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).
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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.
more fromwww.enviedentreprendre.com
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.
more fromwww.fastforwardblog.com
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
more fromwww.lifeinamatrix.com
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.
more fromwww.mckinseyquarterly.com
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
more fromwww.thesocialorganization.com
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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."
more fromblog.wirearchy.com
Notation: * = Private bookmark and comment|… = Clipping [?] | … = Public highlight [?]
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