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"“Can business processes and social media co-exist?” – This was one of the first big questions on day 2 of the Enterprise 2.0 Summit asked by Bertrand Duperrin from Nextmodernity and that question lead to a very interesting discussion of the role of social tools in the world of Business Process Management (BPM) – something that links nicely back to the theme from day 1 of harnessing the conversations taking place in the organization. Traditional BPM lack a proper feedback loop to ensure proper organizational learning, but if you intelligently integrate social tools, this gap may be filled."
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If you just add a social layer inside the processes, you may find yourself creating ‘social silos’ effectively working against the purpose you are trying to accomplish
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If we are to succeed with more ‘social’ business processes, we simply MUST get out there and involve people – all people.
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John Battelle, the founder and executive chairman of Federated Media Publishing, explains in this interview what it means to understand content not as a constellation of sites, but as a system of conversations – and looks at the implications for marketers. "
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There's a yin and the yang of the Internet – a circulatory effect between Facebook or Twitter or Google, and the Independent Web, which has generally meant blogs or semi-professional sites.
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At this point, marketers have pivoted: they're not just putting their marketing next to content, but actually creating content themselves – or underwriting the creation of content. And then they encourage the sharing of that content and creating ecosystems where that content circulates. T
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"" Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?"..." Ce sont les process, les indicateurs de performance ( les fameux KPI's), et les reportings"."
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les entreprises ont perdu le contrôle d'elles-mêmes, surtout celles qu'on appelle les grandes entreprises, les multinationales. Elles ont souvent détruit la confiance qui a assuré le succés initial de la plupart d'entre elles
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Dès lors qu'elles souhaitent substituer à l'initiative, à la bonne volonté ou au sérieux de leurs salariés des processus et des contrôles renforcés, elles font passer un message clair de défiance et tout le monde le comprend ainsi".
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"I want to answer 4 basic questions:
My Business Purpose: Why am I pursuing this innovation?
Pilot Structure: How can I execute it with the least amount of resources and commitments yet still achieve an appreciable, measurable result?
Evaluation Model: What will my KPI's be and how will I evaluate the value delivered from the pilot to my business
Pilot Execution & Next Steps: how can I learn as much as possible while also driving towards business goals? "
"People who are engaged in profit-orientated businesses are, for the most part, employed to perform specific types of tasks. Whether the task is on a production line or producing invoices, people develop a set of skills and sell those skills to an employer. So it should come as no surprise to anyone that the employees of a company are focused on what they are compensated to produce."
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If people are not compensated or rewarded in some way to be creative, to produce changes that delight a customer, and to find new opportunity areas, why would anyone expect them to do so?
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Performance management should be focused on setting goals that are aligned with business strategy,
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"The "Measuring the Value of Social Software" white paper focuses on helping organizations answer the question:
How can we determine if our social software initiatives are successful and are providing the anticipated return on technology investment?
This white paper looks at how to measure the effectiveness and value of a social software initiative, what tools are available to capture key metrics, and what to take into consideration when establishing a measurement approach. "
In the industrial economy, we had lots of ways of measuring our work. It was a mostly physical process so we could literally see what was going on. Our financial systems were built around this industrial model and we could also put dollar values on products as they progressed through factories and machines, converting raw materials into finished goods.
The shift to a knowledge economy has changed that. A lot of the value created today happens inside peoples’ heads or their computers. This is the case in service and technology businesses but even in manufacturing settings where it is the process, not the product, that creates so much of the value.
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Well here’s what worries me. KPI’s are by definition a small number of indicators. There is no guarantee that KPI’s are the right metrics. And they can be manipulated.
Le plus important, c’est de savoir ce que vous voulez faire et comment vous allez le faire. Le moyen choisi pour mesurer ne vient qu’ensuite. “
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A force de marteler des slogans du type “On ne pilote que ce que l’on mesure”, on mesure un peu tout et n’importe quoi. Au final on ne sait plus trop ce que l’on pilote, ni même si on pilote. Je me demande s’il ne faudrait pas, durant un temps en tout cas, inverser la formule afin de se recentrer sur l’essentiel. “ On ne mesure que ce que l’on pilote”.
Vous l'avez maintes fois exprimés dans vos commentaires, après avoir formulé la vision stratégique et les valeurs, qui la sous-tendent, reste traduire ceci en termes compréhensibles par tous et exécutables.
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