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

"Selon une étude réalisée par le cabinet Millward Brown pour Google et présentée le 15 mai, les cadres estiment que les réseaux sociaux leur permettraient d’améliorer de 20% la productivité dans leur entreprise. "

management socialnetworks socialnetworking productivity

"An invisible manager is a person who holds the position as manager and who works behind the scenes to make sure the actors get what they need to perform at their best; autonomy, access to the relevant resources, good working conditions, recognition, space to think and act. Invisible managers help to find and recruit talented people."

management leadership

"Lorsque je suis passé du statut de développeur d’application logicielle à celui de responsable d’équipe, il s’est passé une chose étrange.

D’un seul coup, mes camarades n’étaient plus des professionnels passionnés par leur sujet qui en parlent et qui en parlent et qui en parlent encore. Ce n’était plus des professionnels qui s’intéressent à leur discipline et qui étudient sans relâche les nouvelles innovations, découvertes ou bonnes pratiques, dans un soucis d’amélioration et d’apprentissage.

Non. Il s’agissait de Managers, comme si le seul intitulé, par je ne sais quel enchantement, leur infusait le savoir nécessaire pour accomplir leur mission"

management drucker knowledgeworkers productivity continuouslearning P2Plearning

"J’ai eu l’occasion dernièrement de participer à une conférence à l’IAE de Lille, sur le thème « Génération Y : comment dynamiser l’emploi des jeunes dans le Nord pas de Calais ?».

Particularité de cette intervention, c’est que celle ci était organisée par les étudiants en Master 2 GRH.

C’est à dire par et pour les futurs acteurs RH de demain, appartenant aujourd’hui à la génération Y.

Bref : une conférence sur la génération Y, pour la génération Y… mais pas que par la génération Y.

En effet, sur les 5 intervenants, 2 avaient moins de 30 ans, et 1 était là pour témoigner en tant que tel."

humanresources management generationy

"When I worked for IBM, the customer was always right. In today’s column I interview Vineet Nayer, CEO of HCL Technologies, one of the largest I.T. outsourcing firms in the world. Vineet argues that how it got to be one of the world’s largest IT firms is by putting employees first and customers second. Sounds radical, but when he explains, it makes sense."

customerrelationship vineetnayar casestudies hcl management accountability

"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."

engagement customers advocacy service NPS management humanresources employeesengagement feedback metrics customerexperience

"True leadership often comes from people with personal power, regardless of whether they have positional authority [1]. This hack proposes a dynamic system for measuring an individual’s “natural leadership,” -- the extent to which their contributions are seen as valuable, both inside and outside of an organization, and publish these results for all to see. This hack borrows concepts from the popular reputational capital sites like Klout.com and Peerindex.com, the Net Promoter methodology, as well as from Gary Hamel’s ideas of how to identify natural leaders [2]. In addition to providing insight into who an organization’s natural leaders are, such a system can provide motivation for employees to make more valuable contributions."

management leadership

"While a Traditional, born 1945 or earlier, would accept almost any order as long as it came through the proverbial chain of command, Boomers and Gen X might hesitate but comply. But Millennials most likely will balk at doing things “the way we’ve always done it” because they want freedom of choice in everything. They may not balk at the assignment itself but instead may challenge the methodology."

humanresources management millenials geny feedback

"But if that’s the case I am sure at this point in time you folks would be probably wondering what’s the new role of leadership then in the world of Social Business? Can we define it nowadays in some sort of form or shape? Or will we have to create a new one altogether? Well, we may not. Once again, we may not need to go ahead and reinvent the wheel, since we may have had it all along over the last few hundred years and we never noticed… Welcome to the Era of Servant Leadership! "

management leadership servantleadership

"La taille d’une organisation influe sur les modes de prise de décision, de transfert d’information ou de coopération, ce qui fait que les « bonnes recettes » à 10 personnes ne fonctionnent pas forcément à 100 ou encore moins à 1000. Plus précisément, un grand nombre de problèmes apparaissent lorsque la taille augmente, et l’efficacité n’est pas proportionnelle à la force de travail disponible. Cette constatation n’est pas sans rappeler ce qu’on observe dans les systèmes parallèles (cf. la loi d’Admdhal) qui montre que la puissance que l’on obtient en multipliant les processeurs est compensée par la tâche croissante de synchronisation. Ce n’est pas une surprise : les petites structures souffrent moins des problèmes de coordination et de synchronisation !"

