Bertrand Duperrin's Bookmarks tagged culture →  View Popular

It is much easier to use product managers to create a repeatable process. After all, there is much less passion involved. For many markets, it may not be worth Apple-style design. People often wonder for Enteprise software whether it matters, for example. But I don’t buy my PM friend’s argument. Talent of all kinds is always scarce. A decision to eschew finding talent for a repeatable process creates mediocrity.

Tags: productmanagement, productdesign, culture, microsoft, process, repeatableprocess, userexperience on 2009-07-01 -All Annotations (0) -About

more fromsmoothspan.wordpress.com

If you're a boss, what do you do about employees who love to tweet, text and social network throughout the day? It's a question companies are grappling with as the generation gap threatens to create a communications divide.

Tags: generationY, socialnetwork, divide, culture, technology, technologygap, multitasting, reputation, generationdivide, generations on 2009-06-27 -All Annotations (0) -About

more fromwww.npr.org

Why are Enterprise 2.0 implementations of blogs, wikis, or forums not living up to the expectations of the technology?

The primary reason is because social media tools reflect the culture of the organization – they can’t change the culture of the organization by themselves. If the “social” part of social media doesn’t exist within your organization or is corrupted, all you’re going to end up with is “media” – a blog with no readers or a wiki with no edits.

Tags: enterprise2.0, implementation, adoption, culture on 2009-06-21 and saved by 3 people -All Annotations (0) -About

more fromsteveradick.com

The next time someone tells you that you need lots of ideas, stop, think and work out the outcomes you want before you go collecting thousands, and thousands, and potentially more thousands of fluffy, non-relevant ideas that go nowhere.

The gist of Mark’s post is that encouraging the contribution of ideas from all quarters is actually counterproductive. He prescribes the concept of an “appropriate” number of ideas.

Tags: ideas, innovation, enterprise2.0, emergence, filters, culture on 2009-06-21 -All Annotations (1) -About

more frombhc3.wordpress.com

L’entreprise 2.0, ce n’est pas « une entreprise + du Web 2.0 ». L’objectif n’est pas la création d’une entreprise technophile mais d’une « entreprise intelligente » dont les salariés ont un vouloir coopérer (une culture, des croyances qui favorisent les coopérations intellectuelles), un savoir coopérer (un mode de management adapté à l’entraide sur les activités très intellectuelles) et enfin un pouvoir coopérer (une organisation et un fonctionnement qui favorisent la transversalité et le partage des bonnes pratiques). Les technologies Web 2.0 font partie du pouvoir coopérer, elles viennent en support de la culture, des compétences et du fonctionnement de l’organisation.

Tags: personalbranding, enterprise2.0, culture, collaboration, cooperation, reputation on 2009-06-21 and saved by 4 people -All Annotations (2) -About

more fromwww.reputation.axiopole.info

The Toyota Way is not the Toyota Production System (TPS) . The 14 Principles of the Toyota Way is a management philosophy used by the Toyota corporation that includes TPS, also known as lean manufacturing. TPS is the most systematic and highly developed example of what the principles of the Toyota Way can accomplish. The Toyota Way consists of the foundational principles of the Toyota culture, which allows the TPS to function so effectively.

Tags: toyota, management, philosophy, organization, culture, toyotaway, problemsolving, push, tps, lean on 2009-06-21 -All Annotations (0) -About

more fromow.ly

This increasing distance between these two worlds creates a gap — a disconnect, even — that increasingly cuts organizations off from their most valuable assets (their people) and also exerts a subversive force on organizations as their workers help themselves to the tools of their own volition, bring their (and arguably better) new behaviors and processes to work, and try to get things done with them, whether that’s crowdsourcing, Enterprise 2.0, online customer communities, etc.

Tags: socialcomputing, enterprise2.0, enterprise, culture, strategy, process, control, measurement, roi on 2009-06-10 and saved by 5 people -All Annotations (20) -About

more fromblogs.zdnet.com

It's a good tool to discuss the issues related to community management, a good structure for benchmarking and tracking operational improvements, and a great framework for training or certification.The competencies laid out in the model are:

1. Strategy
2. Leadership
3. Culture
4. Community Management
5. Content & Programming
6. Policy & Governance
7. Tools
8. Measurement

Tags: competencies, socialenterprise, socialorganization, strategy, leadertship, culture, communitymanagement, policies, tools, measurement on 2009-05-29 and saved by 3 people -All Annotations (0) -About

more fromwww.thesocialorganization.com

I think of Enterprise 2.0 adoption as a journey through a succession of benefits. I've illustrated them in what I call the "Social Software Value Matrix." The first step in the journey is pure operational improvement. You're not really changing the way you do business, just enhancing existing interactions within existing silos. Over time, the tools lead employees to interact in new ways, across silos. This creates cultural change as the company reinvents the way the different pieces of the business interact to create value. Finally, and most dramatically, companies can create new interactions with customers and channel partners. That's business model transformation, and it only happens when your business is ready for it.

