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Travail collaboratif et gestion des talents
Cette présentation de Knowledge infusion insiste avant tout sur les changements de pratiques et de cultures liés à la mise en place d'une entreprise 2.0, que ce soit pour les SI, le business model ou la gestion des ressources humaines. Cette démarche en réseau impact aussi la relation client. On va trouver une ouverture plus importante de la part de l'entreprise. Ainsi les clients vont proposer des solutions, des innovations et accompagner ces évolutions. Ce qui réduit grandement les coûts de R&D, marketing, service après-vente...
Does Social Media really destroy hierarchies or silos?
In an organisation built upon traditional management structures with departments and the like, rigid reporting lines often make for poor communication channels and awkward cross department interactions. Those very structures designed to provide human resource control actually prevent humans from doing what humans do best – connecting. How on Earth does one quickly & easily connect to the right person in another area of the company for help when constrained into following hierarchical chains of reporting? This has been long recognised and working groups, committees and project focussed groups containing staff from across a number of departments or skill bases are commonplace nowadays.
Dr Karen Stephenson, a corporate anthropologist and lauded as a pioneer and "leader in the growing field of social-network business consultants” (Business 2.0 2006), and her company NetForm have been publishing work on social network (think social graph web peoples) analysis for years which quite clearly shows that no matter how one tries to enforce structure on people informal networks of people will emerge – normally based around a specific context. Yet the structure, the hierarchy prevails
Enterprise 2.0 implementation success factors | Synergise IT
In my previous post on Enterprise 2.0 implementation success factors, I discussed the factors that relates to the non technological aspects of an Enterprise 2.0 implementation and the things to consider and look out for. Below is an updated model.
Cisco as an emerging Enterprise 2.0 case example
What makes this case study useful and interesting is its emphasis on organization not technology. There’s an undercurrent in the article that everything is all a bit “socialist” somehow and isn’t that a surprise, which I found annoying at points. The more interesting point is that a bunch of engineers and big-organization executives are essentially concluding that hierarchy isn’t scaling well enough to meet their goals.
Blog des Managers Intranet - Distance hiérarchique et expression des salariés dans l’entreprise
Distance hiérarchique et expression des salariés dans l’entreprise
Les échanges en réseau d’idées, de bonnes pratiques peinent à émerger dans nos entreprises françaises.
La formalisation et la diffusion de point de vue, d’analyses, d’expériences innovantes supposent une liberté d’expression qui n’est culturellement pas de mise dans nos univers de travail.
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Notre société française se caractérise en effet par ce que Geert HOFSTEDE[2]> nomme un indice de distance hiérarchique fort.
Selon lui la distance hiérarchique peut être définie comme le degré d’inégalité attendu et accepté par les individus. La distance hiérarchique est donc mesurée à partir des systèmes de valeur de ceux qui ont le moins de pouvoir. La répartition du pouvoir est également expliquée à partir du comportement de ceux qui ont le plus de pouvoir, des leaders plutôt que des suiveurs. L'autorité ne se maintient que si elle rencontre la soumission; la fonction d'encadrement n'existe que comme complément à une situation de subordination.
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Dans le cadre de pays à forte distance hiérarchique les supérieurs et les subordonnés se considèrent comme inégaux par nature dans un système fondé sur une inégalité existentielle. Les relations entre subordonnés et supérieurs sont souvent chargées d'affectivité.
Many-to-Many Structure Flexibility vs. Stiff One-to-Many Hierarchies
With project management 2.0 tools, you can start with one task, add fifteen more, organize them, add more tasks, reorganize them and repeat the process on a daily basis. When all team members walk through this process, you start to bring the power of many to work in your planning process. Many-to-many structures emerge with the help of team members’ collaboration.
Being Free within Organizational Structures
- while the need for coordination of big tasks doesn’t disappear (and organizations will continue to thrive) a more 21C-way of working may appear alongside - flexible ad-hoc value networks, business ecosystems, companyconglomerates, etc.
- to leverage the full potential of your knowledge workers you better design for emergence and adaptivity, ie. allow for heterarchic configurations
Changement: La malédiction du moyen
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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.
Lost in Matrix Management - Gill Corkindale
One theme has emerged loud and clear from executives I have been coaching this year: the utter frustration of operating in complex and shifting matrix management systems. The complaints are legion: multiple and complex reporting lines, confusion over accountability, competing geographical and functional targets, lack of role clarity, too many people involved in decisions, lack of support from senior managers, and the politics and conflicts arising from continual organisational restructuring.
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Matrix structures broke down the hierarchies, allowing teams to share information across task boundaries and enabling managers and staff to build their knowledge and experience across projects.
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Managers soon realised that they hindered rather than helped them work effectively
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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."
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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.
thingamy: No ownership, no accountability - wikis, collaboration software, social media, Enterprise 2.0 and how not to get things done.
In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That's the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.
The AppGap » What If … the Org Chart Had Links and Tags, Instead of Reporting Relationships ?: News, views, and reviews of Work 2.0 tools, apps and practices
But hierarchies don’t have to remain static … and this is one of the big deficiencies in current models and with the existing tools of organizational design.
Anne Truitt Zelenka » Hierarchies Plus: What Enterprise 2.0 Can Do for the Typical Big Business
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