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

"The elephant in the social media room at the moment is that most corporate social media initiatives to date have been tactical experiments. Of those, few have generated meaningful business results. Sure, people have built up Facebook Fans and Twitter followers or they have launched the odd viral video on YouTube. They have claimed these as a success, but in reality these metrics should never be the end goal. "

socialmedia socialbusiness transformation businessmodel culture mindset technology operations businessoperatingmodel

"Be sure to understand the role you'd have, what you could accomplish, and what you'd learn. A strong culture will set people up for success, and you need to be sure that's in place. In discussing your role, you'll also get insight into how the place works.

Then, ask questions that point the discussion to how the organization works. General questions — "What's the culture like?" or "Are people treated well?" — seldom work. I've come up with specific sample questions you can ask as you're interviewing for a job or talking with others who know the institution. They're grouped into six topic areas. "

culture purpose teamwork colleagues communication performance productivity

"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."

marketing humanresources values culture community context stakeholders employees engagement

"Kodak has recently declared bankruptcy. Usually, when this hits the news it is analyzed by the numbers people who, looking at five years’ worth of financial data, give their quantitative and financial explanation of the failure. More qualitative types will go back 10 years sometimes, and even go beyond finances to talk about strategy, CEOs, competition, and the like. Recent well-done Financial Times articles (here and here) go back even further for Kodak. And yet people still fail to see Kodak’s real problem."

casestudies kodak innovation culture change

"The new year is here and businesses everywhere are in the process of developing, refining or finalizing their strategies for 2012. That said, how many organizations are taking a close, in-depth look at their culture as a basis for driving strategy?"

culture networks strategy hierarchy organizationalcharts

"This corporate immune system, as you might have guessed, is known as company culture. It’s a shared set of norms, practices, customs, expectations, and habits that have formed around and perpetuate how a company works and operates. While company culture is great at making the business function as expected and helps foster continuity and order, it’s also astonishingly good at killing off attempted changes to the system; undesirable and desirable both. It’s one reason why the entire industry of change management has emerged, so that companies can keep up with the our era’s ever increasing rate of change, of which technology itself is the most disruptive and high-velocity example."

socvialbusiness enterprise2.0 culture change transformation changemanagemen education businessprocess businessprocessdesign leadership

"
En veille sur les tendances et les besoins émergents des entreprises, la société Aastra a lancé une enquête en partenariat avec NotezIT, demandant aux cadres dirigeants des entreprises françaises de tous secteurs et toutes tailles confondus «Êtes-vous un collaborateur 2.0 ?». Cette enquête, publiée le 26 avril 2012, montre que si les dirigeants sont séduits, ils sont encore réticents au changement entrainés par ces outils 2.0. "

enterprise2.0 socialbusiness culture competencies skills ROI management

"Définir de façon précise et universelle ce que l’on entend par gouvernance de l’information prendrait des mois car chaque personne est susceptible d’avoir une perception très personnelle, très intime de ce terme. Nous avons donc décidé de prendre une voie plus simple, qui s’inscrit d’ailleurs dans l’ADN même de ce qu’on appelle la gouvernance de l’information :"

governance informationgovernance information change culture

"When considering culture change, more than a few of the senior leaders I’ve engaged with say, “You can’t change corporate culture.” I’m not surprised at this belief. Blanchard’s experience indicates that most senior leaders, in their careers, have not lived through successful culture change. Even fewer have led successful culture change."

culture change changemanagement oraganization corporateculture

"Pour tirer profit du social learning, mettez en place une culture qui rend l’apprentissage amusant, productif et familier, une culture où apprendre fait partie du travail quotidien. Marcia Conner et Steve LeBlanc ont cherché où le social learning s’épanouit le plus. "

sociallearning culture service education attention learning

"Frequent airplane passengers are likely to have read the following message prior to watching an in-flight movie: “the following film has been modified from its original version. it has been formatted to fit this screen.” for purposes of this airborne analogy, let’s fasten our seatbelts, power off any electronic devices, and firmly adjust our trays to the upright position. Better yet, let’s substitute the word film for new employee and the word screen for organization so it reads as: “the following new employee has been modified from its original version. it has been formatted to fit this organization.”"

