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"My main message is that deploying an enterprise social network improves the performance of the company. As a consequence, the most important measurement is not the one of the tool in itself but the measurement of its actions / impacts on the performance of the company. "
"There is a common misconception in the world, especially amongst younger people, that you have to work hard and pay your dues, even if it means being miserable. For some reason people seem to think that they have to be miserable for the first few years of their work life in order to get to where they want to be; either professionally or personally. "
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Typically hard work means something like 60 or 70 hours a week (sometimes 80 or 90), working at home in the evenings and weekends, and continuously juggling multiple projects in a frantic attempt to get them all done. This is not hard work, this is simply poor management of your time and a clear lack of understanding of your strengths and skills.
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For example, a smart worker will realize that they are more productive during a certain time of day and will batch their tasks based on difficulty to match with when they are most productive. A hard worker, has a long list and just checks off tasks one a time as he goes down the list.
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"La gravité de la crise tient à ce qu'il ne s'agit pas seulement d'une défense archaïque d'avantages acquis et de corporatismes. Il s'agit de cela, mais aussi de beaucoup plus. "
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Le but est de sortir le social de la pure notion juridique où il s'enferme pour que la société réinvestisse dans l'entreprise, la finance, l'économie, « ce qui exige un effort massif d'éducation et de participation à la gestion, encore jamais consenti ».
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Dans un monde globalisé, les appareils d'Etat nationaux sont voués à la sclérose, si une puissante coopération en réseaux avec leurs pairs et les autres acteurs économiques ne se met pas en place.
"The traditional methods for driving operational excellence in global organizations are not enough. The most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation. "
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CIOs often try to address these challenges by relying on the same managerial tools they use to pursue operational excellence: establishing well-defined roles, best practice processes and formal accountability structures.
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The key to delivering both operational excellence and innovation is having networks of informal collaboration. Within IT organizations in large global companies, we have seen that innovative solutions often emerge unexpectedly through informal and unplanned interactions between individuals who see problems from different perspectives.
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In organizations however, the implication is much more pernicious because individual performance, for better or worse, is multiplied and amplified many times over. If dozens of people are reducing their effectiveness by multitasking, then the organization runs the risk of being tied up in knots.
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Despite starting the research on 100 college students with the hypothesis that multitaskers had some special abilities, the study found that multitaskers were actually quite ineffective at managing information, maintaining attention, and getting results. Compared to study participants who did things one task at a time, they were mediocre.
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let me suggest that the alternative to multitasking is not single-tasking. In this day and age, that would be too slow. Rather the answer is to shift our mindsets from a focus on volume to a focus on value
Robert Mahowald, Research Director, IDC, discusses how organizations today are using innovative Enterprise 2.0 tools for more efficient business operations across the extended enterprise.
In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?
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From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
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talent will pull institutions into the 21st century.
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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.
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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.
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Le concept de « cloud computing » s'est propagé avant d'avoir été clairement défini. Mais si vous êtes de ceux qui croient au mirage, il est sans doute temps d'y regarder de plus près.
Entièrement axé sur l'efficience, le cloud computing permet de déployer un système unique aussi bien qu'une quantité massive de ressources informatiques afin de les rendre accessibles à la demande, en temps réel et pour un coût abordable. Dans la mesure où les stratégies de « cloud » les plus performantes s'appuient sur des concepts et des outils déjà bien connus des développeurs, ce paradigme est susceptible de redéfinir la relation unissant l'organisation informatique aux équipes de développement et aux unités opérationnelles qui dépendent d'elle. L'organisation informatique s'assure en effet des gains d'efficience et des points de contrôle supplémentaires, tandis que ses clients accèdent à un nouveau degré de simplicité et d'autonomie dans leur utilisation des services.
In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.
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The Competitive Advantage of The Unexpected
As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity. -
In return, the mobile workforce must deliver “spurts” of productivity and insight. When bonuses are considered, managers must value the spurts versus an adherence to the daily grind.
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Companies providing workplaces that are more effective for knowledge work are seeing higher levels of employee engagement, brand equity, and profit, with profit growth up to 14 percentage points greater than those with less effective work environments.
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Our research indicates that if organizations provide work settings that support today's dynamic ways of working, they can reduce real estate and improve their company's performance at the same time - they can do more with less."
Organizations can become more efficient in the short run by replacing costly, unpredictable problem solving activity with consistent, streamlined routines. However, this efficiency often comes at the cost of long-run adaptability. The more organizational activity is dominated by stable routines, the less the organization learns, and the more rigid and inflexible it becomes. To escape this fate, the authors of this working paper theorize that highly disciplined organizations must actively engage in strategic and selective perturbation of established routines.
Slowing down is essential to any kind of creativity — even if it makes you unfocused, inefficient, undisciplined, or unsystematic too
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