de leurs fonctions métier et support en vue d’améliorer la performance (transformation de la fonction finance, transformation de la fonction It, RH, achats, supply chain,..).

crisis downturn change transformation

What really disturbs surviving employees about downsizings is that they cannot control or rationalize the events. If I have a co-worker who frequently arrives late and does low quality work, I can rationalize her layoff by saying to myself, “She didn’t carry her weight and deserved to be let go.” If, instead, my co-worker seems to work as hard and as well as I do and then, through no fault of her own, happens to be the victim of a “reduction in force,” I cannot rationalize that. More important, I fear that I cannot control my situation: in the first scenario, I have a sense of control over my fate by continuing to do high-quality work. In the second scenario, working hard or working well doesn’t seem to help me retain my job.

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The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.

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OUR financial catastrophe, like Bernard Madoff’s pyramid scheme, required all sorts of important, plugged-in people to sacrifice our collective long-term interests for short-term gain. The pressure to do this in today’s financial markets is immense. Obviously the greater the market pressure to excel in the short term, the greater the need for pressure from outside the market to consider the longer term. But that’s the problem: there is no longer any serious pressure from outside the market. The tyranny of the short term has extended itself with frightening ease into the entities that were meant to, one way or another, discipline Wall Street, and force it to consider its enlightened self-interest.

shortterm longterm finance downturn crisis

Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.

Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.

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An economic world turned upside down makes it easier to take a fresh look, and this can open the door to making changes that will benefit you and the most important people in your life, now and in the long run. Here's what one of my former students, Deika Morrison, said to me yesterday when I asked her about the leadership silver lining in the cloud of our current economic crisis. She said that this is a unique opportunity to see "if you are achieving what you have identified as important. In an environment of record unemployment, people feel like they are not empowered and have no options." Now, she said, is a chance to discover that "you might have been doing work you really never wanted long-term and therefore you can move on faster, in a more productive manner. It's about changing mindset from depression, in every sense of the word, to opportunity."

crisis management experiment

La réalité, c'est que la crise n'est que l'écume des choses qui vient révéler l'immobilisme face à la nécessité de prendre acte que le monde change. Et le fait est que le monde change vite et va changer encore plus vite car, justement, les crises ont cette faculté de faire bouger, de révéler que le train est déjà parti du quai, en fait.

Mais affronter l'incertitude n'est pas qu'une conclusion au présent, c'est aussi une des dure leçon de la partie vraie de la crise. Si celle-ci s'est produite, c'est notamment parce que personne n'a réagit aux signes annonceurs. Pourquoi ? non pas qu'il n'y a eu aucun signe annonceur, simplement que ceux-ci n'étaient pas dans le tableau de bord ou que le signal qui y apparaissait n'était pas identifié.

crisis management uncertainty weaksignals ideas culture strategy project

This is a presentation I did this week at the Butler Group Enterprise Web 2.0 Strategies Event. The point of the presentation is how to reduce costs in a time of crisis, but also don’t forget about innovating.

I’ve adapted the presentation to be shown online, with commentary on the slides where I would have been speaking.

I talk about 3 areas

* Reducing costs (by saving on event costs, and market research costs)
* Innovating (by providing an open and transparent way for people to share their ideas)
* Productivity (which is a by-product of the others, but also increasing revenue for example with more effective sales teams)

crisis costs costreduction innovation productivity socialsoftware enterprisesocialsoftware