interactions - Bertrand Duperrin on Diigo

02 Nov 09

McKinsey: What Matters: Using technology to improve workforce collaboration

"Knowledge workers fuel innovation and growth, yet the nature of knowledge work remains poorly understood—as do the ways to improve its effectiveness. The heart of what knowledge workers do on the job is collaborate, which in the broadest terms means they interact to solve problems, serve customers, engage with partners, and nurture new ideas. Technology and workflow processes support knowledge worker success and are increasingly sources of comparative differentiation. Those able to use new technologies to reshape how they work are finding significant productivity gains. This article shares our research on how technology can improve the quality and output of knowledge workers. "

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knowledgeworkers collaboration innovation productivity workflow problemsolving measurement interactions

The nature of collaborative work ranges from high levels of abstract thinking on the part of scientists to building and maintaining professional contacts and information networks to more ground-level problem solving.
But for knowledge workers, what might be thought of as collaboration productivity depends on the quality and quantity of interactions occurring
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- Our research suggests that improvements depend upon getting a better fix on who actually is doing the collaborating within companies, as well as understanding the details of how that interactive work is done
- The plan was straightforward: reach more customers and business partners by shifting a large portion of in-person meetings to virtual interactions. Policy and governance changes ensured that technology use became part of daily workflows and not an added task.
- Over an 18-month period, the initiative saved Cisco more than $100 million in travel and business expenses and reduced the company’s carbon emissions by 24 million metric tons
- Similarly, P&G has also adopted Web-based technologies to forge better links with partners and customers and to improve the flow of ideas across corporate and regional boundaries. It also set up ideas markets to gather and filter offerings from across the company and signed on with crowd-sourcing network InnoCentive to tap external experts to solve specific problems
- Besides the savings P&G realized from nearly a thousand fewer business trips each month, the company met its goals of shorter product cycle times and greater product innovation from external sources.²
- As a first step, companies should take a fresh look at their workers, classifying them by how they collaborate.
- . They are identified by job titles that, in many cases, obscure the kind of work they actually do
- Thus, improving collaboration should start with understanding employee workflows to get a more refined view how their work gets done.
- Companies can best do this by 1) understanding the specific requirements of interactive tasks; 2) identifying which tasks create disproportionate value for the organization; and 3) determining the types of inefficiencies and wasted efforts that bog down many interactions
- We have documented 10 types of collaboration waste (Exhibit 2). In the case of managers, for example, effective collaboration demands that the manager not only agrees on specific objectives but also that he /she can communicate how to achieve them. T
- Business managers should allow time and provide forums for collaboration workers to brainstorm solutions to productivity problems. Corporate technology providers will need to provide tools that are flexible enough to enable experimentation, so that usage and adoption are widespread

30 Aug 09

Transparent Office: Enterprise 2.0: Skip the Pilot

There's an orthodoxy in Enterprise 2.0 circles about how you're supposed to run an implementation. The orthodoxy goes something like this: Start with small-scale pilots, define your business objectives, watch the pilots closely, evaluate their success, make a go/no-go decision. (A good recent articulation of this view is in Chris McGrath's recent post on 8 Tips for a Successful Social Intranet Pilot.)

As far as I can tell it's what everyone thinks. In fact, it's what I used to think. Unfortunately, it's dead wrong. The orthodoxy is wrong for a very simple reason: Size matters. By constraining the size of your pilot, you significantly alter the way your company can and will use the tools.

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enterprise2.0 pilot implementation interactions metcalfslaw

There's an orthodoxy in Enterprise 2.0 circles about how you're supposed to run an implementation. The orthodoxy goes something like this: Start with small-scale pilots, define your business objectives, watch the pilots closely, evaluate their success, make a go/no-go decision. (A good recent articulation of this view is in Chris McGrath's recent post on 8 Tips for a Successful Social Intranet Pilot.)
As far as I can tell it's what everyone thinks. In fact, it's what I used to think. Unfortunately, it's dead wrong. The orthodoxy is wrong for a very simple reason: Size matters. By constraining the size of your pilot, you significantly alter the way your company can and will use the tools.
An artificially constrained pilot is always a poor representation of post-pilot collaboration, because the range of potential interactions is so limited. The value delivered to each individual participant is exponentially smaller than it would be at full scale, and the ways that people will use the tool are different.
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- If your E 2.0 pilot is struggling, don't shut it down. Make it bigger. Open it up. Invite more people. Tell them to invite even more people. That's the only way you're going to find out the real behavior and the real value.

29 Jun 09

Productivity in a Networked Era – Assessing ROII (Return on Investment in Interaction)

Today’s networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created.

The industrial age has run out of steam. Look at General Motors. Look at Chrysler. We are witnessing the death throes of management models that have outlived their usefulness.

The network era now replacing the industrial age holds great promise. Networked organizations are reaping rewards for connecting people, know-how and ideas at an ever-faster pace. Value creation has migrated from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco.

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networks socialnetworks ROI organization productivity ROII interactions judgment

ROI is an accounting and financial management concept businesses use to decide where to make investments and to assess the success of investment decisions after the fact. ROI reduces both return — R, what you expect back — and investment — I, what you expect to put in to numbers — making it possible to compare one investment opportunity to another. The numbers tie back to categories on the balance sheet and income statement, (i.e. tangible assets and hard-dollar returns).
Measuring intangibles involves making judgment calls, so managers often exclude intangibles from their ROI calculations. Several purported authorities on calculating ROI suggest taking intangibles into account by putting them on a list but refusing to estimate their value. This leads you to comparing numbers to words, apples to oranges.
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- Executives manage immeasurable things all the time. The more powerful the executive, the more likely he or she is involved in effectiveness — doing the right things rather than doing things right. Intuition, judgment and gut feelings guide these more important decisions. Qualitative assessment often can make up for a concrete numeric result.

