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Enterprise 2.0: Chance or Fool’s Paradise for Business Transformation in Economic Crisis
The last two Enterprise 2.0 FORUMs have shown that there are some reoccuring characteristics of sucessful perceived E2.0 projects that - from a qualitative perspective - might turn out to be the critical success factors. In regards to our on-going discussions about the topics of the Enterprise 2.0 programm I would therefore like to make some summing-up on these aspects:
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IT organizations usually follow a Plan-Build-Run framework that often means Plan-Build-Runaway after the system is deployed. But since many social applications are not transactional or process-specific in a traditional sense [.
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It structures the benefits of feedback on five levels (from the more concrete to less concrete) : “social creation” (benefits from the collective intelligence and actions in creating information, cross-links etc), direct feedback (benefits from cross-linking people and information by trackbacks, comments, bookmarks and feed subscriptions), systemic feedback (benefits from new relations/interconnections between people and information) and social feedback (benefits from gaining positive feedback, authority and acknowledgement).
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A User's Guide to 21st Century Economics - Umair Haque - HarvardBusiness.org
The need for boardrooms to to reconceive and reinvent business was never more urgent than it is today - because the clock is ticking. The new rules we've discussed at length over the last year or so aren't the only ones out there: there are plenty more in store for radical innovators. But the time to do so is now: by the end of 2009, our expectation is that organizations that aren't powered by at least 2-3 new rules will start going slowly but surely extinct.
Layoffs not the Best Solution in a Downturn
In a study of 531 large organizations, three quarter reported having cut pay rolls. Out of these 85 per cent that sought higher profit, only 46 per cent saw any measurable profit; 58 per cent sought higher productivity but only 34 per cent saw even the slight increase; 61 per cent wanted to increase customer service but only 31 per cent achieved this. So layoffs are not the best option even in the period of economic recession.
Ken Morse: “Penser global n’est facile pour aucune PME dans le monde” : Entreprise Globale
Ken Morse, directeur du MIT (Massachusetts Institute of Technology) Entrepreneurship Center, est l’une des personnalités les plus marquantes de la planète dans le domaine de l’esprit d’entreprise. Ce serial entrepreneur, qui fut notamment à la genèse de grands groupes comme 3com ou Aspen Technology, parcourt le monde de conférences en ateliers. Il dispense ses conseils et bonnes pratiques accumulées au cours d’années d’expérience et de contacts avec les entrepreneurs de tous horizons. Ken Morse a notamment vécu en Bruxelles où il a passé “quelques unes de ses meilleures années professionnelles et personnelles”.
Transformer l’Entreprise pour améliorer sa performance
La crise qui s’annonce durable, contraint les organismes publics et privés à réduire la voilure pour traverser sans trop d’encombres la tempête.
Pour ce faire, celles-ci lancent des « programmes de transformation » de leurs fonctions métier et support en vue d’améliorer la performance (transformation de la fonction finance, transformation de la fonction It, RH, achats, supply chain,..).
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1. La première approche consiste à améliorer « l’existant ». Pour ce faire, on évalue l’organisation (finance, It, RH,...) en termes de coûts, délais,... La question est : combien coûte le processus de reporting par exemple, on compare ce coût aux meilleurs de la classe (benchmarking) afin d’identifier d’éventuels gains.
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2. La seconde approche ne tient pas compte de l’existant. La question est : que devra / devrait être ma fonction X (finance, IT, RH,..) dans 3, 4, 5 ans compte tenu par exemple des nouvelles technologies, des nouvelles contraintes réglementaires, de la nouvelle organisation de l’entreprise. Cette approche peut/ doit conduire à la création de nouveaux processus qui porteront de nouveaux objectifs et à la suppression de processus existant.
Fear Factor in the Workplace - Room for Debate Blog - NYTimes.com
What really disturbs surviving employees about downsizings is that they cannot control or rationalize the events. If I have a co-worker who frequently arrives late and does low quality work, I can rationalize her layoff by saying to myself, “She didn’t carry her weight and deserved to be let go.” If, instead, my co-worker seems to work as hard and as well as I do and then, through no fault of her own, happens to be the victim of a “reduction in force,” I cannot rationalize that. More important, I fear that I cannot control my situation: in the first scenario, I have a sense of control over my fate by continuing to do high-quality work. In the second scenario, working hard or working well doesn’t seem to help me retain my job.
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: If six people are left covering the work of 10, no one has time to think up new and better approaches to work. Invariably, people work harder and not smarter after a downsizing.
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Adding to the problem is that people take fewer risks and become less creative. Creativity requires trial and error, and no one knows what happens to those who experiment with a new approach and then fail
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Corporate apocalypse - Management Today
The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.
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This is the challenge for Management 2.0: reorienting management from
compliance to creativity, from flogging efficiencies out of existing
resources to generating new ones, from zero-sum to positive-sum by
recognising, as Hamel says, the commonsense proposition that in the long
term the corporation can only prosper if employees, suppliers, the
community and indeed the planet do too. -
First, many of the 'grand challenges' put forward in the discussions -
the need for companies to articulate a purpose beyond making money (a
conference near-consensus), distributed leadership and strategy- making,
the fostering of community and citizenship, building trust - are not new
at all. It's more that they have been driven to the periphery of
management concerns by the treadmill of Management 1.0. - 7 more annotations...
Importance of Human Resources: 10 Recruiting Problems You Might Face During Tough Economic Times
During volatile economic times, some things that used to be easy in recruiting and Talent Management become much more difficult. As a result, it’s important to identify and then focus on these new problem areas:
The End of the Financial World as We Know It - NYTimes.com
OUR financial catastrophe, like Bernard Madoff’s pyramid scheme, required all sorts of important, plugged-in people to sacrifice our collective long-term interests for short-term gain. The pressure to do this in today’s financial markets is immense. Obviously the greater the market pressure to excel in the short term, the greater the need for pressure from outside the market to consider the longer term. But that’s the problem: there is no longer any serious pressure from outside the market. The tyranny of the short term has extended itself with frightening ease into the entities that were meant to, one way or another, discipline Wall Street, and force it to consider its enlightened self-interest.
Upgrading talent - The McKinsey Quarterly - Upgrading talent - Organization - Talent
Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.
Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.
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