Home
Bertrand Duperrin's Library tagged → View Popular
Top Dogs Say Social Networks Have a Bite
"If attendees at KMWorld 09 needed any further convincing that working in interconnected environments where people operate in social networks is an important issue, here’s some brand new research out today from the Society for New Communications Research suggesting that C-level execs are increasingly taking this new set of conditions seriously!"
-
Professional decision-making is becoming more social – enter the era of Social Media Peer Groups (SMPG)
-
Professional networks are emerging as decision-support tools
- 1 more annotations...
Will Enterprise 2.0 Drive Management Innovation ?
"What is today called Enterprise 2.0 can also be seen as the emergent stage of the intersection of significant advances in information technology, management science applied to business process and the analysis and control of operational activities. These forces and factors are converging in today’s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, as Hamel asserts, it’s useful if not essential to cast a critical eye on the assumptions about static sets of tasks and knowledge arranged in specific (and relatively static) constellations on an organization"
-
The 2.0 label is said to denote a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable, able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form to an era characterized by a continuous flow of information.
-
I believe that we need to revisit the fundamental principles of work design AND the basic rules used to configure hierarchical organizations in which the primary assumption is that knowledge is put to use in a vertical chain of decision-making
- 3 more annotations...
Starwood Hotels are Heavenly for Guests and Employees
"Does your workplace culture inspire employees to do their best work? Even though we are still in tough economic times do you still provide resources for your employees to develop relationships with customers so they are inspired to return? Do your customers and employees champion your products and services?
Nancy London, the Vice President and global brand leader for Starwood Hotels, which include Westin, Sheraton, and St. Regis, answered yes to all three questions.
She shared some of her organization’s recipes for satisfied employees and happy guests."
-
“On associate name tags, rather than including their place of
birth, they state one of their passions, such as: running or cooking. This
gives them a reason to speak with other people about their interests -
Relationships are an
important part of an outstanding guest experience - 1 more annotations...
Great Ideas Aren't Innovation
Ideas Don't Equal Innovation" and I can prove it...It is my hope that today's post will serve to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment and disaster
-
The idea should be generated within a solid framework for decisioning. It should be developed as a solution to a problem or to exploit an opportunity. The idea should be in alignment with the overall vision and mission of the enterprise.
-
Adopting a new idea should be based upon solid business logic that drives corresponding financial engineering and modeling. Be careful of high level, pie-in-the-sky projections.
- 1 more annotations...
The Social C.R.M Iceberg
Greg Oxton from the Consortium for Service Innovation (CSI) shared with me a model for understanding how engaged enterprises really are:
* 1% of customer conversations are assimilated as organizational knowledge
* 9% of customer conversations touch the organization, but no learning occurs
* 90% of customer conversations never touch the organization
-
But before you leap into reinventing your processes for transformative value, step back. You can't collaborate with your customers before you learn to collaborate with your employees. In the spectrum of risk taking, its best to deploy from the inside-out.
-
Fundamentally, they only way we can find information is with each other, and with each other it can be knowledge. Search returns relevant results. Relevancy is good, it saves time. But it differs from answers. Information has no value until it informs a decision, and when it does, you can measure its value. Answers can come from your own judgment upon information, which is only truly possible with information in social context, but you should at least leverage the judgment of others.
- 1 more annotations...
Management 2.0 : collaborer, l'avenir de l'entreprise?
Ceci est le dernier billet avant la pause de mi-année. Je reviens sur une interview accordé au McKinsey Quarterly par John Chambers le CEO de Cisco, , qui pour moi est l'exemple même de l'entreprise 2.0. J'avais déjà parlé de cette entreprise ici. Si John Chambers aborde différents sujets (la crise, les partenariats public-privé, la question du leadership, les technologies web), c'est surtout la partie sur l'entreprise collaborative qui m'intéresse dans ce cas.
-
Ainsi Chambers s'investit dans seulement deux ou trois
communautés, les autres directeurs aussi (malgré leur penchant pour le
commandement), et ainsi ce n'est plus 10 personnes qui font tourner
l'entreprise, mais 500. -
Il ne s'agit plus pour les directeurs d'attendre les "reportings" des
collaborateurs et vérifier le budget. Le directeur doit devenir le porte-parole
de sa communauté et la représenter efficacement. Surtout que les décisions sont
transversales et impactent toute l'organisation.
Les processus de décision au cœur de la crise
L'analyse des processus de décision, fussent-ils collectifs, montre comment l'excès d'optimisme, l'influence de la première proposition, le charisme des initiateurs, et l'autorité du décideur final biaisent toutes les décisions d'investissements, et pèsent sur leur rentabilité finale. Mieux vaut plusieurs scénarios d'investissement, analysés lors d'un bon débat de vrais experts. On peut apprendre à bien décider, estime Olivier Sibony, directeur associé senior chez McKinsey.