08 Jun 09

The Return of the Non-Virtual Organization

I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.

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organization management virtualorganization interactions

Senior managers, in particular, are a group that benefits from high-bandwidth interpersonal contact. Henry Mintzberg and other researchers have shown that their jobs typically consist of a variety of short, and frequently unplanned, interactions. It's much easier to accomplish these when you are all in the same vicinity.

08 Apr 09

Where is the Business Value in Enterprise 2.0?

What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?

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Enterprise2.0 value businessvalue problemsolving sales productivity technology organization talentmanagement interactions tacitinteractions

What we haven’t done so well is make the business value case—how does it help organizations become more productive and competitive?

02 Nov 08

What Enables Us? | Socialutions

Enablement can refer to any approach which provides means or opportunity. Means refers to unique methods that empower people and businesses to pursue and capture unique opportunities.

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enablement problemsolving means socialmedia socialsoftware technology interactions process

Unique methods are new processes that differ from traditional methods. In fact unique methods may be the total opposite of traditional methods and there lies the power of enablement.
When people use the word enablement it typically implies a new approach to accomplishing something or solving an existing problem. People and businesses are enabled by technology to create new methods or processes aimed at solving old problems or creating brand new value opportunities.
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- Enablement is not technology by itself rather it is allowing people to think what can be done with technology. When you combined human behavior with social technology you expand the creative forces of human desire for opportunity and you enable people with the means to capture said opportunities.

23 Sep 08

The Silo Lives! Analyzing Coordination and Communication in Multiunit Companies — HBS Working Knowledge

Although many companies aspire to promote easy interaction and coordination across departments, office locations, and pay scales, the "boundaryless" organization—like the paperless office—hasn't materialized.

The corporate silo is alive and well.

hbswk.hbs.edu/6011.html - Preview

communication silos email management network interactions

"We were surprised by how little interaction occurs across three major boundaries: the strategic business unit, the organizational function, and the geographic office location," Stuart says.
In other words, people talk to the very same people they e-mail. As electronic collaboration technologies further develop, this may change. For now, e-mail interactions seem to reinforce human relations.
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- Our analysis indicates that two people who are in the same SBU, function, and office interact about 1,000 times more frequently than two people at the company who are in different business units, functions, and offices, but are otherwise similar. Practically speaking, this means that there is very little interaction across these boundaries.
- We think this work will give insight into how individuals can plot the course for more successful careers and how firms can guide the career paths of their employees to create a better-connected social structure that will be better able to implement their strategies.

15 Aug 08

Management and Virtual Decentralised Networks: The Linux Project

This paper examines the latest of paradigms - the Virtual Network(ed) Organisation - and whether geographically dispersed knowledge workers can virtually collaborate for a project under no central planning. Co-ordination, management and the role of knowledge arise as the central areas of focus. The Linux Project and its development model are selected as a case of analysis and the critical success factors of this organisational design are identified. The study proceeds to the formulation of a framework that can be applied to all kinds of virtual decentralised work and concludes that value creation is maximized when there is intense interaction and uninhibited sharing of information between the organisation and the surrounding community. Therefore, the potential success or failure of this organisational paradigm depends on the degree of dedication and involvement by the surrounding community.

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management networks decentralization decentralizednetworks communities collaboration project valuecreation interactions linux coordination knowledge

09 Aug 08

The limits of rationality and the illusion of management control in organizational change

When the sought-after benefits fail to materialise, this is most often blamed on poor implementation rather than unsound thinking. By adopting a “do it better and get it right” stance, failure is rationalised as a shortfall in execution and the flawed assumptions remain to fight another day.

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change changemanagement management interactions relationship informalnetworks rationality

04 Jul 08

Social Network Analysis - The Roadmap to True Enterprise Knowledge Management

Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.

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socialnetworkanalysis knowledgemanagement interactions tacitknowledge knowledgeworkers

Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries
SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.
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- It is critical to an organization to know who the key contributors are in the organization. It is important to identify these knowledge workers and map their connections.
- Social networks develop naturally and are built based on trust. These networks share tacit knowledge; the knowledge in people’s heads that is not captured by company processes and procedures.

28 May 08

Projects As Social Interactions — Project Shrink

"A project is a localized energy field comprising a set of thoughts, emotions, and interactions continually expressing themselves in physical form."

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projectmanagement interactions project

19 Sep 07

L'interaction est la clé de la communication en entreprise Informatique

www.atelier.fr/...cation,entreprises-35223-.html - Preview

interactions communication information collectiveefficiency

16 Sep 07

Collaboration Loop - ROI Demystified: Collaboration Tools

www.collaborationloop.com/index.php - Preview

enterprise2.0 productivity ROI interactions tacitinteractions

31 May 07

b-spirit.com » The Network is The Power of Us

Pour le CEO de CISCO les outils Web 2.0 vont radicalement changer la manière dont fonctionne l'entreprise. Les réseaux sociaux vont transformer la structure de l'entreprise. On passera d'un monde de transaction à un monde d'intéraction.

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web2.0 cisco interactions collaboration collectiveintelligence enterprise2.0