organization employees leadership onboarding culture behaviors learning operations engagement audience transformation change competencies

"Flatter organizations—those with fewer levels of management—encourage employees to take initiative without needing approval from multiple managers. “Instead of “shifting the responsibility” up the management ladder, flat structures empower employees to take charge, help make decisions and feel responsible for the company’s success,” said Dana Griffin, from Demand Media. In order for this model to succeed, flat structures requires a fully competent staff with likeminded interest in the success of the company."

management organization hierarchy flatorganization turnover humanresources culture

"Les pratiques individuelles et sociétales (usage massif de Facebook, textos, smartphones, etc.) modifient nécessairement les pratiques en entreprise et il est légitime que les dirigeants s’interrogent à propos de l’utilisation de réseaux sociaux électroniques comme Facebook ou Twitter. Ces réseaux sociaux représentent un moyen très efficace de mobiliser les savoirs des individus. Danone a, par exemple, mis en place une stratégie de Knowledge Management fondée uniquement sur ces réseaux. Mais il faut « organiser » et « outiller » ces réseaux en nommant un coordinateur sinon on obtient une véritable « auberge espagnole »…"

knowledgemanagement knowledgemanagement2.0 socialnetworks culture information knowledge

"“Social is hard!” is something I hear repeatedly by most of my clients and those I talk to. It is one of the issues I continually run across in my work with organizations trying to better understand social software and collaboration tools for their organization as well as helping vendors better understand their gaps and how to close them as social scales.

I have my “40 Plus Social Lenses” that I use to set foundations and understandings to better see issues, gaps, and understand the potential ways forward. Everything requires testing and rarely does the good solution work everywhere as there are no best practices, because what we are working with is humans and how they are social. Humans and how we interact is not simple, we are not simple social creatures."

social socialsoftware enterprisesocialsoftware people adoption behaviors culture organization

"I led the group through a 5-minute brainstorm on major obstacles and we regrouped into the 3 categories below. Then we went into 3 huddles to identify ways around the obstacles. This was fast work, all wrapped up in 45 minutes. The three obstacles:

Management resistance (top and middle, each with different concerns)
Culture and change resistance (which is a bigger question than the intranet itself)
Internal communicator resistance (uncomfortable losing control)"

socialintranet digitalworkplace management culture resistance internalcommunication intranet

"A strong culture is important, and for all the reasons Parr mentions: employee engagement, alignment, motivation, focus, and brand burnishing. But is it the most important element of company success, as the more ferocious of the culture warriors assert? Is long-term success, as Parr writes, “dependent on a culture that is nurtured and alive”? If history is any guide, the answer to both questions is no."

culture strategy

"Si la banque a intégré tôt les réseaux sociaux dans sa stratégie de relation client, le mouvement n'en est encore qu'à ses débuts dans beaucoup de groupes. « Les entreprises ont pris conscience des besoins, mais beaucoup n'en sont encore qu'à la phase d'écoute sur ce que l'on dit d'elles. En revanche, elles ont compris qu'il s'agissait d'un vrai changement de culture"

socialcrm crm bnpparibas twitter casestudies culture organization customerservice coordination

"Here are 5 keys that have helped USAA build a successful and long-lasting employee-led innovation culture."

USAA innovation culture casestudies collaboration rewards recognition

"es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance"

lean enterprise2.0 socialbusiness strategy governance process culture taylor IT collaboration innovation complexity customer customerfeedback customerexperience

"Given enough time and money, your competitors can duplicate almost everything you’ve got working for you. They can hire away some of your best people. They can reverse engineer your processes. The only thing they can’t duplicate is your culture."

competitiveadvantage culture sustainability replicability