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

We may talk about eliminating hierarchy, but most organizations still have one. Frankly, it's very hard to mobilize limited resources and diverse skills without someone taking charge. That's why hierarchies have existed for thousands of years — from the days of the Pharaohs to the modern corporation.

Yet there's no doubt that hierarchies can be dysfunctional and make it difficult to get things done. As such, we blame them for slowing things down, lowering morale, and choking off innovation.

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"Executives tell me their teams make decisions all the time. "Bob," a CEO will say, "I know you think that individuals — not groups — make most decisions. But that's not true. My team and I make lots of decisions together."

In fact, they don't. It's an illusion."

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"What exactly is Big Data? It’s a product of the Internet combined with all the new ways that are emerging to gather, discover and make sense of data. "

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"Are the future of work and the future of management inherently democratic? Will we have democracy or rather an enlightened aristocracy? The point is not theoretical or philosophical for its own sake. The question has a deep resonance in how organisations structure themselves, how workers understand themselves, but most importantly, how workers engage with the organisation."

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" some companies are taking drastic steps to help workers manage the number of messages they receive. The CEO of Atos, a British IT services company, has vowed to ban internal email by 2015. Volkswagen in Germany has agreed to stop sending emails to certain employees after work hours. If these companies are taking radical action, is it time for you to do the same to counter your own overload? "

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"Toujours en préambule du E2.0 Summit qui va se tenir à Paris les 7 et 8 février prochain, je vous propose une nouvelle interview d’un des intervenants principaux : Yves Caseau, le DGA de Bouygues Telecom en charge des technologies et de l’innovation dont je vous avais déjà parlé du livre (Un livre pour tout savoir sur la collaboration et le lean management).

Je vous livre ici une traduction de l’interview menée par l’organisateur de la conférence."

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"Can your organization work without bosses? In the documentary, Ban the Boss (one hour BBC video) Paul Thomas shows that most organizations can run just fine without bosses, or at least without traditional, hierarchical bosses who tell workers what to do."

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"La gouvernance de l’information, c’est un peu comme l’entreprise 2.0 (et ce n’est pas un hasard) : on en parle beaucoup, mais on la “réalise” peut être un peu moins !

La gouvernance de l’information est un élément indispensable à la construction de l’entreprise de demain car elle est déterminante pour la CONFIANCE.

Pour beaucoup, la gouvernance a été jusqu’alors une stratégie de défense, de protection et les mises en oeuvre de solutions ont été principalement faites pour répondre à des litiges !
C’est peu dire que la gouvernance n’est pas encore directement “intégrée” dans notre quotidien !"

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"Management is the least efficient activity in your organization.

Think of the countless hours that team leaders, department heads, and vice presidents devote to supervising the work of others. Most managers are hardworking; the problem doesn’t lie with them. The inefficiency stems from a top-heavy management model that is both cumbersome and costly. "

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"Afin de soutenir la croissance et la performance de son organisation, Danone a mis en place, dès 2008, son réseau social interne (sur logiciel IBM Connections)."

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In Brazil, where paternalism and the family business fiefdom still flourish, I am president of a manufacturing company that treats its 800 employees like responsible adults. Most of them –including factory workers – set their own working hours. All have access to the company books. The vast majority vote on many important corporate decisions. Everyone gets paid by the month, regardless of job description, and more than 150 of our management people set their own salaries and bonuses.

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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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"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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If you judge only by the product outcomes or by Apple's market value, Jobs seems the best decision-maker in the history of consumer products.

But of course, like every other human, his decisions weren't all great.

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"I’ve earlier blogged about how I find intuition and seeing the value of the tacit knowledge as very interesting perspectives for the decision-making. As social business and new ways of working are now changing the organizations and the entire business landscape, and further adding to the complexity – I’ll find it even more interesting to study decision-making and how understanding is created."

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"One person is the Decider for final design choices. Not focus groups. Not data crunchers. Not committee consensus-builders. The decisions reflect the sensibility of just one person: Steven P. Jobs, the C.E.O.

By contrast, Google has followed the conventional approach, with lots of people playing a role. That group prefers to rely on experimental data, not designers, to guide its decisions. "

Apple Google innovation decision decisionmaking hiring

"Après avoir courtisé leurs dirigeants, leurs actionnaires, leurs clients et même l'opinion, voilà que les entreprises s'intéressent à leurs employés. Il faut dire que de récentes affaires, comme celles de Renault ou France Telecom ont montré les ravages de la démoralisation des troupes. Vingt ans de pression actionnariale, de changements technologiques et d'évolutions sociologiques, conclus par une crise majeure, ont eu raison de la fiction d'une entreprise heureuse dans un environnement sain."

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"Dans un précédent billet, j'ai décrit quelques caractéristiques des projets complexes. J'aimerais revenir ici sur la question "que doit-on connaître d'un système pour pouvoir l'influencer dans la direction souhaitée", et pour cela je m'oserai à une nouvelle éloge de l'ignorance en management."

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"Analyzing large data sets—so called big data—will become a key basis of competition, underpinning new waves of productivity growth, innovation, and consumer surplus as long as the right policies and enablers are in place.

Research by MGI and McKinsey's Business Technology Office examines the state of digital data and documents the significant value that can potentially be unlocked. "

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"In the third quarter of 2010, Genesis Management Consulting Group launched the results of its second global survey on strategic decision-making. The survey defined strategic decision as a decision that “could have fundamental and significant impact on the organization.”"

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