Tags: enterprise2.0, value, socialvalue, matrix, operations, organization, strategy, culture, change, socialmedia, adoption, collaboration, businessmodel, transformation on 2009-05-06 and saved by 2 people -All Annotations (3) -About

more frommichaeli.typepad.com

Head over to Open Enterprise 2009: Charlene Li Interview and hit play (Or watch it directly here with the embedded link shared below) for an entertaining exchange of some of the following ideas:

1. On Leadership
2. On Bottom-up or Top-Down (This is something I will be blogging about it, too, to share some further insights on the topic)
3. On the Power Shift as Cultural Barrier
4. On Tools
5. On Blogs
6. On 10 Years Ahead

Tags: leadership, bottomup, culture, corporateculture, enteprise2.0, adoption, technology, tools, charleneli on 2009-04-13 -All Annotations (0) -About

more fromwww.elsua.net

Michele Azar, VP-emerging channels at Best Buy, and John Weiss, managing director of Delta.com, joined Mr. Kraut on a panel moderated by Nielsen Online's Pete Blackshaw to discuss the ways in which technology has changed their companies from both an internal and external standpoint.

Tags: corporateculture, culture, deltaairlines, bestbuy, consumer, clients on 2009-04-08 and saved by 3 people -All Annotations (0) -About

more fromadage.com

"[...] here’s the main point: That culture is, in my view, the most overlooked, underestimated factor determining whether social media succeeds or fails in a company. And when corporate culture and social media are pitted against each other, social media will always fail. Always."

Tags: socialmedia, culture, corporateculture, ibm on 2009-02-25 -All Annotations (0) -About

more fromwww.elsua.net

I offered seven rules that appear to help explain how (some) developing world innovation proceeds:

1. Innovation (often) comes from constraint. If you've got very few resources, you're forced to be very creative in using and reusing them.
2. Don't fight culture. If people cook by stirring their stews, they're not going to use a solar oven, no matter what you do to market it. Make them a better stove instead.
3. Embrace market mechanisms. Giving stuff away rarely works as well as selling it.
4. Innovate on existing platforms. We've got bicycles and mobile phones in Africa, plus lots of metal to weld. Innovate using that stuff, rather than bringing in completely new tech.
5. Problems are not always obvious from afar. You really have to live for a while in a society where no one has currency larger than a $1 bill to understand the importance of money via mobile phones.
6. What you have matters more than what you lack. If you've got a bicycle, consider what you can build based on that, rather than worrying about not having a car, a truck, a metal shop.
7. Infrastructure can beget infrastructure. By building mobile phone infrastructure, we may be building power infrastructure for Africa -- see my writings on incremental infrastructure.)

Tags: innovation, constraints, culture, developingworld on 2009-02-03 -All Annotations (0) -About

more fromblogs.harvardbusiness.org

In my previous post on Enterprise 2.0 implementation success factors, I discussed the factors that relates to the non technological aspects of an Enterprise 2.0 implementation and the things to consider and look out for. Below is an updated model.

Tags: enterprise2.0, adoption, implementation, communication, aim, membership, process, hierarchy, environment, ressources, culture on 2009-01-17 -All Annotations (0) -About

more fromwww.bluethots.com

Rather than list off a "top ten" list of predictions for 2009, I thought I would briefly layout some topics and areas that business and IT decision-makers should pay attention to when formulating Enterprise 2.0 plans:

Tags: enterprise2.0, socialnetworks, enterprisesocialsoftware, communities, culture on 2009-01-05 and saved by 12 people -All Annotations (18) -About

more frommikeg.typepad.com

Distance hiérarchique et expression des salariés dans l’entreprise

Les échanges en réseau d’idées, de bonnes pratiques peinent à émerger dans nos entreprises françaises.

La formalisation et la diffusion de point de vue, d’analyses, d’expériences innovantes supposent une liberté d’expression qui n’est culturellement pas de mise dans nos univers de travail.

Tags: culture, sociodynamic, innovation, initiative, hierarchy, hierarchicaldistance, education, communication on 2008-11-29 and saved by 2 people -All Annotations (2) -About

more fromb-r-ent.com

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.

Tags: crisis, management, uncertainty, weaksignals, ideas, culture, projects, strategy on 2008-11-20 -All Annotations (0) -About

more fromwww.groupereflect.net

“You have to think about your employees as your most important and valuable asset.”

Business analytics / business intelligence leader SAS is an incredible success story that owes its success to many factors, not the least of which is its employees:

Tags: SAS, web2.0, enterprise2.0, blogs, wikis, humancapital, culture, generationy, assets, intangibleassets on 2008-10-16 -All Annotations (3) -About

more fromblog.ragan.com

Cultures, by predisposition, both embrace and resist change, depending on culture traits. For example, the social web could play complementary roles in existing business cultures to those that embrace its dynamics.

On the other hand for those that resist the shift of power to the consumer the social web represents a very real threat.. Thus there are both dynamic influences that encourage acceptance of the social web, and controlling forces that resist what the social web threatens.

Tags: socialmedia, socialweb, disruption, change, culture on 2008-09-26 -All Annotations (5) -About

more fromwww.relationship-economy.com

Japanese corporations have historically placed a much higher value on the informal networks amongst their employees than their Western counterparts. Within the “shushin koyo” model of life-long relationships between employer and employee, many aspects of the individual’s social life were organised and supported by the corporation

Tags: socialnetworks, socialcomputing, culture, management, japan on 2008-06-28 -All Annotations (0) -About

more fromwww.fastforwardblog.com