-
Entre ceux qui ont utilisé les outils d'analyse les plus avancés et ceux qui reconnaissent en être très loin, l'écart de performance est important : 2,7 points de retour sur investissement les séparent. Mais ceux qui ont aussi suivi un processus de décision rigoureux et objectif enregistrent une performance bien plus importante : le gain est de 7,3 points de ROI. En d'autres termes, il y a trois fois plus à gagner à utiliser un bon mode de prise de décision !
-
Elles organisent un débat réel avec des participants choisis sur des critères de compétence (spécifique au projet), et non seulement de rang hiérarchique. Enfin, elles encouragent dans ce débat l'expression et la discussion de points de vue divers, y compris contradictoires avec celui du leader.
- 1 more annotations...
La socialisation des processus de décision au coeur de la sortie de crise
Ainsi sur 798 décisions d’investissement étudiées l’écart de Retour sur Investissement est de 2,7 points entre ceux qui ont utilisé des outils “avancés” pour décider et ceux qui en sont loin. Mais plus que les outils c’est la rigueur dans la démarche de décision qui permettrait selon cette étude de gagner 3 fois plus. Voila pour donner une justification au fait que les processus de décision des entreprises sont au coeur de leur performance économique… et au-delà et dans le contexte actuel, de leur sortie de crise.
Mais qu’elle est le rapport (et l’apport) avec les usages 2.0 ? C’est en reprenant les pratiques déterminantes d’un bon processus de décision listées par le consultant de McKinsey que l’on peut justifier le “2.0″ (ou la socialisation) du processus décision qui n’est rien d’autre que le système nerveux de l’entreprise.
La participation des employés à la prise de décisions
Si l‘entreprise souhaite atteindre un haut niveau de performances, elle doit scrupuleusement respecter et prendre en considération les intérêts et les desiderata de ses employés. Parmi ces desiderata qui témoignent de ce respect réciproque figure la participation des employés à la prise de décisions.
Enterprise 2.0 Tools Align with McKinsey Steps for Making Good Business Decisions : Enterprise 2.0 Blog: News, Coverage, and Commentary
A recent McKinsey survey on how companies make good decisions suggests several actions that are strongly associated with good financial and operational outcomes. In their survey, they asked executives on a global basis about a capital or human-resources decision their companies made. The results highlight the real business benefits such as increased profits and rapid implementation of several decision-making disciplines. It seems to me that in three of the four social media can play a useful role. Although in the end it is the people and what they might do with the technology, not the technology, that matter.
Nortel abandons matrix management
Nortel CTO John Roese wrote a blog post about the decision to give the business units more autonomy, focussing on the speed benefits of the new structure and abandonig the previous matrix structure
Organizing for value
# When large companies are organized in the traditional division structure, strategic decisions too often fall to managers under pressure to meet budgetary demands. Success in one unit masks underperformance in others, while ventures that promise strong future growth go underfunded because they don’t contribute to short-term bottom-line numbers.
# One way to shake things up is to review the strategy and performance-management processes and to make decisions at the more granular level of value cells. Value cells are smaller units (20-50 for a large company) that represent the economics of the individual, simple businesses that any company is built of, such as customer segments, product groups, geographic markets, and new technologies.
# By emphasizing these value cells rather than aggregated bottom-line division numbers, this approach sheds light on which activities should be the target of additional investment—and which should be divested entirely. Changing managers’ roles won’t be easy, but in the long run, it will be worth it.
Changement: La malédiction du moyen
-
L’acheteur n’a pas de vision globale des intérêts de l’entreprise (la « fin », le « résultat »). Pour faire son travail il doit les approximer par le « moyen » : le coût du consultant. Il aboutit donc à une solution peu efficace.
L’acheteur est un représentant attardé de l’organisation ancienne de l’entreprise, le modèle hiérarchique (ou bureaucratique). -
Ce type d’organisation a une raison d’être : il permet de construire rapidement une entreprise avec des personnels peu qualifiés. Mais dès qu’il entre en concurrence, il doit se complexifier. L’individu doit prendre en compte dans ses décisions les intérêts du groupe.
The New Era of Management by Committee
Social software changes this paradigm:
* All conversations and buy-in from individuals can be transparent
* A much broader group can participate in the debate
* Polling can be done regularly and almost instantly
* Conversational persistence allows for asynchronous participation
* Low barrier to participation - some people can argue and write original commentary while others can organize supporting information and others can rate or comment - making participation in the conversation open to more voices and personalities
Wirearchy :: Is (Traditional) Leadership A Prosthesis For Trust ?
Networks will not replace or supplement hierarchies; rather the two will be encompassed within a broader conception that embraces both.
We are still a long way from figuring out the appropriate and encompassing organization models for the economy we are now in."
-
Networks allow us to create temporary responsibility-driven hierarchy whilst at the same time distributing complementary responsibilities in a decentralized fashion. Thus, it may be that we are moving into conditions wherein "it's not all top-down, but it's also not all bottom-up". It's "both / and" depending upon what's needed where, when and by whom.
Selected Tags
Related Tags
Sponsored Links
Top Contributors
Groups interested in decision...
Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »
Join Diigo