organization coordination dunbar scale scalability context teams management structure organizationaldesign lean interfaces autonomy SOA complexity networks socialnetworks enterprise2.0 socialbusiness podularity

"

Over the years, we’ve succeeded in getting even some of the most skeptical middle managers on board the work flexibility train. But it requires a larger upfront commitment of resources (e.g. time, money, and people) than it takes to write a policy or rely on attrition. However, the return on that investment is a group of middle managers who not only accept work flexibility but understand how to use it as a powerful tool to run their business."

management middlemanagement flexibilty

"Innovation may be an organization's life blood, but still its success rate in most companies hovers at just 17%. Even innovation leader P&G succeeds less than 50% of the time.

What prevents companies from innovating better? One possibility is that managers don't really want their people to innovate, no matter what they say otherwise."

innovation management timemanagement

"
En veille sur les tendances et les besoins émergents des entreprises, la société Aastra a lancé une enquête en partenariat avec NotezIT, demandant aux cadres dirigeants des entreprises françaises de tous secteurs et toutes tailles confondus «Êtes-vous un collaborateur 2.0 ?». Cette enquête, publiée le 26 avril 2012, montre que si les dirigeants sont séduits, ils sont encore réticents au changement entrainés par ces outils 2.0. "

enterprise2.0 socialbusiness culture competencies skills ROI management

"Today we manage workers by headcount, jobs, roles, processes, and infrastructure. By viewing all work as a service we can define the service needs, match the service talent, and confirm the value exchange. The process empowers the worker to get the work done the way they want to work."

work service workasaservice serviceeconomy humanresources management

"En général, quand je parle dans mon entourage professionnel de méthodes agiles et de dépasser la notion de satisfaction du client pour l'enchanter ("delight"), cela ne déclenche pas immédiatement un enthousiasme délirant. Pourtant, si l'on est actif dans un métier où le marché est très concurrentiel et l'innovation permanente essentielle pour la survie, alors il est intéressant de se pencher sur ces nouvelles manières de voir le métier du management, et en particulier le Management radical de Stephen Denning, que j'aimerais présenter en quelques lignes ici, en complément d'un billet de François Beauregard."

customersatisfaction customerenchantment enchantment agilemethods agility radicalmanagement management selforganization

"New technological eras invariably create new managerial eras. Enterprise 2.0 is no different. In this three-part series, I will argue that E 2.0 organizational technology leads to a management model I will call "Management For Opportunity," a model that exposes managers to market risks in unprecedented ways. This model is contrary to the popular emerging idea that managers (especially the much hated middle managers) will become entirely obsolete.

But to get to this vision, we need to situate E 2.0 management and technology ideas within the evolutionary history of corporations. "

management management2.0

"An idea that is pervasive in corporations in both America and Europe and prevalent in business schools, management journals and textbooks is that the goal of a firm is to maximize shareholder value. It’s prevalent even though leads to unsound management practices. Jack Welch, considered by many to be a leading practitioner of the idea, recognized in 2009 that shareholder value is a result, not a strategy. Worst of all, maximizing shareholder value creates the risk of disruptive innovation."

value shareholders shareholdervalue profit innovation continuousinnovation management organization changemanagement casestudies salesforce

"Key findings from the report found that:

Performance is the number one measure of recruitment success

New staff under pressure to make greatest impact in their first year

Employers target recruits who make good decisions, bring creativity and build good relationships with bosses and peers "

shortterm newjoiners management humanresources decision

"An IBM Global CEO Study conducted in 2010 concluded that complexity was the primary challenge emerging out of its conversations with 1,500 CEOs and senior government officials. “CEOs told us they operate in a world that is substantially more volatile, uncertain and complex. Many shared the view that incremental changes are no longer sufficient in a world that is operating in fundamentally different ways.” "

management adaptability unpredictability complexity organizationaldesign organization creativity innovation services serviceeconomy

A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the "best of the best" tend to share the following eight core beliefs.

communities ecosystem management leadership motivation empowerment