Bertrand Duperrin's Library tagged incentives →  View Popular, Search in Google

"I've spent much of my life studying -- both as an academic and as a consultant -- how companies use incentives. The vast majority of companies mess this issue up, resulting in confusion, frustration, and often, the opposite of what they intended. There are four ways that companies get incentives horribly wrong:"

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"Incentive programs are ubiquitous in corporations, but there are serious flaws in how they have been implemented, particularly for executives. For an incentive system to usefully support a firm's long-term, society-focused agenda, companies need to lessen their reliance on financial rewards to motivate top management, strengthen share-ownership requirements and stock-vesting conditions for senior executives and board members, and change CEOs' perception of compensation as a tool to "keep score" vis-à-vis their peers and bolster their own egos."

incentives CEO longterm rewards

Organizational culture powerfully influences a company's performance — or at least we say so. I often hear executives reassure me that projects will get done because "we have an execution culture," or that customers will be well taken care of because "we have a culture where the customer comes first." At the same time, culture is also one of the great rationalizations for managerial shortcomings. Many times I've heard that a project was delayed because "we don't make quick decisions around here," which is the managerial equivalent of "the dog ate my homework."

management culture rewards incentives informationsharing risk riskmanagement

"Yesterday Ben Horowitz published a solid post "When Employees Misinterpret Management," which should have been titled "When Management Misdirects Employees."

He gives three examples, the most fun of which is him trying to get his sales team at Opsware -- the company he and Marc Andreessen famously rode through the bust to a huge, huge win -- to not cram all their sales into the quarter's last week."

incentives sales management goals target quantification quality

"Over the past few years, as organizations deploy social tools, expertise location has become one of the more common solutions associated with "Enterprise 2.0". The general assumption includes two primary ways of identifying "experts". The first method assumes that employee use of social tools (e.g., blogs, wikis, micro-blogging, communities) and social applications (e.g., ideation), enables their talent and business insight to be more visible and therefore more discoverable by co-workers. The second method revolves around the employee profile created as part of an enterprise social network site. It is assumed that employees will readily create and maintain rich profiles where they willingly share information about their job history, interests, hobbies, education, and areas of expertise."

enterprise2.0 expertslocation experts transparency profile culture incentives privacy time

"Chambers created the following 5 pillars to drive collaboration, an approach we can all learn from. These amount to what I call disciplined collaboration in my book Collaboration: focus on business value, tear down barriers, and create a new organization architecture. (Full disclosure: last autumn I met with the top 50 leadership team at Cisco to discuss collaboration; the information here is all from public sources, however). "

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"“I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.” Phil Jackson, coach of the L.A. Lakers

I have always been a big P4P – pay for performance – guy. Rewarding Employees for every increase in performance seemed to be the way to go. Now, not so much. As the Great Recession sweeps away the remaining vestiges of the Industrial Economy’s Command & Control style of management (yeah, I know C & C has made a come back – as dictatorial practices always do in times of great fear and uncertainty - but it’s only temporary), it is becoming more apparent that the way we compensate for performance is archaic (i.e. paying Employees an hourly wage to perform tasks only leads to Employees taking more time to perform the task or more supervision to ensure they will not take more time to perform the task)."

motivation management performance rewards extrinsicmotivation incentives purpose

"Last Tuesday, I co-presented a live broadcast on "Realizing the Benefits of Enterprise 2.0" with Andy Mulholland, the Global CTO of Capgemini. From my perspective, it was a very enjoyable webcast with a highly interactive format as Andy and I discussed best practices for adopting an Enterprise 2.0 strategy and more importantly, highlighted key customer examples showing how it can be done today. If you missed the webcast, you can catch a replay here. "

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"I do believe that social environments can have a powerful impact on an organization's "lateral connectivity" so to speak (vs. top-down). As background, I've looked at expertise location/automation systems since they emerged in the late nineties with Tacit (recently acquired by Oracle) perhaps being the most well-known."

expertslocation expertise socialmedia incentives timemanagement personalbranding policies management

"I explained my current interest in social capital and asked Stewart which organisations he thought had strong capabilities that resulted mainly from the relationships between their people, ie capabilities built on social capital, rather than the people themselves, ie human capital, or processes, technologies etc."

socialcapital relationship GE boozAllenHamilton incentives collaboration knowledgesharing

"Today, we have to ask how much progress the U.S. intelligence has made over the last eight years. I suspect much less than we thought. The U.S. Government has spent a small fortune on information technology systems, but the problems we face aren't just about IT. It's about changing the culture, from one where officials don't share much to one where they share widely, so that the dots can be connected. How can they do this? Here's a start:"

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"The fact remains however, that there was a CRM bubble and it burst. For many years CRM was a dirty word. I worked with a number of customers 5-8 years ago who refused to use the term "CRM" and instead referred to it as "Loyalty", "Customer Management" etc. It has only been in the last couple of years that the term seems to have bounced back and removed it's negative connotations. CRM is now seen as a positive initiative, crucial to supporting customer retention and growth strategies and Social CRM is a natural extension to the topic, embracing the customer's new control of the conversation."

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"Even if we do all the right things like facilitate, understand human behaviour, create and nurture conditions for participation, have an enterprise-wide concept…I don’t think it’s enough.

We need a complementary top-down shift to a new culture of working, as I said in my last post, a move from a competitive to collaborative organisation. "

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"There has been alot of talk about creating enterprise 2.0 pilot test groups before a full fledged implementation across an organisation. However, I haven’t read much about how one can go about identifying teams that will succeed in the pilot test groups. So what are the requirements of an Enterprise 2.0 pilot test groups? "

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